Whitehouse Leisure Park

A Message from Lord Pickles and Lord Blunkett, followed by Whitehouse Leisure Park'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 Whitehouse Leisure Park 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

www.whitehouseleisurepark.

THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | WHITEHOUSE LEISURE PARK
Co-directors Jonathan and
Oliver Seldon
New swimming pool at Golden Gate
Holiday Centre for the 2019 season
For many, life in a city can be too noisy – a fact that holds
equally true in Liverpool and Manchester. It’s for this reason
that people from these two cities have decided to visit
Abergele-based Whitehouse Leisure Park in such large numbers.
In 1999, the Seldon family purchased their first holiday site,
Golden Gate Holiday Centre – today just one of the three sites
that they own. Before this, the family ran arcades, nightclubs,
restaurants and bowling alleys. Twin brothers Jonathan and
Oliver Seldon talk about the company’s development.
Personal and company growth
We started in the family firm at age 11, working in the bowling alleys doing all
sorts of jobs ranging from cleaning to lane marshalling and collecting glasses. At
the age of 18, we started work at the caravan park, Golden Gate. We started off
cutting the grass and working on maintenance, building our way up to oversee
the operations of the park. We focused on the sales and operations part of the
business, respectively, until we eventually became directors in 2011.
Since becoming directors, we have implemented many features which have added
to the growth of the business and improved upon our operational practices.
The additions have included, among other things, children’s play facilities,
entertainment venues and purpose-built leisure facilities. We are fortunate to be
located in scenic North Wales, which is home to many outstanding attractions
and thriving activities. The area is an oasis, away from the busy city life for our
customers who travel from afar.
FACTS ABOUT
WHITEHOUSE LEISURE PARK
»Co-directors: Jonathan and
Oliver Seldon
»Established in 1999
»Based in Abergele, North
Wales
»Services: Holiday and leisure
parks
»No. of employees: 50
com
Whitehouse Leisure
Park
43WHITEHOUSE LEISURE PARK |
BEST PRACTICE REPRESENTATIVE 2019
After being in the family for three
generations, the company now
encompasses three holiday parks
in North Wales. Every one of them
is unique and appeals to a variety
ofclientele.
Sirior Bach is our country park, which
offers stunning views and a relaxed
holiday environment. It is a quiet
and peaceful area set within the
rollingcountryside.
Golden Gate offers a livelier scene for
all the family, however, with a new
clubhouse, arcade and indoor play areas.
The ice cream and food bars have been
very popular this season, along with our
extensive entertainment and owners’
events. New for 2019 to this family park
is the swimming pool, catering for all
ages with kids’ areas and massage jets
for adults. Ongoing improvements are
made to all parks, including new pitches,
improved infrastructure and more
widely available wifi.
Then, finally, there’s Whitehouse,
which is also a part of the business
that has undergone significant
change. A family park with a
restaurant and clubhouse, it is due to
undergo substantial investment in the
future. The next project will see the
construction of a gym, a spa, a cinema
and a themed mini-golf course.
Our areas of focus
Our main priority is enhancing the
experience for our caravan owners and
holidaymakers. We strive to provide
a family-friendly park and improve
facilities year-on-year.
We have an on-site sales team who
assist with the process and arrange the
siting of caravans across all parks. We
also have an in-house sub-letting team,
who assist customers that want to rent
out their caravans.
With the ever-growing popularity
of the area, we continue to invest
in the expertise of our sales team,
who specialise in both new and used
caravans. Our purpose-built sales
centre is an environment where all
clients can enjoy complimentary
refreshments while still learning
about the opportunities of caravan
ownership. In doing all of this, we
experience sales growth year-on-year,
and the facilities on the park are ever-
improving.
Our target audience: city
dwellers
The sort of people who are most
excited to come and visit our parks
are those who are from large, nearby
cities such as Liverpool and Manchester
(which are roughly 50 and 70 miles
away, respectively). Many of them visit
the area to escape city life and relax in
a comfortable and safeenvironment.
Our goal is to provide them with
facilities and activities that let them
make the most of this welcoming
environment. For example, we host
live music and acts every week,
alongside a timetable of scheduled
children’s activities including zorb ball
and a climbing wall. We also see a
Whitehouse Leisure Park
Many of them
visit the area to
escape city life
and relax in a
comfortable and
safe
environment
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | WHITEHOUSE LEISURE PARK
considerable portion of people coming
from Stoke and Birmingham.
Getting trapped in red tape
Planning has been challenging at times
due to an increased consumer demand
for the season length to be extended.
Historically, our area used to be open
eight months a year; now people are
coming in the winter months too.
For a long time, we tried to apply for
an extended licence for the winter
months, but we were misinterpreted
by the authorities when applying.
During this period, many people –
including our competitors – succeeded
in getting a licence, but by the time our
misunderstandings had been resolved,
it was too late: the licensing rules
had changed in such a way that we
could no longer get the licence. Our
competitors got it, but we didn’t. These
needless layers of bureaucracy pose a
huge opportunity cost to us, and mean
that we cannot employ more full-time
staff. The planning system needs to be
made more generous for the sake of
both business and communities.
Where things are headed
Uncertainty over Brexit has had an
effect on our sales performance,
although it has benefited the holiday
side of our business. This is because
Europe is becoming a more expensive
holiday destination given the fall
of the pound, so people are taking
more holidays within the UK. This is
something we have noticed in the
last couple of years. Sales of caravans,
however, have slipped, as people are
uncertain about larger, £20,000-plus
purchases. When talking to customers,
this is the impression we have received.
Whatever happens, we remain
optimistic. We are investing heavily
in the facilities across all three of
our parks and seek to provide the
highest level of customer experience.
We are doing this by providing new
facilities and building strong links with
businesses in our local community.
We are
investing
heavily in the
facilities across
all three of our
parks, and seek
to provide the
highest level of
customer
experience
New clubhouse at
Golden Gate Holiday
Centre

www.whitehouseleisurepark.

This article was sponsored by Whitehouse Leisure Park. 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