Agenda item

Report of the Leader of the Council, attached.

The report of the Leader of the Council was submitted, setting out the details of the business undertaken by the Executive (copy of report circulated with agenda and appended to signed minutes).

The Leader and the Cabinet made statements and responded to Questions.

The following questions were then submitted in accordance with Council Procedure Rule 11.1:-

1 Weston Shore Pitch and Putt

Question from Councillor Payne to Councillor Baillie

What is the future of the Weston Shore pitch and putt site?

Answer

The Weston Shore Pitch and Putt facility has historically been opened for public play between May and September each year. The facility has never generated sufficient income to cover the costs of its management and upkeep, and at the Council’s budget setting meeting in February 2011, the decision was taken to close the course unless a local business, charity or community group could be found to take on the future management of the facility on an economic basis, i.e. requiring no subsidy from the City Council.

The search for new management partners for this facility has to date been unsuccessful. However, scrutiny of past income records highlighted that 70% of the course’s use took place at weekends and on Bank Holidays. It has been decided to open the course to the paying public on weekends and bank holidays, and allow free use of the course during weekdays, while potential new options for the management of the course are further explored. The free use will be on a trial basis to ensure there is no misuse of the course.

2. Window Replacement Programme

Question from Councillor Vinson to Councillor Baillie

Would the Cabinet Member confirm that the Window Replacement Programme has been brought forward so that all single-glazed windows will be replaced during the current financial year?

Answer

The intention is to replace all single glazed windows by the end of 2012.

3. Outsourcing Management of the Arts Facilities

Question from Councillor Bogle to Councillor Hannides

What is the business case for outsourcing management of the arts facilities Sea City Museum, Tudor House Museum and the Art Gallery? What other options were considered and what were the cost/benefits of each option?

Answer

During the development of the funding bid to the Heritage Lottery Fund for Sea City, consultants developed a business case that considered the potential merits of different management options. This appraisal indicated that museums could be run more efficiently if run on a Trust model or by a commercial operator.

The Cabinet considered a report on Sea City 2^nd August 2010 and agreed recommendations which included the following:

•  The implementation of a procurement exercise to identify a management partner for Sea City Museum, with the option of including other heritage venues, subject to an economic assessment of the costs and benefits being completed in accordance with the council’s approved project appraisal process and, on the basis that the procurement proceeds.

The consultants’ appraisal indicated apparent financial benefits to the alternative management models, and hence, consideration is being given to other options for Tudor House Museum and the Art Gallery.

The details of the options appraisal exercise, including the cost/benefits of each option are commercially sensitive and as we are still in the process of deciding the next steps, publication of this information may be prejudicial to future decision making by the Cabinet.

The instigation of a procurement exercise does not commit the Council to proceeding with a third party operator. The evaluation model gives 55% of the marks to quality factors, with 45% allocated to financial considerations. The report to Cabinet will include results of the procurement exercise which will be tested against a public sector comparator. A recommendation to proceed will only be made if there are benefits compared to a public sector comparator.