Agenda item

Recommendation

That: The report be noted.

The Head of Communications, Customer & Culture introduced himself and his colleague, Tom Harrop, Watersmeet Theatre Manager.

The Watersmeet Theatre Manager delivered a presentation.

The Chair requested further information on how to navigate to the business plan on the Watersmeet Theatre website. The officer explained that one of the main changes that he wanted to implement was to make the website more accessible and user friendly. The officer then explained that the business plan can be found under the About Us menu option. The Chair requested that the link to the business plan is included in the minutes.

About Us | Watersmeet

Link to the Business Plan:

https://irp.cdn-website.com/1eebd979/files/uploaded/WATERSMEET_BUSINESS_PLAN_FINAL.pdf

Members inquired about financial information and whether the presentation should have included a brief income and expenditure summary, broken down by key categories, to help the committee understand the theatre’s financial position. The Head of Communications, Customer & Culture explained that budget information is available through the budget monitoring process and in greater detail within the business plan. Officers acknowledged that the business plan could be made more visible on the website. It was agreed that a summary breakdown of income streams, such as ticket sales and secondary sales will be shared with the committee. Action – Head of Communications, Customer & Culture.

The Watersmeet Theatre Manager emphasised the importance of using trackable information to guide both marketing and venue management. Data reporting is being strengthened, including for the pantomime, and this approach will be developed further. The officer also confirmed that a financial summary would be included in the next annual review presentation when it comes before the committee next year. Action – Watersmeet Theatre Manager.

Members questioned the projected £15,000 cost to the Council and asked whether the theatre should aim to break even, and ideally make a profit, particularly, after 50 years of operation. The officer explained that UK theatre programming is planned 12 to 18 months in advance. The 2027 programme had been inherited and was already fixed, while bookings now being made are primarily for 2028. Future plans will prioritise a stronger programme, with fewer single-night productions and more two-night runs, followed by venue hire opportunities. The officer also highlighted the three options for proposed income initiatives:

Sponsor a Seat: a sponsoring scheme that could generate around £30,000 in its first year, based on experience at comparable UK venues, although this level of income will not recure annually.

Restoration Levy: a clearly identified levy would be added separately to ticket prices and ring fenced for venue improvements. This would help strengthen the venue’s financial resilience and reduce the cost to the Council.

Order at Seat: an at-seat ordering service would expand the bar offer and provide a premium customer experience, creating an additional source of revenue.

Members noted that establishing the theatre as a trust could provide business rates relief, and they requested more detailed budget monitoring, including a breakdown of income from memberships, pantomime, films and other events.

Officers explained that each governance model, including a trust, had advantages and disadvantages. Any change to the theatre’s operating model would be a matter for the Policy & Resources Committee. Officers are also reviewing the venue’s commercial potential. The 2027-30 business plan would enable the committee to shape and approve the proposed approach and risks. The Watersmeet theatre report is to be added to the work programme. Action – Committee Officer.

Members encouraged officers to pursue commercial advertising and partnerships with local businesses. Officers agreed this will be explored and proposed securing a main local sponsor for the pantomime next year as a first step.

Members noted that over 13,000 tickets sold across 43 shows with 15,000 tickets sold alone for the pantomime, highlighting the pantomime’s strong performance. Officers explained that the pantomime had a four-week uninterrupted run. Furthermore, producing, co-promoting and hosting a temporary show could also generate more income than a venue hire, particularly on Friday and Saturday evenings.

Members requested utilisation data by activity, including ticket sales for film screenings and theatre productions. Officers agreed to provide a more detailed breakdown in the next annual review. Action – Watersmeet Theatre Manager.

Members asked that the theatre’s future ownership and governance structure be reviewed. They noted that that the postponement of local government reorganisation provided additional time to consider options, but expressed concern that a larger authority might not prioritise the venue if it also operated a larger venue elsewhere. Members emphasised that establishing a trust could help protect the theatre. The Chair cautioned that the process is not straightforward but confirmed his commitment to securing the venue’s future.

The committee noted the report.

RESOLVED:

That the report be noted.