Agenda item

To consider a report of the Executive Director Core Services and the Executive Director Place (Item 4a attached) in respect of the Visitor Economy Strategy for Barnsley 2017-2020 (Item 4b attached)

The following witnesses were welcomed to the meeting:-

·         Councillor Roy Miller, Cabinet Spokesperson Place Directorate

·         Phillip Spurr, Service Director, Culture, Housing and Regulation

·         Sue Thiedeman, Head of Culture and Visitor Economy

·         Lynn Dunning, Group Leader - Arts and Heritage

·         Devinia Skirrow, Communications and Marketing Business Partner

·         Matthew Mitchell, Arts and Events Manager

·         Paul Clifford, Head of Economic Development

Councillor Miller introduced the item, referring to work undertaken as part of the Visitor Economy in Barnsley. This included attractions across the borough, and Barnsley was leading in its ownership and transformation of museums.

The transformation that had taken place over the past 10 years was praised, but it was noted that work is still required in order to ensure the borough was attractive to people coming to Barnsley.  The need to promote Barnsley and be proud of the borough was stressed, as was the need to generate more income to fund attractions in future.

As each day visitor spent an average of £21 per visit, the economic benefits of the improvement of the visitor economy were also noted.

Questions were asked in relation to the Strategy and the following matters were highlighted:-

·         Growth in the Visitor Economy may put pressure on infrastructure, for example access/egress to Cannon Hall.  It was noted that car parks at Cannon Hall are not yet at capacity, but people use Cawthorne Village to avoid charges. This is an issue which has been considered by highways, yet potential solutions could impact on village businesses.  For larger events appropriate traffic management solutions were put in place.  Members noted that plans were in place to improve car parking at Elsecar.

·         Questions were raised around how Members could be involved in the development and management of sites, and witnesses welcomed the input of Members. Updates were given relating to the ambitions for both Worsbrough Mill and Barnsley Main sites, however it was noted that both would require significant investment to make these a reality.

·         Branding was discussed in some depth, and this included Pennine Yorkshire, Welcome to Yorkshire and the Peak District.  It was acknowledged that branding was a challenge, but was one way in which people’s perceptions of Barnsley could be challenged.  The Tour de Yorkshire was highlighted as an example of how perceptions could be challenged via the media, and through the first-hand experience of visitors.  Members noted that a marketing post had been created 3 years ago, and this was essential for raising awareness of the offer within and outside Barnsley.

·         The offer from Welcome To Yorkshire was discussed, which included training, and inclusion on their website and an option to purchase publicity.  It was stressed that officers worked hard to maximise the benefits of membership and gain the best value for money possible.  Members heard how significant numbers of those accessing webpages related to Barnsley’s attractions were directed from Welcome to Yorkshire.

·         Questions around the safety of visitors at attractions or events were posed. Members heard how robust procedures were in place, which included input from blue light services, in order to ensure safety.  Challenges within the Town Centre were noted, and Members were assured that a number of measures were in place in order to address Anti-Social Behaviour, in order to help visitors receive a positive experience.

·         The need to ensure gateways to the town were attractive in order to give the best visitor experience was noted.  Those present heard how new teams had been engaged which would concentrate on cleaning and enhancing gateways.

·         The meeting discussed the expected increases in jobs as the visitor economy expanded, noting that numbers employed directly by BMBC were relatively low, but expansion in associated hospitality and creative industries were acknowledged.  It was noted that the Visitor Economy Strategy aligned with the Jobs and Business Plan, and officers had positive relationships with Barnsley College to ensure appropriate training was offered to support employment in any expanding areas.  It was noted that a number of relief contracts were in place to support events, and peaks and troughs at attractions as was normal in the sector, but these did offer regular work.

·         Members noted that, where possible, external funds were maximised and a number of delivery staff were employed using this finance, as well as through income from attractions.

·         With regards to consulting and responding to equality groups, it was noted that many had been engaged to date in drafting the strategy, and that an ongoing equalities action plan would be maintained. In addition a number of equality groups had engaged directly with attractions in order to ensure the visitor experience was positive for all. 

·         The ability for staff employed at attractions and organisations involved in hospitality to speak languages other than English was unknown and it was suggested that this may be an item for the Visitor Economy Forum to consider.

·         Performance indicators within the document were discussed, and the use of footfall counters mentioned.  It was noted that it was difficult to use these at in parks due to the complexity of access points, and also due to the availability of resources.

·         The commitment of staff, and their ability to deliver within the current financial climate and pressures on resources was praised by both senior officers and Members.

RESOLVED:-

(i)            That the report be noted;

(ii)          That the witnesses be thanked for their attendance and contribution.