Hilary McGrady

Crom, Co Fermanagh,Northern Ireland

What’s going well?

1. Our current performance!

2. Our strategy – it’s great that it’s here to stay

3. RAPPS and our 10 year investment strategy

4. Our focus on People development

5. The MYPlace revamp

What’s going well?

Our c

urrent p

erform

ance!

Our s

trate

gy – it’

s gre

at that it

’s here

to s

tay

RAPPS and o

ur 10 y

ear inve

stm

ent stra

tegy

Our f

ocus

on People

deve

lopm

ent

The MYpla

ce re

vam

p

32%

39%

12%

4%

13%

What’s going well?

1. Our current performance!

2. Our strategy – it’s great that it’s here to stay

3. RAPPS and our 10 year investment strategy

4. Our focus on People development

5. The MYplace revamp

Good and worrying!

What we need to focus on

1. Recruitment challenges in some key roles and locations

2. Discipline reviews – concerns we won’t meet the Trust’s needs

3. Workload and capacity – our ambition vs the resources to deliver

4. Internal communications

5. RAPPS – insufficient funds at some properties

What we need to focus on

3% 3%

83%

5% 5%

Next stepsOutput Next steps Exec owner

Capacity planning Improve resourcing process Hilary

Recruitment Action plan to resolve ongoing issues Tina

Discipline reviews In progress Hilary

Internal Communications

Overall review underway Tina

Finance model Monitor situation Exec

FBPs Review how effective current support is Andy

Catering Address ongoing procurement problems Jackie

IT basics Develop IT plan to address this Sarah

Visitor business capacity

Develop growth plan Hilary

People development Plan future FED and Service Leadership Tina

MarketingComplete review of structures to support new world

Jackie

EMS accreditation Review options to lighten process Peter

Forming

Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers.

Storming

Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility.

Norming

People feel part of the team and realise that they can achieve work if they accept other viewpoints.

Performing

The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance.

Looking after what we’ve got

Looking after what we’ve got

Looking after what we’ve got

Looking after what we’ve got

Looking after what we’ve got

YTD vBud vLY

Visitors 16.9m 5% 5%

Payers 3.2m 5% 2%

Members 11.8m 5% 6%

Others 2m 1% 1%

Visitor Enjoyment 58% -3% -2%

Membership 2.24m 5% 6%

Recruitment 314,175 28% 31%

Deletions 160,614 -6% 4%

CPI – improving/static 87% 4% 4%

Net gain £89.8m £14.5m £9.4m

17 common actions for 2016/17Looking after what we have got

1. Introduce standard CPI objectives2. Improve condition of our residential let estate3. Rollout Environmental Management System (EMS) to level 24. Implement actions from energy efficiency audits

Restoring a healthy beautiful natural environment5. Introduce estate management plans6. Address priority land condition issues

Creating experiences of our places that move, teach and inspire7. Implement 7 principles of interpretation8. Develop strong seasonal programming9. Complete basic infrastructure standards at Explore sites10. Introduce car park charging and new car park machines

Growing support for what we do11. Improve face to face membership conversion12. Embed new cluster marketing13. Produce high quality content14. Increase fundraising income

Have the skills and resources to do our job with ease and confidence

15. Realise procurement benefits (SSP)16. Realise tills benefits (SSP)17. Complete rollout of retail and catering strategy

Membership

Programming

Communications

SSP

Supporter

Loyalty

Tills

Finance and

procurement

Digital

MI / Insight

Reven

ue /

engagem

ent

Cost sa

vin

gs /

effi

ciency

Consistency matters

Procurement

Process

Compliance

Brand

Strategy

Finance delegation

Rule

bookV

alu

es

&

behavio

urs