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Freedom Leisure takes over not-for-profit trust, 1610, to create economies of scale

By Kath Hudson    08 Aug 2024
Ricky Hayes, CEO 1610 and Matt Wickham, COO Freedom Leisure / Freedom Leisure
Freedom Leisure has taken over 1610 to create economies of scale and enable shared best practice
1610 was viable and well-established, but an independent review recommended the merger
The trust will continue to operate its four facilities and staff will be retained
1610 will become a wholly-owned subsidiary of Freedom Leisure

Freedom Leisure has merged with 1610, a not-for-profit trust based in the west of England. The move is in response to financial challenges facing much of the public sector.

Although well-established and viable, 1610 is a small trust that will realise many benefits from being absorbed by a bigger player and following an independent review of its charitable functions, the organisation sought out Freedom Leisure as a partner.

Freedom Leisure manages more than 120 sport, leisure and cultural facilities across the UK and Wales, including numerous gyms, group exercise studios and wellness facilities within its leisure centres.

1610 will become a wholly-owned subsidiary of Freedom Leisure, which will give its teams access to more support and resources. It will keep the same staff and continue to trade in its own right, managing its four leisure centres: Chard Fitness and Wellbeing, Dorchester Sports Centre, Robert Blake Leisure and Trinity Sports and Leisure.

Ivan Horsfall Turner, Freedom Leisure’s CEO, says both organisations share the mission of improving lives through leisure and will work together in a forward-thinking, collaborative way.

“We're delighted to be entering this partnership with 1610 and look forward to sharing our experiences and best practice, as well as providing 1610 with improved economies of scale,” he told HCM.

“We're acutely aware of the challenges leisure trusts have faced in recent years but we have managed to navigate the complexities of the current economic climate with prudence and strategic planning.

“Our financial management has enabled us to maintain stability while continuing to invest in the long-term future of our centres and the products and services we provide. It is our hope that 1610 and other leisure trusts facing the same complex decisions on their futures can benefit from this approach.”

Chief executive of 1610, Ricky Hayes, says: “My colleagues at 1610 have worked incredibly hard over the last 12 months to improve the service 1610 provides and drive community output, but we need to evolve so we can continue to deliver the best possible service to our communities. With many shared values and certainly a shared vision we really believe that by working with Freedom Leisure we can achieve more.”

1610  Freedom Leisure  leisure trust  Ivan Horsfall Turner  Ricky Hayes  
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