Business Plan Summary Ryedale Folk Museum in the North York Moors National Park
|
|
- Lillian Russell
- 7 years ago
- Views:
Transcription
1 Business Plan Summary Ryedale Folk Museum in the North York Moors National Park Registered Charity No Company No Accredited Museum No 1360
2 Introduction The Ryedale Folk Museum Business Plan supports the delivery of the Museum s Business Transformation Project being led by the Director and Trustee-Directors. To date, the Museum has not taken a strategic approach to business planning. This plan presents a future operating model on the basis of the level of resources it can expect in the short and medium-term - or, more specifically, over the next 12 months and the next three years. It details the actions needed to transform and change the Museum s approach to governance, business, visitors, communities and development is a year of change, 2016 a year of stabilisation and improvement in order to provide a platform for development from The Director, in conjunction with the consultants, Pomegranate, has developed the plan and the Director has coordinated with the Trustee-Directors, staff, volunteers and a steering group. Arts Council England, Paul Hamlyn Foundation and Ryedale District Council are supporting the Business Transformation Project. Background By early 2014, Ryedale Folk Museum had come to appreciate that it was facing a number of significant challenges including: declining visit numbers. These fell 35% between 2011and 2013; pressure on capacity, resources and finances created as a result of projects; the organic growth of the Museum site, activities and staff; the absence of a strategic vision, leadership and management processes, and a diminishing volunteer body With financial support from Arts Council England and additional help from Ryedale District Council and the Paul Hamlyn Foundation, the Museum began a fundamental review of its purpose and operations. Pomegranate, the consultants, were recruited to support the Museum s trustee-directors through this process. For the Stage 1 review, evidence and information was gathered through the Museum s extensive background documentation and reports, and consultation. Twenty-one in-depth interviews were undertaken with Trustee-Directors, staff, local businesses, funders, peer organisations and local residents, and two focus groups were held with staff and volunteers. Initial findings were presented 2
3 and discussed with the Trustee-Directors in November The Stage 1 analysis sought to identify and understand the origins of the present situation, and assesses the Museum s organisational health, issues and challenges. The review of background documentation indicated that over the last four years, at least, the Museum has lacked, or had variable, foresight, direction, planning and that it has failed to monitor its performance. It had lacked procedures and ways of working that would enable it to function as a museum business. The consequences of this include the current financial problems, declining visitor numbers and loss of credibility amongst the local community and funders. The latter led to the commissioning of the Business Transformation Project. Looking ahead, core income from admissions and retail, the energy and commitment of the new Director and two recent Trustee-Directors indicate that the Museum has the potential to make change. The Museums perceived strengths are largely givens - its setting; its splendid site ; its comfortable size; its collections; its fantastic buildings; its ability to evoke stories, its proximity to centres of population and its volunteers. Consultees were less assured, however, of the Museum s ability, as distinct from its potential, to depict past rural life, and to represent what Ryedale is about. The Museum s main weaknesses were perceived to include its loss of local identity and belonging, its own attitude to change, management and resources - including its main assets, of buildings and objects. Consultees recognised that its possibilities for the future included attracting more visits, improving the quality of experience for visitors, and making the most of its collections. The analysis suggested that the Museum needed to revisit its core values and purposes before articulating its ambitions for the future. Whom it identifies as its market, how it treats its assets, and how it is managed and resourced and how it develops its income streams are all crucial for realising its potential. Transformation called for changes to how the Museum s approaches its finances, governance, collections and buildings and programming. At the end of the Stage 1 business review a series of recommendations were agreed and prioritised by the Trustee-Directors. The following Business Plan details how these recommendations and the Museum s development will be achieved. 3
4 Statement of Purpose The Museum was incorporated as a charitable company limited by guarantee in ember 2011 (charity number and company number ). The only objects for which the Company is established are the education of the public by the promotion or maintenance of collections and a museum of bygone chattels, books, manuscripts, coins, buildings or other erections, furnishings (whether Indoor or outdoor), Implements and other objects of antiquarian Interest as a reminder of British culture and history (Memorandum and Articles of Association of Ryedale Folk Museum 2011: Article 5) Prior to incorporation, the Museum was registered as an unincorporated Charity, The Crosland Foundation (Ryedale Folk Museum) established by a Trust Deed in Vision and purpose The Museum s vision is to discover, explore and communicate Ryedale s sense of place and the stories of its people. The Museum s purpose is to provide learning opportunities and other public benefits through the collection and conservation of Ryedale s cultural heritage. Values These are manifest in its: welcoming, respectful and inclusive attitude to its users, staff and volunteers; striving to provide quality visitor services, experiences and care of the collections, buildings; promotion and support of the Museum becoming a learning organisation; desire to make a positive contribution to the community; encouraging its constituencies, visitors and participants learning through its programme; culture of safety and accountability, and its respect for the environment, culture and the protected landscape of the National Park within which it is located. 4
5 Objectives These are to: operate as an energetic and effective business; provide visitors with valuable experiences, and exploit the buildings, objects and archives that make up its collections. Measures of success These are: the Trustee-Directors, staff and volunteers working together to achieve the vision; breaking even by year three; more visitors and educational visits; visitors enhanced understanding of Ryedale and its people; maintaining the collection; increased income, including that from retail, catering and general fundraising; achieving a greater spend per head, per transaction; and acting on information about the quality of visitors experiences. 5
6 Action plan A number of qualities are essential for securing the resilience and sustainability of the Museum, its Accreditation and its credibility with key grant funders, visitors and Ryedale s communities. These include strong and effective: governance; Museum operations; financial management and income generation; collections management and development; learning and interpretation; and communications and marketing. All these contribute to the Museum s objectives and measures of success. The following are the actions we are committed to undertaking during the Business Plan period. Each action has been given a timescale and a responsibility holder. Grant funding will be pursued to undertake some specific actions and some actions will only be undertaken, where sufficient external funding is available. 6
7 Governance Jan- Mar Jan- Mar Jan- Mar 1.1 Recruit a Chair of trustees Review and ensure all Trustee-Directors are aware of their responsibilities and legal requirements. Trustee-Directors ensure all staff and volunteers comply with Health and Safety requirements Establish and regularly review a Business Risk Register and means of identifying and mitigating future risks. The Trustee-Directors Finance subgroup works with the Director on planning and monitoring finances and income generation. Trustee-Directors are visible and regularly engage directly with staff and volunteers as part of Business Transformation. 1.7 Deliver Trustee-Directors annual fundraising plan 1.8 Establish criteria for identifying and recruiting Trustee- Directors and effective Trustee-Director succession. 1.9 Recruit new Trustee-Directors 1.10 Annual away day focused on business horizon scanning and forward planning Ensure regular turnover of Trustee-Directors Establish effective relationships with key current and potential future funders that build trust and confidence. Set up a comprehensive Trustee-Director induction programme Review and revise Charity public benefit statement Review Trustee-Directors meetings business agenda/minutes to align with the Business Plan and Business Transformation delivery on a rolling basis 1.16 Re-apply for Museum Accreditation. 7
8 2 Museum operations Jan- Jan- Jan- Mar Mar Mar 2.1 Review and implement a new staff structure to meet the needs of the Business Transformation with a follow up review of any new structure to ensure that it is fit for purpose for delivery of the Museum s success measures and Museum development Cost and establish pension scheme to comply with legislation. Review any new staff structure to ensure that it is fit for purpose for delivery of the Museum s success measures and Museum development. 2.4 Develop and implement a staff appraisal system Develop and implement a staff training and development plan to complement that of Trustee-Directors. Continue to work towards legal compliance in relation to Health and Safety. All staff and volunteers to be aware of their roles and responsibilities with regard to Health and Safety. Review and implement revised internal communications to support change management, successful delivery of Business Transformation and the Museum s success measures. Maintain effective HR support to ensure compliance with relevant legislation and delivery of Business Transformation. Review workspace arrangements to ensure staff can work effectively and deliver the Museum s success measures. Review IT systems to ensure the effective use of IT to deliver the Museum s success measures and future Museum development. Ensure all business systems and processes enable effective delivery of the Business Plan. Develop and implement a volunteer policy, reviewing volunteer s role and tasks, recruitment, benefits, coordination, satisfaction and fulfilment. Undertake an Environmental Audit to review efficiency and sustainability. 8
9 Jan- Jan- Jan- Mar Mar Mar 3 Finance and income generation 3.1 Ensure effective cost control, financial systems, processes and scrutinies are maintained. Embed full cost recovery across all Museum activities. 3.2 Ensure all grant and loan conditions and terms are met. 3.3 Establish a reserve, equivalent to six months operating costs. 3.4 Develop fundraising plan, embedded in the business plan which considers approach, capacity, fundraising costs and targets for visitor and individual giving, endowments, legacies, corporate fundraising and grants. 3.5 Review all liabilities and prioritise actions to reduce impact Implement recommendations from the retail products price structure and visual merchandising review. Front of house staff and volunteers trained in making sales and up selling. Review admission prices in relation to the market and competition to ensure admissions income maximised. 3.9 Review catering s viability Develop venue hire Identify income generation opportunities for all buildings and site. Undertake business case feasibility and implement options that will generate income on a full cost recovery basis. 9
10 4.1 4 Collections management and development Submit a full Accreditation return to ACE with compliant policies and plans, which meets any provisional award conditions Jan- Jan- Jan- Mar Mar Mar 4.2 Review, update, and ensure Accreditation compliance. 4.3 Resolve specific collection ownership issues. 4.4 Following resolution of the ownership of specific collections, the full realisation of the interpretation and learning potential of those collections. 4.5 Ensure succession planning for collections management. 4.6 Recommendations as to rationalization of collections arising from the new Acquisition and Disposals Policy to be actioned 4.7 Further develop the role of volunteers in supporting archive and collections care and management, building on current work. 4.8 Develop and implement a five-year building conservation, maintenance and site maintenance plan including potential sources of resource identified. 10
11 Jan- Jan- Jan- Mar Mar Mar 5 Learning and interpretation 5.1 A revised primary school offer is prepared and launched for the new school year, together with an effective marketing learning plan and the development of an evaluation plan. 5.2 Review and update record keeping systems to ensure capture of all relevant information required by the Museum to evaluate the formal learning offer and build the schools market. 5.3 Retain schools and the children s and informal learning programme during for the first year of Business Transformation as a basis to build on Develop and test the demand for adult informal learning programme for heritage craft courses on a cost benefit basis As part of Audience Development, design and implement a Learning Strategy and Plan. Deliver a programme of temporary exhibitions in the gallery and review the function and viability of the gallery. 5.7 Develop and implement an Interpretation Strategy and Plan driven by the collections, sense of place and audience development 11
12 6 Communications and marketing Jan- Jan- Jan- Mar Mar Mar 6.1 Develop and implement a communications plan for Business Transformation aimed at key stakeholders and constituencies Communications and marketing of the current programme targeted at key visitor market to increase visitor numbers. Communication and customer care training for all staff and volunteers on annual basis. 6.4 Renew the Museum s relationship with the village Collect and use information about visitors and their experience to develop and improve the visitor experience. Continue participating in the Museums Ryedale Group including joint marketing works. Develop and implement a Communications and Marketing strategy and plan including a review of the brand and Museum name, marketing to visitors and potential visitors, external relationships, quality standards, advocacy and visitor data collection. Identify and successfully apply for awards that demonstrate achievement across visitor provision and services. 12
1. Trustees annual report
1. Trustees annual report Accounting and reporting by charities Overview and the purpose of the trustees annual report 1.1. The primary purpose of the trustees annual report (the report) is to ensure that
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationConsultation and Engagement Strategy
Consultation and Engagement Strategy Contents: 1. Introduction 2 2. Purpose 3 3. Aims and Objectives 4 4. Key principles 5 5. Delivery of the Strategy 6 6. Action Plan 2011-12 7 Appendix 1 Understanding
More informationTheatre Manager Job Description
Theatre Manager Job Description Post: Reporting to: Responsible for: Theatre Manager Director of Production and Operations on front of house and operational matters; Communications Director on all trading
More informationClerk to the Education and Culture Committee ec.committee@scottish.parliament.uk. EDUCATION AND CULTURE COMMITTEE: WRITTEN EVIDENCE 22 April 2014
Clerk to the Education and Culture Committee ec.committee@scottish.parliament.uk EDUCATION AND CULTURE COMMITTEE: WRITTEN EVIDENCE 22 April 2014 Historic Environment Scotland Bill The Society of Antiquaries
More informationJob Description. To lead and effectively manage the Empty Homes team which is responsible for:
Job Description Post Title Post Number Service Area / Department SDU Accountable to (Line Manager) Responsible for (Direct Reports Post Title) Empty Homes Manager RT01008 Leasehold and Lettings Housing
More informationHow To Manage The Council
Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles
More informationAccreditation Scheme for Museums and Galleries in the United Kingdom: Accreditation Standard
Accreditation Scheme for Museums and Galleries in the United Kingdom: Accreditation Standard October 2011 Contents Introduction 4 Eligibility 6 Requirements for Accreditation 7 1 Organisational health
More informationJob description Customer Care Team Leader (Engagement)
Job description Customer Care Team Leader (Engagement) Main purpose of job The Customer Care Team Leader will manage the day to day running of the internal Customer Care engagement team, ensuring it provides
More informationCommunications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc
Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications
More informationNorthern Ireland Environment Agency Corporate Social Responsibility
Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS
More informationVisitor Services Supervisor Visitor & Commercial Operations Manager / Interim Head of Operations DATE JD PREPARED: October 2012.
JOB DESCRIPTION JOB TITLE: REPORTS TO: Visitor Services Supervisor Visitor & Commercial Operations Manager / Interim Head of Operations DATE JD PREPARED: October 2012. Revised June 2014 1. JOB PURPOSE
More informationRole Description Curator - Digital Assets
Role Description Curator - Digital Assets Cluster Agency Division/Branch/Unit Location Department of Planning & Environment Sydney Living Museums Collections & Access The Mint Classification/Grade/Band
More informationVolunteer Managers National Occupational Standards
Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?
More informationMondrian Project Team Champion (Head of Learning)
JOB DESCRIPTION Job Title: Responsible to: Freelance Mondrian Creative Programmer Mondrian Project Team Champion (Head of Learning) Purpose of Job/Key objectives Turner Contemporary is planning an ambitious
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationCOMMUNITY LEARNING DIRECTOR
Jersey Heritage Information on the role of Contents: COMMUNITY LEARNING DIRECTOR About Jersey Heritage Our purpose Our aims Our standards Our visitor sites and commercial services Other services and events
More informationParticipation Manager. Job description
Participation Manager Job description Purpose of Post To manage, develop, co-ordinate and monitor the participation programme and coline manage the Programming & Participation Assistant in the delivery
More informationCHARITIES SORP (FRS 102)
CHARITIES SORP (FRS 102) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable
More informationCHARITIES SORP (FRSSE)
CHARITIES SORP (FRSSE) Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for
More informationApplication Information Pack Supporter Development Manager
Application Information Pack Supporter Development Manager Introduction to Girlguiding Thank you for your interest in the role of Supporter Development Manager. This document provides information relating
More informationJob description - Business Improvement Manager
Job description - Business Improvement Manager Main Purpose of job The post has lead responsibility for optimising operational performance within the Operations directorate, and across the Society for
More informationLLAWN03, Llandudno (image: Paul Sampson) Arts Grants for Organisations. Getting Started
LLAWN03, Llandudno (image: Paul Sampson) Arts Grants for Organisations Getting Started January 2016 The Arts Council of Wales is committed to making information available in large print, Braille, British
More informationRelationship Manager (Banking) Assessment Plan
Relationship Manager (Banking) Assessment Plan ST0184/AP03 1. Introduction and Overview The Relationship Manager (Banking) is an apprenticeship that takes 3-4 years to complete and is at a Level 6. It
More informationHARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK
HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management
More informationJOB DESCRIPTION. Work Unit: Responsible To: Corporate and Governance Corporate Information Manager
JOB DESCRIPTION Job Title: Work Unit: Responsible To: Position Purpose: Pay range: Team Leader Customer Services Corporate and Governance Corporate Information Manager This job exists to: Provide friendly,
More informationCommunications Strategy 2015-16
Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationFreelance Creative Facilitator. Job Pack
Greater Manchester Arts Centre Ltd. Freelance Creative Facilitator Job Pack GMAC is funded by Page 1 of 13 Job Title FREELANCE CREATIVE FACILITATOR Duration of contract This freelance contract will cover
More informationDirector of Income Generation job description and person specification
Director of Income Generation job description and person specification Job title Reporting to Key relationships Responsible for Director of Income Generation Chief Executive Internal: CEO, Executive Strategy
More informationInvestors in People First Assessment Report
Investors in People First Assessment Report K.H.Construction Cambridge Assessor: Lesley E Ling On-site Date/s: 3 rd September 2008. Recognition Date: Contents 1. Introduction Page 2 2. Assessment and Client
More informationWelsh Government Response to the Report of the National Assembly for Wales Public Accounts Committee on Grant Management in Wales Final Report
Welsh Government Response to the Report of the National Assembly for Wales Public Accounts Committee on Grant Management in Wales Final Report The Welsh Government appreciates both the time and effort
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationInvestors in People 2013 - Communications Plan. Introduction What is IiP?
Investors in People 2013 - Communications Plan Introduction What is IiP? Investors in People specialises in transforming business performance through our employees. It is designed to help the Council achieve
More informationCHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
More informationDeveloping a system for the appraisal of Council Members
Item 9 Council 5 June 2008 Developing a system for the appraisal of Council Members Purpose of paper Mission statement/business plan For action To be more businesslike Issues To consider options for developing
More informationAudit Scotland Annual Report on Disability Equality A progress report for Dec 2007 to Nov 2008
Audit Scotland Annual Report on Disability Equality A progress report for Dec 2007 to Nov 2008 Page 1 of 13 Introduction Background 1. Audit Scotland provides services to the Auditor General and the Accounts
More informationSupporting best practice in community development. Reaping the Legacy of the Commonwealth Games
scottish community development centre Supporting best practice in community development VOiCE Case Studies Reaping the Legacy of the Commonwealth Games Suite 305, Baltic Chambers, 50 Wellington Street,
More informationStrategy and 2015 Business Plan. The Specialist Property Law Regulator
Strategy and 2015 Business Plan The Specialist Property Law Regulator Contents Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 FOREWORD OUR VISION, MISSION AND VALUES THE REGULATORY FRAMEWORK THE POLICY ENVIRONMENT
More informationLexcel England and Wales v6 incorporating the Money Advice Service Quality Framework. Additional evidence, scheme rules and guidance
Lexcel England and Wales v6 incorporating the Money Advice Service Quality Framework The Law Society 2015 Contents Introduction... 3 1. Additional evidence required for MAS QF... 4 2. Additional scheme
More informationProject, Programme and Portfolio Management Delivery Plan 6
Report title Agenda item Project, Programme and Portfolio Management Delivery Plan 6 Meeting Performance Management and Community Safety Panel 27 April 2009 Date Report by Document number Head of Strategy
More informationManaging Your Career Tips and Tools for Self-Reflection
Managing Your Career Tips and Tools for Self-Reflection Your career may well be the primary vehicle for satisfying many of your personal needs, i.e. your need to feel a sense of belonging, to feel appreciated
More informationProgramme manager Recruitment pack
Programme manager Recruitment pack July 2013 1. Introduction Welcome to the recruitment pack for programme manager at Local Trust, the charity running Big Local and maybe in the future, other programmes
More informationHAMPSHIRE CULTURAL TRUST VISION AND STRATEGIC PLAN, 2015 25 SUMMARY TRANSFORMING CULTURE IN HAMPSHIRE: CREATING A WORLD-CLASS COUNTY BY 2025
HAMPSHIRE CULTURAL TRUST VISION AND STRATEGIC PLAN, 2015 25 SUMMARY TRANSFORMING CULTURE IN HAMPSHIRE: CREATING A WORLD-CLASS COUNTY BY 2025 FOREWORD When I was first asked to become involved in establishing
More informationVISION FOR LEARNING AND DEVELOPMENT
VISION FOR LEARNING AND DEVELOPMENT As a Council we will strive for excellence in our approach to developing our employees. We will: Value our employees and their impact on Cardiff Council s ability to
More informationHealth and Safety Policy and Procedures
Health and Safety Policy and Procedures Health & Safety Policy & Procedures Contents s REVISION AND AMENDMENT RECORD : Summary of Change Whole Policy 4.0 05 Nov 08 Complete re-issue Whole Policy 4.1 10
More informationJOB AND PERSON SPECIFICATION
JOB AND PERSON SPECIFICATION Position Title: IT Helpdesk & Infrastructure Officer Reports Directly to: Team Leader Information Technology Responsible for: NA Member of: Infrastructure Team Grade: 4 About
More informationPeople Strategy 2013/17
D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised
More informationHuman Resources Management Structure Chart. Head of Human Resources
Human Resources Management Structure Chart Head of Human Resources Senior Strategic Services Senior Direct Services Learning & Organisational Development Recruitment & DBS Equality, Safety & Diversity
More informationThe Post holder is accountable to: Board of Trustees (hereby referred to as the Board ) of Syria Relief.
JOB DESCRIPTION Job title: Managing Director (MD) The Post holder is accountable to: Board of Trustees (hereby referred to as the Board ) of Syria Relief. The Post Holder will report to: The Chairman of
More informationWhanganui Reputation Management Strategy
Whanganui Reputation Management Strategy 1 P age Whanganui District Council Strategy Originator: Charlotte Almond, Group Manager Strategy and Development Contact person for enquiries: Charlotte Almond,
More informationDirector: Improvement and Corporate Services. Improvement & Corporate Services
HAY Job description JOB TITLE: DIRECTORATE: GRADE: Director: Improvement and Corporate Services Improvement & Corporate Services Director DATE PREPARED: March 2013 REPORTS TO: Chief Executive JOB PURPOSE:
More informationTHE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT
THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT Contents Introduction...3 The National Standards Aims and Principles...4 Using the National Standards...5 Standards Overview...6 STANDARD 1: LEADERSHIP
More informationTHE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT
THE NATIONAL STANDARDS FOR VOLUNTEER INVOLVEMENT Volunteering Australia, 2015 April 2015 VOLUNTEERING AUSTRALIA Level 2, 202 City Walk Canberra ACT 2601 T: 02 6251 4060 E: marketing@volunteeringaustralia.org
More informationJob description. Terms of reference. Date: August 2015. Job title: Vacancy reference: Team/business unit: Base location: Reporting line:
Job description August 2015 Terms of reference Date: August 2015 Job title: Vacancy reference: Team/business unit: Project Team Leader PS15116 Pensions Administration Base location: Reporting line: Responsible
More informationCorporate Services Directorate Number of staff responsible for 7 Budget responsibility ( )
Role Profile template Job Title Service Desk Manager Barnet Band and scale range BBB 47-50 Reports to Head of IS Service area Corporate Services Directorate Number of staff responsible for 7 Budget responsibility
More informationCOMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
More informationBusiness Continuity Management
Business Continuity Management Policy Statement & Strategy July 2009 Basildon District Council Business Continuity Management Policy Statement The Council is committed to ensuring robust and effective
More informationStratford on Avon District Council. The Human Resources Strategy
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource
More informationDEVELOPMENT MANAGER APPLICANT BRIEFING AND JOB DESCRIPTION
DEVELOPMENT MANAGER APPLICANT BRIEFING AND JOB DESCRIPTION 1 1. General Information Festival History Founded in 1957, Dublin Theatre Festival is an annual event staged in Dublin, Ireland. It enjoys an
More informationSERVICE MANAGER RECRUITMENT. Introduction to Roshni Ghar
SERVICE MANAGER RECRUITMENT Introduction to Roshni Ghar Roshni Ghar provides a culturally appropriate service to support the mental health needs of ethnic minority women in the Airedale area of Bradford
More informationCorporate Governance Service Business Plan 2011-2016. Modernising Services
Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How
More informationCompetency Requirements for Executive Director Candidates
Competency Requirements for Executive Director Candidates There are nine (9) domains of competency for association executives, based on research conducted by the American Society for Association Executives
More informationMaking a positive difference for energy consumers. Competency Framework Band C
Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture
More informationWhat s changed? Introduction HELPSHEET 2
What s changed? Help-sheet 2: What are the major changes between SORP 2005 and the Charities SORP (FRS 102) for charities preparing their accounts in accordance with the Financial Reporting Standard (FRS
More informationGuidance. Injection: Crafts Council s business development scheme Guidelines for Applicants. Crafts Council Registered Charity Number 280956
Guidance Injection: Crafts Council s business development scheme Guidelines for Applicants Crafts Council Registered Charity Number 280956 01 Injection: Crafts Council s business development scheme Guidelines
More informationAPPLICATION PACK Project Manager - ecommerce
APPLICATION PACK Project Manager - ecommerce The Donkey Sanctuary Sidmouth Devon EX10 0NU England 00 44 (0) 1395 578222 Application Information The Donkey Sanctuary is a UK based charity working worldwide
More informationInvestors in People Assessment Report. Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited
Investors in People Assessment Report for Bradstow School Presented by Alli Gibbons Investors in People Specialist On behalf of Inspiring Business Performance Limited 30 August 2013 Project Reference Number
More informationFunding success! How funders support charities to evaluate
Funding success! How funders support charities to evaluate A review of Evaluation Support Accounts with Laidlaw Youth Trust and Lloyds TSB Foundation for Scotland The process of working with ESS has greatly
More informationMEMORANDUM TO THE TRUSTEES Fundraising Policy
DECISION REPORT CRT 20 MEMORANDUM TO THE TRUSTEES Fundraising Policy 1. Introduction We are very aware that British Waterways did not have policies to cover individual fundraising and related activity
More informationCENTRAL GRANT APPLICATION GUIDELINES
CENTRAL GRANT APPLICATION GUIDELINES 1. What does the Foundation fund? DM Thomas Foundation for Young People makes grants to charities that meet one of our chosen areas of focus. Our primary remits are:
More informationJob Description Strategic Projects Team Leader
Strategic Projects Team Leader Department: Group: Direct Line Manager: Responsible For: Planning & Community Relations Manager - & Community Relationships Three (3) Strategic Project Drivers Delegations:
More informationQUALITY MANAGEMENT POLICY & PROCEDURES
QUALITY MANAGEMENT POLICY & PROCEDURES Policy Statement Cotleigh Engineering Co. Limited specialises in the recruitment of engineering & technical personnel in the oil & energy, rail, civil engineering,
More informationA CHECKLIST FOR DEVELOPING A SUCCESSFUL TENNESSEE CHARTER SCHOOL
A CHECKLIST FOR DEVELOPING A SUCCESSFUL TENNESSEE CHARTER SCHOOL This guide is based on and adapted to Tennessee with permission a similar guide developed by the Delaware Charter Schools Network. A charter
More informationSolihull Clinical Commissioning Group
Solihull Clinical Commissioning Group Business Continuity Policy Version v1 Ratified by SMT Date ratified 24 February 2014 Name of originator / author CSU Corporate Services Review date Annual Target audience
More informationSelf Assessment. Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment.
Self Assessment Introduction and Purpose of the Self Assessment Welcome to the AdvancED Self Assessment. The Self Assessment is designed to serve as a valuable tool to help schools assess and maintain
More informationCOMPLIANCE OFFICER. CLOSING DATE: 12 June 2016
COMPLIANCE OFFICER VACANCY REF: SFRS00451 CONTRACT STATUS: Permanent GRADE: 4 LOCATION: SFRS Headquarters, Cambuslang DEPARTMENT: Procurement Finance and Contract Services SALARY: 24,663-27,222 HOURS:
More informationEquality and Diversity Policy
Equality and Diversity Policy Agreed: November 2014 To be reviewed: November 2015 1 Contents Page 1. Scope and Purpose 3 1.1 Policy Statement 3 1.2 Principles 3 2. Accountability 4 3. Monitoring 7 4. Stakeholders
More informationInformation pack for the role of Education and Development Project Manager Find a Future
Information pack for the role of Education and Development Project Manager Find a Future August 2015 Context Find a Future is the educational organisation that brings together WorldSkills UK Skills Competitions,
More informationHead of Human Resources & Training
HR Officer (Payroll) Job Description Accountable to: Responsible for: Main Objectives: Limits of Authority: Pay: Head of Human Resources & Training The production of accurate and timely in-house payroll
More informationDiversity is not about them and us. It s about. all of us.
Tate for all Diversity is not about them and us. It s about If you require this booklet in an alternative format please email cheryl.richardson@tate.org.uk or call 0207 8878026. all of us. Tate for all
More informationJob Description. Director of Fundraising and Marketing
Job Title: Brand Manager Salary and Pay Band: Band F, Level 2 Hours: Job Holder: Team (Directorate/ Nation): Location: Manager: 35 hours per week Vacant Fundraising and Marketing, MS National Centre North
More informationHospitality manager apprenticeship standard
Hospitality s work across a huge variety of organisations including bars, restaurants, cafés, conference centres, banqueting venues, hotels and contract caterers. These s generally specialise in a particular
More informationCorporate Policy and Strategy Committee
Corporate Policy and Strategy Committee 10am, Tuesday, 30 September 2014 Information Governance Policies Item number Report number Executive/routine Wards All Executive summary Information is a key asset
More informationEnvironmental Association for Universities and Colleges (EAUC) EAUC Head Office, University of Gloucestershire, The Park Campus, Cheltenham
JOB DESCRIPTION Job Title: EAUC Membership Services Manager Salary Grade: Grade 6 24,273-28,983 Reference Number: School/Department: Base Location: S817 Environmental Association for Universities and Colleges
More informationASAE s Job Task Analysis Strategic Level Competencies
ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management
More informationSuccess Guides Successful Business Planning. By A Different View
Success Guides Successful Business Planning By A Different View Success Guides Successful Business Planning By A Different View Rosalind Johnson, Sylvia Matiko, Murray Parfitt, Tamalie Newbery Front cover
More informationINTERNATIONAL MUSEUM ACADEMY UK 2016
INTERNATIONAL MUSEUM ACADEMY UK 2016 Contents Welcome Programme Commercial Enterprise Tyne & Wear Archives & Museums Audience Engagement National Museums Liverpool Developing Digital Content Culture24
More informationJohn A Manzoni Chief Executive of the Civil Service. Email chief.executive@cabinetoffice.gov.uk
John A Manzoni Chief Executive of the Civil Service Email chief.executive@cabinetoffice.gov.uk 70 Whitehall London SW1A 2AS Telephone +44 (0) 20 7271 8822 Web www.cabinetoffice.gov.uk Paul Chinn Cabinet
More informationstrategic plan and implementation framework 2013-2018
strategic plan and implementation framework 2013-2018 contents Introduction 3 Strategic Plan 2013-2018 4 Strategic Priorities 4 2 Implementing the Plan 5 Measuring and Monitoring 5 Communicating and Reporting
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationMUSEUM VICTORIA ONLINE STRATEGY
MUSEUM VICTORIA ONLINE STRATEGY November 2007 VISION A dynamic online presence that integrates and coordinates knowledge sharing, discoverability and access. BACKGROUND Museum Victoria s online presence
More informationConservation Programme Manager Humberhead Levels
Conservation Programme Manager Humberhead Levels Context The Trust operates throughout the traditional county of Yorkshire (i.e. all of the Yorkshire and Humber region except North Lincolnshire) from the
More informationOakland Museum of California: Strategic Plan 2014-2019 Inspiring California s Future. Context
Oakland Museum of California: Strategic Plan 2014-2019 Inspiring California s Future Context 2019 will mark the 50 th anniversary of the founding of the Oakland Museum of California. It is a particularly
More informationJanuary 2016. Brand and Campaigns Executive: Information for Candidates
January 2016 Brand and Campaigns Executive: Information for Candidates Thank you for expressing interest in the role of Brand and Campaigns Executive. We have compiled this information pack to tell you
More informationCommunications Strategy
Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core
More informationUniversity of Edinburgh Library Committee. Wednesday 17 th June 2015. Library & University Collections Fundraising Strategy & Plan 2015-2018
University of Edinburgh Library Committee Wednesday 17 th June 2015 Library & University Collections Fundraising Strategy & Plan 2015-2018 Description of paper 1. The purpose of the L&UC Fundraising Strategy
More informationREPORT 4 FOR DECISION. This report will be considered in public
REPORT 4 Subject: Safety Readiness for the Summer 2013 Events Programme Agenda item: Public Item 7 Report No: 4 Meeting date: 28 May 2013 Report to: Board Report of: Mark Camley, Interim Executive Director
More informationJOB DESCRIPTION. To plan, coordinate and deliver Brighton Festival
(ac 4/8/14) Brighton JOB DESCRIPTION Job Title: Reports to: Job Purpose: Chief Executive To plan, coordinate and deliver Brighton Principal Accountabilities: 1. To work with the Chief Executive, Guest
More informationJob Description. Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required
Job Description Job Title: Grade: Accountable to: Base: 1. JOB PURPOSE Information Assurance Manager Band 8A TBC Associate Director of Technology Parklands and other sites as required The purpose of the
More information