Carnegie Theatre Trust – Business Plan 2015 – 2019
Version 6.4 DRAFT
Table of Contents
1.
Amendment Log ................................................................................................................................ 3
1.
Foreward ........................................................................................................................................... 4
2.
Introduction ....................................................................................................................................... 5
3.
Carnegie History ................................................................................................................................ 6
4.
Current operation .............................................................................................................................. 8
5.
Carnegie SWOT Analysis .................................................................................................................. 13
6.
Carnegie Trust - “Vision” ................................................................................................................. 17
7.
Carnegie Trust - Aims ...................................................................................................................... 18
8.
Carnegie Trust - Objectives ............................................................................................................. 19
9.
Governance Model .......................................................................................................................... 44
10.
Organisation Design .................................................................................................................... 46
11.
Accountancy, Payroll & Pensions ................................................................................................ 48
12.
Trustee Training & Development ................................................................................................ 49
13.
Profit and Loss Forecast for 2015/16 to 2019/20 ....................................................................... 50
14.
Capital Priorities for 2015/16 to 2019/20 ................................................................................... 51
15.
Risks ............................................................................................................................................. 52
16.
Appendices .................................................................................................................................. 56
16.1.
Appendix 1 – Floor Plans ..................................................................................................... 57
16.2.
Appendix 2 - Allerdale District Description ......................................................................... 59
16.3.
Appendix 3 - Allerdale Cultural Strategy ............................................................................. 62
16.4.
Appendix 4 - West Cumbria Economic Blueprint ................................................................ 63
16.5.
Appendix 5 - Cumbria County Council Policy Position – Arts and Culture .......................... 64
16.6.
Appendix 6 – Arts Council England – Achieving Great Art for Everyone Framework ......... 65
16.7.
Appendix 8 – Contacts ......................................................................................................... 66
16.8.
Appendix 9 – Directors, Managers and Professional Advisors ............................................ 67
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1. Amendment Log
Version Date
6
6.1
6.2
6.3
6.4
Changes
15/09/2014 Initial Draft Version for review
10/10/2014 Minor Amends following ABC Internal
Review
02/11/2014 Addition of Charitable Incorporated
Organisation Structure
8/11/14
Addition of Trustee Development Module
& accountancy, payroll and pensions.
16/11/14
Creation of Operational Plan (Transition
Plan)
Author
Carnegie (Workington) Ltd
Carnegie (Workington) Ltd
Carnegie (Workington) Ltd
Carnegie (Workington) Ltd
Carnegie (Workington) Ltd
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1. Foreward
Welcome to the first Carnegie Trust Business Plan.
This Plan takes forward the strategic objective set out by Allerdale Borough Council to establish a
sustainable ongoing future for the Grade 2 listed Carnegie Theatre & Arts Centre and follows a options
appraisal carried out Locality in early 2012 which recommended and was subsequently accepted by
Allerdale Borough Council to proceed with a new Carnegie non-profit organisation to take over the
Carnegie which incorporates a Company Limited by Guarantee plus Registered Charity.
In this Business Plan we set out our structure, strategic objectives, activities, priorities and targets for
the period April 2015 – March 2019 operating as the Carnegie Trust. This is where we will focus our
efforts and resources. The targets provide the basis for regular monitoring of our performance against
our ambition – and at the same time we must not forget the day-to-day management of the venue.
We will enhance the quality and range of the offer in terms of the programme and also improve the
quality of the experience for our patrons. In addition we have some ambitious and exciting plans to
secure the long-term viability of the venue and establish the Carnegie’s position as the principal arts
and entertainment venue in Workington and the surrounding area. Much needs to be done to achieve
this; not least we need to secure significant external funding.
If we are to achieve the Vision for the Carnegie and achieve our objectives we recognise the need to
work in partnership with our key stakeholders, not least the community at large and other like-minded
venues, arts and leisure operators. Partnership working is therefore very much to our thinking as we
set out our proposed journey over the coming years.
Lee Martin-White
Chairman
Carnegie Workington Ltd
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2. Introduction
The Board of Directors for the Carnegie are dedicated to the process of developing, planning and
reviewing performance. There are primarily six keys reasons that have been identified for producing a
new Business Plan.
1. To demonstrate to Allerdale Borough Council and other stakeholders the way in which
the prospective Carnegie Board of Directors will operate the venue using best practice
to ensure effective use of charitable and public funds.
2. To enable the Carnegie to draw down external funding which would not otherwise be
available to us.
3. To ensure clarity of purpose and direction for everyone associated with the Carnegie.
4. To set out the Carnegie Priorities to March 2020 and to show how these priorities will
be delivered.
5. To ensure appropriate development of all aspects of the work of the venue and
maximise the full potential of the Carnegie.
6. To facilitate effective and prudent financial planning.
7. To secure a long-term sustainable future for the Carnegie.
Evaluation:
The Business Plan will be updated annually, and its implementation will be subject to regular review
by the Board of Directors. As part of this process –
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Reports from the Management team will be submitted to the Board of Directors, and
circulated to staff and any principal funding bodies and stakeholders, on a half yearly basis, for
discussion as appropriate
Reports on significant projects and developments will be prepared and circulated as and when
required
Bi-Monthly meetings of the Board of Directors will discuss the Plan.
Bi-Monthly Management Accounts will be provided to the Board, and made available to
relevant funding bodies as required
At the end of each financial year, a full evaluation of the Plan will be undertaken by the Board
of Directors and Management team, with the content updated and operational planning for
subsequent years undertaken
Monitoring of progress against the Plan will use a range of indicators, such as Box Office data
and results, market research, audience and stakeholder feedback etc
The outcomes of these regular reviews will be used to:
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Bring about improvements in performance
Encourage managers, staff and volunteers to achieve their potential, and
Achieve the Vision and Objectives for the Carnegie
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3. Carnegie History
The Carnegie Library and adjoining Lecture Hall were built by Workington Town Council for the
princely sum of £7,500 donated by Scottish / American Philanthropist Andrew Carnegie. The
building opened to the public in 1904 and a commemorative plaque is prominently displayed
within the cafe area. It seems likely that the Lecture Hall was almost immediately let as a Variety
and Cinema venue to earn sufficient income to pay the wages of a Librarian and buy Library books.
In 1911, the Council purchased an adjoining house that was then gutted internally to provide an
adequate Variety stage. The Hall operated as a Cinema until 1958, often being referred to as ' The
Ranch' due to the regularity of western movies being shown.
In 1962 the 1100 seat capacity Opera House in Workington was converted for use as a Bingo Hall,
and the local amateur operatic and musical societies needed to find a new home. Although
inadequate in terms of dressing room accommodation, the Carnegie 'Theatre' was seen as the
only viable option.
Some modest improvements were made to the 'Theatre' in 1963 and the Librarian initiated a
programme of music events.
In 1973 the Library Service transferred to a former Co-operative building on Oxford Street, and the
Town Council made the bold decision to convert the former library into an Arts Centre. Further
improvements were also made to the Theatre, to include an extension to the property to provide
dressing rooms, new lighting and sound and a complete refurbishment of the auditorium. A
professional manager was appointed at this point to run the theatre and Arts Centre.
In 1974 as part of local government reorganisation, the ownership of the building transferred from
Workington Town Council to Allerdale District Council.
The Theatre's programme of events was expanded during the 1980's and Monroe’s Bar (a live
music venue and occasional studio performance space) was constructed in 1985 from what was
the former Town Council Chamber. The Carnegie Theatre and Arts Centre was given responsibility
for Arts Development within the Borough of Allerdale which led directly to the creation of the
annual Keswick Jazz Festival in 1992 and then the annual Maryport Blues Festival in 1999. The
whole of the Carnegie Theatre and Arts Centre building was listed as Grade 2 in 1985.
Major improvement works to the property commenced in 2008. Most of the roofs were re-slated
and the south facing windows to the upper floors were replaced. Further works were carried out
in 2010 when a new flat roof over the existing cafe area was constructed and like for like
replacements of the decorative roof lights above the arts centre entrance foyer were installed.
The Arts Centre was extensively refurbished to include the re-discovery of the original ceiling in
what is now the Dance Studio.
In 2011, the further development of the Carnegie Theatre and Arts Centre became a priority for
Allerdale Borough Council and representatives of local theatrical, dance and musical organisations
and the general public established the Carnegie Development Group. From that, a new “Friends of
the Carnegie” has evolved and is seeking to increase the level of volunteer support.
A funding application was made to the Coalfields Regeneration Trust in 2011 for assistance in
improving the Carnegie. Coalfields provided funding of £96,000 which was subsequently matched
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with £100,000 of funding from Allerdale Borough Council which resulted in a programme of major
works in May 2012 to include the replacement of the theatre floor, renovation of the dressing
rooms, rebuild of toilets for the public and performers, demolition of the former lighting control
room to the rear of the theatre balcony to provide a hospitality area, theatre re-decoration, new
seating throughout to include the provision of removable stalls seating, new theatre curtains and
a digital PA system. Balcony and stalls seating was re-configured to improve legroom. A new
lighting control system was installed at this point.
A further pledge of funding was subsequently made by Allerdale Borough Council in 2013 for the
total amount of £220,000 that resulted in a full refurbishment of the Theatre Foyer and Monroe’s
Bar – key features of the project included bricked up windows being opened up, double glazing
installed and new LED Lighting as well as a brand new multi-functional bar.
Current estimated usage of people attending classes, courses and events totals approximately
60,000 per annum (excluding cafe customers).
Carnegie Development Group
This group was set up in 2010 as a way of supporting Allerdale in achieving a long-term future for
the Carnegie Theatre and Arts Centre. It was instrumental in establishing a Friends group and the
successful refurbishment of the theatre (2012) and Monroe’s (2013). When a shadow Trust board
was established in 2013, the role and responsibility of the CDG changed to being responsible for
the Friends and Volunteers and it became “The Carnegie Friends and Volunteers Group”
The Carnegie relies heavily on a small pool of volunteer staff for stewarding and box office duties
for their own productions and promotions. The volunteer staff is coordinated by “The Carnegie
Friends and Volunteer Group”.
Carnegie (Workington) Ltd
The Carnegie Trust (The Carnegie (Workington) Ltd) was established in 2014 with the objective of
developing a business plan to lease the entire building and transfer the operational responsibility
from Allerdale to the Carnegie Trust. The company is an interim arrangement with no trading
activities.
Future
Whilst the building has had significant resources spent on it in recent years to improve its
appearance more capital investment will be required to maintain the quality of experience,
develop its full potential and secure the long term sustainability of the business. This is an
extremely challenging position, particularly in the light of recent and upcoming public sector cuts.
The transfer to a charitable trust is felt to increase the Carnegie’s ability to draw down funding for
this purpose.
The Carnegie has the potential to offer a contemporary and comfortable setting for audiences, a
friendly and accessible community hub, an attractive space for commercial hires and make a
significant improvement to the cultural and arts offering currently available in West Cumbria.
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4. Current operation
The Carnegie serves a multitude of purposes including:●
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Live Theatre Venue
Live Music Venue
Community Centre
Meeting place
Café
Home of various community groups and social organisations which rely on low cost room
rentals in order to operate
Home for various businesses which lease units in the design centre
The building is open from 08:00 in the morning until 21:00 in the evening (Monday to Friday) and
08:00 to 17:00 (Saturday and Sunday) however hours are flexible and extended for special events
and productions or may be reduced in the event that there are no bookings.
Staffing
The organisation is current staffed by 4 permanent positions
Theatre Manager
Team leader
Clerical Assistant
Cleaner
1 FTE
1 FTE
1 FTE
0.4 FTE
The cost of employment of this group was around £105,000 in 2013/14.
There are a bank of casual staff available for events, these include a bar manager, bar staff &
technical staff. Expenditure on casual staff was around £13,000 in 2013/14.
Three sub-contracted technical staff provides technical support in the theatre, total expenditure in
this area was around £7,500 in 2013/14.
Box Office
The main Carnegie Office is located adjacent to the café and serves a dual role as an
administration centre and box office. The box office offers tickets for sale for many local events in
addition to those promoted in the Carnegie. Tickets are sold on a commission basis with the rate
depending on the method of payment. The user and not the end customer pay the fee.
The volume of ticket sales has not been confirmed, however we believe it to be in excess of
£200,000. Commission on ticket Sales averages at about 4.5% which provided a commission
income of £9271 in 2013/14.
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Café
The café is operates under a lease since August 2009 and currently terminates end March 2015.
The Carnegie café utilises the large space at the centre of the building immediately inside the main
entrance. The café is at the heart of the business and has capacity for 90 covers with a regular
client base, although much of this client base come to the venue solely for the café and do not
provide custom to the Box Office or other Carnegie services.
The café has limited accessibility for users with pushchairs and wheelchairs; it operates 7 days a
week from 08:00 until 16:00 and is almost always working to capacity. The customers at the café
constitute the majority of the daytime footfall in the Carnegie.
No evening service is offered by the café except for the occasional special events.
The lease has a value £17,250 in 2014/15
Exhibition Space
Exhibition space is available in the café and potentially other parts of the building; however, the
successful café business often precludes access to any exhibitions.
Rentable Spaces (excluding theatre)
Leading from the Café area there are 2 rooms available for letting
● Dance Studio
● Art Room
These areas have a number of regular customers
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Judo
Carnegie Singers
Dance Schools
Slimming World
Workington Rotary Club Beer Festival
Mind
Whilst in regular use these rooms are in need of refurbishment particularly to extend and expand
use for alternative and new hire options.
At the time of submitting the business plan full utilisation data was not available however we have
provided an indication of utilisation in a ‘typical week’ over the page highlighting the potential
opportunity of the space.
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Art Room
8am
8.30am
9am
9.30am
10am
10.30am
11am
11.30am
12pm
12.30pm
1pm
1.30pm
2pm
2.30pm
3pm
3.30pm
4pm
4.30pm
5pm
5.30pm
6pm
6.30pm
7pm
7.30pm
8pm
8.30pm
9pm
9.30pm
10pm
Dance Studio
8am
8.30am
9am
9.30am
10am
10.30am
11am
11.30am
12pm
12.30pm
1pm
1.30pm
2pm
2.30pm
3pm
3.30pm
4pm
4.30pm
5pm
5.30pm
6pm
6.30pm
7pm
7.30pm
8pm
8.30pm
9pm
9.30pm
10pm
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Forum Workshop
Natalie Smith
Dance & Drama
Jade Greaves
Theatre Stars Academy
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Slimming World
Baby Sensory
Jade Greaves
Mind
Jade Greaves
Lakes College Performing Arts
Sarah Westgarth
Dance Festival
Jade Greaves
Mrs Thompson
Coopers Dance
Slimming World
Martial Arts
Carnegie Singers
The rooms have a rental value of £18,309
Carnegie Theatre
The Theatre seats approximately 325 people; the auditorium and dressing rooms have recently
been refurbished to provide a more comfortable and well-equipped performance space. It is used
for the Carnegie Theatre and Arts Centre’s own promotions as well as Third Party promotions.
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The Carnegie stages about 35 of its own productions each year covering a wide variety of
genres, the profitability of these events is variable, however the overall result is at best a
break event situation when comparing ticket sales versus cost of the performers.
Average ticket sales per performance in the theatre stands at 190 tickets sold (58% of
capacity) based on figures provided April 2013 to November 2014 covering all productions
utilising the space.
Excluding amateur and local hires Carnegie only productions average ticket sales of 180
per performance (55% of capacity) based on the same figures (31 separate productions)
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The local amateur companies stage between 4 and 6 full-scale productions each year
including musicals, pantomime and concerts. Based on the same figures taking into
account all amateur and voluntary group hire productions average ticket sales of 198 per
performance (60% of capacity) based on the same figures (15 separate productions)
The Workington Musical Festival and Dance Festivals use the theatre annually
Schools & dance schools use the theatre for their own presentations
Workington Town Council and Allerdale Borough Council events such as mayor making
Others
The theatre rental income is £14,306
Monroe’s Bar
Monroe’s bar is a multipurpose space, which has recently been refurbished to a modern high
quality specification; it is equipped with its own lighting however lacks an independent lighting
control and independent sound system, sharing this with the theatre. Monroe’s has the benefit
of a fully equipped and stocked theatre bar, which is used during most theatre and Monroe’s
events. Monroe’s also benefits from its own stage.
Monroe’s is used for
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Occasional Carnegie promotions of local /national bands
Regular hire to MIND on a Tuesday evening
One-off hires
It serves as a theatre bar when there events in the theatre
There are no regular opening hours for Monroe’s Bar
Based on figures provided by the Carnegie Box Office between April 2013 and November 2014:
Monroe’s averages 95 seats sold per production (11 productions in total) equating to a 47% of
total capacity sold.
Monroe’s Bar has a separate rental income of £1,829 per annum and a bar gross profit of £26,580
per annum (before staff costs)
Carnegie Foyer
The Foyer area was refurbished in August 2013, the internal walls were removed and the area
opened up to provide a modern open plan space. The Foyer generally operates as an entrance for
the theatre and Monroe’s however it has the potential to operate as an independent meeting
space.
The Foyer presently contributes no income of its own.
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Design Centre Units
There are 8 office units on the upper floors of the arts centre; these are rented by a variety of local
businesses. Whilst in the main occupied to attract new hires/leasing opportunities it is of the
trust’s view that the first floor requires substantial upgrade and refurbishment. In particular
offices have no central heating or direct hot water and electric heaters have been installed as a
substitute.
The design centre units to have a rental value of £10,200 in 2013/14. (This figure includes the
rental income received from a business that is now in receivership).
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5. Carnegie SWOT Analysis
The trust have prepared the following Strengths, Weaknesses, Opportunities and Threats Analysis
based on the current operation to assist in the production of this Business Plan.
The SWOT represented views of trustees, users and present staff in January 2014.
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Strengths
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Established building / venue / name
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Loyal core of customers
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Loyal core of users
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Support of Friends
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Volunteers
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Support of Local Amateur Groups
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High footfall – busy café area, user groups
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Community hub
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Attractive auditorium and refurbished bar area
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Several multifunction spaces that can be utilised in various ways (modular)
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Mixed Portfolio (rental, entertainment etc)
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Trust members have wide and varied skills
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Partnerships with other organisations
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Allerdale support
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Local press are supportive
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Lots of schools in the immediate area
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Not a tourist area so not seasonal – year round customers
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New Box Office area in Theatre side
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Small capacity auditorium – shouldn’t be hard to fill and create a good atmosphere /
good experience.
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More manageable with small staff / limited resources.
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Accessible
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Venue for concerts and events
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‘Successful’ ticketing operation – festivals / local operators.
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Willingness for change from Trust - willing to try new things
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A range of equipment already available
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Historical background
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Support of local council(s)
Weaknesses
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No clear vision on what it is / what it should be – who is it for?
No General Manager
Staffing Resources
Variable customer experience
No consistent brand
Poor online presence (website, social media)
Limited use of Databox
Volunteers – no policies. Needs to centrally managed
Café franchised and not core to Carnegie Brand
No direct marketing strategy
No direct programming strategy
No parking
No current relationship with schools
Not a tourist area so no seasonal peaks / passing trade
On the outskirts of CBD so low passing trade
Current box office not in optimum position
Small capacity auditorium means difficult to cover costs of professional programme
Parts of building in need of maintenance
Not marketed as a ‘whole’ – Bar / theatre / arts centre and café should be ‘as one’
No flow through the building – disjointed effect.
No regular bar hours
Bar décor
Cafe decor
Signage (internal and external)
State of exterior
No general hours
Access to first floor limited
Lack of investment to first and second floors (not hot water or heating)
Conflict of existing uses
Inflexibility of existing rooms
Not marketed as a whole
Acoustics
Limited disabled access
Entrance not welcoming or inviting
Technical Limitations – sound / lights / stage etc.
Age of specialist equipment - stage lighting etc
Training of volunteers
High overheads/operates at a deficit
Bar prices
Limited and run down Kitchen space
Limited staff training and development
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Opportunities
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Town centre location
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Was well thought of – can be that again
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Workington schools market
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Commercial side:
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Food and drink offering
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Weddings/Family occasions
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Exhibitions
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Pop up Shops
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Table Top Sales
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Meetings and Conferences
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New business start-up packages
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Internet Cafe/Hub
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Hire out equipment
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Many user groups have own core audiences and skills / resources – adopt joined up
approach to maximise ‘Carnegie product’. Focus on ways to encourage ‘additional spend’ from
these audiences
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No local venues for exhibitions / craft fairs etc.
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Local businesses / organisations using Carnegie as a ‘Roadshow’ location for daytime
Limited internal processes resulting in inconsistent service
Dependency on local authority to 'keep it going'
Threats
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Free live music in Vine bar, Yankees and Lounge 41 etc.
Rosehill / Kirkgate Redevelopment plans
Decline of local festivals and events
Listed Status
Reliance on subsidy
Unknown physical state of building
Health and safety - old equipment, stage etc
Lack of money in people's pockets
Change of council
Antipathy of local businesses
Scaring off current clientele
Competition for grants and funding
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activities
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Decline of local festivals and events
Misconception that it is ‘a dump’
The Trust = new era. New start. Blank canvas.
Popular café – look at how this can work to our advantage
Lakes College involvement
Friends scheme
Strategic Programming Network
Joined up product for end users (encouraging up spend)
More diverse programming to appeal to wider demographic
Community Engagement/Awareness (tailored offer)
National initiatives
Town Centre 'Hub' to advertise (live feed?)
Seasonal Events
Digital displays throughout whole venue
'The Carnegie' (name)
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6. Carnegie Trust - “Vision”
The Carnegie will be a sustainable business with charitable aims. We will provide a diverse and
accessible range of high quality arts and leisure activities in a welcoming and inspiring
environment; service provision and programme will promote social inclusion, interaction and
engagement for all ages, shared experiences and opportunities to learn.
7. Carnegie Trust - Aims
AIM 1: To promote and provide a diverse and accessible range of high quality arts and leisure
activities for the residents of Workington and the surrounding areas
AIM 2: To develop income streams, maximise efficiency, maintain and invest in the physical
infrastructure, operate responsibly and run at a profit to re-invest in the business
AIM 3: To develop and work with staff and volunteers to ensure a high quality customer
experience and service provision for visitors, hirers and leaseholders alike.
AIM 4: To work in partnership with other local groups and businesses creating a natural hub and
support network in order to maximise opportunities and embed activities into the core Carnegie
offering.
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8. Carnegie Trust - Objectives
1
Promote a broad range of high quality entertainment offerings focussing on music, live
theatre and comedy (AIM 1)
2
Develop partnerships with organisations and individuals looking to promote music,
theatre and education in the arts (AIM 4)
3
Develop a communications strategy to support audience development (AIM 1)
4
Enhance the food and drink provision and develop secondary spends (AIM 2)
5
Maximise and developing leasing opportunities (AIM 2/4)
6
Drive down energy consumptions and operate in an environmentally sustainable
manner (AIM 2)
7
Provide a welcoming, safe and secure environment for customers, staff, volunteers,
users and visitors (AIM 2)
8
Secure the long term future by maintaining and developing the infrastructure (AIM 2)
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Develop a strong and supportive volunteer base and “Friends” group (AIM 3)
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Objective 1: Promote a broad range of high quality entertainment offerings
focussing on music, live theatre and comedy
Background:
The Carnegie currently operates a varied programme that can be segmented down to four key groups:
Theatre Hire – Amateur Musical Groups and Variety
Three local amateur musical groups utilise the venue and the theatre space is also hired by local
charitable organisations seeking to raise funds. Amateur groups are seen as valuable community
organisations in their own right. They both bring to the stage several amateur versions of mainstream
musicals a year, youth productions and the Carnegie annual pantomime.
Theatre Hire – Dance & Music Festivals
There is an annual dance and music festival that takes place at the Carnegie utilising both Theatre and
Monroe’s space. There are also one-off festivals that happen irregularly utilising the same space.
Theatre Hire – Junior and Primary Schools
A small number of local junior and primary schools hire the Carnegie Theatre for annual school
productions.
Theatre Hire – Professional
A programme of professional theatre events is organised annually to include rock/pop, tribute,
variety, clairvoyance, country and children’s shows. More recently ballet and opera have been
introduced to the theatre.
Monroe’s – Gigs
Monroe’s attempts to source contemporary music products (primarily rock) from around the UK and
internationally. More recently Monroe’s has utilised its versatility to introduce a comedy club and
clairvoyance shows. As in its past Monroe’s also encourages local bands to provide support.
Between April 2013 and November 2014 the genres broadly catered for can be split into the following
categories:
Genres
Opera
Rock, Pop & Blues
Pantomime & Children's Shows
Dance & Ballet
Community & Schools
Comedy
Variety
Nostalgia
Musicals
Other
Festivals
Number of Productions
1
23
3
1
3
1
3
6
10
6
2
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Opportunities:
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Develop better links, working relationships and networking with local arts and entertainment
venues such as The Wave and The Sands Centre (Culture, Leisure, Life), The Forum – Barrow,
Rosehill – Whitehaven, Kirkgate – Cockermouth and Theatre Royal – Workington.
Maximise revenue based on a quality programme that we know works for the venue and
increases secondary spend (i.e. Bar and Catering – Linked to Objective 5)
Improved effectiveness of marketing and develop through customer feedback and market
research (Linked to Objective 4 and 8)
Explore new opportunities for programme development in genres not currently catered for
i.e. Opera, Comedy and Ballet
Explore opportunities to develop education in the arts alongside programme development
(Working with Theatre By The Lake)
Expected Results:
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Shared benefits from networking with other like-minded organisations (i.e. cost sharing on
marketing etc.)
Increased ticket sales by a minimum of 10% per annum as indicated in financial forecast whilst
maintaining control of costs and margins.
Future Focus / Strategy:

Short to Medium Term –
o Effective cost control (i.e. negotiate better terms with promoters)
o Development of volunteer core (Linked to Objective 8,10)
o Develop relationships with other like-minded venues
o Marketing and communications strategy (Linked to Objective 4)

Medium to Long Term –
o
o
Audience Development
Explore future opportunities for development of programme
o Development of Friends Network (Linked to Objective 10)
21
Objective 2: Develop partnerships with organisations and individuals looking
to promote music, theatre and education in the arts
Background:
There is limited development of partnerships with organisations and individuals looking to
promote music, theatre and education in the arts which we recognise has the potential to be
increased over time and is a priority for the trust.
Opportunities:
Schools
● Develop school based events such as competitions (choir, crafts, dance, drama etc)
pantomimes and summer schools ran by the ‘Carnegie’ brand, at a discounted offer.
● Offer a ‘Put on a show’ package to encourage schools to use the Carnegie for their
school performances.
● Provide workshops and performances that complement the school curriculum by
working with arts practitioners.
● Develop a program with schools to encourage young people to ‘Bring their parents’ to
the theatre.
Amateur Dramatic Societies
● Offer an improved theatre hirer package to the societies including bar opening hours,
light and sound technicians, full FOH stewarding option.
● Offer a bespoke marketing package for each society that will maintain the high
standards of the Carnegie Brand - including promotion via the Carnegie website, social
media and local news.
● Provide an ‘After show event’ offer included in the price of hiring out the theatre.
Colleges
● Provide a work experience scheme with the college where students can develop their
work ethic in an operational theatre and gain experience in stage management,
lighting, sound, events management and general administration.
● Provide a new venue for student led events where students can confidently host their
own productions under the safety of the Carnegie banner.
● Introduce the Carnegie as a host for the college to run recruitment/open
days/conferences from, providing a town centre location for the college to use as a
hub.
22
Dance Schools/Drama Schools/Community Groups (Hirers)
● Produce an improved room hirer package to encourage hirers to spend more time in
the venue, such as discounts on block bookings for rooms, an invitation to book the
theatre/dance studio/Monroe’s to put on performances.
● Invite small playgroups (mother and toddler) in to use the art room and dance studio
during the day. Make the cafe baby friendly, adding a microwave for baby food etc.
Event Organisers
● Provide music events throughout the year to act as showcases for local talent, this will
boost the local community’s moral for The Carnegie while providing an opportunity for
new and old musicians to put on a show.
● Provide a support system for promoters in order to help them with their event to keep
up the standard that the Carnegie wants to achieve. This will be reflected in
everything from promotion material to event delivery.
Commercial Groups
● Approach commercial firms in the area to introduce our conference facilities a small
investment into equipment may be needed before this is carried out e.g. projector and
screen, communal laptop etc.
● Approach local wedding shops/cars/bands to look at providing a wedding event using
all the rooms on the ground floor and providing a stage for bands/singers to perform
on ranging from full band in the theatre to acoustic act in Monroe’s.
● Provide options for other major industries for showcasing, i.e. Vintage fairs, museums,
councils events etc.
Expected Results:
● Developing a creative future for West Cumbria (Links between school children and the
Carnegie developed from a very young age)
● Better utilisation of the building space
● Increased footfall and secondary spends (Linked to Objective 1, 4, 5,8,10)
Future Focus / Strategy:

Short to Medium Term –
o Staff Development & Training
o Establish links with all groups
o Regular formal consultation with groups
o Explore opportunities with Lakes College West Cumbria and University of
Cumbria to understand potential for work experience and training.
23
o Work with Theatre by the Lake to produce a programme of education and
participation

Medium to Long Term –
o Explore future opportunities with commercial groups
24
Objective 3: Develop a communications strategy to support audience
development
Background:
There are opportunities for the development of a strategic approach to marketing and
communications which will result in consistent messages and regular contact with the
customer base, local press and staff / volunteers building on good practise of targeting certain
segments of the audience (eg. the gig guide)
There are also opportunities to cross promote/market the Carnegie offering as a whole
including developing a regular annual schedule for print materials.
Website navigation should be reviewed to ensure that it along with Social media are used to
their fullest potential.
Brand development is key to the communications strategy along with Public Relations,
content, frequency and number of publications.
Opportunities:
The Carnegie has a long and illustrious history in the town and has lots of character – so
plenty of scope to develop a new and attractive brand to bring everything together (with sub
brands attached to different income strands etc.)
People are interested in hearing about the venue and are keen to learn about forthcoming
programme. Multi-function aspect of the venue and range of activities on offer should give us
opportunities to market to specific audience segments and tailor communication – both in
terms of method and content. It also means that there is plenty of opportunity to cross
promote and put in place procedures for upselling and increase ancillary sales (provide
refreshment facilities for parents waiting at dance class etc. Ensure that every child who
comes on education visit goes home with a brochure.)
Local press contacts are supportive and want to see the venue succeed. Wide variety of local
publications (print and online) publishing entertainment news plus local radio stations BBC
Radio Cumbria and CFM.
The venue has a large group of volunteers who act as ambassadors – word of mouth is the
best recommendation a venue / product can have. Volunteers could also be used to distribute
flyers / brochures etc.
25
Expected Results:
● A more attractive and welcoming venue – both in terms of appearance and customer
service
● Increased contact and communication with customer base
● Increased dialogue (two way communication) between venue and customer base
● A clearer and more consistent message
● Increased overall ticket sales (10% per annum)
● Increased number of unique and robust customer records on Databox
● Initiate e-newsletter (by capturing email addresses)
● Develop number of FB users / Twitter followers
● Increased media coverage - weekly presence in either radio or local news publication
Future Focus / Strategy:
● Focus on building a programme of high quality activities and services promoted under
a high quality and consistent brand.
● Ensure that efficient procedures and robust schedules are put in place to allow regular
contact with customers through a variety of communication tools (PR, social media,
online, print etc.) – all with a consistent message.
● Reuse and repackage content for different platforms.
● Ensure activities can be monitored and measured in order to determine most effective
use of resources.
● Apply a ‘joined up’ approach and market the offering as a whole by working closely
with user groups and lease-holders etc.
● Develop online sales to reduce pressure on Box Office.
● Work more closely with user groups to share skills and maximise resources.
● Build and develop relationships with local press contacts in order to keep them
informed of progress and activities.
Activities:
● Work with an external designer to rebrand venue as ‘The Carnegie’. Use branding
guidelines as the basis for all internal and external marketing and communications
materials. Introduce sub-brands where relevant to showcase individual income
strands etc.
● Compile a PR schedule to ensure regular feed of stories to local press & radio etc.
Include reviews and competitions where appropriate. Create updated (and
standardised) notes to the editor to accompany all releases.
● Build up an approved image bank for promotional use, tracking all copyright and
necessary photo credits.
● Set up regular listings distribution to local and regional entertainment publications and
websites.
26
● Devise social media strategy and compile social media plan, primarily concentrating on
Facebook and Twitter but exploring other channels for opportunities.
● Look at ways of improving website both in terms of design, content, usability and
functionality.
● Develop an annual print schedule to include brochures and leaflets where appropriate
(format and regularity to be agreed)
● Allocate advertising budget to cover key points in year (with contingency for low sales
events) and create schedule
● Compile a distribution list and schedule for print materials with ‘zones’ that can be
allocated to volunteer ‘street team’ (volunteers or Lakes College etc.)
● Ensure delivery of a monthly e-newsletter on a specific day of the month to include
upcoming shows, regular community activities, Trust updates and personality led
features and or / competitions. Encourage sign up through social media, in-venue
flyers / posters etc.
● Fully utilise databox, clean up data and explore targeted direct mail opportunities.
Compile schedule according to allocated budget.
● Carry out audit of poster boards and information points throughout the venue and
look at better ways to display information. Standardise number, size, format and
location of sites and ensure regular rotation in accordance to sales targets. Look at
better ways to utilise the café in order to promote events / activities / facilities.
● Review external signage and look at ways to improve.
● Work with Operations / Buildings team to review internal signage and produce
relevant materials in line with branding guidelines.
● Develop a programme of town centre activities to promote The Carnegie, either by
taking part in existing events / festivals or carrying out activity in the Hub / empty
shops.
● Set up regular meetings / team briefings to review marketing & comms activity and
prioritise tasks according to sales targets.
27
Objective 4: Enhance the food and drink provision and develop secondary
spends
Background:
There are two food and drink providers in the Carnegie, the Carnegie Café and Monroe’s Bar
The Carnegie Café
● The cafe is operated as a concession offering a daily food service between 0800
and 1600 each day including Sundays. (Lease does state 0900 opening).
● The business occupies the area immediately adjacent to the main entrance.
● The kitchen facilities need modernisation and the serving area is very basic with
very little in the way of display areas.
● The food is self-service and is of a reasonable quality at a very competitive price
and is offered together with soft drinks, coffee and tea but no alcohol.
● The cafe is popular and very well patronised.
● There is no clear delineation between the café area and the access to the office
other rooms etc. It would help the atmosphere in the café for it to be a clearly
defined and portioned space.
● It is unclear how much net income it generates for the Carnegie. The annual
concession cost is fixed at £17,250 for 2013/14 however the electric, space heating
and rates costs are borne by the Carnegie and there is no accurate way of
determining the energy usage. It is expected that the rates bill for the Carnegie
Trust will be fully rebated as a Charity however this will not apply to the Café.
● At times the café is also used by people which have hired the adjoining rooms (Art
Room and Dance Studio) and this can conflict with the café business
Monroe’s Bar
● Monroe’s bar has recently been refurbished; a new bar has been constructed
together with flexible space seating around 100 people but capacity is 200.
● A new lighting system has been installed which allows different moods to be easily
generated
● The bar only offers a service when there are events in the theatre or bar, which on
average is less 4 days per month.
● The bar is not tied to a brewery so there is opportunity to negotiate on prices and
beers to maximise profit as reflected in financial accounts.
● Monroe’s bar has recently purchased a coffee machine so there is opportunity to
offer tea and coffee.
● Prices are relatively high compared with nearby pubs however they are not
unusually high for a business of this type.
● Monroe’s bar has a full stage with lighting and sound facilities.
28
● A restriction is that the lighting and sound control desks are shared with the theatre.
Technical help is needed to move equipment from one performance space to the
other and also for operation as the control equipment is of a very sophisticated
nature. This restriction increases the running costs when a mix of events is held across
the two performance spaces.
Opportunities:
Carnegie Café
● Renegotiate the existing concession to ensure that after covering all direct costs
the Carnegie Trust is left with an acceptable profit in relation to the business
turnover.
Monroe’s Bar
● Minimise the cost of supplies through active negotiation with multiple suppliers
● Daytime service to complement what is offered by the Carnegie Café.
● Facility for private parties offering anything from a room only to a full service –
room, bar, food and entertainment.
● Specialist events run in conjunction with the café with authentic food and drink
● Promote small intimate productions such as comedy, magic, acoustic, folk
● Purchase dedicated lighting and sound control for the bar, which is relatively
simple to operate and permanently installed. This will reduce long term
operational costs and make it more attractive for potential hirers
Future Focus / Strategy:
● It is currently not our intention to run the Café as a integral part of the Carnegie Trust.
We will instead concentrate on achieving best value from the concession and make a
acceptable margin on the turnover whilst still encouraging development and
improvement.
● There should be a focus on developing increased usage of the Monroe’s Bar in order
to increase turnover from bar sales.
● We should strive to get the best commercial deal possible from our suppliers on the
cost of stock and maximise operating margins
● Develop cross selling with other activities in the Carnegie.
Expected Results:
● We should achieve a utilisation of Monroe’s bar on at least 8 nights per month in the
first year increasing to 16 nights per month at the end of this business planning period.
29
● The gross profit generation from the bar needs to increase from £38,708k today to
£58,063k by the end of the business planning period. This is crucial to the ongoing
success of the Carnegie as a business.
● We should aim for a profit margin on the concession, which relates to approximately
5% of turnover after all costs have been considered.
Activities:
Carnegie Café
●
●
●
●
Establish accurate energy consumption figures for the café
Establish all other direct costs relating to the café
Renegotiate café lease, aiming at an income equating to 5% of turnover.
Discuss with the café concessionaires how we can work together to promote joint
events in Monroe’s Bar and the Café such as pre-theatre meals, themed speciality
evenings, private parties, corporate events etc.
● Aim to delineate the café space so as to have a clearly defined passage between
other spaces and to offer customers an improved experience. This would also
allow for a reception desk to be included in the main space
Monroe’s Bar
●
●
●
●
New simplified dedicated sound and lighting control
Develop new and improve existing entertainment genres – Comedy, Rock Music
Renegotiate Bar stock prices.
Tender stock supply contracts.
30
Objective 5: Maximise and developing leasing opportunities
Background:
The Carnegie Theatre and Arts Centre currently has 8 office units which are leased to other
businesses. These units are leased on short-term leases:
●
●
●
●
●
●
●
●
Unit 1 – Singing School
Unit 2 – Cumbria Theatre Trust
Unit 3 – Cumbria Theatre Trust
Unit 4 – Carnegie (Workington) Ltd - Trust
Unit 5 – VACANT
Unit 6 – Cumbria Theatre Trust
Unit 7 – Soundwave
Unit 8 – Soundwave
Opportunities:
The existing units could be modernised ensuring adequate heating, communications and
office facilities with the view of increasing lease income to offer increased potential to
business start-ups and existing businesses who are looking for serviced office accommodation
in the centre of town.
Expected Results:

An income stream of £6,000 in the financial year ending 31 st March 2016 rising to
£10,000 for the financial year ending 31st March 2018.
Future Focus / Strategy:

Short to Medium Term –
o Effective cost control
o Marketing and communications strategy (Linked to Objective 4)

Medium to Long Term –
o Identification of funding stream for improvements to design centre
o Creation of multi-functional ‘serviced’ business centre incorporating fully
functioning office environment (furniture, telephony, heating, lighting etc)
31
Objective 6: Drive down energy consumptions and operate in an
environmentally sustainable manner
Background:
1. Utility bills account for around one third of the Carnegie’s building overhead, at £30k p.a. 1
2. Gas central heating in turn accounts for around £10k p.a.:
2.1. This figure is based on the use of relatively inefficient 2 gas boilers, formerly in use.
2.2. Similarly, there has previously been no facility to heat separate public areas individually.
Where, for example the bar area was to be heated prior to an event, all other areas of the
building have also been heated. The wastage was twofold –
2.2.1.
Unused areas were heated unnecessarily.
2.2.2.
Inability to target individual areas necessitated running the boilers at
full output for a prolonged period (often up to 48hrs in advance) to achieve temperature
in the required area.
3. Mains electricity accounts for two thirds of utility costs. It is supplied to all user groups and subletters through one meter, paid exclusively by the Carnegie.
3.1. The Carnegie Café concession is conservatively estimated to account for 60% of the electrical
energy usage of the building. 3
3.2. The gas boilers are supplemented by a number of electric water and room heaters on the first
floor with relatively expensive running costs. 4
4. Waste segregation is limited to paper/cardboard and general waste streams. Waste collection for
sub-letters is paid for by the Carnegie.
1
£30,288 p.a. actual utility cost 2013-2014, supplied by Allerdale BC. Electricity £17,451 (58%). Gas £9756 (32%). Water £3081 (10%)
2
Manufacturer’s efficiency figures unavailable for previously installed Ideal Concord CXi boilers, now out of production. Estimated efficiency
of 70% based on boiler type (gas atmospheric) and age.
3
Awaiting quotation for installation of electrical sub-meter into café kitchen, which will in turn give us exact usage figures. Research
conducted on a number of commercial hospitality operations suggests that typically 63% of building energy usage is in the catering kitchen
(Mudie, 2013). Applying the protocol of financial prudence, we reduce this to 60%.
4
While operating at high efficiency (typically 100% energy conversion), electric heaters and boilers are currently less cost effective than the
existing gas boilers due to higher mains electricity vs gas charges per unit of energy.
Cost per kWh electricity 10p x 1 (i.e. max efficiency) = 10 pence per kWh.
Cost per kWh of gas 3.4p x 1.3 (i.e. 0.3 wastage) = 4.42 pence per kWh.
32
Opportunities:

Utilisation of upgraded gas central heating system.

Potential availability of grant funding from e.g. ABC and Energy Savings Trust for:
1
o Further upgrade of building insulation.
o Installation of electrical sub-meters to individual user groups/areas to allocate
and transfer costs, thereby also encouraging energy savings. Currently under
consideration by Allerdale B.C. Property Services.
o Introduction of renewable energy sources e.g. photovoltaic - a large south
facing roof space is available – approx. 400m2. We consider the combination of
high efficiency appliances, yet high mains supply costs makes the 1st floor area
(see point 3.2) an ideal candidate for supply by renewable sources.

1
Further segregation of waste. Other recyclables separated from ‘general waste’ would
attract no disposal charge, as is currently implemented with paper waste. A separate
collection point for café general waste will be provided, charged directly.
Next priority item - secondary double glazing.
Expected Results:
1. Lowering financial overhead by £15,044.
1
2
2. Lowered carbon footprint - 22 metric tonne p.a. reduction in CO2 emissions.
3. Reduction of waste to landfill.
4. Potential for income generation and enhanced public perception by use of renewable
energy sources.
1
Financial savings
Gas – we conservatively expect 30-40% usage savings with the upgrade of the central heating system:
●
●
15-20% by the introduction of zoning technology (US DoE estimate)
15-20% through boiler upgrades – increase from approx. 70+% to 90+% efficiency.
Applying the prudent lower figure of 30% saving, we expect to reduce gas usage by 77,593kWh to 181,050kWh p.a.

In addition to usage savings, we have tentatively negotiated a 13% reduction in price by transferring supply from
British Gas to SSE PLC for a 4 year fixed period from April 2015, which combined with the reduction in use above will
result in a cost saving of £3,588 p.a.
Electricity – we conservatively expect cost savings of 66% yielding £10,456:

We have tentatively negotiated a 15% reduction in price by transferring supply from nPower to Scottish Power for a
1 year fixed period from April 2015, resulting in £2,448 p.a. savings.
33

In addition to the lowered overall supply price, we expect further savings of 60% through transfer of costs directly
to sub-letters. We expect further cost savings of £8008 p.a. on the renegotiated supply tariff.
Further reductions in electrical usage are expected with the proposed introduction of renewable energy sources to power
st
the 1 floor electrical lighting and heating. Figures for this will be available after the renewable energy feasibility survey in
2015 and have not been factored into the business plan financials.
Waste – some savings are expected from ‘general waste’ disposal costs being passed on to the café. We estimate this at
£1,000 p.a.
2
Carbon emission reduction of 24 tonnes p.a. derived from:
Gas –258,644kWh usage (Allerdale supplied figures) which translates to 47,600kg of CO2 (Defra 2013 conversion factor).
Efficiency increases providing a reduction of 30% = 14,280kg saving.
Electricity – initially, CO2 savings from electricity usage in the main will be at the discretion of the café operators, when
usage costs are met directly. The Carbon Trust (2014) advises that moderate improvements in behavioural factors and
appliance maintenance may yield 20% savings in a typical commercial kitchen. We will advise and assist the café operators in
order to achieve this figure. Cafe current electricity usage estimated at 82,347kWh (60% of annual usage) which translates to
36,684kg of CO2 (Defra 2013). With a reduction of 20% we aim to achieve a saving of 7,337kgs of CO2.
Further reductions in carbon footprint are expected with the proposed introduction of renewable energy sources to power
st
the 1 floor electrical lighting and heating. Figures for this will be available after the renewable energy feasibility survey in
2015.
Future Focus / Strategy:
● Near-term strategy - to enhance commercial viability by reducing:
● Energy usage, and in doing so reduce environmental impact.
● Energy costs per unit.
● Mid to long term the Carnegie aims to become a regional ‘flagship’ retrofitted
sustainable building.
Activities:
● Firm up energy supply contracts.
● Conduct waste survey (volume, types and source) by end 2014. Identify recycling
opportunities, develop waste streaming systems and renegotiate leases. KT now has
this action.
● Install electrical energy sub-meters (Allerdale Property Services) and draw up user
group billing agreements (Carnegie Trust) by March 2015.
● Work with partner groups (James Watson Ltd, and Groundwater & Geothermal
Services Ltd) to conduct renewable energy feasibility study by Jun 2015. Costs to be
borne through energy efficiency grant.
34
Objective 7: Provide a welcoming, safe and secure environment for
customers, staff, volunteers, users and visitors
Background:
The Carnegie is known to regular users and locals however there is an unclear branding
strategy incorporating the venue as a whole which results in a perception of the overall
product being of lower quality despite the programme being completely to the contrary.
The venue operates as singular entities (Box Office, Theatre, Monroe’s Bar, Café, Dance
Studio etc.) and whilst much work has been done to improve the facilities in the theatre,
Monroe’s Bar and Theatre Foyer, the rest of the building feels very disconnected and in need
of investment – as a result customers find the building difficult to navigate. In particular
customers with disabilities are inhibited due to the disconnection and free flow of the
building.
The central point of contact for any customer wishing to use the Carnegie should be its staff.
Presently staff and the central box office are hidden in a corner of the café behind a glass
screen. New customers find it very difficult to identify where the box office is or who the staff
are – frequently café staff are a new customers first point of contact.
When a customer finds the box office the glass screen severely inhibits two way
communication and equally it is very difficult for a customer/member of staff to select seats
for a production because the monitor sits on a desk in the office, at least 1 metre away from
the customer. In similar venues the central box office is an open counter, which is suitable for
all customers with visible uniformed staff and appropriate security measures deployed (The
Sands Centre - Carlisle, The Wave - Maryport, The Forum - Barrow, Theatre By The Lake Keswick).
Aside from layout and visible staff/volunteer presence the venue also lacks any form of CCTV
(Internal and external). For a venue this size, especially when on occasion there is only one
member of staff present CCTV is a necessary measure to ensure safety of all our staff,
volunteers and customers.
Invariably the venue operates under local authority procedures and policies and whilst they
are sufficient to operate there are clear limitations in the ability to apply in full the traits of an
outward facing, welcoming arts and entertainment venue.
Opportunities:



Develop clear brand and marketing strategy – brand guidelines etc
Develop a range of customer service policies and procedures
Develop a robust customer feedback and complaints process with appropriate service
level agreements
35









Deploy an ethos of continuous improvement based on the above
Invest in formal staff/volunteer customer service training (either supplied by partners
such as Lakes College West Cumbria, Culture Leisure Life, or formal training procured
– Welcome Host Gold which then leads on the City & Guilds Qualifications for staff to
undertake)
Source organisational accreditation schemes
Identify quick wins in terms of building flow – applying lean principles. Removing
waste throughout the building – everything should have a place.
Improve signage and increase visibility of services and flow throughout building
Develop a full range of volunteers policies and procedures (Linked to Objective 9)
Employ a Volunteer Manager (Either in a voluntary capacity or linked to future funding
strategy)
Develop clear reporting lines for Volunteers to Carnegie Management Structure
Formally procure ‘Include Arts: Access and Inclusion’ to carry out a full review taking
into account physical environment, training, Evaluation Report – which will then form
the basis of future bids for funding.
Expected Results:
● Recognisable brand both internally and externally – improved reputational benefits,
quality of service etc.
● Undertaking formal customer service training such as Welcome Host provides staff
with additional qualifications – improving staff morale and improves the reputation of
the business at the same time.
● A clear and direct understanding of customer satisfaction based on fact, establishing
baseline figures on which to improve – regular customer surveys and feedback.
Enabling the business to identify areas for improvement (AFI’s)
● % increase in sales both direct ticket sales and subsequent secondary spends (Linked
to objective 1, 3, 4, 9)
Future Focus / Strategy:

Short to Medium Term –
o To undertake necessary steps to deploy absolutely necessary activities to
improve customer service and safety and security of staff, volunteers and
customers:
 Creation of appropriate policies and procedures
 Undertake essential staff training
 Identify quick wins
36

Medium to Long Term –
o To concrete long term viability of business by undertaking formal reviews by
accredited partners and undertake external/internal structural changes to
comply with identified needs:
 Include Arts – Access and Inclusion Review Findings
 Formal Accreditation of Staff/Volunteers and Organisation
Activities:





Lined to Objective 1 – Promote a broad range of high quality entertainment offerings
focussing on music, live theatre and comedy
Linked to Objective 3 – Develop a Communications Strategy to support Audience
Development
Linked to Objective 8 – Secure the long term future by maintaining and developing the
infrastructure
Linked to Objective 9 – Develop a strong and supportive volunteer base and ‘Friends’
Group
Short to Medium term –
I. Apply for funding to undertake ‘Include Arts – Access and Inclusion’ Survey.
(Already underway – October 2014)
II.
Identify, create or update relevant staff/volunteer policies and procedures (To
include Unacceptable Actions policy (Aggressive or Abusive Behaviour etc)). (By
March 2015)
III.
Develop customer feedback and complaints procedures and processes. (By
March 2015)
IV.
Identify quick wins to improve building flow and accessibility using lean
principles (No cost – can be done internally with Trustees). (By March 2015)
V.
As above identify quick wins for central box office. (By March 2015)
VI.
Identify staff training needs. (By Mid-January 2015)
VII.
Begin discussions with Lakes College West Cumbria and Culture Leisure Life to
identify possible training opportunities. (By February 2015)
VIII.
Agree immediate training needs and source appropriate funding sources. (By
March 2015)
IX.
Improve visibility of staff/volunteers by adopting uniform policy (including
name badges). (By March 2015)
X.
Identify optimum position and plan for improving the layout of the central box
office taking into account flow, access and appearance. (By January 2015)
XI.
Undertake review of security procedures and identify CCTV requirements. (By
January 2015)
37

Medium to Long term –
I. Develop brand strategy and guidelines
II.
Complete ‘Include Arts – Access and Inclusion’ Survey. (By December 2015)
III.
Identify AFI’s from Include Arts Survey and appropriate sources of funding. (By
end December 2015)
IV. Externally publish customer feedback and complaints process. (By 1st April
2015)
V. Externally publish Unacceptable Actions Policy. (By 1st April 2015)
38
Objective 8: Secure the long term future by maintaining and developing the
infrastructure
Background:
1. The Carnegie is an Edwardian building of stone and slate, in “reasonable” condition and
considered to be structurally sound subject to works outlined in the May 2014 Building
Survey conducted by Day Cummings Ltd.1
2. Other than legal compliance testing, building maintenance is currently of a reactive nature
as issues are reported to Allerdale Borough Council Property Services.
3. All costs for building maintenance and development are currently met by Allerdale BC.
4. An extensive refurbishment of the main stage and bar area was undertaken in 2013. Other
parts of the building suffer from poor public perceptions2 and require similar cosmetic
improvement.
1
2
Building survey by Craig Wallace RICS of Day Cummins, May 2014.
We have received poor comments from the public regarding, for example - bricked up windows, dirty and
crumbling exterior stonework, interior décor in the cafe and outdated fittings and fixtures.
Opportunities:
“Stave off decay by daily care” – William Morris.
1. Develop a strategic plan for preventative maintenance through a combination of:
1.1. Planned maintenance:
1.1.1. Ensure legislative and best practice compliance through equipment inspection
and servicing scheduling3.
1.1.2. Establish ‘maintenance calendar’ for routine/in-house works to the building4,
1.2. Condition based maintenance:
1.2.1. Initiate quarterly building fabric condition walkthrough to include B+I Trustee,
Theatre Manager and other staff on a rota basis – to identify issues preemptively, and increase staff engagement with building condition. 5
1.2.2. Schedule five yearly building survey, conducted by chartered surveyor to
assess e.g. structural issues. Next due in 2019.
39
1.3. Predictive maintenance:
1.3.1. Introduce usage records for equipment (e.g. stage lighting, sound) and plot
against failure data to determine lifespans with regard to establishing future
predictive maintenance strategy.
1.4. Budget prioritisation by business criticality – e.g. failure of the main stage sound
system or room lighting takes priority over an individual stage light (show stopper vs
reduced functionality/income)
3
Carnegie servicing and inspection by external resources sample workflow:
Based on incremental budgeting, we anticipate costs of £6,250 p.a. for compliance testing (LOLER,
PAT, gas appliance, Legionella, fire safety).
4
The calendar would include, for example:
●
●
●
●
●
●
5
‘Feb – check flow in rainwater goods on a rainy day’
‘Mar – spring clean by volunteer group and host after party’
‘Apr – inspect roofs with binoculars as per check sheet’
‘May – remove weeds from exterior of building’
‘Jun - check all window catches, opening/closing and paintwork’
Etc.
We anticipate costs of £19,750 p.a. for emergent repairs, based on previous year’s costs (adjusted to remove
large/one-off capital projects).
40
2. Building development:
Building development and usage plans to be formulated based on
sound commercial strategies in liaison with Board of Trustees and General Manager,
e.g. (£ yield per m2) / payback period.
2.2.
Improve the cosmetic appearance of public areas to enhance customer
experience and brand perception – exterior façade cleaning, installation of exterior
lighting, interior redecoration.
2.1.
Expected Results:
1. Preventative maintenance of building fabric and equipment resulting in:
1.1. Overall 8-12% reduction in routine repair costs (US Dept of Energy figures), to be
potentially realised within 5 years as emergent repairs decrease.
1.2. Reduced probability of the necessity for major remedial works (roofs, water damage
to walls).
2. Long term availability and dependability of building and equipment, resulting in reduction
in potential commercial downtime.
3. Improve strategic maintenance costing resulting in:
3.1.
Increased distribution of expenditure across budget period, improving
cashflow.
3.2.
Reducing the probability of tapping into financial reserves and/or
seeking emergency funding from external sources, e.g. Allerdale BC.
4. Enhanced decision making potential on building development through strategic market
and commercial focus.
Future Focus / Strategy:
1. Development decisions to be prioritised on the basis of commercial
sustainability/customer experience:
1.1. Safety and legal compliance issues - avoid fines and claims, keep insurance costs
down.
1.2. Existing business continuity – keeping the building and infrastructure functioning and
available to support sales (even during works) – increase revenue through building
development.
2. To work closely with commercial and marketing departments to identify market
opportunities and incorporate into building development plans.
3. Investigate potential grants from external agencies for building repairs and upgrades.
4. Longer term to invest in ‘wow’ factor improvements to enhance customer experience.
41
Activities:
1. Develop planned maintenance schedule by Mar 2015.
2. Implement condition monitoring processes e.g. quarterly inspections. Mar 2015.
3. Introduce processes for predictive maintenance. Jun 2015.
4. Building development plan. Schedule meeting Mar 2015.
42
Objective 9: Develop a strong and supportive volunteer base and “Friends”
group.
Background:
● There is a small “Friends” membership of around 100 managed by a constituted
“Carnegie Friends and Volunteers” group; It is run at arms-length from the Trust.
From the “Friends” group there are a small number of dedicated people who
volunteer to provide Front of House and additional administrative support. It is often
difficult to find sufficient volunteers to fully staff events and this can only get harder as
the number of events increases. There are no benefits provided to the volunteers.
Opportunities:
● There is a lot of interest in the Music and Theatre within the wider community. We
must tap into this group to develop and enhance the volunteer group from a broad
demographic. Examples are Amateur Theatre Groups, Schools, Colleges etc.
Expected Results:
● A strong volunteer group of at least 30 who can be called on for a range of support
services for the business predominantly Front of House services
Future Focus / Strategy:
● Volunteers are an essential resource for the Carnegie if we are to become a profitable
business. It is a key part of the strategy to develop and promote the volunteers and
Friends.
Activities:
●
●
●
●
●
Develop Health and Safety and Customer Service Training for Volunteers
Identify and appoint Volunteer Manager
Identify a permanent member of staff responsible for volunteers and training
Put together a package of benefits for volunteers
Promote volunteering opportunities to a wider audience aiming to recruit 30 members
by the end of 2015
● Provide support for the group in developing and promoting the “Friends”
43
9. Governance Model
The preferred governance model suggested for the organisation is that of a Charitable
Incorporated Organisation (CIO), a relatively new legal structure designed exclusively for
charities. The CIO is designed to provide the benefits of incorporation to registered charities
within a more attractive legal framework that is regulated purely by the Charity Commission.
Legal Framework
The legal framework for the CIO is set out in the Charities Act 2011 and in two sets of
regulations and an Order. These are:
 the Charitable Incorporated Organisations (General) Regulations 2012 (General
Regulations)
 the Charitable Incorporated Organisations (Insolvency and Dissolution) Regulations
2012 (Dissolution Regulations)
 The Charity Tribunal (Amendment) Order 2012
Types of CIO available
There are two different types of CIO available. There are model constitutions recommended
by the Charity Commission for each:
Foundation CIOs
Under this type of CIO, the voting members and charity trustees are one and the same
(known as 'closed' membership). This model is ideal if the CIO is to be run by a small group of
individuals (the charity trustees) who are to be responsible for making the key decisions.
Association CIOs
This type of CIO has a wider membership than the Foundation CIO, including members who are not
trustees (known as 'open' membership).
In accordance with the Charities Act 2011, the CIO constitution must be in English if the principal office
is to be in England, or in English or Welsh if the principal office is in Wales. The CIO constitution must
also be in a form specified by Charity Commission regulations or as near as circumstances admit.
It is recommended that at least initially the Carnegie Trust opt for Foundation CIO status with
consideration being given to converting to association status over a period of time. This will allow
effective and immediate management of the venue and charity. Consultation with wider public will
still be a principle maintained by the trust.
It is also recommended that the trust opt for the the Charity Commission model constitution to
avoid the Charity Commission rejecting the application for registration. (Approximate time frame
for incorporation 40 days).
44
Advantages of a Charitable Incorporated Organisation
 There will be no dual regulation. CIOs will only need to be registered with the Charity Commission,
will come into being once registered with the Charity Commission, will be regulated by the Charity
Commission and subject to charity law
 Trustees of CIOs will benefit from limited liability. This means that their liability in relation to the
organisation is limited to the amount they have invested in the CIO / have guaranteed upon the
winding up of the organisation. As the CIO is a separate legal entity it will enter into contracts,
hold property and employ staff itself. Consequently, it is the organisation rather than the trustees
that will be liable for any liabilities arising from such arrangements
 There is no minimum registration threshold that will apply in relation to the registration of such
organisations at the Charity Commission (unlike the current rules for registration of charities which
must have a minimum of £5k income before they can apply)
 Every CIO will have a registered charity number. This assists an organisation with fundraising /
donations and providing the public with confidence that the charity is appropriately regulated
 The structure is specifically designed for charities
 No fines will apply for administrative errors
 CIOs with income of £250,000 or over can produce simpler receipt and payment accounts to the
Charity Commission.
45
10.
Organisation Design
Present Organisation Structure
Carnegie Workington Ltd will inherit the following staff:
Manager
1 FTE
Grade K
Front of House
1 FTE
Grade G
Clerical Assistant
Janitor/Cleaner
1 FTE
0.40 FTE
Grade C
Grade C
Bar Supervisor
Clerical Assistant
0.20 FTE
0.20 FTE
Existing Staffing Structure
Notes:



1 FTE Clerical Assistant post is currently a job share between two people
Bar Supervisor averages 8 hours per week
Additional Clerical Assistant Post is a post which is occupied by an employee who for four days
per week works at Allerdale Borough Council.
Future Organisation Structure
The new governance structure for the Carnegie follows the suggested model shown below.
The appointed Board will be overall responsible for the strategic direction, profitable and efficient
running of the venue, with day-to-day responsibility of the same delegated to the General Manager
who will be responsible to the Board.
The management layer is to ensure the profitable and efficient running of the Carnegie Theatre & Arts
Centre incorporating all hire spaces including the Design Centre, to the highest professional standard’s
and to develop the venue for the future.
46
The organisation structure is a blended model recommended following the options appraisal carried
out by Locality in March 2012. The suggested model has the Board responsible for the overarching
strategy of the organisation. Each Board Director will be responsible for specific areas of activity.
The role structure indicated for the Board may change, depending on the ability to fill all roles. To
enable the set-up of a Charitable Incorporated Organisation the Board should have a minimum of 3
Directors/Trustee’s as recommended by the Charity Commission.
It is recommended that on acceptance of the Business Plan that a further recruitment exercise is
undertaken to try and appoint further trustees to those roles indicated. Where essential experience
is required, but not appointed to the Board (such as Legal and Finance) it is expected the service will
be procured.
The existing bank of casual staff would be retained if they wish to transfer to the Trust to be used as
and when required.
User organisations and volunteers need to be involved in supporting and planning events.
Partnerships and partnership working would be key to the operation, however the charitable
organisation would retain ultimate control of all aspects of the building and operation and work with
partners through a range of contracts and agreements. It is not envisaged that any activities or
facilities would be sub-contracted or sub-let.
Volunteers
Carnegie Workington Ltd would seek to develop a pool of volunteer staff to support the work and
operation of the Carnegie. Volunteers would play a key role in providing clerical support (box office
administration) and supporting performances, particularly as ushers. Volunteers will not only
complement the existing workforce but also by recruiting the right type of volunteer be wonderful
ambassadors and advocates for the organisation.
47
Future Governance/Staffing Model
11.
Accountancy, Payroll & Pensions
As well as providing accountancy (including VAT) and business support services the trust would
appoint Lamont Pridmore to undertake Payroll and Pensions services on our behalf. The five year
accounts provided reflect the service our accountants will provide. In summary these are:






Calculating wages
PAYE
Producing pay slips
Paying staff
Calculate NI due to HMRC
Pension auto-enrolment
Over time Lamont Pridmore would train Carnegie staff to undertake the payroll service themselves
thus reducing the overall cost of accountancy service year on year.
Lamont Pridmore have also indicated their ongoing support to the trust as an advisor in all matters
arising through their Workington based office.
48
12.
Trustee Training & Development
“Trustees have, and must accept, ultimate responsibility for directing the affairs of a charity,
and ensuring that it is solvent, well-run, and meeting the needs for which it has been set up.”
From CC3:The Essential Trustee (Charity Commission, 2005)
As part of their role, trustees joining the ‘board’ have to be open to learning, at each stage of their
experience. This learning is indicated by the spiral diagram below, as trustees work through each
governance cycle and through the stages of organisational life.
Trustee Journey Spiral
To ensure good governance practise trustee’s will undergo initial training and development to
establish the following outcomes:

understanding legal responsibilities and duties as Charity Trustees

understanding the roles of the main officers with a management board

have an overview of relevant legal issues e.g. Health and Safety, insurances, licences and
permissions

Independent review of the current business plan including making any recommendations
The schedule and outcomes for this have already been established between the Trust and Cumbria
Voluntary Service via a draft Provision of Service Agreement.
Longer term trustees will adhere to National Occupational Standards (NOS) set down specifically for
Trustees which are based on agreed good practice. They contain detail about what ‘competent
performance’ really means. The NOS also provides a framework and map that can accompany
trustees through the stages indicated by the journey spiral. In turn, experienced trustees will then be
able to recruit, induct and support others. This level of detail will enables the individuals performing
the role and the Carnegie Trust to work towards a clear picture of what it means to be a trustee by;
49
• defining a framework of good practice in the way people work, based on the functions of their
job/role
• describe the knowledge and skills required to carry out a specific task
• are outcomes based – they look at what needs to be done, not how you should do it
• provide a guide for developing materials for induction, training or development
• serve as a useful ‘knowledge and skills checklist’ for self-assessment or recruitment purposes.
Further sources of training and advice will be utilised to ensure that trustee’s comply with
recommendations laid down by Charities Commission and similar bodies.
13.
Profit and Loss Forecast for 2015/16 to 2019/20
See accompanying Financial Business Plan provided by Carnegie Workington Ltd
50
14.
Capital Priorities for 2015/16 to 2019/20
Capital priorities are indicatively indicated based on objectives outlined previously. On acceptance of
business plan further work will be undertaken by the trust to obtain detailed costs and identify
appropriate funding streams to deliver.
Description
Priority
Refurbishment of Dance Studio - Small Stage, Lighting and
Curtains for Dance Studio. Refurbishment of Dance and Arts
Room
Refurbishment of Art Room – To account for new uses and
users as per refurbishment of Dance Studio
Independent lighting and sound controls for Monroe’s to allow
it to be used as an independent venue from the theatre.
Design and Procurement of Services to delineate Café/Box
Office/Exhibition Space.
Installation of Wifi Network
Refurbishment of Business Centre to provide self-contained
office space.
Conference Facilities – purchase conference equipment to
make space more attractive to business users, public meetings
etc.
Cinema Screen – Bar
Cinema Screen – Theatre
Theatre Lighting – Upgrading of Theatre Equipment
Brand Design/Website
Kitchen Refit (Fully established Catering Kitchen)
Renewable energy sources
Double Glazing
6
6
4
3
2
8
7
11
12
5
1
10
9
9
51
15.
Risks
We have taken an initial risk analysis to determine the most likely areas of exposure of our proposed model and operation. The evaluation includes measures
likely to mitigate those risks.
Control Measures
Factor
Gross Scoring
Risk
Owner
Gross Impact
Details of Risk
Gross Likelihood
No
Critical
Success
Risk
We fail to achieve our income targets
1
Financial
Consequence
The financial projections would be under
threat and the operational model would
be at risk
The financial projections are based on available historical
information and informed advice from professional
expertise. Targets have been set realistically. Monitoring of
income will be reported on a weekly basis and financial
controls will be put in place. Monthly reporting on overall
financial performance against budget. Continued
marketing activities. Close liaison with user groups.
3
iv
Undesirable
In practise the major risk is Allerdale Borough Council
being unable to sustain its revenue investment. This would
fundamentally change the business operation and require
a review of activities, staffing and viability of the trust being
able to operate the Carnegie.
2
v
Undesirable
Risk
Decrease or withdrawal of annual
funding
2
Financial
Consequence
Our entire budget will cease to work and
we would have to significantly scale back
our resources and plans very quickly.
The venue could become unsustainable.
52
Risk
Performances or other activities do not
attract required level of customers.
3
Market
Consequence
The financial projections would be under
threat and the operational model would
be at risk.
Regular review of both programme and marketing. Weekly
monitoring of advance ticket sales against projections.
Flexibility of market response by calling on resources of
other professional Marketing departments i.e. TBTL, CLL
3
iv
Undesirable
Negotiate to bring new partners into operation. Period of
change arising from new operations.
4
iii
Undesirable
There is reasonable strength in depth with crossover in
responsibilities. In particular the Trust could call on support
from TBTL, CLL to support on a temporary basis.
Management support could be delegated while longer term
measures are taken.
3
iii
Tolerable
2
iii
Acceptable
Risk
A key partner in the delivery of activities
withdraws
4
Programme
Consequence
A significant gap in the programme of
activities, impacting on public perception,
range of services and possibly earned
income
Risk
A key member of staff leaves the
organisation suddenly (i.e. long term
sick/contract termination)
5
People
Consequence
There is a gap in terms of knowledge
and experience that will take time to
replace.
Risk
6
Programme
Insufficient performance activity is
available to sustain a credible
programme.
Variety and range of proposed programme makes it less
likely that any deficiency in one area of performance
activity cannot be compensated by increases in another
53
area.
Consequence
Loss of audiences and public credibility.
Reduction in earned income.
Risk
We do not respond effectively to a crisis
– resulting in a loss of operating
capability
Process/
7
Operation
Consequence
The development of adequate contingency plans in key
areas. Call upon partner organisations such as TBTL or
CLL to support the Carnegie team in the event of
circumstances beyond their control or expertise.
4
iii
Undesirable
Appropriate and qualified HR and legal advice to ensure
that processes are robust.
3
iv
Undesirable
Appropriate and qualified industry compliance advice
through partner organisations such as Allerdale Borough
Council, TBTL or CLL. Cultivate good proactive
relationships with regulatory bodies
2
iv
Tolerable
We are not able to sustain parts of the
programme for a period of time resulting
in a failure to meet targets and a loss of
credibility
Risk
We are sued by an individual over our
HR procedures (disability/equal ops etc)
8
People
Consequence
There is a financial risk to the
organisation and our reputation as a
good employer is damaged.
Risk
We are found to have failed to comply
with licensing or H&S regulations
Process/
9
Operation
Consequence
Could be stopped from operating for a
period of time and would be subject to
media scrutiny. Loss of income and
54
reputation.
Risk
The Charity Commission questions the
achievement of our charitable objectives,
such as the public benefit of our work.
10
Governance
Consequence
Unable to incorporate. If operating, likely
to involve an audit taking significant
management time and resulting in
possible alteration of activities or
structure of business.
Trading activities will be reviewed and action taken to
operate trading through a wholly owned with professional
advice, subsidiary company, if appropriate.
1
v
Tolerable
55
16.
Appendices
56
16.1.
Appendix 1 – Floor Plans
57
58
16.2.
Appendix 2 - Allerdale District Description
Allerdale is an area of diversity, contrast and outstanding natural beauty and is largely
made up of the urban triangle of Cockermouth, Maryport and Workington; the dispersed
hill farms, forests, fells and lakes of the Lake District National Park incorporating the
market town of Keswick; and the rural and fertile Solway Coast Area of Outstanding
Natural Beauty stretching to the north towards Carlisle, encompassing the towns and
villages surrounding Wigton, Silloth and Aspatria. The district lies west of the urban
centre of Carlisle and the principal north-south arteries – the M6 and the west coast main
rail line. The A66 provides the main road link to the motorway, about an hours drive from
Workington, and there is a coastal rail link from Carlisle to Wigton, Aspatria, Maryport,
Workington and further south. The population is around 94,300.
Workington and the Surrounding area
Workington is the largest town in the Borough with a proud history of steel making and
coal mining. The town still retains a significant industrial base, though in recent times it
has diversified into a more service based economy. In addition, tourism is of growing
importance to the west coast area and has a significant impact on the local economy.
The redevelopment of the town centre has been the catalyst for regeneration of the
town and this is now entering a phase two regeneration programme which will include
improvements in and around the railway station. Workington has pockets of both
affluence and deprivation across a population of around 27,000.
The Carnegie Theatre
The Carnegie building occupies a prominent site close to Workington Town Centre and is
a listed Grade 2 structure. Originally built in 1904 by the former Workington Town
Council, the building served as the town’s library until 1973 when the library service
relocated to a former co-operative building. The original building incorporated a lecture
hall and a theatre stage was added in 1911 by purchasing the adjoining house which was
subsequently gutted internally to provide the necessary stage space.
Ownership of the building was transferred to Allerdale Borough Council at the time of
local government re – organisation in 1974, by which time the Carnegie Theatre and Arts
Centre had been operational for one year.
Now regarded as a focal point for the community, the building encompasses a 324 seat
traditional proscenium arch theatre with dressing rooms, a 200 capacity bar area which is
also used as a performance space, a coffee shop with 90 covers which provides a space
for exhibitions and two multi – use Community rooms accommodating a total of 160
people.
The Carnegie Design Centre is located on the upper floors of the building and provides
office accommodation and workspaces mostly used for arts and crafts related businesses.
Many of these office spaces are now used by two arts organizations providing music and
drama opportunities for young people in Workington and the surrounding district.
59
An extensive programme of external refurbishment works commenced in 2008 when
most of the roof slates were replaced. Further works included the renovation of windows
on the upper floors of the building, a new flat roof above the existing cafe area and like for - like replacement of the original and decorative roof lights above the Arts Centre
foyer area. The Arts Centre was extensively refurbished internally in 2010 to include the
re-discovery, repair and decoration of an original ceiling. In 2012, the theatre, dressing
rooms and toilets were refurbished and in 2013, Monroe’s Bar and the theatre foyer also
underwent a significant refurbishment.
Approximately 60,000 people are recorded as attending classes, courses and events each
year (excluding café customers), although most would recognise a significant need for
further investment in the building.
Area Demographics
Population
In 2011 Workington had an estimated urban population of Allerdale has a lower
proportion of young adults and a higher proportion of over 60s than the national
average. It is also very ethnically un-diverse with over 95% of the population being white
English or Irish.
(Source: ONS)
Unemployment
The Carnegie Theatre and Arts Centre is located in St Michaels Ward in Workington. The
catchment area of the theatre also includes the coalfield wards of Maryport. There are
much higher than average levels of unemployment in the area, as the following table
shows:
Male
Female
Overall
5%
2.5%
3.8%
St Michael’s Ward
8.2%
3.9%
6.1%
Workington
7.3%
3.2%
5.2%
Maryport coalfield
areas
7.8%
2.8%
5.2%
UK
(Source: June 2011 claimant count)
The problem is especially acute among younger people. In the first quarter of 2011 there were
265 16-24 year old people in Workington claiming Job Seekers Allowance, making up a third of
total claimants, higher than the UK rate. There were a further 150 in Maryport. These figures
need updating for 2013
Deprivation
60
The index of multiple deprivation takes a number of socio-economic indicators and calculates
a value for each super output area (SOA). This is an area smaller than a ward typically made up
of around 1,500 people.
Within Workington there is 1 SOA in the 2% most deprived, 1 SOA in the 5% most deprived, 2
in the 10% most deprived and a further 5 in the 20% most deprived in the country. This means
a significant proportion of the town is officially categorised as deprived.
The SOA containing the Carnegie is within the 12% most deprived overall. There are particular
issues with employment, with the area being within the 7% most deprived, and also health
and disability, being within the 3% most deprived.
The Maryport coalfield areas are also very deprived, with the Ewanrigg estate being within the
5% most deprived in the country. Coalfield SOAs are within the 4% most deprived in
employment and health, 5% in income, 1% in education, skills and training
Specifically, Workington and Maryport SOAs are heavily deprived in terms of:
●
●
●
●
●
●
●
●
Income
Employment
health and disability
education
skills and training
children and young people
crime and living environment
areas also feature highly in the combined children’s and also older persons
indices.
(Source: Indices of Multiple Deprivation 2010)
The majority of Workington and Maryport is categorised in the least wealthy and successful
two of five categories: ‘moderate means’ and ‘hard pressed’.
(Source: CACI/ACORN classification 2010 - the socio-economic profiling tool using a range of
information to classify postcodes into five main categories).
61
16.3.
Appendix 3 - Allerdale Cultural Strategy
The Council approved a revised cultural strategy in 2007, which is relevant.
“If we are to successfully retain young people in Allerdale and attract new workers into the
area we will need to ensure that we can offer them a rich and attractive quality of life
underpinned by excellent facilities, services and opportunities. Arts, sports, heritage and
tourism are not optional extras. They put the life into Allerdale and if Allerdale is to take
advantage of the opportunities it now faces these services must form a central part of our
contribution to the future.”
The overall aims of this strategy include:
● To encourage local people to enjoy more active, creative and healthy lifestyles through
participation in cultural activity.
● To encourage learning and skills development through cultural activities.
● To support development of creative and cultural industries.
● To promote and develop cultural activity and initiatives to stimulate the local economy.
● To strengthen the cultural offer for tourists, visitors and the local community by
developing the physical infrastructure and enhancing the public realm.
Allerdale Borough Council - Council Plan
The current Council Plan includes securing alternative delivery arrangements for the Carnegie
Theatre and Arts Centre as a key action. The Council administration and Executive agreed that
‘arts and leisure’ are one of their four priorities.
Previous reports have highlighted five types of justification for the continued support of the
Carnegie Theatre and Arts Centre:
- The enhancement of the quality of life for local residents by facilitating the provision of a
broader range of cultural and popular events than the commercial market could offer in the
absence of subsidy. Linked with this is the idea that public sector support can help to reduce
prices and allow lower income groups greater access to events at the Carnegie which might
otherwise be beyond their financial means.
- The Carnegie Theatre and Arts Centre acts as a focal point for the community – bringing
local people together and promoting social cohesion.
- The Carnegie Theatre and Arts Centre occupies a prominent place in the Town Centre and is
seen as part of the local cultural heritage which should be sustained.
- Events and activities held at the Carnegie Theatre attract day trippers and tourists on the
one hand and investment on the other, as companies seek locations which provide a
congenial working environment for staff.
- The Carnegie encourages artistic excellence and offers opportunities for innovation.
62
16.4.
Appendix 4 - West Cumbria Economic Blueprint
Britain’s Energy Coast is a £2 billion package of regeneration projects that will establish the
West Coast of Cumbria as a major national hub for low carbon and renewable energy
generation. The current West Cumbria Economic Blueprint (Nov 2011) states “Investment in
recreational and cultural facilities and public realm will be critical to retaining ambitious
people and attracting skilled newcomers.” It is clear that the Carnegie Theatre and Arts Centre
could and should be an integral part of the delivery of this vision.
63
16.5.
Appendix 5 - Cumbria County Council Policy Position –
Arts and Culture
Cumbria County Council’s policy framework for arts and culture states culture and the
provision of a wide range of cultural activity is important in Cumbria because:●
There are many evidence based examples of how arts and creative activity has had a
positive impact on all aspects of community and individual well-being
●
Cultural activities are important to individuals, add value and enrich their lives
●
Cultural activity can have a real impact on achieving the council’s priorities and outcomes
●
Creative industries are especially important in Cumbria. They provide opportunities for
growth and micro businesses can be set up anywhere
●
Community engagement in cultural activity enables individuals and communities to
express themselves
●
Cultural activities can result in changes in behaviours and attitudes (emotional, physical,
behavioural) and can result in a product which might be tangible
●
Heritage/arts and cultural activity attract tourists to the county
●
Culture defines a village/town/area and shows what people find important which may be
to do with heritage, sport, or entertainment
●
Cultural diversity is important and should be fully reflected across Cumbria.
●
All cultural behaviours impact on council decisions and vice-versa
●
Sharing information on what has been commissioned, what worked well and why and
providing more advice (e.g. on the intranet and elsewhere) to help staff know how to
commission cultural/creative activity
●
Making staff better aware of Cumbria’s cultural resources and encouraging Cumbria
County Council staff to engage in cultural/creative activities and lead by example
Cumbria County Council values activity that has been evidenced to support and address:●
●
●
●
●
●
●
●
●
●
●
●
●
●
The disengagement of young people, giving them a sense of belonging and improving their
life chances
The needs of disadvantaged or vulnerable people
The way people think or do things and the challenging of assumptions
Dignity and respect amongst individuals and in communities
Community cohesion, engagement of ‘hard-to-reach’ groups and Improved access to
activities for people who don’t normally have opportunities to engage
Stimulating learning in schools, as part of the curriculum
Low self esteem, low levels of confidence, raising aspirations and ambition, worklessness
and removing barriers to success
Giving people a voice
Prevention, with a focus on unhealthy lifestyles and behaviours including alcohol and
substance misuse among children and young people
Improving the environment including activities to reduce waste and increase recycling
Economic growth (e.g. tourism, employment, creative industries including artisans,
craftspeople and micro businesses)
An improved understanding of Cumbria’s heritage
Skills development
Crime and anti-social behaviour. Particularly alcohol related.
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16.6.
Appendix 6 – Arts Council England – Achieving Great Art
for Everyone Framework
Arts Council England (ACE) is the lead body charged with developing the arts in England. In
2010, they produced a ten year framework (Achieving great art for everyone) to focus their
work over the next ten years. It is likely that the Carnegie will make both applications for
project support and potential capital investment.
At the heart of the Arts Council framework are five 10 year goals:
1.
2.
3.
4.
5.
Talent and artistic excellence are thriving and celebrated.
More people experience and are inspired by the arts
The arts are sustainable, resilient and innovative
The arts leadership and workforce are diverse and highly skilled
Every child and young person has the opportunity to experience the richness of the arts
ACE state that they will seek to ensure the following outcomes from their work and
investments: Excellence – outstanding art and outstanding art experiences; Reach – more
people attending and taking part in the arts; Engagement – more people feeling that the arts
are meaningful to them; Diversity – the arts reflecting the diversity of contemporary England;
Innovation – artists and organisations having the freedom and being challenged to innovate.
The Carnegie Arts Trust aims to address these local, regional and national strategies, and other
similar strategies, through its offer, location, ability to adapt and change to meet local needs
and to address new opportunities as they arise.
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16.7.
Main Contact:
Appendix 8 – Contacts
Lee Martin-White
Chairman
Address:
Carnegie (Workington) Ltd
Unit 4
Carnegie Theatre & Arts Centre
Finkle Street
Workington
Cumbria
CA14 2BD
Telephone:
07947 887215
Email:
[email protected]
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16.8.
Advisors
Appendix 9 – Directors, Managers and Professional
Directors (Trustees of the Board)
Chairman:
Lee Martin-White
Vice Chairman:
Ian Johnston
Secretary:
Marlene Johnston
Treasurer:
Vacant
Trustees:
Jonathan Higgins
Rachel Suddart
Nick Sloan
Vacant
Cllr Mark Fryer **
Cllr Barbara Cannon **
(** Nominees of Allerdale Borough Council)
Professional Advisors
Annie McCourt
Head of Education & Participation
Theatre by the Lake
James Cobbold
General Manager
Theatre by the Lake
Patric Gilchrist
Executive Director
Theatre by the Lake
Danny Braithwaite
Head of Faculty
Lakes College West Cumbria
Julie Lewis
Programme Area Manager
Lakes College West Cumbria
Bill Knowles
Director
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Wingspan Associates
Guy Huxtable
Director
Wingspan Associates
Glyn Griffiths
Business Advisor
Britain’s Energy Coast
Les Walker
Managing Director
Lamont Pridmore (Workington)
Catherine Eve
HR Advisor
Core Training Ltd
Jacky Beasley
HR Advisor
Core Training Ltd
Ian Sharman
Solicitor
Brockbanks Solicitor
Craig Wallace
Building Surveyor
Day Cummins
Helen Conway
West Cumbria Advisor
Cumbria Voluntary Service
Andy King
Managing Director
Culture Leisure Life (CLL)
Kirsty Hoyle
Manager & Consultant
Include Arts: Access & Inclusion
Amy Ferguson
Arts and Events Officer
Workington Town Council
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