STRATEGIC PLAN Page 1 of 11

Transcription

1 Wrking Heritage M: RISK MANAGEMENT POLICY STRATEGIC PLAN Page 1 f 11

2 STRATEGIC PLAN Wrking Heritage CONTENTS 1. CONTEXT STRATEGY SNAPSHOT Our Strategic Fcus Our Pririties Our Pillars OUR VISION Our Three-Year Visin Our Seven-Year Visin Our 21-Year Visin STRATEGIC PRIORITIES Strategic Pririty 1: Gvernment Relatins Strategic Pririty 2: Financial Health Strategic Pririty 3: Awareness and Influence Strategic Pririty 4: Enhanced asset utilisatin and culture f innvatin Strategic Pririty 5: Wrking Heritage t have a psitive scial impact... 9 i

3 Wrking Heritage STRATEGIC PLAN CONTEXT Over the past tw decades, Wrking Heritage has develped frm a small vlunteer cmmittee managing a single site t becme a successful, self-funded prfit-with-a-purpse business managing fifteen prperties acrss Victria. It has a cmprehensive gvernance regime verseen by a nine-member Cmmittee f Management. Its reliable and grwing revenue streams and permanent staff f six see it psitined t further expand in the cming decade. Wrking Heritage has ver $100M in assets under management including built and unbuilt land in metrplitan Melburne and reginal Victria. Having established a successful strategic apprach and methdlgy fr the adaptatin and leasing f heritage prperties n public land, Wrking Heritage is at a critical pint in its develpment. The Victrian Gvernment has accepted the recmmendatin f the Victrian Envirnmental Assessments Cuncil (VEAC) that Wrking Heritage be refrmed as a Trust fr Public Heritage. This transfrmatin recgnises ur ntable achievements and will see Wrking Heritage change and expand, prviding the necessary critical mass enabling Wrking Heritage t have a greater impact acrss Victria as a successful mdel f sustainable heritage prperty management. Of particular significance, the frmer Ryal Mint site is a unique pprtunity fr Wrking Heritage. The site generates 70% f grss revenue, hwever, it is a site f interest fr the develpment ptential f the land n the eastern prtin f the site (currently used as a cmmercial car park) with bth the gvernment and private sectrs shwing interest. Wrking Heritage is actively investigating the apprpriate develpment pprtunities fr this site. Since rebranding as Wrking Heritage in 2015, the rganisatin has wrked t establish a prfile with gvernment, the public, the heritage prfessin, and the arts and culture sectr by develping ur scial and traditinal media presence, by ur participatin in public events and cnferences, and by building relatinships with ur stakehlders and like-minded rganisatins and businesses. Our rle in ensuring sustainable re-use f heritage buildings ensures that the embdied energy in these facilities is cnserved saving materials, energy and water while reducing waste. Furthermre, we influence sustainable prperty management thrugh ur adaptatin f heritage buildings demnstrating best practice heritage management that enhances the fabric f the buildings and ensures cmfrtable and sustainable re-use fr the cmmunity. P a g e 1

4 STRATEGIC PLAN Wrking Heritage 2. STRATEGY SNAPSHOT OUR STRATEGIC FOCUS Sustainable grwth by scpe and scale building upn ur strengths and extending int new and innvative areas f heritage prperty management OUR PRIORITIES 1) Gvernment relatinship 2) Financial health 3) Awareness and influence 4) Enhanced asset utilisatin and a culture f innvatin 5) Psitive scial impact 2.3. OUR PILLARS 1) Sund, respnsible and strng rganisatinal culture 2) Best practice heritage prperty management 3) Partnerships 4) Practivity 5) Creativity P a g e 2

5 Wrking Heritage STRATEGIC PLAN OUR VISION 3.1. OUR THREE-YEAR VISION Financial security: Wrking Heritage secures nging incme frm the Mint site. Gvernment Relatinship: wrk with the State gvernment t create the Trust fr Public Heritage and build rganisatinal capacity fr expanded peratins. Awareness: Build rganisatinal recgnitin, reputatin and relatinships. Innvatin: in reuse f redundant gvernment assets and embedding envirnmental sustainability int ur prcesses. Incme: Jack s Magazine is successfully leased and accessible t the public. Grwth: At least an additinal 5 sites under Wrking Heritage management. Scial Impact: Wrking Heritage establishes respectful wrking relatinships with the Traditinal Owners f ur sites OUR SEVEN-YEAR VISION Gvernment relatinship: Wrking Heritage is a Trust fr Public Heritage with lng term cmmitment frm the State Gvernment. Scial Impact: Wrking Heritage has an established relatinship with the Traditinal Owners f each f its sites. Grwth: revlving fund established and perating successfully. Up t 10 new prperties under management and 1-2 prperties identified fr sale with cvenant. Organisatinal capacity: Wrking Heritage has sund gvernance and in-huse expertise in prperty management, prject management, financial management, histric places management, business develpment and cmmunicatins with the experience and skill t actively manage and develp its prtfli. Financial Security: Wrking Heritage has the financial capacity t deliver its visin and is financially self-sufficient. Envirnment and sustainability: Wrking Heritage is cntributing t the achievement f DELWP s strategic envirnmental utcmes thrugh its Envirnment and Sustainability Strategy. Asset utilisatin and Innvatin: A develpment strategy fr the Mint site has been agreed with the State Gvernment led by Wrking Heritage. A netwrk f creative spaces is established in reginal and rural cmmunities. Awareness and Influence: The Wrking Heritage brand is recgnised and understd by gvernment, scial enterprise, prperty, arts and culture, and hspitality sectrs. P a g e 3

6 STRATEGIC PLAN Wrking Heritage 3.3. OUR 21-YEAR VISION The Wrking Heritage Trust fr Public Heritage and revlving fund is established in the public eye as the leader in transfrming redundant heritage prperties fr public benefit having successfully adapted, leased, and, in sme cases sld, ver 100 heritage prperties. Gvernment relatinship: The rganisatin s rle in supprting the State Gvernment s statutry prtectin f heritage places is understd and valued by gvernment as critical in making widespread heritage prtectin viable. Awareness and influence: Wrking Heritage is the first prt f call fr rganisatins and businesses lking t lease, use r wn a heritage building r prperty. Wrking Heritage prvides prfessinal leadership in the field f built/heritage cnservatin thrugh wrkshps, cnferences and assistance. Organisatinal capacity: Our rganisatin is characterised by its sund gvernance, expertise, its diversity and its innvative apprach. Asset utilisatin and innvatin: Our prperties are thriving, vibrant and valued fr the cntributin they make t public amenity and envirnmental sustainability in Victria where the ppulatin has nearly dubled since Wrking Heritage began. Scial Impact: The scial benefits that Wrking Heritage prvides t the cmmunity are measured and published. Wrking Heritage leases suitable vacant land under its management t prviders f scial and affrdable husing. Financial Health: Wrking Heritage is recgnised as a financially secure, sustainable and resilient prperty trust. P a g e 4

7 Wrking Heritage STRATEGIC PLAN STRATEGIC PRIORITIES 4.1. STRATEGIC PRIORITY 1: GOVERNMENT RELATIONS Objective: Transitin frm Cmmittee f Management t a Trust fr Public Heritage with a capital fund and secure incme t fund peratins. Hw this can be achieved: - Prductive and respnsive Ministerial and Departmental relatins. - Maintain high standard f heritage management. - Maintain cntact with and presence t the VEAC Respnse inter-agency wrking grup. - Cntinue t embed deeper relatinships with existing and new stakehlders/partners and ther participants in the sectr and beynd. - Actively explre new, innvative mdels f use and adaptatin. External threats: - Trust created but Wrking Heritage bypassed. Mitigatin strategy: - Remain plitically relevant. - Strengthen bipartisan relatinships. - Share ur visin f the future with key stakehlders. P a g e 5

8 STRATEGIC PLAN Wrking Heritage 4.2. STRATEGIC PRIORITY 2: FINANCIAL HEALTH Objective: Match ur grwth trajectry with apprpriate financial resurces Hw can this be achieved? - Increase ur revenue thrugh: - Diversify incme streams: mre prductive leases n key city prperties Hrticultural Hall, Jack s Magazine and the Mint Bar including turnver prvisins in hspitality leases; and lk fr pprtunities t develp land cnsistent with heritage cnservatin bjectives. Examine pprtunities t diversify incme streams Cnsider the land develpment ptin - Develp a lng-term financial resilience fund. - Take the lead n the lng-term future f the Mint site. - Seek management f prperties with cmmercial ptential t underpin lw return prperties. External threats: - Lss f the management f the Mint site t ther parties withut nging rle and revenue fr Wrking Heritage. - Failure t secure mre prductive leases fr key prperties. Mitigatin strategies: - Prepare a develpment strategy fr the Mint site that can be used t advcate fr bth Wrking Heritage as manager f the site best psitined t guide future develpment f the site. - Adpt prfessinal and innvative appraches t lease negtiatins with mutual benefits fr Wrking Heritage and tenants. P a g e 6

9 Wrking Heritage STRATEGIC PLAN STRATEGIC PRIORITY 3: AWARENESS AND INFLUENCE Objective: Wrking Heritage is recgnised as a leader in adaptive reuse f heritage buildings. Hw this can be achieved: - Relevant sectrs include: State Gvernment Lcal gvernment (partner) Arts and Culture (surce f tenants and users) Universities (partner and ptential tenant r user) Prperty (surce f tenants) Hspitality/turism (surce f tenants) Heritage prfessin (reputatin and assistance t WH) Nt-Fr-Prfit (surce f tenants and users) - Media Cmmunicatins: tell ur stries Scial and mainstream media Thught leadership: research fcused n innvative reuse f heritage buildings underpins WH strategy - Targeting f heritage cnservatin and prperty industry frums - Inviting key peple fr briefings t Cmmittee meetings - Celebrating ur achievements - Nminatin fr prfessin/industry awards External Threats: - Incident-related reputatinal damage Mitigatin strategy: - Risk management and mnitring acrss all WH sites P a g e 7

10 STRATEGIC PLAN Wrking Heritage 4.4. STRATEGIC PRIORITY 4: ENHANCED ASSET UTILISATION AND CULTURE OF INNOVATION Objective: Our prtfli f prperties is, as a whle, in use by the cmmunity and envirnmentally, scially and financially sustainable. Hw this can be achieved: - Cmplete and implement ur asset management strategy embedding envirnmental sustainability and climate change int ur prcesses. - Cmplete asset management plans fr each site using a standard methdlgy. - Mnitr and imprve perfrmance f each prperty against financial, scial and envirnmental criteria - Think expansively t imprve perfrmance: e.g. public/private partnerships, cllabratins with institutins and cmmunity grups - Lk fr lw risk pprtunities t experiment - in particular with rural/reginal prperties. - Cllectin f relevant data t identify pprtunities fr imprvement and enhancement. - Cnsider digital strategies fr innvatin via increased peratinal efficiencies - Analyse Wrking Heritage wrkplace needs in relatin t prtfli and staff expansin. Develp strategy fr wrkplace efficiency, prductivity and creativity- identify ptins and cnsider mve f ffice frm the Mint site. External Threats: - Natural disaster, fire, vandalism, tenant business failure, site management failure Mitigatin strategy: - Asset management includes risk assessment and management P a g e 8

11 Wrking Heritage STRATEGIC PLAN STRATEGIC PRIORITY 5: WORKING HERITAGE TO HAVE A POSITIVE SOCIAL IMPACT Objective: T deliver discernible and measurable cmmunity benefits verall and at a prperty specific level. Hw this can be achieved: - Develp scial impact framewrk t enable identificatin and delivery f scial benefits aligned with relevant State Gvernment plicies - Build ur relatinship with Traditinal Owners - Develp relatinships with the scial enterprise sectr as a ptential rute t tenancies with psitive scial utcmes - Increase relatinship with lcal gvernment t align Wrking Heritage prperties with scial plicies f Cuncils. - Measure and reprt n public benefit delivered by Wrking Heritage - Cntinue t engage lcal cmmunities when cnsidering develpment/use ptins fr sites. External threats: - Adverse cmmunity reactin t site use and develpment - Pr r ineffective implementatin f uses with scial benefit Mitigatin strategy: - A place-based, cnsultative apprach respnding t lcal needs is adpted fr repurpsing f Wrking Heritage sites. P a g e 9