Sectors and providers of leisure

Public Sector Providers

The public sector consists of organisations run by the government, intended to serve the community and funded by taxpayers.
Public leisure providers can include local authority leisure centres, parks, libraries, and community centres.
The public sector usually aims to make leisure activities accessible and affordable for all, irrespective of income or social class.
These entities focus on providing a range of services to accommodate different demographic needs, and often have a strong community focus.
The emphasis here is not on profit but on enriching the lives of citizens, promoting health and wellbeing, and developing community cohesion.

Private Sector Providers

Private sector providers are predominantly commercial enterprises, owned and operated by individuals or companies.
Examples include gyms, theatres, cinemas, theme parks, and private sports clubs.
The primary goal of these organisations is to generate profit, and they often target higher-income demographics with premium pricing models.
Services are often niche and tailored towards a specific target market, such as premium gym memberships or spa retreats.
Competition can lead to innovation and high-quality service in this sector as businesses strive to attract and retain customers.

Voluntary Sector Providers

The voluntary sector, also known as the third sector or non-profit sector, is comprised of organisations that are not-for-profit and non-governmental.
These entities, run largely by volunteers, include amateur sports clubs, charitable organisations, and community groups.
The primary aim here is to benefit a particular cause or group rather than making a profit.
Funded largely by donations, membership fees, and grants, they attempt to fill gaps not provided by public or private sectors.
These organisations often create a strong sense of community ownership and involvement as they rely on the commitment of volunteers.

Mixed Economy Providers

Mixed economy providers are increasing, featuring cross-over between the sectors, such as partnerships between public and private entities.
This model allows organisations to benefit from the strengths of each sector, e.g., harnessing commercial know-how from the private sector with public sector community ethos.
Leisure trusts are an example which, though publicly owned and responsible for delivering community benefits, operate with a commercial ethos to generate surplus.
Benefits include combing resources and expertise, attracting more funding, and better addressing changing leisure trends.
However, conflicts can arise over differing primary aims, such as community benefit versus profit maximisation.