UKActive and the Future of Our Industry – Time for Honest Questions

 Today I had an excellent conversation with a group of respected industry professionals about the challenges we face and the direction our leadership is taking. Special thanks to @Tara Dillon for her time and valuable insights into the work Cimspa does and some of the challenges they face.

But amid the optimism and shared passion for our sector, a difficult question emerged:

Does UKActive truly represent the whole industry, or just those who pay to be members?

By default, UKActive is seen as our industries voice. Yet in reality, it represents only its members. The great work they produce, reports, initiatives, research, is generally accessible only to those who pay to join. That’s understandable to a point; they are a trade body, not a governing body. But if the aim is to create industry-wide standards, drive engagement, and influence national policy, then we have to acknowledge an uncomfortable truth:

You cannot truly represent an industry you do not fully represent.

And here lies the problem. With membership fees ranging from hundreds to thousands of pounds per year, the barrier to entry is real. For many operators, particularly independents, the tangible return on that investment is questionable.

A Question for Those Already Paying

If you’re already a member, I would encourage you to ask yourself:

• What measurable benefits have I received from my membership?

• Beyond attending events or reading reports, what has this investment delivered directly to my business?

• Has it put more members through my doors? Improved my operational performance? Increased my profitability?

If the only justification for paying is to “support the organisation’s ability to campaign on our behalf,” then perhaps that’s not enough. Advocacy is important, but advocacy without a strong, united, and growing industry behind it will always fall short.

Membership Should Mean More

If UKActive genuinely aspires to represent the entire sector, then membership must be more accessible, more valuable, and more inclusive. It needs to deliver tangible benefits to every operator, from the largest chain to the smallest independent.

That means:

• National campaigns that drive direct footfall into fitness facilities - not just generic “get active” messages (which to be fair is rare other than the "1-day national fitness day campaign", but initiatives that convert the public into paying members.

• A fair voice for all parts of the sector - independents make up a third of our industry, yet their influence on policy and direction is minimal. The Main board has no representatives from independent, franchise or the hotel sector, and while there is an independent club council the voice they have is ineffective or ignored

• Listening to the industry - Whilst a massive undertaking, UKActive needs to listen to the industry and understand why many clubs and business are not members

• Practical business support - expert help for clubs in difficulty, resources and templates, operational guidance, access to local projects and funding.

• Inclusive programmes - if a deal or project is negotiated on behalf of the sector, it should be open to everyone, not just public operators or members.

• Benefits - There has to be more benefits from being a member than just helping the industry and being able to attend events. Even the chamber of commerce offers HR, legal and local business support

Looking Outward Before Looking Inward

Right now, the focus appears heavily tilted towards government engagement, lobbying, NHS partnerships, high-level advocacy. While these things matter, they should never come at the expense of the sector itself. A stronger industry makes for stronger lobbying. The two are not mutually exclusive, but the order matters.

I remember the FIA era, when campaigns like Commit to Get Fit existed purely to drive people into gyms. That focus built industry confidence, engagement, and economic resilience. Without that inward investment, lobbying risks becoming an echo chamber.

A Question of Strategy

We should also ask why, in a climate where private and independent operators often have capacity and capability, we still see millions invested in building new leisure centres without any cohesive approach to integrating all providers in a local area. A joined-up strategy, one that leverages every operator’s resources, would serve communities far more effectively.

Time for the Industry to Speak Up

This is not a new problem; it’s a long-term challenge in UKActive’s direction. Which means we must now ask:

• Are they the right organisation to lead us into the next decade?

• Does the leadership and governance model need reform?

• Or is it time for something entirely new?

These questions are not an attack, they’re an invitation to rethink, to re-evaluate, and to align around what our industry really needs.

Because if we continue to accept the status quo without challenge, we will keep getting the same results: a sector that is fragmented, underrepresented, and underleveraged.

It’s time for every club, every operator, and especially every paying member to ask: What am I really getting for my investment? And if the answer isn’t clear — maybe it’s time to demand one.