Project Name - Tower Street. Authors - Jane Hotchkiss & Tracey Clark
|
|
- Johnathan Wilson
- 5 years ago
- Views:
Transcription
1 Appendix 1 Post Project Evaluation Document Project Name - Tower Street Authors - Jane Hotchkiss & Tracey Clark Document History Version Date Remarks Reviewers v Initial draft for discussion at project board meeting on 14 th November 2012 v Project Board Workshop 15 th January 2013 v Review by Project Officers and The Novium employees 24 th January 2013 Cllr M. Cullen Cllr J. Cherry Cllr J. Connor Cllr J. Duncton Cllr E. Lintill Cllr A. Scicluna Amanda Jobling Jane Hotchkiss Tracey Clark Ruth Wells Helen Belenger David Stewart John Ward Peter Legood Sarah Parker Cllr M. Cullen Cllr.J. Cherry Cllr.J.Connor Cllr J. Duncton Cllr E. Lintill Cllr A. Scicluna Cllr P. Dignum Cllr M. Woolley Amanda Jobling Jane Hotchkiss Tracey Clark Ruth Wells Eileen Lintill Jane Hotchkiss Tracey Clark Ruth Wells Annooskha Rawden Helen Wassell Catherine Scott Amy Roberts Roberta Leigh Emma Stubbington [Type text]
2 V Review by CMT 27 th March 2013 Diane Shepherd Amanda Jobling Paul Over Steve Carvell Jane Hotchkiss NOTE: The completion of this document is required for projects over 50,000 in value or which involve significant resources from other sections. The document should be completed no later than twelve months after the completion of the project.
3 1.0 Project Background 1.1 Project Scope and Objectives From the original PID February 2006 Development of design brief for the whole site. Procurement of professional services, including project manager, for the development of the District Museum and with the possible addition of these services for the rest of the site. Procurement/ partnerships including the consideration of design routes. Construction of building for new museum ( or developer arrangement) Fit out of new building including design and installation of new displays Disposal of property assets. Original timescale on PID: March 2006 approval of PID fit out to be completed August It must be noted that the project evolved from the original PID completed in 2006 to the finished project today. The PID document referred to the investigation of the remaining car park area to be office accommodation and for the whole site to be developed by CDC. It was later resolved that there was not the demand for office accommodation and the housing proposal was developed. Feasibilities were also investigated around the inclusion of a café facility and the TIC however these were not included at the time due to constraints on the size of the building and the location of the TIC not being on one of the main streets. The project had already started construction and the foundations and drainage had been completed when the TIC service was reviewed again and added to the project. Internal walls had to be reconfigured to accommodate the TIC service and museum storage area was decreased. 1.2 Project objectives: February To provide a new District Museum as well as ascertain the most appropriate use of the residual site, that takes account of the long term needs of the Council and will meet the needs of a modern and flexible property asset. 2. The Museum building shall inter alia include the following requirements; Complies with the Disability Discrimination Act. Meets community needs through displays, public services, storage of nonarchaeological collections Give access to a significant part of the remains of the Roman Baths. 3. To use the Council s assets and resources (including staff) efficiently and effectively, for the museum collections in accordance with the Council s objectives and also the Asset Management Plan. 4. To increase visitor numbers and hence income from the visitors. 5. To produce a building or buildings that enhances the architecture and built environment of the City of Chichester.
4 6. To achieve the best price obtainable for the disposal of the existing museum and the remaining site at Tower Street in either capital or revenue income. 2.0 Success Criteria 2.1 Original business case and achievements No. Description 1. Capital cost of the overall project 2. Revenue Expenditure Measurement from original PID The cost must remain within the allocated budget, any variation to be approval by Executive Board (Cabinet). Estimated in January 2006 as 4.5m Revised budget agreed in December ,905m, the increase was due to inflation, duration fee claims and increase in the quality of the specification. The future operation of the museum will require an increase in revenue costs estimated at 132,000 in January 2006 Achievement Achieved within budget. The revised budget has been well managed throughout the project. Difficult discussions were held with the key members of the design team regarding claims for additional fees which were managed within the budget. This has resulted in the project being completed within the revised budget of 6,905m. With 80,000 remaining in budget. The figure listed under measurement does not include revenue costs associated with the tourism services which have also been incorporated at The Novium. The TIC and museum costs in 2008/09, excluding trading accounts, totalled 594,643. (last full trading year to base comparison). The budgets for the first financial year of operation (July 2012 to March 2013) are being monitored closely and will be reviewed at the end of the year. The estimated outturn is 590,700 this includes the additional increase in NNDR this financial year of 41,000 The estimated outturn is 4,000 less than the figure in 2008/2009. The total estimated visitor numbers to end of the year is 30,000, the net cost per visit/enquiry is estimated at The Novium costs ( TIC and Museum) for 2013/14 are estimated at 692,000 this includes the additional NNDR costs as stated above and 93,000 increase in capital charges. If the total capital charges were to be removed then the
5 3. Revenue income 4. Achievement of property values 5. Quality Visitor Satisfaction Increased areas for retailing activity and for additional events will lead to an increase in income and spend per head. In March 2006 valuations indicated that the existing museum in Little London and the residual site in Tower street would provide a capital receipt of 2m A visitor satisfaction survey should be undertaken within the first year of opening- a target of 95% of responses should be satisfied or above. operational cost would be 599,000 including support costs. This budgeted figure is 97,357 more than the 2008/2009 base year and is 34,643 under the original growth estimate in the PID. The introduction of admission charges for the museum has seen an increase in the generation of income for the service. The income from admission ticket sales for the financial year is estimated at 50,000. The target was 55,000 for the first nine months of trading based on the target visitor numbers. The average spend per head from opening to end of December totalled 0.58 net. This is more than four times higher than the average spend per head at the old museum for the base year of , when spend per head totalled 0.13 net. The introduction of charging also had an impact on secondary spend. Estates services have indicated that the disposal of the sites should reach the target capital receipt. A survey is currently being organised and prepared by the museum and corporate information teams. The survey will commence from May 2013 and run for a period of six weeks. This will ensure a wide range of general visitors have the opportunity to participate in the survey and that all aspects of the service can be reviewed. This will include museum and tourism enquirers, participants in events and group visits (such as school groups attending learning sessions). The survey will be available on a standpoint machine in the reception area at The Novium, in hard copy from reception and downloadable from The
6 6. Residential satisfaction 7. Numbers of visitors to the museum A satisfaction survey of the occupiers of the residential apartments The research consultants in 2006 predicted 63,000 visitors. This figure was based on free admission, TIC services and a café.. Novium website. This is no longer applicable as the residential units were not delivered as part of the project. Current residents living in Tower Street received regular communication from the client team and main contractors throughout the construction of The Novium. This ensured that any concerns were dealt with immediately and that good relations were maintained. The prediction of 63,000 visitors in 2006 was based on a joint museum and tourism service and therefore amalgamated the two visitor targets. Consultants, Colliers International, were appointed in 2012 to review and revise the 2006 visitor forecast. Colliers revised target for museum visitors was 32,000 (revised in April 2012 prior to admission charges being set). Museum visitors for the first eight months trading totalled The museum and tourism visitor figures combined for the same period totalled 27,918 The last year of opening of the old museum 2010 /11 had 4,231 visitors. The museum was open four days a week during this period and then reduced to three days at the end of the year. The previous year 2009/ 10 had 7,021 visitors and was five days a week for 10 months and then 4 days a week for two months A recent review of the visitor forecast by Colliers resulted in the visitor prediction being reduced further to 15,463 per annum. The reasons stated for the reduction was the economic climate and a reduction nationally in visits to museums and tourism attractions. They also stated that the marketing budget
7 8. Design issues 9. Usage of the museum. The quality of the museum, measured by compliance to brief, press reviews and nominations for awards. Performance indicator - a 50% increase in usage from the base year taken in should be increased and consideration given to a marketing officer post. It was agreed by Project Board that the original target of 32,000 museum visitors was to be retained for the first year. A review will follow once actuals have been obtained for the first year. For the launch of The Novium in July 2012 there was large press coverage in local, national and trade specific publications, websites and visitor blogs. A review was also undertaken by the Museums Association and reported in the Museums Journal, an international museum publication. The Novium has won two civic trust awards and applications have been submitted for a RIBA award and RICS award. An application for the Sussex Heritage Trust Awards is also due to be submitted in April Current achievements show that a 50% increase in usage against the 07/08 figures (19,380) as attendance has not yet been achieved. However there has been more than a 50% increase on the last trading year of the old museum. This performance indicator was originally based on the new museum being free admission. Therefore the admission fee is likely to have affected the ability to reach such an increase. Usage of the museum services, including school visits, has remained similar to the base year figures when the museum was free admission. The museum is currently free for students attending a teacher-led visit. A fee only applies if a learning session is booked with the Learning and Participation Officer. The number of visitors is recorded from these visits but there is no associated admission income, only a learning session income.
8 10. Revenue income form office space 48,000 of revenue income from offices There will be opportunities for the museum to apply for potential grants and funding, including the Curry Fund and through Arts Council England. Staff will review such opportunities as they arise. A marketing consultant has been appointed to revisit the marketing strategy and to investigate the feasibility of a café facility and income generation. This work is due to be completed by June The staff will also continue to work with the PR team to identify marketing and sponsorship opportunities. No longer applicable office accommodation was removed from the project. 2.2 Community Impact The Novium has made an impact on the District community and offers an improved museum service and access to collections. It has also provided a fully accessible space for the community to enjoy, something that was severely restricted at the old museum. Details of specific ways in which The Novium has had impact: A new museum for Chichester District and the South-East has been provided A purpose designed building of architectural interest that attracts many architectural students Unique view of in-situ Roman bath remains the most significant Roman remains in the city Improved access to the museum s geology, archaeology and social history collections. Many more objects on display in galleries, a view into the collections store and accessible library. There is also scope for travelling/temporary exhibitions and loans from national museums Improved and broader education opportunities with a developing learning service Better opportunities for partnership working and projects Improved online communications via website and social media sites Improved use of technology within the museum and exhibitions with multi-media, AV displays and touchscreen computers with increased level of detail of museum collections Increased access to collections and resources for research, including a secure research room in which to study A building fully compliant with the Disability Discrimination Act providing better access for those with physical and learning disabilities.
9 It should also be noted that: During the design stage the proposed improvements to the museum service were widely welcomed by the community. The scheme was on site from April 2010 to September 2011 and very few complaints were received from neighbours and other local residents during this time. The main contractor fostered very good relationships with neighbours during the construction phase. During the build-up to the opening we ran a Golden Ticket competition for members of the public to be the first to enter the museum. This was met with great enthusiasm and many people entered for the chance via social media, local press and radio. This initiative was further supported by a strong media campaign leading up to the launch to the public. A week of visits was also hosted for media, trade press and trade specialists. Since its launch, the design of the building has stimulated much discussion within the community. The response to the design has been mixed from local people with very positive feedback from professional organisations (RIBA) and tourists. 2.3 Community benefits The Novium has also had positive cultural, social, environmental and economic benefits for the local community by providing: Enriched opportunities to experience and engage with the archaeology, collections and multi-media interactives Inclusive events and projects which allow more opportunities for the community to interact with the museum services, objects and each other Thematic displays with objects dating from 500,000 years ago to the modern day which encourages intergenerational discussions and communication A sustainable building. The building achieved a rating of BREEAM very good and utilises renewable technology, namely a biomass boiler to provide heating to the building. A state of the art building energy management system is also installed to control the environmental aspects of the building. A shop which aims to work with local suppliers, craftsmen and artists to provide a selection of quality products An increased level of access and more expansive displays which have resulted in a more extensive service being offered to the local community There is also a successful partnership with the local college and university. Students are welcomed into The Novium to be inspired by museum objects and use this to produce coursework that can be displayed and shared in the museum for the interest of visitors. 3.0 Project Management Process The project management for new Tower Street project involved a Project Board, consisting of six council members. Reporting to the Board on a regular basis were the Director of Homes and Community, Assistant Director for Leisure and Wellbeing and Council Officers representing the Museum, Finance, Estates and Legal. A project manager was appointed (Robinson Low Francis) for the construction phase and a construction manager appointed (Appleyards) for the fit-out phase of the project. Throughout the project the architect, Keith Williams, and exhibition designers, Event Communications, were invited to attend Project Board to present design updates.
10 Overall the project management process for the Tower Street project worked well and, although delayed, the project was managed within budget. However, it is believed that a number of lessons could be learned from this project. 3.1 Project Board Overall it is considered that Project Board worked well for the Tower Street project and it was considered important to have the support of a number of members who received regular progress reports. All the members of Project Board were fully engaged with the project and recommended decisions to take to Cabinet. Although Project Board met at regular intervals actions requiring decisions or approvals tended to be slower due the process and were difficult to manage in a commercial environment linked to contractual issues, on occasion decisions were not forthcoming as additional research and information was requested or a consensus could not be reached within the Board. Such occasions resulted in actions having to be undertaken and achieved in very tight timescales by the Officers. Although Board approval was required for many decisions throughout the project it is suggested that greater delegated authority be used in when there is a commercial reason to act quickly and these actions then reported back. It is also suggested that each project is taken on its own individual merits regarding the need for a project board. 3.2 Internal Departments The level of contract management needed for the Tower Street project was extremely high due to the number of contractors involved and some issues that arose. Challenges to the contracts over issues, claims and fees resulted in long and tedious negotiations. Although the fee increases submitted by the design team and contractors were contained the discussions were extremely difficult and relied heavily on the knowledge and skills of the officers. Some of these negotiations required an increased level of legal advice and support and resources became stretched. Prior to the move from the old museum at 29 Little London there was a staff restructure to reflect and deliver the services from the new museum. This process took a long time to work through the structure and key staff left during this time, It is believed that if this had happened earlier than the new staff would have more prepared to take on the install and the resourcing of internal partners need to be committed to the project. 3.3 External designers and contractors Although there were negotiations and issues overall it was felt that the main contractor (Vinci) performed well and members were pleased with the building end result. Throughout the project the client team built up good working relationships with the majority of designers and contractors. This relationship enabled issues and problems to be dealt with in an amicable manner. A few issues arose with the external exhibition design team as work commenced with the designers and then was put on hold for a number of weeks when the construction stage of the project was delayed. When the exhibition work did recommence the majority of both the museum team and the design team had changed personnel which resulted in all the original ideas and designs having to be revisited. It was felt that the designer s did not allocate enough resources at the later stage of the project and this put pressure onto the museum team.
11 3.4 Communications During the exhibition fit out stage a number of the procurement packages came in over the estimated budget provision and had to be revisited, this put additional work load onto the team and the designers. The construction Manager worked through the procurement process but the museum team felt that decisions needed to be taken which impacted on the initial exhibition layouts. Some of the decisions from the fit out phase have led to later issues and are now requiring further reviewing so actions can be taken to resolve them. It is believed that some of this could have been avoided if decisions had been taken in a more timely manner however this would have impacted on the opening date which had been widely advertised. There was good communication between the client team and contractors regarding the development of the majority of the fit-out designs for the galleries but it appeared that some of these designs were signed off too early in the process. With early sign off it then resulted in agreed designs having to be changed at a later date. The level of communication within the officer working group was consistent. Communication, both formal and informal, occurred on a daily basis and review meetings held once a week, all work was achieved sometimes in a very tight timescale. Although working under pressure, attitudes remained positive within the team and dedication and determination continued throughout the process. 3.5 Timescales As the exhibition install process came at the end of the project and with contractors overrunning in the construction phase it significantly reduced the amount of time allocated for the install. This put a great deal of pressure on both the fit out contractors and officers. It also resulted in contractors and staff having to work around each other in the same gallery spaces which is not recommended when installing objects for display due to the risks involved. The timescale became squeezed at the end of the project and it is suggested that the use of soft opening be considered for other major capital projects. 3.6 Finance and visitor figures The initial business plan was produced for The Novium in readiness for opening in July However, much of this plan was based on calculated estimates as no actuals were available with The Novium being a new service the old museum could not be used as a direct comparison. As the seasonality percentages are calculated and actuals obtained the business plan will be reviewed and adjusted as necessary. Prior to producing the initial business plan an external consultant, Colliers International, was appointed to produce a visitor forecast for The Novium. A visitor target of 32,500 was suggested for museum visitors to The Novium. Such a target has currently not been realised and Colliers were asked to revisit the forecast to take into account the current climate with cultural venues and as the visitor breakdown suggested was not proving to be accurate. In their revised forecast Colliers suggested a visitor target of 15,463. This new figure is considered to be too low and the original target is currently being retained whilst actual figures are obtained. With the visitor figures being altered so dramatically there is a lack of confidence in the research.
12 The total museum and tourism visitors for the first eight months is 27,918 of which 12,053 is museum visitors and 15,865 is Tourist information visitors. The target for museum visitors for a 12 month period is 32,000; no target was set for tourism. 3.7 The Building The building has achieved BREEAM very good standard and the BEMS system is currently delivering a comfortable and consistent environment for both visitors and the collections. In addition a Renewable Heat Incentive grant has been agreed and will be received towards the cost of energy for the biomass boiler. The building has recently won two awards from the Civic Trust and has been entered into both the RIBA and RICS Awards and is also due to be entered into the Sussex Heritage Trust Awards. 4.0 Further action arising from this project An action plan appendix two for reviewing the services and galleries at The Novium has been developed as part of this evaluation and considers the timescale required for each action to be considered and completed. The Novium has been designed to be an ever changing museum, with flexible exhibition spaces, a wide range of services and a large collection. This means the services will constantly develop and change to ensure that we meet the needs of our visitors and users and provide accessibility for all.
Developing a New Strategy for the Visitor Economy
Appendix 1 to Agenda Item 12 Project Documentation PROJECT INITIATION DOCUMENT (PID) Developing a New Strategy for the Visitor Economy Release: Version 1 Date: 4-6-15 Author: Approved by: Jane Hotchkiss
More informationCentral Bedfordshire Council. Determination of Proposal to Commission New Middle School Places in Leighton Buzzard
Central Bedfordshire Council EXECUTIVE 6 October 2015 Determination of Proposal to Commission New Middle School Places in Leighton Buzzard Report of: Cllr Mark Versallion, Executive Member for Education
More informationReport. To the Chair and Members of CABINET
Report Date: 20 th March 2018 To the Chair and Members of CABINET APPROVAL TO PROGRESS THE FUNDING AGREEMENT WITH SHEFFIELD CITY REGION AND ASSOCIATED BACK TO BACK AGREEMENT WITH NETWORK RAIL AND TO ACCEPT
More informationCorporate Report Format. To the Mayor and Members of the Cabinet. Town Centre Wi-Fi Solution. Relevant Cabinet Wards Affected Key Decision
Corporate Report Format To the Mayor and Members of the Cabinet Town Centre Wi-Fi Solution Relevant Cabinet Wards Affected Key Decision Member(s) Cllr Tony Corden Town K1302 EXECUTIVE SUMMARY 1. This report
More informationGUIDANCE ON MANAGING CHURCH BUILDING PROJECTS
GUIDANCE ON MANAGING CHURCH BUILDING PROJECTS Introduction Responsibility for Church buildings rests with each Parochial Church Council (PCC) under the Constitution. PCCs will therefore be involved from
More information2017 Scheme Outline. All queries can be addressed to:
2017 Scheme Outline All queries can be addressed to: townandvillage@ahg.gov.ie Town and Village Renewal Scheme 2017 Scheme Outline Department of Arts, Heritage, Regional, Rural and Gaeltacht Affairs April
More informationColindale Ward. Not applicable
Meeting Cabinet Resources Committee Date 16 December 2013 Subject Report of Summary Delivering a new Library and Centre for Independent Living as part of the Barnet and Southgate College development at
More informationPROJECT INITIATION DOCUMENT (PID)
Project Documentation PROJECT INITIATION DOCUMENT (PID) Southern Gateway Implementation Release: 6th Draft Date: 29 August Author: Approved by: Jane Hotchkiss Amy Loaring Cabinet Note: the completion of
More informationPROJECT INITIATION DOCUMENT (PID)
Project Documentation PROJECT INITIATION DOCUMENT (PID) Southern Gateway Implementation Release: 7th Draft Date: September Author: Approved by: Jane Hotchkiss Amy Loaring Cabinet Note: the completion of
More informationThis report will be open to the public on 11 July 2017.
This report will be open to the public on 11 July 2017. Report Number C/17/29 To: Cabinet Date: 19 July 2017 Status: Key Decision Corporate Director: Alistair Stewart, Chief Executive Cabinet Member: Cllr
More information5.6 Home Energy Savings Program
5.6 Home Energy Savings Program 5.6.1 Overview The Home Energy Savings Program (HESP) is the program through which the Trust pursues savings from upgrades to a home's building envelope or certain heating
More informationHighways Asset Management Plan
Central Bedfordshire Council EXECUTIVE 1 August 2017 Highways Asset Management Plan Report of: Cllr Ian Dalgarno, Executive Member for Community Services (ian.dalgarno@centralbedfordshire.gov.uk) Responsible
More informationContemporary Art Foundation STATEMENT OF INTENT
Contemporary Art Foundation STATEMENT OF INTENT 1 July 2014-30 June 2017 Board Approved 9th June 1 Contents 1.0 Introduction 2.0 Trust Objectives 3.0 Governance 4.0 Nature and Scope of Activities 5.0 Accounting
More informationA REPORT FOR THE NATIONAL ASSEMBLY FOR WALES
A REPORT FOR THE NATIONAL ASSEMBLY FOR WALES Review of the Implementation and Operation of the Statutory Food Hygiene Rating Scheme in Wales and the Operation of the Appeals System FEBRUARY 2015 CONTENTS
More informationAPPLICATION FORM EUROPEAN HERITAGE LABEL
APPLICATION FORM EUROPEAN HERITAGE LABEL The European Heritage Label (EHL) is a new European Union initiative which builds on a 2006 intergovernmental initiative. The aim of the scheme is to highlight
More informationGLOBAL FACILITIES MANAGEMENT
GLOBAL FACILITIES MANAGEMENT Survey of professionals February 2015 OBJECTIVES 1 To assess how much appetite there is for integrated facilities management, combining catering, soft services and hard services.
More informationHeritage Grants - Receiving a grant. Mentoring and monitoring; Permission to Start; and Grant payment
Heritage Grants - Receiving a grant Mentoring and monitoring; Permission to Start; and September 2017 1 Introduction... 2 Filling in forms... 2 Before Starting... 2 Reporting on progress... 3 Mentoring
More informationReport of the ESTATES COMMITTEE. 19 January 2010
F 2009 31 Finance and General Purposes Committee 4 March 2010 For decision Report of the ESTATES COMMITTEE 19 January 2010 F&GPC is invited to endorse the attached Carbon Management Plan for approval by
More informationPublic Art Policy Markham Municipal Projects
Appendix A Public Art Policy Markham Municipal Projects Policy Category: Public Realm Related Policy No.: 2012 CFS 02 Implementing Procedure No.: Approving Authority: Effective Date: Markham Council Approved
More informationBIRMINGHAM CITY COUNCIL
BIRMINGHAM CITY COUNCIL PUBLIC REPORT Report to: CABINET Report of: Strategic Director for People Date of Decision: 28 th June 2016 SUBJECT: STRATEGY AND PROCUREMENT PROCESS FOR THE PROVISION OF EARLY
More informationThe impact of government s ICT savings initiatives. The Cabinet Office
REPORT BY THE COMPTROLLER AND AUDITOR GENERAL HC 887 SESSION 2012-13 23 JANUARY 2013 The Cabinet Office The impact of government s ICT savings initiatives 4 Key facts The impact of government s ICT savings
More informationCULTURAL WELL-BEING. Oranga ahurea
CULTURAL WELL-BEING Oranga ahurea He kura te toiora ahurea tangata A person s cultural wellbeing is precious The value of a human being and the contribution each makes to the wellbeing of the group. Though
More informationAPPLICATION PACKAGE Position: Creative Producer
APPLICATION PACKAGE Position: Creative Producer Image Rachel Main Applications Close: Friday 20 th October 2017, 3pm Send to: Cat Graveson, Executive Assistant and Office Coordinator PH: +61 3 9362 8806
More informationCounty Ordinance reads as follows:
BRING YOUR BIG SPLASH TO SNOHOMISH COUNTY WASHINGTON WWW.SNOCOTPA.COM Snohomish County Tourism Promotion Area GRANT APPLICATION We are pleased you have requested an application to apply for Tourism Promotion
More informationOrganisational Business Plan
ORGANISATIONAL BUSINESS PLAN 2016 2025 1 Organisational Business Plan 2016-2025 AS AT MARCH 2017 Organisational Business Plan (OBP) 2016-2025 Contents Introducing Auckland Museum s OBP... 1 Summary vision...
More informationPlanning: a Short Guide
Planning: a Short Guide Planning: a Short Guide www.doi.vic.gov.au/planning Introduction This booklet outlines the planning permit process and planning scheme amendment process, and the course to be followed
More informationMuseums Worcestershire Strategic Plan
Museums Worcestershire Strategic Plan 2015-2018 2 Our vision Our vision for the next five years is for Worcester and Worcestershire to be nationally recognised for the quality of its cultural offer. We
More information2018 Guide to entering online. fxdesignawards.co.uk. 28 November Closing Date for Entries. for Entry queries
2018 Guide to entering online fxdesignawards.co.uk 2018 Awards Night 28 November 2018 Closing Date for Entries 27 July 2018 for Entry queries entries@fxdesignawards.co.uk The prestigious FX Awards invite
More informationRenewable Energy Bonus Scheme - solar hot water rebate. Guidelines and application form
Renewable Energy Bonus Scheme - solar hot water rebate Guidelines and application form Under the Renewable Energy Bonus Scheme, the Australian Government is offering rebates of $1,000 to install a solar
More informationDUBLINE DEVELOPMENT FUND. Application Guidelines. Connecting places, peoples and pasts
DUBLINE DEVELOPMENT FUND Application Guidelines Connecting places, peoples and pasts Contents 1. Introduction 2. The purpose of the Dubline Development Fund 3. What support is available? 4. Who can apply?
More informationVersion 5 24 th August City Deal and Growth Deal Programme Board. Business Case Approval Form
Version 5 24 th August 2016 City Deal and Growth Deal Programme Board Business Case Approval Form 1. Project title and proposing organisation(s) Former ROF Featherstone Strategic Employment Site Access
More informationBolsover District Council Corporate Plan
Bolsover District Council Corporate Plan 2015-2019 Contents 3 Introduction 4 Instructions 5 About Us Aims: 6 Our Key Aim - Unlocking Our Growth Potential 8 Providing Our Customers with Excellent Service
More informationCenturion Way Feasibility Study - South Downs National Park Authority Application for Coast to Capital LEP Feasibility Fund
Centurion Way Feasibility Study - South Downs National Park Authority Application for Coast to Capital LEP Feasibility Fund Coast to Capital has launched a Feasibility Fund to support feasibility studies
More information223 W Wisconsin Ave. P.O. Box 131 Tomahawk, WI Operating Plan For the Tomahawk Downtown Business Improvement District 2019
223 W Wisconsin Ave. P.O. Box 131 Tomahawk, WI 54487 Operating Plan For the Tomahawk Downtown Business Improvement District 2019 Wisconsin Act 184 signed into law in 1984 gives Wisconsin municipalities
More informationInformation Pack - Freelance (self-employed) roles Bannockburn House Trust - 30 January V4
Information Pack - Freelance (self-employed) roles Bannockburn House Trust - 30 January 2018 - V4 Introduction This document accompanies the paid role descriptions and is intended to provide more information
More informationEnhancing economic empowerment through the arts. Arts & Culture Venture Capital Fund Call for Applications
Arts & Culture Venture Capital Fund Call for Applications MUSIC TELEVISION AND FILM PRODUCTION PUBLISHING CRAFTS DESIGN PERFORMING ARTS AND CULTURAL TOURISM Enhancing economic empowerment through the arts
More informationDRAFT GUIDANCE NOTES
DRAFT GUIDANCE NOTES 1.0 Football Development Planning 1.1 Football Development Plan The applicant is required to complete the Toolkit, seeking guidance, advice and approval from the relevant County FA
More informationREDEVELOPMENT OF THE FORMER OLYMPIA THEATRE PROJECT INFORMATION FOR ACTIVITY PLAN CO-ORDINATOR
REDEVELOPMENT OF THE FORMER OLYMPIA THEATRE PROJECT INFORMATION FOR ACTIVITY PLAN CO-ORDINATOR 1. Introduction Clyde Gateway seeks to appoint a part time arts & heritage Co-ordinator to deliver a programme
More informationCareer Development Fellowships 2018 Guidelines for Applicants. Applications close 12 noon 05 April 2018
Career Development Fellowships 2018 Guidelines for Applicants Applications close 12 noon 05 April 2018 Contents Definitions 3 Overview 4 Career Development Fellowship (CDF) 5 Eligibility 7 Assessment of
More informationReport to Cabinet. 19 April Day Services for Older People (Key Decision Ref. No. SMBC1621) Social Care
Agenda Item 4 Report to Cabinet 19 April 2017 Subject: Presenting Cabinet Member: Day Services for Older People (Key Decision Ref. No. SMBC1621) Social Care 1. Summary Statement 1.1 On 18 May 2016, Cabinet
More informationEU GRANTS IN TOURISM & NATIONAL INVESTMENT INCENTIVES
EU GRANTS IN TOURISM & NATIONAL INVESTMENT INCENTIVES KroatienTAG 2014 Contets Section Chapter Page 1 About 1 2 Planned calls for proposals 4 3 Project activities - EU grants & national investment incentives
More informationFUNDING OF SCIENCE AND DISCOVERY CENTRES
Executive Summary FUNDING OF SCIENCE AND DISCOVERY CENTRES 1. Science Centres have developed an increasingly important role in stimulating public interest in science and technology, particularly in young
More informationCornerhouse Business Plan 2010/2011
Business Plan 2010/ Final 70 Oxford Street Manchester M1 5HN Tel: 0161 228 7621 Fax: 0161 200 1504 e-mail: director@cornerhouse.org Web page: www.cornerhouse.org Business Plan 2009 2010 Contents MISSION...
More informationadvance Program Financial Year 2017/18
advance Program Financial Year 2017/18 What is the Advance Program? Managed by Tourism Australia s business events unit, the Advance Program delivers specific, measurable, and achievable marketing activity
More informationmac birmingham Business Model Case Study
Image courtesy of mac Birmingham mac birmingham Business Model Case Study mac birmingham has increased its audience and resilience by focusing on its offer as a gateway connecting people with the arts.
More informationHOUSING INFRASTRUCTURE FUND
Agenda Item No. 10 EXECUTIVE - 14 SEPTEMBER 2017 Executive Summary HOUSING INFRASTRUCTURE FUND In July 2017 the DCLG launched the Housing Infrastructure Fund. This is a government capital grant programme
More informationTourism Grant Application
Tourism Grant Application Mission: The purpose of the Clarendon Hotel Occupancy Tax (HOT) Fund is to provide funds to enhance Historical Restoration, the Preservation of the Arts and other activities which
More informationCommunity ICT Champion: City of London Community ICT project
7301_Q_city_london_eval_summ_01_Layout 1 28/09/2010 17:03 Page 1 Community ICT Champion: City of London Community ICT project City of London Citizens Online British Telecommunications plc Bone Wells Urbecon
More informationPublic Document Pack
Public Document Pack MINUTES of Meeting of the CHEVIOT AREA PARTNERSHIP held in Jedburgh Grammar School, Jedburgh on Wednesday, 28 March 2018 at 6.30 pm. Present:- Apologies:- In attendance:- Councillors
More informationTransport NI York Street Interchange APPENDIX A PROJECT BRIEF
Transport NI York Street Interchange APPENDIX A PROJECT BRIEF PROPOSED SCHEME REPORT: PART 2 VOLUME 2 January 2015 Roads Service Consultancy Framework Contract BRIEF FOR MAJOR WORKS SCHEMES, EASTERN DIVISION
More informationBUILDING RESLIENT COMMUNTIES THROUGH THE FURTHER DEVELOPMENT OF COMMUNITY HUBS HOUSING & COMMUNITIES (COUNCILLOR LYNDA THORNE)
CARDIFF COUNCIL CYNGOR CAERDYDD CABINET MEETING: 17 MAY 2018 BUILDING RESLIENT COMMUNTIES THROUGH THE FURTHER DEVELOPMENT OF COMMUNITY HUBS HOUSING & COMMUNITIES (COUNCILLOR LYNDA THORNE) AGENDA ITEM:
More informationINCENTIVE SCHEMES & SERVICE LEVEL AGREEMENTS
MAY 2007 INCENTIVE SCHEMES & SERVICE LEVEL AGREEMENTS Practice Based Commissioning North and South Essex Local Medical Committees CLARIFYING THE RELATIONSHIP BETWEEN PBC GROUPS AND PCTS AIMS The aim of
More informationNHS WOLVERHAMPTON CLINICAL COMMISSIONING GROUP CONSTITUTION
NHS WOLVERHAMPTON CLINICAL COMMISSIONING GROUP CONSTITUTION Version: [78] NHS England Effective Date: 1 December 2015 April 2017 CONTENTS Part Description Page Foreword 1 1 Introduction and Commencement
More informationEntrepreneurs Programme - Supply Chain Facilitation
Entrepreneurs Programme - Supply Chain Facilitation Version: 2 February 2016 Contents 1 Purpose of this guide... 4 2 Programme overview... 4 2.1 Business Management overview... 4 2.2 Supply Chain Facilitation
More informationINTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD
INTEGRATION SCHEME (BODY CORPORATE) BETWEEN WEST DUNBARTONSHIRE COUNCIL AND GREATER GLASGOW HEALTH BOARD This integration scheme is to be used in conjunction with the Public Bodies (Joint Working) (Integration
More informationUNIVERSITY HOSPITALS OF LEICESTER TRUST BOARD 2 MARCH 2017 PAGE 1 OF 6 Emergency Floor Project: Monthly Update
UNIVERSITY HOSPITALS OF LEICESTER TRUST BOARD 2 MARCH 2017 PAGE 1 OF 6 Emergency Floor Project: Monthly Update Author: Jane Edyvean Sponsor: Richard Mitchell EXECUTIVE SUMMARY Paper J Context Construction
More informationAttraction Development Grant Program Guidelines & Application
Attraction Development Grant Program Guidelines & Application Mission: To assist the development of a critical mass of sustainable, market-driven travel experiences within the state that will influence
More information1 - PROJECT DETAILS 1.1 PROMOTER S INFORMATION. Title and full name of main contact: Position: Investment and Economic Initiatives Manager
Strategic Outline Business Case Please complete this to enable an initial assessment of your project. Once completed, please return by email to callsubmissions@sheffieldcityregion.org.uk by 5pm on 8 th
More informationDraft Business Plan and Budget
The Adelaide City Council invites engagement from the community about Draft 2013-14 Project Summary The Adelaide City Council is inviting comment on its draft 2013-14. This document sets out the objectives
More informationCanalside Land, Jericho Feasibility Report
Feasibility Report 2 Who is involved in this initiative? Jericho Living Heritage Trust Jericho Community Association Jericho Community Boatyard St. Barnabas Church The Jericho Living Heritage Trust (JLHT)
More informationFund Development and Events Coordinator PotashCorp children s museum
Fund Development and Events Coordinator PotashCorp children s museum Information Package Thank you for your interest in the role of Fund Development and Events Coordinator. with the PotashCorp children
More informationThe History of the Atlantic Islands Centre Project
The History of the Atlantic Islands Centre Project 2003 Autumn/Winter Two community consultation meetings formed a proposal for an integrated project: A home for the Luing History Group, with museum, archive,
More informationTARGET AUDIENCE This policy and its associated procedures are mandatory for all Western District Health Service departments and employees.
PROCUREMENT LINK TO STANDARD Standard 1 Safety and Quality in Health Service Organisations PURPOSE This policy outlines the requirements for establishing a governance framework to monitor and manage procurement
More informationAnnual Complaints Report 2014/15
Annual Complaints Report 2014/15 1.0 Introduction This report provides information in regard to complaints and concerns received by The Rotherham NHS Foundation Trust between 01/04/2014 and 31/03/2015.
More informationCentral London Clinical Commissioning Group Governing Body Meeting 13 August 2014
Central London Clinical Commissioning Group Governing Body Meeting 13 August 2014 CONTRACT AWARD - CARE PROVIDER PROCUREMENT OF SPECIALIST HOUSING FOR OLDER PEOPLE IN WESTMINSTER (SHSOP) 1. Executive Summary
More informationSECTION 16: EXTERNAL RELATIONSHIPS AND FUNDING
SECTION 16: EXTERNAL RELATIONSHIPS AND FUNDING 16.1 Introduction 16.2 Principles 16.3 Mandatory Referrals 16.4 Practices Part A: Funding from BBC Commercial Services, the Open University and Co-Productions
More informationDLR BUSINESS SUPPORT GRANTS 2010
DLR BUSINESS SUPPORT GRANTS 2010 REPORT AND RECOMMENDATIONS OF THE EVALUATION COMMITTEE When considering the Budget 2010, Dún Laoghaire Rathdown County Council established a 300,000 fund to assist business
More informationResearch Enrichment Public Engagement. Notes on applying
Research Enrichment Public Engagement Notes on applying We expect all our major research groups to engage with the public about their work. To support this, we provide public engagement funding within
More informationRESOLUTION NO
EXHIBIT Page of 0 RESOLUTION NO. 0- A RESOLUTION OF THE BOARD OF COUNTY COMMISSIONERS OF BROWARD COUNTY, FLORIDA, PERTAINING TO THE BROWARD CULTURAL COUNCIL'S INCENTIVES (GRANTS) PROGRAMS AND ELIGIBILITY
More informationTERMS OF REFERENCE. Transformation and Sustainability Committee. One per month (Second Thursday) GP Board Member (Quality) Director of Commissioning
TERMS OF REFERENCE Committee: Frequency Of Meetings: Committee Chair: Membership: Attendance: Lead Officer: Secretary: Transformation and Sustainability Committee One per month (Second Thursday) GP Board
More informationVolunteer and Events Coordinator Contract
Dear Applicant, Volunteer and Events Coordinator Contract Thank you for your interest in the Volunteer and Events Coordinator Contract at Bannockburn House. We have provided an outline of the contract
More informationScottish Government Regeneration Capital Grant Fund Update
Midlothian Council 28 March 2017 Scottish Government Regeneration Capital Grant Fund Update Report by John Blair, Director, Resources 1 Purpose of Report The purpose of this report is to advise Council
More informationAppendix 2 LIVERPOOL STATEMENT OF COMMUNITY INVOLVEMENT
Appendix 2 LIVERPOOL STATEMENT OF COMMUNITY INVOLVEMENT 2013 INTRODUCTION 1.1 The Statement of Community Involvement (SCI) sets out how the City Council will engage the local community in the development
More informationSpace Management Guidelines
Space Management Guidelines {As approved by the Capital, Space and Amenities Group on 21 st April 2016} Introduction The Capital, Space and Amenities Group (CSAG), in conjunction with the Chairs of Faculty,
More informationVoluntary and Community Sector [VCS] Commissioning Framework
Appendix A Voluntary and Community Sector [VCS] Commissioning Framework 2013-2016 Contents 1.0 Introduction 2.0 Background 3.0 What is Commissioning 4.0 Current approach 5.0 The case for change 6.0 Way
More informationCOMMUNITY ARTS INVESTMENT PROGRAM (CAIP) POLICY
COMMUNITY ARTS INVESTMENT PROGRAM (CAIP) POLICY Council Policy 8(11) Grants and Capital Grants Policy (d) That a "Community Arts Investment Program" be established as set out in Appendix 8(11A-4); PURPOSE:
More informationResearch Equipment Grants 2018 Scheme 2018 Guidelines for Applicants Open to members of Translational Cancer Research Centres
Research Equipment Grants 2018 Scheme 2018 Guidelines for Applicants Open to members of Translational Cancer Research Centres Applications close 12 noon 08 March 2018 Contents Definitions 3 Overview 4
More informationNEWRY, MOURNE AND DOWN DISTRICT COUNCIL FINANCIAL ASSISTANCE 2016/2017 CALL
NEWRY, MOURNE AND DOWN DISTRICT COUNCIL FINANCIAL ASSISTANCE 2016/2017 CALL 1 2016-2017 Guidance notes on completing the Application for Funding Closing Date: Friday 11 March 2016 at 4pm Applications must
More informationOutcome 1: Improved health and well being The council is performing: Excellently
Annual Performance Assessment Report 2008/2009 Adult Social Care Services Council Name: Croydon This report is a summary of the performance of how the council promotes adult social care outcomes for people
More informationUnlocking Vindolanda s Wooden Underworld
The Vindolanda Trust Design Brief for exhibition consultancy services Museum Extensions at Chesterholm Museum, Bardon Mill, Hexham, Northumberland NE47 7JN Unlocking Vindolanda s Wooden Underworld The
More informationUCL MAJOR INCIDENT TEAM MAJOR INCIDENT PLAN. Managing and Recovering from Major Incidents
UCL MAJOR INCIDENT TEAM MAJOR INCIDENT PLAN Managing and Recovering from Major Incidents June 2017 MAJOR INCIDENT PLAN - June 2017 Title Primary author (name and title) UCL Major Incident Plan (public
More informationStrategic Plan FOREST CITY GALLERY 258 Richmond Street London, ON N6B 2H7 wwww.forestcitygallery.com
Strategic Plan 2017-2020 FOREST CITY GALLERY 258 Richmond Street London, ON N6B 2H7 wwww.forestcitygallery.com FCG Brief History Forest City Gallery (FCG), founded in 1973 by a nationally recognized group
More informationConsultant Radiographers Education and CPD 2013
Consultant Radiographers Education and CPD 2013 Consultant Radiographers Education and Continuing Professional Development Background Although consultant radiographer posts are relatively new to the National
More information2014 to 2020 European Structural and Investment Funds Growth Programme. Call for Proposals European Social Fund. Priority Axis 2 : Skills for Growth
2014 to 2020 European Structural and Investment Funds Growth Programme Call for Proposals European Social Fund Priority Axis 2: Skills for Growth Managing Authority ESI Fund Priority Axis: Investment Priority:
More information1.1 Introduction. 1.2 Strategic Context HES Corporate Plan
1.0 OUTCOMES FRAMEWORK 1.1 Introduction Historic Environment Scotland has implemented an outcomes framework across its grant programmes. Outcomes are the benefits or changes that your project will deliver
More informationDowntown Shoulder Area Community Improvement Plan. Investing in our Community
Downtown Shoulder Area Community Improvement Plan Investing in our Community The Downtown Shoulder Area Renaissance Community Improvement Plan consists of the following: PART A - The preamble which does
More informationComplaints Sanctuary Students Procedure SS/LW0315/CP. Sanctuary Group:
Subject/Title: Complaints Procedure Sanctuary Students Business Function: Complaints Procedure Sanctuary Students Author(s): Operations/Accommodation Manager Other Contributors: Director of Operational
More informationRural Regeneration and Development Fund
Rural Regeneration and Development Fund Scheme Outline and Information Booklet Rural Regeneration and Development Fund Background Project Ireland 2040, which was launched on 16th February 2018, is the
More informationWORCESTER TALL. Sponsorship Pack. We invite you to Stand Tall for the county in 2018
WORCESTER TALL Sponsorship Pack We invite you to Stand Tall for the county in 2018 A Wild in Art event brought to Worcester by St. Richard's Hospice Welcome... For over 30 years St. Richard s Hospice has
More informationFramework Agreement for Care Homes in Central Bedfordshire
Meeting: Executive Date: 5 November 2013 Subject: Framework Agreement for Care Homes in Central Bedfordshire Report of: Summary: Cllr Carole Hegley, Executive Member for Social Care, Health and Housing
More informationLONDON & PARTNERS BUSINESS PLAN
LONDON & PARTNERS 2015-16 BUSINESS PLAN Introduction London & Partners is the official promotional organisation for London. We are a not-for-profit public private partnership, funded by the Mayor of London
More informationSUSTAINABLE TRAVEL GRANT SCHEME GUIDANCE NOTES. For. Matched Funded Grants Maximum 2,000
SUSTAINABLE TRAVEL GRANT SCHEME GUIDANCE NOTES For Matched Funded Grants Maximum 2,000 2017-2018 Strathclyde Partnership for Transport (SPT) has created a Sustainable Travel Grant Scheme (STGS) which councils,
More informationResults of the Clatsop County Economic Development Survey
Results of the Clatsop County Economic Development Survey Final Report for: Prepared for: Clatsop County Prepared by: Community Planning Workshop Community Service Center 1209 University of Oregon Eugene,
More informationPORTAS REVIEW PILOTS APPLICATION FORM
PORTAS REVIEW PILOTS APPLICATION FORM Please ensure you fill in ALL sections of this form. Guidance on completing this form can be found at www.communities.gov.uk/publications/regeneration/portaspilotsprospectus2
More informationUCAS. Welsh language scheme
UCAS Welsh language scheme 2010-2013 Prepared under the Welsh Language Act 1993 Preface This is the Welsh language scheme (the scheme) presented by the Universities and Colleges Admissions Service (UCAS),
More informationPortfolio Holder for Environment and Sustainability. Llandrindod Wells Powys LD1 6NT
Section 1: About you Your name: Organisation (if applicable): Job title: Email: Cllr John Powell Powys County Council Portfolio Holder for Environment and Sustainability cllr.john.powell@powys.gov.uk Contact
More informationGOVERNING BODY MEETING 30 July 2014 Agenda Item 2.2
GOVERNING BODY MEETING 30 July 2014 Report Title Purpose of report Personal Health Budgets This report provides an overview of the use of Personal Health Budgets (PHBs) within NHS Eastern Cheshire Clinical
More informationHeritage Grants. Application guidance. March Grants over 100,000
Application guidance www.hlf.org.uk Contents Part one: Introduction 3 Welcome 3 Help we offer 3 Who we fund 4 What we fund 5 The difference we want to make 6 Costs we can cover 7 Your contribution 8 Other
More informationLocal Economy Directions Paper
Local Economy Directions Paper Official Community Plan Review - Phase 3 Help us refine our emerging directions! This paper provides a summary of what we have heard so far and a step towards developing
More informationCalifornia Main Street Four Point Approach
California Main Street Four Point Approach California Main Street Structure Advisory Committee Program Manager Board of Directors Financial Funding Advocacy Policy Planning Personnel Broad based A Working
More information