Agenda item

Kevin Tighe, Chief Executive for Vivacity accompanied by Shelagh Smith, Chair of Vivacity and Pam Whitbread, Head of Finance introduced the report and gave a short presentation on the progress that had been made during the first 18 months of operation.  Members were updated on the progress of priorities from the original business plan. Those priorities had been to:

• Deliver a single “Passport to Culture”, one card, many opportunities in      

sport, libraries, heritage and the arts.  This was reported as on target and to be delivered before Christmas 2011.

• Seek to reopen and revitalise Flag Fen as a quality visitor attraction.  This was reported as on target.
• Refresh the Regional Pool with a new gym and changing facilities.  This was reported as completed on time and on budget and was opened to the public on 22 December 2010.
• Double the number of opportunities for volunteers.  Progress had been reported as good and 80% of the target had been reached.
• Generate sponsorship of £100,000.  There had been problems generating the targeted sponsorship due to difficult economic times.
• Start work on a £3,000,000 redevelopment of the Museum. This was reported as on time and due to be concluded December 2011 / January 2012.
• Secure improved sports and library facilities at the Bushfield Academy and 

OrtonLongueville School.  Reported as on hold due to a change in Government priorities.

• Deliver two micro-libraries.  The first micro library had opened at Perkins Engines and the second was to be opened at the pharmacy in Newborough in a week’s time.
• Expand the Festival to include a greater variety of arts events.  An extra investment of £50,000 from the Arts Council had been confirmed for this year’s festival.
• Deliver more holiday activities for young people.  A range of extra holiday activities had been delivered.

Kevin Tighe went through the business plan and highlighted the objectives for the next five years:

• Increase the number and range of people who enjoy Vivacity’s services
• Deliver services of greater quality
• Improve the value for money for all customers and for Peterborough City Council as the primary funder
• Bring new financial resources and skills to the city through providing new and improved services supported by regional, national, European and international bodies
• Support and encourage other organisations and charities working in Peterborough who contribute to the sport, arts and heritage life of the city
• Transform the style of working

Members were advised that a single “passport to Culture” card would capture information on the type of customers using Vivacity’s services. There would be an investment of £150,000 on software to capture this information. The management information would enable Vivacity to provide proper marketing and business analysis which would be delivered before Christmas 2011.

Members were advised that customer care was very important and a customer care training programme was being designed for Vivacity staff.

The Head of Finance went through the financial aspects of the business plan.  The forecast in January had predicted a year end deficit of £102K.  However due to an increase in 317 new sports memberships and a good attendance at the Panto the prediction had changed to a forecast of break even for the year end.

Observations and questions were raised around the following areas:

·         What impact would the opening of the Broadway have on the Key Theatre?  The Broadway was a competitor but did not see it as a threat and it could be a complimentary venue to the Key.  The Key was a more bijoux venue and through the better marketing the aim was to attract more people to the venue.

·         Is it possible for the Council to run the restaurant at the Key Theatre?  Vivacity licenced the restaurant out and had cash return on the income from the restaurant.  It would be retendered in 2011 and would look to get better value and quality from the space.

·         How are you monitoring the profile of users and volunteers to ensure different sectors of the community are being covered?

·         Can people order books from the micro libraries.  Yes.

·         The business plan had mentioned providing transport to Flag Fen by boat during the summer months.  What would happen for the 8 months of the year when the boat service was not provided?  Are you going to have a travel plan in place and work closely with the bus company so that people can get a bus from Queensgate to Flag Fen?  Members were advised that there was no travel plan in the business plan and this would need to be explored.

·         What is the relationship between the Cathedral and Vivacity?  Members were advised that there was a close working relationship.  The Dean of the Cathedral sat on the Board of Vivacity and the events officer at the Cathedral had been keen to work closely with Vivacity.  The Heritage festival was an example of their close working relationship.

·         How do you see the relationship with Enterprise and Vivacity working?  Vivacity and Enterprise would work closely together in a partnership relationship.  The business plan mentioned re-commission of Woodlands and Enterprise would be the ideal partner for this project as there was a large area of green space.

ACTION AGREED

That the Chief Executive of Vivacity report back to Scrutiny in March 2012 to provide an update on the progress of the Trust including financial implications.