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Hilary McGrady Crom, Co Fermanagh, Northern Ireland.
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Transcript of Hilary McGrady Crom, Co Fermanagh, Northern Ireland.
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