Leisure Media Issue 3 2009 - Leisure Opportunities

www.leisuremanagement.co.ukISSUE 3 2009 VOLUME 29 NUMBER 3 £7.00Philip Knatchbullon striking a cinemaFeather Down Farms’Luite Moraal onGLAMPINGcamping getsglamorousBIGambitionsEDINBURGHAiming to becomeEurope’s fittestcity by 2020TACKLINGChristopherdiscusses theFramework reviewHOTELSGONE GREENHoward J Wolffexplains newsustainable hoteldevelopmentguidelinesleisure-kit.netOFFICIAL MAGAZINERead Leisure Management online leisuremanagement.co.uk/digitalLEISURE TOURISM HEALTH & FITNESS SPA SPORT ATTRACTIONS HOSPITALITY

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uniting theworld of spasCRYSTAL PALACEReopens its doors tointernational eventsGROWING THEGRA SR OTSEngland Athleticslooks towards2012 and beyondCCPR’S TIM LAMBON CHAMPIONINGSPORT AND RECREATIONACTIVE PEOPLEPhilip KnatchbullBIGFeather Down Farms’Luite Moraal onGLAMPINGcamping getsglamorousTACKLINGSCREENSEDITOR’S LETTERe-mail: contact’s full name@leisuremedia.comSubscriptionsJulie Albone+44 (0)1462 471915subs@leisuremedia.comCirculation ManagerMichael Emmerson+44 (0)1462 471932Editor Liz Terry+44 (0)1462 431385Acting Managing EditorAndrea Jezovit+44 (0)1462 471918ContributorsKate Cracknell+44 (0)1462 471906Kathleen Whyman+44 (0)1462 471918Managing Editor/NewsTom Walker+44 (0)1462 471934Assistant Editors/NewsPete Hayman+44 (0)1462 471938Sarah Todd+44 (0)1462 471927Caroline Wilkinson+44 (0)1462 471911leisure-kit.netSarah Todd+44 (0)1462 471927PublisherJohn Challinor+44 (0)1582 607970Display AdvertisingTessa Alexander+44 (0)1462 471903Julie Badrick+44 (0)1462 4719019Nuzhat Hayat+44 (0)1462 431385Nadeem Shaikh+44 (0)1462 471902Jan Williams+44 (0)1462 471909Advertising artworkEd Gallagher+44 (0)1905 20198DesignAndy Bundy+44 (0)1462 471924InternetKatie Eldrige+44 (0)1462 431385Dean Fox+44 (0)1462 471900Emma Harris+44 (0)1462 431385Tim Nash+44 (0)1462 471917Michael Paramore+44 (0)1462 471926Financial ControlSue Davis+44 (0)1395 519398Financial AdminDenise Gildea+44 (0)1462 471930Credit ControlRebekah Scott+44 (0)1462 431385Contact usThe Leisure Media CompanyLtd Portmill House, PortmillLane, Hitchin, HertfordshireSG5 1DJ UKSubscriptionsTel: +44 (0)1462 471915Fax: +44 (0)1462 433909CINEMA TRENDSIwas browsing in a vast book, music and coffee shop recently when it became obviousthat the large CD and DVD section was deserted. On closer inspection it looked dusty,abandoned and full of old stock, an example of how new technology – in this case MP3 –can reduce the power of a booming industry in a very short period of time.It was interesting to hear that Curzon AE and HMV have formed a partnership to revitalisejust such spaces by harnessing yet another new(ish) technology – digital fi lm projection – tocreate boutique cinemas in prime retail space and in town centre locations.On page 30 we interview Philip Knatchbull, CEO of HMV Curzon, the company formed by thepartners. He explains plans to create 20 or more in-store cinemas if the prototype – a 200-seat,three-screen development planned for Wimbledon and opening this autumn – is a success.Curzon already operates nine screens at fi ve cinemas in the London area, so knows themarket well and the idea is to head in the opposite direction from the competition: “In a reversalof policy from 20 years ago,” says Knatchbull, “we’re taking cinemas back to the high street.We believe councils and people generally want high streets to be more socially engaging.”The combination of new technology, cross-marketcollaboration and flexibility in pricing is opening new doorsfor cinema. In addition, the blurring of boundaries betweenlive entertainment, theatre, music, film and attactions isgiving creative operators more elements to play withThe new cinemas will also offer 3D fi lms and a café, with the intention of experimenting withpricing, opening hours and co-ordinating openings with home pay-per-view services to fullytest the new business model. Content will vary, with live screenings and events to coincide withmusic launches, as well as more traditional movies and reruns of classics.It seems that cinema is a hotbed of innovation at present, with a number of operatorsannouncing new programming and ideas. Vue Cinemas is working on two new sites which willinclude 3D screens, while City Screen has announced a partnership with the National Theatre inLondon for the screening of live theatre at 18 cinemas across the UK. Also in London, the teamat Somerset House will repeat its successful 10-day outdoor fi lm festival this summer in partnershipwith Film4 and in Scotland, actress Tilda Swinton will be on tour with a mobile cinemawhich will visit remote communities so they can enjoy the pleasure of the movies.Analysts and industry commentators tell us that cinema thrives in times of economic hardshipas people seek escapism and a cost-effective treat. Couple this trendwith innovative programming and partnership working and it’s a potentcombination which is keeping cinema operators’ businesses buoyant.The combination of new technology, cross-market collaborationand fl exibility in pricing is opening new doors for cinema. In addition,the blurring of boundaries between live entertainment, theatre,music, fi lm and attractions is giving creative operators more elementsto play with and producing some very exciting new concepts.The move back to town centres is a very welcome one at a timewhen the combination of web sales and the recession mean thatmany high streets are starting to lack vitality.the leisure media company publishesspa businessleisure management works in partnership withLiz Terry, editor liz@leisuremedia.comRead Leisure Management online leisuremanagement.co.uk/digitalSPORTSMANAGEMENTAttractionsmanagementGIANTISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 3

ISSUE 3in this issue…p20 Luite Moraal’s Feather Down Farmsp30 Curzon’s Philip KnatchbullPHOTO: WWW.BRITAINONVIEW.COMp34 Why consumers are avoiding the pubp50 Developing eco-friendly hotelsLEISURE MANAGEMENT NEWS6 world leisure news8 commercial9 spa10 hospitality11 health & fitness12 sport13 parks14 attractions15 public sector16 property18 burning questionis the recession threateningthe future of UK sports clubs?With four per cent of clubs facing closureindustry experts agree times are tough20 hotseatluite moraalThe man behind Feather Down Farmstalks about growing the business24 design news26 design profileteam effortWe profile renowned venue designerShaun Clarkson and his longtime client,legendary music promoter Vince Power28 architect’s focusarchial architectsDirector Paul Weston talks about his firm’sdesigns for the Plymouth Life Centre andSouthend Leisure & Tennis Centre30 interviewphilip knatchbullThe CEO of Curzon AE on his company’sexclusive new cinema deal with HMV34 consumer cautionIt’s recession fears, not lack of funds,that are curbing consumer spending,according to a new Mintel report36 staying strongA look at some of the innovativestrategies businesses across the leisuresector are adopting to fight the recession38 big ambitionsa fitter cityEdinburgh is aiming to become Europe’sfittest city by 2020. Julie Cramer reports42 tackling tourismVisit Britain chair Christopher Rodriguesdiscusses the results of the BritishTourism Framework review46 a look at the budgetBrigid Simmonds explores how thebudget will impact the sector48 companies with cashDespite the downturn, some leisuresector businesses have the cash to makedeals. Matthew Goodman reports4 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

p42 A new strategy for British tourismPHOTO: WWW.ISTOCKPHOTO.COM/FRANKLIN LUGENBEELp58 Improving culture and sportp48 Businesses on the hunt for bargainsp64 Vintellect’s Clare Young on wine50 hotels gone greenHoward J Wolff discusses Horwath HTLand WATG’s new set of sustainable hoteldevelopment guidelines52 young at heartWe visit SHOKK énergie’s Blackpool site– an entire health club devoted to kids56 clean and coolThe latest innovations in air conditioningand ventilation systems58 a passion for survivalA Passion for Excellence, the improvementagenda for culture and sport, is morerelevant than ever, John Bell says60 organisation profilewrapWe speak to WRAP’s Paul Mathers abouthis work promoting recycling for sportsturf, green spaces and attractions62 senior’s solutionshow to keep a grip andremain confidentDespite the downturn, customers expectprofessionalism and a good time – notjust cheap prices, says Grahame Senior64 secondary spendgetting wine rightVintellect’s Clare Young says wine canhelp hospitality businesses increasesales and profit. Vicky Kiernander reports68 leisure-kit72 leisure directory74 odd jobmaking a splashAs a ‘pool tester’ for First ChoiceHolidays, Tommy Lynch travels the worldrating waterslides and wave pools fortheir fun factor, as Andrea Jezovit hearsREADER SERVICESdigital magazineSee Leisure Management onlineleisuremanagement.co.uk/digitalnews & jobsFor jobs and news visit theLeisure Management website atwww.leisuremanagement.co.ukattention buyers!Use our search engine to findsuppliers and get innovationupdates www.leisure-kit.netsubscribe:sign up for Leisure Management atleisuremanagement.co.uk/subsor call: +44 (0)1462 471915buyers’ guide:For suppliers of products andservices in the leisure markets,turn to p72ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 5

NEWSWorld LeisureExpanded Anchorage Museum opensThe US$106m (£64m, 74.4m euro)expansion of the 170,000sq ft (15,793sqm) Anchorage Museum at theRasmuson Center in Alaska has openedits doors to the public.The revamp, designed by DavidChipperfield Architects, includes a newglass-fronted façade and entrance facingdowntown Anchorage. Among thefeatures of the new building are a café,shop and two extra floors (80,000sq ft,7,432sq m) of exhibition space.A venue at the heart of the existingbuilding was retained to continue providinga space for arts, music and culturalevents, but there has also beenthe addition of a science discovery centreand a Young Learners DiscoveryGallery with touchable objects andhands-on learning opportunities.The museum was designed by David Chipperfield ArchitectsThe museum also houses a new530sq ft planetarium and the 100,000sqft (9,290sq m) Smithsonian ArcticStudies Center, exhibiting 600 NativeAlaskan artifacts from the SmithsonianInstitution’s National Museum ofNatural History and National Museumof the American Indian.Boutique spa at Oon Kloof opensAn intimate new spa has opened aspart of the O on Kloof hotel in CapeTown, South Africa.The spa has one treatment room andone therapist, but treatments are alsooffered in the eight guest bedrooms.Designed by local architects AntonDe Kock and Graham Koch, who werealso in charge of the renovation of thehotel, the brands at O’Spa have beensupplied by Logica, while treatmentsuse SpaRitual and Theravine products.The signature treatment is an Africanbody Butter Massage, which combinesvarious massage techniquesThe spa boasts one large treatment roomwith a deeply moisturising body butter,infused with essential oils. All treatmentswill focus on local produce whereverpossible, while other therapiesinclude facials and massages.Terminator Salvationcoaster unveiledSix Flags Magic Mountain inValencia, California, has kickstartedits summer season withthe launch of a new US$10m(£6m, 6.9m) rollercoaster, calledTerminator Salvation: The Ride.Based on the latest additionto the Terminator film series,the coaster, designed by GreatCoasters Int., is inspired by themovie’s post-apocalyptic setting.It features synchronised onboardaudio, a loading station fly-through,two tunnels and fire and fog effects,as well as the 2,850ft track’s fivehills and six banked turns.CNL acquires Hawaiian WatersCNL Lifestyle Properties has acquiredHawaiian Waters Adventure Park inKapolei, on the island of Oahu, US, froma subsidiary of the Village Roadshow.Although now owned by the US realestate investment trust, operation ofthe 29-acre waterpark has been leasedback to the Australian global entertainmentcompany.As part of the deal, VillageRoadshow will continue to operate thesite and will rebrand the park as Wet‘n’ Wild Hawaii.“This transaction is a homerun forboth sides,” said Byron Carlock, CEOof CNL. We were looking for a vibrantoperating partner with which to growour portfolio of properties. HawaiianWaters is exactly the kind of qualityattraction we look for, where familiescan make lasting memories.”Graham Burke, managing director ofVillage Roadshow, added: “CNL is theperfect partner for us as we grow ourhighly successful water park businessin the United States.Rides at the park include a Tornado slide6 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

African centre accreditedExercise Training and Sports Academy(eta) in South Africa has signed up tobecome the first approved centre in thecountry to be accredited by health andfitness awarding body Central YMCAQualifications (CYQ).The agreement follows a 10-day visitby the CYQ Business DevelopmentTeam to South Africa in March as partof the UK government’s Passport toExport scheme.“Because of the international profileof the 2010 FIFA World Cup, hosted inSouth Africa, the government is focusingon developing skills, particularly inthe fitness industry,” said Lori Randall,CYQ’s business development manager.As well as accrediting the SouthAfrican centre, CYQ has approved afurther 54 training centres in the UK,Galician club forHolmes PlaceHolmes Place Iberia opened its latestclub on 15 May. Located in the city of ACoruña, it’s the chain’s first club in theregion of Galicia, north-west Spain.Facilities at the 3,200sq m clubinclude a fitness suite supplied by StarTrac and Life Fitness.The pilates studio offers Peak Pilatesequipment, while the group exercisestudio is equipped by Aerobic &Fitness and Tecnosport. Personal trainingis also available.Situated in the Dolce Vita shoppingcentre, facilities at the new clubalso include a stainless steel swim-The scheme is part of government strategyIreland and Italy and issued nearly39,000 certificates in the past financialyear – a 5 per cent increase year on year.The health club includes a poolming pool, a solarium, spa pool andTurkish bath, and a restaurant. There isalso free parking for members. Details:www.holmesplace.comRussian Fitness Groupopens first luxury clubRussian Fitness Group (RFG)opened its latest World Class healthclub – the 19th in the chain – in StPetersburg in April.Located on Krestovsky island, it’sthe operator’s first luxury club. Builtover three floors, the 3,800sq m clubhas an 800sq m gym with almost12m-high ceilings.Facilities include group cyclingand martial arts studios, both ofwhich have panoramic windowslooking out over the embankment.There’s also a pilates studio, twogroup exercise and personal trainingstudios, a kids’ club, doctor’ssurgery, café and boutique shop.RFG operates more than 42 fitnessclubs in 11 cities of Russia.Hersheypark opensBoardwalk expansionHersheypark, in Hershey,Pennsylvania, has unveiled itsUS$17.6m (£11m, 12.6 euro)expansion. The project comprisedthe expansion of the park’sBoardwalk area, which opened in2007, and is called The Boardwalk:The SEAquel.The work included the installationof The Shore, a 378,000-gallonwave pool and the IntercoastalWaterway, a 1,360ft lazy river.The area also features a changingarea, lockers and a restaurant,as well as 27 cabanas that can berented out. The new attractionshave replaced the former CanyonRiver Rapids, which were in placefrom 1987 until last August.Wellness lifestyle concept launchThe new Henry Ford West BloomfieldHospital in Michigan, US has launchedwith the inclusion of a complementarywellness facility called Vita.The 8,000sq ft (743.2sq m) facilityhas been created primarily to servepatients, their families and the communityand combines wellness and preventativecare. Providing a model foraffecting positive change in healthcare,Vita – which is named after the Latinword for life – contains programmescreated for sustained wellness. Allintegrative therapies, programmesand classes have undergone a rigorousreview by a committee comprisingHenry Ford physicians, scientists,nurses and other healthcare professionals,to ensure that the experiencewithin Vita is both safe and suited topatients’ needs.Creative Spa Concepts consulted onVita, and was responsible for shapingits individual services - includinghealth coaches, acupuncture, TCM andbeauty therapies for cancer sufferers.The centre focuses on wellnessISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 7

NEWSCommercialRoyal opening for Epsom grandstandA new 11,000-capacity grandstand hasbeen officially opened at Epsom DownsRacecourse in Surrey by the Duchessof Cornwall, marking the completionof a three-year, £38m redevelopmentscheme.The Duchess Stand has beendesigned to accommodate both racingand non-racing events throughoutthe year, and includes the 1,123sq m(12,088sq ft) Oaks Hall on the groundfloor, which can be used as an 800-seatconference venue.Three first floor restaurants will alsobe available for conferencing and banquetingon non-race days, while thesecond floor includes fourteen privatehospitality boxes and the Downs ViewSuite, capable of accommodating morethan 100 people.The Duchess was present at the opening of the new grandstandIn addition to the new grandstand,the Epsom Downs redevelopmentproject included the construction of anew 120-bedroom hotel.Nick Blofeld, Epsom Downs MD, said:“We felt it very appropriate with hav-Rileys to introducedarts at clubsTroubled snooker and pool club operator,Rileys, is to introduce darts zonesat its remaining clubs as part of effortsto revitalise the business.The company will introduce dartszones at “a number” of its 130 clubs,with the first one having launched inCroydon. Rileys hopes to benefit fromthe rise in popularity of darts and thespate of pub closures – the traditionalhome of darts clubs.In April, Rileys announced the closureof 30 properties and the loss of 200jobs after it entered administration dueto a downturn in trading. Simon Allportand Tom Jack of Ernst and Young wereappointed joint administrators and adeal was struck with Valiant Sports toensure the survival of 130 clubs, whichwill operate under the Rileys name.Salford racecourse inquiry underwayPlans for a new racecourse nearSalford, Greater Manchester, have gonebefore a public inquiry at the request ofthe developer behind the scheme.In November last year, Peel Holdingsappealed to the government to intervenein the planning process after bothSalford City Council (SCC) and WiganCouncil failed to decide whether toapprove the company’s proposals forSalford Forest Park. A new internationalstandard horse racing course, includinga 6,000-seat grandstand, an eventingWorld champion Phil Taylor launched the clubcourse and an equestrian centre, is atthe centre of Peel’s plans for the 1,690-acre (684-hectare site).Proposals also include an 18-holegolf course, an 80-bedroom hotel witha gym, a restaurant and a swimmingpool, and a forest park vistior centre,as well as an eco-village, 11 miles(17.7km) of cycle trails and 20 miles(32.2km) of footpaths.The scheme is set to be opposed bySCC, which rejected the plans due tothe perceived impact on green belt land.The stadium will have 22,000 seatsCasino for newSouthend stadiumSouthend United Football Club(SUFC) has announced that it isplanning to include a casino as partof a new 22,000-seat stadium developmentat Fossetts Farm in Essex.The £46m scheme, which wasgiven the go-ahead by the governmentlast September after beingcalled in for a public inquiry, hasnow been altered to incorporate theproposed casino, as well as a newfootball academy.According to SUFC chair RonMartin, the proposed academywould not be viable without theinclusion of the casino, which is setto be operated by Rank Group.SUFC’s amended proposals forthe stadium, which include thecasino, will now have to go throughthe full planning process.8 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

NEWSSpa & WellnessGrayshott Studio Spa opensThe Grayshott Spa brand has beenextended with the opening of the firstGrayshott Studio Spa at Fawsley Hallin Northamptonshire.The boutique facility features a handpickedselection of treatments, includingpre- and post-pregnancy therapies,massages, facials, wraps and scrubs. Alltreatments use Guinot, AromatherapyAssociates, Jane Iredale and Jessicaproducts. The spa is situated in thenewly-refurbished Coach House, inclose proximity to the main hotel.It boasts six treatment rooms, a hairand pedicure studio, thermal rooms andrelaxation areas. There is also a juicebar, an indoor swimming pool and anoutdoor hydro pool. A gym, equippedby Nautilus, is on site as well as a furthersix ensuite spa bedrooms whichHalcyon opensat BishopstrowA new spa called Halcyon haslaunched within Bishopstrow House,part of the von Essen hotel Collectionin Wiltshire, UK.The spa has a range of 40 treatmentsand four therapy rooms, including adouble treatment room.All treatments will use the Elemisrange of products. Other suppliers forthe spa included Carlton Couches, StanLedbetter for the Rasul Mud Therapy,Ariane Poole make-up, Culpepper productsand Natural Magic candles.Other facilities include a rasul mudtherapy room, decorated in TurkishThe spa is situated in a Fawsley Hallhave been added for guests wishing toextend their spa experience. A privategarden completes the offering. Details:fawsleyhall.comHalcyon boasts four treatment roomsOttoman style, a relaxation suite,indoor and outdoor swimming pools, awhirlpool, a sauna and a steamroom.Kerry Chapman consulted on the spa.Knock Castle revampreaches second phaseRedevelopment work on the KnockCastle hotel and spa in Crieff,Perthshire, Scotland has reachedthe second phase.The £1.5m revamp’s second phaseincluded the creation of a dedicatedspa treatment wing, housing treatmentrooms as well as a relaxationarea. The leisure area, which containsthe swimming pool, spa pooland steam room area, was alsoupgraded during the works.Other improvements completedduring the second phase includedthe addition of a 100-capacity conferencesuite.The baronial mansion isowned by Scottish company TheHenderson Group.Students offer servicesfree to cancer patientsA new partnership has been formedbetween the University of Derby inBuxton and a local hospice, to givecancer patients in the region freecomplementary therapies.After completing specialist training,the university’s spa managersand assessors have taught studentshow to deliver therapies to cancerpatients and carers associated withBlythe House Hospice, in Chapel enle Frith, Derbyshire.The treatments are offered ateither the hospice or the university’sDevonshire Spa facility.The initiative is intended to helppeople cope with the effects of theirillness and the side-effects of theirtreatments. Details: derby.ac.ukCarlton Institute opens new training centresA number of training centres are toopen as part of an expansion of theUK-based skills training provider TheCarlton Institute.The company, which is under newownership, is extending the numberof training centres across the countryfrom two to seven locations, in order tomeet the rising demand.Owner of the Carlton Institute, SukiKalirai, said: “Demand for fast-trackcourses that get individuals into workquickly or build their skills is growing.Extending skills to earn more or anunexpected need to change career iskey to peoples’ future.”The Institute has also partnered withthe Essex-based Brentwood Academy,which will provide long courses andfast-track courses in liaison with theinstitute. Principal and director ofBrentwood Academy, Jacqui Borley,said: “We see our partnership as mutuallybeneficial and a move that benefitsour students.” Details: beauty-training.co.ukTraining is based on practical skillsISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 9

NEWSHospitalityRezidor to open Missoni-branded hotelRezidor Hotel Group intends to openits first Missoni-branded hotel inEdinburgh in a joint venture with theItalian fashion house.The five-star, 136-bedroom HotelMissoni Edinburgh will open on theRoyal Mile in early June comprising abar and a restaurant as well as conferencerooms. The opening will beshortly followed by the launch of theportfolio’s second property - Missoni inKuwait City - this autumn.Additional facilities will include a1,000sq m (10,750sq ft) spa, two tenniscourts, a private beach, numerousswimming pools, meeting rooms and a400sq m (4,300sq ft) ballroom.Missoni aims to open 30 hotelsover the next decade – designed byMilanese architects Studio Thun – inThe hotel will be located on the city’s Royal Mile and boasts 136 bedroomspartnership with Rezidor. Initial focuswill be on Europe and the Middle East,later expanding to the North and SouthAmerican and Asian markets.“Its design, combined with the bestof bars and restaurants, will make thisa truly unique hotel experience,” saidKurt Ritter, CEO of Rezidor.Mixed results forhotel operatorsHoteliers in London reported a 0.9 percent increase in average room occupancyduring April, compared with2008 figures, according to a report byPKF Hotel Consultancy Services.However, the statistics also revealedthat room rate decreased by 10.6 percent to £123.85 at hotels across thecapital, which has been blamed on theextensive use of promotional offers toattract more visitors.Meanwhile, regional hotels havereported a sharp decline in the threemain performance indicators afterreporting double digit decreases inRoom rates continue to fall rapidlyroom rate, occupancy and yield as aresult of the recession.Hotels in Birmingham reported a 20per cent fall in occupancy and a 15 percent reduction in room rate.Plans submittedfor £250m hotelA new £250m hotel is beingplanned for the banks of London’sRiver Thames as part of the redevelopmentof the Mermaid Conferenceand Event Centre on Puddle Dock inBlackfriars.Designed by Alsop Architects onbehalf of developers Heatherfield,and managed by BlackfriarsInvestments, the 28,000sq m, fivestoreyhotel comprises a conferencecentre, ballroom and a gym and spafacilities. The scheme, submitted tothe City of London for approval, alsoincludes bars and restaurants and arooftop terrace.Brits’ summer savings spent on leisureMore than 40 per cent of British peopleadmit that they spend the money savedon bills during the summer on leisureactivities, according to a new report byNational Savings and Investments.The Quarterly Savings Surveyrevealed that 42 per cent of peoplebelieve that they save an average of£77.39 a month during the summer, aperiod when 48 per cent say that theyspend around £110 a month on leisureactivities. A further 43 per cent ofthe people who answered the questionnaireadmitted that the warmerweather encouraged them to feel morerelaxed with their spending habits,while entertaining children on schoolholidays and the cost of socialising alsoimpacting upon summer spending.The report also revealed that morethan half (60 per cent) of the populationare inclined to spend more on holidayingduring the summer rather than thewinter, and 39 per cent said that theyare more likely to spend money at restaurantsand bars.Summer increases spending in leisure10 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

NEWSHealth & FitnessAnnual fitness industry survey launchedSkillsActive’s sixth UK Working inFitness Survey – one of the largestannual surveys of people working inthe UK health and fitness sector – hasbeen launched online.Conducted by SkillsActive and theRegister of Exercise Professionals(REPs), the survey has been createdto give insight into how the fitnessindustry rewards its workforce as wellas salary levels, job satisfaction andspending on training and development.In previous research for its SectorSkills Agreement, SkillsActive estimatedthat an average 8,500 job openingswere needed in the fitness sectoreach year to meet staff turnover andthe creation of new positions.Jean-Ann Marnoch, registrar ofREPs, said: “It’s really important thatAround 8,500 new job openings are needed every yearas many people take part as possibleto get a good representation of jobsin the industry and to be able to identifyissues at a local level. Last yearwe found fitness professionals werepositive about remaining in the industrybut continued to report a need forimprovements in salaries.”New leisure centrefor St DavidsPembrokeshire County Council (PCC)has unveiled designs for a proposed£1.3m dual-use sports complex, whichis to be established on the site of StDavids Swimming Pool in west Wales.The pool closed on 7 June in order tomake way for the new complex, whichwill include a four-court sports hall, ahealth and fitness suite with changingfacilities and two further changingrooms for external use.PCC has already invested in a newmulti-use games area and the upgradeof three tennis courts at the site, whilefurther work is due to be carried outThe centre will have a health clubto improve the exterior of the adjacentsecondary school.Pembroke-based Cottons Limited hasbeen appointed by the council to constructthe new centre.Health club to addsubterranean poolTop Notch Health Club in Cheshamwill soon feature a £500,000 undergroundswimming pool.General practitioners will be ableto refer patients with disabilities tothe new facility for fitness and rehabilitationsessions. Chiltern DistrictCouncil approved the plans, submittedfor the third time, by sixvotes to two. The previous twoapplications were rejected owing toconcerns over Green Belt land anda lack of car parking spaces.The swimming pool will havefull disabled access and includeswater-based rehabilitation facilities.Queen’s Club gym gets a refurbQueen’s Club in West Kensington,London, has undergone a refurbishmentto its fitness facilities.Established in 1886, the club wasnamed after its first patron, QueenVictoria, and is one of the first lawntennis and racquet clubs in the world.The facility, owned by members fromthe Lawn Tennis Association, has hadits gym doubled in size to 1,800sq ft(1,672sq m). The new gym, convertedfrom former meeting rooms, has beenfitted with £50,000 worth of Cybex kit,including 15 CV stations and strengthequipment from the Eagle and VR1Dual ranges.There is also a dedicated stretch areaand two treatment rooms for massages,osteopathy and physiotherapy. Theold gym has been transformed into anaerobics studio. The club also offers 45lawn tennis courts - 12 grass, 10 indoor,eight shale and clay, four plexi andfour artificial grass courts, in additionto two racket, two regular tennis andthree squash courts.The gym was fitted by CybexISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 11

NEWSSportRicky Hatton opens first fitness clubBoxer Ricky Hatton has opened a new£2m health and fitness centre in Hyde,Greater Manchester, following eightmonths in development.Formerly occupied by a print works,the 1,000sq m (10,764sq ft) HattonHealth and Fitness Centre opened on12 May and features an 85-station gymequipped by Cybex, along with twoPower Plate machines.A new floor has also been added toprovide a boxing area, including tworings, bags and speed balls, as well astwo studios offering a range of classes,such as spinning and conditioning.Facilities at the centre, which hadalready secured more than 300 membersahead of its opening, it alsoincludes a reception and refreshmentarea, a sauna and changing rooms.Hatton plans to open further clubs if the pilot site is successfulWellbeing treatments and therapiesare also provided as part of the offering,which also includes a number ofmembership packages.Depending on the success of theHyde site, Hatton is considering thepossibility of rolling out the conceptand opening more sites in the future.Brighton stadiumfunding securedBrighton and Hove Albion Football Clubhas announced that it has secured fullfunding for a new £93m stadium projectat Falmer, East Sussex, after TonyBloom took over as club chair.Bloom will fund the majority ofthe £93m development after replacingprevious chair Dick Knight, whohas stepped down after 12 years inthe position to become the club’s newlife president. The scheme includesa 22,500-seat stadium, which hasbeen designed by London-based KSSArchitects, and will also be fundedusing a number of grants.Buckingham Group Constructionhas started work on the venue afteramended plans were approved by thecity council in February. The stadium isscheduled to open by the end of 2011.Premier League clubs resist downturnThe stadium has been designed by KSSMore than half of the 20 Premier Leagueclubs reported an operating profit duringthe 2007-08 season as the league’scollective revenue increased to nearly£2bn, according to new research.Deloitte’s Annual Review of FootballFinance revealed that Premier Leagueclubs’ revenues had increased by 26per cent compared with 2006-07, andare now expected to break through the£2bn barrier during the 2008-09 seasonHowever, the research also revealedthat the economic downturn is havingan impact on the amount of investorswilling to inject cash into clubs asthe league’s net debt has increased tomore than £3bn.Two thirds of the total net debt hasbeen attributed to the Premier League’stop four clubs – Arsenal, Chelsea,Liverpool and Manchester United –while the cost of players’ wages hasalso contributed.Salary expenditure reached £1.2bnfollowing the largest annual increaserecorded by the Premier League.The complex will feature a sports hall£16m sports centrefor PrestonA £16m sports centre will bebuilt at The University of CentralLancashire (UCL) in Preston to providenew sporting facilities to itsstudents and to local children duringthe school holidays.The new complex will featurea sprung timber sports hall withmore than 300 retractable bleacherseats and a viewing gallery, able toaccommodate regional and nationalsporting events.Activity studios, squash courts,multi-functional spaces and changingrooms will also be built, whilea pre-school complete with sensory,nature and hard play areaswill accommodate up to 90 childrenaged six months to seven years old.A planning application has beensubmitted to Preston City Council.12 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

NEWSAttractionsGreat North Museum opensThe Great North Museum: Hancock inNewcastle upon Tyne has opened itsdoors to the public following a £26mtransformation.The natural history museum,designed by Sir Terry Farrell, is locatedin the former Hancock Museum, whichwas closed three years ago to undergothe redevelopment.The new attraction houses 3,500items from collections from the originalHancock Museum, NewcastleUniversity’s Museum of Antiquitiesand the Shefton Museum.The University’s Hatton Gallery isalso part of the Great North Museumbut remains in its existing building.The museum also includes a planetarium,a bio-wall displaying thediversity of life on Earth, a life-size rep-MiddlesbroughWheel delayedPlans to establish a new 40m (131.2ft)wheel attraction in the centre ofMiddlesbrough, north east England,have been delayed after it wasrevealed that a suitable wheel is notyet available.World Tourist Attractions (WTA) isbehind the proposals for the attraction,which will be situated in the town’sCentre Square and will feature 30glass-sided observation pods capableof accommodating five people each.Middlesbrough Council approvedplanning permission for the schemeon 9 April, which will see the wheelMuseum manager Steve McLean with T-Rexlica T-Rex skeleton, Ancient Egyptianmummies and a large scale model ofHadrians Wall as well as examples ofGreek art.How the wheel would look on the siteremain in place for an initial six monthsat no cost to the council before a decisionis made on whether renew its stayfor a longer period.Lancashire’s Camelottheme park reopensCamelot theme park in CharnockRichard, Lancashire, has reopenedjust two months after itsowner, Prime Resorts, went intoadministration.The park was acquired by TheStory Group and has been leasedto Knights Leisure, a newly-formedgroup led by the former chief executiveof Prime Resorts, Roy Page.Although The Story Group is stilllooking to enter into negotiationswith Chorley Borough Council in abid to revive plans for a residentialmixed-use development on the site,it has agreed to lease the park toKnights Leisure, enabling Camelotto operate as a theme park until9 September 2009.Theme parks respondingresiliently to recessionThe annual Attractions AttendanceReport has shown that theme parksare coping well with the downturn.The report for 2008, compiledjointly by Economic ResearchAssociates (ERA) and the ThemedEntertainment Association (TEA),shows that 10 out of the world’stop 15 theme parks recorded anincrease in the number of visits –when compared to 2007 figures.According to ERA’s JohnRobinett, however, the growth innumbers could have been bigger,but for a fall in attendances duringthe fourth quarter. He also revealedthat large destination parks werehit harder by the late fall in visitornumbers than smaller parks.Cutty Sark to open next summerCutty Sark, the historic tea clipper situatedin Greenwich, south London, is setto reopen in summer 2010, three yearsafter it was ravaged by fire.A £25m restoration project wasalready underway to protect the historicship from corrosion and to make itmore accessible to visitors.The fire has increased the cost of therevamp by a further £10m.The cost of reconstruction has beenpartly funded by the Heritage LotteryFund, which awarded the scheme a£11.75m grant in June 2007. Once finished,the work will protect the vesselfrom corrosion and will also make itmore accessible to visitors.The restoration project will see theCutty Sark suspended 3m (3.8ft) aboveits current position in order to enablevisitors to walk underneath the shipand view its hull design.There will also be a glass canopyinstalled, meeting the ship at thewaterline and covering the dry dock,creating 1,000sq m of space for events.The ship was badly damaged in the fire14 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

NEWSPublic SectorScottish museum summitScotland’s 60 museum leaders convenedin Stirling last month to debatehow best to address the challenges facingthe sector.The conference focused on how thenation’s industrial and voluntary museumscan be sustained and how fundingand limited resources can be betterdistributed between national and localmuseums. Leading the convention,culture minister Michael Russell said:“This summit presents a real opportunityfor new thinking about how weunderstand museums in Scotland, howwe work together, and how best wecan tell the story of this country.“While we have the ScottishGovernment’s Recognition Scheme -which allows the 33 collections recognisedas being of national significanceCouncils to endcotton wool cultureCouncil leaders across the UK haveannounced plans to introduce zipwires, tree houses and large climbingstructures in playgrounds across thecountry in order to put adventure backinto children’s playtime.Research from the Local GovernmentAssociation (LGA) has revealed thatcouncils are including an increasingamount of adventure equipment as partof a scheme to build or refurbish morethan 3,500 playgrounds by 2011, whichhas been funded by a £235m fundingpackage outlined in the government’sChildren’s Plan.The conference focused on best practiceto apply to a special funding stream- there remains an obvious dividebetween local and national provision ofmuseum services.”Thousands of playgrounds will be upgradedLocal authorities are also introducingholiday play schemes, includingBMX biking, surfing and circus skills, aspart of efforts to end what the LGA haslabelled a “cotton wool culture”.Planning extension forleisure developersLeisure developers are now ableto retain their planning permissionfrom Westminster City Council(WCC) for up to five years in a moveto help projects that are put on holdduring the economic downturn.The council, which originallyallowed developers to keep theirpermission valid for up to threeyears, introduced the extension soapplicants can avoid the lengthyprocess of resubmission as wellas the risk of their projects beingscrapped due to the long-termuncertainties in the economy.Cllr Robert Davis, WCC deputyleader, said: “Our aim is to help asmany developers as possible makethese plans a reality.Sport England seeksincreased participationSport England has called for “everyonein sport” to do more to increaseparticipation by people with learningdifficulties.Sport England hair, RichardLewis, made the call as heannounced a funding packageworth £200,000 for this year’sSpecial Olympics.The event, which will be held inLeicester between 25 and 31 July, isopen to children and adults with alearning disability, and thousandsare expected to compete.Lewis said: “The games offer achance for more than 2,700 athletesof all ages to realise their potentialand experience the thrill of competingin a major sporting event.Welsh bi-lingual sports plan unveiledThe Sports Council for Wales (SCW)is establishing new bilingual drop-insports centres throughout the countryto encourage young people to take partin physical activity, while supporting aplan to boost the Welsh language.The four-year scheme being launchedin collaboration with Urdd GobaithCymru will see almost £140,000 beinginvested in 32 new drop in centres, 24new community clubs, school holidayprogrammes and sports festivals inCardiff, Ceredigion, Eryri and RhonddaCynon Taf, with plans to spread thescheme throughout Wales by 2013.The venture will train and employ300 Welsh-speaking sports leaders and60 coaches.SCW chair Philip Carling said: “Weare passionate about sport and our richheritage and language. It makes sensethat we make sport as welcoming aspossible to everyone in Wales. That’swhy we are making sure that there areplenty of opportunities for people totake part in bilingual sports sessions.”The scheme will run for four yearsISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 15

NEWSPropertyWeston pier scheme back on trackPlans for the £34m redevelopment ofthe Grand Pier in Weston-super-Mareare back on track after the owners ofthe 104-year old attraction reachedan agreement with North SomersetCouncil (NSC).Pier owner Kerry Michael hadwarned that the project was at risk ofbeing shelved after claiming that thecouncil had “moved the goalposts” ina dispute over legal costs and the constructionof a new bus lay-by, as wellas the installation of a seafront trafficlight system.However, the Grand Pier is nowexpected to reopen as planned in summer2010 after a series of negotiationsbetween NSC and Michael resultedin an agreement that has ensured thescheme remains on track.The newly-built pier is scheduled to open in summer 2010Michael said: “We have workedthrough the issues to reach a solutionwhich is acceptable to all. Once the keydecision makers were all together, wevery quickly reached an agreement andafter that it was just a matter of puttingthe relevant professionals together toformalise the agreement.Birminghamdesigns unveiledBirmingham City Council (BCC) hasunveiled its preferred design proposalsfor a new £1.5m public square, whichis set to be created in the centre of thecity’s historic Jewellery Quarter.Plans put forward by Birminghambasedarchitects Capita Lovejoy havebeen selected by the council after localresidents were invited to comment onproposals from six shortlisted companiesduring April and May.At the heart of the designs for thenew ‘Golden Square’ is a series of‘exposed seams’, pointing towards thetraditional material sources used in theJewellery Quarter, which is responsiblefor 40 per cent of all jewellery made inthe UK each year. Green spaces, seating,fountains and lighting are alsoincorporated in the plans.Two-year planning extension for developersLeisure developers are now able toretain their planning permission fromWestminster City Council for up to fiveyears in a move to help projects thatare put on hold during the downturn.The council, which originally alloweddevelopers to keep their permissionvalid for up to three years, has introducedthe extension so applicants canavoid the lengthy process of resubmission,or the risk of its project beingscrapped due to the long-term uncertainty.The extension will be suppliedThe plans include a ‘Golden Square’at the council’s discretion if a reasonablecase is made.Cllr Robert Davis, Westminster CityCouncil’s deputy leader, said: “As thelargest planning authority in the countrywe receive more applications thanany other borough and our aim is tohelp as many developers as possiblemake these plans a reality.”Applicants who have already submittedan application will also be consideredfor an extension provided theycontact their case officer.The stadium will hold 30,000 fansBristol City intalks over stadiumA new supermarket developmenton the site of the Ashton Gate stadiumin Bristol could help to fundBristol City Football Club’s (BCFC)new 30,000-seat venue planned forthe outskirts of the city.The club has confirmed that itis in talks with supermarket giantTesco over the proposals, whichare meant to ensure the FootballLeague Championship outfitreceives the maximum value for thesite in order to finance the scheme.It comes as BCFC groupchief executive, Colin Sexstone,announced that the new stadium,which will be built on a42-acre (17-hectare) site near theLong Ashton park and ride facility,will be prepared to form part ofEngland’s World Cup bid for 2018.16 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

FACT:Despite high rainfall,limited capacities forwater storage, coupledwith our high population,means that there isrelatively little water perhead in the UK.The Rippleffect is a free initiative byEnvirowise to help businesses in Englandin their efforts to save water and money.HOW MUCH CAN YOU SAVE?For more information and to register for the Rippleffect visitwww.envirowise.gov.uk/rippleffectwww.envirowise.gov.uk

BURNING QUESTIONIs the recession threatening thefuture of sports clubs in the UK?According to a new study by Deloitte for the CCPR, up to four per cent of communitysports clubs – 6,000 in total – are facing closure in the next year as a result of theeconomy. Pete Hayman examines what the future holds for sports clubs in the UKCCPR, the umbrella organisation for 290 national governingbodies and representative bodies for sport and recreation, hasrecently published new research examining the impact of therecession is having on community sports clubs in the UK.Almost half of all the clubs that participated in the study haveadmitted that the situation is likely to get worse before it getsbetter, with the turbulent economic climate having a significanteffect on membership numbers and revenue.As a result, clubs are already looking to cut back investmentin facilities, coaching and community schemes to offset increasingcosts that are being driven up by the introduction of newgovernment regulations and soaring energy bills.But with the London 2012 Olympic and Paralympic Gamesjust three years away, is enough being done to ensure that clubscan weather the economic storm and to ensure that Britain canfulfil a promise to itself to become a world leader in sports?The data shows that sports clubsare in trouble. CCPR has beenpushing the government to domore for sports clubs through its Subsfor Clubs campaign and by fightingoff the endless increases in regulationwhich increase their costs.This survey shows that, unless weact, thousands of local sports clubscould go under. That would be a tragicshame for both their members and theirlocal communities.Even those which survive the recessionare telling us that they are goingto have to make cutbacks. Thesesports clubs have to make ends meetand falls in subscriptions will be metwith reductions in coaching, withinvestment in kit and facilities and inport – along with other sectors– is facing tough economicSchallenges, so we all need tobe vigilant. But that doesn’t meanwe should be unduly pessimistic.Grassroots sport is in good shape andour latest participation survey hasrevealed that the number of people participatingregularly is increasing.So how do we deal with the challengesthat lie ahead? Firstly, we needto stand tall and stand together. Wewill support governing bodies in theirefforts to put clubs in a position toweather the challenges. That’s notgoing to be an easy task, but havingthe readiness to adapt and the determinationto find the ‘value offer’ for yoursport or your club will stand our sectorin good stead for the future.BRIGID SIMMONDSChairCCPRRICHARD LEWISChairSport EnglandFor our part, we must make suregrassroots sport derives maximumvalue for money from all SportEngland’s investments. By monitoring,and sharing, the intelligence on what’sworking and what’s not working, wecan isolate the pressure points andhelp sports overcome issues. We alsoneed to be brave and nimble enoughto adjust our plans if evidence showssomething isn’t working. Our openfunding rounds provide us with someflexibility to target investment at areaswhich may have been affected by thecommunity programmes. There can beno doubt that cuts will set us back.The government also needs sportsclubs to help introduce the five houroffer for sport in schools. They simplydon’t have the staff or the commitmentfrom schools without involving localsports clubs in the scheme.What we need now is a moratoriumon any new regulations, laws andcharges affecting sports clubs. We arealready fighting off liquor licensingfees, drainage charges from multimillionpound water companies, adevelopment tax and music licencefees. Sport needs all the support it canget but, from the reception we receivein some government departments, youwould think we were selling cigarettesor fatty foods, rather than sport!We know that sports clubs are likelyto go to the wall as a result of therecession. But what we don’t want todo is to compound that with any newregulations which could push still moreof them over the edge.economic downturn. Encouragingly,there has already been considerableinterest in the first of our larger investmentrounds, which will create a rangeof sporting opportunities for people inrural communities.Sport can, and will, be an importantpart of the solution to this recession.Sport drives employment, it keeps peoplefit and healthy and it helps peopleto develop attributes such as leadership,team-work and determinationthat will help them and this country toemerge stronger from a difficult period.18 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

With London 2012 now firmlyon the horizon, plus a hostof other major internationalsporting events to look forward to duringthe next decade, these are excitingtimes for sport in the UK. The real legacyof this golden decade would beBritain building on its growing statusas a world leader in sport, and I wanttwo million more people more active,including one million through sport, by2012. To do this, a strong communitysport infrastructure is crucial.The recession is a challenge to allsectors but the government’s commitmentto sport is unwavering. AcrossWhitehall, government departmentsunderstand its value. Our £140m freeswimming programme – backed by fiveThe recent CCPR survey, in whichhalf of sports clubs say that therecession is having a negativeeffect, is alarming. If the trends that thesurvey identifies continue, sport at alocal level will face problems.All but a handful of sports clubs arerun by volunteers and funded by themembers and their activities. Almost40 per cent of clubs have alreadyexperienced a downturn in membershiprenewals, and with nearly 30 percent seeing a fall in new membershipenquiries, the financial outlook is bleak.Most local councils are reviewingtheir budgets and, for many, thiswill include a review of their culturaland sports activity, including thegrant funding that they give to voluntaryorganisation such as sportsdepartments – shows we are workingtogether. And the Budget included anew initiative to create 5,000 new jobs.An unprecedented amount of publicmoney has gone into community sportto ensure its growth and success, andsport has received nearly £6bn since1997. We also run a range of initiatives,including a tax relief scheme of up to80 per cent on business rates that 5,000clubs are currently enjoying.Now is not the time to be talkingdown sport. Of course some clubs areclubs. Further cuts in the already limitedsupport that councils provide maywell lead to closures. The drop in participationthat a quarter of clubs havealready seen will weaken their argumentfor continued council support.Nationally, central government fundingfor sport via Sport England isincreasingly being directed towardsthe national governing bodies for sport.There is little indication that much, ifany, of this funding will end up helpinglocal clubs with basic costs. Theday-to-day reality for a voluntary sportsGERRY SUTCLIFFESports ministerDepartment for Culture, Media and Sportgoing through tough times but we aredoing all we can to support the grassroots.The government continues toinvest heavily in community sport andstrongly encourage local authoritiesand businesses to do the same.Almost £500m is going to sports governingbodies from now until 2013 toincrease participation. With this andfurther investments, we’ll see that legacycome alive – Britain becoming aworld leading sporting nation withcommunity clubs at its heart.CHRISTINE NEYNDORFFDirectorHertfordshire County Sports Partnershipclub is a continuing struggle with soaringexpenditure for facilities, energyand coaching. This is against a backdropof increasing regulation and aheightened expectation on the part offunding agencies, local authorities andschools of the capacity of clubs to supportnational initiatives.An increasing number of clubs aresuggesting that talk of developing ‘aworld leading community sports system’is beginning to ring hollow. Oursports clubs need support – and theyneed it now.ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 19

HOTSEATLUITEMORAALVariously described as ‘glamping’ –glamorous camping – and the Bodenof holidays, Feather Down Farms providesthe opportunity for camping insalubrious tents on working farms. KathHudson speaks to Dutch-born LuiteMoraal, the man behind the conceptFeather Down Farms caters to bigcity familes who want to get back tonature and enjoy simple pleasuresHow did you get into the leisure industry?I started off in marketing and advertising at a small agency andin the early ‘80s I was scouted by the founder of Center Parcs,Piet Derksen. I initially worked in marketing and advertisingthere before becoming involved in other areas, including productdevelopment. Later, I became a corporate director and wasinvolved in the management team taking the concept overseas.When I joined there were only four or five villages in Holland.Where did you go from there?At Center Parcs I learned about the leisure market in generaland afterwards I spent some time working for Disney and wasinvolved in all kinds of projects as a leisure entrepreneur beforestarting Feather Down Farms.How did the idea of Feather Down Farms come about?I was a director of a turnaround project for the Dutch NationalTrust, which is a big property owner with a lot of farms. The closureof farms was creating a real problem for the organisationbecause it was left having to maintain the landscape, so thechair asked me for ideas on how farms could diversify to keeptheir businesses going. My market research showed that a lot ofpeople were looking for holiday experiences where less is more;there is also a growing need for responsibility for your actionsand the desire to quit comfort and luxury in favour of a real experience.All of this triggered the idea of Feather Down Farms.When was the first Feather Down Farm opened?In Holland in 2004, and we started the first pilot in the UK in2006 with Manor Farm in Hampshire. I love the UK and havealways been impressed with the UK market.How did you get farmers excited about the idea?Because it’s such a good concept! We address it on the websiteand we have various sources of finding farmers.What are your near-term expansion plans?We are expanding quite rapidly because a lot of people are tellingme we should come to their country. We opened a fewlocations in France in 2008 and have three farms starting in theUS in June and hope to add another two or three by the end ofthe year. Our first German farm should open at the end of June.How would you describe the concept? Is it ‘glamping’?Partly it is, yes! In general we are trying to give a real experience.We target families in big cities, where the parents feelresponsible for the education of their children and worry theyhave lost their connection with the earth. For example, manychildren are surprised when they find that milk is warm when itcomes from cows because they only know it from the fridge.Who designed the tents?I’m afraid that would be me! All the comfort elements are there.To have a flush loo in a tent is really quite comfortable. Butbeyond that everything takes effort – making coffee takes threequarters of an hour. It’s about experience and being differentfrom home. I wanted the accommodation to feel like it’s from acertain undefined era when life was still simple and good.How involved can guests become with the farm?There’s always some farm life to experience, but it varies fromfarm to farm depending on how much the farmer wants to offer.There are usually small livestock and calves to feed, but it’snot likely guests will be milking the cows. Also we have arablefarms where they are not always harvesting. However, thereare always some animals to interact with, such as chickens forguests to collect eggs.Would a play area go against the concept?A swing from an apple tree is fine, but no fully equipped playgrounds.That’s what city people are trying to get away from.20 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Tents feature wood-fired stoves (above)and comfy beds (below left); guests caninteract with farm animals (below)THE CONCEPTFeather Down Farm tents sleepsix, with a master bedroom, bunkbedroom, canopy bed and toilet.Spacious and atmospheric, the tentshave a flushable toilet, cold runningwater and a coal or wood-fired stovefor cooking and to provide heat. Lightis provided by oil lamps and candles,there’s no electricity in the tentand for a hot shower you need to goto the shower block. Farm shops selllocal produce and coffee beans whichcan be ground on the tent grinder.Unlike the usual camping experiencewhen you have to bring loads of kit,the tents are fully equipped, allowingpeople to come on holiday with justclothes and wellies.The aim of the experience is toslow people down, reconnect themwith nature and allow simple pleasures,such as reading aloud bycandlelight, preparing meals onstoves and chatting around fires. Forfarmers, Feather Down Farms providesa much needed extra incomestream and means they can continuemaintaining the landscape.There are 21 farms across the UK,from Cornwall to Scotland and theLake District to Suffolk. In Holland,where the company is known asBoerenbed, there are 12 farms. Francehas five farms under the name Un Litau Pré. Three sites were piloted in theUS in May, and more are expected tolaunch in 2010.Prices vary according to season,length of stay and even the country,but at £795 for a peak week inEngland, the experience is comparableto paying for a holiday cottage.ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 21

HOTSEATParticipating farms earn extra income, allowing them to maintain the landscapeGOING ‘GLAMPING’A relatively recent trend, ‘glamping’,or glamorous camping, appealsto those who wouldn’t usuallydream of setting foot inside a tent,or who have grown out of camping.‘Glampsites’ offer plush tents withsoft beds, running water and warmth,providing guests with an outdoorcamping experience that boasts manyof the comforts of a holiday cottage.At the high end, hot tubs, massagesand caterers are on offer, and holidayscost the same as an expensive hotel.Slightly cheaper are stays in tipis andyurts – spacious, sturdy tents popularisedby Native Americans andCentral Asian nomads respectively.Sites offering tipi or yurt accomodationgenerally advocate holidays withlow carbon footprints, and gettingback to nature by cooking on openfires. The tents are often furnished.Reasonably priced and one stepup from camping is the camping pod.Timber-built (from locally-sourcedwood, of course, because glamping isvery green), with lockable patio doorsand insulated with sheeps’ wool,pods mean you can go camping withouta tent and you won’t get wet.Do people use the farm as a base toexplore the area or do they spendmost of their time on the farms?Eighty per cent of our business is fromshort breaks, and these holidaymakerstend to stay in and around the farm. Theyarrive on Friday night and settle in, lightingthe candles and the stove. The tent isreally great to experience.Some people do make it their mainsummer holiday, however. It’s really adomestic product, although we are startingto see some people from the UK andHolland going to France.What other activities areon offer besides interactionwith animals and the experience of the tent?Most farmers join Feather Down to broaden their income, soit’s up to them what they offer. Some farms have an offer withsmoke barrels to make stews over an open fire, as well aswood-fired oven dinners.Do the campers interact?Yes, without having a Hi-de-Hi! Atmosphere. There are no partiesor bingo nights, but most farms have a kind of communalbread oven supper or lunch once a week, where guests wouldhave a glass of wine or cider together.How do you ensure standards are maintained?We have regular meetings and agreed and shared minimum performancelevels. We also have a sophisticated guest enquirysystem and have lots of feedback from customers.How quickly can a farm becomeoperational from the first enquiry?We can turn it around within weeks. It’s my investment, there’s noinvestment from farmer unless he has to make changes on site.How many are you hoping to open?We aim for national coverage, focussingon the popular tourist destinations. So farit’s only a small scale concept. In the UK,London is the main target area and wehave about 20 so far.How many farms are there in total?40 or 50.What’s been the biggest challenge?Getting the finances in place!Was that made harder bythe current climate?Of course, although I had the financesarranged before the downturn and thecredit crunch isn’t evident in our bookings.What has been the highlight of your career?Oh, for sure it’s Feather Down. It’s been enjoyable and rewarding,and nice to work with farmers.What are your plans for the next 12 months?Continue as we do. We’re still quite young and in the buildingup phase. I want to carry on making all those countries worknicely and make sure the farms offer a great experience. Then Iwill be extremely happy.How about longer term?I have no fixed idea. We’ll continue to expand in Germany, theUS and France, and we may add one or two more countries,but that’s not an objective as such. I do have a strategy, butthere’s not a big business plan behind it – people approach usand that’s how it mostly works.What’s the best piece of advice you’ve ever received?Be daring. Believe in yourself. ●22 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

VAC 2009the annualNational Conferenceof Visitor Attractionswednesday 7 october 2009Where? The QEII Conference Centre, London.Who? You, if you are an owner, manager ormarketer of a visitor attraction, an opinion former, atourism or heritage professional.Why? Never have Britain’s Visitor Attractions facedmore challenging trading conditions. But “Challengesmake Champions” – and we will be examining what thebest do to survive and thrive, and learning fromAttractions that have made exceptional gains. Evaluateyour strategies to stay one step ahead. This is yourconference – organised on a not-for-profit basis by theindustry. Come and exchange ideas and information withfellow Delegates and question industry leaders.BOOK NOW!Please log onto the official VAC 2009 websiteto register for the conferencewww.vac2009.co.ukEarly bird and multiple booking discount registrationrates will apply.Early Booking Deadline 6 August 2009!SUPPORTING SPONSORSOFFICIAL PUBLICATIONSupported by

DESIGN SPA FOCUSdesignnewsproject: novi spa hotels & resortdesign: studio ante muraleslocation: novi vinodolski, croatia35m spa opens at Croatian resortA new 25m (US$35.2m, £21.83m) spa and wellness concepthas opened at the Novi Spa Hotels & Resort property in NoviVinodolski, Croatia.The spa has wall-to-ceiling windows throughout, offeringviews over the Adriatic Sea to the Island of Krkand includes 22 treatment rooms and six spa suites.Designed by the architect Ante Niksa Bilic from StudioAnte Murales in Zagreb, Croatia, the concept of the spafocuses on traditional Oriental philosophies combinedwith a more traditionally Western, holistic approach.Facilities include a 14 saunas, including an outdoor Finnishsauna, a laconium, three steambaths, a salt peeling bath anda Kneipp area. There is also a whirlpool with heated seawaterand indoor and outdoor thalasso swimming pools.project: the seraidesign: raison d’etre / jaisal and anjali singhlocation: jaisalmer, rajasthanRajasthan tent spa in the worksSpa development and management consultancy Raisond’Etre is to work in partnership with Sujan Luxury Hotels tocreate a tented spa for The Serai camp in Rajasthan.Opening later this year, The Serai will feature 21 canvastents for accommodation, including one with a private spaarea, swimming pool and lounge. Four treatment tents willbe set apart from the main camp, each with a welcome area,changing area and treatment space.Locally-sourced stone and canvas are being used throughoutthe spa. A rooftop sky lounge will also be located on site.project: emerald bay spadesign: pueblo bonito resortslocation: mazatlan, mexicoEmerald Bay Spa launches in MexicoA 16,500sq ft (1,532sq m) free-standing spa has opened atthe Pueblo Bonito Emerald Bay resort in Mazatlan, Mexico.The site is one of seven in the group’s portfolio.The Emerald Bay Spa was designed by a Pueblo BonitoResorts team, and has features including a chromotherapyroom, reflexology paths, 11 treatment rooms, and wet areaswith jacuzzis and aromotherapy showers. The design wasinspired by Mazatlan’s early beauty and features neoclassicalflourishes and warm colours.24 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 2 2009 © cybertrek 2009

project: jw marriott hotel and spadesign: hirsch bedner associateslocation: shenzhen, chinaJW Marriott Shenzen debutsThe JW Marriott hotel and spa in Shenzhen, China haslaunched. Designed by hospitality consultancy Hirsch BednerAssociates (HBA), the property is located in the city’s newbusiness district of Futian and was adapted from an existingoffice block and features a signature Quan Spa.The hotel’s design features sleek lines and geometricalsymmetries. A two-story atrium lobby is wrapped with silver-leafmetal screens and lit by 18 giant floor lanterns; thespace also features a reflective pond and glass feature wall.The new property’s signature Quon spa has beendesigned around the concept of white water, with creativebubbles and flowing water effects.project: the vine hoteldesign: ricardo bofill/nini andrade silvalocation: madeira, portugalNew 1m vinotherapy-based spaA vinotherapy-based spa has opened at The Vine Hotel onthe island of Madeira, Portugal. Located above the cobbledold quarters of the city of Funchal, The Hotel Vine has 57hotel bedrooms as well as a large spa.The 1m (£889,690, US$1.25m) spa features TheraVinebrandedvinotherapy treatments and products. Additionalwellness facilities include a number of treatment rooms, apanoramic rooftop swimming pool and a large whirlpool.A member of the Design Hotels network, The Vine’s designaesthetic has been themed around the idea of good wine andgrapes and has used a bold colour palette. Mastermindedby Catalonian architect Ricardo Bofill, interiors have beencreated by Funchal-born designer Nini Andrade Silva.project: andreus resort and spadesign: schletterer wellness & spa designlocation: italySchletterer-designed spa launchesThe Andreus resort and spa has opened in northern Italywithin the Passeier Valley. Schletterer Wellness & Spa Designwere responsible for the design of areas including the spaand gym as well as the hotel’s lobby and restaurants.Wood and natural stone is used throughout thehotel, as well as a large amount of natural lightand this is followed through into the design of the53,819sq ft (5,000sq m) spa, which combines Alpineelements with a Mediterranean influence.Spa facilities include a herbal bath, reflexology footbaths, whirlpools with underwater sound, a Kneippwalk, a panoramic sauna and a heated outdoor pool.ISSUE 2 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 25

DESIGNteameffortRenowned venue designer Shaun Clarksonhas worked with music industry legendVince Power for over a decade. KathHudson speaks to Clarkson about his career,and asks Power about the partnershipshaun clarksonWhat do you enjoy aboutbeing a designer?I really enjoy creating fantasy worlds andwatching people’s reactions to somethingI’ve created. It’s very satisfying tosee people having an amazing time in anenvironment you’ve created.How did you learn howto design venues?It was a big learning curve, but I learntthe operational points with my own bar,the William IV in Hoxton. That’s beengreat in showing me how to design avenue efficiently and to understand theworkings behind the bar.What was your big break?Working with Oliver Peyton. Throughhim I met Vince Power about 15 yearsago, and he adopted me as his designer.Going to see him was an intimidatingexperience in those days. He hada headmaster’s button on his officeinstructing you to “wait” or “go away”,and he sat you in a 1950s dentists chairand was very business-like.What’s it like working with Vince?He gives you huge amounts of freedomand completely trusts you, but if you fuckup he gives you a hard time! Generally,though, he’s amazing to work with andI’m proud of what we’ve created together.Where do you get yourinspiration from?Anything from a decorated pencil to theTaj Mahal! I’ve always got a camera withme. A lot of my influences come fromforeign travel: I like foreign retro and contemporaryethnic. I shop a lot for furnitureand love trawling through antique shops.What doyou haveto take intoconsiderationwhen designinga venue?You have to knowyour market.Lighting is everything– peoplehate down lighters.Localised orshaded lighting issexy, and we’reselling sex. Whenthey’re out, people want to look sexy, feelsexy and have sex! Whether it’s a grungeyclub or a gay bar it’s all about that.How do you approach thedesign of a venue?In a grungey music venue you don’t wantto frighten people off and you don’t particularlywant them to remember thedesign. The biggest buzz is to do theglamourous stuff: nightclubs offer greatscope and are very exciting.Which venue are you most proud of?Le Pigalle (a 1940s-inspired supper clubin London’s West End). It had a £2mbudget and has an amazing atmosphere.It ticks all the boxes. I’ve seen peoplelike Marianne Faithfull and Eartha Kittperform there.What are you workingon at the moment?The gay market is still buoyant: we’redoing a gay diner in Soho for Gaygar,and Pendulum, a gay bar for Vince Power.I’m also working on a recession-themedbar for Vince, called LiquidNAtion, withCarrington House opened in Novemberblankets on the sofas and stuff! It’s antidesign,he keeps sending my designsback saying it’s overdesigned. We’realso designing a chain of delis and theFarmers’ Market at St Pancras station.What are your personalprojects in Norfolk?We’ve cornered the market for cool peoplewho want to party. Bascially they arehigh-end fantasy houses which you canhire for the weekend.It’s a very urban crowd we cater for:75 per cent London and 20 per cent otherbig cities. They come mainly for birthdayparties for 30, 40, 50 or 60-year-olds, orhen weekends for older brides.Cliff Barns (opened November 2004)is the ultimate party house, CarringtonHouse opened last November and nowwe’re working on an American-stylemotel. It will be a two-storey, 20-roommotel around a courtyard with a coveredpool, so you can have pool partiesall year round. There will be a diner andcommunal spaces and a big functionroom, which will be able to hold about120 people for weddings.26 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Shaun Clarkson & Vince PowerPROJECTSBartok, London (1994)A cocktail and tapas club with atheatrical atmosphere. Drapes,subdued lighting, chandeliers andmaroon and red furnishings were used.The Palace, Luton (1994)This is Las Vegas in Luton,creating the glam fantasy world ofCaesar’s Palace in a new build.Cube, London (1998)The architecture of the building, a1960s bank, was the inspiration.The design followed the contoursand used muted colours.Rex, London (1999)Plush velvets, crystal chandeliers,comfortable sofas and leatherarmchairs create a decadent 1930satmosphere, influenced by art noveau.Sugar, Cardiff (2004)A multi-storey disco with differentthemes on different floors getting morehardcore the higher they go: a videobasement, lounge floor and rave floor.Odette’s,London (2006)Influenced byCalifornianrestaurants;yellows, whitesand pale greyswere used tocreate the feelingof sunshine.The Moose,London (2006)A skiing lodgethemedvenue,with a basementbar, cluband cocktailbar. It features cream colouredtimber, cow hide seats (pictured)and Nordic murals.The Pigalle Club, London (2006)1940s glamour is recreated withaged wood panelling and twinklingmirrors. Diners are entertainedby a houseband and waited onby staff in 1940s uniforms.Camel Victoria, London (2008)A twist on the gentlemen’s club,with turquoise stripey wallpaperand orange Chesterfields.Black Bull, London (2009)A comfortable, understated membersbar for people visit before the match.By Robyn Sampsonvince powerHow important is thedesign of a venue?The majority of the overall design andlook is paramount to the success of thevenue/project.You’ve been working with Shaunfor around 15 years, how didyou first come across him?I met Shaun one night in a sleazy bar inSoho and we have been colleagues andfriends ever since.What did you like about hisdesigns? What would yousay is his trademark?When it comes to design Shaun has asense of freedom about this taste. Heis very ecclectic and will try anything.Shaun has the courage to go where otherdesigners wouldn’t dare.How do you work together?Do you give him a free rein?I do. Shaun is an artist. Sometimes whenyou tamper too much with an artists’work, you spoil it. That’s how I feel withShaun. So yes, you could say he doeshave pretty much a free rein.What is your favourite venueShaun has created for you and why?I would have to say The Pigalle Club. Ittook a very long time to do and it’s styledas a 1940 speakeasy/supperclub.Has he ever done anything youhave insisted on changing?No! It’s actually the opposite. I’ve usedother designers on some venues whichhaven’t been as successful, and havedrafted in Shaun to change it.Tell me about the conceptfor LiquidNAtion.The bar is going to reflect the sign of thetime. It’s going to be a fun bar, relaxedand no pretence, stripped back with anundesigned feel and look to it, wherestudents can come and listen to livemusic – the best bands – and buy nonbrandedcocktails, wines and beers, allat great value.ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 27

ARCHITECT’S FOCUSNew designs for Southend Leisure & Tennis Centre (above) and Plymouth Life Centre (below)ARCHIALARCHITECTSDirector Paul Weston talks to Andrea Jezovit abouthis firm’s designs for two major upcoming projects,the £46.5m Plymouth Life Centre and SouthendLeisure & Tennis Centre’s new £10m dive pool.What was your brief for thePlymouth Life Centre?To create a major regional facility that would be flexible to caterfor the needs of the local community and drive up participationin sport and physical activity, as well as to support the needs ofhigh-level athletes like Plymouth diver Tom Daley.It’s an extensive brief that includes a 25m by 15.5m divingpool to FINA standards with a dry dive area; a 50m 10-lane poolwith two movable floors and booms; leisure water with featuresand two flumes; a climbing zone with climbing wall, boulderingand high level aerial experience; an eight- lane indoor bowlscentre; a 12-court multi-use sports hall; a 150-station fitnessgym; ancillary studios, dance/activity and squash; and a cafe/foyer that opens into the adjoining park.What stage are you at with the project?We’re completing the tender documents for issue to the shortlisteddesign and build contractors and are awaiting detailedplanning consent. It’s a tight timescale but the centre is still ontrack to open in late 2011.How will the design fit intoPlymouth’s regeneration plans?Part of the Council’s vision for 2020 is for Plymouth to be “oneof Europe’s finest, most vibrant waterfront cities, where an outstandingquality of life is enjoyed by everyone”. The Life Centrewill be located to the north of Central Park – a green ‘lung’running south towards the city centre – and is crucial to itsregeneration, acting as a key focal point which will attract morevisitors and helping to ensure the city remains competitive andwell-placed to attract further investment in the future. An areaaction plan and masterplan have been developed for CentralPark, and the Life Centre will be the first major sign of theregeneration of the area.What was the inspiration behind your design?It’s come from the wide range of stakeholders and Plymouthresidents who are eagerly anticipating this facility. We want tomake a difference in their lives and in the community, and theexciting form of the building comes from the activities inside.This is a major project for Plymouth City Council and one ofthe region’s biggest ever investments in leisure facilities. It willbecome one of the country’s leading centres of aquatic excellence.Our aim was to create a building which would be a focusof community pride as well as a visual gateway to the park.What design features will help thebuilding become a community hub?It’s a very large, striking and robust building, and will be visiblefrom some distance away. We’ve accentuated the climbingzone and the diving pool so that they’ll be visible from the primaryapproaches to the centre. These will add to the dramaticeffect of the building, as will the large scale entrance porticodrawing in visitors from all sides. Visitors will be able to seevarious facilities within the centre, and it will pull together allmembers of the community and users from the region – actingas a sport, leisure and social hub.What was the biggest challenge of the design?The biggest challenge has been designing all the accommodationinto the site boundaries and ensuring that the facility willalso function effectively when football matches take place atPlymouth Argyle. It’s visible on all sides, so the quality of materialsmust be both robust and consistent.What’s your favourite part of the design?It has to be the dive pool where Tom Daley will train to be ournext gold medallist. It’s the focus of the pool hall, and it’s in themost prominent location on site.28 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

PROJECTThe Plymouth Life Centredevelopment is the city’slargest ever investmentin leisure facilitiesPROJECT ONEPLYMOUTH LIFE CENTREA £46.5m sport and leisure scheme to open inPlymouth’s Central Park in late 2011. The development,aimed at becoming one of the country’sleading centres of aquatic excellence, is the city’sbiggest ever investment in leisure facilities.Aside from a 25m by 15.5m diving pool built to FINAstandards with a dry dive area and a 50m 10 lanepool, the facility will include climbing facilities, anindoor bowls centre, a multi-use sports hall, a 150-stationgym, dance and activity studios, and a café.PROJECT TWOSOUTHEND LEISURE AND TENNIS CENTREArchial has designed a £10m 25-metre dive centre andeight-lane swimming pool to open as part of this existingsite in 2010. The diving facilities will include 3m, 5m,7.5m and 10m diving platforms, each 3m wide to allowfor synchronised diving, and the pool will feature a moveablefloor and water agitation and air cushion system. Thedesign also includes a leisure pool with water featuresand a dry diving area with a harness and trampolines.The facilities have been selected as a pre-gamestraining camp for the London 2012 Olympics.What was your brief for SouthendLeisure and Tennis Centre?The scheme consists of a dive pool with 3m, 5m, 7.5m and 10mdiving boards and movable floor together with dry dive facilities.There’s also an eight-lane, 25m competition pool, and changingaccommodation. This major extension then links to the existingleisure centre. It’s been selected as a pre-games training campfor the London 2012 Olympics.What was the inspiration behind that design?We’ve developed the design from a concept by Saville Joneswhich expresses the form and function of the different poolareas. The curved roof profile provides a strong landmarkviewed across the adjoining athletic track.What challenges did you face with this design?Again, this is a very restricted site and the design has had toensure that the existing centre can function without interruptionthroughout construction. We’ve liaised closely with our clientofficers from the culture division at Southend on Sea BoroughCouncil and Creating Leisure, which manages the SouthendLeisure and Tennis Centre on behalf of the Authority.Do you design your projects withenvironmental sustainability in mind?We undertake bespoke BREEAM assessments on all our sportand leisure projects, using such elements as biomass fuel systems,rainwater harvesting and CHP plant. BREEAM Very Goodstandard has now become the norm for our public sector clients,and we’re exploring ways we can develop this further.What other projects are you workingon in the leisure sector?We’re busy on a wide range of sport and leisure projects. Apartfrom Plymouth and Southend, we have two new pools underconstruction at Nottingham and Barr Hill, plus a feasibilitystudy for a major project at Perth and refurbishment projects atHadleigh, University of Essex and Milton Keynes. These complementour recently completed schemes at Waendel LeisureCentre in Wellingborough and Riverside Pool in Norwich. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 29

PROFILENATCHBULLNATCHBULLCurzon Artificial Eye – the UK’s only integratedfilm distributor and cinema operator – has signedan exclusive deal with HMV that aims to bringcinema back to our town centres. The company’sCEO talks to Rhianon Howells about his visionrowing up in a small town in the 1970s and 80s, mylocal cinema was a magical place: everything from thecramped foyer to the scratchy, pull-down seats to theG interval ice creams (a Strawberry Mivvy or perhaps aCornetto) smacked of pure, unadulterated pleasure. Situatedon the high street rather than in a shopping mall or an out-oftowndevelopment, it loomed large in both the fabric of the townand the consciousness of its inhabitants in a way that modernmultiplexes – for all their large screens, state-of-the-art soundsystems and extra leg-room – do not.Now, following a recent deal between the niche film distributorand cinema operator, Curzon Artificial Eye (Curzon AE), andleading music/film retailer HMV, the cinema could soon becomea feature of our high streets once again – without the scratchyseats and with all the advantages modern technology can offer.In a 50-50 joint venture, the two companies plan to launch anew chain of in-store, digital cinemas with 3D capability, underthe brand name HMV Curzon. The concept is set to be trialledin HMV Wimbledon from this September, with 200 seatsacross three screens; if successful, it could be rolled out to upto 20 HMV stores nationwide, and possibly also to Waterstone’sbookshops, which are also owned by the HMV Group.“Mainstream operators build five-, 10- or 15-screen boxes asa centre of a development,” explains Philip Knatchbull, the CEOof Curzon AE, which currently operates nine screens across fivecinemas in the London area. “What we’re doing, in a reversalof policy from 20 years ago, is taking cinemas back to the highstreet by putting them in high-street stores. We believe councils,and people generally, want the high street to be a more sociallyengaging space and we can make that happen.”FLEXIBLE AND ADAPTABLEWhen Knatchbull’s speaking about the film business, a realpassion shines through. His father was peer of the realm LordBrabourne, who, under the name John Brabourne, was a successfulfilm producer, working on classics like Romeo and Juliet(1968), Murder on the Orient Express and A Passage to India.Growing up in the industry, Knatchbull fell in love with it.30 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

After graduating from KentUniversity and the LondonInternational Film School, he set upFront Page Films, which he ran until1994, with credits as producer on anumber of features. In 1989, he also became a founder shareholderand chairman of Showcase Cinemas, opening 10 screensacross London, before moving away from the industry into privateequity. It was his desire to get back into the industry heloved that led to the formation of Curzon AE in 2006. “I wantedto combine my film knowledge with my financing knowledge,and I knew you could only enter this industry in one of twoways: from a position of strength, as a market leader, or as aniche player, where you could be more flexible and adaptable.”After an abortive attempt at bidding for the Odeon group(which eventually went to Guy Hands), Knatchbull startedlooking at opportunities within film distribution, and quicklyidentified Artificial Eye – a distributor of art-house and foreignlanguagefilms, with a 350-strong film library – as a leadingplayer in an under-exploited sector. The company also ownedtwo cinemas in London, The Chelsea Cinema and The Renoirin Camden. But knowing that the independent film sector wasfinding it increasingly difficult to access cinemas, Knatchbullcontinued to shop around for other sites too.Founded in Mayfair in 1934, Curzon Cinemas had openedits second site in Soho in 1999. In 2006, its owner RogerWingate signed a deal with Knatchbull to merge the companywith Artificial Eye, as well as a third company, ShowcaseCurzon Artificial Eye has five cinemas,including sites in Soho (picturedabove and on opposite page) andMayfair (opposite page, bottom left).Cinemas (unrelated to the NationalAmusements-run chain of the samename), which owned the RichmondFilmhouse. All five cinemas and thefilm distribution arm were combinedunder a single umbrella: Curzon Artificial Eye, jointly owned byWingate’s Act Entertainment and Knatchbull CommunicationsGroup, a private equity house controlled by Knatchbull.A NEW-STYLE CINEMAUnder the new umbrella, both Curzon Cinemas and Artificial Eyehave remained focused on art-house and foreign-language films.While this market is currently very small and London-centric, it’sunderexploited, says Knatchbull, and he believes there’s an evenwider potential market for less niche independent films.It’s with a view to tapping into this slightly more mainstreammarket, without diluting its existing brands, that Curzon AE haslaunched a second film distribution arm – Chelsea Films – andentered into the deal with HMV. But it was the arrival of newtechnology that actually made the HMV partnership possible, asKnatchbull explains. “With digital technology, we identified earlyon an opportunity to build a new-style cinema using a modular,scaleable approach, which until now wouldn’t have been possible– the idea of building a cinema in a retail store would havebeen unthinkable three years ago.“But with digital cinemas, you don’t need a projection box,you don’t need a box office... you just need a digital projectorand a high-quality sound system and screen and seats. WeISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 31

PROFILEVue to open new 3D sitesUK CINEMA NEWSThe Vue cinema group, whichalready boasts 641 screens across66 sites in the UK, has announcedplans to open around 10 more sitesover the next two to three years,including two state-of-the-art, alldigitalcinemas with extensive 3Dcapability.The first site will be located inthe Westfield shopping centre inShepherd’s Bush, west London. Thecinema will have 3,000 seats across14 digital screens, at least seven ofwhich will have 3D capability.In addition, three of the screenswill offer leather seats, and beserved by a separate box office andVIP foyer and bar, with valet parkingalso on offer. While Vue has beenoffering ‘premier screens’ for someyears, the Westfield site “takes theconcept to a whole new level,” saysVue CEO Tim Richards, who confirmsthat the company is having a“dramatically good year” despite theeconomic downturn.The site is scheduled to open inDecember. A second, similar developmentis also planned for Stratford,to open in 2011.Vue CEO Tim RichardsAccording to Richards, digital3D film is one of the most excitingrecent developments in thesector. “It’s a perfect immersiveexperience,” he says. “Every majorproducer and director in Hollywoodhas a 3D project right now, fromSteven Spielberg and Peter Jacksonwho have teamed up to do threeTintin movies to James Cameron,who’ll be releasing what could bethe biggest movie of all time – Avatar– in December.”3D has numerous other applications,says Richards. In April, in aEuropean first, Vue successfullytested the first live 3D satellite transmissionof a live music event, whenit beamed an hour-long concert bypop band Keane to its Vue WestEnd cinema. “It was an importantmilestone, as it successfully demonstratedthat the technology’s thereto do concerts, sporting events, comedyand opera, all in 3D.”Another area with huge potentialis gaming, Richards adds. “We’vebeen trialling that for around twoyears, and we’re trying to get thesoftware companies to start creatingspecific games for the big screen– and again that could be in 3D. Theproblem right now is that the technologylimits it to a small number ofcharacters, but games companiessay it’s possible to have up to 100recognisable characters on screen atonce, and that’s the goal – 100 peoplechasing and shooting each otherand blowing each other up!”already knew a lot about HMV because our distribution companysells a vast number of DVDs through their stores; we knew theywere developing their stores with their ‘Next Generation’ rollout,and we knew they’d likely want to diversify given the potentialproblems with the CD and DVD market [due to competition fromdownloads] over the next few years. So we approached themwith the idea, and they rapidly understood and embraced it.”The pilot site is set to open later this year on the under-utilisedsecond floor of HMV’s Wimbledon store. Wimbledon, saysKnatchbull, ticked all the right boxes in terms of both the spaceand the demographic profile, which reflects that of existingCurzon customers. The site will initially offer a similar programmeto that of other Curzon cinemas with a view to diversifying lateron. “It may take time to get the major distributors, such as theHollywood studios, on side,” explains Knatchbull, “but I thinkonce we prove the concept we can move more into the mainstream,which will facilitate the rollout across the country.”In line with other Curzon Cinemas, HMV Curzon will alsoinclude a small café and a foyer area that will be integrated intothe store; tickets will be bought online or from HMV tills. “We’retrying to create a space where people can sit down and joinin and talk about whatever’s going on, rather than just being awidget that goes in, pays £10, gets popcorn and disappears.We want to engage more with our audience.”One obvious difference between traditional Curzon Cinemasand the new sites will be the opening hours, says Knatchbull.“Cinemas typically don’t open until one or two pm, and most oftheir business is after six o’clock, whereas the stores open atnine or 10 in the morning. So that, along with the digital technology,gives us the opportunity to try different things, such aseducation or live music or gaming competitions. And we canalso do simultaneous live broadcasts across multiple screens.“For instance, if Will Smith was releasing a new film or album,we could do a simultaneous live link with him to help push hisCDs or DVDs. So it’s a good marketing tool as well.”To accommodate the much wider variation in opening hoursand programming, the company also plans to experiment withactive pricing, although Knatchbull says it’s too early to saywhat the different tiers might be.HOME AND AWAYAs the only company in the UK both to distribute films andoperate cinemas, Curzon AE has a distinct competitive advantage,says Knatchbull. “Having a fully integrated company,with everything from cinemas at one end to downloads at theother, puts us in a unique position, because it allows us to takechances in an ever-changing marketplace.”An example of this experimentation is a partnership with televisionbroadcaster BSkyB, whereby Artificial Eye films arereleased simultaneously on the pay-per-view Sky Box Office,and at Curzon Cinemas, with the same price (£10) charged fora cinema ticket or to view the film at home. Rather than seeinghome cinema – be it pay-per-view, DVD or downloads – asa threat to cinema-going, Knatchbull sees the potential, with32 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Theatre broadcasts for City ScreenUK CINEMA NEWSI think one of the key trends for thefuture will be that exhibitors increasinglyconcentrate on areas that differentiatethem from their competitorsIndependent film exhibitor CityScreen, which has 46 screens across18 sites in the UK, has become thefirst cinema operator to broadcastlive theatre on the big screen.In an exclusive tie-up with theNational Theatre on 25 June, thecompany beamed a production ofRacine’s Phèdre, starring HelenMirren, from the theatre on London’sSouth Bank, via satellite transmission,to all 18 of its sites, as well as toother cinemas it’s working in partnershipwith. The event is the first in aplanned series of four, with a secondplay broadcast set for later this yearand two more scheduled for 2010.“I hope this will be the start of along-term partnership that will maketheatre more accessible to those whocan’t or don’t have the inclination tocome to London,” says managingdirector Lyn Goleby.The National Theatre tie-up buildson City Screen’s existing partnershipswith the Metropolitan Opera inNew York, which sees up to 10 performancesa year transmitted liveto cinemas in the UK, as well as theRoyal Opera House in London.“I think one of the key trends forthe future will be that exhibitorsincreasingly concentrate areas thatdifferentiate them from their competitors,”says Goleby, adding thatCity Screen’s daytime programmingis another of its key differentiators.“We offer autism-friendly screenings,and have education officers in severalcinemas who work with schoolsCity Screen managingdirector Lyn Golebyand young people locally.”With admissions “hugely up”across the group, Goleby confirmsexpansion is on the cards, with fiveprojects at various planning stages.The group has also invested justunder £500,000 in refurbishing itsRitzy Picturehouse in Brixton, with aluxury screen, an area for live comedyand music and a new bar/restaurant.proper management, for the two to feed off each other.“We’re trying to pioneer the idea of home cinema and publiccinema as being complementary,” he says. “I passionatelybelieve that people will always want to leave their home togo to the cinema, and the evidence so far suggests that [theBSkyB partnership] is increasing cinema admissions, becauseof the awareness of the films created by Sky’s huge marketingplatform. We as a small distributor cannot compete with theHollywood studios for marketing, and Sky has 1.5 million customers,so that’s a fantastic opportunity for independent cinema.“Then again, the reason we’re able to do this is that we’re asmall, fully integrated cinema owner and distributor, so we cantake these risks whereas some people really can’t.”In general, Knatchbull believes trying to fight increasing consumerdemand for controlling how and when they view filmsis like swimming against the tide – but he doesn’t necessarilysee this as a bad thing. “At the moment, there are four monthsbetween a film being released in a cinema and it being availableon DVD, and there’s huge pressure from customers to reducethat window – and, with piracy on our backs, I think we’ll reacha point in the future when most new films will be simultaneouslyavailable across all platforms, from cinemas to DVDs to downloads.But I don’t see that as the death of cinema at all.“I don’t think there’s anything wrong with watching a filmon my mobile phone on the train for one price, and then in theevening paying another price to go out with my girlfriend tosee a film on a huge screen with a great sound system for thatshared emotional experience. I don’t think the two are mutuallyexclusive and I think it’s perfectly believable that people willwant both experiences at different times.”Knatchbull does not expect the recession to negativelyaffect business at all. “The film business generally and cinemasspecifically are very recession-resistant, and in fact cinemaadmissions have gone up in previous recessions. So for us it’sactually an opportunity, because on one hand we have a strongbusiness, and on the other hand, commercial property pricesare under enormous pressure, which makes our current growthstrategy even more likely to be worthwhile.”The only possible impact, he says, may result from the factthat funding to make films has temporarily dried up, which couldhave a knock-on effect on admissions further down the line ifthe quality of the products deteriorate as a result.COMING SOONIf the Wimbledon site is meeting targets after three months,the plan is to open another pilot outside London, possiblyManchester or Glasgow, as a prelude to a national rollout. Inaddition, Curzon AE has identified a number of sites outsideLondon for standalone Curzon Cinemas that will be entirely digitaland with 3D capability, and is also looking to purchase anadditional film catalogue and further build its online presence– but for now Knatchbull is focused on making HMV Curzon asuccess. If the strategy pays off, a new-style cinema could becoming soon to a high street near you. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 33

RESEARCHconsumer cautions the countryresponds tovastly changedA economic conditions,latest research fromMintel reveals an interestingand enlighteningpicture of how consumersare reacting – and moreimportantly, adjusting theirbehaviour. The recentlypublished ‘British Lifestyles’, Mintel’sflagship research report, has revealedhow fear of the recession is driving consumerbehaviour more than an actualchange in circumstances. The researchreveals more than two in five adults nowclaim to have been personally impactedby the recession. Moreover, another 39per cent know someone who has beenaffected. Clearly, the effects of the currentdownturn are already widespread.SCALING BACKContrary to the belief that lack of spendingis the full result of lack of funds, theresearch finds around a third of adults (30per cent) in Britain admitting they havecut back on spending mainly through fearA new Mintel report showsthat it’s recession fears, notlack of funds, that currentlyhas consumers curbing theirspending. Sian Brenchley reportsof what may happen to their personalfinancial situation. What’s more, whileless than half of adults (43 per cent) claimto have been personally affected by therecession, as many as three quarters (71per cent) of consumers have cut down onspending as a result of the economic situation.Only 13 per cent said they didn’tknow anyone who’d been affected.Although most consumers are worriedabout their own personal situation,more are worried about the state of theeconomy as a whole. Around seventyper cent of consumers in Britain are concernedabout the state of the economy,compared with 59 per cent who are concernedabout their own personal financialsituation. Interestingly, even fewer (37FIGURE 1THE ITEMS ADULTS ARE CUTTING BACK ON IN THE RECESSION, FEB 2009Base: 1,440 adults aged 16+ who have cut their expenditure in the recessionClothingRestaurantsSnacks (crisps, biscuits etc)Drinking out (i.e. at the pub)Weekly groceriesCDs, DVDsCoffee bars, sandwich shops, etc.HaircutsCinemaLive entertainment (eg. theatre, ballet)Computer gamesNewspapers, magazinesBooksToiletries (eg. shampoo, skincare)Charity donationsGym, exercise classDrinking at homePetrolSmokingOther everyday itemsChildren’s pocket money4542373534333332262622151490 206663595854547440 60 80% respondentsper cent) are worried about their job oremployment prospects. However, it’simportant to remember that many consumersare cutting back not becausethey have to, but because it’s seen asthe right thing to do. Nobody wants tobe seen as being too flash in a troubledeconomy. Many consumers are unsurewhen recovery will come, and withoutthis confidence, they’re unlikely to startmaking long-term plans again.The British Lifestyles research alsoindicates fears over Britain's troubledeconomy are eclipsing major personalconcerns such as health and crime.When asked about key concerns, theeconomy ranked as the nation's numberone issue, at 71 per cent. Meanwhile,other personal concerns such as crimeand health are causing considerably lessworry. Indeed, today less than half ofthe nation is worried about crime (46 percent) and the state of their health (43 percent), compared to a year ago when theyranked as the top consumer concerns.BIG TICKET ITEMSIt seems big ticket items will bear thebrunt of these attitudes. Over a third (35per cent) of us admit that the recessionhas prevented us from booking a mainholiday in the next six months. The samenumber say that the recession has preventedthem from putting more moneyinto savings. When asked which itemsconsumers would cut back on in therecession, as many as three-quarters (74per cent) of Britons said they would cutback spend on clothing and two-thirds(66 per cent) would spend less on restaurants.However, just a quarter (26 percent) said they would cut back on spendingon drinking at home.The research also reveals how consumersin Britain are shunning drinking atthe pub, with 59 per cent saying they arecutting back in this area, instead choosingto splash out large sums of money34 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

PHOTO: WWW.BRITAINONVIEW.COM59 per cent of Britishconsumers say they’reavoiding the pub, insteadpreferring to spendlarge sums of money ondrinking at homeon alcohol. Today, the average Britishhousehold spends £30 per week on alcohol,amounting to as much as a bottle ofwine per night per household.In 2008, consumers in the UK spent£28.8bn on entertainment – spending hasgrown 48 per cent in last decade and hasbeen relatively slow in the past couple ofyears. However, it seems evenings outare the first to suffer when it comes to cutbacks - spending on nights out declinedeight per cent in 2008 and has grown byonly 12 per cent in the last decade. Theeating out market in the UK was valued at£31.1bn in 2008 and the average UK consumerspends £10 per week on eatingoutside of the home. Spending has risen55 per cent, faster than in-home foodexpenditure. Indeed, in 2008, for every£1 spent on food, 50p was channelledthrough restaurant and takeaway establishments.Although this is unchanged on2007, it compares with 44p in the poundin 1998. Mintel research shows that whilethe economic climate is forcing consumersto cut back on eating out, the fastfood market is unlikely to suffer.TRENDS IN TRAVELThe holiday market as a whole also looksset to be impacted. British Lifestylesreveals that the next 12 months may seethe traditional mid-market family holidaystruggle. Thirty-five per cent of consumersreport that the current economicclimate has prevented them from bookinga main holiday, despite the fact that sucha break has increasingly become seen asa right rather than a privilege throughoutthe recent era of cheap, easily accessibleoverseas travel. In 2008, consumersspent just under £60bn on holidays andtravel, representing an average householdspend of £2,259 per year. Our love of newhorizons has seen spending increase 61per cent over the past decade, as Britsincreasingly focused on what they did,rather than what they owned.FIGURE 2HOLIDAY & TRAVEL SALES VALUE, BY SUB-SECTOR, 2008Breaks abroad 1–3 nights – 3%UK short breaks – 3%Coach & bus travel – 4%Rail travel – 9%UK long breaks – 14%Airlines – 29%SOURCE: MINTEL MARKET SIZE DATABASEAnd while the travel bug has prompteda major expansion of overseas holidaysat the expense of UK ones, thistrend could be reversed as the economicclimate encourages Brits to seek experiencescloser to home or cut back onadditional weekends away. As Brits lookfor domestic holiday options, holidaycentres in UK are enjoying a revival – thistype of holiday accounts for an increasingproportion of UK domestic holidaybusiness, and currently stands at 16 percent. The holiday centre market in the UKis estimated to have been worth £1.3bnwith 6.4 million visitors in 2008.In addition, the recession hasn’t spelleddisaster for all areas of overseas holidayspend. All-inclusive holidays have buckedthe overall trend, with the fact that costsare included in one prepaid price provingpopular as consumers look to controlcosts. Mintel estimates all-inclusive productsaccount for 20 to 25 per cent of allBreaks abroad 4+ nights (long) – 38%package holidays sold in the UK. Overallhowever, packages have been decreasingin popularity – in 2001, 54 per cent ofholiday spending was on inclusive packages,falling to 45 per cent by 2008.Bearing all this in mind, the impact forbusinesses is considerable. With a significantthree in ten adults cutting back ontheir spending mainly through fear of howthe recession might affect them, the challengefor manufacturers and retailers is toovercome this fear and make consumersfeel safe about spending again. Even ifsomeone hasn’t been personally affectedby the recession, knowing others whohave been can shake a person’s confidence.In these difficult times, it’s evidentconsumers are changing their spendingbehaviour and adapting, whether ornot it’s necessary. It seems as a nationwe’re thinking ahead, and for those whohaven’t been personally affected by therecession, preparation is key. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 35

NEWS REPORTSTAYINGSTRONGAmid economic uncertainty,businesses across the sector areturning to innovative solutionsto keep customers and remainresilient. Pete Hayman reportsEstablishing new, profitable businessmodels which take accountof changing income streams hasprompted a number of creativeand effective initiatives, as operatorswork to ensure their businesses comethrought the recession in good shape.VALUE FOR MONEYFor some, this has been achievedthrough a series of price reductions.Football clubs have been quick to appreciatethe long-term benefits of rewardingtheir most loyal customers with discountedrates on season tickets tomaintain a healthy level of retention.Bolton Wanderers Football Club cutthe price of a child's season ticket by 64per cent ahead of the 2008-09 season –one of a number of price reductions thatled to a 3.2 per cent increase in sales.For the 2009-10 season, the club has justannounced that due to the success ofthe childen’s reductions, adult prices willbe decreased by 11 per cent. Chair PhilGartside says attendances have gone upby 7.5 per cent as a direct result of thischange in pricing – the biggest increasein the Premier League.It’s a strategy that’s not exclusive toBolton Wanderers, as Paul Rawnsley,director in Deloitte's Sports BusinessGroup, explains: "In the current economicclimate, supporters are lookingfor value for money above all else fromtheir season tickets. Offering deeplydiscounted tickets for children is becomingmore common and this can help fillempty seats, nurture future fans of theclub and provides assistance to familieswho buy more than one season ticket."The England and Wales Cricket Board(ECB) has introduced a raft of moneysavingschemes designed to get morepeople attending domestic and internationalcricket fixtures this summer underthe 'Great Exhibition' marketing umbrella.Free entry for young people and two-foronedeals have been implemented forFriends Provident Trophy fixtures, whilethe ECB has teamed up with The Sunnewspaper to offer significantly reducedticket prices for Twenty20 Cup fixtures.Meanwhile, Esporta, one of the UK'sleading health and racquet club operators,has taken a novel approach, witha campaign which appeals to those hithardest by the downturn. Fresh Start, anew discounted membership packagefor people who’ve been made redundantlaunched in April 2009.Esporta chief executive Glenn Timms isThe BuyStirlingAlbion campaign (top left) ismaking a bold move to save Stirling Albion FootballClub; Whitbread (above) is creating 1,000 new jobskeen to point out that those who’ve losta job are not the only ones the companyis looking to target: "Fresh Start is oneof a host of value initiatives Esporta hasrecently introduced in response to theeconomic climate,” he says.As Woking Borough Council hasproven, lowering gym charges can havedramatic results. It reduced monthly feesfor 2008-09 from £49 – a level whichgenerated 650 members and £194k ofmembership income – to £35. The changeincreased membership to 2,000 and generated£325k of income – a 68 per centincrease, according to the The LeisureDatabase’s Leisure Pricing Report.NEW APPROACHIt’s the potential growth which can bedriven by discounting that’s seen budgethotel operators such as Travelodge slashprices to as low as £9 per night per roomin recent months, as predictions suggestan increasing number of people holidayingat home in 2009. But while a pricewar rages among the budget chains,other hospitality companies are revisingtheir strategies to attract new customers.Parmontley Hall Country Lodges at theWhitfield Estate in Northumberland madelodges available to let for short breaks in36 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Esporta has unveiled a discount membership packagefor people who have been made redundent, along withother initiatives to help customers fight the recessionaddition to its standard purchase option.This made the properties more accessibleto potential clients, while at the sametime generating income for the companyduring a time of slow property sales.Elsewhere, holiday village operatorPierre et Vacances hopes favourablemortgage interest rates will encourageBrits to consider leaseback propertyinvestments abroad this summer and ismarketing a range of options.TOURISM INITIATIVEWith predicted increases in the numberof UK residents holidaying at home andthe number of overseas visitors to Britain,London mayor Boris Johnson and theLondon Development Agency (LDA)have taken a different approach to makingsure the capital benefits this summer.The 'Only in London' marketing campaignaims to emphasise the unique nature ofthe city's attractions to overseas tourists,and if successful, could net up to £60mfor London's economy.LDA chair Harvey McGrath says:"We’re providing additional fundingfor VisitLondon as part of the mayor'sEconomic Recovery Action Plan, andattracting additional visitors to London isa highly cost-effective way of providing avital boost to London's economy."The LDA's plan to invest money tomake money is shared by Whitbread,operator of Premier Inn and Beefeaterrestaurants. At a time when some are cuttingback, Whitbread has unveiled a newemployer-led apprentice scheme, coupledwith the creation of 1,000 jobs through theopening of 12 hotels, four restaurants andover 100 Costa Coffee shops this year.Not all companies are experiencinggrowth, however, and the long-termimplications of redundancies can havea negative effect according to DavidReadman of Employment Practice andLaw: "Before implementing redundancyprocedures, consider alternativesseriously,” he says, “Flexible workingarrangements, for example, enableemployers to retain valuable, experiencedstaff. However understandable, employersshould not undertake redundancy for anyother reason than the necessity of losingunsustainable jobs."'Turning the Corner', a new schemefrom Barclays Commercial Bank, isbased on the belief that having fullawareness of the relevant HR issues andinvesting in the right training for staffwill pay dividends in the long run. DavidMarks, the bank's managing director forEngland and Wales, says the bank appreciatesthe concerns businesses have,and reiterates Readman's assertion thatthe necessary guidance is there.RADICAL OPTIONSIn some cases, the only option left is themost radical, as Stirling Albion FootballClub has recently found.Faced with growing concerns overthe future of the Scottish LeagueDivision Two club, an audacious bid toacquire the business in its entirety hasbeen launched by the Stirling AlbionSupporters' Trust.The trust is aiming to recruit an additional20,000 members, each paying a£40 fee, to raise enough capital to buyout the current chair, Peter McKenzie.Paul Goodwin of the BuyStirlingAlbioncampaign appreciates it’s a bold move totake, but says that the options are rapidlyrunning out. "We have to be veryclear that if this campaign doesn't comeoff, there’s a very serious danger we maycease to exist as a League club."However radical the campaign maybe, it serves as a potent example that inthe current climate, risk-taking is moreaccepted and that courage, innovationand determination are crucial. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 37

BIGambitionsA FITTER CITYEDINBURGH IS AIMING TOBECOME THE MOST PHYSICALLYACTIVE CITY IN EUROPE BY2020. JULIE CRAMER REPORTSIN THE SECOND OF OUR SERIESThe Edinburgh NocturneON CITIES WITH BIG AMBITIONSdinburgh is a city of naturalbeauty, sporting and culturalheritage, a thriving annual artsE festival and new year celebrationswhich draw crowds from aroundthe world. So it’s perhaps not surprisingthat when a council steering group cameto pen a strategy looking at the future ofsport and leisure in the Scottish capital, itwanted to create something on an ambitiousscale. In 2003, that document – A Capital Commitment toSport – laid out the council’s aims for Edinburgh to become themost physically active city in Europe by 2020.They were lofty ambitions, but also ambitions generated bya true health crisis, not just in Edinburgh, but Scotland as awhole. Statistics from the government as it published its WhitePaper for Health a decade ago would not have made easy readingfor health and leisure professionals.Life expectancy at birth in Scotland was less than in England,Wales and Northern Ireland. Scotland’s death rate from cancerwas the highest in Western Europe, with colon and breast cancershowing some of the fastest-growing rates. Its death ratefrom coronary heart disease was the second-highest in Europe,with 12,500 premature deaths per year.For public health departments and the leisure sector alike, thefirst challenge was to get the message across to the public thatincreasing levels of physical activity could significantly reducethese mortality rates and positively improve health. The second,a rather uphill challenge, was to translate words into action, andactually get people to participate.From its White Paper, the Scottish Government went on in2000 to form the Physical Activity Task Force dedicated to managingnational health objectives – initially headed by formerThe Heineken Cup FinalThe MoonWalk EdinburghEDINBURGH’S CAPITAL COMMITMENT TO SPORTEdinburgh’s Capital Commitmentto Sport came up with a numberof recommendations for the citygoing forward, including: Increase participation by people fromunder-represented sections of thecommunity with the appointmentof development officers Involve young people in theplanning of provision Review access costs for young people Strengthen the place and value ofPE, school and community sport In target sports, establish andprovide sustained support for clearsports development pathways Create better programmesof activity for girls Develop family-friendly policieswith the particular objectiveof increasing participation Maximise opportunities for resourcebasedaccess for walking, cycling andrunning in Edinburgh and nearby Create a Sports Forum to build linkswith the voluntary sports sector Employ a full-time marketing teamfor sport and physical recreation Establish an action plan to attractmore major sporting events to the city38 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

international rugby player John Beattie.In 2003, the Scottish Executive produceda physical activity strategy entitled Let’smake Scotland more active. That sameyear, Edinburgh’s city council producedits own first attempt at “joined-up thinking”across the leisure sector. There mayEdinburgh’s RatRace (above)is one of theactive eventstaking placethis yearstill be 11 years to its 2020 target, but how has the council faredso far in translating its 30-page document into concrete action?The council’s head of sport and physical activity, Stephanie-Anne Harris, admits that the 2020 ambition “was a bit ofblue-sky thinking”. “We wanted a strategy that everybody – thepublic, sports clubs, the voluntary and health sectors – couldbuy into,” she says. While a lot of work has already been done atthe grass roots level in schools and leisure centres, 2009 seemsto be the year that projects long in the pipeline are now beinglaunched – and results are starting to become measurable.REBRANDINGOne successful project has been to rebrand the city’s annualsports calendar, changing the name from FutureSport toActivcity, and more than doubling the number of events thisyear to 82. Sports development officer Kathy Reynolds, whoworked on the project, says there was a conscious decisionto move away from the idea of “just sport”. “We wanted topromote the idea of physical activity and put on events that everybody,no matter what their fitness level, could get involved in.”This year’s calendar, running from April 2009 to February2010 naturally includes the big international crowd-pullers, suchas the Heineken Cup Final at Murrayfield – but each month isalso packed with events that invite participation. May saw theEdinburgh Nocturne, a night-time event for cyclists of all levels,and the MoonWalk Edinburgh – a charity walking event open toeveryone, also held overnight, took place in June.Activcity, which receives a dedicated budget of £117,000,is also the sponsor of Edinburgh’s first-ever Festival of Sport,running from 18-28 June with 70 different events covering 30sports. Again, the focus is on encouraging diversity and participation– such as free golf lessons, tai chi workshops, ‘come andSAUGHTON PARK SKATEPARKOConstruction willfinish in Decemberne of the main challengesidentified inEdinburgh council’sstrategy document was totackle the worrying levels ofinactivity among young people.Another challenge wasto reduce crime and vandalismthrough the promotion ofpositive lifestyles.A development which willcontribute to these aims isthe new £750,000 skateparkat Saughton Park, which willbe the biggest skatepark inScotland. Construction onthe 2,100sq m facility startsthis summer and is due to becompleted in December.The park, designed withhelp from local skater andBMX-er Dave Sowerby, willbe free to access, and willoffer beginner areas, intermediateramps and morechallenging features for competition-standardusers. Thedesign includes timed floodlighting,toilets and a cafe.Senior community developmentofficer at the council,John Travers, says: “There’shuge anticipation from theskating community aboutthe opening of this site. It willattract many youngsters whowouldn’t normally be interestedin traditional sports.”The development has hada chequered history, withtwo other sites in Edinburghbeing rejected by plannersover the past 10 years.Now that the site has finallyalmost arrived, Travers isexcited about its future.“I met someone involvedwith a skatepark inDumbarton, and the communityhas seen crime drop 33per cent. On weekend evenings,local youths have toapply for a ticket at the localpolice to enter the park. It’sbeen a great success.”ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 39

BIGambitionstry petanque’ and a Brazilian ju jitsu openday. The inaugural event is supportedby ClubSportEdinburgh, an independentbody which is the collective voice ofsports clubs in the city – and an organisationwhich has also rebranded itself inthe past couple of years.The city’sageing RoyalCommonwealthPool will receivea £37m redesign(above).FINDING FACILITIESEdinburgh does not lack open spaces to host such kind ofevents, but when the council steering group evaluated sportsfacility provision back in 2003, it came up with a mixed picture.Swimming pool provision was found to be “excellent” and inareas such as the port of Leith there was even thought to bean oversupply. However, many of these older facilities were in arundown state, and a capital investment budget was ringfencedfor facility renewal. Projects range from straightforward leisurecentre refurbishments to grander projects. Harris says work willstart in August on the ageing Royal Commonwealth pool, whichis a national facility for Scotland. The £37m redevelopment – toinclude a 50m pool and new diving facility that will be used forthe Glasgow Commonwealth Games in 2014 – will produce asparkling new facility in two years time.A £5m, 18-month refurbishment is also underway at theGlenogle Swim Centre in Stockbridge, part of a wider councilstrategy to preserve all the city’s historic Victorian baths. TheSUPPORTING SCOTLAND’S AIMSThe Physical Activity andHealth Alliance (paha.org.uk)is an online community websitebringing together thoseinvolved in the promotion ofphysical activity in Scotland,whether from the health, leisure,voluntary or privatesector. Members can accesskey national strategy documentsand current researchrelated to physical activity,and are encouraged to contributeand share informationwith each other through theonline forum.revamped Victorian pool will reopen in spring 2010.When the council examined sportshall provision in the city,the picture was not so rosy. It estimated that only 34 per centof demand was being satisfied by existing non-school-basedprovision. A way to boost this, it decided, would be to open uplarger public school halls to the public – which could then satisfyan estimated 77 per cent of demand. Harris says work inthis area is “ongoing”, and through public/private partnershipschemes many school halls are being upgraded and opened up– thus improving reach in the city’s more under-resourced areas.A somewhat controversial project is the city’s MeadowbankStadium - a large-scale multi-purpose sports complex builtwhen Edinburgh first hosted the Commonwealth Gamesin 1970. There were plans formed in 2006 to demolishMeadowbank, sell off the land and use the funds to build aSCOTLAND’S HEALTHhe Scottish Health Survey 2003looked at 8,148 adults and 3,324T children, and found the following: The proportions of men and womenaged 16-74 who were meeting physicalactivity requirements (30 minutesof activity on most days) increasedfrom 41 per cent in 1998 to 44 per centin 2003 in men, and from 30 per cent in1998 to 33 per cent in 2003 in women.Increases in physical activity participationwere especially marked for menand women aged 55-74. 65 per cent of men and 60 per cent ofwomen were either overweight (BMI25-30) or obese (BMI 30-plus). Theproportion of adults who were eitheroverweight or obese increased significantlybetween 1995 and 2003, from56 per cent to 64 per cent in men,and from 47 per cent to 57 per cent inwomen. The proportion of people whowere morbidly obese more than doubledin this time. 39 per cent of men and 35 per centof women spent an average of fouror more hours sitting at a screen perweekday (this increased at weekends). 74 per cent of boys and 63 per centof girls aged 2-15 had a high physicalactivity level (at least 60 minutes, sevendays a week). 12 per cent of boys and18 per cent of girls had medium levels(30-59 minutes, seven days a week),while 13 per cent of boys and 19 percent of girls had a low activity level(0-30 minutes, on seven days a week).School activities were not included.Activity levels declined with age amonggirls aged 8-10, but not among boys. The most common activities reportedby children were: walking (boys 92per cent, girls 94 per cent); active play(boys 91 per cent, girls 88 per cent);and sports and exercise (73 per centboys, 68 per cent girls). 32 per cent of boys and 24 per cent ofgirls aged 13-15 spent on average fouror more hours a day sitting at a screen(TV, computer or video game). Therewas an increase in the prevalence ofobesity in boys between 1998-2003(from 29 per cent to 35 per cent), butno change for girls (30 per cent).40 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

The Primary School Sport Challengesmaller facility in the east of thecity. However, this has been met bywidespread opposition from localcampaign groups. According toHarris, the project is currently on holddue to the economic climate”.GROWTH IN VISITSWorking on delivering much of thephysical activity agenda is EdinburghLeisure – a not-for-profit companySCOTLAND’S TARGETSThe ScottishGovernment’s targetsto increasephysical activity are:to achieve 50 percent of all adultsaged over 16, and80 per cent of childrenaged 16 andwhich receives £9m a year (towards a total leisure spend of over£24m) to run the council’s 31 leisure venues. The company’sAllison Brodie says leisure visits are showing steady growth. In2002/3, there were 3.6 million annual visits to leisure centres inEdinburgh, which has a population of over 450,000. That figure iscurrently 4.1m, and the 2008/09 revenue of £16.2m from leisurevisits represents a six per cent increase on the previous year.The company now operates many targeted schemes aimedat bringing specific populations in touch with a healthier lifestyle.One, Edinburgh’s Young Sports Ambassadors, a firstfor Scotland, has seen 11 young sporting ambassadorspicked from Edinburgh schools to give young people a voiceand develop new sport and activity programmes for youth.Edinburgh Leisure also operates the BAA Youth Games, whichhas grown year on year over the past decade; this year’s eventsaw 1,600 partipants from schools across the city.For older residents unable to access services, EdinburghLeisure brings activities to care and nursing homes. For mothersdiagnosed with post-natal depression, a scheme deliveredalongside health partners gives them access to discounted leisurefacilities and fully-funded creche places.GETTING THE MESSAGE ACROSSGoing forward, Harris says the council is looking to do morework with the Lothian NHS Trust. This work is really aboutunder, to meet theminimum recommendedlevels by2022. To meet thisgoal, it will needto see averageincreases of one percent a year acrossthe population“health message blitzing’ (posters,leaflets in GP surgeries, busshelter adverts, etc), particularlyin poorer pockets of the citysuch as Craigavon, Craigmillar andMuirhouse, where problems may bemasked by Edinburgh’s generallyperceived affluence. The most basicmessage – as reflected in the UK’sChange 4 Life campaign (just beingpiloted in Scotland) – advises 30 minutesof activity per day for adults and 60 minutes for children.At the time of the government’s White Paper, there were threetimes as many inactive Scots as those who were smokers. “Thedangers of physical inactivity is the most important message toconvey in public health,” says Harris. “People know smokingcan kill, but they don’t necessarily link inactivity to a greater riskof heart disease, colon cancer or mental health problems.”By 2020, the council will not have a definitive way to ‘measure’its results – the process is considered more important thanend results. Harris says one encouraging marker this year hasbeen the city’s 10K race. More than 10,000 runners registeredfor the event, which took place on 3 May – up from 6,000 to7,000 participants last year.For a more detailed health picture, the council is monitoringits achievements in line with the government’s Scottish HealthSurvey, an in-depth look at the health of the nation in privatehouseholds. Surveys took place in 1995, 1998 and 2003. Themost recent study, started in 2008, will be carried out over threeyears, with the first results to be published this summer.As for Edinburgh becoming Europe’s most active city, again,there will be no concrete markers – only, it’s hoped, a growth inreputation. “We think of Amsterdam as a healthy city becauseeverybody cycles, and we want Edinburgh to gain this kind ofreputation,” says Harris. For most in the city – leisure providersand leisure users alike – it will be the taking part that counts. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 41

FIRST PERSONTACKLINGTOURISMTHE BRITISH TOURISM FRAMEWORK REVIEW HAS DETERMINED HOWVISITBRITAIN CAN BEST WORK TO DELIVER THE FULL POTENTIAL OF THEVISITOR ECONOMY. CHRISTOPHER RODRIGUES, VISIT BRITAIN CHAIRMANAND CHAIRMAN OF THE REVIEW, DISCUSSES THE RESULTSOver the last six months, VisitBritain has been workingwith the industry to implement the recommendationsof the British Tourism Framework Review.Commissioned by the secretary of state for the DCMS,this review examined the entire infrastructure surrounding thevisitor economy to ensure that spending is directed as efficientlyas possible. It’s already led to a restructuring of VisitBritain tofocus on policy, platforms and our overseas network, and to aseparate VisitEngland with its own CEO.In parallel, a Deloitte and Oxford Economics study commissionedby VisitBritain and the Tourism Alliance revealed thescale of our industry’s contribution to the economy. The reviewtook devolution as a given; its solutions are robust and will surviveany future reorganisation at the regional or national level.It soon became clear that we needed, once and for all, tomove the visitor economy from being an industry that peopleonly notice when times are bad – the foot and mouth syndrome,(Below) A new tourism body, VisitEngland, willpromote the likes of the Peak District, the BritishMuseum and London’s Albert Bridge to visitorsif you will – into its rightful position as one of Britain’s leadingindustries. An industry with a very high employment coefficient;an industry with significant multiplier benefits to the rest of theeconomy and to the quality of life we live in Britain; and, critically,an industry that – to paraphrase a well known commercial– “reaches parts of the economy other industries cannot reach”.RISKS REVEALEDThe Deloitte research revealed that the total economic contributionof the visitor economy to Britain is £114bn, or 8.2 percent of total GDP, and employs 2.6 million people. In the longerterm it predicts that the sector’s economic impact could growto £188bn by 2018, and that the 2012 Olympics in particularshould provide a significant boost to tourism and travel revenues.However, it details a number of risks to the sector thatwould prevent it delivering that target. As well as the turbulenteconomic climate, Deloitte highlights a number of market failuresand policy barriers that “could prevent the visitor economyfrom optimising its potential”. These include a lack of informationabout what’s on offer for visitors, skill shortages, transportdifficulties and overcrowding. The report also details areasPHOTO: BRITAINONVIEW/ VISIT PEAKS & DERBYSHIRE/ DANIEL BOSWORTHPHOTOS: VISITLONDONIMAGES/ BRITAINONVIEW42 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

VisitBritain’s new strategy willattempt to reach visitors througha focus on national and regionalbrands as well as the Britain brandwhere government policy could risk the visitor economy’s success,such as transport infrastructure investment, the high cost oftaxes and visas to enter the UK, and climate change legislation.Thanks to the research, there can be no doubt the visitor economyis a key part of the UK economy. But devolution, industryfragmentation, the free rider effect and the need to operate overa time frame at a level not reached by the typical SME meansgovernment’s role is critical. We can’t leave it to the industryand devolved authorities alone if we’re to reach our full potential.At a superficial level it’s clear that simple destination marketingis no longer enough. We have to market experiences. Or toput it another way, we have to recognise that few people go to anRDA for a holiday even if that’s the way the government choosesto hand out money. More importantly, the review team concludedthat without greater collaboration and coordination, our thrivingpast might be followed by a less certain future. And so the reviewlooked at what we have to do to improve our prospects.PHOTO: WWW.BRITAINONVIEW.COMVISITBRITAIN’S ROLESince the latest Comprehensive Spending Review fixed themoney available, this meant looking at ways to improve the efficiencyand effectiveness of VisitBritain’s relationship with theindustry and with other public sector bodies. It revealed a widespreadview that VisitBritain’s role should evolve to reflect therealpolitik of devolution and the maturing attitudes, capabilitiesand expectations of its strategic partners. And while peopleagreed that activities should be undertaken using the Britainbrand in some markets – particularly emerging ones – it wasclear that in territories nearer to and more familiar with Britain,it was time to recognise our portfolio of national and regionalAT A SUPERFICIAL LEVEL, IT’S CLEARTHAT SIMPLE DESTINATION MARKETINGIS NO LONGER ENOUGH. WE HAVETO MARKET EXPERIENCESbrands and to use whichever was best fit for purpose. Despitesome media claims, this doesn’t mean abandoning the Britainbrand entirely. There will still be some valuable promotional partnerships– particularly around the Olympics – that may only beavailable if everyone works together under a single brand.For VisitBritain, it means a strategy that will inspire the worldto explore Britain, delivering an invaluable global overseasnetwork to champion the national brands – Britain, England,London, Scotland, and Wales. It will enable us to remain theauthority on maximising the value of the visitor economy, forcoordinating the voice of British tourism policy, and for providingtransaction and technology platforms that extend the reachof industry to the consumer. The review also identified a criticalneed for VisitBritain’s sponsoring ministry, DCMS, to recognisethat many of the priorities for the industry are not in the handsof its ministers. Historically tourism has all too often been anafterthought. It needs to be on the checklist of every relevantminister and it is our job to work with DCMS to ensure that isthe case. One of the most important roles for the minister andsecretary of state is to ensure that tourism is taken into accountin decisions made across government departments.The review has also led to the establishment of VisitEnglandas a standalone, strategic leadership body, which for the firstISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 43

BRITISH TOURISMPHOTO: WWW.ISTOCKPHOTO.COM/DAVID JOYNERtime truly represents English tourism’spublic and private sector stakeholders.In the minds of the England stakeholdersits role is to work in partnership withthe RDAs, local authorities and the privatesector to create an English nationaltourism strategy, optimise marketinginvestment and develop the visitorexperience. The aim is to create a bodycapable of driving economic growthand excellence in English tourism. ThePartnershipswith BritishAirwaysand Air Asiahave provedsuccessful,helping toput ‘bums onseats’ on flightsto BritainPartners for England Forum – which brings together the nation’spublic and private sectors – continues to provide the primaryplatform for stakeholder engagement with VisitEngland.KEY PRIORITIESFollowing the publication of the review and after the industrywas recognised by the prime minister at the National TourismSummit in January, government invited the industry to submitfive priorities where government could demonstrate support: Improved government recognition of tourismWork here has already gathered pace with the first meetingsof the cross-Whitehall co-ordination group and the TourismAdvisory Council to help ensure tourism is considered in policymakingdecisions across all departments. Government shouldensure tourism measures are included in the way local authorityperformance is reported and rewarded, or they should be givena duty to have a positive strategy for tourism in their areas. Support for jobs and business development of the industryTo continue to excel as a leading visitor destination, Britainneeds to make business operators aware of the benefits ofstriving for even better standards across the board. Governmentcan help by providing incentives for SMEs to retain and train –and not just recruit – staff. The Learning & Skills Council andPeople 1st should work with local authorities to ensure thistraining is delivered. In particular, councils and local chambersof commerce should identify local businesses in the transport,retail, hospitality and leisure sectors that can best be engagedin the skills improvement agenda.Industry has long considered the benefits of creating aTourism Development Bank. Tourism is a business of 200,000SMEs and many are having difficulties securing loans to investin their businesses. A Tourism Development Bank – a joint venturebetween the public sector and the private sector (thebanks) – would focus on supporting investment finance into theindustry in line with a national tourism strategy. Banks wouldprovide the funds, and government would provide guaranteedrepayment of loans and support for an interest cap on them. Easier, cheaper visa processesThe industry believes we must trial a Schengen Plus schemeimmediately in China, India, Russia, Thailand and the UAE. For£20, when these visitors are planning trips to Shengen countries,they might no longer be dissuaded from visiting us simplybecause a UK visa is too expensive. We urge easing the processto allow for tourist visa applications in local languages,rather than English alone, and a greater number of processingcentres, as well as investment in immigration staff to provide aspeedier and more friendly welcome for visitors. Additional funding to enable VisitBritain tomatch commercial sector investmentAround the world, carriers, accommodation providers and touroperators are prepared to invest in marketing activity, if onlyVisitBritain puts its money where its mouth is and matchesthose funds. We have already seen significant success acrossour Asia-Pacific markets through partnerships with BritishAirways and Air Asia, which have put ‘bums on seats’ on flightsto Britain. Investment now would also help us take advantage ofexchange rates currently in our favour and while the industry isoffering great deals to attract consumers. A review of business taxationGovernment could achieve much by ensuring the recentlyannounced Small Firms Enterprise Guarantee Scheme appliesto tourism businesses, as well as giving tourism businesses aVAT holiday. It was also a missed opportunity for a governmentthat didn’t make use of the budget to reduce or repeal air passengerduty, which is due to rise later this year, adding anotherlayer to Britain’s competitive disadvantage. Bringing forwardcapital investment, such as high speed rail links to Scotland androad and rail transport infrastructure in the West Country, wouldbenefit the whole industry as the UK comes out of recession.After a year of discussion in producing the framework review,we’re already making progress on a year of action. The reviewhighlights why the industry, the public sector and governmentneed to work closely together to deliver the visitor economy’sfull potential. As Britain invests to escape a recession, our workcan ensure that, with investment, tourism can help lead the way.The Economic Case for the Visitor Economy by Deloitte andOxford Economics, and full and summary versions of the BritishTourism Framework Review, are available at tourismreview.co.uk ●44 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

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BISLThis year’s budget offered a few positiveannouncements, but also measures thatcan sting businesses, not to mentionlittle help for sport, leisure, hospitalityand tourism, says Brigid SimmondsWith public borrowing at £175bn, 12 per cent of GDP,and public sector net debt forecast to rise to 79 percent of GDP over the next five years, there wouldseem little left to help the sport, leisure, hospitalityand tourism business based on April’s budget. But it’s worthlooking at what help is available and how the industry’s doing.To many raised eyebrows, the chancellor forecast GDPgrowth of 1.25 per cent for 2010, and 3.5 per cent from 2011.This led him to promise to protect investment in key public services,notably education and health. But he also promised furtherefficiencies across Whitehall. As a result, DCMS will contribute£20m in savings as part of an additional £5bn in 2010-2011.Watch this space for cuts from DCMS – how will sport beaffected? (Not from front line services yet, it’s understood.) Callsfor more funding for tourism are likely to fall on deaf ears.For all businesses paying business rates, the chancellorannounced the optionof spreading payments for this year’s businessrates over three years. There is, however, a real sting in thetail for all ratepayers – the new rating revaluation kicks in from2010, based on trading as at 1 April 2008, when economic conditionswere much more favourable than they are now. GeraldEve has looked at the effect on a whole series of leisure sectorsincluding pubs, hotels, restaurants, nightclubs and cinema. Inalmost all of these sectors, trading conditions were much betterin 2008, and therefore the 2010 revaluation will be higher.PHOTO: WWW.ISTOCKPHOTO.COM/LISA KYLE YOUNGA LOOK AT THE BUDGETThe chancellor’s offer to defer this year’s rates into later yearscould see businesses running into real trouble come 2010,when they have to pay higher rates under the next revaluationand back payments for this year. In addition, supplementarybusiness rates for all businesses will be introduced next yearby individual local authorities, which have the ability to add 2pin the pound. Local authorities and businesses outside Londonneed to discuss what the additional rates will pay for, but insidethe M25 most of these rates are earmarked for the Crossrailproject, so there’s no chance that they’ll be deferred.The chancellor also announced that CIL – the CommunityInfrastructure Levy – will be deferred until April 2010. (We’re stillawaiting the final details on how the scheme will work). But thisagain allows local authorities to tax new and existing developmentsrequiring planning permission. The tax is discretionaryfrom local authorities, but there’s no doubt that many will introduceit. Many businesses had asked the government to makechanges to Empty Property Rate Relief – which is leading toempty buildings being pulled down as the only alternative topaying this tax – but no changes were made in the budget. Sofor those who own property, the outlook is rather depressing.POSITIVE ANNOUNCEMENTSOn a more positive level, the chancellor announced that thegovernment will extend the enhanced ‘loss relief’, which allowscompanies to offset profits in previousyears against any current losses,for another year. The chancellor alsoannounced a government top-up of tradecredit insurance. This will help companiesfinding it difficult to persuade othercompanies to give them credit while theywait to be paid, by providing additionalgovernment-backed insurance againstthis risk. In the past few months, companieswho specialise in credit insurance ofthis type have been withdrawing it fromsome businesses in the leisure sector ona rather ad hoc basis; this relief is particularlywelcome.There will also be an increase in capitalallowances for new investment to 40 percent for one year, until 6 April 2010. Whilethis relief is useful for capital projectscurrently underway, it’s unlikely manyThe chancellor removed doubletaxation on bingo participationfees, but raised bingo duty46 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Despite alcohol duty rising, it seems attitudes towardsthe ailing pub industry have softened, Simmonds saysprojects will be able to take advantage unless they’re very welladvanced.Finally the chancellor announced that the reducedrate of VAT, down from 17.5 per cent to 15 per cent, will end on31 December 2009 – somewhat of a nightmare timing for pubs,bars and restaurants open late that night!ALCOHOL AND GAMBLINGAs expected, alcohol duty rose two per cent on 23 April in linewith the escalator introduced last year. It’s interesting that thisputs the rate of inflation at nonexistent, as the escalator workedon two percentage points above inflation. Despite this, it seemsclear that the ‘Axe the Tax’ campaign by the pub and brewingindustry has certainly been listened to and there is a softeningof attitudes towards an industry with 40 pubs closing a week.For gambling, there were definitely changes. The chancellordecided on a long campaign to remove the ‘double taxation’on bingo participation fees, but more than made up forthis positive decision by raising bingo duty from 15 per centto 22 per cent and including GPT (gross profits tax) on intervalbingo. For Amusement Machine License Duty (AMLD) ongaming machines, the increase across the board was nine percent, which is way above inflation. Of even more concern wasthe announcement that there is to be a consultation on replacingAMLD with GPT. The industry fought off a Treasury attemptto bring in GPT in 2003. If AMLD is removed, one of the majorproblems is that AMLD comes with VAT. If VAT is not paid,neither can you reclaim it or offset it against other businessexpenses. The industry waits with interest to see what the consultationmight say and what rate is being considered.It’s perhaps not unexpected that in thecurrent economic climate, and withTreasury coffers rather bare, the sport,leisure, hospitality and tourism industrydidn’t receive much helpLITTLE HELP FOR BISL MEMBERSIt’s perhaps not unexpected that in the current economic climate,and with Treasury coffers rather bare, the sport, leisure,hospitality and tourism industry didn’t receive much help. Onthe other hand, this government does see encouraging tourismand the visitor economy as a way out of recession. There’sno doubt the industry is hurting. Debt was once so popularwith larger companies but is now a noose around their necks.Declines in asset values for property-based businesses is nothelping, but most BISL members are still generating cash, andas ever, cash is king. Their businesses are perfectly sound andit’s hoped many will emerge more strongly in time.BISL, like many other organizations, has been calling for amoratorium on legislation and regulations that cost industrymoney. Delaying CIL will help, but there’s still more to do in thisarea. The government is trying to do less, a trait bound to continueas we move towards an inevitable general election, whichmust take place by June 2010.Brigid Simmonds is chief executive of Business In Sportand Leisure (BISL) which represents the interests ofprivate sector companies in the sport and leisure industry.For more details contact 020 8780 2377 www.bisl.org ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 47

BUSINESS ANALYSISTHE RESTAURANT SCENECompared to the pub industry, the restaurant sector has beenfaring relatively well. Although there have been significant numcompanieswith cashDeals across the leisure sector have been slowing dramatically, but a fewcompanies have the cash to take advantage of bargains. Matthew Goodman reportsWhen regional brewer JWLees announced the acquisitionof ten pubs from oneof the giants of the sector,Punch Taverns, a few weeks ago,the news was reported excitedly in someplaces as the company’s biggest singledeal for over a century. Accuratethis may be, and the package of pubsacquired from debt-burdened Punch will no doubt prove a greatfit with JW Lees’ existing estate. It’s perhaps, though, a signof the times that such relatively modest acquisitions are beingreported with a dash of hyperbole.The mergers and acquisitions boom of the last decade hasimploded to an alarming degree. The leisure sector had been aparticular favourite with private-equity investors, but with theirsources of finance drying up, forcing them out of the market,deals have slowed dramatically. Add to that the caution of tradeplayers, who are understandably opting to batten down thehatches rather than go on spending sprees to snap up troubledrivals, and it’s no surprise deal volumes are almost non-existent.OPPORTUNITIES FOR PUBSA common mantra among dealmakers and advisers in the Cityis that the current environment means a whole crop of opportunities,if only one could find the money to finance them. Withvaluations at or nearing bottom, anyone with cash should beable to bag a few bargains – as JW Lees and some of the otherregional brewing and pub concerns have been doing, acquiringsites from Punch they’d never have been able to buy before.This idea has not been lost on Greene King, one of the country’sbiggest regional brewing and pub concerns. It recently raised£207.5m in a share offering, becoming the first pub group toturn to the markets to secure fresh capital this year. Part of theproceeds of the rights issue will be to pay down part of its debtpile, but the company has also said a chunk of the new moneywill be earmarked for acquisitions.Rooney Anand, Greene King’s chief executive, said: “In thecurrent environment, we’re seeing an increase in high qualitypubs being put up for sale and our strong financial positionshould enable us to take advantage of these opportunities.”The rights issue was generally well-received by the market, asthe company is perceived as one of the better-run busineses inthe sector, and fund managers seem happy to back it to acquirepubs that may be struggling and need reviving. How many otherpub groups may join Greene King in either raising money orsimply scouring the market for acquisitions remains to be seen– many are over-borrowed or may struggle to raise fresh capital.Greene King (above) and The RestaurantGroup (right) both have cash for aquisitions48 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Clapham House Group, which owns Gourmet BurgerKitchen (above), hopes to take advantage of bargainsbers of closures, restaurants have not been hit by the smokingban, and clever use of price promotions has helped sustainthe larger chains. Consequently, there are those around whohope to take advantage of the present climate. Clapham HouseGroup, for example, which owns brands including GourmetBurger Kitchen and The Real Greek, has indicated that it hopesto capitalise on the weakness in the property market to snap uphigh quality sites that it might not otherwise have been able orwilling to secure. Having renegotiated its banking arrangements,which now run until 2012, the company has a £21.7m facility inplace. At its interim results a few months ago, Clapham Housesaid it was positioned “well” to “take advantage of a rapidly softeningUK property market as well as likely casualties in theindependent restaurant sector”. It’s also reportedly in talks tosell its Tootsies chain, which would raise further funds.Clapham House’s larger rival, The Restaurant Group, ownerof chains such as Frankie & Benny’s, also has cash availablefor acquisitions. It too is more likely to use its resourcesfor single site deals. It recently acquired the freeholds of twosites it was leasing from Punch Taverns. TRG’s chief executiveAndrew Page said: “The current climate in the pub marketwill yield some potentially lucrative opportunities to grow ourPub Restaurant business in the future and to date we have purchaseda couple of freeholds from Punch.”He suggested that patience is a virtue in this market andthat holding back for the time being may be sensible. “We’vedecided to ‘keep our powder dry’ in the expectation that overthe next couple of years we’ll have the opportunity to use ourresources to greater effect. Longer-term, we believe this businesshas the potential to grow significantly.”Aside from pubs and restaurants, anobvious area where companies are likelyto pursue deals is in online gaming,where the leading operators intend totry and consolidate the marketAnalysts suggest that such caution could pay off. Greg Feehely,leisure analyst at Altium Securities, a stockbroker, says: “Whenis the best time to buy if prices are still falling? Shouldn’t you bewaiting until the end of this year or early next year?”OTHER AREASAside from the pub and restaurant industry, the most obviousarea where companies have cash and are likely to pursedeals is in online gaming, where the leading operators, suchas PartyGaming and 888 Holdings, have both publicly statedtheir intention to try to consolidate the market. At the time ofwriting, both are known to be keen, for example, on acquiringCashcade, the owner of the popular Foxybingo.com web site.“The industry will see significant consolidation,” predicts NickBatram, leisure analyst at KBC Peel Hunt, a broker.The big two tour operators, Thomas Cook and Tui, are alsowell placed to take advantage of the recession by acquiringsmaller rivals. They have a habit of making bolt-on deals – Cooksnapped up Med Hotels earlier in the year – and this is onlylikely to continue. The recession has forced many travel-relatedcompanies out of business, and the industry’s giants look wellplaced to have their pick of the stragglers. ●Matthew Goodman is a business journalist at The Sunday TimesISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 49

ECO DESIGNhotels gone greenThough airplanes,trucks and gas-guzzlingSUVs are easytargets for environmentalists,buildings areactually the single biggest contributorto greenhouse gasemissions. And hotels – operating24 hours a day, seven daysa week – are among the worstoffenders. Vehicles are beingreplaced every year with more fuel-efficientmodels. But hotels are designed tolast for 50 to 100 years.While hotel buildings contribute heavilyto the problem, the good news is thatarchitects and designers, along with hospitalityconsultants, can have a majorinfluence on improving the situation andreversing global warming.TEAMING UP TO CREATEGREEN GUIDELINESHorwath HTL, the world’s largest hotelindustry consultancy (with 50 offices in30 countries) has some influence with itshospitality clients. They wanted to usethat influence for good by including – inevery feasibility study that they produce– recommendations for developing andoperating hotels sustainably.Robert Hecker, Horwath’s managingdirector, approached WATG to assist inauthoring a set of guidelines for greenhotel development, because of thedesign firm’s experience creating environmentally-sensitivehotels and resorts.Together with WATG, Horwath createda Sustainable Hotel Development chapterthat is now a part of the reports that theyproduce in the course of advising developers,lenders and investors on a wayforward with their hospitality plans.A THIRD PARTNERIn the early 1990s, as founding membersof the International Hotels EnvironmentInitiative (IHEI), in association with PrinceCharles, WATG’s architects helped toraise consciousness about how responsiblehotel design and construction couldbecome the foundation of a sustainablehospitality industry.IHEI later became the InternationalTourism Partnership (ITP), associatedwith the International Business LeadersHorwath HTL and WATG have drafteda set of sustainable hotel developmentguidelines aimed at encouraging theindustry to go green. WATG’s HowardJ Wolff talks about the initiativeForum – “a non-competitive platform forthe sharing of ideas and the adoptionof strategies to benefit the industry as awhole.” Under the stewardship and leadershipof its executive director Lyndall DeMarco, WATG helped the ITP create anarray of tools and publications for hotelowners and developers. One of thoseinitiatives – the creation of a booklet entitledGoing Green – is also included inHorwath’s feasibility reports.THE IMPETUS BEHINDTHE INITIATIVESignificant energy savings can beachieved – at little or no additional cost –through strategies such as proper siting,smart design, careful selection of buildingmaterials and incorporating natural heating,cooling and ventilation. Planning,designing and constructing hotels thatuse less energy not only saves moneybut ultimately saves the planet.The biggest impediment to sustainabledesign has been the owners’ belief they’llhave to pay a premium. Recent researchby the US Green Building Council revealsthe green premium has been shrinkingand is now close to zero. Furthermore,the more people insist on sustainabledesign, the lower the costs will be,as manufacturers rush to offer more –and more affordable – environmentallyfriendly materials and products.GOING GREEN ISGOOD FOR BUSINESSIn the very broadest sense, green isn’tonly good for the planet, it’s good forpeople and for profits. It’s a win-win-win.Anecdotally, there’s evidence to suggestthat green hotels have healthieremployees who feel proud of where theywork. That translates to increased morale,lower turnover and higher productivity. It’salso noticed and appreciated by guests,who, in turn, are more likely to want toreturn for a positive experience.The bottom-line benefits are alsobecoming more obvious. Green hotelsare sought after by meeting planners andleisure travellers alike, which increasesthe properties’ occupancy and roomrates and gives them a competitive edge– even in challenging economies. Notonly are they saving energy, green hotelsthat are less costly to operate havegreater value in the marketplace.As Prince Charles said 15 years ago:“Sustainable development doesn’t haveto be at odds with a reasonable returnon investment.” In fact, WATG designerswould argue, it can enhance one’s returnon investment. As Lyndall De Marco putsit: “Sustainability and profitability canwalk hand in hand.”THE GUIDELINESThe Sustainable Hotel Developmentguidelines are intended to increase awarenessand interest of stakeholders for50 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

undertaking development that respectsthe environment. The guidelines provideimplementable recommendationsthat encourage developers to create andoperate a sustainable hotel.Topics include site evaluation, architecturaland interior design strategies,energy reduction, water conservation,waste management, procurement andguest participation. Also included is a listof resources, publications and organisationsto help steer hotel owners,operators and developers in a more environmentally-consciousdirection.PHOTO: COURTESY OF SAMMY DYESSPRACTICING WHATWE PREACHThe principles of responsive and responsibledesign are fundamental to thesuccess of WATG’s projects. Whereverwe work around the world, we encourageour clients to pursue sustainability.As their operating costs go down andtheir property values go up, WATG clientsrealise considerable return on their greenThe recently opened Bardessonoluxury lodge in California hasbeen designed to achieve LEEDPlantinum certificationbuilding investments and achieve competitiveprominence for their properties,even in a tough economy.One case in point is the recentlyopened Bardessono – an environmentallyfriendly, 62-room boutique luxury lodgein the heart of California’s Napa Valley.Designed to achieve LEED Platinum certification,features include 72 geothermalwells to heat and cool guestrooms andprovide hot water, as well as 940 solarpanels on the building’s flat roofs, whichproduce 200 kW of power. Sustainablebuilding materials and organic landscapemanagement practices include rammedearthsculptural walls and 100-year-oldolive trees. Automatically-adjusting exteriorVenetian blinds control the sun andheat. They’re part of an energy managementsystem that turns off everythingelectric in the rooms when a guest leaves.Bardessono connects with the environmentthrough the use of local, recycledmaterials and the integration of outdoorspaces into the design. The guest experienceis enhanced through such featuresas organic gardens, private courtyardsand outdoor showers, in-room massages,and the availability of bicycles andelectric vehicles.According to owner and developer PhilSherburne: “The decision to design andbuild such an environmentally advancedhotel has helped to insulate us in the currenteconomic climate.”THE WAY FORWARD‘Do not disturb’ – we think of thesewords in their broadest sense, as areminder that the sanctity of a place andits people should be preserved in thelarger context of the built environment,just as it is in the microcosm of a singlehotel room. Fundamental to our missionas architects, planners and designers isa commitment to leave a place and itspeople better off by virtue of our work.Creating sustainable hotel guidelinesallows others to do so as well.Wolff is senior vice president of WATG ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 51

HEALTH & FITNESSSYOUNG AT HEARTSHOKK énergie’s new Blackpool site is the partnership's firststandalone health club for children, and part of a growing trendtowards kids-only facilities. Caroline Wilkinson visitschools, sports clubs and other youth-focused organisations,even the police – they’re scrambling over eachother to use the new facilities at SHOKK Blackpool.Whether it's through linking with schools to help achievethe government's directive of five hours' exercise a week, openingup to the local PCT and care homes, or working with thepolice to help get disenfranchised youths off the streets, the clubis generating high levels of interest in the community.The new club is one of a number of standalone facilities forchildren opened across the health club industry recently. It’s alsothe first standalone facility developed under the joint franchiseventure between youth fitness specialist SHOKK and The énergieGroup – a partnership launched in October 2007 – and will beused as a benchmark for future developments. SHOKK énergieplans to open five new standalone sites by April 2010, includingsites in China, Norway and Scotland.BREAKING BARRIERSThe franchisees, ex-professional footballerMickey Mellon and his wife Jane,Schools, sports clubs and otheryouth-focused organisations haveshown interest in the facilitywere eager to create a facility that got Blackpool kids moreactive, off the streets and away from their games consoles. But,according to Jane, convincing the kids wasn't the main challenge– the parents were the barrier. Trying to get the messageacross that the club is a lifestyle-based multi-activity centre,albeit with a gym – not a place where kids just pump weights– has been a struggle. "When you first hear about a kids' gym,most respond with 'what's that?'” says Kieran Murphy, marketingdirector at SHOKK. “It's not an easy concept to understanduntil you touch and feel it, so instructors have to take the kitout and do demos. That way parents and schools can see whatyoung people get from it, as opposed to telling them or givingthem a flyer. You have to bring it to life."Essentially SHOKK and énergie were building a business fromscratch, with no natural footfall, standalone template or SHOKKbrand awareness in the local area.The most effective way of getting kidsinto the facility was by offering freedemo sessions during the soft launch,which had been spearheaded by a52 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

three-week pre-sale campaign of demosand community information sessions.Murphy, however, considers creatingfrom scratch an advantage. “From a marketingpoint of view, everything we do iscompletely about SHOKK, so for youngpeople it’s a place they can own asopposed to when it’s within an existingclub and it’s mixed with adult facilities.”The club features 23 stations of SHOKKbrandedkit, as well as an exercise studioSTANDALONECHALLENGESMost members can only use the gymafter 3.30pm, when school ends, soit was important to maximise daytimeusage with schools, as well as makingit accessible for kids out of school.Having scoured Preston and Blackpoolfor commercial units, SHOKK and thefranchisees chose a 446sq m (4,800sq ft)space on an industrial estate, away fromcentral Blackpool. Despite not being ona main thoroughfare, the club is ideallysituated near two major supermarkets,schools and a large residential area, sokids can make their own way there.With walls covered in graffiti, vibrantlycolouredSHOKK kit, Dance Mats, aTarget Wall, 'no-adult' signs and large neon-coloured, handshapedseats, it's clear who the club has been built for. But thefitness element has been integrated into a youth club environment,so it also acts as a drop-in centre for young people tosocialise and learn about positive lifestyles.Although kids aren't encouraged to do more than one hourof exercise per session, they're free to socialise in the 'chill out'area after exercising, allowing parents more flexibility in pick-uptimes. The area is decked out with games such as pool tables,encouraging secondary spend. An adult coffee area generatesadditional revenue, while an unused therapy room and plans fora new mezzanine floor offer further expansion opportunities.In addition to 23 stations of SHOKK-branded kit – includingX-ertain products such as SHOKK MOTIVATRIX, Wireless DanceSystem, IGNITION CV and FLT resistance equipment – the clubhas a 4.65sq m (50sq ft) exercise studio to host a wide selectionof 30-minute to one-hour alternative fitness classes. Sessionsinclude breakdancing, cheerleading, kombat, ju-jitsu, footiecise,balance boarding and circuits, at the end of which the kidscomplete a PMR (progressive muscular relaxation) session tolearn how to relax their body and mind.The club, for five- to 18-year-olds, also offers evening sessionsfor over-14s with dance music and strobe lighting, andthere are special classes for five- to seven-year-olds.For a £25 month-by-month contract (minimum three months),each member completes a six-session Tactics induction overthree weeks covering themes from nutrition to mental health –to orientate them before they begin any set programme.Young people are great at referrals, so the club offers a'buddy hour' for a friend to use the facility for free. Nonmemberscan access the classes for £3.50; once kids use theclub, Jane says the conversion rate is high. An 80 per centretention rate is also being achieved.With a target of 500 members in the first year and 300members to break even, Mickey hopes the focus on groupmemberships will continue. "I prefer the big daytime contractsfrom the PCT and schools, rather than individual members, asthey keep your income coming in and reduces the demand afterschool – which means we know more of our kids at night,ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 53

HEALTH & FITNESScreating a family feel and maintaining ahigher level of personal service."Blackpool SHOKK has six school contractswhich, in any one session, couldfill the club with 90 kids – just short ofits 95-person capacity. It also has linkswith local youth sports clubs, offeringcorporate discounts to players whodon't want full access to the classes butwant sports-specific programmes; this iswhere the demand for personal trainingis expected to grow. The club similarlyoffers special rates of £18 a month foryoung people in low-income families, taxcredits and sibling discounts, so no onewho wants to get fit is excluded.KEEP IT FRESHAlthough some of the club's 240 membersare obese, a lot of the children aresimply getting away with not doing PEat school; it's more of a fitness problem,says Mickey. "Most kids can't lift 1kgabove their heads or run on a treadmillfor more than 90 seconds."When working to get kids active, you have to "keep it fresh andkeep it moving", advises Murphy. Mickey agrees: "For this generationof kids, fitness isn't a main goal – entertainment is – anda youth gym has to strike this balance." Blackpool SHOKK doesthis in a number of ways, from rotating the equipment eachmonth to delivering member feedback and fitness tests everyeight weeks, as well as through a range of incentives and competitionsthat add that key element for engaging youth: variety."We have some young people who will never win a runningcompetition, but who are great on the interactive equipment.One girl in particular can beat anyone hands-down on theDance Mats and it's a huge confidence boost for her to winsomething physical against a guy that runs for Lancashire,"says Jane. "The kids will do anything if you make it competitive,whether it's competing on the Dance Mats or running on atreadmill in teams or relays," adds Mickey.Incentives include awards and a points-based systemdesigned to encourage participation and control behaviour. Kidsare expected to misbehave, but to minimise anti-social behaviour,there’s a 'three strikes' policy whereby youth can lose their membership.Points, normally saved up and exchanged for smoothiesand SHOKK-branded sportswear, can also be taken away.The club has three REPs-accredited instructors: a full-timeGYMS FOR KIDSSHOKK Blackpool is part of a growingtrend towards standalonegyms kids can call their own. Otherrecently-opened sites include:T2, Northampton (pictured above)– An independent, 3,983sq ft clubcatering for seven- to 16-year-olds.The club features equipment fromZigZag, Trixter bikes and a boxingcircuit, while classes include mountainbiking, dance mat disco, dodgeball, hip hop, and FitPro’s TeamCombat and Aero Jam.The Zone, Huddersfield – A1,808sq fit health and fitness venuepart of a 46,500sq ft complex affiliatedto Huddersfield Football Cluband the Huddersfield Giants rugbyteam. Run by the Sporting PrideCommunity Trust, the club featuresa SHOKK-equipped gym zoneand SHOKK dance mats, a learningzone, a sports zone with two ofthe largest third-generation indoorpitches in Yorkshire, and a kidszone with a large soft play area.The Zone, Brixton – A 10,010sq ftcentre for 5 to 15-year-olds, built onan entire floor of Brixton RecreationCentre as part of Lambeth Council’s£2.85m refurbishment of its 1980sfacility. Managed by GreenwichLeisure, it features an energy zonedesigned by Veqtor with interactivegames, a fitness zone with equipmentfrom SHOKK, and an enclosedarea for interactive and dance matclasses from ZigZag.NG Kids, Swindon – Opened byNext Generation Clubs at its £12mSwindon site, this 7,965sq ft facilityfor kids and their families has itsown separate entrance. The offeringincludes a multi-sports hall,activity rooms with ZigZag dancemats and an eight-station NintendoWii, an ITC Learning Zone, a multiagesports frame and outdooractivity area, a café and a crèche.duty manager, a class instructor, and a part-time freelancetrainer who teaches street dance and breakdancing. All havecompleted SHOKK's core training and development workshops,teaching them how to manage young people in a gym setting,communication styles, child protection, and health and safety."Instructors can make or break a club,” insists Murphy.Murphy feels the SHOKK standalone model is a winning formula."It's the balance of all the different aspects: training,enthusiasm and brand," he explains. "You could have all theequipment in a room you want, but it's not going make a facilitysuccessful. You need to create an area with a balance betweenhealth and fitness and fun, and then train and enthuse your staff.“Over the years there’s been the attitude that standalonekids’ gyms don’t work – and many attempts to establish facilitieshave gone belly up. The standalone side of the companyhas been bubbling for some time, and now vital support is alsoavailable from the local community, from education and fromlocal government in terms of campaigns like Change4Life. 18months ago, a private organisation [doing this type of venture]really didn’t get any support, but now Jane has been able toestablish direct links with a sport co-ordinator from the YouthSports Trust. I think this has been a real barrier to setting up aprivate standalone as opposed to within a club.” ●54 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

3 Peaks Challenge25-26 July 200924 Peaks Challenge15-16 August 2009Swap your laptops for the hill topsClimb the 3 highest mountains in the UK in our infamous3 Peaks Challenge or take on 24 mountains in the stunningLake District – the choice is yours.To find out more call Natalie or Lucy on 0844 412 2877or email challenges@redcross.org.ukThe British Red Cross Society, incorporated by Royal Charter 1908, is a charityregistered in England and Wales (220949) and Scotland (SC037738)Photo: Scott Fergusonredcross.org.uk/eventsEveryone welcome

From energyefficiency to funkydesign, the latestair conditioning andventilation systemsoffer a range ofinnovations. We roundup some of the latestCleanCOOLVENT-AXIA VENTILATIONFOR DONCASTERSPORTS PAVILIONLEISURE-KIT KEYWORD: VENT-AXIAThe new £750,000 Town Field sportspavilion in Doncaster features aVent-Axia low energy heat recoveryventilation solution.The system, installed by WaveformServices, features six Vent-Axia PAC315ducted in-line fans serving the facility’smain changing areas. These units are30 per cent shorter than conventionalin-line fans and include an inclinedinlet and bellmouth entry, claimed todirect incoming air to the impeller withminimal turbulance for better air management,reduced noise and higherventilation efficiency and performance.Vent-Axia’s HR300 and HR200 unitsprovide ventilation to the other changingareas. The HR300 is a standaloneheat exchange unit said to be capable oftransferring 70 per cent of outgoing heatto incoming air at a 300m3/hr airflow.The HR200W Kisa self-contained heatrecovery unit with two mixed flow fansand a high performance polymeric heatexchange cube is designed to providetemperature-based efficiency of up to 75per cent and an airflow rate of 200m3/hr.LG MAKES AIRCONDITIONING ARTYLEISURE-KIT KEYWORD: LGLG Electronics has launched an airtreatment unit featuring a frontpanel that can be adapted to holdany image, from a painting to amarketing message.The Art Cool units, aimed atthe designer appliance market,come with an infrared remote controlthat allows guests to controlair circulation, fan operation, roomtemperature, sleep mode, operationmode and single-event, and24-hour timer function. When usedat hotels, the system is claimed toensure no loss of performance inrooms in heating mode when oneguest switches to cooling.All models are fitted with an airpurifyer to combat airborne bacteriaand particles, claimed to removedust, house mites and pollen tohelp prevent allergies.An Art Cool Mirror is also available,featuring a wall-mountedmirror in either mirror finish or in achoice of pastel shades.COOLER FITNESS THANKS TO WALTER MEIERLEISURE-KIT KEYWORD: WALTERWalter Meier(Climate UK) hasrecently completedinstallation of aHitachi VRF air conditioningsystem atthe University ofSheffield’s S10healthfitness centre.As well as meetingincreased coolingdemands, the newsystem is expected toachieve energy savingsof around 15 percent compared to theprevious system.S10health is astate-of-the-art fitness centre with 150pieces of equipment over two floors.Increasing use of electrical equipmentin recent years, combined with thegrowing popularity of the centre and aconsequent rise in occupancy, meantthat the existing VRF system was nolonger able to meet cooling demands,while noise levels were also proving tobe a nuisance to users.The new two-pipe Set Free systemprovides up to 80kW of cooling, controlledto match heat loads. A recuperatorwas also added to the air handling systemso that extract air can be used topre-cool incoming air.56 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

POWERED BYleisure-kit.netFor more information, or to contact any of thesecompanies, log on to www.leisure-kit.net andtype the company name under ‘keyword search’DIMPLEX AIR CURTAINS FOR STAVELEY LEISURE CENTRELEISURE-KIT KEYWORD: DIMPLEXStaveley, Derbyshire’s HealthyLiving Centre has installed DimplexARC architectural air curtains aspart of its energy saving measures.The Dimplex ARC architecturalair curtains are claimed to limitheat losses through the doors of theleisure centre, while contributing tothe building’s design aesthetics.The air curtains feature automaticheat and fan speed control dependanton footfall through the door andadjustable thermostatic operation.They also feature links to integratethe units within a BMS/BEMS buildingenergy management system,a feature which is said to provideclose control over running costs.The curtains are available in achoice of painted, brushed or polishedstainless steel finishes, andwhen wider entrances are requiredmultiple units can be linkedtogether as a continuous system,operated from a single control point.COSAF BRINGSBREEZAIR TO GOLD’SLEISURE-KIT KEYWORD: COSAFCoSaf Environments recently completedan installation of the Breezairevaporative cooling system at thenew Gold’s Gym in Camberley.The system is said to be providingthe 1,500sq m club with 80 per centsavings on running costs, as the onlypower-consuming components requiredare a fan and small water pump.Four Breezair Icon coolers have beeninstalled, removing stale air throughextractor fans and distributing coolair via a low velocity FabricDuct. AnIndustrial Wall Controller (IWC) allowsthe gym to control cooling.The system is housed in plastic casingsaid to withstand all weatherconditions. Components include aworld-patented water distribution systemdelivering continuous, balancedwater coverage to all heat exchangerpads to ensure cooling efficiency andminimal maintenance problems.CALOR UNVEIL NEW LPG ENERGY SYSTEMLEISURE-KIT KEYWORD: CALORAn energy-efficient LPG drivengas heat pump from Sanyo hasbeen launched for sports clubsand leisure centres requiring heatingand cooling.Available through LPG supplierCalor and distributor Oceanair,the system provides heating andcooling for non mains gas area commercialapplications with a limitedelectricity supply.With LPG emitting 19 per centless CO2 per kWh than heating oil,the product is said to also offer significantbenefits for rurally basedproperties such as hotels and golfclubs. In addition, the product canalso be used in inner-city areas, inapplications where there is a lack ofthree-phase power and inadequaciesin the mains gas supply.The heat pump is a variablerefrigerant flow air conditioningsystem and can be run on LPG ornatural gas. It comprises an internalcombustion engine which drives arefrigeration compressor to produceheating and/or cooling; it’s claimedto be the only three pipe VRF airconditioning system available inEurope that can run on LPG. Threepipes allow simultaneous heatingand cooling, and there is also a two--pipe option for heating or cooling.The gas heat pump delivers environmentally-friendlyheat, and 'free'hot water if required, while providingenergy efficient air conditioningand reducing electrical demand.The product is said to be more than100 per cent efficient, achieving140 per cent efficiency in heatingand 160 per cent efficiency in cooling,leading to potential savings ofaround 40 per cent.There is also an optional 4kWgenerator which provides 'free' electricityby maximising the efficientrunning of the product.ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 57

CLOAWith finances tight for local government, theimprovement agenda for cultural services launched lastyear as A Passion for Excellence is now more relevantthan ever, CLOA honorary secretary John Bell arguesPHOTO: WWW.ISTOCKPHOTO.COM/DMITRIY SHIRONOSOVA PASSION FOR SURVIVALhen A Passion for Excellence was launched inMarch 2008, the foreword by Andy Burnham, secretaryof state for culture, media and sport, andW Chris White, chair of the local government associationculture, tourism and sport board, discussed three keydevelopments: the value of culture and sport in the wider economy;the greater emphasis on expertise and good judgementwhen looking to improve standards and raise performance; andthe need to be open minded about who’s best placed to deliverservices, and to trust people in the community to know whatservices they want and need.Since then, we’ve seen the biggest downturn in the UK economyfor years, and the question is how local services are goingto cope with the effects. These effects are already being felt bythe culture and leisure sector – leisure centres and health clubsare facing falling income levels, and the whole publicly-providedleisure sector could face massive financial cuts over the nexttwo years. In these circumstances, it is reasonable to ask whatrelevance the improvement agenda has.KEY MESSAGESTo answer this question we need to re-examine the messagesin A Passion for Excellence. One of the key ideas discussedin the strategy is that local cultural services need to challengethemselves through self-assessment and peer-led review, andthrough providing evidence of impact on key outcomes such asstronger communities and the health and well being of children,young people and adults.Regional Culture and Sport Improvement and EfficiencyNetworks are being developed to encourage and facilitate thatchallenge. These networks are providing resources to enable localcultural services to challenge themselves. Resources include:■ Training on how to use the culture and sport improvementtoolkit (www.idea.gov.uk) and the facilitation of ‘clusters’ ofauthorities for peer-led challenge. Lancashire and Cumbriahave embarked on a powerful programme of self-assessmentand peer challenge using the toolkit.■ The facilitation of sub-regional improvement networks whereall authorities and cultural partners (Sport England, theMuseum, Libraries and Archives Council (MLA) and the ArtsCouncil) are examining how to collaborate around sharedissues and shared agendas.■ The facilitation of connections with Regional and Sub-Regional Improvement and Efficiency Partnerships (RIEPs).These partnerships are sponsored by the government andinclude all local services. Culture and sport are beginningto benefit from the RIEPs – £100,000 has been obtainedfrom the West Midlands RIEP for the Culture and SportImprovement Network. The West Midlands network hasagreed three priorities: research and intelligence – the issueof data; leadership development – improving advocacy;and delivering more for less.Resources are also available at subregionallevel. Merseyside Improvementand Efficiency Partnership has alreadyinvited bids for improvement andefficiency projects to run from 2009-2011. One of the key questions on theMerseyside application form asks whatsavings are anticipated from the project.Leisure centres and fitness clubsare facing falling income levelsHOW TO COPEWhat then, are the benefits of embracingthe Improvement and Efficiencyagenda going forward? First, we needto be realistic about the likely scale andimpact of reductions in local authoritybudgets for culture and sport. In manyparts of the country the message isbleak and leisure managers are facingsevere budget reductions. How to copeis the question. Coping will, in my view,be easier if there’s a strong sub-regionalcultural improvement and efficiency networkin place.58 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Ut adiam, quis at, velenim in elent num adip eufaccummod tat. Duismod tis num ipisseq uissectetumvenissi tio et, quatuero cor si. Magnim quis accumdolore feuis nonse tisim nulla feuis nonse esecte tatlutpatinis aci endre feuPHOTO: WWW.ISTOCKPHOTO.COM/FRANKLIN LUGENBEELThere are a number of good case studies on howsport and physical activity can impact health, butless acknowledged is the value of culture and sport toyouth service and adult social care, Bell arguesPHOTO: WWW.ISTOCKPHOTO.COM/FRANKLIN LUGENBEELThe networkcould help by:■ Improving advocacyfor culture and sportin the sub-region■ Sharing good practice incontributing to corporate agendas■ Developing self-assessment andinternal challenge to current provision■ Examining how collaborationcould provide efficienciesLet us look at these in more detail:ADVOCACYWe need to find new ways of advocating thebenefits of cultural services to communities.Advocacy is even better if someone else does iton your behalf! This implies finding new championsin positions of influence, and that meansproving the worth of cultural services to thosepotential champions.CONTRIBUTING TO THEWIDER CORPORATE AGENDAThere are a number of good case studieson how sport and physical activity canimpact health, both mental and physical.A number of leisure managers obtainedfunding from primary care trusts to providehealthy living programmes; thatcontribution is now fully acknowledged.But perhaps less common is the acknowledgementof the value of culture and sportto youth service or adult social care, andthe commissioning of cultural services todeliver outcomes for those services.SELF ASSESSMENTAND PEER CHALLENGETo survive and prosper in thenew economic climate, culturalservices have got to prove they are‘match fit’. Badges such as CharterMark, Quest and Green Flag will notbe enough. Evidence of a robust challengesystem will help to demonstrate thatcultural services have undergone a systematicevaluation and have an improvement andefficiency plan. Working through the cultureand sport improvement toolkit as describedearlier should deliver these vital improvementsand efficiencies.COLLABORATION AND PARTNERSHIPCulture and sport have a strong traditionof working in partnership with avariety of internal and external agencies.Partnerships such as County SportsPartnerships have provided additionalservices and access to funding fromSport England. And Local AuthorityStrategic Partnership bodies such asCrime and Disorder Partnerships andChildren and Young People’s Trustscan provide funding for projects andcultural services that deliver their outcomes.But perhaps the next phase ofcollaboration will be between councilsto jointly provide a service such asarchives or museums, achieving economies.Or to look to external partnerssuch as County Sports Partnershipsto deliver sports development for asub-region. Even more radical alternativeswill need to be examined ifculture and sport are to survive inthe future. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 59

ORGANISATION * PROFILEWRAPPaul Mathers, WRAP programme managerfor agriculture, landscape and regeneration,talks about his organisation’s quest to promotecompost use for sports turf and green spaces,diverting waste from landfills in the processWhat is WRAP?Wrap (Waste & Resources Action Programme) is a not-for-profitorganisation established in 2000 and funded by the administrationsof England, Scotland, Wales and Northern Ireland. We’reabout assisting the government in meeting the landfill diversiontargets. It’s our job to find markets and outlets for waste thatgoes to landfill – all the waste streams, like construction, plasticsand bottles. The team I work for is organics, so that’s greenwaste, compost, food waste collected from households. Weidentify waste streams and try and help the markets develop sowe can find an outlet for them and divert them from landfill.What work do you do in the sport and leisure field?It’s mainly two aspects: sport surfaces and sports grass, and ifit’s a building development we assist in restoring brownfield land.We do lots of work in manufacturing growing mediums. So ifsomeone wants soil for turf or public open spaces, we providethem with specifications and knowledge for using locallysourcedcompost, mixing it with onsite materials and soils, tomanufacture the growing medium instead of importing topsoil.We’re trying to cut carbon emissions by not importing this.And when it’s a development, such as a leisure centre or arestoration of a public open space, we don’t want people sendingperfectly good surplus soils and excavation materials tolandfill. We encourage them to keep these materials and combinethem with compost to manufacture the growing medium.We also realise that landscape architects and groundsmenneed a specification. So we do demonstration trials andresearch into all the products so we can provide specifications.What products do you research and promote?Two forms of compost. The first, source-segregated greenwaste, is waste that’s collected by local authorities from individual’shouses and gardens. It’s taken to processing sites andgoes through a certified process. We’ve provided the industrywith a standard for this, BSI PAS100. It’s a recognised standardfor producing what we call quality compost.So we’re encouraging local authorities to collect the wasteand rather than putting it to landfill to process it into qualitycompost and provide it to the industry to manufacture the soil.There’s another form of diversion that we’re just embarkingon now, and that’s food waste, collected by local authoritiesfrom individuals’ kitchens. We’re encouraging the use of in-vesselcomposting, IVC for short, and anaerobic digestion or AD– particular processing streams whereby you can process foodwaste into, again, a compost or a digestate. It’s processed to adifferent standard, BSI PAS110 which is just about to be published.And again it’s a quality compost that you can mix withother materials to produce a growing medium.What impact have you had on the sportand leisure industry so far?Figures from a market survey of the UK composting industry for2006-2007 show an increase in the use of compost in the sportsturf sector. In 2006-2007 65,000 tonnes was used, comparedwith 22,000 tonnes in 2005-2006.CASE STUDYMonifieth Golf LinksA 12-month trial sponsored by WRAP,the first of its kind in the UK, investigatedthe benefits of compost use on acoastal golf course.Run by waste management trainingand consultancy provider WamcalLtd between September 2006 andSeptember 2007, the trial involvedthe application of 40 tonnes of locallysourcedBSI PAS 100 compost as a topdressing for tees and as a divot mix.In the trial, turf treated with compostwas greener and less patchy,and retained moisture better than turftreated with the conventional topdressing,fensoil. The compost also ledto a fairly neutral soil PH being maintainedacross the course.At £14 per tonne delivered, the compostcost a third of fensoil dressing.With two 29 tonne loads of fensoilrequired at the course per year, annualsavings would be around £1,620.The compost took longer to be incorporatedinto the soil than the fensoiland made for temporarily muddy turf,but it was observed that this could becorrected by screening the compost toa finer grade, mixing it with sand andaerating the soil before spreading.“We were encouraged by the performanceof the compost, which offersTurf wastreated withcompost duringthe trial atMonifiethan environmentally friendly and technicallysound alternative to conventionalproducts,” said Scott Rennie, coursemanager at Monifieth. “We were alsopleased with its overall performanceon the tees and on the practice targetgreen where consistency of growth anddepth of colour noticeably increased intime for the Open Championship.”60 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

As part of its work with the leisure sector, WRAP also supports Coca-Cola Enterprises’ RecycleZone programme, which has provided bins to Thorpe Park, Legoland Windsor and ChessingtonWorld of Adventures to make recycling easy for visitors. Recycle Zones at other visitor attractionsare in the pipeline, according to WRAP packaging programme manager Claire ShrewsburyWhat’s the most successfulsport and leisure project you’vebeen involved with recently?Monifieth Golf Links in Scotland, wherethey used green waste on their fairwaysand greens. We’ve heard from the greenkeeperthat he’s used less fertiliser, he’sgot good growth, and there’s an elementof disease suppression as well.So there are benefits for operators asopposed to just for the environment?Yes, it’s a good, environmentally-sustainable material, and allthe guys in the sports turf and restoration industry are lookingfor a sustainable solution, but there are some cost benefits aswell, so it’s a win-win situation.We would have a hard job if we were saying it’s a sustainablematerial but actually it’s going to cost you a little bit more.But if you display, as we did at Monefieth golf course, that youcan save on digestates and fertilisers, these guys know they’regoing to be saving quite a bit of money, especially in this agewhere the price of oil-based fertilisers is still really high.What we’ve found now is that we need to get outthere more and communicate this message, andthat’s probably the phase we’re going into next.Awareness is relatively low, but that’s not becausepeople are reluctant to use these practicesHow receptive has the sector been to your initiative?We’ve found that generally these guys are open. But what theyhave to do is prove it on the ground. So it’s our job to communicatethese benefits to the guys that use it, and then help themdemonstrate it. We fund demonstration trials where we maywork with one organisation but invite other organisations to lookat the results and then publish the results within the trade.Are these green practices catching on in the sector?It’s starting to be used more widely. It was WRAP’s job to getthe results from these trials so that we can actually show themthe benefit, and what we’ve found now is that we need to getout there more and communicate this message, and that’sprobably the phase we’re going into next. Awareness is relativelylow at the moment, but that’s not because people arereluctant to use these practises.What should operators do if they’reinterested in working with you?In the first instance look at our website, www.wrap.org.uk –watch the website, as we hold workshops and training events. ●ISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 61

SENIOR’S SOLUTIONS NUMBER 12What’s the X-factor between Roger Federer now and Roger Federer last year?What kept Tony Blair walking on water Question Time after Question Time? Theanswer is the same: chutzpah, aka confidence and self-belief.How to keep a gripand remain confidentCustomers don’t just want cheap in the current climate –they want professionalism, good value and a good timeConfidence is one of those unusualcharacteristics, rather likecourage, which is very hard tomanufacture but almost impossibleto be effective without. In thesechallenging times, it’s hard for an operationto remain confident and avoid thetemptation to cut costs and quality in avain attempt to gain customer satisfaction.Paradoxically, there’s plenty of evidencethat what customers really want isto visit enterprises with a strong sense oftheir own value – and the professionalismto stay at the top of their game. “Neverlet them see your fear” is as important inthe hospitality business today as it waswhen those early heroes of the BritishEmpire strode boldly into a ring of savagesintent on cooking them for supper.Confident self-belief is what makes agood chef great; it’s what turns an ordinaryevening into a special occasion. Youcan feel it in the air when you walk intoa place, and you’ll never find it in anyestablishment run by Basil Fawlty.It’s too often forgotten that actually,most people go out to a restaurant, hotelor leisure facility to have a good time.Having a good time means they need tobelieve what they’re getting is good valueand well-presented, and that the operatorsand staff actually care about them.A successful partnership in this regard –happy customers, capable caring staff– is what creates an enjoyable occasion.The operation needs to deliver and theclient needs to feel valued. A good website,like the good visit itself, engendersthis sense of confidence and self-worth.In the current harsh climate, it’s easy tothink that what customers want is cheapand cheerful, rather than good qualityand good value. Ask any hard-pressedconsumer and they’ll tell you that whatSENIOR’S SEVEN – SEVEN STEPS TO CONFIDENCEthey want is something that’s worth themoney and worth the effort. A good hostdoesn’t undersell his operation and tryand make the ordinary seem worthwhilesimply by offering it more cheaply.Hard times meanhard choicesIn the current climate, it’s really a questionof survive and thrive or curl up and die.If you try to cut corners, reduce theoffering, reduce the quality, save on staff,neglect your best customers, you willsimply not get through.If you embrace the need to do that littlebit more, cherish your customers, letthem know you care, give a little bit ofextra added value wherever you can and,above all, keep up the quality, you willfind that this difficult climate is survivable.Every bit of business is worth having.Everyone who comes through your doorneeds to become a repeat customer.Some of the best businesses have comeout of recession stronger than they wentin simply by putting customers first andnot compromising on quality. A confidentapproach to selling what you are proudto offer at full value – and making surethe value is there for the customer – willget you noticed and appreciated moretoday than in the good years.1 Do what you know you do well –offer hospitality and the menu thatyou’re good at delivering.2 Dare to be different. Whether it’slocal ingredients locally-sourced or aspecial style of cooking, have a uniqueselling proposition and stick to it.3 Have an enthusiastic and motivatedteam. Make sure your staff are happywith what they’re offering and fullyunderstand its appeal.4 Greet your customers personally andensure they feel personally valued.5 Don’t hide or ignore errors.Nothing’s ever perfect every time. Ifsomething doesn’t work, if an ingredientisn’t good enough, if the rightwine hasn’t been delivered – own up,apologise and offer to put it right.6 Don’t worry about the recession.It won’t go away but it won’t killyou. If customers have entered yourestablishment, they’re there to spendmoney and enjoy themselves. Do whatyou do well.7 Don’t cut corners. Add value. Littletouches that show you’re trying yourbest work well. Distinctive canapés,good fresh bread, a complimentarydigestif all help the customer relaxand spend more. Scrimping and savingand charging for every little extradoes the opposite.62 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

A MASTERCLASS IN SIMPLE, CLEAR CONFIDENCE – THE YEW TREE AT HIGHCLEREI’ve never been a particularly bigfan of Marco Pierre White but he hasexperience, knowledge and a trackrecord to envy. I’d never actually heardof the Yew Tree in the ‘HampshireHighlands’ until the other day when Istumbled across it by entirely accident,wet and tired after a long walk in somerather poor spring weather. We didn’tseek it out because of Mr White – itcould have been run by anyone for all Iknew – but we stopped in the car park,changed our soggy boots and enteredwhat looked like a well run gastro pub.From the first greeting: “Of coursewe’ve got a table, which one wouldyou like?” to the last double espresso,everything was customer-focused. Themenu was clearly written, the ingredientsexactly as stated, the wine liststunningly good and the food faultless.It was all offered without the slightestbit of pretention or fuss, as ifoffering simplicity and quality at thislevel was an everyday occurrence.Clearly it is for them – would that itwere so everywhere.The whole establishment was clearlyprofessionally-managed, very busy anddeserving of every positive epithet inthis article. Whoever Marco has managingit deserves a pat on the back.The Yew Tree offered a clearlywritten menu, a stunningly goodwine list and faultless foodIn the current climate, it’s really a question of survive and thrive or curlup and die. If you try to cut corners, you will simply not get through.Putting my moneywhere my mouth isOver the past few years, I’ve offered afair amount of advice in these columns.All of it comes from hard-earned experiencein hospitality and marketing.But am I all mouth and no trousers? Ihave just taken a deep breath, embracedmy own advice that a recession can be agood time to invest and taken ownershipof a very well-established small hotel andexcellent restaurant in deepest Wiltshire,Howard’s House Hotel. I’ve been stayingthere for many years on fishing andshooting trips, and it’s become somethingof a home from home for familyevents and celebrations.With nine rooms, a brilliant walled gardenand a superb chef, it’s perfect forexclusive use occasions. Central Wiltshireis not immune from the economic realitiesfacing the whole country, but it doeshave a discerning market of people whowill continue to expect the best.With Noële Thompson and NickWentworth in place, we have an excellentteam, and I’ll be putting to the test theadvice I’ve so freely dispensed in thesepages. I will let you know how it goes.HOWARD’S HOUSE HOTEL – A WORK IN PROGRESSI’ve stayed at Howard’s House for thepast umpteen years and very muchenjoyed my time there.It’s a beautiful old building – a littlebit of heaven on earth, really. Like allbeautiful old buildings, it needs moneyspent on it, and my task will be toretain its charm while slightly improvingits comfort. I’m blessed in theseendeavours with a marvellous generalmanager and a great chef. They alsohave an in-depth team in every departmentof the operation.My job will be to spend a littlemoney and hopefully apply as much ofmy accumulated hospitality marketingwisdom as I can muster in a way thatmakes sense in the current climate.Our strategy will be to do everything tohelp the hotel fulfil its potential whileretaining the commitment of its longtermand very loyal customer base. ●Howard’s House, a lovely propertythat deserves a helping of TLCISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 63

SECONDARY SPENDPHOTO: WWW.ISTOCKPHOTO.COM/WEBPHOTOGRAPHEER PHOTO: WWW.ISTOCKPHOTO.COM/STEPHEN WALLSGettingWine RightWine has the potential to increase sales and profi t in everyarea of your business, but investment in wine educationand preservation is vital, according to Clare Young,managing director of wine training and consultancycompany Vintellect. She speaks to Vicky KiernanderClare Young is gradually growingallergic to wine. It’s an afflictionthat most of us would sympathisewith, but is all the moreunfortunate for Young given her occupationas a wine consultant. And notjust any wine consultant. During her18-year tenure at Cockburn & CampbellLimited, the subsidiary wine companyof Young & Co.’s Brewery, Young drasticallyimproved wine sales throughoutthe estate so that the company outperformedthe market year on year. She nowshares her knowledge with businessesranging from independent pubs andbars to hotels and restaurant chains withher wine training and consultancy company,Vintellect. She’ll also be deliveringthe wine education programme at theLicensed Business Show at LIW.“It’s not just about offering a goodselection of wine, it’s about attractingwine drinkers into an establishment andproviding a great experience to increasesales and profit,” says Young.Wine’s an accepted part of the UK leisureculture today, but that wasn’t thecase when Young joined the historicbrewers in 1987. “I used to hate pubsbecause you couldn’t get a decent glassof wine. In those days wine was servedPHOTO: WWW.ISTOCKPHOTO.COM/CARLOS ALVAREZ64 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Under Clare Young’sdirection, Young & Co.’simproved their bottomline by offering wine bythe glass and becomingthe first pub companyto install a serious winepreservation systemfrom an optic cabinet or was available ondraught,” she shudders.Young was determined it would be differenton her watch. “I was on a missionto change the way things were done andso as fast as they were putting in wine ontap, I was taking it out.”After winning over the board, Youngmade wine stations and displays partof each pub refurbishment and set towork convincing publicans of the need tointroduce wine by the glass. And underher direction, Young’s was the first pubcompany to install a serious wine preservationsystem. The result of all was asurge in wine sales throughout the estate.LICENSED BUSINESS SHOW AT LIWClare Young will be hosting and delivering the wine education programmeat the Licensed Business Show at LIW this September. Free to attend, thepresentations will target owners, buyers and managers from pubs, bars andclubs as well as other licensed leisure venues, and will focus on introducinga sales and training culture into your business. Delegates will discover howwine can help them increase both sales and profit in every area of their business,not just wine. They will learn how to implement a wine-by-the-glassprogramme and how to train their staff to develop their understanding ofwine, increase their confidence and ultimately, increase sales.Other aspects of the presentations will include marketing strategiesto attract more wine drinkers and ways to work with wine suppliers toboost profit. For more information on the opportunities available as part ofVintellect’s wine programme at LIW, contact Chris Brown on 020 7955 3968or email chris.brown@ubm.com.EDUCATE STAFF FORGREATER REWARDSWith these credentials it’s easy to seewhy Young’s skills are in demand, but dooperators still need to be educated aboutwine today when it’s rare to find a pub,bar or hotel that doesn’t offer a wineselection? Apparently so, and particularlyin these troubling times, says Young.“Now is the time of survival of the fittestwhere owners and operators have to geteverything right, and that includes wine.”Often considered a difficult product,wine can get neglected, but operatorsdo this at their peril, she warns. “Winepresents a massive opportunity toincrease your customer base by attractingwine-drinkers who also bring theirfood-eating friends, which all helps toincrease sales and profit. Operators aremissing a trick if they don’t make winework for them.”It’s for this reason that Young is astrong advocate of wine educationand runs BIIAB and WSET accreditedcourses as well as bespoke coursesfor both management and general staff.Conducted on site or online, the coursesteach everything from the history of wineand the various wine classifications towine tasting, serving and food matchingas well as marketing and merchandising.She says the benefits of investing inwine education will be felt across thebusiness and by both staff and customersalike. Giving staff a greaterunderstanding of wine gives them theconfidence to recommend better qualitywines to customers, so when someoneasks for a house wine they can makeISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 65

SECONDARY SPENDTOP TIPS1. Educate your staff about wine2. Get advice on your wine list3. Negotiate with suppliers for the best deals4. Offer a good selection of wine by the glass5. Invest in a quality wine preservation systemPHOTO: WWW.ISTOCKPHOTO.COM/ENRICO FIANCHINIother suggestions from the menu. Byengaging with customers in this way,staff make clients feel special and deliveran entirely different experience.Introducing this culture into a businessalso helps sales, as testified by ChrisLewis, BII Licensee of the Year 2008. Asmanaging partner of Staffordshire-basedhospitality group The Lewis Partnership,Lewis received the award for his workat The Swan Hotel, which he re-openedin 2002 following a modernisation of thehistoric former coaching inn. Vintellect’sMax Your Wine Sales training gave hisstaff greater confidence to up-sell winesleading to an eight per cent increase inwine sales on a like for like basis. Thecompany is also now selling more qualitywines with higher profit margins.His experience comes as no surpriseto Young, who says most people like toreceive a recommendation from staff andwhen they get one are prepared to spendup to 25 per cent more on a glass or bottleof wine. “If house wines represent 80per cent of sales, you can reverse this bytraining staff to make recommendationsand up-sell,” she says.As well as benefiting the bottom line,educating staff can increase their motivation,helping to boost retention levels.Some operators also say the interactivenature of the online courses helps toimprove the language skills of their foreign-bornemployees.REVAMP YOUR MENUThe industry has come a long way sinceYoung joined the family-owned brewers,but publicans as well as restaurant, barand hotel operators still have much tolearn about wine and its potential.For example, although operators offera wide selection of wine today, manywould benefit from changes to their winemenu. And a few tweaks from an expertis all it takes, says Young: “We were ableto increase sales by 20 per cent afteraltering the layout and presentation ofa client’s wine list and we didn’t evenchange their wine selection.”Operators must also ensure they getthe most from their suppliers, workingthem harder, negotiating on price andshopping around for the best deals. Andthose who have invested in a wine preservationsystem should use it properly toensure that every glass of wine is soldin optimum condition, which is one ofYoung’s particular bugbears. “I’m terrifiedof ordering wine by the glass, becausethey’re just not properly looked after.”Wine starts to oxidize the second thebottle is opened, but it’s hard to get staffto use the vacuum systems when customersare lining 10-deep at the bar, sothey often wait until they end of night todo it. By that time it’s often too late andthe quality of the wine has already startedto deteriorate, which affects the next customerwho buys a glass. But would theaverage customer really notice the difference?“If you’re lucky they might just thinkthat particular wine was a poor choice,but if you’re unlucky they might think yourvenue serves out of condition or just poorquality wine and they won’t come back.”The fact is, if operators invest wiselyin wine preservation systems, they candramatically increase their margins byselling better quality wine by the glass,says Young. She recently advised a wellknownrestaurant chain to encouragewaiting staff to tell customers that theywere now offering prosecco by the glass.In one venue where this was introducedas a standard working practice, saleswent from two to 33 bottles a week.Many operators are afraid to sellexpensive wines by the glass, but this isa wasted opportunity, says Young. “Mostpeople won’t buy a £40 bottle of wineunless they are sure they are going tolike it. If they’re able to try a glass first,they’re more likely to buy the bottle.”Young estimates that a small operationsselling 1,000 cases of wine a yearcan add at least £12,000 to its bottomline by investing £500 to £1,000 in wineeducation and a preservation system.“Wine plays an important role in ourdining and going out experience, butoften gets neglected. And you don’thave to spend a lot to get a quick return,which in today’s environment is goodnews for everyone.” ●66 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

Did you know that you can now receivea FREE subscription to Leisure Managementin its new, greener, paper-free, digital format?Change the way you read Leisure Management magazineSIGN UP ONLINE: www.leisureopportunities.co.uk/greenWHY NOT ADD A FREE DIGITAL SUBSCRIPTION TO OUR OTHER PUBLICATIONS?spa businessSPA BUSINESSRead about the innovators shaping theglobal spa market from curative and thermalto resort, day and destination spasSPA OPPORTUNITIESFortnightly international spa recruitment,training and news publicationHEALTH CLUB MANAGEMENTKeep up to date with the health & fitness marketby reading the leading title for the industry.Includes Spa, Europe and World specialsSPORTSSPORTS MANAGEMENTFor managers and policy makers in the sportsmarket who want to keep ahead of the gameLEISURE OPPORTUNITIESThe fortnightly recruitment, training, propertyand news publication which gets you the rightjob or the perfect candidate for your vacancyATTRACTIONS MANAGEMENTEverything you want to know about the visitorattractions market. From theme parks and museumsto science centres, zoos and corporate brandlandsGO GREEN www.leisuremanagement.co.uk/green

PRODUCT NEWSleisure-kit.netleisure-kit.netPRODUCTROUNDUPWherever you are in the world, find the right products and services 24/7 bylogging on to Leisure Management’s free search engine, www.leisure-kit.netIf you’re a supplier, sign up for your free listing now on www.leisure-kit.netTECHNOGYM LAUNCHES EXCITE VARIO AND VISIOSPA WITH RARE TEAThe Rare Tea Company is expandinginto the wellness market with anumber of new entries into spas.The ingredients from the teas canbe incorporated into bathing rituals,as well as being used in refreshments.Currently popular typesinclude the Jasmine Silver Tip Tea,scented with fresh jasmine flowers,and the Flowering Silver Tip Tea.A selection from the company’srange will soon appear at thespa in Blythswood Square hotel inGlasgow, Scotland.A number of new products werelaunched by Technogym at the FIBOtrade show held in Germany.Technogym’s first new product wasExcite VARIO (pictured), a cross-trainerthat follows the user’s stride andautomatically adapts to the desiredmovement – from the classical verticalstep to a simple walk or a long stride-– with no adjustment of the controls.The natural movement of the legs iscombined with arms movement tooffer a balanced and effective workout.Also launched was VISIO, a userfriendly,digital 15-17” interface forCV equipment. It offers programmeoptions and a variety of entertainmentfeatures, including seamless integrationwith the iPod and iPhone.It also offers operators a tool tocommunicate with members, understandtheir expectations and improvethe club business model.Also launched were a new rangeof PURE Strength benches and theStudio Bike, an indoor evolution of theItalian professional road bikes, with analuminium frame and non-slip handles.leisure-kit keywords: rare tealeisure-kit keywords: technogymBESPOKE FURNITURE FROM PARMAR & PARMARParmar & Parmar is in the process of further extending its bespoke range of interiorand exterior furniture and adornments for commercial environments.The UK-based company supplies exclusively designed pieces, such as inlaidglass tables (pictured) and hand-painted silk pictures; undertakes individualprojects and stocks an array of reclaimed Indian furniture and artefacts, all personallychosen for their beauty, uniqueness and heritage.The company works alongside international architectural, interior and landscapedesigners, the hospitality and spa industry and private clients.leisure-kit keywords: parmar and parmarleisure-kit.netFor more information, or to contact any of thesecompanies, log on to www.leisure-kit.net and typethe company name under ‘keyword search’68 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

POWERED BYleisure-kit.netFor more information, or to contactany of these companies, log on towww.leisure-kit.net and type thecompany name under ‘keyword search’HARROD AT WEMBLEYDavid Beckham and Andy Murrayrecently took centre stage at WembleyStadium to promote the ongoing battleagainst malaria.The two stars pitted their tennis andfootball skills against each other in aunique sporting spectacle to promote thelaunch of Malaria No More UK, a not-forprofitorganisation committed to endingsuffering and death caused by malaria,which is a preventable disease.The football and tennis nets werereplaced with special nets manufacturedfrom blue mosquito netting to highlightthe fact that one of the most simple andeffective ways of preventing the spreadof malaria is through the provision ofmosquito nets. The special nets wereprovided by sports equipment manufacturerHarrod UK.FLEX WITH PROACTIVEThe latest launch from supplierProActive is the FlexOring.Inspired by the famous MagicCircle of the Pilates method,the FlexOring can be used forstretching and light resistancetraining or for a more difficult muscle-strengtheningworkout thatincreases resistance in total safety.With 10 handles, the FlexOringoffers a lightweight alternative toresistance equipment as well as awide variety of exercises, helpingto boost the major muscle groupsincluding abdominals, arms, theback, pectoral, glutes and quads.Established in 1992, ProActiveHealth has supplied commercialqualityproducts for group fitness,personal training, rehabilitation andtherapy to the UK health and fitnessindustry for more than 16 years.VENDING FOR AFRICATwenty rural African communities nowhave a constant supply of clean, diseasefreewater for the first time, thanks to aLiverpool City Council vending initiative.A year ago, the council agreed acontract with vending operator Autobarto supply bottles of Thirsty Planet waterto machines in its 15 leisure centres.From every bottle sold, a donation of5p goes to the charity Pump Aid, whichhelps impoverished people gain accessto clean water and adequate sanitation.Thirsty Planet accounts for 40 per cent ofvending sales in Liverpool leisure centres.Pump Aid’s water pump, nicknamedthe Elephant pump, can supply 250 peoplewith 40 litres of clean water a day andcosts just £250 for materials.The council has now reached gold status,awarded to organisations which havefunded 10 or more pumps.Thirsty Planet was launched in March2007 and has raised more than £940,000for Pump Aid.leisure-kit keywords: harrod ukleisure-kit keywords: proactiveleisure-kit keywords: autobarRVR SYSTEM TO PROTECT SS GREAT BRITAINA CCTV system has been installed to watch over the SS Great Britain, situated atthe Bristol dry dock to protect the ship from fire and vandalism.Comprising seven dome cameras and passive infrared (PIR) detectors, the systemalso is monitored by Remote Video Response (RVR) at the company’s controlcentre in Gloucester. The detectors can pick up any activity such as an attempt toclimb aboard out-of-hours, which would set off an alarm while also transmittingimages of the incident to the control centre.The SS Great Britain was designed by Isambard Kingdom Brunel and attractsbetween 150,000-170,000 visitors annually. RVR is part of UTC Fire & Security.leisure-kit keywords: utc fire and securityISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 69

PRODUCT NEWSleisure-kit.netFor more information, or to contact any of thesecompanies, log on to www.leisure-kit.net and typethe company name under ‘keyword search’PERSONAL PROTECTIONPersonal protective equipment companyASEO has launched a new range ofknife- and slash-resistant clothing.The new product is manufacturedfrom a material called Spectra, whichis claimed to be pound for pound 15times stronger than steel and 40 per centstronger than Kevlar.One of the items, the slash-resistantT-shirts, can be worn under a uniform oras part of a uniform with a company logoprinted on the front. Unlike products containingKevlar, the new garments can beworn directly onto the skin and have anextremely high strength to weight ratio,ensuring the garment is comfortable, witha high level of breathability.ASEO currently supplies stab proofvests to the NHS, various councils andother public organisations.TWO SPA LIFTS DEBUTTwo disability lifts specifically createdto be used in above-groundspas, swimming pools and hot tubshave been launched by aquatic liftdeveloper Aqua Creek Products.The manual Super EZ Lift, amodified version of the EZ Lift, isoperated by a hydraulic ram and hasa lifting capacity of 400lb (181kg).Meanwhile, the Super PowerEZ Lift is a modified version of thePower EZ Lift and is designed toclear walls up to 10 inches thick. TheSuper Power EZ lift also has a 400lblifting capacity and boasts a battery-assisted‘lift and lower’ function,allowing for a smooth transition intoand out of the water.Both lifts are made of epoxy powder-coatedstainless steel, and havea lifting capacity of 28.5 stones.NEW BALL FROM MOLTENFootball manufacturer Molten haslaunched its latest football, the FIFAapprovedVG-5000AW.The football has been designed specificallyfor use in wet weather andhas been manufactured using MoltenpatentedACENTEC technology.Instead of using the traditionalhand-stiching technique, ACENTEC’scross-fusion bonding technique eliminatestraditional stitching and stitchholes. This results in a ball that does notabsorb water in wet weather conditions,enabling it to maintain a constant weightand shape throughout the game.The absence of hand-stitched seamsalso produces a football with a smoothand even surface, preventing mud fromadhering to the ball and creating a ballthat can be controlled as easily in wetweather as in dry weather.Manufactured in high-gloss, orangepolyurethane skin with foam backing, theball is available in size 5.leisure-kit keywords: aseoleisure-kit keywords: suntrapleisure-kit keywords: moltenREEBOK PARTNERS WITH CIRQUE DU SOLEILReebok has launched a new group exercise experience in conjunction with theworld-famous Cirque du Soleil entertainment company.Touted as “a cure for your workout blues”, the name of the class – Jukari Fit toFly – comes from a world dialect meaning ‘to play’. Using a specially-designedpiece of equipment called the FlySet, which looks rather like a trapeze, the hourlongworkout gives the sensation of flying while strengthening and lengthening thebody through cardio, strength, balance and core training.A trained instructor guides a class of up to 12 people through the workout moves,each using their own FlySet which is suspended from the studio ceiling.leisure-kit keywords: reebok uk70 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

POWERED BYleisure-kit.netleisure-kit.netPRODUCTROUNDUPWRAPPING UP 100 YEARSVehicle wrapping firm Totally Dynamichas completed the wrapping of a specialdouble-decker bus that will promote thecelebration of a 100 years of The RoyalZoological Society of Scotland.The bus will tour round 100 schools,from the Borders to Shetland to spreadthe Society’s centenary message of conservation,education and research.The wrap on the exterior mirrorsthe rainforest theme that is foundinside the bus and includes pictures ofanimals taken from Edinburgh Zoo andthe Highland Wildlife Park in Kingussiein the Scottish Highlands, which isalso owned by the Society.Totally Dynamic also recently tookdelivery of a new printer with greencredentials in order to increase its environmentalstandards as a company.SYNTHETIC HELPCharterhouse has extended its rangeof equipment to help with the maintenanceof artificial surfaces.The Verti-Brush and Verti-Broomlevel and redistribute infill as well assweeping the turf, while the Verti-Top (pictured) lifts the top layer ofinfill and filters it before returning theclean sand or rubber to the pitchand brushing in.Although it is important to selectthe right synthetic surface, it is arguablyeven more crucial to maintainthe surface throughout its lifespanas neglected synthetic pitches canlead to a shorter life for an expensivefacility and injuries to players.The company recommends brushingthe surface around twice aweek, with the infill being recycled,brushed and filtered approximatelyfour to six times per annum.JUMPING INTO FITNESSGerman company TOGU has unveiled itslatest product, the TOGU Jumper.Distributed throughout the UK by HaBInternational, the Jumper is designedto provide a workout for the legs, torso,shoulders and arms.The product uses Dynair technology,which is designed to take vibrations oroscillations from the user’s activity andrebound them back to the user in a similarway to vibration training machines.Suitable for group training within gymsand health clubs, the Jumper is said tobe ideal for burning fat and as well asproviding a cardiovascular workout. TheJumper also offers the non-slip surfaceoffers a firm hold even when wet.TOGU also offers the Jumper Mini foruse by children.Supplier HaB International – whichincorporates Bodycare and Gaiam Pro– offers a wide range of quality brandedhealth related fitness, sports performanceand wellness products.leisure-kit keywords: totally dynamicleisure-kit keywords: charterhouseleisure-kit keywords: hab internationalWIND TURBINE ADDED TO RSPB CENTREA small-scale wind turbine has been installed at the Royal Society for theProtection of Birds’ (RSPB) Rainham Marshes centre in Purfleet, Essex.Supplied by Proven Energy, the 15kW wind turbine has been put in place in abid to reduce the site’s carbon footprint. The turbine is to work in conjunction withthe site’s existing solar technology, and it is hoped that the two technologies willprovide enough energy to power the entire 5m/s centre.Alex Murley, small systems manager for the British Wind Energy Associationsaid: “Proven Energy form part of a growing UK small scale wind industry whichleads the world in low carbon product design.”leisure-kit keywords: proven energyISSUE 3 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 71

LEISURE DIRECTORYBE SEEN BY OVER 14,000 ACTIVE BUYERSin the most exciting full colour buyers guide in the leisure industryTO BOOK YOUR SPACE CALL THE SALES TEAM ON TEL: +44 (0)1462 431385 FAX: +44 (0)1462 433909architectsBOXALL SAYER Leisure Project SpecialistProject ManagementQuantity Surveying Building SurveyingPlanning Supervision Access ConsultancyTel: 01243 861631 boxallsayer.co.ukWEST SUSSEX LONDON ST ALBANS LIVERPOOLconsultancyLEISURE BUSINESSCONSULTANCY (since 1988)& Leisurexecutives Ltd.(senior interim placements) Strategies Facilities Funding Services Reviews CateringSPORT ARTS HERITAGECOMMUNITY EDUCATIONconsult@rqa.com 01243 775548www.rqa.comdesign and buildconsultancy (continued)www.strategicleisure.co.ukMaking your vision ... RealityContact us to discuss yourneeds and requirements:t: 01925 855 550f: 01925 858 769e: info@strategicleisure.co.ukServices include:• Strategic Planning• Feasibility Studies• Greenspace/PPG17• Facility Strategies• Procurement• Funding Bids• Interim Management■ ■ ■ ■ ■ ■ flooringleisure-kit.netThe website, email and searchengine for leisure buyershealth & fitnessleisuresportspaNow over5,000leisure supplierslisted on ourNEW improvedsearchhospitalityattractionstheme parksmuseumsCONSULTANTS ANDINTERIM MANAGERS Management Options Appraisal Procurement - facilities & services Projects - Feasibility to Completion Performance review – NPDO specialists01785 211616enquiries@c3consultants.co.ukwww.c3consultants.co.ukTo book youradvert CALLJohn +44 (0)1582 607970Jan +44 (0)1462 471909Julie +44 (0)1462 471919Nadeem +44 (0)1462 471902Tessa +44 (0)1462 471903Nuzhat +44 (0)121 7421370financeinsuranceVisit leisure-kit.net for thelatest news about productsand services for the leisureindustry and subscribe to theFREE fortnightly productreportTo advertise your productand reach over 20,000leisure buyers call now on+44 (0)1462 471908 or emailleisure-kit@leisuremedia.comsubscribe online atwww.leisuresubs.comor call +44 (0)1462 431385

lockerssaunas spas sunbedssports flooringski slopes & ice rinksThe Nationwide Sports Hall floorrefurbishment specialistsTel: (01684) 567504 Fax: (01684) 563101Email: sales@peterdorrell.freeserve.co.ukwww.peterdorrell.co.ukUnits 2 & 3, Torbay Business ParkWoodview Road, Paignton TQ4 7HPTel: 01803 555885 Fax: 01803 556767lightingpersonal badgesBook your adverton our websiteand be seen byover 14,000 buyersevery month.soft playmembership andbookings solutionsNo.1 for personalised badges range of designs and finishes competitive prices across ordersof all sizes ‘call off’ system means wepersonalise badges as and whenyou need them - no wasted stockFor more information call020 8614 8880 oremail: sales@big.co.ukwww.biggroup.complay inflatablesAUSTEN-LEWIS LTDMarket leaders in the hire of big tops,tiered seating and associated products.Chelworth Park, Cricklade, Swindon, WiltsSN6 6HE Tel: (01793) 750599Fax: (01793) 752072Call the Sales Team Todayto Discuss Your Booking01462 431385www.leisuremanagement.co.ukuniforms and corporate workwear Member Satisfaction SurveysOnline Member SatisfactionEmployee Climate Surveyswww.sasta.ieDesign, Development & AnalysisPhone: + 353 1 6102221E-mail: info@sasta.ieplay equipmentPLAY SOLUTIONS FORMAJOR ATTRACTIONS Western Log GroupForest Products Centre,Cwmafan, Port Talbot, SA12 9ABTel: 01639 896715www.westernloggroup.comTo book your advert CALLJohn +44 (0)1582 607970 Jan +44 (0)1462 471909Julie +44 (0)1462 471919 Nadeem +44 (0)1462 471902Nuzhat +44 (0)121 7421370 Tessa +44 (0)1462 471903To subscribe to Leisure Management log on to www.leisuresubs.com email: subs@leisuremedia.com tel +44 1462 471913 fax+44 1462 433909. Annual subscription rates are UK £38, Europe £49 rest of world £69, students UK £19Leisure Management is published four times a year by The Leisure Media Company Limited, Portmill House, PortmillLane, Hitchin, Herts SG5 1DJ, UK and is distributed in the USA by SPP, 75 Aberdeen Road, Emigsville, PA 17318-0437.Periodicals postage paid @ Manchester, PA POSTMASTER. Send US address changes to Leisure Management, c/o PO Box437, Emigsville, PA 17318-0437 USAThe views expressed in print are those of the author and do not necessarily represent those of the publisher The Leisure MediaCompany Limited. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmittedin any form or by means, electronic, mechanical, photocopying, recorded or otherwise without the prior permission of thecopyright holder. Printed by The Manson Group Printers. © The Leisure Media Company Ltd 2009 ISSN 0266/9102

ODD JOBVisiting exotic locales to test swimming poolsand waterslides for their fun factor may not soundlike work, but it’s part of Tommy Lynch’s job withFirst Choice Holidays, as Andrea Jezovit hearsMakinga SplashWhat's your job description?Officially my title is lifestyle productdevelopment manager for families, andI work within the First Choice Innovationteam. Our research shows that 92 percent of kids asked spent every day ontheir holiday in the pool and that themost important thing is having a reallycool pool. Since then I’ve been responsiblefor traveling the world to test someof the best pools and slides to see ifthey can be incorporated into our new'Splash' programme, which is a collectionof resorts with the most impressivewater facilities for kids and their families.I've just come back from a whistlestop tour of PortAventura on the CostaDorada, and the First Choice HolidayVillages in Cyprus and the Algarve. Lastyear I was lucky enough to travel over27,000 miles visiting potential 'Splash'resorts in the Dominican Republic,Mexico, Egypt, Turkey and Spain.What does the ‘pool tester’part of your job involve?Our resort teams short-list the best poolsin each destination and then I’ll arrange avisit to properly test them. I look for threemain criteria: the Splash Resorts have tobe innovative, fun and have somethingfor everyone. They should feature slideslike a Master Blaster water coaster andChampagne Bowls, and include wave pools and lazy rivers -splash parks are a big crowd pleaser. Finally they need to havespace, and lots of slides to ensure the waiting time for peoplequeuing is as short as possible.What does a typical day of pool testing consist of?Before I arrive, we'll look through the specifications and giveeach hotel a proposed 'Splash' rating. It’s then down to me tomake sure the score is an accurate reflection by going downthe flumes and testing their fun factor. We work with third partysuppliers and dedicated consultants on any new build splashresorts to ensure that of those hotels, only those with the highest'Splash' rating make the cut.What's the best pool you've tested and why?The best pool by far is the Aqua Fantasy in Turkey. It has its ownProfileI started with First Choice manyyears ago when I finished my universitydegree in tourism andleisure while working part-timeat a local travel agency. I becamea holiday rep and loved it somuch I did this for three years infour different destinations. Aftera variety of roles including aresort team manager in the Costadel Sol, I decided to move backto the UK and joined the team asa product executive. I eventuallyworked my way up to Lifestyleproduct development manager,and finally took on the Splashresort concept and my pool testingresponsibilities.water park which ticks all the right boxeswith a giant wave pool, splash park,pirate ship as well as petrifying slides andan adventure river - there's somethinghere for the whole family.Are there any unusual elementsto your job that people wouldbe surprised to hear?I’m head of the Cool Pool Board of directors,which is something that’s impressedmy family! The Cool Pool board includesseven children we found in a nationwidesearch in April who will be consulted onany new build Splash Resorts.Pool testing sounds like adream job, is it really?I won't lie, it’s a lot of fun. But in all seriousness,I enjoy making a difference topeople's holidays. My aim is for the kids'first reaction to be 'wow!' when they see the resorts.What’s the most difficult part of the job?More often than not I have to do my visits in the colder monthswhen we have fewer customers in resorts, so the slide testingcan really get my teeth chattering. I also find it difficult to breakthe bad news to resorts that haven't quite made the grade.Also, the desk part of my job is hard to come back to after oneof my pool testing trips. As I'm out of the office a lot, I alwayscome back to a mountain of paper work.How do people react when you tellthem your job is testing pools?Generally they don't believe me. When I finally convince themit's true they think I've been a bit jammy landing this role. I'msure there would be no shortage of applicants if I ever left. ●74 Read Leisure Management online leisuremanagement.co.uk/digitalISSUE 3 2009 © cybertrek 2009

NEWSDiary Dates24 JUN 2009BHA Annual LuncheonGrosvenor House Hotel, LondonAn afternoon of food, awards, entertainment,and a lively guest speaker– London mayor Boris Johnson.Members of the BHA are also invitedto attend this year’s Annual GeneralMeeting, which will take place, as usual,at 11.45 am at Grosvenor House.Contact Marsha PhillipsTel +44 (0)207 404 7744Fax +44 (0)20 7404 7799Email marsha.phillips@bha.org.ukWeb www.bha.org.uk25 JUN 2009Paris HOTelSPA 2009RITZ Hotel, Paris, FranceThis full-day working session is set uparound the theme of developing andrefocusing hotel and spa projects. Thistheme will be discussed in speeches,round tables and a luncheon discussion,with the aim of facilitating learning,experience sharing and networkingamong top hotel executives, spa managers,owners and investors.Contact Vladi KovanicTel +33 143 21 0569Fax +33 143 21 0460Email vladi.kovanic@millenium-organisation.comWeb www.parishotspa.com25-26 JUN 2009The Tourism Society AnnualConferenceThe Royal York HotelThis event includes a conference withtalks from leading UK tourism figures,a champagne reception and a dinner,as well as study tour of the ClarenceDock development and Royal ArmouriesMuseum, with lunch to follow.Contact Flo PowellTel +44 (0)208 6614636Fax +44 (0)208 6614901Email flo@tourismsociety.orgWeb www.tourismsociety.org02-03 JUL 2009Inspiring a More Active SocietyChesford Grange Hotel, WarwickshireThe second National ISPAL Conferencewill focus on the new, innovative waysmembers of society are being inspired,to ensure we all become a more fit,active and healthy nation. As part of thisyear’s extended programme of activities,ISPAL will hold a gala awards dinnerwith two new and exciting awards upfor grabs: The ISPAL Innovation Awardand the The ISPAL Leadership Award.Contact Joanna RotaTel +44 (0)118 929 8355Fax +44 (0)0118 929 8001Email joanna.rota@ispal.org.ukWeb www.ispal.org.uk29-30 JUL 2009SPLASH! New Zealand Pool &Spa Trade ShowHilton Auckland, New ZealandEvent for the pool, spa and outdoorindustry aimed at pool builders,retailers, manufacturers, contractors,architects, landscapers and servicetechnicians.Contact Melanie RobertsonTel +61 2 9660 2113Fax +61 2 9660 9786Email melanie@intermedia.com.auWeb www.splashnzexpo.co.nz04 AUG 2009FIA Golf DayStaverton ParkThis year’s Golf Day event will takeplace at one of the Midlands’ premiergolf and country clubs, Staverton Park.The venue offers the perfect place torelax and catch up with industry friends,with networking opportunities for golfersand non-golfers alike.Contact Katie StartTel +44 (0)1753 740074Fax +44 (0)1753 740075Email katie@promotepr.comWeb www.promotepr.com08-09 AUG 2009Sydney International Spa &Beauty ExpoSydney Convention &Exhibition Centre, AustraliaAustralia’s largest trade event for thespa and beauty industries, providing theopportunity to source and experiencethe latest products, treatments, ideasand equipment.Contact Tracey Sherwood-JonesTel +61 2 9422 2535Fax +61 2 9993 8357Email enquiries@internationalbeautyexpo.com.auwww.internationalbeautyexpo.com.au12-16 AUG 2009IDEA World Fitness ConventionAnaheim Convention Center. USA selection of educational programmingfor fitness and wellness professionals.Innovative session ideas, seminars anda trade exhibition hall will be on offeralong with opportunities for internationalnetworking.Tel +1 800 999 4332 ext 7Email idea.events.reply@ideafit.comwww.ideafit.com18-20 AUG 2009National Fitness Trade ShowGrand Sierra ResortFor the fifth consecutive year, thisevent joins with IHRSA’s Club BusinessEntrepreneur Conference and theAmerican Council on Exercise FitnessSymposium. The show will bringtogether a diverse group of independenthealth club operators and certified fitnessprofessionals.Tel +1 541 830 0400www.nationalfitnesstradeshow.com20-22 AUG 2009International Sports Science +Sports Medicine ConferenceUniversity of NorthumbriaThe programme will bring togethernational and international experts,alongside those who work in the worldof elite sport, to look at issues in thebuild up to the 2012 Olympic andParalympic Games, and beyond.Contact David RobertsTel +44 (0)7703 134 219Email david@roberts-partners.co.ukwww.isssmc.com27-28 AUG 2009ARV Industry Conference(AquaRec)Melbourne ConventionExhibition Centre, AustraliaThe conference will explore the impactof the economic and environmentalclimates on the aquatic and recreationindustry, providing delegates withpractical advice through panels andworkshops.Contact Sharon BrasherTel (03) 8843 2000Fax (03) 9890 5099Email sbrasher@aquarecvic.org.auwww.aquarecvic.org.auISSUE 2 2009 © cybertrek 2009Read Leisure Management online leisuremanagement.co.uk/digital 75

THE 7TH ANNUALInternational Hotel Conference21-23 October 2009Hilton Molino Stucky,Venice,ItalyFor Detailsand to Register:Call+44 1274 854 100Or Visitwww.IHConference.comLodging Unlimited, Inc.Morris Lasky & Mary Lou KoysFounders & ProducersNAVIGATING THE WATERSOF TODAY’S ECONOMYJoin this International Congress of Hotel Experts from50 Countries to Discuss Hotel Finance,Development & Management in Europe & Beyond.