Executive Board REPORT NO

AGENDA ITEM NO. 12 REPORT TO: Executive Board REPORT NO: HAED/48/13 DATE: 10 September 2013 LEAD MEMBER: Councillor Neil Rogers (Economic Development and Regeneration) CONTACT OFFICER: Peter Scott: (Tel: 292405) SUBJECT: Strategic Management Arrangements for Events WARD: N/A 1. PURPOSE OF THE REPORT To inform Members about the strategic management arrangements for events; to seek support for the Events Strategy 2013-2017 and programme for 2013-14; and to seek approval to the transfer of the community events budget into the Assets and Economic Development Department's cash limited budget. 2. EXECUTIVE SUMMARY 2.1 In order to establish a more strategic approach to event management and to ensure a co-ordinated and structured events programme, the Head of Assets and Economic Development is now responsible for all events. 2.2 The budget for major events is currently held in the community events budget and totals £40,000. In the past all requests for use of this budget have required Executive Board approval. In order to streamline the delivery of events and their associated budgets it is proposed to transfer the community events budget to the Assets and Economic Development Department’s cash limited budget with immediate effect. This will result in a single annual report being submitted to Executive Board highlighting the events strategy and expenditure. 2.3 This report highlights three categories of events – corporate, place and departmental. Corporate events aim to raise the profile of the Council itself, whereas place marketing events promote the County Borough as a location. Departmental events are generally smaller scale events organised and executed within departments. The draft Events Strategy for 2013-17 is attached as appendix 1. 1 3. RECOMMENDATIONS 3.1 That Members: (i) support the Events Strategy for 2013-17 and Programme for 2013-14 as outlined in Appendix 1 and; (ii) approve the transfer of the community events budget into the Assets and Economic Development department's cash limited budget with immediate effect . REASONS FOR RECOMMENDATION A single Head of Department responsible for events will result in a more co-ordinated and structured approach which will ensure events are well managed. Transferring the community events budget to the Assets and Economic Development Department will ensure that the budget can be allocated annually to an agreed events programme without the need to for Executive Board approval each time. 4. BACKGROUND INFORMATION 4.1 The Council has been staging successful events for many years. Corporate events are the responsibility of the Communications and Social Media Manager based in the Customer and Corporate Services Department. Place Marketing events are the responsibility of the Marketing and Promotions Manager based in the Assets and Economic Development Department. Designated officers are responsible for the delivery of events in departments. High profile corporate events have included the 2005 and 2006 BBC Children in Need concerts and more recently the National Eisteddfod of Wales and the two Olympic themed events in 2012. Major Place Marketing events have included Wrexham Year of Culture, Etape Cymru and the celebrations to mark World Heritage Status for the Pontcysyllte Aqueduct. The forthcoming events around the Rugby League World Cup are organised by the Community & Well-being Department. 4.2 As explained in appendix 1, the Council can play a crucial role in the delivery and development of events within the County Borough. The Council undertakes four clear roles when supporting the development and implementation of events. These are: Catalyst - championing, co-ordinating, advocating, planning and providing events focus for the County Borough. Working with partners and developing co-operative arrangements for events. Organiser - providing the organisation of events that add value to the tourism experience and the local economy. Sponsor – investing in events organised by others. The investment can be either in kind or financial support. Regulator - a regulatory and advisory role through the Safety Advisory Group (SAG) and via licensing arrangements. 4.3 Section two of the attached Events Strategy identifies four key objectives that underpin the events activity. These can be summarised as; (a) Objective One – Attract significant events of that bring valuable economic benefits to the County Borough Major events, such as the Rugby World Cup, Wales Rally GB, Tour of Britain etc, play a significant role in attracting visitors and encouraging them to stay longer in the 2 area and spend more. Last year’s Etape Cymru cycle event attracted 1,625 competitors. A total of 59% stayed overnight in the area. Events such as this are a real boost to tourism and this contribution has been recognised in the North Wales Tourism Strategy and Wrexham’s Destination Management Plan. (b) Objective Two - Increase the profile of the area at a regional, national and international level in line with the Communication Strategy’s objectives and the need to enhance visitor numbers to the area Events raise the profile of the area and generate media coverage. Last year’s The Etape Cymru cycle event resulted in 69 items of national media coverage in the period between July and September 2012. An equivalent amount of bought advertising would have cost around £150,000. (c) Objective Three - Create an environment which nurtures and supports events The aim is to assist event organisers by providing a supportive environment which facilitates the effective creation, production and development of events. (d) Objective Four - Support either with sponsorship or relevant advice/guidance at key existing events that enhance the quality of life and contribute to making Wrexham County Borough an even better place to live, work and visit In addition to economic benefits, events can foster a sense of community and civic pride amongst the people who organise and participate in them. Council expertise can be deployed to assist and advise communities and organisations on how best to develop events. 4.4 All Council events link into one or more of the following strategic documents; the Council Plan 2012-16, Destination Management Plan 2012-17, the Economic Prosperity Strategy 2011-16 and the North Wales Events partnership, 2013-14. The Events plan provides a schedule of all major events within the County Borough for 2013-14 along with details of their expected outcomes and outputs. 4.5 An Events Management Group has been established and is chaired by the Head of Assets and Economic Development. The team meets on a monthly basis and comprises representatives from both the corporate and place marketing events team. In addition, Safety Advisory Group representatives participate when major events are being considered. This group was established to ensure consistency in event and avoid event clashes and share resources within the organisation thus ensuring that events are delivered effectively and efficiently. 4.6 The budget for major events is currently held in the community events budget and totals £40,000. In the past all requests for use of this budget have required separate Executive Board approval. In order to streamline the delivery of events and their associated budgets it is proposed to transfer the community events budget to the Assets and Economic Development Department’s cash limited budget with immediate effect. This will result in a single annual report to Executive Board seeking approval of the events programme and expenditure for the following year. 4.7 The Events Toolkit has recently been updated and now includes an Events Management process flow chart (see appendix 1 pages 23-25). This highlights in detail the processes required to deliver successful targeted events within the County Borough and all officers organising events must adhere to the guidelines in the documents. The process also identifies whether the event fits into the criteria for a corporate, departmental or place marketing event. 3 4.8 To reduce health and safety risks, appropriately trained stewards are required to maintain public safety. The Events Management Group will prepare and maintain a register of trained stewards and compile a schedule of equipment required, purchase such equipment and keep it maintained. These stewards will be used to ensure events across the Council are delivered professionally, fully adhering to health and safety guidelines and other legal and policy requirements. 4.9 Policy Framework – Event management links to the ‘Economy’ Priority of The Council Plan 2013/17 and Economic Prosperity Strategy 2011-16. In addition activities link to the regional activity of the North Wales Events partnership, and the Welsh Government’s Major Events Strategy for Wales 2010-2020. 4.10 Budget – the report recommends that the community events budget of £40,000 is transferred to the Assets and Economic Department’s cash limited budget in 2013/14 financial year. 4.11 Legal – There are no immediate legal issues that arise in respect of this Report. As necessary, Legal Services can advise in relation to contractual arrangements between Event Organisers and Wrexham County Borough Council. If the Head of Assets and Economic Development is to be responsible for the strategic management of events, such delegated authority will need to be added to his scheme of delegations in the WCBC Constitution in due course. 4.12 Staffing – Staff will be required to train work as part of a pool of Stewards to ensure the Council manages successful events. 4.13 Equality/Human Rights – the proposals attached in this report pose no Equalities implications. All major events are subject to an Impact Equality Assessment which is undertaken at the outline planning stage. 4.14 Risks –Events aim to boost the areas reputation. However, failure can create adverse publicity. In terms of public safety, each event is risk assessed individually. 5. CONSULTATION 5.1 Consultation has been undertaken in terms of the development of the Events Programme with neighbouring authorities to avoid conflict of programmes.

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