Executive Item No

Date: February 21 2005

Portfolio: Title of report:

Directorate: Community Services and Future delivery of events Strategic Resources

Author/Contact Officer: Peter Newman Tel: 01604 837723

1. Purpose

1.1 To consider alternative approaches for the delivery of the events programme, identifying alternative delivery mechanisms and partnerships.

2. Recommendations

2.1 That the executive approve the events programme for 2005 / 2006 as laid out in section 5 of this report

2.2 The executive approve a 3 year commitment to the events programme

2.3 Acknowledge the alternative methods of service delivery as laid out in section 4 of the report. Give direction in relation to a preferred option for future investigation prior to a future report before any final decision is taken in relation to the delivery of the service.

3. Summary

3.1 Borough Council (NBC) Events team organise and deliver a wide range of events that are recognised countywide, regionally and nationally. These events appeal to a diverse audience offering something for everyone and are organised and delivered on a minimal budget.

3.2 The events programme is a major promotional tool for the Town providing positive images about the many aspects of the community and Northampton’s national profile.

3.3 The events team provide a valuable support mechanism to other NBC departments (Environmental Health - Green Festival, Town Centre Partnership – Christmas Lights Switch On, Arts team – Music and Arts Festival, Parks and Open Space – Events programme, Other – display and exhibitions, NCC – Schools Out) and external agencies / organisations including charitable organisations (Rotary Clubs, Lions Club and many others involved in the Charity Awareness Day) and community / cultural groups (Hindu, Sikh, residents associations etc).

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3.4 NBC through the events team at present deliver a range of events in conjunction with a range of partners that directly or indirectly benefit from those events. If NBC is moving more towards an enabling authority then a suitable structure for their delivery of events should be considered, enabling the authority to continue to provide support, build capacity and monitor the final delivery of the events programme.

3.5 A meeting of the events working party took place on Tuesday 25 January at which a range of issues were discussed but still require further clarification. This clarification along with the reorganisation of NBC via the Root and Branch, requires that the following issues are addressed in relation to the future provision of the events programme • The authority moving more towards an enabling authority • A requirement to meet budgetary expectations • Compliance with best practice • Changes in Health and Safety and Licensing arrangements

4. Alternative delivery mechanisms

4.1 For the events programme to continue to develop and play a major role in the future economic vibrancy of the Town it will require • Considerable investment • Freedom to act on a more commercial basis

4.2 In a brief discussion within the events team the following options were suggested, however further investigation would be required for a measured decision to be taken.

4.2.1 Remaining in house This will require a new approach to the structure as the existing Head of Service not being reappointed and the Tourism and Events Manager being transferred over to ‘Explore ’ (EN), there will no longer be a management structure in place to deal with day-to-day issues and Health and Safety related issues at major events (Balloon Festival).

Arrangements will be required for liaison with local residents groups as the Events team will no longer have the capacity to deal with this. Any issues that are raised will need to be clarified by the liaison person (this cannot be the Tourism and Events Manager) with members giving clear support and direction.

The events team over the lead up period, during the event and breakdown of the Balloon Festival are fully stretched and on some occasions are working a minimum of 16 hours per day.

Due to the existing reporting and planning processes it is not possible for the events programme to develop and meet its real potential. To assist in achieving this it will require a minimum 3 year commitment to enable officers to draw up long term agreements with service providers to potentially lead to financial savings and increase income.

The events team are obligated to follow specific processes / services / protocols which does not allow sufficient reaction, response or freedom to realise the true commercial potential of the programme. Therefore the events programme will need members to accept that a continued subsidy or ideally an increase in its level of funding will be required. 2 4.2.2 Out sourcing partially or completely the Events programme There are at present certain elements within the Events programme, which could be considered for outsourcing either completely (St. Crispin’s Street Fair) or partially (Charity Awareness Day). This however would require NBC to have discussions with the emergency services to measure their view, at present they are confident that the events programme can be delivered through the Events team due to their knowledge and experience.

This option in relation to the St. Crispin’s Street Fair could potentially lead to a reduction in costs to the authority and possibly lead to additional income. In relation to the smaller events the Events team could work with a range of partners to continue to deliver the programme. This would require these partners to take on ownership and a lead role with the Events team acting as an advisory / guiding body leading to a development in their skills and knowledge.

The outsourcing of the complete events programme would be possible, but would require considerable negotiation with our partners, in particular the emergency service who value the relationship and professionalism of the events team at this time. In fact it is quite clear that the partnership working is used by themselves as an example of best practice and is something which other authorities across the UK would like to adopt. This option would also lead to a loss of jobs, confidence, stature within the events industry and more importantly the opportunity for NBC to ensure that the events programme delivers to the local social economic agenda.

4.2.3 Transfer of the Events team to a third party With the transfer of the Tourism related services over to ‘Explore Northamptonshire’(EN), tentative discussions have taken place in relation to their role and whether they would consider events as part of the potential tourism mix. Early indications are that they would be willing to discuss this further.

NBC could protect its interests by drawing up a Service Level Agreement (SLA), which would ensure the future for the events programme. It could maintain its existing level of support for events, whilst at the same time providing savings for the authority in relation to internal recharges. The SLA could be monitored on a regular basis through reports to Executive, the relevant Scrutiny meeting and the Events Working Party to ensure that the events programme is delivered to meet NBC’s expectations.

An intermediary position could be arranged with EN that could include the events team working out at Lamport in a dedicated space. The team would receive additional support from EN’s marketing team and be managed on a day-to-day basis by the existing Tourism and Events Manager who will become EN’s Head of Commercial Services from April 1 2005. This would allow NBC to monitor how a full transfer over to EN could work whilst at the same time reducing the costs to NBC but continuing its service delivery element.

This option however would require a liaison person within NBC to deal with issues raised by local residents groups in relation to the events programme. Any issues that are raised will need to be clarified by the liaison person with elected members giving clear support and direction.

‘Explore Northamptonshire’ has a strong marketing team which would be of major benefit to the events team and also NBC as it could expose it to a wider audience whilst at the same time enabling them to work more freely. 3 4.2.4 Reduction in the size of the team The only route in which the authority could realise a potential saving would be in the reduction of the events team. This would eventually lead to an increase in workload on the remaining events team unless one or more of the options above was also adopted.

Two members of the existing events team have indicated that they would consider their options should a suitable redundancy package be available.

5. Events programme 2005

5.1 Bands in the Park The outline programme has already been planned and it is intended to increase the actual concert programme for 2005 from 10 to 11. This programme has been planned, but not confirmed at this stage.

Future programming for this event will need to have the budget confirmed by November of the previous year, to enable the events team to deal with programming issues.

It is intended that as in the last 3 years members from the events team will not be attending any of these concerts due to work levels.

5.2 Music and Arts The event in 2004 led by the Arts team (including an external body of arts volunteers) with the Events team attending meetings, providing logistical and actual event support.

The following issues for the event are as follows o Arts Development Manager still needs to be appointed o The voluntary board has not provided any clear direction on the event o Support from the Royal / Derngate (due to refurbishment) and (due to financial and operational issues) has been reduced o No confirmed outline programme o Reduction in available funding for the event from external sources approx £50K down to £36K o Deadlines for design (February), print (mid March), circulation (April)

The events team will be providing logistical support and ensure that the infrastructure for this major event is in place. The events team will also be able to provide staff support on the major events including Sponge, The Northampton Carnival, Town Centre weekend and the Folk Festival.

5.3 People, Plants, Pets and Pictures in the Park (PPPP) This event began in 2003 and over a short period has become reasonably popular with certain sections of the Northampton Community, being promoted at the Crufts Dog Show in Birmingham and featuring local dog owners and clubs.

The major beneficiaries of this event are Maxi-care and local dog clubs. It is intended that for this event to continue it will require a more active role from the external organisations.

5.4 Charity Awareness Day This event began in 2003 and provides the opportunity for local charitable / voluntary organisations to promote the services that they offer and network with each other.

Discussions with the Northampton Volunteering bureau could take place in relation to them taking on this event completely. The transfer of the Tourism and Events Manager and the reduction in his availability effectively reduces the Borough Council’s capacity to solely deliver this event.

4 5.5 Northampton Balloon Festival This is obviously the major priority for the Events team.

There will need to be some arrangements made for liaison with local residents groups as the Events team will no longer have the capacity to deal with this. Any issues that are raised will need to be clarified by the liaison person (this cannot be the Tourism and Events Manager as he will be transferred from April 1 out of the authority) with members giving clear support and direction.

The events team over the lead up period, during the event and breakdown are fully stretched. A particular concern is in relation to the actual event, when members of the events team are already working a minimum of 16 hours per day.

In the restructuring that has already taken place or presently taking place a major consideration, must be that a senior officer (director or corporate manager) having events experience / knowledge should be able to give support to such a large event.

Due to the existing reporting and planning processes it is not really possible for the event to develop and meet its real potential. Members need to give a minimum of 3 year commitment and decide whether it wants

o The event to make money by being more commercial or o Rely on chance which is its present situation or o Provide an operational subsidy

This will then enable the Events team to secure long-term contractual agreements, providing security to the event reducing expenditure and increasing income.

The year on year delay in all of the above is having an effect on the remaining events programme and condensing it into a shorter period, which is therefore going to increase workload and stress on the events team. In addition to this the delay is also impacting on the marketing profile for the event.

5.6 St. Crispin’s Street Fair This event can never be financially viable if it is sited in its existing position with the same operational constraints. Therefore the event will require a budget along similar lines to 2004 / 2005 approx £18K.

The event requires a considerable amount of planning and therefore if it is to go ahead in 2005 a clear indication is required now. The event in 2004 was mainly planned and delivered via the Tourism and Events Manager due to the workload of the rest of the team and therefore with the reduction in his availability a clear work plan must be put in place in conjunction with the other events programme.

It might be possible to outsource this event, however this will depend upon the views of the emergency services and how NBC interprets its ‘duty of care’ responsibility within the Town Centre on such a high profile event.

5.7 Diwali The event in 2004 required a considerable input from the Tourism and Events Manager, due to the workload of the Events team and therefore in 2005 this will not be possible.

The Events team will be able to provide support in relation to the provision of the infrastructure and staffing support during the event providing clear direction is given.

5 5.8 Christmas Festival The event in 2004 was co-ordinated by the Town Centre Manager with the events team providing support in relation to the infrastructure (Security, First Aid, Health and Safety, liaising with the media, staging, fencing and providing plans etc) and staff support on the day of the Christmas Lights switch on.

6. Financial implications

6.1 To meet the authority’s move towards being more of an enabling authority and meet the programme at Section 5 of this report will need to identify a suitable structure / delivery mechanism. A suitable structure for the delivery of the service could lead to ongoing savings, whilst at the same time still enabling the authority to monitor the implementation and effect of the events programme.

6.2 The transfer of the events team to a third party could lead to further potential savings within the overall council budgets whilst still maintaining the events programme as laid out in section 5 of the report.

7. Health and Safety

7.1 The events team were instrumental in the reforming of the Safety Advisory Group, which includes the emergency services and gives advices and support in relation to the safe planning and delivery of events within Northampton.

7.2 With changes to the licensing arrangements and new developments in relation to Health and Safety, it is imperative that if NBC are to continue delivering an events programme this is paramount.

8 Social implications

8.1 The Events programme addresses: • Engaging with communities • Strengthening the economic base • Promoting Leisure and Cultural opportunities

9 Consultation

9.1 Consultation has taken place with • Staff • Trade Unions • Explore Northamptonshire • Events Working Party

10. Background Papers

• Minutes from the Events Working Party • Minutes from the Emergency Services / Members St. Crispin’s Street Fair debriefing meeting

11. Author and Contact Officers

Tim Miles – Head of Cultural Services Tel: 838983 Peter Newman – Tourism & Events Manager Tel: 837723

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