THE CHELTENHAM TRUST Strategic Plan 2016 to 2019 - Find out more about The Cheltenham Trust's commitment to the people of Cheltenham and beyond
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THE CHELTENHAM
TRUST
Strategic Plan
2016 to 2019
Find out more about
The Cheltenham Trust’s
commitment to the people
of Cheltenham and beyond
1
Table of Contents
Welcome from the Chair and Chief Executive 4
1.0 Introduction to the Strategic Plan 5
1.1 About The Cheltenham Trust
2.0 About Our Charity 7
2.1 Why Are We Here?
2.1.1 Vision
2.1.2 Mission
2.1.3 Our Values
2.2 The Cheltenham Trust’s Civic Role
2.2.1 Cheltenham – A great place to live, work and visit
3.0 Strategic Context 10
3.1 External Environment
3.2 Internal Environment
3.3 Core Strategy – Enhance Our Offer, Attract More People,
and Generate More Income
3.3.1 Income
3.3.2 Expenditure
3.4 Our Budgets
3.4.1 Develop the capabilities
3.4.2 Grow revenue and capital
3.4.3 Sustain the Trust
4.0 Developing our Venues and Assets 13
4.1 Our vision for Cheltenham Town Hall
4.2 Our vision for The Wilson Art Gallery and Museum
4.3 Our vision for Pittville Pump Room
4.4 Our vision for Leisure at Cheltenham (Sport and Play Hub)
4.5 Our vision for Prince of Wales Stadium (Sports and Play Hub)
4.6 Our vision for Red Telephone Boxes
4.7 One Trust – Expect the Unexpected
5.0 How Will We Measure Success – 2016 to 2019 17
5.1 Social Impact
5.2 Cultural Impact
5.3 Economic Impact
6.0 The Chief Executive and the Board of Trustees 18
3
Strategic Plan
2016 to 2019
Welcome from the Chair
and Chief Executive
We are proud to be Chair and Chief • Unified our 5 venues under a One
Executive of The Cheltenham Trust; Trust ethos
a registered charity and social
enterprise operating five cultural
• Met our objectives and exceeded
targets
and sports venues and managing
and developing other assets for • Delivered over 450,000 tourism
Cheltenham. contacts through the Tourist
Information Centre in 2015/16
Since ‘going live’ on 1 October 2014,
the Trust has enjoyed successes, with • Worked with national organisations,
many more to come. such as the National Portrait Gallery,
also – Arts Council Collection, to
We have:
deliver the highest quality offer to the
• Successfully taken over the public
Julie Finch management of the assets and venues
(CEO) • Remained committed to access,
• Successfully shaped the move from equalities and volunteering. With
Local Authority management to a new regular volunteers helping the public
Charity model under the governance enjoy iconic Cheltenham venues
of a Board of Trustees
We are pleased that the Trust’s first
• Developed our brand, vision, mission chair, Jo Stringer has agreed to
and values for the Trust become its first President of the Trust.
• Developed a new model – based on Although Jo decided to retire from the
Social, Cultural and Economic value chair this new role will enable us to
creation, to align our resources, continue to access her expertise and
activities and outcomes enthusiasm for the Trust.
• Provided a high profile programme We know that the coming years will
for culture and sport be demanding of our trustees, staff
and volunteers, but our One Trust
• Secured £2.4m for the development approach will enable us to ensure
of the Town Hall project that our customers and audiences
• Realised more than £700k in benefit from the best that the Trust
Peter Harkness grant funding which would not have has to offer in defining a resilient and
(Chair) been available under local authority rewarding future for the people of the
management town and visitors to the region.
• Underpinned the public programme Peter Harkness (Chair) and
at The Wilson to create a high quality Julie Finch (CEO) Jan 2017
offer in the new gallery spaces
• Improved the quality of customer
service more consistently across the
Trust
4
1.0. Introduction to the Strategic Plan
We create great This document sets out the key decision making; we will be much more
experiences for priorities for The Cheltenham Trust externally focused and visible to the
over the next three years, 2016-2019. world. Our Policy Framework and our
the people of The strategy employed by the Trust is
Strategic Framework will ensure that
the activity of the Trust is focused
Cheltenham, regional based on:
and will deliver against our new
• The needs of the people of Performance Framework.
visitors and tourists Cheltenham and visitors to the town
The Strategic Plan will be refreshed
• Further transforming, developing and updated every year in line with
and sustaining the Town’s cultural and changes in the Trust’s and town’s
sporting offer and assets priorities. Any emerging external
• Creating memorable and exciting factors which impact on the delivery
experiences for the public of our overall goals and objectives
will be considered and the strategy
• Ensuring that the Trust makes a vital adjusted appropriately.
difference to the cultural and sporting
economy and is sustainable Whilst primarily addressing the needs
of Cheltenham, the Trust also looks
• Promoting what is on offer to the to Gloucestershire and more broadly
world across the UK and internationally to
The document outlines the initiatives develop its business.
and operational activities that the Regular reporting on our Strategic
Trust will undertake to achieve our Plan, Business Plan and Activity Plans
vision. The Core Strategy - Enhance will be made to the Board of Trustees.
Our Offer, Attract More People, and The Trust is contracted by Cheltenham
Generate More Income – will underpin Borough Council to deliver particular
all that we do. Our customers and outcomes; these will be reported in
audiences will be centre stage in our line with the Service Level Agreement.
5
Strategic Plan
2016 to 2019
1.1. About The Cheltenham Trust
The Cheltenham Trust, an independent We are responsible for leading on the
charitable trust, was formed in strategies for:
October 2014 with a mandate
• Culture (arts, heritage, performance)
to manage the venues owned by
Cheltenham Borough Council and to • Sport (fitness, health and wellbeing,
develop the cultural, sporting and active participation)
tourism offer of Cheltenham. • Lifelong learning (formal and informal
The five venues that we manage education)
include a network of cultural and
sports venues, some of the most • Community Engagement (equalities,
prestigious buildings in the town: volunteering and local communities)
• Pittville Pump Room (Grade I Listed) • Tourism Information and Marketing
• Cheltenham Town Hall (Grade II We are also a major contributor to
Listed) strategies for:
• The Wilson (Refurbished 2013) • Tourism
• Prince of Wales Stadium • Economy
• Leisure at Cheltenham • Education
The Trust also: • Social cohesion and community
development
• Delivers public programmes across
and beyond the town (including • Volunteering
bandstands) and in the heritage phone Our remit is unique; we take a leading
boxes on the Promenade role in developing Cheltenham’s
• Is keen to explore opportunities to national profile and enhancing the
extend its portfolio visitor experience in our own venues
and across the town combining culture
and sport. Whilst attracting local and
national audiences to Cheltenham,
we are developing the tradition of
local use by local people. We create
great experiences for the people
of Cheltenham, regional visitors
and tourists and actively promote
Cheltenham to the world.
6
2.0 About Our Charity
The Cheltenham Trust is a business • We adhere to the Charity
that trades for the benefit of the Commission’s good governance
public, as a charity, our Memorandum framework in order to operate
of Association, agreed with the appropriately
Charity Commission, sets out the • The Trust can seek the best
reasons why we operate as a charity: competitive commercial outcomes in
• As a charity we create surpluses, not order to sustain its activity for public
profit so that we can reinvest in order benefit
to develop the venues and create • As a local enterprise, we attract
activity for the benefit of the public local Trustees, our Trustees are
• The money that the Trust generates unremunerated volunteers bringing
and the management fee that the a wide range of skills and expertise
council pays us is solely directed at to shape the strategy of the Trust,
improving and developing the public their skills are essential to the
offer. There are no shareholders effectiveness of the Trust
or investors, our Board are • Acting charitably, creating good
unremunerated volunteers, and we are value for money for our funders and
here for the benefit of the public customers
• We do not pay business rates or
taxation on surpluses
EMPLOYS
200
Enjoys support from
144
STAFF
making it
volunteers an important
employer in
the town
930,000
HAD OVER
CUSTOMER ACTIVITY CONTACTS IN 2015/16
Has a turnover of
450,000
(2015/16)
SUPPORTED
OVER
£5 million TOURISTS VISITING THE TOWN OR ACCESSING
THE TOURIST INFORMATION SERVICE
7
Strategic Plan
2016 to 2019
2.1 Why Are We Here?
Our vision and mission set out the way we work, interact and deliver our
remit for the Trust as follows: services.
2.1.1 Vision: INDEPENDENT THOUGHT – We bring
To create a: Cheltenham that people together, both internally and
‘enriches’ the lives of its residents externally. The organisation thrives
and visitors through a vibrant cultural on diversity and a breadth of cross
economy and a distinctive sense of community collaboration.
place. PROFESSIONAL PRESENCE – we
2.1.2 Mission: seek to connect at a deeper level,
To develop a new urban framework creating meaningful, memorable
that generates social, economic and impressions that enrich lives at both
cultural value through embracing an individual and community level.
diversity, encouraging collaboration INCLUSIVE EXPERIENCE – we’re
and driving creativity. passionate about being the best
2.1.3 Our Values: that we can be. Our experience,
ENTERPRISING SPIRIT – we are infrastructure, independence and
ambitious and understand that smart expertise ensures a forward thinking,
commercial thinking is central to first-class approach
success. We’ll be enterprising in the
8
2.2 The Cheltenham Trust’s Civic Role
The role of the Trust as a civic leader • The Cheltenham Trust makes the
is significant within Cheltenham. The best use of the assets and heritage
development of venues managed by across Cheltenham working in
the Trust and the events held across partnership with others
the town will signify the Trust’s
ambition for growth, recognition and
• The Cheltenham Trust makes a
significant contribution to the town’s
public engagement.
tourism economy and to the quality
2.2.1 Cheltenham – of life in Cheltenham which attracts
A great place to live, inward investment
work and visit • The Cheltenham Trust contributes
• The Cheltenham Trust leads a key to the reduction in inequality,
strand of the development of the town; improved health and wellbeing,
the role of the Trust in developing learning opportunities
the significant heritage, cultural and
sporting assets across the town is a
strategic priority
The Cheltenham
Trust makes
a significant
contribution to
the town’s tourism
economy
9
Strategic Plan
2016 to 2019
3.0 Strategic Context
3.1 External Environment
For the Trust to prosper and create • Further reductions in public funding
surpluses for reinvestment, it must and changes through devolution
build its relationship with the public
and encourage spend by the public.
• Increasing competition from new
entrants in the market place
The Cheltenham Trust recognises that
it has been established at a time of • Rising customer expectations
rapid change and challenge that has
• Increase in ill health and poverty
been influenced by:
related to unemployment
• A recovering economy
• Skills deprivation and unemployment
3.2 Internal Environment
The Trust is committed through • Creating broad and mixed use of
its breadth and potential reach to the assets managed by the Trust
contribute to the development of
Cheltenham by:
• Promoting and developing the
cultural economy supporting growth
• Enabling access to opportunities agendas
promoting activity and better quality
of life
• Supporting the visitor economy
through the tourist information centre
and through highly visible cultural
programmes
103.3 Core Strategy – Enhance Our Offer, Attract More People,
and Generate More Income
The Trust will now look forward 3.3.2 Expenditure
and outwards to its customers and Controlling expenditure through
stakeholders, the core strategy is to efficiencies is essential. This means
increase footfall to create income. that we will ensure that value for
This can only be achieved through money is achieved in all areas of
developing the quality of the offer that expenditure including that expended
the Trust provides for its customers on staff resources. The Trust will work
and audiences. with the Council to reduce carbon
3.3.1 Income emissions and find more cost effective
ways to reduce property costs in the
Effective income generation is central longer term.
to our strategy; we will grow income
through baseline activity; new activity
and fundraising activity. Our income
will increase at a greater rate than our
expenditure.
3.4 Core Strategy Framework
In order to increase footfall to create • Alignment of the performance
income, we must focus genuinely and framework with policy, resources and
with commitment in three areas 2016-19 products
to meet our core strategy and goals to
achieve it.
3.4.2 Grow revenue
and capital
The Cheltenham Trust’s core strategy is
The Trust’s ability to support its
to engage in lasting relationships with
charitable objectives is limited by its
its audiences and customers to increase
ability to develop new income streams
footfall and use. This approach will
and grow the business. To grow the
drive greater income and help create a
Trust; we need to grow our income and
sustainable business which will underpin
this will be achieved through:
the charitable objectives of the Trust. In
order to do this, the Trust must: • Developing our venues and assets
3.4.1 Develop the • Developing our social and cultural
Capabilities products, and be market driven
The way in which we continue to develop • Creating the right product mix for our
the Trust impacts on our people, which customers and audiences
include our trustees, staff, volunteers,
• Developing unique sports and cultural
stakeholders, partners and customers.
offers
We will develop our capabilities through:
• Using digital mediums to communicate,
• Alignment of Trust policies with the
promote and grow the business
strategic context of the Trust and our
three areas of development: economic,
social and cultural
• Alignment of skills, knowledge,
funding, products and outcomes with
customer needs
11Strategic Plan
2016 to 2019
3.4.3 Sustain the Trust • Building our relationship with our
audiences and customers to ensure
We must direct and control our
repeat visits and use
costs and use our resources wisely
to create a resilient and sustainable • Creating business models that are
organisation, we will do this through: market ready, enterprising and of the
highest quality
• Ensuring the support services,
contracts and systems are in place
to enhance Trust activity seeking
efficiencies
124.0 Developing our Venues and Assets -
One Trust – 2016/17Asset Plan
The Trust recognises its responsibility The venues are all ripe for investment
to operate and develop the unique and reinvigoration, their optimal use is
assets that it manages across the central to the success of the Trust and
town of Cheltenham. These assets the revitalisation of each asset will be
are held within the ownership of captured in a wider Asset Strategy;
Cheltenham Borough Council on this will consider the unique and
behalf of the public. There is no bespoke customer experiences. Until
lifecycle agreement attached to the the Asset Strategy is completed, this
venues although as part of the lease document acts as the guiding force to
agreement, the Council provides a enliven and develop the assets.
fund each year to deal with repairs
and maintenance works.
4.1 Our vision for Cheltenham Town Hall
The first phase of redevelopment for visitors. As a place to meet, dine and
Cheltenham Town Hall is focusing on attend social and corporate events,
an options appraisal gathering the people of all ages and backgrounds
town’s views on future use of the will be inspired by content and the
venue. At the heart of Cheltenham’s programme and want to take part.
community, it is envisaged that the The Trust will undertake a feasibility
revitalised venue will be a place study, agree the preferred option and
where people go day and night. As fundraise developing stage one of
the centre of gravity for local people the project. We will create carnival
and those visiting Cheltenham, the moments to really enliven the spaces,
diversity of arts, entertainment and bring back the art of magic, mayhem
performance will attract many new and fun for families.
13Strategic Plan
2016 to 2019
4.2 Our vision for The Wilson Art Gallery and Museum
Cheltenham’s premier art gallery and different art mediums, through digital
museum completed phase one of the content, engagement programmes,
redevelopment which has provided sharing of stories, partnerships and
first class gallery spaces. Phase two community identity. It will be a place
redevelopment will enable high quality that shares the story of Cheltenham
completion of the whole complex and and the surrounding area with the
greater use of spaces and galleries for world, creating a strong sense of
the public and use of the collections. place, and it will bring the world to
The stellar collections include the Arts Cheltenham.
and Crafts Movement collection and
The Trust will shape phase 2
the growing collection from Edward
through addressing storage issues,
Wilson’s family in addition to fine
public utilisation of the museum
and decorative art, world cultures,
spaces, scoping of options through
archaeology, costume and social
consultation processes and obtaining
history.
funding for a feasibility study. Create
The completed venue will draw on a quick fix under 5s art discovery
collections and touring programmes play area that links seamlessly to the
and the creation of new content that café (either by a trail or physically)
chimes with the collections held by – Loan large art from three national
The Wilson. Their importance will institutions to create ‘big art
be amplified through interpretation, moments’.
144.3 Our vision for Pittville Pump Room
Pittville Pump
Room’s unique
heritage will become
an important
educational resource
This world class heritage venue is or just visiting to enjoy the history
a hidden asset, not fully developed of the town, this iconic building will
or recognised for its importance in appeal to all. Pittville Pump Room’s
the history of the town. As a new (PPR) unique heritage will become
destination experience, this venue an important educational resource, a
will appeal to all people as a memory significant part of the area’s tourism
maker, its unique sense of place and offer, and a place which local people
the exquisite experience of visiting consider theirs.
the building will have a lasting effect.
The Trust will bring PPR to life,
Whether it’s classical music, school
build and demonstrate its unique
concerts, weddings, christenings or
narrative as central to Cheltenham
funerals, corporate celebrations or
through interpretation and marketing,
seminars; local experiences as part
maximise use during the year and use
of the community calendar of events,
it as a backdrop for two major events.
4.4 Our vision for Leisure at Cheltenham (Sport and Play Hub)
Leisure at Cheltenham is ripe for and communities enable multiple
transformation. The level of activity opportunities to get active, socialise,
that people participate in is more participate and compete. This will be a
important than excelling at sport if place that will enable everyone to ‘find
we are to contribute to tackling health their thing’, to take part and love life.
problems. Sport England recommends
The Trust will complete phase one
150 minutes of activity per week as
of the Sport and Play Hub providing
an absolute baseline. It can become
opportunities for people to increase
a venue where it becomes easier to
their level of activity, create
take part in ‘activity’ of many kinds.
connections to the park, open up the
This will be a place where the dwell
welcome to the venue and make online
time is increased by the very fact
booking simple.
that the choices for families, friends
15Strategic Plan
2016 to 2019
4.5 Our vision for the Prince of Wales Stadium (Sports and Play Hub)
The Stadium will become recognised will be a place of choice for teams,
as a destination that offers unique clubs, groups, communities; regional,
sport opportunities and activities national and international events.
for people of all ages. Whether
The Trust will cost the development
competing in athletics, matches or
of a 3G pitch, clubhouse, seating, new
against yourself, the stadium will be
athletics track and changing facilities
of a standard that inspires potential
- develop the strategy for fundraising
sporting heroes, enabling you to be
and test model. Hold a major outdoor
the best that you can be. It will be a
event to celebrate the potential future
place that encourages the uninitiated,
of the stadium.
a place that creates aspiration, a
place that changes lives. The stadium
4.6 Our vision for the Red Telephone Boxes
The heritage phone boxes on The
Promenade will become animated
with content as part of the wider Trust
offer.
The Trust’s role beyond the walls of
the culture and sports venues will
inspire new content, whether digital,
artistic or as a public statement will
enliven areas of the town exciting
audiences, creating participation
and signposting the public to other
activities across the town.
4.7 One Trust – Expect the Unexpected
• All our venues will be enlivened with • We will mix it up – there will be
art throughout music events in sports venues and
band stands, health and wellbeing
• We will participate in key national
events in cultural venues. Expect
events across the Trust that include
the unexpected in unusual places,
such things as Black History Month,
Cheltenham’s compelling narrative
Fun Palaces, International Women’s
will appear in all venues and unusual
Day etc. The Calendar of events will
spaces and places
enliven the venues and create links to
communities, the concept of seasons • The Trust will develop a hub and
will be developed spoke concept for tourist information
access and distribution
165.0 How Will We Measure Success –
2016 to 2019
We know that we need to be to create the right products and
accountable for our use of resources opportunities to grow the Trust for the
in achieving our core strategy. The right audiences at the right price.
overall targets will build year on year,
Our success will be measured through:
in some areas we need to create new
baselines; we need to ensure that the
right resources are being expended
5.1 Social Impact
• Increase our footfall by 0.5m in • Undertake Staff satisfaction surveys
2019/20 – establish a baseline and show
improvement year on year
• Increase the number of people
who are taking part in activities year • Undertake Customer satisfaction
on year surveys - establish as a baseline and
show improvement year on year
• Increase the number of people taking
part in volunteering, community • Enthuse volunteers and create
engagement, learning , talent and skills multiple opportunities for volunteering
development activities year on year fostering positive activity
• Increase the opportunities for social
interaction and involvement through
Trust activity
5.2 Cultural Impact
• Complete the Town Hall project by • Become a recognised provider of
2021 culture and sports; achieve National
Portfolio Organisation status with Arts
• Complete Stage 1 of the Sport and
Council England by 2018 (cross Trust
Play Hub by 2017
model)
• Complete Stage 2 of the Sport and
• Set a new agenda for sports/health
play Hub by 2019
and wellbeing to offer greater breadth
of activities for more people to choose
from (cross Trust model)
5.3 Economic Impact
• Deliver income and fundraising • Deliver a viable business model
targets to achieve goals year on year for tourist information provision for
Cheltenham which has no cost to the
• Explore acquisitions as appropriate
Trust by 2017
to the aims and objectives of the Trust
year on year • Professionalise all partnership
agreements and collaborative
• Deliver impact against
relationships 2017
communications and audience
development strategy and meet
footfall targets year on year
17Strategic Plan
2016 to 2019
6.0 Board of Trustees
Martin Horwood David Shelmerdine Judith Hodsdon Jacqui Grange
Ian Renton Duncan Smith Colin Hay Laura Brookes
Paul Owens Karl Hobley Jaki Meekings-Davis
1819
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