Wave Leisure Trust

A Message from Lord Pickles and Lord Blunkett, followed by Wave Leisure Trust's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Wave Leisure Trust is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Highlighting best practice
Duncan Kerr, Wave’s CEO
Helping the community to be active how,
where and when they want
Wave Leisure Trust Limited is a charity and social
enterprise in East Sussex whose passion is inspiring
active lifestyles. Their vision is to be at the heart
of the improvement of health and wellbeing within the
community. Formed in 2006, the award-winning trust manages
nine leisure facilities and Newhaven Fort, providing a vast range
of activity programmes and outreach initiatives.
Receiving over one million customer visits on an annual basis, Wave reinvests
all surplus revenue back into the community. This takes the form of facility
developments or refurbishments along with new programmes and initiatives. As a
provider of a range of health and wellbeing initiatives, Wave’s driving ambition is to
be recognised as an active partner to Public Health England and NHS primary care
services, alongside creating sustainable outcomes for a healthier society.
At Wave, we pay particular attention to driving up standards and creating
environments where people want to spend time. Our centres are not just places
to exercise, but also where service users can benefit from the company of family,
friends and like-minded individuals.
We want to increase participation and reduce health inequalities while improving
accessibility and social inclusion. This will be achieved by establishing a close,
positive relationship with our customers, and supporting them to be active how
they want, where they want and when they want.
OurInspiring Active Lifestyles programme is focused across six principal areas:
active schools, active people, active families, active communities, active partners
and active heritage.
»CEO: Duncan Kerr
»Established in 2006
»Based in Seaford, East Sussex,
delivering across the county
»Services: Charity and social
enterprise focusing on
inspiring active lifestyle
»No. of employees: Around 300
»Awarded Company of the
Year 2017 at the Lewes
District Business Awards
»Best-managed facility in the
UK according to Quest in
2015 and 2016
»Over 1 million visits across
sites in 2016/2017
Wave Leisure Trust
This programme helps us to achieve the
UK government’s preferred outcomes of:
»Improved physical wellbeing
»Improved mental wellbeing
»Enabling individual development and
»Social and community impact
»Economic impact
Our work covers a range of sectors
including sport and physical activity,
education, public health and adult
social care. While we are committed to
driving standards within our centres, we
also understand the necessity to reach
out to communities, so we can support
those in greatest need of our services.
Increasing participation for
older age groups
Wave’s activities encompass every age
group, from early years all the way
up to older generations. For instance,
our “older persons activity calendar”
includes 24 weekly timetabled sessions
at various levels of intensity. These
range from gentle exercise programmes,
such as chair-based exercise and
strength and balance classes, to higher-
intensity activities such as pickle ball,
table tennis and senior gym sessions.
During 2016/17, these activities received
23,770 attendees. Of those who
took part in our strength and balance
sessions, designed specifically to assist
in falls prevention, 73 per cent have said
they felt improved confidence about
getting involved in other activities. Our
focus is on providing pathway activities
that encourage sustained participation
and long-term health benefits, using the
initial intervention to build confidence
and lead to further involvement in
Increasing participation with
primary care service partners
At Wave, we proactively reach out to
GP surgeries in Sussex to encourage
participation through patient
engagement opportunities. Under a
new initiative labelled MoveMore, our
health and wellbeing co-ordinator,
Luke Greenwood, operates within a
local practice working closely with GPs
with the vision of encouraging more
patients into activity.
The MoveMore scheme offers GPs the
opportunity to refer patients to Luke
within the practice for a 30-minute
consultation regarding their physical
condition and medical history. This
also takes into consideration personal
barriers that potentially inhibit a
more active lifestyle, along with other
support needs. We believe that this
initial consultation within the practice
is key to a successful transition into
increased activity. Luke uses a patient-
led approach, exploring the barriers
and attitudes which may prevent
individual activity. He also helps them
to set short, medium and long-term
goals which we monitor and evaluate.
Luke has said that “since starting
MoveMore, I have already seen several
positive changes in the wellbeing of
our clients, and it is very encouraging.
93 per cent of patients who have been
referred to MoveMore attended the
initial consultation, with 90 per cent
arranging a follow-up. Over 85 per
cent of those who followed up at the
centre expressed interest in increasing
their physical activity levels, with half
then going on to participate in an Activities for older
people saw 23,770
attendees in 2016/17
We are seriously
ambitious about
the impact a
leisure trust and
social enterprise
can have within
the primary care
service sector
Highlighting best practice
activity of their choice and moving
more. This is a significant improvement
compared to results from the
traditional GP referral scheme and our
hope is that we can roll out this project
into other practices in future.”
Increasing participation for
those in low income groups
We ensure our activities are accessible
to the whole community, including
those in low income brackets, through
a series of outreach programmes. Our
community engagement and health
improvement team principally work
with identified groups to develop,
provide and manage engagement
opportunities for those who have been
identified as least likely to participate
Wave Leisure does this in four key steps:
1. Advice, information and guidance
promoting positive activity and
2. Provision of opportunities to
experience positive activity and
3. Development and provision of
activity, which can lead to behaviour
change, increased participation and
improved health and wellbeing.
4. To support transfer of participants
into pathway of activity and skills
for onward participation.
We also ensure our opportunities are
available to rural communities, to
increase participation and alleviate
social exclusion. Wave has a working
partnership with Community Transport
for the Lewes Area (CTLA) to help
service users gain access to transport,
particularly for those with limited
mobility, enabling them to access our
centres and remain active.
We collaborate with other organisations,
like East Sussex County Council and
local children’s centres, to increase
the number of children, young people
and low-income families participating
in physical activity. For example, we
provide 296 swimming lessons each
week across four sites in Lewes,
Ringmer, Seaford Head and Seahaven
for young students, and have funded,
or part-funded, 3,113 places for
children from low-income backgrounds
to attend holidayactivities.
The future of Wave
While Wave is still in its infancy, we are
seriously ambitious about the impact
a leisure trust and social enterprise
can have within the primary care
service sector. We want to bring an
activity-focused environment, through
outreach initiatives, to traditional
general practice and primary care
services. Hopefully this connection can
put a new, active mindset at the heart
of the local community.
We will continue to enact an approach
which ensures that GPs and healthcare
teams can work hand in hand with
activity-focused support staff in a
proactive and dynamic way. This is an
approach which is both person-centred
and focused on positive physical, mental
and emotional wellbeing through
relevant and appropriate activity.
An approach
which is both
centred and
focused on
mental and
Improving both physical
and mental wellbeing


This article was sponsored by Wave Leisure Trust. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister