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The Broadway Corporate Plan_1_

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					NEW DIRECTION FOR THE BROADWAY
         CORPORATE PLAN



        April 2010 – March 2013




                                  0
                                  CONTENTS


Our Vision                                   2

Our Mission                                  3

Triangle of users                            5

Executive Summary of our Key Objectives      7

Strategic Action Plan                        8

Programming Action plan                      11

Organisational Action Plan                   15




                                                  1
                                     OUR VISION

 To be outstanding at enhancing the local cultural experience
 by inspiring and developing vibrant creative communities of
    artists, participants and audiences that reflect the rich
                     diversity of East London.

Our Space
The Broadway was originally the Barking Assembly Hall, designed in the 1930’s as part of
the town hall and completed in 1962. It was used sporadically for a variety of events from
ballet to boxing. The London Borough of Barking and Dagenham recognised the need for
a high quality performance venue in the borough. It joined forces with Barking and
Dagenham College to redevelop the hall into The Broadway a professional theatre and a
home for the college’s highly successful department of performing arts.

The venue was modernised and redesigned by Tim Foster Architects and reopened in
September 2004. The theatre includes a glass façade and foyer space, an auditorium
with flexible seating, with a capacity of 341, which can be extended to 850 for a standing
event.

The venue is managed by an independent trust, with registered charitable status and is
the flagship cultural building in the London Borough of Barking and Dagenham and
surrounding areas.

Our Funding
Our turnover is approximately £1 million per annum 45% of which is earned income with
the remaining 55% comes from charitable trusts, sponsorship and public grants including
London Borough of Barking and Dagenham and Arts Council England.

Our Customers
Our customers include participants, audiences for our professional and community
performance, artists and visitors to our auxiliary activities of bar and gallery. Since
opening in September 2004 until December 2009 approximately 212,000 people have
passed through our doors.




                                                                                          2
                                     OUR MISSION


  To be a cultural hub at the heart of Barking and Dagenham
providing a unique mix of performance based art, participation
                  and popular entertainment.



                          CREATING A CULTURAL HUB
As The Broadway marks the beginning of its 6th year we aim to claim our space within the
local and regional theatre ecology as relevant and essential to the ever-changing area we
are situated in.

                 “The whole centre of gravity of London is switching East”
                                         Time Out

Since the opening of the building Barking has transformed with the advent of the
Olympics, change of the political environment, significant capital regeneration of the
Thames Gateway region and a commitment by London Borough of Barking and
Dagenham to make arts opportunities available to all.

2010 is an opportune moment to consolidate steps to re-invigorate The Broadway into a
contemporary creative space at a time when the epicentre of cultural life in the capital is
moving eastwards.

In these times of financial constraints the role of arts within ordinary people’s lives
becomes more essential as an opportunity to escape, play, imagine and engage with the
people; providing a precious creative oasis in a stressful time.

The Broadway will remain a multi-artform space filling the particular local gaps in
provision and exploiting its assets of space and location. The Broadway will be a place for
emerging artists to ‘cut their teeth’, intimate live music events, developing populist new
theatre and an enriching social creative space for children and young families. The
Broadway programming mix will enable a number of creative pathways through the
organisation for audiences and users. This would mean a user’s pathway may be the
music programme or that their interaction may be solely through participating in
workshops or as a social place to have drinks after work all these experiences are what
make up The Broadway.




                                                                                              3
        “Creating a continuous loop between the theatre and its community”
                                  Joan Littlewood

The programming mix is unified through a philosophy of being proudly populist, social,
and playful and rooted in its location. Our boarder position of being both East London and
Essex presents an opportunity to develop theatre with a truly working class flavour that
engages with the challenges of our times.

The emphasis during this period will be on developing the theatre offering, broadening the
music offering and putting quality experiences for young people and children at the
centre.

All our activities will be filtered through our core values as a tangible manifestation of The
Broadway brand.

Our Values


                                      CREATIVITY
  Facilitating an environment of understanding and connection through imagination and
                                      performance.

                                    INCLUSIVITY
Creating a safe, welcoming environment and making varied cultural experiences available
                                        to all.

                                       QUALITY
    Providing opportunities to engage with quality art, participation and entertainment.

                                           FUN
  Creating a space to play, discover and explore a live cultural experience that enriches
                                      and entertains.




                                                                                             4
                             THE TRIANGLE OF USERS
The strategic development of The Broadway during the next 3 years will focus three
communities of users; artist-makers, participants and audience; each of these groups
feeding the next in a cycle of creativity.

ARTIST-MAKERS

The Broadway will endeavour to become;
   • An organisation that is approachable and supportive in making work for and
      influenced by its locality.
   • A place to meet and network with other artists
   • A space to support professional development that can be used as a base to tour
      ‘home grown’ work.
   • A base particularly for artists with an Essex and East London to make connections.
      The emphasis over the next 3 years will be on writers and makers of drama as this
      is the genre of work that has been most underrepresented in the programming in
      the organisation in the first 5 years.

PARTICIPANTS

CHILDREN AND YOUNG PEOPLE
The Broadway will endeavour to be:
   • A space where the audience can trust in the quality of entertainment for their
      children with regular children’s activities e.g. junior BYT, focused on playfulness.
   • A space to be social with children and carers building a community of families.
   • A young people friendly space. Where young people have ownership over their
      activities within The Broadway. With a dynamic youth theatre for young people
      11+, producing quality work and developing audiences and artists of the present
      and future.
   • A safe environment to develop new skills for life through engaging in creative
      expression.

ADULTS
The Broadway will endeavour to be:
   • A place where the audience can join in products in the professional programme
      focused on grass roots audience development for example Script This.
   • A space where adults are allowed to play through engaging in time limited projects
      – focused on target groups enabling a wider diversification of the local audience for
      example Vintage Voices working with older peoples local choir and
      intergenerational activity.




                                                                                             5
EDUCATION
The Broadway will endeavour to:
   • Work in partnership with schools – demystifying the creative process for example
      open-house, meet the makers and shadowing the programming process.
   • Support performing arts teachers through inset days, networking for tutors and
      brokering artist placements in schools.
   • Develop schools audiences through presenting quality aspirant work to students
      who are often studying a subject they have little or no experience of at a
      professional level.

HIRES/PARTICIPANTS
   • Work with community organisations that hire the building for example dance
     schools to create opportunities to exchange skills and network.

AUDIENCE
The Broadway will endeavour to develop:
   • A discerning audience by improving the quality of work on offer particularly the
      touring work.
   • An adventurous audience through the foyer strand of new work with a local flavour,
      by artist responding to the space and area.
   • Encourage the lively/ interactive nature of the audience by programming work with
      popular appeal targeted at different age groups.
   • Develop audience mobility across the varied strands of work particularly audiences
      for ‘hires’ into our professional programme.
   • Develop an appetite for drama in an organic way introducing more theatre into the
      programming.
   • Develop a theatre audience that could sustain a short run of a new play at The
      Broadway outside of the pantomime and become arts attenders for the sector as a
      whole.

Diversity will be at the heart of The Broadway aiming to develop a staff team,
audience and users that in terms of culture, age and class reflects ‘East Street Market’.
During this period we will develop the key missing demographic in our current audience
profile 20-40 age group, Black and Asian audiences.

As the pioneering building / organisation in Barking town centres regeneration of a
night time economy The Broadway will endeavour to develop as a social space through
redeveloping the café for use as informal meeting space, lunch location, wifi spot and
after work drinks. The Broadway will develop its corporate hires, building a reputation as
the best place to have your event, conferences and awards in the borough.




                                                                                            6
              EXECUTIVE SUMMARY OF THE KEY OBJECTIVES
1. STRATEGIC
    1.1. Develop key partnerships with London Borough of Barking and Dagenham,
         Barking and Dagenham College, Arts Council England and local creative
         organisations
    1.2. Diversify the funding portfolio of The Broadway
    1.3. Raise the profile of The Broadway
    1.4. Deliver a programme of work that reflects the demographic within the Barking and
         Dagenham.

2. PROGRAMMING

    Artistic
   2.1. Develop the quality of professional work presented at The Broadway with an
        emphasis on the genres of music, theatre, children’s’ work and dance

   Audience
   2.2. Increase and diversify the audience for the professional program.

   Participation
   2.3. Develop the programme of work and deliver a fun, quality experience for
        participants of all ages.
   2.4. Develop the youth theatre as a dynamic core activity.
   2.5. Develop partnerships with key organisations and educational institutions

3. ORGANISATION
   3.1. Develop a motivated and well-trained staff team able to deliver our business
        objectives and maintain quality service across the increased programme of
        activity.
   3.2. Deliver increased earned income to improve the financial stability of The
        Broadway.
   3.3. Create a safe, relaxed and adaptable building able to accommodate the varied
        and bespoke programme of presenting and producing work.




                                                                                        7
                            DETAILED OBJECTIVES

1. STRATEGIC

          ACTION PLAN

  1.1. Develop key partnerships with London Borough of Barking
       and Dagenham, Barking and Dagenham College, Arts
       Council England and Local creative organisations.
  London Borough of Barking and Dagenham
    • Create a better legal framework with LBBD through the development of a
       Service Level Agreement linked to appropriate funding contract for the next
       3 years.

     •   Have a signed Facilities Management Agreement on a decreased use of
         the theatre auditorium by Barking and Dagenham College.

     •   Strengthen the communication with LBBD to ensure consideration in key
         borough developments. Develop the perception of the organisation as an
         asset and artistic expertise in the borough that can deliver on some of their
         strategic objectives around older people, cohesive youth strategy, Molten
         Festival and Olympic cultural activity.

     •   Collaborate with LBBD on appropriate cultural activities in the borough for
         example The Big Green Borough Day and the Dagenham Town show.

  Barking and Dagenham College
     • Develop collaborative projects with Barking and Dagenham College
        performing arts department where appropriate.

     •   Create pathways for excellent students to gain further opportunities in the
         theatre including technical theatre experience and emerging artists’
         development routes from training to professional practitioner.

     •   Develop partnerships with other departments at Barking and Dagenham
         College for example catering and visual arts.

  Arts Council England
     • Build a relationship with a key theatre officer at ACE keeping them informed
        of the development of our work and artistic vision and progress a case for
        continued Regularly Funded Organisation status and increased funding
        post 2011.

  Local creative organisations
     • Collaborate on appropriate joint projects with key local arts organisations
        including Arc and Studio 3 contributing towards the boroughs strategy of
        “improving the well being of local people through culture and cultural
        activities “ for example through a revitalised Molten Festival.

     •   Strengthen the communication with each other in order to support our
         creative work and its profile in the borough, London wide and nationally.
                                                                                         8
   1.2. Diversify the funding portfolio of The Broadway
The Broadways main source of funding is provided by the borough council, the
organisation does not make enough income to survive without this support, which
is threatened with reduction over the next 3 years. A case for programming
subsidy is clearly needed for the theatre to continue developing and diversifying its
output and become a better resource for the people of Barking and Dagenham
beyond those currently served.

   •   To recruit and employ a freelance fundraising consultant with a longer term
       objective to develop this into a full time post.

   •   To develop a fundraising strategy that responds to our ambitions and needs
       as an organisation and increases the number of successful funding bids
       made aiming for at least a 10% increase in funding.

   •   Nurture relationships with new and appropriate trusts, foundations and
       commercial sponsors.

   •   Identify funding streams available through our current supporters and our
       patrons that the organisation may be able to access.

   1.3. Raising the profile of The Broadway
Locally
   • Develop the effectiveness of the audience development officer to cover an
      increased area to raise the local profile with potential audiences.

   •   Capitalise on our volunteers, participants and young people as
       ambassadors. Creating a face to face ‘friendship’ with the audience
       promoting The Broadway as a brand that can be trusted.

   •   Creating an attractive regular brochure that is linked to a dynamic and
       creative web presence though our website and social networking media.

   •   Have a regular presence in local media for example the local Enquirer
       newspaper group, The News that is posted to every household in Barking
       and Dagenham and the internal council staff magazine ‘People Matters’
       because LBBD are the biggest employer in our catchment area.

   •   Keeping abreast of our local competitors activities and collaborating where
       appropriate.

Regionally
  • Develop relationships with specialist Music, Ethnic and London media and
     increase coverage in these publications, radio stations and web networking
     sites.

   •   Collaborate and network with the Outer-London theatre network especially
       as we face similar challenges.

   •   Join and build a presence in key networks for example Independent
       Theatre Council, Sustained Theatre, and IETM.
                                                                                        9
   •   Capitalise on the CEO’s profile in the industry and continue to create
       opportunities for this to build.

   •   Tour good product out of The Broadway to other theatres in London and
       across the country through our MADE@ brand.

   •   Support and create associate-ships and residencies with artists whose work
       will have a life beyond the organisation and will also disseminate the
       reputation and brand of the organisation.

   •   Participate in and capitalise on high profile events like the Cultural
       Olympics, which gain citywide and national press coverage.

   1.4. Deliver a programme of work that reflects the
        demographic within the Barking and Dagenham.

The Broadway want to create an audience that reflects the demographic of the
borough as seen in East Street market which is diverse in terms of culture, race,
age, gender and class. This is the loop between the theatre and its community that
makes a neighbourhood theatre relevant.

   •   Programming more culturally diverse work throughout the professional
       programme. Diversifying the program will increase the cultural diversity of
       the audience.

   •   Develop relationships with a broad range of community groups with an
       emphasis on underrepresented groups within our current user profile.

   • Create a range of participatory activities outside the professional
       programme that are complimentary and inclusive.

   • Create an inclusive brand identity.




                                                                                     10
2. PROGRAMMING

   ARTISTIC ACTION PLAN

   2.1. Develop the quality and variety of the professional
        work presented at The Broadway with an emphasis on
        the genres of music, theatre, children’s’ work and
        dance.
   Key to developing all areas of the artistic programme is networking and
   sharing work with other arts venues across London and beyond. Alongside
   this programme will be a series of opportunities to nurture particular artists
   with associate-ships and residencies.

   THEATRE
      • Develop relationships with companies that can supply high quality
        theatre and that we can build an audience for.

       •   Identify artists, particularly local emerging artists to make work for the
           building as part of the ‘foyer’ performance strand.

       •   Develop a strong artistic in-house style for home produced work for
           example the pantomime and larger participatory performance projects.

       •   Develop grass roots interest and appreciation of theatre through low
           risk performance formats and participation e.g. Script This, lunch time
           readings, scratch nights.

   MUSIC
       • Create relationships with key music promoters and exploit our boarder
           location to book quality acts that are in London.

       • Share work with other arts venues across London and beyond.

       •   Develop grass roots interest/ appreciation of contemporary music
           through smaller foyer music events and participation e.g. club and chill
           events, with the aim that these events will grow into main stage
           standing events.

       • Build relationships with key media contacts to create ‘buzz’ and profile
           for live music events and the venue.

   CHILDREN
      • Create key partnerships with three of the best children’s/ young
        people’s theatre companies in the UK.

       • Create a regular pattern of programming that fits our audience

       • Programme ‘schools performances’ in consultation with our schools
           networks to serve their needs.

                                                                                        11
       • Develop the quality of product for pre-school children.

       • Network with the key festivals and operators in children’s theatre
          nationally and internationally.

AUDIENCE ACTION PLAN

2.2.     Increase and diversify the audience for the professional
         programme.

   •     The Broadway will build towards a regular Thursday to Sunday
         programme presenting an average of 4 shows a week with regular
         evening opening hours. Developing Sundays as a family day.
         Communicating a clear message to our audience.

   •     Develop the ‘foyer’ strand of programming as a low price ticket with
         more experimental, emerging artists and locally focused work.
         Exploiting the use of the foyer as the theatres ‘shop front’ creating
         animation.

   •     Build ambassadors scheme and audience development officers role to
         develop a people to people marketing style.

   •     Develop a strong brand and communication strategy. (Appendix II)

   •     Create a higher press profile locally and regionally.

   •     Develop reciprocal distribution agreements with key east London and
         Essex venues

   •     Build relationships with specialist media and social networks for
         tailored promotion of our varied products.

   •     Develop loyalty schemes for up-selling and cross strand promotion

   •     Create opportunities for audience feedback and consultation

   •     Develop relationships with artists and companies with loyal audiences
         that can discover the venue for example Boy Blue.

   PARTICIPATION ACTION PLAN

2.3. Develop the programme of work and deliver a fun,
     quality experience for participants.

Moving away from a traditional education department model is key and
creating projects that engage a broad range of participants in a variety creative
activity. Developing bespoke and responsive programmes, which include
youth theatre but go beyond that.

   •     Delivering a programme that is complimentary to the refreshed artistic
                                                                                    12
      vision of the whole organisation is essential.

  •   Create more points of entry for participants of all ages to our activities
      through exploiting the added value of projects and drop in sessions that
      will enable the organisation to work with more people across the
      borough. This focus will also facilitate fundraising efforts.


2.4. Develop the youth theatre as a dynamic core activity.

  •   Restructure BYT into a model that is responsive to the different needs
      of children and youth in consultation with the users.

  •   Recruit appropriate artists who work in participatory ways to develop
      quality work with the youth theatre. Continually referencing the wider
      world of theatre not soley education.

  •   Capitalise on our young participants as ambassadors for the
      organisation.

  •   Agree progression pathways, for the young people from BYT to other
      activities for examples apprentice workshop leaders, youth board
      ambassadors and emerging artists.

  •   Create more opportunities for BYT to perform in a variety of
      environments.

  •   Create opportunities for BYT to meet other young people interested in
      drama through national youth festivals and creating a local youth
      theatre festival.

2.5. Develop partnerships with key organisations and
     educational institutions

  •   Develop collaborative relationships with local schools and a stronger
      theatre offering for secondary school children who have less creative
      provision in the area.

  •   Collaborate with community organisations across east London.

  •   Develop partnerships with Barking and Dagenham College to create
      opportunities that meet both our objectives.

  •   Develop relationships with key tertiary education establishments
      regionally to create meaningful emerging artists and arts organisers
      experiences.




                                                                                   13
3. ORGANISATIONAL

      ACTION PLAN

   3.1. Develop a motivated and well- trained staff team able to
        deliver our business objectives and maintain quality
        service across the increased programme of activity.

      •   Training for all staff particularly public facing staff on working
          confidently with new audiences and users as well as equalities and
          diversity training.

      •   Develop a house style in keeping with our brand and values.

      •   Develop a technical team with the combination of skills to operate as
          a technical design team on in-house productions and the emerging
          artists work

      •   Create a technical apprenticeship to give back into the industry in a
          significant way.

      •   Develop the skills of the marketing and press department to
          successfully communicate the reinvigorated Broadway. Building their
          confidence in developing new audiences and exploring
          unconventional marketing approaches for our unique and new
          audiences.


   3.2. Deliver increased earned income to improve the
        financial stability of The Broadway.
   The Broadway needs to build reasonable reserves and is committed to
   creating reserves of a minimum of £50,000 over the next 3 years.
      • Developing the café bar to animate the building in the daytime and
          encourage a longer stay and therefore greater spend at the bar on
          performance nights.

      •   Programme events in the foyer space where the bar stays open
          creating more opportunity to build bar revenue and develop the space
          as a social meeting space and destination.

      •   Improve marketing of the professional performance programme.

      •   Deliver bespoke educational projects for which we can charge.

      •   Increase hires for community and corporate events.
      •   Recruit a fundraising consultant to exploit more opportunities for
          raising money and increase the number of successful funding
          applications made by the organisation.

      •   Reduce the overheads.
                                                                                  14
3.3. Create a safe, relaxed and adaptable building able to
     accommodate a more varied and bespoke programme.

  •   Maintain a skilled group of volunteers that reflect the user profile we
      aim to develop

  •   Train staff to deliver a friendly and efficient service in all areas

  •   Build the café bar business

  •   Programme regular visual art to animate our public spaces.

  •   Ensure that staff are aware of health and safety issues particularly
      risks in relation to their area of work and have the confidence to
      resolve issues as appropriate.

  •   Develop ways to remove physical or psychological barriers to
      audiences engaging with activities at The Broadway.

  •   New signage for The Broadway.




                                                                                15

				
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