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Hull Culture and Leisure Annual Report 2018

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Hull Culture and Leisure Annual Report 2018 The History Centre Hull New Theatre City Hall Sports Development City Parks Ferens Art Hull Culture and Leisure Gallery Annual Report 2018 Continuing Delivery & Achievement Leisure Centres Catering Libraries Museums www.hcandl.co.uk CHAIRMAN’S INTRODUCTION 1. Having taken over as Chairman in May this year, I would like to start by thanking my predecessor Terry Geraghty for his significant contributions, not only to the development and operation of HCL, but also for his tireless approach to championing public services. I would also like to thank Dave Craker, John Hewitt and Terry Keal for their past contributions and support for the work of HCL. 2. HCL is now coming up to being four years old, which isn’t that much in the context of local government and increasing financial constraint. Having been formed to help the Council, because of this specific challenge, as things stand prior to the company being set up the Council tax payer contributed 54% towards all the costs of the services HCL now run, whereas this year that contribution will have reduced to 44%. 3. This hasn’t just happened. The HCL Board has overseen significant changes across the organisation and although we have come a long way since inception, the following pages can only ever give a broad taste of the kind of things HCL has delivered in the name of its parent body, Hull City Council. 4. This year started with the formal ending of the City of Culture activities to which HCL contributed some 40% of all that happened and this on the top of its day job and with other new workloads. This significant achievement is worthy of being highlighted, even if it is not actually understood as such by some. The year then ended with us agreeing to a way of working in partnership with the newly formed legacy company, via a jointly agreed memorandum of understanding. I now certainly look forward to seeing what may be mutually achieved from here on in and HCL will seek to play its full part in ensuring that a suitable legacy from 2017 is developed and built upon. 5. It is also worth noting that whilst maintaining service delivery and performance levels, the HCL Board has also reviewed the following key matters to achieve improvements as necessary: • Continued with the upgrade of IT systems. • Created a joint way of working to prioritise and secure repairs. • Determined a savings programme for 2018 and beyond. • Introduced a new safeguarding policy and audited delivery. • Reviewed all financial issues, income trends, budgets and targets set. • Reviewed and monitored the management of sickness absence and set increased targets. 2 • Reviewed on an on-going basis all performance issues and set targets. 6. The HCL Board recognises that, against the background of national austerity and ongoing reductions in public sector funding, any budgetary pressures within Hull City Council will likely have an impact on its future operations. It has not proven possible to foresee the financial future of the Council and therefore its ability to maintain an agreed level of subsidy to HCL and so HCL’s operating context is subject to the challenges and risks identified that, in all probability, will continue to change over time and in context. 7. Given this, achieving the required targeted income levels is considered to be our key financial risk going forward and addressing the pressure on income realisation remains the primary focus for HCL. The HCL Board has also determined a number of savings and various income generating activities which has allowed for the achieving of a balanced budgeted position in the financial year. 8. The main uncontrollable risks for the Company remain as: • The Council not investing in buildings that, over time, may need to be closed for public safety and operational reasons affecting the Company’s ability to secure, on behalf of the client Hull City Council, its required financial and service objectives • Income levels falling in subsequent years. • Unavoidable budget pressures passed on from the Council that may affect the Company’s ability to deliver the current level of service provision as required. 9. In closing, we do not underestimate the on-going challenges that we shall face as a public sector body and I agree with my predecessor, and repeat, that if our greatest only sin is nothing more than keeping key services going then I for one make no apologies for doing so. Marjorie Brabazon, Chairman, Hull Culture & Leisure Ltd HCL Board Members: Councillors Peter Allen, Hester Bridges, Nadine Fudge, John Fareham, David McCobb, Rosie Pantelakis, Denise Thompson and Adam Williams. 3 BUSINESS SERVICES 10. The Business Services directorate comprises of three distinct areas i.e. Catering and Hospitality, Human Resources and Service Support. 11. Catering and Hospitality is responsible for the delivery of commercial catering split into cafés, bars and functions. The service is currently responsible for provision at the Ferens art Gallery, Central Library, City Hall, Ennerdale Leisure Centre, Guildhall, History Centre, Hull New Theatre, the Ron Dearing UTC and the Woodford Leisure Centre. There is also the option to provide external functions and events catering e.g. Maritime Museum, Dock Office Chambers, Costello Stadium etc. 12. At its meeting in October 2018 the ECC, in order to make the additional savings required by the Council, agreed the following changes to catering and hospitality: • Cease delivery of the coffee cart provision in the BBC building. • Close the café at the Ice Arena on a Monday, Tuesday and Wednesday. • Redevelop the food offer at the Hull New Theatre to maximise the offer and improve the customer experience. • Withdraw from the service provision at the Venue Café in the Guildhall. 13. HCL has successfully delivered on these changes. Trade Union consultation on the above has been undertaken and a revised staffing structure for the café arm has been agreed to and delivered. This affected five staff with mitigations having been put in place via the offer of alternative roles that at the time of writing are expected to reduce significantly if not remove completely the need for any contracts to be terminated. 14. Both major procurement contracts, for food and drinks, are now due for re- tendering and work has commenced to deliver on the service’s on-going focus to secure the best possible financial outcomes. 15. The service is also responsible for the delivery of HR support and advice to management and all employees across the Company. HCL continues to develop and improve its approaches to employee wellbeing and in fact has agreed to a new Well-Being Policy. In addition, HCL has supported the development, finalisation and launch of a Company’s Union Learning Agreement. 4 16. To ensure compliance with the General Data Protection Regulations (GDPR) a data cleanse of all employee personal files (both current and leavers), the development of electronic personal files (EPFs) and secure data disposal, has been commenced and is underway. 17. With regards to gender pay gap assessment, HCL as a wholly owned company of Hull City Council falls into the category of public sector and the Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017 therefore apply. Based on headcount the position for HCL shows that the % of males employed is 38.8% and females 61.2%, with the 2018 Mean Pay Gap being 1.67% (in favour of males) down from 9.63% in 2017. 18. HCL’s Customer Feedback Scheme, as monitored on a quarterly basis by the Board, provides for compliments, comments or concerns regarding the delivery of services by the Company to be raised in writing, face to face or over the telephone. All concerns are logged and acknowledged within 3 working days of receipt and are to be responded to within 10 working days. An analysis of the feedback received under the terms of the scheme at the mid-point of the current year is detailed below. More 2nd Quarter Compliments Comments Concerns Detailed Figures Response Required Catering 2 2 6 0 Libraries 8 7 7 0 Museums 5 3 4 1 Parks 5 2 18 0 Leisure 10 14 102 15 Theatre and Halls 4 10 140 21 Totals 34 38 277 37 19. In addition to this work, the team has also successfully finalised and launched a Petition Scheme for the Company and is also responsible for the provision of a 5 full range of administrative support to all areas of the Company and is split into three teams (Cultural Support, Leisure and Parks Support and Business Support). CULTURAL SERVICES 20. The Cultural Services directorate comprises the delivery of Theatres and Halls, Museums, the Ferens Art Gallery, Heritage Learning and the Hull History Centre. All of the assets including collections and buildings are owned by the Council except in the case of the Ferens where the building and collections are the property of the Ferens Charitable Trust, with the Council as sole trustee. 21. Significantly the Ferens Art Gallery was shortlisted for the Art Fund Museum of the Year Award 2018 and was also “Highly Commended” in the 2018 Museums and Heritage Awards in the category Project on a Limited Budget. 22. All the museums have achieved the Arts Council’s Accredited Status and several of the collections (local archaeology, Wilberforce and local maritime collections) are recognised as ‘Designated Collections’ which is an accolade given only to those of national and international significance. Overall the museum collections number far in excess of one million items, with a very significant monetary value (insured at £130m) as well as an inherent aesthetic value. 23. HCL undertook a staggering additional amount of work in 2017 and it is worth pointing out that: • Over 900 different activities were completed with at least 229 being over and above what might be considered the business as usual and that for every element of HCL’s programme there was an extensive raft of work involved in design, planning, bidding for funds, scheduling events, undertaking social media, and creating publicity to name but a few related aspects.
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