THE SPRING.CO.UK

BOX OFFICE

023 9247 2700

BUSINESS PLAN 2017/18 – 2021/22

“To have the facility and people with so much experience and enthusiasm is a

wonderful asset to Havant and its neighbours” Spring Visitor, 2016

Registered Charity No. 297353

Contents

2

Executive Summary 3Our Vision, Mission and Core Values 4Who We Are and What We Do 5SWOT Analysis 7

Audience Development 8

Artistic and Heritage PlansLive Events and Films 11Heritage Events and Exhibitions 12Participation 15Beyond the Walls 17Visual Arts 18Partnering and Offering Cultural Advice 19

Operational ManagementOperational Management and Resources 21Havant Arts Active (trading subsidiary) 23Budgets 24

Appendices:A. Audience Development Data 27B. Fund Development Strategy Summary 30C. Marketing Strategy Summary 33D. Policies and Procedures 36

Photos by James White Photography

“We feel very lucky to have The Spring on

our doorstep. Thank you for offering us

such a varied and exciting programme to

choose from”

Audience member, 2016

Executive Summary

“The Spring is an inspirational venue with vibrant ideas and a commitment to providing exceptional experiences for its audiences. This is an organisation with the highest quality theatre and live events programme and it is one of the most exciting small-scale cultural organisations in the South East”. Mark Makin, House Theatre

The Spring Arts & Heritage Centre is a small place where big things happen. Our vibrant cultural events and activities help make Havant, Hampshire and the surrounding region a better place to live.

We are one of the few integrated arts and heritage centres in the UK and use this position to create innovative programmes to inspire and engage the 120,000 residents of Havant Borough and beyond.

We want to create experiences that change the way people see the world; to enhance wellbeing and make our community proud.

Our innovative approach to arts and heritage and our focus on creating relevant and experiential programmes for audiences ensure we deliver our Strategic Ambitions. It drives us towards our vision of being the UK’s leading small scale arts and heritage centre.

Our audience and their experience are at the heart of our work. To ensure we can continue delivering high quality arts and heritage activity we also focus on building sustainability in our programmes, people and finances.

We have achieved a lot in recent years, but there is more we want to do. This plan outlines what our future looks like and how we will get there.

Huge thanks goes to everyone who has supported us so far, including our Trustees, staff, volunteers, funders and, of course, our audiences.

Our Strategic Ambitions:

We develop access and remove barriers to arts and heritage activities, so everyone in Havant has the opportunity to experience and be inspired by the arts and heritage.

We ensure that performance, heritage and the visual arts are thriving and celebrated in

Havant Borough.

We offer relevant, immersive and experiential events that develop and celebrate the audience experience.

We increase the pride and sense of identity felt by our community by linking people

with their local heritage and stories.

We enhance people’s wellbeing and skills by offering engaging participatory

opportunities, enabling people to take part and have a go at creative activities.

We help more children, young people and families in Havant to be inspired by enjoying

exciting, relevant cultural experiences.

We offer strategic cultural advice and guidance to other cultural organisations

working within Havant Borough.

We work sustainably within a viable business model, build organisational resilience and

deliver what we commit to deliver.

Our ambition is to be the UK’s leading small-scale arts and heritage centre. We want to be recognised as a model of best practice for arts and heritage integration and for placing our community at the heart of what we do. We will also be delivering more and improved cultural experiences that make Havant Borough special.

Our mission is that we are a small organisation where big things happen. Our vibrant cultural events and activities help make Havant, Hampshire and the surrounding region a better place to live.

We achieve this by living up to three core beliefs that underpin our approach:We believe that participating in live arts and connecting with local heritage can improve everyone’s quality of life.

We serve the whole community, and make it easy for everyone to try the experiences we offer.

We aim to exceed people’s expectations of us as a small arts and heritage centre. We do this by creating high quality programmes and exhibitions through which audiences enjoy, experience and come back for more.

4

Vision, Mission & Core Beliefs

Havant Borough is an area of contrasts, where areas of some wealth sit alongside wards of high deprivation. The Borough itself contains six ‘Lower Layer Super Output Areas’ (LSOAs) in the 10% most deprived areas in England and a further six in the 11 - 20% most deprived areas. The borough also falls into the 16% most deprived areas in England for education, skills and training.

Arts, museums and heritage attendance is below average for England across all art forms.

The majority of our work is targeted for people who live and work in Havant Borough. We also attract people from further afield because of the high quality reputation we have built and the artists we work with.

66%

98%

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10%

20%

30%

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100%

Where do visitors of

the The Spring

come from?

Where do

participants and

audiences for The

Spring's outreach

programme come

from?

The Spring's work in Havant,

Hampshire and Beyond 2015/16

Havant Borough Rest of Hampshire

Elsewhere

Who We Are and What We Do

The Spring is the only professional live performance venue and professional museum within Havant Borough. We are one of the few integrated arts and heritage centres in the UK and we are a museum that is nationally accredited by Arts Council England.

We bring cultural activities and artistic experiences to our community, creating wide and varied programmes that suits the needs and interests of the 120,000 residents of Havant Borough and attracts people from across Hampshire, Portsmouth and West Sussex.

To do this we’ve created six strands of work:

1. Live events and film screenings2. Heritage exhibitions, collections, care and activities3. Participatory workshops, events and experiences 4. “Beyond the Walls” outreach programme5. Visual art exhibitions6. Partnering and Offering Cultural Advice

All strands are delivered across a range of artistic and cultural activities including theatre, music, visual arts, craft, comedy, heritage, dance and circus. These take place both in our building and right across the borough of Havant. Our building is also a hub for the local community, with local groups using it as a meeting place and enjoying using our shop and cafe.

5

The Spring is a Registered Charity (No. 297353) and a Company Limited by Guarantee. The Memorandum of Association states that: “The Objects of the Charity are for the benefit of the public the advancement of knowledge and understanding of arts, heritage and culture among the inhabitants of Great Britain and in particular among the inhabitants of the Borough of Havant and the surrounding locality.”

“Britain’s nicest arts centre”

Barney Norris, Playwright and Author

We are continuingly focused on improving our work, strengthening our programmes to reach new audiences and participants. Through our understanding of local demographics, our marketing and operations and our high quality programmes we reach and have a greater impact on audiences.

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Engagement in

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We have increased visits to our building by 45% and audiences for events by 44% since 2012/13

44% more people attend events now, compared to in 2012/13

In 2014/15 we engaged over 33,000 people in our community and free activities.

In addition to improving and developing our audience and visitor engagement we are focused on making our organisation sustainable for the future. We have focused on improvements in governance, financial sustainability and programming and marketing capabilities. Examples include:

• Our Board of Trustees was recognised with the National Council of Voluntary Organisations Award for Good Governance in 2014

• We have raised over £189,000 from Trusts and Foundations since 2012/13

• We have built an Emergency Reserve Fund from £0 to over £26,000, currently equating to just over one months running costs.

STRENGTHS

We create a vibrant and well regarded

programme of cultural activities

that are well attended.

We are valued by our community,

demonstrated by our high attendance figures and increases

in visitors.

We have and will continue to make

significant improvements and

positively responded to change.

We are a Nationally Accredited Museum.

We are focused on working in

sustainable ways to secure our future, focusing on our programmes, people and

finances.

We are governed by an Award-winning board of trustees

with cross-field expertise.

We have a knowledgeable staff team and a pool of 84 enthusiastic and

dedicated volunteers.

We are ambitious and are continuously

seeking improvements.

WEAKNESSES

To continue to evolve our programmes we

need to invest in more sophisticated

technology and equipment, such as

our theatre lighting rig and film projection

equipment.

We have made the most of our building but are reaching the limit of our ability to develop the space, which will limit the

flexibility and ability to expand.

We anticipatecontinued financial

pressures, requiring us to adapt and enhance our capability in

fundraising while continue to deliver

cultural programmes.

Pressurised budgets and limited office

space mean staff work to capacity, reducing our ability to develop our programmes and

ideas.

Reducing funding for arts and heritage

activities has led to gaps in support and

curatorial expertise for our parts of our

heritage collection on loan from others

OPPORTUNITIES

We have a comprehensive

understanding of our area and a good knowledge of the

potential and appropriate tools to increase our reach and improve more

people’s lives.

In 2015 we invested in a new box office

system and website, the functionality of

which can be further leveraged to improve our knowledge and

communications.

As we don't own the majority of the

heritage collection we have the long-term flexibility to vary the

displays and invest in new partnerships and collections to achieve an improved museum

service.

We have strong relationships with

Hampshire County Council and Havant

Borough Council.

We have created effective models for

working in partnership, strengthening our work

and increasing our reach

We have a shop and café that are working under good business

models and the potential of which can

be maximised.

THREATS

Declining resources in local authorities are likely to translate in funding reductions.

Alternative governance models

are being discussed by local authorities, which could have long term

implications on our geographical remit,

funding and relationships.

Increased competition for private funds for

cultural activities means more time spent

on fundraising and a lower rate of return.

Although we are the only arts centre in

Havant Borough, there are 4 arts centres within a 30 minute drive of our

venue and a further five well renowned theatres within the

same distance, which are attractive to some

of our audiences.

We have a few highly skilled people on the

staff team, which could result in gaps in

knowledge in the case of sickness or people

leaving.

Our resourcing model is highly dependant on

volunteers.

SWOT Analysis

7

8

“What impresses me most is the diverse, exciting range of things on offer at The Spring for people of all ages and

tastes” Audience Member

We develop access and remove barriers to arts and heritage activities, so everyone in Havant has the opportunity to experience and be inspired by the arts and heritage.

We know about our audiences and our local demographics, and therefore understand the opportunities that will develop our audiences. Some of this analysis (including demographic data, Audience Spectrum analysis and key areas of activity for income generation) can be found in Appendix A.

Our priorities for Audience Development over the next five years are:

1. Engage a greater number of children, families and young people and inspire, excite and surprise them with cultural experiences. To do this we will particularly focus on ‘Facebook Families’ audience segment, where there is great potential for growth.

2. Attract new audiences to our events by delivering programmes that excite and inspire them to attend and take part. To do this we will particularly focus on increasing attendance from ‘Experience Seekers’, ‘Dormitory Dependables’ and ‘Trips and Treats’ audience segments.

3. Increase the filled capacity of live events and films, achieving target average capacities by 2021/22, focusing particularly on: contemporary theatre, heritage theatre, high profile heritage talks, dance, folk, the family programme and in-house participation.

4. Maintain and build on current relationships with frequent and loyal audiences by programming relevant, high quality and exciting work and continuing to improve the audience experience.

5. Encouraging people to experience something new, by inspiring them to try a different art form and increasing demand.

6. Maximising the income generated from our activities by achieving the objectives above, whilst maintaining a balance of ticketed and free to access opportunities.

We use Arts Council England Audience Spectrum Segmentation to identify and define our audiences. Full descriptions of audience segments are available at www.audiencefinder.org/spectrum

Audiences and participants are the heart of our work at The Spring. In this section of the plan you can find out about our priorities for developing relationships with new and existing audiences over the next five years.

Audience Development

“Fantastic value, so many of the arts and

theatre productions are out of our budget,

it is great to be able to afford to see such a

great performance”

Audience member for Family Festival

9

To achieve our objectives we will link our plans for our programme and cultural offer with suitable target audiences and then use appropriate tools and marketing to engage them.

AIM

Increasing

engagement

with families,

children and

young

people

Attracting new

audiences

Increasing

filled capacity

in identified

art forms

Building

loyalty

Encouraging

audiences to

try something

new

Increasing

income

OFFER Family

outreach

events

Free

participatory

activity for

children

Holiday

workshops

Live events

programme

Participation

programme

Heritage

programme

Visual arts

exhibitions

Experiential

activity

Live events

and film

programme

Participation

programme

Experiential

activity

Live events

and film

programme

Participation

programme

Heritage

programme

Live events

programme

Heritage

programme

Visual arts

exhibitions

Experiential

activity

Live events

and film

programme

Participation

programme

TARGET Facebook

Families

Up Our Street

Experience

Seekers

Trips and Treats

Kaleidoscope

Creativity

Heydays

Commuterland Culturebuffs

Dormitory Dependables

Homes and Heritage

Commuterland Culturebuffs

Dormitory Dependables

KEY

TOOLS

Partnerships

Social media

Print distribution

Word of mouth

Test drive campaigns

“Pay what you decide”

payment offers on some

outreach programmes

Season

brochures

Seasonal

marketing

campaigns

PR campaigns

Season brochures

Seasonal marketing campaigns

PR campaigns

Word of mouth

Membership benefits (including season

introductions from the Director)

Film loyalty scheme

Audience Development

10

Artistic and Heritage PlansIn this section of our Business Plan we explain our priorities in each area of our cultural programme and how we will deliver and achieve them over the next five years.

“I wanted to let you know how

much I enjoy coming to The

Spring…. It’s all so funky, fresh

and fun. Congratulations.”

Zella Compton, Author and

Playwright, 2016

Live Events and Films

11

“I want to say a huge thank you for having the

show, for your vision and for your commitment to

trying out something new. It’s incredibly inspiring for

us to work with a venue who put so much faith in

our work and is striving to bring new and different

audiences through their door – and to be part of

that was an absolute privilege for us”. Paines Plough

We ensure that performance is thriving and celebrated in Havant Borough.

We offer relevant, immersive and experiential events that develop and celebrate the audience experience.

We prioritise work that is high quality and relevant. We want our experiences to change the way people see the world.

Our priorities for our live events and film programme over the next five years are:

1. Provide a balanced, high quality programme of live art and film events and experiences. This means ensuring an appropriate number of cross art form events and balancing creative and commercial risk.

2. Present a vibrant, diverse programme with events taking place within our building at the same time and through our outreach work across the Borough.

3. Change the way people view and consume cultural events by exploring new ways of curating, commissioning and producing work that is relevant and unique, creating special experiences for our audiences.

4. Contribute to a sense of pride in our Borough by programming high profile artists that audiences are surprised to see performing in Havant.

5. Balance the programme effectively achieving all audience and financial targets.

12

Live Events and Films

AIM

Provide a

balanced, high

quality

programme of

live art and film

events and

experiences

Present a vibrant,

diverse

programme with

events taking

place within our

building and

across the

Borough

Change the

way people

view and

consume

cultural events

by producing

work that is

relevant and

unique

Contribute to a

sense of pride in

our Borough by

programming

high profile

artists that

audiences are

surprised to see

performing in

Havant

Balance the

programme

effectively

achieving all

audience and

financial targets

ACTION

Continue to

programme a

range of high

quality events

that balance

commercial

and creative

risks.

Build new

programmes of

work that

broadens our

reach to

audiences.

Programme

professional

performances into

community venues,

helping to engage

new audiences and

supporting other

organisations to

gain skills.

Continue to

programme family

work that reflects

all areas of the

core live events

programme and

takes place across

the community.

Explore

opportunities

and

partnerships,

enabling us to

create new

artistic and

heritage

inspired work

that is relevant

to our

community.

Create

innovative new

ways to

integrate arts

and heritage

experiences for

our audiences

Continue to

build

relationships

with high

profile artists

and agents,

enabling us to

bring well

known artists

to Havant.

Build on the 2016

model of a

Christmas

programme,

including

performance

runs for families

and adults.

Manage our

programmes

carefully, setting

and sharing

targets for our

work.

TARGETS Commuterland

Culturebuffs

Dormitory

Dependables

Trips and

Treats

Homes and

Heritage

Experience

Seekers

Trips and Treats

Facebook Families

Kaleidoscope

Creativity

Heydays

Commuterland

Culturebuffs

Dormitory

Dependables

Experience

Seekers

Homes and

Heritage

Commuterland

Culturebuffs

Dormitory

Dependables

Trips and

Treats

All

MONITOR Audience figures / ticket sales

Audience feedback

Trustee / partner / stakeholder feedback

Performers and artist feedback

Performance reviews

Financial results

This table shows the actions we will take to achieve our priorities.

13

Heritage Events and Exhibitions

We increase the pride and sense of identity felt by our community by linking people with their local heritage and stories.

We offer exciting, interactive, educational heritage experiences that celebrate and recognise what makes Havant special. We use the arts to bring heritage stories to life and our heritage knowledge to inspire and create new cultural experiences.

Our priorities for improving and developing our heritage programme over the next five years are:

1. Bring local heritage to life by using creative ways to interpret our collection and engage visitors.

2. Develop and improve our facilities, reimagining the museum’s purpose and design.

3. Become a hub for the collection of local stories and memories.

4. Develop further expertise in Havant’s history and become a model of best practice for arts and heritage integration.

5. Work in sustainable ways, exploring new ways of earning income and making the heritage offer more resilient.

14

Heritage Events and Exhibitions

AIM

Bring local

heritage to life by

using creative

ways to interpret

our collection

and engage

visitors

Develop and

improve our

facilities,

reimagining the

museum’s

purpose and

design

Become a hub

for the

collection of

local stories and

memories

Develop

further

expertise in

Havant’s

history and

become a

model of best

practice for

arts and

heritage

integration

Work in

sustainable

ways, exploring

new ways of

earning income

and making the

heritage offer

more resilient.

ACTION

Continue to

deliver a wide-

ranging

programme of

exhibitions, events

and participatory

activities.

Use artistic

activities to bring

heritage stories

and the

collection to life.

Work towards

the re-

imagination of

the main

museum gallery

with improved

displays,

interpretation

and additional

space for

events and

activities.

Develop projects that celebrate

local history, integrate arts and

heritage activity and provide

unique experiences for our

audiences and visitors.

Continue to offer free to access

genealogy services and research

room

Provide opportunities for visitors

to tell their stories and record

personal histories.

Build professional expertise in

local history.

Continue to

programme

ticketed

heritage events

including high

profile and local

speakers.

TARGETS All Trips and Treats

Experience

Seekers

Homes and

Heritage

Homes and Heritage

Dormitory Dependables

Heydays

Commuterland

Culturebuffs

Homes and

Heritage

Dormitory

Dependables

MONITOR

Visitor figures

Visitor feedback

Trustee / partner / stakeholder feedback

Changes made to the displays and visitor experience

Financial results

This table shows the actions we will take to achieve our priorities.

15

Participation

We enhance people’s wellbeing and skills by offering engaging participatory opportunities, enabling people to take part and have a go at creative activities.

We offer a variety of workshops that are designed to appeal to a range of audiences and which foster a strong sense of social inclusion within the community.

Our participation activity includes: one off, regular and specialist workshops for adults, term time workshops for children and young people, holiday workshops for families and workshops for schools and community groups.

Our priorities for the participation programme over the next five years are:

1. Ensure our workshop programme is of a high quality and develops participants skills and enhances wellbeing.

2. Provide participation opportunities to reflect all areas of our arts and heritage programmes.

3. Provide regular free opportunities to encourage social inclusion and improved wellbeing for people who are at risk of isolation.

4. Ensure our participation programme is financially sustainable

“My visits to The Spring are

always enjoyable and

fulfilling”

Participant, 2015

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ParticipationThis table shows the actions we will take to achieve our priorities.

AIM

Ensure our workshop

programme is of a

high quality and

develops participants

skills and enhances

wellbeing

Provide participation

opportunities to

reflect all areas of our

arts and heritage

programmes

Provide regular free

opportunities to

encourage social

inclusion and

improved wellbeing

for people who are

at risk of isolation

Ensure our

participation

programme is

financially

sustainable

ACTION

Strengthen our pool

of tutors across

specialist skills,

working with plans

and learning

objectives.

Continue to deliver

an annual exhibition

opportunity for

children and adults

taking part in visual

art workshops, to give

participants the

opportunity to

showcase their work

and build skills

towards a defined

aim

Develop the

participation offer

related to heritage

activities, building

on our free access

monthly history

group, genealogy

sessions and the

paid-for schools

workshops.

Hold one session per

season that links

directly with another

area of the

programme.

Continue to offer

free participatory

activities including

the weekly art

space drop in and

Craft for Kids

activities.

Build and develop

our offer for

workshops and

participatory

activity to schools

and community

groups.

Build on

successful

workshop models,

increasing the

scope, availability

and range of

sessions offered.

Undertake

in-depth

audience

research on our

workshop

participants,

including data

analysis and

audience

segmentation.

Build and market

workshop offer to

schools and

community

groups.

TARGETS Commuterland

Culturebuffs

Dormitory

Dependables

Experience Seekers

Trips and Treats

Homes and

Heritage

Up Our Street

Facebook Families

Kaleidoscope

Creativity

Heydays

Commuterland

Culturebuffs

Dormitory

Dependables

MONITOR

Participation figures

Participation feedback

Trustee / partner / stakeholder feedback

Financial results

17

Beyond the Walls

We help more children, young people and families in Havant to be inspired by enjoying exciting, relevant cultural experiences.

We work though our “Beyond the Walls” outreach programme. This encompasses touring professional performances and managing participatory work. The Beyond the Walls programme is targeted for specific audiences (particularly Facebook Families) and is made possible thanks to funding from external sources.

Our priorities for the Beyond the Walls programme over the next five years are:

1. Programme and commission high quality experiences that surprise audiences, exceed expectations and remove barriers to attendance.

2. Use creative activities to help young people gain confidence and learn new things, inspiring learning and enhancing wellbeing.

3. Improve our capability to deliver outreach programmes that demonstrate the value of our work and have a positive impact.

AIM

Programme and commission

high quality experiences that

surprise audiences, exceed

expectations and remove

barriers to attendance.

Use creative activities to help

young people gain confidence

and learn new things, inspiring

learning and enhancing

wellbeing.

Improve our

capability to

deliver outreach

programmes that

demonstrate the

value of our work

and have a

positive impact.

ACTION

Take opportunities to develop

new work and programme family

events in community venues,

including an annual

performance tour to libraries and

an annual Family Festival that

celebrates a theme and links

back to activity at The Spring.

Deliver an annual free outdoor

community performance

Develop our relationships with

schools in the Borough, arranging

and raising funds for targeted

projects with young people

where appropriate.

Work in partnership to support

projects that inspire and

enhance the lives of young

people in out of school and

youth settings

Hold a project or

event in each

ward within

Havant Borough.

MONITOR Participation and audience

figures

Participant and audience

feedback

Trustee / partner / stakeholder

feedback

Schools / partner feedback

Pupil / young people feedback

Improved outcomes for young

people

Arts Award figures

Funding secured

for future years

Participant /

audience

feedback

Local authority /

councillor

feedback

This table shows the actions we will take to achieve our priorities.

18

Visual Arts

We present visual arts programme that complements the organisation’s live events, heritage and participation work and provides an attractive proposition for visitors in its own right.

We present a changing series of visual arts exhibitions including work by professional and community artists, an exhibition for families and an annual Open Exhibition.

Our priorities for Visual Art Exhibitions over the next five years are:

1. Present high quality artwork that inspires and engages our local community.

2. Support local artists in their development and offers higher profile artists opportunities for exhibition and additional activity.

3. Develop relevant exhibitions and where possible commission work that complements our programmes integrates arts and heritage.

AIM

Present high quality

artwork that inspires

and engages our local

community

Support local artists in their

development and offers higher profile

artists opportunities for exhibition and

additional activity

Develop relevant

exhibitions and where

possible commission

work that complements

our programmes

integrates arts and

heritage

ACTION

Work with a

professional artist to

present one exhibition

each year

Present one family

friendly exhibition each

year and explore ways

of interpreting this that

are suitable for younger

audiences.

Programme an annual Open

Exhibition, giving members of the

community a change to have their

work on display.

Continue to deliver an annual

exhibition opportunity for children

and adults taking part in visual art

workshops, to give participants the

opportunity to showcase their work

and build skills towards a defined aim

Enable audiences to connect with

higher profile artists through talks and

tours.

Present one visual arts

exhibition per year that is

inspired by heritage

themes

MONITOR Visitor figures , Visitor feedback, Artist feedback, Exhibition reviews

This table shows the actions we will take to achieve our priorities.

19

Partnering and Offering Cultural Advice

We offer strategic cultural advice and guidance to other cultural organisations working within Havant Borough.

Our priorities in this area over the next five years are:

1. Use our knowledge skills and experience in support of other organisations, to increase the impact of cultural services in Havant Borough.

2. Manage partnerships strategically so we can effectively add value whilst delivering our strategic outcomes in support of our mission and ambitions.

3. Help organisations we partner with develop their skills and in turn learn from them

1. Generate income via paid consultancy when opportunities arise

To achieve these objectives, over the life of the Business Plan we will:

1. Continue to support and advise community arts organisations and amateur companies

2. Work efficiently as a partner for projects and activities, being known as an organisation that is ‘easy to do business with’

3. Attend regional networking and strategic planning events

Key tools for monitoring and evaluation

results of partnership projects

number of organisations supported

feedback from partners

20

Operational ManagementIn this section of our Business Plan we explain how we manage our organisation to deliver our ambitions over the next five years.

“Havant is fortunate to have a

community arts centre like The Spring”

Audience member, 2015

21

We work to the following priorities:

1. Build a future for The Spring that is sustainable and financially sound, focusing on our programme, people and finances.

2. Deliver impactful programmes that reach the right audiences through effective marketing and communications..

3. Develop a high performance culture in which employees, volunteers and Trustees feel appreciated and part of our plans for the future.

4. Be widely regarded as a positive and responsive organisation that is ‘easy to do business with’.

5. Always work within current legislation and within best practice guidelines.

Operational Management

We work sustainably within a viable business model, build organisational resilience and deliver what we commit to deliver, achieving our plans.

Over the life of the Business Plan we will:

1. Be responsive to audience and partners needs, responding in timely, transparent and positive way.

2. Implement our Fund Development strategy with the aim of diversifying income streams, enabling us to deliver more and improved activity and reducing our reliance on local authority funders. A Summary of the Fund Development strategy can found in Appendix B.

3. Implement a comprehensive marketing strategy and plan, a summary of which can be found in Appendix C.

4. Manage our work and actions through a series of operational and management documents and policies, owned by the trustees and delivered by the staff team. A summary of these policies can be found in Appendix D.

5. Work towards developing our people, taking opportunities to train and develop skills, reward staff appropriately and increase capacity where needed.

ResourcesThe Spring Arts & Heritage Centre works hard to make the best use of its resources and to develop its staff as appropriate.

We consider our key resources to be:

22

PEOPLE FINANCIAL BUILDING / FACILITIES PARTNERSHIPS

12 Trustees

4 full time staff

6 part time staff

10 casual staff

84 volunteers

200 members

Local authority funding

worth £145,445 in 2016/17

Emergency reserves

worth £26,000

Designated reserves for

infrastructure, artistic

development and future

heritage projects

Building leased from

Havant Borough Council

Fully functioning theatre

with a capacity of 132 -

219

Cafe/ bar generating

funds for the charity

Museum collection on

loan from Hampshire

Cultural Trust and

Portsmouth City Council

Positive relationships

with building tenants

including youth music

charity Music Fusion

Long term

partnerships with

community groups

and amateur

performance

companies

Good relationships

with local cultural

providers

Our people are one of our most important assets. The staff structure is divided into the following staff teams:

Director / Chief Executive

CREATIVE:

Creative Producer / Outreach Manager

Participation & Heritage Manager

Volunteers

MARKETING:

Marketing & Development

Manager

Box Office Manager

Sales & Marketing Officer

Box Office Assistants

Volunteers

OPERATIONS:

Operations Manager

Technical

Manager

Duty Managers

Volunteers

FINANCE AND TRADING:

Finance and Trading Company Manager (Deputy

Director)

Finance Assistant

Café Bar Supervisor

Cafe Bar Assistants

Trustees for The Spring

Board for Havant Arts Active (trading subsidiary)

23

Havant Arts Active Limited is the trading subsidiary of The Spring Arts & Heritage Centre, encompassing the commercial activities of the café, bar and Oyster Gift Shop.

The company has three key aims:

1. Provide a high quality, fit for purpose service that complements and adds to the experience(s) offered by The Spring.

2. Generate profit that contributes to the financial sustainability of The Spring.

3. Become a destination café and shop in its own right.

Objectives for Havant Arts Active are set annually and include increases in the profit gift to the charity each year, whilst ensuring the company is a going concern in its own right.

Over the life of the Business Plan, the continued development of the café, bar and shop will be vital for both the financial sustainability of The Spring and to ensure the best possible customer experience for audiences and visitors.

Havant Arts Active is overseen by a board of Directors.

Trading Subsidiary

24

AppendicesIn this section you can find out a bit more about our data analysis, individual strategies and other useful information.

“It is opportunities like this that have the potential to

change the course of a child’s life, which cannot be

measured in terms of Year 6 SATs. The only

measurement we will have is the extent to which a

child’s character, expression and self-belief and

passion for the arts has been changed as a result….

I have a feeling all of them believe in themselves a

while lot more. Thank you.”

Mrs K. Bowen, St Peter’s Catholic Primary Schoo.

Information about our current audiences and comparisons with the regional demographics has helped up to develop our Audience Development objectives over the life of this plan.

These charts show the results of some of the analysis we have undertaken and that which is particularly relevant to the decisions we have made in our audience development planning.

We use Arts Council England Audience Spectrum Segmentation to identify and define our audiences. Full descriptions of audience segments are available at www.audiencefinder.org/spectrum

27%

3%

23%

13%

18%

7% 7%

0%2%

14%

1%

21%

13%15%

7%

20%

4% 4%

25%

5%

23%

19%

13%

5%7%

1%3%

0%

5%

10%

15%

20%

25%

30%

Audience Spectrum Segmentation

The Spring Havant Hampshire

2%

6%8%

14%

28%

43%

11% 10%

13% 14% 13%

21%

10%

11%

14% 15% 13%

18%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 or

over

Age

The Spring Havant Hampshire

Frequency of attendance 2015/16

First Time

attenders (14%)

Last visited

more than one

year ago (10%)

Visited on

another

occasion in the

last 12 months

(77%)

APPENDIX A:

Audience Development Data

26

6655

6756

69 6873

94

30 30

83 84

6273

60

77

10

10

3

5

107

2

515

2 1

8

215

3

0

10

20

30

40

50

60

70

80

90

100

Average % filled capacity Target capacity by 2021

APPENDIX A:

Audience Development Data

Across the life of the Business Plan The Spring intends to increase the filled capacity of attendance across a range of events. The tables below show the 2014/15 results against the targets for 2021/22.

6561

46

68

55

9

7

0

10

20

30

40

50

60

70

80

Target capacity by 2021

Average % filled capacity

27

6

32

28

23

67

3

1

3

11

5

3

11

6

2

0

2

35

0

4

7

13

0

-1

7

20

6

1 1 1

-5

0

5

10

15

20

25

30

35

40

% of programme % contribution to overall programme surplus

67

21

57

49

10

18

23

0

10

20

30

40

50

60

70

80

% of programme

% contribution to overall

participation surplus

APPENDIX A:

Audience Development Data

We develop audiences to ensure our work reaches more people and that more members of our community can benefit from what we do. By providing interesting and engaging experiences we recognise there is potential to increase income generation. This has been factored into our plans for improved financial sustainability.

Our focus areas for Audience Development have been identified with this in mind and with reference to our aim of maintaining an appropriate balance between events, profile, artistic value and income generation.

These charts identify the areas of our work that generated the most income in 2015/16 and whichhave helped inform our audience development priorities.

28

Sustainability and financial resilience is a critical issue for The Spring.

Recently we have increased our earned and fundraised income and have developed our artistic and cultural ambitions at the same time as managing reducing core funds and increased costs.

It is unlikely that the current challenging financial climate will change during the life of this plan so it is vital we have a robust and practical approach to fund development, so we can meet deliver our plans and best serve our community.

Our priorities for fund development over the next five years are:

1. Raise and earn the funds necessary to deliver our plans effectively

2. Secure the immediate, medium and long term future of The Spring by building reserves to an adequate level in line with our reserves policy

3. Diversify and maximise sources of funding to ensure less reliance on one area

4. Use donations and grants responsibly to subsidise activity that requires support and work in line with our ethical fundraising policy

5. Pay artists, performers and staff appropriately for their work

6. Continue to run as effectively as possible, making savings and making the most of opportunities available without comprising our creative activity.

7. Undertake training with staff, trustees and volunteers and where possible increase capacity, to enable us to deliver our fundraising plans

APPENDIX B:

Fund Development Strategy Summary

29

To achieve this change, over the life of the business plan we will develop our work to:

• earn an additional £28,000 to develop our activities and achieve our ambitions, cover increased running costs and minimise the impact of reductions in local authority funding

• continue to develop the trading subsidiary to maximise the annual contribution to the charity, achieving a donation of £14,000 in spite of increased costs (including the National Living Wage)

• achieve Arts Council England National Portfolio Status, particularly enabling the development of the artistic, heritage and outreach programmes

• increase fundraising from trusts and foundations and public grant makers towards our core activity, achieving £37,000

• launch new corporate giving opportunities, generating £10,000

• build relationships with our audiences, members and volunteers to increase individual giving to £36,000 through community fundraising initiatives, the membership and patrons schemes and through the launch of a legacy campaign

0

100000

200000

300000

400000

500000

600000

700000

2015/16 2016/17

budget

2021/22

indicative

Individual giving and

membership

Corporate fundraising

Core activity grants and

Core Cost Recovery

Arts Council England

funding (GfA to 16/17

then NPO)

Local authority funding

Trading subsidiary

transfer

Earned income

This chart shows the increase in income anticipated required to achieve our ambitions and develop our work.

APPENDIX B:

Fund Development Strategy Summary

30

The table below broadly shows the main areas of activity, how this relates to our diversification of income and where the focus is for raising and then funding our work.

Earned

income

(incl. ticket

income,

trading and

room hire)

Core Funding Other Public

Funding (incl.

Arts Council

England,

Lottery etc)

Trusts and

Foundations

Individual

Giving

(including

members,

patrons,

legacies,

donations)

Live Events and

Films

(incl.

experiential

activity and

commissioning)

Majority of

live events

and film

programme

covered by

ticketing

income

Higher risk

/artistically

important

elements of the

live

performance

programme

Theatre Plus programme

Heritage (incl.

Creative

Interventions)

All areas of

heritage

activity

Themed work, exhibitions and Creative

Intervention programmes

Participation In-house

workshops

All areas of participation activity Children’s

programmes

Health and

Wellbeing

programmes

In-house

workshops

Beyond the

Walls and

outreach

programmes

All areas of Beyond the Walls and outreach

programmes

Visual Arts

programme

All areas of

visual arts

activity

Cultural

Services

Cultural

advice and

service

outside

Spring’s

usual remit –

covered via

consultation

fees

Cultural advice

and services

where

intersects with

Spring activity

Overheads and

Staffing Costs

Overheads and staffing costs come from all areas of income generation

APPENDIX B:

Fund Development Strategy Summary

31

APPENDIX C:

Marketing Strategy Summary

Our marketing and communications activity is the way people find out about our work, often have their first engagement with the organisation and how we inspire and excite people to try something new.

Our marketing actions help us reach our target audiences, talk to them in ways that appeal to them and help us become know in the local area, across the region and to raise our profile in the industry.

Awareness Consideration Decision ExperienceReview / Loyalty

Season brochure

Website

Social mediaReflection

Discussions

Social media

Friends and

Family

Ease of ticket

purchase

Ambience of venue

Customer service

Quality of

experience

Managed /

exceeded

expectations

Word of mouth

Press reviews

Previous experiences

Ticket pricing

Availability / date

Lifestyle influences

Understanding of the event

Press coverage

Advertising

Print distribution

Community-based

activity

Marketing & Communication Tools Operational Tools

We use a range of marketing tools to reach and engage our audiences and visitors. Marketing is planned on a seasonal and project basis. The customer journey (mapped below) and experience management are priorities to ensure we increase customer loyalty and build audiences.

32

To ensure we are maximising our audiences and drawing them into our work, over the life of this plan we will:

• Deliver our strategy that allows us to plan activity on a seasonal and project basis

• Continue to measure success against seasonal audience and financial targets and KPIs, sharing this information across the team and generating insights that help us adjust our actions.

• Develop and implement a strong digital marketing strategy, including diversification of social media applications and a more targeted approach to e-mail marketing, delivering to our digital marketing KPIs

• Strengthen our relationships with local and national industry press and media

• Continue to generate audience insights and use this toensure we collect the right feedback and data to drive our Audience Development and creative plans and to improve the customer experience.

• Continue to build and develop our marketing and expertise through membership of the AMA, peer learning opportunities and other training

• Continue to build The Spring’s brand through a creative, imaginative, accurate and design-led approach in traditional and digital media and all presentation of our work.

Key tools for monitoring and evaluation:

audience figures income improvement in KPI results Audience development objectives will be

measured by bi-annual Audience Spectrum profiling of our database

APPENDIX C: Marketing Strategy Summary

Overarching KPIs Monitoring Frequency 2015/16 Result

Total Marketing ROI Annually 3.33

Marketing spend per £1 of income Annually 0.31p

Marketing spend per ticket sold Annually £3.14

Average ticket yield Annually Performances: £9.31

Workshops: £24

% of ticket yield spent on marketing Annually Performance: 34%

Workshops: 13%

% of new bookers Annually 10%

Brochure

KPIs

Monitoring

Frequency

2015/16 Result

Value of

sales per

brochure

Seasonally

/ Annually

£4.66 per brochure

copy

Tickets sold

per

brochure

Seasonally

/ Annually

0.5 per brochure copy

Brochure

ROI

Seasonally Summer 15: £9.37

Autumn 15: £13.03

Spring 16: £15.60

Digital KPIs Monitoring

Frequency

2015/16 Result

Unique

visitors to

website

Monthly /

Annually

37,311 undertaking

64,607 sessions and

211,893 page views

Average

time spent

on the site

Monthly /

Annually

2.40

% of traffic

from social

media

feeds

Monthly /

Annually

6% of total traffic and

61% of new traffic

(68% from Facebook

and 30% from Twitter)

% of online

sales

Monthly /

annually

29%

APPENDIX C: Marketing Strategy Summary

We base our decisions on customer insights and data analysis. This includes the measuring our success and activity against the following key performance indicators.

34

Policy Revision / Approval

Management accounts Quarterly

Audited Accounts Annually

Risk Management Plan Annually

Health and Safety Policy Annually

Safeguarding Policy Annually

Governance Review Annually

Data Protection Policy Annually

Annual General Meeting Annually

Staffing Remuneration Policy and Performance Development

Reviews

Annually

Ethical Fundraising Policy Every 3 years

Equal Opportunities and Diversity Policy and action plan Every 3 years

Environmental Sustainability Policy and action plan Every 3 years

Business Interruption Plan Every 3 years

APPENDIX D:

Summary of Policies and Procedures

In order to manage our work effectively and to keep in line with current legislation and best practice, The Spring works to the following policies and procedures. These are reviewed regularly by Trustees and delivered by the staff team.