Executive Summary SMR

St Mary Redcliffe 

Project 450 

Business Plan 

Executive Summary Document 

Facilities Development Project Board: "Project 450" St Mary - Redcliffe Vision and Purpose I Statement 

of Need. D Tyndall (March 2018) 

‘The purpose of the project is to enable us to do the things we already do better. 

The fundamental questions that arises are. 

What is stopping us from getting better at what we do? 

This comes down to our need for better facilities, better access to our heritage assets, a better experience for those 

who visit and better engagement with those who live around us’ 

Heritage Business Consulting 

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Contents 

1 Executive Summary .................................................................................................................................. 3 

2 Market Appraisal ....................................................................................................................................... 4 

2.1.1 Potential Visitor Market for SMR .............................................................................................. 4 

3 Potential Visitor Income Streams for SMR ............................................................................................. 5 

4 Potential Business Income Streams for SMR ......................................................................................... 5 

4.1 Proposed new Meeting and Events Space ...................................................................................... 5 

4.1.1 Business/Meeting Space Income Scenarios (Based on bookings 30-50 people) ................... 5 

4.1.2 Wedding Space Income Scenarios (Max 30 weddings – 50% take up of reception hire) ..... 6 

4.1.3 Music Venue Hire ........................................................................................................................ 6 

5 Proposed Phasing of Improvements ....................................................................................................... 7 

5.1 Phasing Plan ....................................................................................................................................... 7 

5.1.1 Phase 0. (Visitor number projection of 50,000). ...................................................................... 7 

5.1.2 Phase 1 (Visitor number projection of 60,000) ........................................................................ 7 

5.1.3 Phase 2 (Visitor number projection of 80,000) ........................................................................ 8 

5.1.4 Phase 3 (Visitor number projection of 100,000) ...................................................................... 8 



5.2 Project Phase Timeline .......................................................................Error! Bookmark not defined. 

5.3 Projected Income and Expenditure for the six-phase plan .......................................................... 10 

5.4 Assumptions for Income & Expenditure Tables ............................................................................. 11 

5.4.1 Phase 0 Assumptions ................................................................................................................ 11 

5.4.2 Phase 1 Assumptions ................................................................................................................. 11 



5.4.5 Phase 4 Assumptions ................................................................................................................ 12 


5.5 Income and expenditure Comparisons ........................................................................................... 13 

5.6 SMR Reserves .................................................................................................................................... 13 

6 Key Milestones and Dates ...................................................................................................................... 14 

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1 Executive Summary 

The realisation of Project 450 can be achieved through the following proposals; 

1. Improve the front of house/visitor welcome 

2. Developing a well-trained and diverse volunteer team to help deliver the visitor offer. 

3. Increase donations by developing an attractive interpretation and visitor offer so increasing the dwell 

time on site. 

4. Introduce Heritage Tours 

5. Introduce Tower Tours 

6. Increase income per visitor head by increasing the café and retail spend per head 

7. Introduce new events, business meeting space hire and the wedding reception offer 

8. Developing the learning offer 

9. Returning the Hogarth to SMR. 

To achieve these outcomes, it is proposed that SMR; 

1. Fundraise to underwrite the upfront costs of new staff and interpretation. 

2. Start the major fundraising campaign to enable the capital works of the Hogarth visitor centre and the 

business and events centre. 

3. Employ the necessary trained staff to deliver the outcomes. (Business, catering and events manager (1.0 

FTE), Visitor services manager (1.0 FTE), Education officer (0.5 FTE), Volunteer manager (0.5 FTE) and a 

Curatorial officer (1.0 FTE). 

4. Adopt a phased approach to the project (six phase approach) over a 7.5 yr period. This phasing will 

include phasing of the employment of the staff as they are required to fulfil the projections in the income 

tables. Each member of staff will be employed 6 months prior to the start of the income realisation 

created from their posts. 

5. The Visitor services manager will co-ordinate the heritage visitor offer and front of house services. 

6. Introduce Heritage and Tower tours manned by volunteer staff and trained by the Volunteer manager. 

7. Develop the learning offer through the Education officer 

8. Enhance the retail offer from Phase 1 increasing the revenue from the church shop significantly by the 

end of the first year of Phase 1. 

9. Open the business and event centre in Phase 2 which will incorporate business meetings (room hire) and 

weddings. This will be co-ordinated by the Business, Catering and Events manager. 

10. Host 6 music events per annum in the church which will be co-ordinated by the Business, Catering and 

Events manager 

11. Open the Hogarth visitor centre in Phase 3 when the visitor centre income will start to be realised. The 

Curatorial officer will be employed to co-ordinate this and develop an exciting temporary exhibition 

offer. 

12. Move the café into the Hogarth centre on opening to realise the full café income potential. 

Assumptions and projections from the six-phase plan 

1. Visitor numbers will rise from 45,000 (present number) to a potential 140,000 by the end of phase 5. 

2. The visitor economy income will be dependent on visitor numbers whilst the business and event income 

has not been calculated using visitor numbers but as a set figure. 

3. Phase 0 (six-month start-up phase) will run at a loss to SMR as the church starts the employment process 

as it develops its offer. Only a modest 5000 visitor number rise is projected during this six-month period. 

4. From the end of Phase 1 onwards projected income minus expenditure levels will rise significantly. 

5. SMR reserves will build year on year to a final reserve figure of £1.1 million by the end of Phase 5. 

6. The business model does not factor in any external funding at this stage. Options are currently being 

investigated. 

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2 Market Appraisal 

If recent trends continue, the population of Bristol is projected to increase by 103,100 people over the 25-year 

period (2014-2039) to a total population of 545,600 by 2039. This increase of 23.3% is higher than the 16.5% 

increase for England 

2.1.1 Potential Visitor Market for SMR 

Clearly Bristol is a popular destination for both domestic and international visitors with a total of a 22M visitor 

market (which includes the local Bristol population). This provides a healthy market and future trends would 

indicate that, at worst, this will stabilise in 2019. 

In order to calculate a potential market penetration rate other comparator Bristol destinations have been 

identified and appear in the table below; 

Attraction Visitor Numbers % Penetration Rate 

Bristol Cathedral 275,000 1.23 

SS Great Britain 396,000 1.77 

MShed 546,000 2.44 

Bristol Museum 467,000 2.09 

Watershed 165,000 0.74 

Bristol Zoo 545,000 2.44 

At Bristol 304,000 1.36 

St Mary’s Redcliffe – Visitor Potential (2017 Data) 

Market penetration rate 

Forecast Attendance 

Market segment Market size Low Medium High Low Medium High 

Bristol residents 442,500 4% 5% 6% 17,700 22,125 26,550 

Wider Bristol 

population 

617,000 2% 3% 4% 12,340 18,510 24,680 

Bristolian Families 82800 3% 4% 5% 2,484 3,312 4,140 

Primary & Secondary 

Schools 

Tourists – day 

visitors 

Tourists – overnight 

stay 

60,000 2% 3% 4% 1,200 1,800 2,400 

18,529,000 0.50% 0.60% 0.70% 92,645 111,174 129,703 

2,690,000 0.50% 0.60% 0.70% 13,450 16,140 18,830 

Total Visitors 22,421,300 139,819 173,061 206,303 

SMR Penetration 

Rate of Total Market 

0.624 0.772 0.920 

SMR currently has around 45,000 visitors giving it a 0.2% penetration rate. The quality of the heritage and the size 

of the attraction would indicate with the right offer in place this could raise to a conservative 0.6% in the future 

equating to circa 140,000 visitors per annum. This is a significant increase from current levels and has the 

potential to drive a significant increase in earned income in the future. 

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3 Potential Visitor Income Streams for SMR 

Analysing a number of comparator heritage sites there are a number of ways in which SMR, with the right 

heritage offer, could increase income from visitors. It is assumed in this narrative that charging entry to the 

church will not take place. 

Options are as follows 

1. Donations - Develop an attractive interpretation and visitor offer. Increasing the dwell time on site 

and the ease with which people can give money (electronically) 

2. Introduce Heritage Tours 

3. Introduce Tower Tours 

4. Increase income per head by increasing the café and retail spend per head 

5. Developing the Learning offer 

6. Returning the Hogarth to SMR and develop a vibrant temporary exhibition programme. 

7. Improve the front of house/visitor welcome 

8. Developing a well-trained and diverse volunteer team to help deliver the visitor offer. 

4 Potential Business Income Streams for SMR 

4.1 Proposed new Meeting and Events Space 

There are proposals for a new build construction to be erected within the south side of the main church. The 

proposal is for this building to provide high quality meeting space as well as a wedding venue. The proposed 

capacity for Events/ Functions will be 136 sqm which should accommodate 

• Round Tables – 64, , Max 100 – conference style 

• Board Room Style – circa 50 

• Lecture Room Style – circa 100 – 125 

There is also the intention for the space to be available for community use 

4.1.1 Business/Meeting Space Income Scenarios (Based on bookings 30-50 people) 

Occupancy Rates (Based on 450 

days/annum) 

10% 20% 30% 40% 

Day Rate £425 £425 £425 £425 

Income 

Turnover £10,625 

£21,450 

£31,875 

£42,500 

25 days 

50 days 

75 Days 

100 Days 

Catering Profit share 

£870 £1750 £2625 £3500 

35 people/day @£10/head/10% 

Total Income £11,495 £23,000 £34,500 £46,000 

Expenditure 

Management/Marketing & Admin 

(10%) 

£1150 £2300 £3450 £4600 

Total Profit £10,345 £20,700 £31,050 £41,400 

Mean Profit Point: £25,873 

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4.1.2 Wedding Space Income Scenarios (Max 30 weddings – 50% take up of reception hire) 

Wedding statistics for the UK 

• 53 wedding venues in Bristol 

• Average spend of a wedding is circa £25,000 

• Average spend on a venue. £4000 

• Average spend on catering £3800 

• Average guests to a wedding circa 90 

Currently SMR conducts circa 12 wedding ceremonies per year although maximum capacity is just over 60 per 

annum. SMR’s ideal market will be for those couples requiring a church wedding with the reception held within 

the same location. It is unlikely that couples being married at an alternative church will want to have the 

reception at SMR and those wanting to have a wedding outside the church environment would wish to have the 

reception at SMR. The new facility can cater for the average size of wedding (90) however larger groups could 

be catered for with larger marquee offer with the surrounding grounds 

Based on the above the table below estimates income based in scenarios ranging from 5-15 wedding receptions 

per annum 

Number of wedding 

receptions per annum 

Venue Hire (£2500 per 

wedding) 

Catering Profit share (10%) 

5 10 15 

£12,500 £25,000 £37,500 

£1575 £3150 £4725 

90 Guests @£35/head X No of 

weddings/10% 

Total Income £14,075 £28,150 £42,225 

Management/Marketing & 

Admin (10%) 

£1408 £2815 £4223 

Mean Profit Point: £24,668 

4.1.3 Music Venue Hire 

The church has the potential to be used more as an important concert venue within Bristol. Although SMR would 

not want to take on the risk of concert promotion it could effectively hire out the space to a third party 

promoter. Discussions with Colston Hall would indicate that SMR could charge a flat hire fee of £2k per event. 

These would need to be booked and managed. The business plan models six per annum. 

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5 Proposed Phasing of Improvements 

5.1 Phasing Plan 

It would be sensible to put into place a structured phasing of improvements for SMR development. This would 

ensure a steady revenue increase whilst ensuring deliverability/sustainability of the different elements and 

revenue streams. Phasing would allow for recruitment and training of the relevant staff with a minimum of 

disruption to the day to day functions of the church. Once recruited the key staff members can help to drive 

through the relevant changes. 

It is proposed that a six-phase approach is adopted with each phase being on-going when the next phase is 

undertaken so building up a multifactored approach to the SMR offer. 

The visitor income projections of the plan are very much driven on the basis of an increase of visitor numbers 

year on year which can be achieved with an improved and enhanced experience within the church itself and 

effective marketing of the offer. 

The business and events space is not driven specifically by an increase in visitor numbers but may be influenced 

by this as the increased footfall within the church will raise public awareness of the added business and events 

offer. 

5.1.1 Phase 0. (Visitor number projection of 50,000). 

Phase 0 is to be considered a setting up phase. Only a very modest projected rise in visitor numbers are 

envisaged during this 6-month period (5000 increase). During this time the church will appoint and train the 

relevant staff to enable Phase 1 to be successful. This phase assumes no rise in donations with the current 

donation average of £0.34 being in place. 

Phase 0 activity will include 

• Appointment of the visitor services manager (1.0 FTE) to enhance the visitor experience and drive up 

visitor numbers 

• Appointment of the volunteer manager(0.5FTE) to train and manage volunteers. 

• A small marketing budget allocation to start the marketing strategy for the church. 

The church funds would need to support this set up phase as there would be a considerable outlay to appoint 

these staff members whilst no increase in income is expected. External funding options are being considered. 

These appointments are key to allow the visitor number rise in Phase 1 

5.1.2 Phase 1 (Visitor number projection of 60,000) 

This is a 36-month period which will very much concentrate of an improvement to the existing church offer. The 

new business/meeting and event space building can be in the process of construction during this phase in 

anticipation of opening during phase 2. Phase 1 activity would include 

• Appointment of the events and business manager at the 6 month point of phase 1. This will allow for 

training and give sufficient time for the events and business side of the offer to be developed before the 

opening of the business/event space in Phase 2. This will ensure that this space will be fully utilised from 

the opening. 

• Improvement of the catering offer. The social aspect of the catering operator will be maintained. 

However, there will be a requirement to review and diversify the menu to suit local needs and market the 

catering facilities. Some investment will be needed to improve signage to the present café. 

• Improvement of the retail offer. This will involve looking at stock held and adequately manning the shop 

area with suitable trained volunteers. 

• Introduction of tower and heritage tours manned by suitably trained and knowledgeable volunteers. 

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• Design and installation of new church-based interpretation and welcome point/donation places to 

encourage an uplift in donations. 


This phase would see the business and events development side of SMR launched with the opening of the new 

business/ event space. During this phase the Hogarth and Visitor centre can be under construction in 

anticipation of opening during phase 3. 

All of Phase 1 activities would be on-going during phase 2 and would be enhanced by the opening of the new 

business/event space. 

Phase 2 activity would include 

• Appointment of the Education offer (0.5FTE) 6 months into this phase to develop the education/school 

tours. 

• Open new business and events building. 

• Start business and wedding events service. 

• Start music events. 

• Appoint curatorial manager (1.0FTE) 6 months into this phase in preparation of the opening of the for 

the Hogarth visitor centre. 

During Phase 2 the Hogarth/ visitor centre would be under construction in anticipation of opening during phase 3 


This phase would see the opening of the Hogarth and visitor centre. The centre would house; 

• The Hogarth Painting 

• A temporary exhibition centre 

• New and improved café and restaurant facilities 


This phase would see all areas of the new build open and running with visitor numbers increased to around 

120,000. 

The new Hogarth centre would have an on-going temporary exhibition program and lecture series managed by 

the curatorial manager. 


This is the final phase of the business plan. The marketing budget would be increased by 50% to publicise the new 

facilities and maximise visitor numbers. 

This would be a consolidation phase building visitor numbers through the increased marketing budget and 

strategy to the maximum of 140,000. 

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5.2 Combined Capital & Business Plan Timeline

ID Task Name Duration 

1 CAPITAL PROGRAMME 1351 days? 

2 Develop Design to RIBA Stage 3 86 days? 

3 Submit Planning and consultation Process 393 days? 

4 RIBA Stage 4 Designs 111 days? 

5 Tender process 65 days? 

6 Appoint Main Contractor 18 days 

7 Mobilisation and initial Archaeology 1 day? 

8 Construction Programme 545 days 

9 Launch New Business & Events Space 0 days 

10 Launch new Visitor/Hogarth Centre 0 days 

11 

12 FUNDRAISING PROGRAMME 505 days? 

13 Start Major Campaign 505 days? 

14 NLHF - Submit Project Enquiry (Phase 01 +02) Funding 1 day 

15 Prepare and Submit Full Application 65 days? 

16 NLHF Grant Awarded 0 days 

17 Permission to Start 21 days? 

18 

19 BUSINESS DEVELOPMENT PROGRAMME 70 days? 

20 Phase 0 - Setting up phase 70 days? 

21 Visitor Services Manager - Start up Period 70 days 

22 Volunteer manager - Start up period 70 days? 

23 Phase 1 - Improve existing church offer 734 days 

24 Appoint Events & Business Manager 60 days 

25 Improve existing catering offer 65 days 

26 Access Improvements to Tower 390 days 

27 Improve retail offer 734 days 

28 Introduce Tower Tours & Heritage Tours 171 days 

29 Design & Install new interpretation & welcome 282 days 

30 Appoint Education Officer 60 days 

31 Phase 2 - Develop business & events 260 days 

32 Open new business & events building 260 days 

33 Start business & wedding events service 260 days 

34 Appoint Curatorial Manager for Hogarth & visitor centre 60 days 

35 Phase 3 - Hogarth & Visitor Centre 803 days? 

36 Open Hogarth & new visitor centre 260 days? 

37 Launch temporary exhibition centre 260 days 

38 Launch new education offer 260 days? 

39 Launch new café/restaurant & Hogarth./visitor centre 260 days 

40 Phase 4 260 days 

41 Increase marketing budget by 50% 260 days 

42 Launch new lecture series 260 days 

43 Phase 5 - Consolidation Phase 283 days 

44 Build visitor numbers to 140,000 283 days 

SMR 

Capital & Business Milestone 

2019 2020 2021 2022 2023 2024 2025 2026 2027 

tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr tr 

25/10 

01/06 

03/06 

SMR - Phasing Programme 11.03.19.mpp Page 1

5.3 Projected Income and Expenditure for the six-phase plan 

Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 

Phase 1 Breakdown 

Jan-June 2020 July 2020-May 2023 June 2023-May 2024 June 2024-May 2025 June 2025-May2026 June 2026-May2027 Year1 Year2 Year3 

6months 36months 12months 12months 12months 12months 

Income 

Donations £17,500 £180,000 £80,000 £100,000 £120,000 £140,000 £60,000 £60,000 £60,000 

Heritage Tours £0 £57,150 £25,400 £31,750 £38,100 £44,450 £19,050 £19,050 £19,050 

Tower Tours £0 £57,150 £25,400 £31,750 £38,100 £44,450 £19,050 £19,050 £19,050 

Café Income £1,000 £6,000 £2,000 £150,000 £180,000 £210,000 £2,000 £2,000 £2,000 

Retail Income £3,000 £270,000 £120,000 £150,000 £180,000 £210,000 £90,000 £90,000 £90,000 

Schools income £30,000 £30,000 £30,000 

Business Economy 

Meeting Rooms 

Meeting Room Hire £31,875 £31,875 £31,875 £31,875 

Profit Share on Meeting Room Catering £2,625 £2,625 £2,625 £2,625 

Wedding Events 

Wedding Event Hire £25,000 £25,000 £25,000 £25,000 

Profit Share on Wedding Catering £3,150 £3,150 £3,150 £3,150 

Hogarth Visitor Centre Income £100,000 £120,000 £140,000 

Music Events £12,000 £12,000 £12,000 £12,000 

Total Income £21,500 £570,300 £327,450 £668,150 £780,850 £893,550 Total Income £190,100 £190,100 £190,100 

Expenditure 

Visitor Economy 

Heritage Tours Printing Costs £159 £1,143 £508 £635 £762 £889 £381 £381 £381 

Tower Tour Printing Costs £159 £1,143 £508 £635 £762 £889 £381 £381 £381 

Heritage Tour Guide Costs £2/tour attendee £0 £22,860 £10,160 £12,700 £15,240 £17,780 £7,620 £7,620 £7,620 

Heritage Tour Guide Costs £2/tour attendee £0 £22,860 £10,160 £12,700 £15,240 £17,780 £7,620 £7,620 £7,620 

School visits £2,625 £2,625 £2,625 

Staffing 

Visitor & Retail Services Manager 1FTE £17,500 £105,000 £35,000 £35,000 £35,000 £35,000 £35,000 £35,000 £35,000 

Volunteer Manager 0.5FTE £8,750 £52,500 £17,500 £17,500 £17,500 £17,500 £17,500 £17,500 £17,500 

Events and Business Manager- 1.0 FTE £17,500 £35,000 £35,000 £35,000 £35,000 £17,500 

Education officer 0.5FTE £8,750 £17,500 £17,500 £17,500 

Curatorial Officer £17,500 £35,000 £35,000 £35,000 

Café Expenditure 

Food £45,000 £54,000 £63,000 

Staff £52,500 £63,000 £73,500 

Other costs £1,000 £6,000 £2,000 £15,000 £18,000 £21,000 £2,000 £2,000 £2,000 

Retail Expenditure 

Costs of services and supplies £9,000 £108,000 £48,000 £60,000 £72,000 £84,000 £36,000 £36,000 £36,000 

Business Expenditure 

Meeting Room - Admin & Service Costs- 10% of Turnover £3,188 £3,188 £3,188 £3,188 

Wedding Room Costs- Admin & Service Costs- 10% of Turnover £2,500 £2,500 £2,500 £2,500 

Maintenance & Service Costs of Meeting & Events Space £10,000 £10,000 £10,000 £10,000 

Hogarth Visitor Centre 

Management and Running costs £20,000 £20,000 £20,000 

Security £5,000 £5,000 £5,000 

Temporary Exhibition Budget £30,000 £30,000 £30,000 

Marketing £5,000 £60,000 £20,000 £20,000 £20,000 £30,000 £20,000 £20,000 £20,000 

Total Expenditure £41,568 £397,006 £220,774 £432,483 £472,317 £522,151 Total Expenditure £126,502 £126,502 £144,002 

Total Income minus expenditure -£20,068 £173,294 £106,677 £235,668 £308,534 £371,400 Income -expenditure £63,598 £63,598 £46,098 

Reserves -£20,068 £153,226 £259,903 £495,570 £804,104 £1,175,503 Reserves £43,530 £107,128 £153,226 

Notes 

Phase 1,2,3 Café income shown as £2000/annum which is current 

revenue 

Phase 4 shows Café in Hogarth visitor centre and income increased 

Music venue -based on 6 events per year at £2000 per event 

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5.4 Assumptions for Income & Expenditure Tables 

5.4.1 Phase 0 Assumptions 

• 6-month phase 

• Modest increase in visitor numbers from present figures (5000 increase). 

Income 

Expenditure 

No increase in café income 

Visitor services manager employed 

Increase in retail income 

Volunteer manager employed 

Small marketing budget included 



• Increase in visitor numbers to 60,000 

Income 






• New business centre opens 

Expenditure 



Business, catering & events manager employed 6 

months from the end of this phase. 

Cost for tours included 

Marketing budget increased 

Income 

Expenditure 





6 music events/annum planned Business, catering & events manager employed 

Business & event income 

Education officer employed 6 months into phase 

Curatorial officer employed 6 months into phase 


Maintenance of business centre included 

Marketing budget constant 




• Hogarth visitor centre opens 

Income 

Expenditure 

Increase in café income 






Education officer employed 

Hogarth visitor centre income 

Curatorial officer employed 

Schools income 


Increase in café expenditure 

Maintenance of business centre 

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Maintenance of Hogarth centre 





Income 

Expenditure 



















Income 

Expenditure 















Marketing budget increased 

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5.5 Income and expenditure Comparisons 

I N C O M E V S E X P E N D I T U R E 

Income 

Expenditure 

£1,000,000 

£893,550 

£780,850 

£800,000 

£668,150 

£570,300 

£600,000 

£472,317 £522,151 

£397,006 

£432,483 

£400,000 

£327,450 

£220,774 

£200,000 

£21,500£41,568 

£0 


Income £21,500 £570,300 £327,450 £668,150 £780,850 £893,550 

Expenditure £41,568 £397,006 £220,774 £432,483 £472,317 £522,151 

Income minus expenditure 

£173,294 

£235,668 

£308,534 

£371,400 

£106,677 

-£20,068 


Series1 -£20,068 £173,294 £106,677 £235,668 £308,534 £371,400 

5.6 SMR Reserves 

Reserves 

£1,400,000 

£1,200,000 

£1,175,503 

£1,000,000 

£804,104 

£800,000 

£600,000 

£495,570 

£400,000 

£259,903 

£153,226 

£200,000 

-£20,068 

£0 

-£200,000 


Series1 -£20,068 £153,226 £259,903 £495,570 £804,104 £1,175,503 

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6 Key Milestones and Dates 

These key milestone dates have been projected combining the capital work program and the 

business plan phasing. 

Year Dates Milestones 

2019 March 2019 Instruct Purcell to develop plans to RIBA stage 3 

Start fundraising campaign 

April 2019 

August 2019 

October 2019 

Submit Project Enquiry Form for application to 

NLHF to improve interpretation offer and heritage 

offer. (£250k) 

Submit planning application 

Submit full NHLF application 

NHLF grant awarded 

November 2019 

Advertise for visitor service manager (1.0FTE) 

Advertise for volunteer manager(0.5FTE) 

2020 Jan 2020- June 2020 Phase 0 of business plan 

• Employee visitor services manager 

• Employ Volunteer manager 

• Interpretation design 

• Improve access to tower 

July 2020-Dec 2020 Start of Phase 1 of business plan 

• Review retail offer 

• Review front of house welcome & donation 

point 

• Interpretation improvements launched 

• Train volunteers 

• Start Heritage tours & tower tours. 

• Start marketing 

2021 Jan 2021-Dec2021 Phase 1 of business plan continues 

• Improve retail offer 

• Improve front of house welcome & 

donation point 

• On-going Heritage tours & tower tours 

• Continue marketing 

Feb 2021 

Obtain planning permission and DAC approval 

Feb 2021 

Review point of fundraising 

August 2021 

Complete detailed design process 

September 2021 

Start tender process -2 batches if fundraising 

December 2021 

Appoint main contractor 

2022 Jan 2022-Dec2022 Phase 1 of business plan continues 

• Ongoing Heritage tours & tower tours 

• Continue marketing 

February 2022 

Mobilisation and initial archaeological survey 

March 2022 

Start on site 

October 2022 • Advertise for Business, Catering & Events 

Manager 

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December 2022 • Employ Business, Catering & Events 

Manager 

2023 Jan2023-May2023 Phase 1 of business plan continues. 

• Bookings for new business centre start to 

be taken in preparation for Phase 2 

• Marketing of new business centre on-going 

June 2023 

New business & events centre opens 

November 2023 

Advertise for Education Officer (o.5 FTE) 

Advertise for curatorial Officer(1.0FTE) 

June 2023-Dec 2023 Phase 2 of business plan starts 

• 3 music events delivered 

• Business centre meeting rooms occupied 

• 5 weddings delivered 

December 2023 

Employ Education Officer 

Employ Curatorial Officer 

2024 Jan 2024-May 2024 Phase 2 continues 

• Education Officer co-ordinates uplift in 

school visits 

• Curatorial Officer prepares for Hogarth 

centre opening 

• 3 music events delivered 

• Business centre meeting rooms occupied 

• 5 weddings delivered 

June 2024 

Hogarth Centre opens 

Phase 3 of business plan starts 

June 2024-December 2024 Phase 3 of business plan continues 

• Café relocated to Hogarth centre 

• Hogarth centre income starts 

• School visit uplift realised 

2025 Jan 2025-June 2025 Phase 3 of business plan continues 

June 2025-December 2025 

Phase 4 of business plan starts 

• All buildings fully operational 

2026 Jan 2026-May 2026 Phase 4 of business plan continues 

• All buildings fully operational 

May 2026-December 2026 Phase 5 of business Plan starts 

• Consolidation phase 

2027 Jan 2026-May 2027 Phase 5 of business plan continues 

• Consolidation phase 

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Executive Summary SMR

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