Market Testing Opportunity Memorandum of Information February 2016

City & County of Swansea Cultural and Leisure Services

www.swansea.gov.uk CONTContents

ForewordForeword

SectionSection 11: - The OpportunityOpportunity

SectionSection 22: - Objectives Objectives and& Desired Desired O Outcomes

SectionSection 33: - The OptiOptioons Analysis

SectionSection 44: - BackgrBackgroundound to to the the Council Council and & Facilities

SectionSection 55: - The ProcessProcess and and How How to Apply

AppendicesAppendices

AppendixAppendix AA: - The‘One One Swansea Swansea Strategic Needs Assessment 2015 2015AAssessmehtAssessment AppendixAppendix BB: - AdditionalAdditional Demographic Population StatistiStatisticscs

AppendixAppendix CC: - ExpressionExpression of Interest of Interest Document document

ForewordForeword

The City and County of Swansea is exploring opportunities for a partnership approach to delivering aspects of its portfolio of Cultural and Leisure Services.

The City and County of Swansea (hereafter referred to as ‘the Council’) has identified a number of key objectives including: • Safeguarding Vulnerable People • Improving Pupil Attainment • Creating a Viable and Vibrant City and Economy • Tackling Poverty • Building Sustainable Communities

The Culture and Leisure portfolio plays a significant role in the delivery of these objectives and the Council wishes to make the most effective use of our resources (including leisure facilities, cultural venues and outdoor facilities) in maintaining and improving community health and well-being initiatives from partner organisations in order to continually improve the quality of life for residents.

Being physically active, enjoying cultural activity, living healthily and continuous learning, all have clear and positive effects on a person’s physical and mental health and well-being. The Council is therefore committed to providing opportunities for people to participate in cultural and leisure activity through investment in, and the provision of, our facilities.

The Council is now seeking to test whether an appropriate partner organisation (or organisations) would be able to invest in, develop and manage these facilities and services on our behalf, delivering our outcomes. This would ensure a cost effective and sustainable offer that remains inclusive and accessible to everyone who lives in, works in, or visits the City and County of Swansea.

The Council is keen to consider opportunities and is looking to develop effective partnerships in order to deliver a long term sustainable future for the valued and popular services and facilities in Swansea.

We encourage potential partners to consider the opportunities and look forward to receiving expressions of interest, whether from local organisations, national partners or even international operators.

Cllr Mark Child Cllr Robert Francis-Davies Cabinet Member for Well-being Cabinet Member for Enterprise, & Healthy City Development and Regeneration

SectionSection 1 -1 The – The Opportunity Opportunity

BackgroundBackground

The Council is committed to high quality cultural and leisure provision and currently operates a range of facilities including leisure centres, museums, libraries, parks, outdoor venues, visitor attractions and arts venues. The Council currently operates the services directly (in the majority of cases) but is considering future management options. As a result, the Council is inviting expressions of interest from prospective partners who may ultimately wish to enter into a management contract or other arrangements to operate and maintain some or all of the Council’s Cultural and Leisure Services.

Ahead of entering into any potential management arrangements, the Council wishes to fully scope and analyse all reasonable options for future delivery, to enable it to structure any future procurement processes. As a result, RPT Consulting has been appointed to support the Council through this process.

The future options which the Council are considering could be a partnership with alternative providers, including the following options:  Management contract (including investment) for some or all of its facilities  Long term lease (through either community asset transfer or disposal)  The establishment of a new Not for Profit Organisation to deliver services  Joint venture opportunities

The Council is willing to consider all forms of partnership and would welcome proposals from interested third party providers including local, national and international organisations that believe they can deliver the outcomes the Council is seeking.

Culture and Leisure is a much valued front line service, providing a range of health and well-being related facilities, activities and programmes, all aimed at contributing to improving mental and physical health and well-being and ultimately making Swansea a better place to live, work and visit.

For 2015-16, Cultural Services has a budget of £10.9m (net controllable expenditure), with an income target of £11.5m. The Service as a whole currently employs 217 full time staff and 227 part time staff. The Council, within the current challenging financial climate is seeking significant savings to its existing budget and is undergoing a process of considerable transformation to support the delivery of some of these savings. It is also keen to explore the further potential efficiencies through alternative providers.

In order to achieve its outcomes and vision, the Council encourages expressions of interest from all cultural and leisure operators including existing Not for Profit Organisations, local community organisations and other operators or social enterprises which may have the relevant experience and capacity to deliver.

This briefing document sets out the Council’s vision and desired outcomes and the process by which interested parties should express their interest, ahead of any formal procurement process. These expressions of interest will help the Council structure and frame any future procurement process.

ScopeScope

The portfolio of the in-scope services and facilities within Swansea is diverse and the Council is seeking expressions of interest to encompass all services and facilities associated with the following:

 Cultural Venues/Tourist Attractions (currently free to use) o Swansea Museum Service o Dylan Thomas Exhibition o Glynn Vivian Art Gallery o West Glamorgan Archive Service

 Information Services o Tourist Information Centre

 Cultural Venues/Tourist Attractions (paid for by customers) o Plantasia o Grand Theatre o Leisure Centres* o Outdoor Leisure

More detailed information on all facilities has been included within Section 4.

There are a number of specific issues for some of the facilities which may impact on any future arrangements with partners, including:

 The Swansea Museum Service includes aspects of managing the Collection Centre, the long term future of which is integral to a larger heritage project at the Hafod Copperworks, and a commercially viable solution for the future of the Tram Shed.

 Glynn Vivian Art Gallery is currently undergoing a major refurbishment and the Council is open to considering potential partnering opportunities once the facility has re-opened and following discussion with its funding partners.

 West Glamorgan Archive Service is a joint service for Swansea and Neath Port Talbot Councils and operates according to the corporate priorities and desired outcomes for residents of both of its parent Authorities. As a result, any future arrangements would be in accordance with and subject to the agreement of both Councils.

 The Tourist Information Centre will only be provided if it delivers a zero net budget to the Council and interested partners are willing to express an interest on this basis.

 The Grand Theatre is currently undergoing transformation of its current operation and as a result the Council is keen to receive proposals that demonstrate an imaginative use of the facility and contain an investment and income strategy, alongside the arts programme.

 *Cefn Hengoed Leisure Centre is a dual-use facility requiring significant investment. As a result the Council is keen to receive proposals that explore opportunities to work with the School and local community stakeholders on facility development.

Following the outcome of this market testing, the Council may decide to delay the implementation of any potential future partnership arrangements to a later date, when some of the specific issues outlined above or otherwise, have been resolved.

SectionSection 2 2 – – Objectives and Desired Outcomes

CulturalCultural Services Services PrioritiesPriorities,, Vision Vision and and Mission Mission

The Cultural Services vision and strategy is aligned to and delivers the Council’s strategy and 5 key priorities in the Corporate Plan 2015/17.

The Corporate Plan 2015/17 sets out the City & County of Swansea’s 5 key priorities: • Safeguarding Vulnerable People • Improving Pupil attainment • Creating a Vibrant and Viable City Centre and Economy • Tackling Poverty • Building Sustainable Communities

The Council’s plans are built on 3 clear values which will guide the way that we work. These are: • People Focus • Working Together • Innovation

These Values are underpinned by 3 key principles. These principles are essential in order to deliver our priorities and will be woven through all that we do: • Sustainability • Prevention • Partnerships

In response,

Cultural Services has developed its strands of work around 4 service priorities: • Participation • Enterprise and Innovation • A Thriving Cultural Economy • Infrastructure: Accessible, Open, Active Places and Spaces

Cultural Services Vision To be a premier coastal city destination, offering world class tourism and cultural experiences, ensuring that creative and active lifestyles are enjoyed by all.

Cultural Services Mission We assist residents and visitors to develop skills, networks and healthier lifestyles and enjoy and learn about the city and its surrounding areas, through providing accessible, entertaining and inspirational events, attractions, cultural and leisure activities.

Strategic Objectives, Outcomes and Performance Measures

Customer Perspective Objectives Outcomes Performance Measures High quality, affordable and Swansea has a reputation as a Service specific quality awards. inspirational experiences City of Culture and a high quality Visitors and economic impact promoting the best of visitor destination accessible to Swansea’s culture all Diverse mix of accessible Healthier, active lifestyles and Different levels of provision/ activity activity at all levels, from reasons to visit Swansea e.g. art forms, sports, venues and beginner to world class, achievement levels supported throughout the City & County of Swansea Well managed, accessible Improved opportunities to Participation numbers; asset facilities with safeguarding and participate and excel management plans; satisfaction satisfaction at the heart of our surveys; well managed risks; repeat customer services visits and memberships Improve customer satisfaction There is measurably improved customer experience / satisfaction when dealing with the Council Clear information and People become more self- Diversity of audiences; guidance, marketing and sufficient and information is new customers; promotions, produced in a shared in an open and interactive Number of online bookings and timely and relevant way for way enquiries visitors, residents and partners Reduce demand Customers will be enabled to serve to benefit from the Service themselves wherever possible. A fundamental shift in customer contact to ‘digital by default’ will have occurred. Reduce demand Improve Customer satisfaction

Financial Perspective Objectives Outcomes Performance Measures Increase income and customer Sustainable services responsive to Income & reduce cost per user spend by diversifying and the markets improving customer demand and market reach Reduce ‘back office’ costs by Efficient service provision in fit for Staff costs; improving assets, exploring purpose facilities, better utilised Efficiency of process for the customer new ways of working and tools and resources via surveys /feedback sharing resources where appropriate 8

Alternative models of Enterprise and Innovation; new Numbers of different management governance and management ways of working, more groups engaged; are analysed and implemented community involvement, Reduced running costs, where appropriate and viable investment and income Diverse income streams, generation opportunities Market competitive Review arrangements and Maximised existing income Operations at full-cost recovery negotiations with third party streams by achieving full cost organisations e.g. leases and recovery ‘grant’ arrangements

Performance Perspective Objectives Outcomes Performance Measures Embed a culture of Enterprise and Innovation; Increasing efficiency and effectiveness entrepreneurship and A thriving cultural economy with of fewer staff and better use of innovation to improve and diversified income streams resources. diversify the impact of the services and increase income and sustainability Develop training and toolkit Active and engaged third and Less dependency on central services; materials for volunteers, private sectors able to deliver on More community, private and third community organisations and objectives in new partnerships sector involvement third party operators to ensure safeguarding, encourage shared standards, ethos and outcomes.

Workforce Perspective Objectives Outcomes Performance Measures Improve commercial and Enterprising teams developing Increased community involvement, less business planning skills, efficient business plans; central support, increased income, commissioning and contract increasing income and managing reduced running costs, objectives met, management roles and partnerships well customer satisfaction, responsibilities through staff visitor numbers development and recruitment Further develop a customer Reputation as a ‘can do’ service; Multi-tasking multi-disciplinary focused and enabling culture enabling and supporting the staff/services; available in the tasked with building knowledge, community and delivering against communities, improving the customer skills and capacity within the priorities, including safeguarding experience, sharing resources, community of children and adults supporting the community

CreatingCreating an an Active Active and and Healthy Healthy Swansea Swansea Action Action Plan Plan (CAHSAP) (CAHSAP)

Participating regularly in physical activity and eating healthily has many benefits to health, including improving our mental health and well-being. People who are physically active have up to a 50% reduced risk of developing major chronic diseases such as coronary heart disease, stroke, diabetes and some cancers, and have a 20-30% reduced risk of premature death.

To be successful in halting the rising levels of obesity and associated health inequalities in Swansea, we need to create an environment where physical activity and healthy eating becomes ‘the norm’ (The One Swansea Needs Assessment is included as Appendix A).

Within the City and County of Swansea, many of these inequalities of health and participation can be identified in specific geographical areas. All the strategic aims of the Creating an Active and Healthy Swansea Action Plan (CAHSAP) were developed with significant consideration of these inequalities and subsequent actions will reduce these inequalities by focussing resources on target areas and groups.

Swansea has been accepted by the World Health Organisation as a member of the European Network of Healthy Cities, joining other cities in Europe that have clearly demonstrated a political and managerial commitment to improving health and well-being for all, as well as reducing the health inequalities between some of our communities. The reduction in the levels of obesity and the increase in physical activity have been identified as a key priority area.

Swansea’s commitment to delivering on this agenda will be through the CAHSAP. This will build on the successes of Climbing Higher - the Strategy for Sport and Physical Activity (formally adopted by the City and County of Swansea in 2007) whilst going one step further and engaging with new partners, particularly through the Healthy City programme, to embed the link between physical activity and healthy eating in all service delivery. Partners will need to engage with all public, private and third sector organisations that have a role to play in delivering this agenda. Building on existing community assets, partners will also need to work with communities to ensure those in greatest need receive the most support.

From a national perspective, the Welsh Government’s commitment to improving the health and well-being of the nation has been confirmed through the introduction of the Creating an Active Wales Plan, led by the Chief Medical Officer for Wales.

VisionThe Vision for the for Creating Creating an an Active Active and and Healthy Healthy Swansea Swansea Action Action Plan Plan The City and County of Swansea will become or continue to be a place where:

• People and local communities are supported and enabled to make a healthy lifestyle the ‘easy choice’ • Everybody benefits from the feel good factor of being physically active • Physical activity opportunities are accessible to all • Being active is ‘the norm’ • Activity is at the centre of the school ethos and physical literacy is as important as numeracy and literacy • All children play frequently outdoors in safe environments • The majority of children and adults regularly use leisure facilities and sports clubs • People use their local environment for active recreation • Individuals are never too old to be active • From childhood, everyone acquires the knowledge and skills to cook healthy and nutritious meals • Access to low cost healthy foods and food growing is made widely available • There is a real and active commitment to reducing the current inequalities in health contributed to by levels of obesity or physical inactivity • Improving health and reducing health inequalities is a goal of all future planning processes • Inequalities are reduced by focussing resources on target areas and groups

Key Outcomes:

• People exercising more often • Every child is hooked on sport for life • Increased healthy eating and growing • Less obesity • Equality of opportunity • Reduced health inequality • Increased life expectancy

TheThe Cultural Cultural Offer Offer in in Swansea Swansea – – Objectives Objectives and and Desired Desired Outcomes Outcomes

Swansea seeks to enhance its reputation as a recognised City of Culture.

Swansea has a proud cultural heritage and a strong contemporary culture. Among its assets, it is home to the oldest museum in Wales, a newly refurbished art gallery and south-west Wales’ main theatre. The Brangwyn Hall, part of the 1930’s Guildhall complex, offers a unique conference and concert venue in its own right. The former Victorian Guildhall at the marina is now the Dylan Thomas Centre and houses a newly refurbished exhibition on Wales’s greatest writer. The Council’s venues and their services represent all aspects of the city’s culture. Creatively, Swansea was a key producer of fine porcelain during the 19th Century and at the same time, the largest centre of copper production in the world. High art and heavy industry sat alongside each other into the 21st Century. The Hafod Copperworks site is being developed by Swansea University as a heritage site with learning opportunities and small businesses.

The Council’s venues aim to be cultural hubs for Swansea’s heritage and contemporary culture. They aim to encourage people to take an active part in understanding their heritage and participating in cultural opportunities.

Swansea is passionate about providing a high quality of life to residents and extraordinary attractions to visitors from outside Swansea, whilst also representing Swansea in an international context. The Council’s venues assist residents and visitors to participate in educational and cultural opportunities, using their unique resources to provide inspirational experiences.

Venues seek to: • Develop proactive facilities • Provide high quality learning and participation opportunities to the widest possible audiences • Develop and enhance skills and promote public enjoyment • Create more resilient heritage resources, supporting conservation 12

A new Cultural Strategy is currently in development to deliver on Cultural Services’ Priorities, Vision and Mission and developing the Strategic Objectives, Outcomes and Performance Measures.

Currently, the cultural venues are committed to delivering on this agenda through the business planning process and through a number of strategic partnerships, including Swansea’s Creative Learning Partnership (recognised as a Welsh Government Pioneer Area), the Regional Arts & Education Network and the Culture in Sustainable Cities European pilot programme.

Their work is also delivered through partnership with the higher and further education sector, the third sector, and through the Council’s libraries, archives, events, tourism and education delivery units.

Significant partnerships also exist with Heritage Lottery Fund, Arts Council of Wales, many other national bodies and Swansea’s diverse and vibrant cultural sector.

Key Outcomes:

• People experiencing higher quality cultural opportunities • People experiencing more interactions with culture • People learning, acquiring skills and raising aspiration through culture • Every child is engaged with culture for life • Culture is contributing to well-being • Equality of opportunity • Improved quality of life • Swansea enhances its distinctive sense of place

TheThe Well Well-being-being of of Future Future Generations Generations (Wales) (Wales) Act Act

The Well-being of Future Generations (Wales) Act 2015 became law on 29 April 2015. Its main purpose is to strengthen existing governance arrangements for improving the well-being of Wales to ensure that present needs are met without compromising the ability of future generations to meet their own needs.

The Act: • Identifies goals to improve the well-being of Wales (a prosperous Wales; a resilient Wales; a healthier Wales; a more equal Wales; a Wales of cohesive communities; a Wales of vibrant culture and thriving Welsh language; and a globally responsible Wales) • Introduces national indicators, that will measure the difference being made to the well-being of Wales • Establishes a Future Generations Commissioner for Wales to act as an advocate for future generations • Puts local service boards and well-being plans on a statutory basis and simplifies requirements for integrated community planning

The Local Service Board (LSB) /Public Service Board (PSB) include all the partners who compiled the CAHSAP document, along with other groups and agencies. Under the powers of the Well-being of Future Generations Act, the LSB/PSB’s will set measures of health and well-being and create policies to supersede CAHSAP.

The Well-being of Future Generations (Wales) Act 2015 will mean a number of changes to the work of Swansea LSB that we will need to prepare for throughout 2015-16:

• From 2016 the LSB will become Swansea PSB • By 2018 Single Integrated Plans (such as the One Swansea Plan) will be replaced by Well-being Plans • Well-being plans will include well-being objectives designed to achieve the Welsh Government’s well- being goals • Strategic Needs Assessments will be replaced by Assessments of Local Well-being • Local councils will need to designate a scrutiny committee to scrutinise the work of the PSB • Welsh Government Ministers will review Well-being Plans and Assessments of Local Well-being

Key elements of the Act that are particularly relevant to Cultural Services are the emphasis on well-being, both physical and mental (for which a set of national indicators will be developed) and on the importance of a vibrant culture and Welsh language.

SectionSection 3 3 – – The The Options Options Analysis Analysis

The Council has undertaken an options analysis to review the future delivery of the services and facilities within the Cultural and Leisure portfolio. This has reviewed both the way in which services are operated and also the various alternative management options.

As a result of this options analysis, the Council has committed to delivering a long term vision for the service which seeks to continue to provide services in accordance with the overall objectives for Swansea, but also to deliver on the financial savings identified for the service (circ. £5.59 million by 2018/19 financial year).

The Council is seeking to deliver these savings and ensure a sustainable service for the future through two parallel work streams, which are:  Transformation Programme o Deliver the actions and implement the transformation programme across all services o Seek to deliver the savings where possible

 Seek partners to transfer services o Undertake market testing and possible procurement process which seeks to deliver alternative operators for the portfolio o If there is no market, capacity or appetite then consider the creation of new models, such as a Cultural and Leisure Trust

The transformation programme identifies a number of improvements for the services which deliver financial savings. The improvements identified include:

• Additional income opportunities, through improved sales processes and secondary spend opportunities • Reduced opening hours for some facilities • Staff restructuring and operational savings

The Council is keen to understand the potential benefits (both financial and service improvement) from transferring some, or all of the services to an alternative provider. If there are benefits to be achieved then the Council would like to explore the possibility of delivering these in conjunction with one or more partners. However, if this stage fails to identify any benefits, then the Council will review the options available for delivering services and financial savings.

This stage of market testing will enable the Council to inform and structure any future procurement process, in order to provide confidence that benefits can be realised through any procurement process.

The Council anticipates that following this expression of interest stage, there may be a number of different procurement options for the Council, including formal Official Journal of the European Union (OJEU) procurement, service concessions, community asset transfer, joint venture or asset disposal. The Service is likely to be split into different packages to deal with the approach. 15

SectionSection 44 –– BackgroundBackground to thethe CouncilCouncil and FacilitiesFacilities

TheThe City City and and County County of of Swansea Swansea

Swansea is the second largest city in Wales, with a population of 241,300, and the regional centre for South West Wales. It has two neighbouring local authorities: Carmarthenshire to the west and Neath Port Talbot to the east. Together with Pembrokeshire, these Authorities now constitute the Swansea Bay City Region, launched in July 2013 and the first of its kind in Wales.

The City and County has a land area of 378 square kilometres and can be broadly divided into four geographic areas: the open moorlands of the Lliw Uplands in the north; the rural Gower Peninsula in the west, containing the UK’s first Area of Outstanding Natural Beauty; the suburban area stretching from the edge of Swansea towards settlements in the west and around the M4 corridor; and the coastal strip around Swansea Bay, which includes the city centre and adjacent district centres such as Uplands, Sketty and Mumbles. The City and County is approximately 66% rural and 34% urban.

Swansea’s natural environment is of outstanding quality and makes up about 80% of the total area, contributing to its distinctive character. The diversity of habitats and species makes Swansea one of the most biodiverse counties in the UK. Approximately 17% of the County’s area is protected by European or National designations such as Special Protection Areas (SPAs), Ramsar sites and Sites of Special Scientific Interest (SSSIs). A further 30% has been identified as being of significant local ecological interest, including Local Nature Reserves and Wildlife Trust reserves.

The historic environment adds an important dimension to the areas where people live and work. From the 12th Century, Swansea has served as a focal point for the surrounding countryside; as an administrative centre, market and port, and also as a seaside resort and manufacturing centre. Many of its districts grew up around copper works and mines to provide housing for workers, and they still retain distinctive characteristics. There are 4,000 records of historical and archaeological importance on the County Sites and Monuments Record, 125 of which are Scheduled Ancient Monuments. These include burial monuments, Iron Age forts, castles, churches and industrial monuments. Over 500 listed buildings remain in Swansea, many of which are located in the City and County’s 31 designated Conservation Areas. In addition, 12 sites within Swansea are registered as Historic Parks and Gardens.

Swansea now has the second largest local authority population in Wales (behind Cardiff) and accounts for almost 8% of Wales’s population (3,092,000).

Swansea is a centre of learning - home to Swansea University, University of Wales Trinity St. David and Gower College Swansea, which in total support around 21,000 full-time students (2013/14).

The 2014 Welsh Index of Multiple Deprivation identified 12% of Swansea's local areas as falling within the top 10% most deprived in Wales (WG).

Steeped in rich cultural and industrial history, whilst also looking positively into a bright future, Swansea is a city that is to embark on an unprecedented phase of development and investment that will benefit future generations of residents, visitors, students and employers.

The £1bn proposal for a Swansea Bay Tidal Lagoon has raised the profile of the region internationally. Once constructed it would be the world’s first tidal lagoon, clearly putting Swansea on the map as a world leader in renewable energy production, a component of a strategy which supports Swansea’s position as a City of Innovation.

Ground breaking proposals are also underway to transform two of the most strategic and attractive development sites in the UK into world class leisure and shopping destinations. Attracting thousands of new jobs and millions of pounds worth of investment to the city is the strategy which will help drive future investment into the South West Wales City Region.

Swansea Council is working with partners and developers to regenerate and re-energise locations that will hopefully attract a major event venue, public aquarium and state-of-the-art aquatic research centre, as well as apartments, town houses, cafés and restaurants, and new public spaces.

In 2016 there are a number of exciting projects planned which will build on the substantial contribution that tourism currently brings to the economy (which already stands at £390M and nearly 4.5M visitors in 2015). The Glynn Vivian Art Gallery is set to re-open in 2016 after a major redevelopment programme. The Wales National Airshow has been confirmed as an annual event along Swansea Bay. The free two day event typically attracts hundreds and thousands of visitors to the city.

The Swansea Half Marathon, the Swansea Bay 10k, a city centre Triathlon and various other major sporting events confirm the city’s commitment to being a City of Sport and a healthy city. The Liberty Stadium will be hosting concerts by the Manic Street Preachers and Lionel Richie as well as being home to the Swans as Wales’ only Premier League Team and Ospreys Regional Rugby team.

(Additional Demographic Statistics are available in Appendix B).

FacilitiesFacilities andand currentcurrent performance performance

All figures stated are 2014/15 revenue operational budget and performance outturns, and the cost per user calculations are based upon these figures alone.

Maintenance /servicing costs are not included within operational budgets and have therefore been highlighted separately where applicable.

All figures presented are prior to transformation programmes as referenced in Section 3.

Cultural Venues / Tourist Attractions (Free to use) Dylan Thomas Exhibition

 Exhibition space 2014/2015 1.  Learning/classroom suite Income £29,365  Reception area Expenditure £139,485 Operating cost £110,120 Usage 59,423 Cost per user £1.85 Maintenance/ £0 Servicing

Swansea Museum Service

 Swansea Museum 2014/2015  Tram Shed Income £125,763  Management and storage Expenditure £719,297 of collections Operating cost £593,534  Floating exhibits Usage 152,698 Cost per user £3.89 Maintenance/ £37,135 Servicing

West Glamorgan Archive Service

 Reception area 2014/2015  Family History Centre Income £112,581  Search Room Expenditure £316,533  Archives storage room Operating cost £203,952  Neath Mechanics Usage 11,080 Institute Cost per user £18.41 Maintenance/ £0 Servicing

Glynn Vivian Art Gallery

 Site currently under 2014/2015

redevelopment Income £10,745 Expenditure £543,655 Operating cost £532,910

Usage 58,397 Cost per user £9.13 Maintenance/ £0 Servicing

Swansea Tourist Information Centre

 Physical Tourist 2014/2015

Information Point Income £22,905 Expenditure £130,030 Operating cost £107,125 Usage 69,677 Cost per user £1.54 Maintenance/ £515

Servicing

Cultural Venues / Tourist Attractions (paid for) stand alone

Plantasia  Unique indoor 2014/2015 educational and visitor Income £162,761 attraction Expenditure £380,011  Housing a rainforest and Operating cost £217,250 many animal species Usage 69,032  Two climate zones - Cost per user £3.15 tropical and arid Maintenance/ £53,602  Rainforest Hut Servicing

 Coffee shop  Gift shop 19

Grand Theatre  1,000 seat theatre 2014/2015  Arts Wing - Two spacious Income £3,060,611 £3,844,960 exhibition areas Expenditure Operating cost £784,349  Rooftop Café and Bar with Usage 257,593 terrace Cost per user £3.04  Sponsors Bar Maintenance/ £103,682  Depot Studio Servicing  Rear Studio  White Room  Green Rooms  Footlights Bar and Restaurant

Penlan Leisure Centre  4 court sports hall 2014/2015  School gymnasium and Income £848,954 hall (dual use area) Expenditure £1,164,330 £315,376  Crèche Operating cost  Multi use meeting room / Usage 364,338 exercise class studio Cost per user £0.87  Fitness suite (60 stations, Maintenance/ £57,591 free weights + Servicing

consultation room)  25 metre 8 lane competition swimming pool (1.2m to 1.8m.)  Learner pool with features and ramp entrance (0.9m)  Spectators area (250)  Changing areas (dry/wet)

The LC Swansea  Indoor waterpark 2014/2015  Interactive play area Income £3,681,966 Expenditure £3,669,018  Indoor climbing wall Operating cost LC -£12,948

 8 Court sports and Operating cost CCS £632,333 exhibition hall Usage 772,476  Fitness suite (180 stations) Cost per user £0.82  Gym for 11 to 17 year olds Maintenance/ Included above  Spa Servicing

 Coffee shop  Poolside bistro  Currently contracted to a 3rd party operator until 28/02/18

Singleton Boating Lake and Crazy Golf attractions

 Boating lake 2014/2015

 18 hole crazy golf Income £45,518  Reception hut Expenditure £20,019 Operating cost -£25,499  Storage hut Usage 13,866  Large grass area (event / Cost per user -£1.84 attraction area) Maintenance/ £79  Children’s play area Servicing including equipment  Public toilets

Ashleigh Road Pitch and Putt Golf Course

 10 holes 2014/2015

 Reception building Income £18,735 Expenditure £25,529  Storage room / space for Operating cost £6,794 vending, kiosk, catering etc. Usage 3,428  Storage room with access Cost per user £1.98 internally from reception Maintenance/ £156 and external doors Servicing  Public toilets

Swansea Bay Rider (Land Train)  Dotto ‘Muson River’ 2014/2015 Income £31,143 land train Expenditure £18,556  Three carriages totalling Operating -£12,587 70 seats cost  Sponsorship/ Usage 16,268 Advertising Cost per user -£0.77 Included opportunities on-board Maintenance/ Servicing above

Blackpill Lido and attractions

 Shallow paddling pool 2014/2015  Large grass area with play Income No direct income equipment (space for £5,400 from attractions) licenced  Office/activity/storage attractions building Expenditure £36,862  Plant room Operating £31,462  Public toilets cost Usage 15,611 Cost per user £2.01 Maintenance/ £13,534 Servicing

Southend Gardens Crazy Golf and Attractions  15 hole crazy golf course 2014/2015  2 boules rinks Income £22,512  A number of separate Expenditure £10,173 areas for attractions and Operating cost -£12,339 events Usage 9,459  Gated launch slipway Cost per user -£1.30  Storage unit area Maintenance/ £308  Opportunities to explore Servicing innovative use of space/buildings  Public toilets

Knab Rock Watersports Centre and coastal access  Tourist information point 2014/2015  Changing facilities Income £18,639 Expenditure £60,940  Public toilet facilities Operating cost £42,301

 External showers Usage N/A  Operation of launching slip Cost per user N/A ways Maintenance/ £2,841  Boat lay-up/ storage/ Servicing mooring  Event area

Langland Bay Tennis Courts  6 tennis courts (4 single 2014/2015

courts and 1 pair) Income £2,400  Site office Expenditure £10,866  Public toilets Operating cost £8,466  External showers Usage 1,359 Cost per user £6.23 Maintenance/ £6,400 Servicing

Cultural Venues / Tourist Attractions (paid) school dual use

Bishopston Sports Centre  Sports hall (4-court) 2014/2015  Fitness suite (33 stations Income £220,933 and free weights) Expenditure £307,531  Multi-purpose studio Operating cost £86,598  School gymnasiums Usage 77,209  4 floodlit outdoor tennis Cost per user £1.12 courts Maintenance/ £19,429  School sports pitches Servicing

Pentrehafod Sports Centre  Sports hall (4-court) 2014/2015

 Large storage areas Income £8,786 Expenditure £66,053  Changing facilities Operating cost £57,267 (Dry/Wet) Usage 7,279  Performance data includes Cost per user £7.87 operation of a swimming Maintenance/ £4,841 pool, not included as a Servicing

current opportunity

Penyrheol Leisure Centre

 Sports hall (4-court) and 2014/2015 viewing gallery Income £714,669  School gymnasium Expenditure £1,048,731  Two squash courts with Operating cost £334,062 overhead viewing Usage 497,801  Fitness suite (40 stations Cost per user £0.67 Maintenance/ £40,477 plus free weight area and lifting/weights room) Servicing  Multi-purpose fitness class room Wet Side (stand-alone)  Fitness/spin class room  Swimming pool (25x10m) (first floor) 5 lane (Depth of 0.7- 3m)  Fully functional theatre  Spectators area (60) (Seating for 500 and 830  Changing and showering standing) facilities  Theatre changing areas

(Green Rooms) Satellite venue operation  Dance studio (mirrored (stand-alone) wall, ballet bars and sprung  3G pitch (3/4) flooring)  All weather pitch  Changing and showering  Changing rooms facilities

Cefn Hengoed Leisure Centre  Sports hall (5-court) 2014/2015  Multi-purpose hall Income £46,533  Traditional school Expenditure £164,901 gymnasium Operating cost £118,368 29,743  Fitness suite (24 stations Usage plus free weights area) Cost per user £3.98  Changing and showering Maintenance/ £18,619 facilities Servicing  Floodlit multi use games area (MUGA) - includes 4 netball courts, 4 tennis courts, five a side football pitch and a hockey pitch

Morriston Leisure Centre  Sports hall (4-court) 2014/2015  School gymnasium Income £400,373  Fitness suite (22 stations Expenditure £683,776 plus free weights) Operating cost £283,403  Small café/multi use area Usage 276,342 with catering facilities Cost per user £1.03  4 lane swimming pool Maintenance/ £67,389 (25x7m) (depth of 1m-3m) Servicing  All weather pitch  Changing facilities (Dry/Wet)

SectionSection 5 5 – – The The Process Pr and How to Apply

IntroductionIntroduction

The Council proposes a two stage process:  Stage 1: Market Testing and Expressions of Interest  Stage 2: Procurement

This information memorandum sets out the process for Stage 1. Stage 2 may involve one or more formal procurement processes depending on the packaging of the services as a result of the Market Testing. All organisations that express an interest will be kept informed of the Stage 2 process and if appropriate, invited to participate in any procurement process.

We set out in this section the requirements of the expressions of interest from interested organisations.

ExpressionExpression ofof InterestInterest Requirements Requirements

The Council is keen to explore the level of market interest in its services and facilities and would like to understand some of the following:  The services and facilities that organisations are interested in operating  The type and format of any arrangement (e.g. long lease, management contract, disposal, joint venture, etc.)  The length of any contract  The potential to invest capital in the services and facilities  Whether organisations believe they can improve on the current financial position of the services and facilities

The Council are inviting submissions from organisations informing us of the level of interest they feel able to commit to at this stage. We would like to receive expressions of interest which cover the following aspects:  Background and experience of the organisation  Services and facilities you would be interested in operating  What basis you would be prepared to invest in the facilities  Potential to improve on the current performance (both financially and operationally)  Preferred contract length for any partnership. The Council may consider long term arrangements (20 years plus).  Opportunities to bring in new or innovative approaches to the future operation, building on other opportunities elsewhere

In particular the Council is keen to establish which facilities and services and types of arrangements organisations would be keen to progress with.

HowHow to to express express your your interest interest The Council has engaged RPT Consulting to undertake an options analysis and in particular lead on the market testing approach. If you are interested in expressing an interest in some or all of the facilities, then please complete Appendix C (Expressions of Interest Document). Please then return the completed document plus any additional literature to [email protected] by no later than 17:00 on the 24 March 2016. Following on from this, there may be follow up meetings and/ or telephone calls arranged to discuss your interest in more detail. If you have any questions about responding to the brief please contact the Council using the email address above. The Council will use the information provided to help prepare any future procurement and the long term plans for Cultural and Leisure Services in Swansea. All expressions of interest will remain commercially confidential.

MarketMarket Testing Testing Timetable Timetable The proposed timetable is set out below. Dates are for indicative purposes only and subject to later confirmation.

Action Date

Memorandum of Information sent out 23 February 2016

Closing date for return of Expressions of Interest 24 March 2016

Evaluation March/April 2016

Feedback to market and agree way forward April/May 2016

AppendixAppendix A A– ‘–One The Swansea One Swansea’ Needs Assessment Strategic Needs 2014 Assessment 2015

SummarySummary

The purpose of the strategic needs assessment was to provide the evidence base for Swansea’s Single Integrated Plan (The One Swansea Plan) - produced for the first time in 2013, which replaced a number of existing plans including those for health social care and well-being, children and young people and community safety. This needs assessment also replaces the needs assessments that had previously been produced for issues such as health and social care and children and young people. It has been collated by Swansea’s Local Service Board (LSB), in particular the LSB Research Group, and will be updated annually.

The assessment includes an overall profile of Swansea, from which ten key trends have been drawn out, and six sections, each covering one of the population outcomes that have been identified by Swansea Local Service Board. These outcomes, which represent the ideal conditions for the population of Swansea, are:

A. Children have a good start in life B. People learn successfully C. Young people and adults have good jobs D. People have a decent standard of living E. People are healthy, safe and independent F. People have good places to live and work

Further information can be found at http://www.swansea.gov.uk/strategicneedsassessment

AApppendixpendix B –B Additional– Additional Population Demographic Statistics Statistics

 Between 2004 and 2014, Swansea's population increased by 13,100 - an average annual growth of around 1,300 people (0.6%).  78% of the population were born in Wales, with 11.4% of people aged three and over able to speak Welsh (2011 Census, ONS).  The latest official estimates suggest a non-white ethnic population of around 14,300 - 6.0% of Swansea's total population (2011 Census).  34.9% of Swansea's residents (aged 16-64) are qualified to NVQ level 4 (Degree level) and above (December 2014, ONS), above the Wales figure (33.2%).Estimates suggest 4.47 million people visited Swansea Bay in 2014 spending £390 million (Scarborough Tourism Economic Activity Model).  With an additional 21,900 households over 25 years, Swansea records the second highest projected level of growth (numeric) in Wales, behind Cardiff (+59,000). In percentage terms, only Cardiff and Wrexham (+27.3%) project higher growth.  GVA (Gross Value Added) per head in Swansea stands at £18,326 (2014, ONS); 4.3% above the Wales level but 25.6% below the UK average.  74.9% of Swansea's working age (16-64) residents are economically active, with 107,900 in employment (68.2% of working age) (June 2015, ONS).  107,700 people work in Swansea, mostly (88.7%) in the service sectors, with 29.7% (32,000) employed in the public sector (2014, ONS). An estimated 29,300 people commute into Swansea each day (2013, ONS/WG).  Average (median) earnings for full-time workers in Swansea stand at £485.10 per week - £0.70 above the Wales equivalent (2015, ONS).  8,600 people (7.4% of the economically active population aged 16 and over) are unemployed (June 2015, ONS modelled estimates).  In October 2015, the average house sale price in Swansea was £109,620 - average for Wales £121,854 (Land Registry).