Report to the Cabinet Member for Environment, Planning and Cultural Services
Report submitted by: Executive Director for Adult Services, Health and
Wellbeing
Date: 14 October 2013
Part I
Electoral Division affected:
Rossendale West
A Proposal for a Permanent Season Extension at Helmshore Mills Textile
Museum, Rossendale
Contact for further information:
Bruce Jackson, 07757 030530, Adult Services, Health and Wellbeing Directorate
[email protected]
Executive Summary
A proposal to permanently extend the open season at Helmshore Mills Textile
Museum, Rossendale from 31 weeks a year (April to October) to 43 weeks a year
(February half-term to the first Sunday in December).
This is deemed to be a Key Decision and Standing Order 25 has been complied
with.
Recommendation
The Cabinet Member for Environment, Planning and Cultural Services is
recommended to approve the proposed season extension at Helmshore Mills Textile
Museum, Rossendale, from 31 weeks a year to 43 weeks a year with effect from the
current season.
Background and Advice:
When the Helmshore Mills Textiles Museum reopened in 2008 following major
refurbishment, it opened as before, from 1 April to 31 October each year. Between
November and March the Museum was only available for booked school visits and
groups.
Responding to a demand from the public for opening before April and after October,
approval was given for the Museum to carry out season extension trials. The trials
were successful over the past 2.5 years, demonstrating visitor demand and costeffectiveness.
Trials
In autumn 2010, the Museum trialled a proposed earlier season start, opening at
February half-term 2011. Outcome:
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1,736 additional visitors
income of over £7,800 generated
projected staff cost of £7,500 was covered through income generation and
extension-related budget savings
In autumn 2011, the Museum again trialled the earlier season start plus a later
season finish. Outcome:
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3,699 additional visitors
income of £15,000 generated
projected staff cost of £16,100 was covered through income generation and
extension-related budget savings
In autumn 2012 it was agreed that the Museum could repeat the trial from the
previous year. Outcome:
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3,583 additional visitors
income of £13,500 was generated
projected staff cost of £16,500 was covered through income generation and
extension-related budget savings
Proposal
Proposed additional open periods each year:
1. From the Monday of February half-term to 31 March. All week during half- term,
then four days a week up to the usual season start date of 1 April.
6-7 weeks, i.e. 27-30 days/120-133 hours.
2. Four days a week, Thursday to Sunday, all of November until the first Sunday in
December.
4.5 weeks, i.e. 19-20 days/85-90 hours.
Total 46-50 additional days, 205-223 additional hours a year
Cost
Staffing for the season extension would be £16,500 a year.
This cost would be completely covered by ticket sales (at current charges), cafe and
shop profits, and staff cost savings through staff retention and other associated
savings as outlined in section 5.
Non- staff additional costs:
There would be an additional water charge of approximately £200 per year (as a
result of the increased visitor numbers).
There would be little or no effect on energy costs, as even without the proposed
season extension, the building would be occupied by the core staff who operate
school tours, re-arrange and clean exhibits, etc so that the heating and lighting is on
as normal.
Income/Savings
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Additional admission sales, projected at £6,475, assuming that attendance is
3,700 in the extension (as evidenced in Autumn 2011 and 2012), and that
50% of these are paying visitors (1,750 at an average of the full and
concessionary price £3.50)
Additional cafe and shop profits, based on 50% profit from the additional
3,700 visitors spending on average £3 per head as indicated by the trial
periods, this is £5,550 profit.
A saving of £600 would be achieved as this is the cost incurred each year for
hours spent 'putting the site to bed' at the end of the season, and opening it
up again a month later for the Christmas fair.
With an extended season the site would be better able to retain front of house
staff. Based on the traditional April-October opening/November-March
closure, at least three Museum Assistants leave each year because they face
five months a year with no guaranteed income. The average cost of training
up a new member of staff is £1,100. This means that on average £3,300 is
spent each year on replacing staff that could be retained through extending
the season.
The trial season extensions aided bringing in sustainable repeat customers for
the cafe throughout the rest of the season adding an average £6,000 in
takings (April-October), equating to £3,000 profit.
Total income/savings: £18,925.
Estimated contribution from proposal (Income/Savings £18,925 minus Cost
£16,700): £2,225.
Consultations:
Staff have been involved in discussions about the proposal during the pilot period
and are in agreement with the proposal.
Implications:
This item has the following implications, as indicated:
Financial
The effect of this proposal on all income and expenditure categories has been
considered and costed where applicable in the figures above. Estimates have been
made as to the level of additional income from admission charges from additional
visitors and cafe and shop profits. The estimates have been calculated on a prudent
basis as the evidence in autumn 2011 and autumn 2012 proves these additional
visitor numbers are achievable. There is scope for improvement to the figures as if
this report is approved in time, the revised opening hours will be published in the
official County Council communications (museums advertising leaflets). There is also
new joint work being undertaken with Pennine museums, such that there will be a 6
month campaign specifically promoting Pennine museums and this work is being
done in conjunction with "Marketing Lancashire", formerly the tourist board.
A cautious estimate of the additional income, profit and savings in the extended
season is £18,925. The additional costs have been calculated as outlined above at
£16,700. As well as fully recovering costs, the proposal would contribute an
additional 13.3% over the calculated costs.
Personnel Implications
If approved, the open season of the museum would be extended by 12 weeks,
therefore staff would be working a longer open season than they currently work. The
current staff team is in agreement with the proposal and this has been discussed
with them in detail over the last 2 years during the trial periods.
The Museum would be open for twelve additional weeks a year during periods when
it has traditionally been closed to general visitors. This increases service availability
and access.
As demonstrated by the trials, the staff cost would be recovered through income and
savings.
An estimated additional 3,500 - 4,000 visitors a year would enjoy the Museum.
The additional service would build on the Museum's existing relationship with its
customers and the community.
Risk management:
The proposal is of low financial risk as the cost would be covered by income and
savings.
Access
A longer open season would increase use of the Museum.
Opening February half-term would provide a service to families during the school
holiday.
The extension would not interfere with the routine out of season activities such as
maintenance and school groups.
If the proposal is not approved the customer offer will be reduced compared to the
past 2.5 years and income generation opportunities will be reduced and restricted.
List of Background Papers
Paper
Date
N/A
Reason for inclusion in Part II, if appropriate
N/A
Contact/Directorate/Tel