Neil Long

1
BEST VALUE REVIEW OF CIVIC HALLS
MARCH 2008
Presentation by

• Neil Long
• Assistant Director (Leisure Services)

2
BACKGROUND

• 4 CIVIC HALLS
• The Elizabethan Suite
• Radcliffe Civic Suite
• The Longfield Suite, Prestwich
• Ramsbottom Civic Hall

3
BACKGROUND
FACILITIES OFFERED

• Conference and business facilities
• Community and local interest groups
• Social events such as weddings and family
  celebrations
• Physical activity classes and dancing

4
BACKGROUND

• Bury owns all 4 Civic Halls, Ramsbottom is a 999
  year lease.
• 27 permanent and 120 casual staff.
• 3334 bookings scheduled for 2007/08.
• 72 of bookings from Bury residents.

5
FINANCIAL HEADLINES

• Deficit 2006/07 636k including corporate/fixed
  costs.
• Trading deficit 2006/07 171k without
  corporate/fixed costs.
• 2007/08 projection at month 10 126k trading
  deficit (reduction of 45,000).

6
COMPARE

• Prices increased in line with inflation and
  market forces.
• All AGMA Councils have Civic Hall provision.
• 8 out of 10 of these are managed in house.
• Facility investment required when compared with
  others

7
CONSULT

• Satisfaction high in most areas, including bar
  service, staff friendliness and clean facilities.
• 86 satisfied with their job
• 95 of staff consider they are well managed
• Review menu choice and quality of food
• Improve décor inside the venues.

8
CHALLENGE

• Develop strategy and value to the community
• Community use is increasing
• Debt owed reduced from 100k to 35k during
  review.
• Overspend above budgeted deficit 112k 06/07
  reduced to 78k 07/08 projected
• Investment in the infrastructure and décor is
  vital.

9
COMPETE

• Opportunity for partnership working.
• National reduction of weddings each year.
• Quality of facilities and local competitors.
• Improved Service, increased turnover and facility
  investment.
• Closure of facilities, 48,900k saving if
  buildings retained.

10
IMPROVEMENT PLAN

• IMPROVEMENTS ALREADY MADE
• One stop booking service with customer focus.
• New Management Information System.
• On-line booking enquiries.
• 2 management restructures with savings.
• No smoking policy from Jan 07.
• Training Kitchen at Bury in partnership with
  Catering.
• Friends of Ramsbottom Hall.

11
IMPROVEMENT PLAN

• FURTHER IMPROVEMENTS FOLLOWING SCRUTINY
• Charges and bar prices reviewed
• Debts owed reduced from 100k to 35k
• Payment in advance policy
• Civic Halls survey completed
• Visioning meeting with Members
• Performance targets established

12
SCRUTINY COMMISSION

• FEEDBACK FROM SCRUTINY COMMISSION
• Recognised still a lot of work to do
• Provide three years accounts (done)
• Future direction/vision to be developed
• Re-focus role and purpose of Civic Halls
• Is level of investment enough?
• Aim for break even trading position

13
CIVIC HALLS SURVEY

• BACKGROUND
• 1,200 paper questionnaires and 200 emails
• 408 responses (29)
• Friends of Ramsbottom Civic Hall open day
• Wide distribution of questionnaires
• Press release and two related articles
• Included on Bury.gov.uk

14
CIVIC HALLS SURVEY

• VALUE AND IMPORTANCE
• 96.4 important/very important to provide Civic
  Halls.
• 91 important/very important to provide
  subsidised service.
• 99.8 awareness of Civic Halls.
• 90.5 visited in the last 12 months.
• 71-86 general perception good.
• 61-72.6 good/very good VFM.

15
CIVIC HALLS SURVEY

• VALUE AND IMPORTANCE
• Popular events Farmers market (47.8), dancing
  (45), physical activity (35).
• 64.3 not aware of whats on offer.
• 77.4 awareness would improve visitation.
• 90.6 provide activities for younger people.
• Most popular activities would like to see live
  music (21), dances (8.1), exhibitions (8.1).

16
FUTURE DIRECTION

• STRATEGY AND VISION
• Overwhelming public support to provide subsidised
  Civic Halls for the community.
• Investment Pilot schemes at Ramsbottom (400k)
  and Elizabethan Suite (100k).
• Improve awareness of events and activities.
• Develop youth provision.
• Target of balanced trading deficit within 5
  years.
• Prestwich Village Regeneration Strategy.

17
FUTURE DIRECTION

• STRATEGY AND VISION
• Increase range of events, such as live music.
• Policy for all Bury Council bookings to be
  in-house.
• Develop greater use by the community but
  commercial use still essential .
• Investment in décor to sustain income levels.
• Develop partnerships.
• Implement Best Value Improvement Plan and monitor
  success.
• Develop longer term strategies for each venue.