A report of the Leisure and Environmental Services Section Head enclosing the annual report from HQ Theatres.

The panel received a report from the Head of Community and Environmental Services, requesting that members review the End of Year 7 report of the Watford Colosseum contract.  The Leisure and Community Contract Monitoring Officer introduced the report.  She then invited Mr Hargreaves and Ms Ditch to deliver their presentation.

Mr Hargreaves began by explaining that the HQ Theatres company was the second largest venue operator in the UK.  It managed ten contracts; mainly in the south east of England, with an eclectic group of venues.  The most recent acquisition was the Churchill Theatre in Bromley – which was now profit making.  He outlined the organisation’s management structure and how the leadership team provided strategic support to venues.  Each venue was led by a director and all venues were relevant for their local area.  The local management team was responsible for the manner in which the venue operated.

Mr Hargreaves went on to discuss how health and safety issues were managed across the company; including the development of an innovative portal available to all venues.  He explained how health and safety training was managed centrally in the organisation.  He discussed ticketing issues and how each venue had its own website for these purposes. 

He emphasised the importance of customer service and how staff were trained in these matters under a ‘Four Pillar’ programme.  He concluded by explaining how the company engaged in networking activities.  For example, HQ Theatres was a member of the UK Theatre Group and was involved in a security partnership across the sector.  In the future, the company would be looking to assist at other theatre locations.

Ms Ditch then gave the presentation.  She provided an overview of the annual report – including how the Colosseum had been utilised during the past year.  She went on to discuss social value and community impact initiatives, environmental and sustainability issues, future plans, benchmarking and improvement (and venue comparison), how the annual events programme was determined, pricing considerations, marketing strategy and effectiveness, and how the needs of audiences and the local community were met. 

Members discussed the provision of community shows at the Colosseum and Ms Ditch clarified that these had included events involving local dance schools, Jewish celebration days and Bollywood events.  She confirmed that the number of ethnic minority events had increased.

Members discussed an event held recently at the venue that had led to a demonstration taking place outside of the theatre.  Ms Ditch explained the process for booking the performer and the steps taken to ensure a safe event. Mr Hargreaves explained that the company may have made a misjudgement on this occasion – the Chair added that it was apparent that the theatre did all that was reasonable but with hindsight it may have adopted a different approach.

The panel turned discussions to the number of dark days at the Colosseum and whether these could be made available to community groups.  Mr Hargreaves explained that a sustainable model had to be found and that some loses had been incurred.  There was a need to have an effective programme narrative with the most appropriate events being held.  It was not practicable to put on events with a small audience; but those with larger audiences would be supported. 

Mr Hargreaves went on to clarify that dark days related to the auditorium and not the small rooms at the venue.  Ms Ditch explained that on some dark days essential maintenance was conducted at the venue - Councillor Williams suggested that the performance indicators around this matter should show when this maintenance had occurred.

The Chair raised the issue of the number of health and safety complaints.  Ms Ditch explained that these could relate to such matters as carpeting, bollards not fit for purpose, general housekeeping and Control of Substances Hazardous to Health and other legislative requirements.

Members discussed the provision of meals to patrons and whether these were prepared in partnership with local restaurants.  Ms Ditch explained that meals were provided in-house and that customers had the choice to eat externally if they wished. 

In response to a question about the number of people from Watford who used the Colosseum, Ms Ditch explained that 94% of events were attended by Watford residents and that 85% of employees at the theatre lived in the town.  The larger events tended to attract people from a wider region.  Ms Ditch undertook to provide the panel with information on the number of black and minority ethnic individuals employed at the theatre and of their job roles.

When discussing environmental and sustainability initiatives, members complemented Ms Ditch for the use of LED lighting in the foyer of the theatre.

Members discussed future plans and initiatives and whether the theatre would be engaging in the ‘making Watford dementia friendly’ Mayoral initiative.  Ms Ditch and Mr Hargreaves explained that this could be on the agenda in the new year and that they were keen to create opportunities for people with mental health issues.  In response to a further question from members, Ms Ditch explained how events were arranged to attract a young audience to the venue.

During the panel’s discussions on future plans and initiatives, Mr Hargreaves advised that only recyclable plastic glasses were used inside the venue for customer’s drinks.

Members inquired as to whether greater use could be made of the venue during the day.  Ms Ditch explained that although the premises might appear closed, activity would be ongoing in setting up the venue for the events – the works commencing at 8.00 a.m. each day.  Events had provided the largest growth at the theatre.  Furthermore, a number of day time conferences were held at the venue. 

Members turned discussions to marketing issues.  Ms Ditch explained that 65K people were on the venue’s mailing list and this included people living outside of Watford.  E-mailing was targeted dependent on the type of event.  The theatre advertised in the Metro newspaper to attract people from north London and it advertised in local publications.  Digital mediums were also utilised to attract customers. 

The theatre held demographic information that was of use in terms of marketing; such as publication readership numbers.  Significant use was made of social media - including Instagram, Facebook and Twitter.  The theatre was able to determine how customers had selected an event they wished to attend; whether doing so on-line, by email or through paper advertising.  Ms Ditch undertook to provide the panel with information on the number people who ‘followed’ the theatre on social media.

The panel discussed the needs of audiences and of the local community.  Ms Ditch explained how advertising of mainstream events was carried out in ethnic minority communities and how she would be open to further suggestions that would assist in this regard. 

Members asked what services needed to be improved upon. Mr Hargreaves advised how venues had the best reach in to local communities and how this approach was embedded in the company’s strategy.  The model of local leadership, coupled with support from the centre, worked very well; with venues having their own objectives. First class hospitality was important in the company’s success with high quality food being provided.  In the future, the elderly would become an even more important target audience.  HQ Theatres would strive to be at the leading edge of events and would need to be on the ‘A’ list with promotors and work with a range of producers.  

In response to further questions from members, Mr Hargreaves and Ms Ditch:

·        Clarified that there was no key performance indicator for the use of local suppliers.  Usage thereof was a matter for venues. Examples were given of when local suppliers were used at the Colosseum.

·        Confirmed that the theatre was used for business conference events.  These had grown in number over the last few years; due in part to business moving out of London.  This aspect would be a focus moving forward.

Councillor Williams explaining that the Council had a successful working partnership with Ms Ditch and her team.  Key performance indicators were being met and good progress had been made over the past few years – including shared profits being received.  The Head of Community and Environmental Services echoed Councillor Williams’s comments.

RESOLVED –

that the report and presentation be noted.

that the actions requested be undertaken.