Agenda and minutes
Venue: Council Chamber, Millmead House, Millmead, Guildford, Surrey GU2 4BB. View directions
Contact: Andrea Carr, Committee Officer Tel no: 01483 444058 Email: andrea.carr@guildford.gov.uk
Media
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Apologies for Absence and Notification of Substitute Members Additional documents: Minutes: Apologies for absence were received from Councillor Jo Randall. There were no substitutes. |
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Local Code of Conduct and Declaration of Disclosable Pecuniary Interests In accordance with the local Code of Conduct, a councillor is required to disclose at the meeting any Disclosable Pecuniary Interest (DPI) that they may have in respect of any matter for consideration on this agenda. Any councillor with a DPI must not participate in any discussion or vote regarding that matter and they must withdraw from the meeting immediately before consideration of the matter.
If that DPI has not been registered, the councillor must notify the Monitoring Officer of the details of the DPI within 28 days of the date of the meeting.
Councillors are further invited to disclose any non-pecuniary interest which may be relevant to any matter on this agenda, in the interests of transparency, and to confirm that it will not affect their objectivity in relation to that matter. Additional documents: Minutes: There were no declarations of pecuniary or non-pecuniary interests. |
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To confirm the minutes of the Executive Advisory Board meeting held on 4 July 2019. Additional documents: Minutes: The minutes of the meeting of the Executive Advisory Board held on 4 July 2019 were confirmed as a correct record, and signed by the Chairman. |
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Guildford Museum Development Project - Presentation PDF 8 MB Additional documents: Minutes: The Director of Environment gave a presentation in respect of the Guildford Museum Development Project, which was being progressed with the assistance of an outside consultant and a dedicated working group. The presentation covered the work undertaken to date, the Museum vision, relevant Executive decisions taken on 19 March 2019, work pursued since March 2019, site layout and features, the fundraising strategy, timeline, risks to the project and recommendations to the Executive on 24 September 2019.
With regard to work undertaken to date, in 2016 the Executive considered the Museum survey documentation and analysis report and agreed that the development of the Museum as a vibrant visitor attraction was a corporate priority. Examination of the site and development of architectural options, liaison with Historic England, community engagement, a decision to develop on the existing site and the setting aside of £6.5 million in the capital programme took place in 2017/18. Development of the vision, content, interpretation, activity programme, business plan and indicative cost of £18 million followed in 2018-19.
The vision for the Museum sought to celebrate the story of Guildford and its regional, national and global impact on site, offsite and online; and be a centre for community engagement and outreach into the Borough and County; be a place for learning and creativity; and be a cultural hub for Guildford and the Borough.
Executive decisions reached in March 2019 were agreement to progress the project to Royal Institute of British Architects (RIBA) stage 4, for officers to explore external funding options, including the National Lottery Heritage Fund (NLHF), to appoint a fundraising officer, to transfer £1,200,000 from the provisional budget to the approved budget to fund the required work, and to review the existing contracts for external consultants to either re-negotiate or re-procure them in order to ensure best value for money.
Work since March 2019 consisted of refining the scope of the project, commissioning a fundraising and digital strategies, holding two public consultation events, and discussions with potential hub partners.
The site layout map showed the re-orientated entrance to the castle grounds from Quarry Street.
The fundraising strategy consisted of three phases of fundraising and sought to raise £4 million from NLHF, set a fundraising target of £2.5 - £3m and establish a fundraising charity.
There had been positive feedback from the public consultation which had taken place in the Castle Grounds and Farmers’ Market and featured conversations with 111 people plus 52 browsers, voting on proposed storylines and activities, and commenting on the architectural proposals.
The project timeline completed with opening of the new Museum in April 2014. Risks to the project were the cost, match funding, Historic England requirements and town planning issues.
The numerous recommendations to the Executive in September 2019 included the revised project scope, funding strategy and registered fundraising charity, Museum Accreditation policies, asset disposal for Castle Cottage and 39 castle Street, and approval of a capital supplementary estimate of £11.8 million and underwriting the non-NLHF fundraising target of £7.8 million. The £18 ... view the full minutes text for item C12 |
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G Live Contract Procurement PDF 427 KB Additional documents:
Minutes: The Board received a presentation, accompanied by a briefing note, from the Leisure Services Manager concerning the procurement of an operator for G Live. The presentation outlined the current arrangements, the venue, the procurement process, how to procure a new operator, priorities and procurement timetable.
In terms of current arrangements, the Council had entered into a 10 year contract to operate and manage G Live with HQ Theatres Guildford Limited (HQT) on 12 August 2011 and this contract would expire on 30 September 2021. In the current contract agreement, HQT was required to optimise commercial and hospitality income in G Live in addition to providing different genres of entertainment.
The venue was designed to complement existing theatre facilities in Guildford and the main programme reflected this and was driven by a series of predominantly one night performances of music and comedy. The venue consisted of main concert space capacity of 1,031 people seated, 1,700 standing, and a second space for seating up to 100. There were also hospitality and meeting rooms. In 2017/18, the contract turnover had been £2,795,491 (before subsidy) and staffing costs in respect of the 31.50 full time equivalent employees had been £721,000. There were also 121 casual staff and 126 volunteers.
The procurement process was required to be undertaken well in advance as the touring product which comprised the core of the programme was often booked a year in advance and, if the Council opted for a different operator as a result of the procurement process, they would need to work with the existing operator to ensure a smooth transition to reduce the impact on the customer. In addition, the transfer of the venue operation, which would be a significant and complex process, would require the transfer of the employees under the Transfer of Undertakings (Protection of Employment) (TUPE) Regulations. Advance bookings, existing agreements and equipment would also need to be transferred. The potential purchase of stock and condition surveys of the building and plant etc. were also factors.
Procuring a new operator required a review of the Council’s desired priorities and requirements (e.g. paying the Living Wage) for the venue, preparing the complex and detailed documentation around the desired priorities, going to the market, evaluating the bidders’ submissions against the desired priorities and requirements, and awarding the tender for the operation of the venue.
In relation to priorities, automatic requirements included safe operation of the venue, suitable back of house operating structure (i.e. transparent business plan, management structure, staff training programme etc.) and asset management arrangements (replacement plan and pre-planned maintenance programme). Items to be prioritised included catering provision and hospitality offer, quality and diversity of programme, community access, financial arrangements (subsidy/management arrangements, night time economy contribution and commercial access), customer service and accessibility, environmental impact, facility cleanliness and presentation, and creative learning programme.
The procurement timetable was of a duration of one year and could include negotiations with planned mobilisation of the contract on 1 September 2020.
The following points arose from related discussion ... view the full minutes text for item C13 |
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Joint EAB Budget Task Group PDF 123 KB Additional documents: Minutes: Annually since September 2016, both Executive Advisory Boards (EABs) had established a Joint EAB Budget Task Group (JEABBTG), comprising four councillors appointed by each EAB. The terms of reference of the JEABBTG were approved as follows: To consider and review for submission to the EABs, Executive and Council: (1) the draft General Fund and Housing Revenue Account revenue budgets, and (2) the draft General Fund and Housing Revenue Account capital programmes, including growth bids to inform the evaluation process.
For 2019/20, each EAB was requested, once again, to appoint four councillors who, together, would comprise the JEABBTG. The Board agreed to continue with this arrangement and appoint two Liberal Democrat members and two R4GV members to a new Budget Task Group.
RESOLVED
That Councillors Diana Jones, Ted Mayne, George Potter and Deborah Seabrook be appointed to serve on the EAB Budget Task Group for the 2019/20 municipal year. Reason for Recommendation: To ensure backbench councillor involvement in the budget setting process. |
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Executive Forward Plan PDF 648 KB Additional documents: Minutes: Having considered the Executive Forward Plan dated 27 August 2019, the Board identified Chantry Wood Campsite as an item to be considered at the EAB meeting on 17 October 2019 and the Allocation of Community and Voluntary Grants 2020-21 at the meeting on 13 February 2020. Although there was some interest in looking at the Strategic Development Framework and the Sustainable Design and Construction Supplementary Planning Documents, these fell more closely under the remit of the Place-making and Innovation EAB. |
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To consider and approve the EAB’s draft work programme. Additional documents: Minutes: The Executive Advisory Board’s work programme was noted. |