1. Hilary McGrady Crom, Co Fermanagh, Northern Ireland

3. What’s going well? 1.Our current performance! 2.Our strategy – it’s great that it’s here to stay 3.RAPPS and our 10 year investment strategy 4.Our focus on People development 5.The MYPlace revamp

4. What’s going well?

5. 1.Our current performance! 2.Our strategy – it’s great that it’s here to stay 3.RAPPS and our 10 year investment strategy 4.Our focus on People development 5.The MYplace revamp Good and worrying!

6. What we need to focus on 1.Recruitment challenges in some key roles and locations 2.Discipline reviews – concerns we won’t meet the Trust’s needs 3.Workload and capacity – our ambition vs the resources to deliver 4.Internal communications 5.RAPPS – insufficient funds at some properties

7. What we need to focus on

8. Next steps OutputNext steps Exec owner Capacity planningImprove resourcing processHilary RecruitmentAction plan to resolve ongoing issuesTina Discipline reviewsIn progressHilary Internal CommunicationsOverall review underwayTina Finance modelMonitor situationExec FBPsReview how effective current support isAndy CateringAddress ongoing procurement problemsJackie IT basicsDevelop IT plan to address thisSarah Visitor business capacityDevelop growth planHilary People developmentPlan future FED and Service LeadershipTina Marketing Complete review of structures to support new world Jackie EMS accreditationReview options to lighten processPeter

10. Forming Team acquaints and establishes ground rules. Formalities are preserved and members are treated as strangers. Storming Members start to communicate their feelings but still view themselves as individuals rather than part of the team. They resist control by group leaders and show hostility. Norming People feel part of the team and realise that they can achieve work if they accept other viewpoints. Performin g The team works in an open and trusting atmosphere where flexibility is the key and hierarchy is of little importance.

11. Looking after what we’ve got

12. YTDvBudvLY Visitors16.9m5% Payers3.2m5%2% Members11.8m5%6% Others2m1% Visitor Enjoyment58%-3%-2% Membership2.24m5%6% Recruitment314,17528%31% Deletions160,614-6%4% CPI – improving/static87%4% Net gain£89.8m£14.5m£9.4m

13. 17 common actions for 2016/17 Looking after what we have got 1.Introduce standard CPI objectives 2.Improve condition of our residential let estate 3.Rollout Environmental Management System (EMS) to level 2 4.Implement actions from energy efficiency audits Restoring a healthy beautiful natural environment 5.Introduce estate management plans 6.Address priority land condition issues Creating experiences of our places that move, teach and inspire 7.Implement 7 principles of interpretation 8.Develop strong seasonal programming 9.Complete basic infrastructure standards at Explore sites 10.Introduce car park charging and new car park machines Growing support for what we do 11.Improve face to face membership conversion 12.Embed new cluster marketing 13.Produce high quality content 14.Increase fundraising income Have the skills and resources to do our job with ease and confidence 15.Realise procurement benefits (SSP) 16.Realise tills benefits (SSP) 17.Complete rollout of retail and catering strategy

14. Membership

15. Programming

16. Communications

17. SSP Supporter Loyalty Tills Finance and procuremen t Digital MI / Insight Revenue / engagement Cost savings / efficiency

19. Consistency matters Procurement Process Compliance Brand

21. Strategy Finance delegation Rulebook Values & behaviours