Agenda item

To consider the progress to date in realising efficiencies with respect to the County’s Heritage and Arts assets and the strategies developed with a view to ensuring their future viability.

The Head of Environment (H:E) introduced a report to consider the progress to date in realising efficiencies with respect to the County’s Heritage and Arts assets and strategies developed with a view to ensuring their future viability.  The aim was to develop a service that would deliver the maximum benefits for local residents, communities, tourists and the council. 

In November 2010 a comprehensive report was produced entitled “Review of Heritage Assets and associated arms-length companies”.  The report analysed the options available to the council, and concluded there was no easy option for disposal or outsourcing of the assets.  The document had not been published as it was an internal document but the document would be available if requested by Members. 

The service was transferred to Environmental Services on 1 April 2011.  Significant changes had taken place since the transfer and more changes were planned for the future. 

It was decided a more commercial approach was required.  The generation of increased income was required to improve the service. H:E introduced the Heritage Commercial Manager (HCM) who gave a brief outline of her background experience.  

The following sites are council run:

Ø      Ruthin Gaol

Ø      Nant Clwyd y Dre (Ruthin)

Ø      Plas Newydd (Llangollen)

Ø      The portfolio also covered the Council’s relationship with the Bodelwyddan Castle Trust.

In the past, the sites had been run as museums and were heavily dependant upon receipt of grant funding which had dramatically reduced over the years.  Research had taken place over the last 12 months investigating potential growth.  The sites were to be run as visitor attractions for education purposes, tourist attractions and heritage centres, whilst not losing museum accreditation status.  Weddings were also now taking place at the sites and bookings had already been received for 2013. 

The paranormal market was a huge growth area and the historic buildings were fascinating for these investigation groups.  The paranormal groups had no impact on the day activities held at the sites.  The groups arrive at 8.00 p.m., carry out their investigations over night and leave at approximately 5.00 or 6.00 a.m. 

Income raised from the paranormal groups was £17,000.  A target increase of income of 10% had been set for next year.  Work was ongoing to bring down costs and increase income.  In 2010/2011 there had been approximately £60,000 income but in 2011/2012 the income had increased to £71,000.

Staffing rotas were now more efficient e.g. in the past, during the summer, the Old Gaol would close for two days per week, therefore losing the custom of visitors.  This was to change to encourage a larger number of visitors. 

Denbighshire were working with Conwy, Flintshire and Wrexham Councils as to how other Local Authorities monitor their budget.

Rhyl Museum was only an exhibition room adjoining the library which needed to be brought out from the library.  The museum was very interesting, but an alternative location needed to be found.  Unfortunately, at the present time, there was no budget for this to take place.

A project was due to commence in 2013 to catalogue all the artefacts currently held in stores.  Once this project had been completed, more of the artefacts could be used in exhibitions.

The Chair clarified the service needed to be integrated in town plans and summarised that: 

Ø      the Heritage Service was presently costing more than the income it was generating.

Ø      emphasis needed to be placed on providing services that visitors wanted, and that this would rely on strong communication.

Ø      each individual site would require a business plan to be developed in conjunction with the Town Plans.

The Chair suggested that the business plans for each site should be presented to the appropriate Member Area Group to maximise commercial opportunities and to ensure that services were relevant to the priorities of local people.

RESOLVED that the Communities Scrutiny Committee:

(a)   Endorse the operational measures that the Service has put in place, and the direction of travel that is now being followed; and

(b)   A further report is submitted to the committee in a year’s time in order to give an update on the effectiveness of the strategy introduced following the Review and to appraise the Service’s financial position.