CADS Public Business Plan 2015 - 2018 by CADS Trust

CREDIT: EMMA GUTIERREZ

Public Business Plan 2015- 2018

The creative industries pioneers: giving talent a 1 chance to thrive

Creative Arts Development Space (CADS) 7 Smithfield | Shalesmoor | St Vincents Quarter | Sheffield | S3 7AR cads-online.co.uk info@cads-online.co.uk @Cads_sheff /cads.sheffield 0114 348 9421

CADS and CADS Trust are trading names of CADS South Yorkshire Limited (CADS SY Ltd), a company limited by guarantee and a registered charity. CADS Space is a trading name of CADS Sheffield Ltd, which is a wholly-owned subsidiary of CADS South Yorkshire Ltd. CADS encompasses the joint work of CADS Trust, the charity, and CADS Space, its wholly-owned subsidiary, together. Registered office: Studio 5.4, 7 Smithfield, Sheffield, South Yorkshire, S3 7AR Registered in England and Wales. Company no. 08117742 Charity no. 1151884 2

Contents 4. In a Nutshell 6. CADS Space + CADS Trust 8. CADS Values + CADS Mission 10. CADS Context 12. CADS Objectives 2015-2018 15. The need for permanent space 16. CADS Priority Development Plans 18. CADS Financial Strategy 21. Monitoring our impact 22. Appendices

“Living the dream in CADS surrounded by so many creative enterprises” Rob Hirst, The Media Directory (former studio holder at CADS) CREDIT: LIAM TAYLOR PHOTOGRAPHY

In a Nutshell

“This is the place of creative incubation. At first, you may find nothing happens there. But, if you have a sacred place and use it … something will happen.” Joseph Campbell, writer and mythologist

To start with, we want to do more to provide creative space that is accessible, secure and affordable, as well as nurturing, enabling and inspiring – put simply, the best it can be. So from April 2015, CADS will be launching

CADS Space

, a trading arm which will focus solely on the development and management of affordable, secure and accessible workspace for independent social, digital and creative industries in the city. At the same time, we want to do more to promote the benefits of creativity. So

CREDIT: CLAIRE RIMMER

CADS was a name given to a

project set up in 2009 to respond to a need for an affordable alternative space in which to work and play in Sheffield. CADS SY Ltd, of which CADS is a trading name, was later incorporated as a limited company in 2012 and received charity status in 2013. As Sheffield’s social, creative and digital sectors have flourished, CADS expanded its remit: we began to facilitate access to other affordable creative spaces across Sheffield and to provide business support to existing and emerging creative and social entrepreneurs.

As a key facilitator for social, creative and digital enterprise, CADS is evolving and entering a period of unprecedented change and growth, in order to meet this demand.

CREDIT: DAN BUTLIN

Now, six years later, in a post-recession

economic and social context, Sheffield is the focus of a high-profile regional drive for growth, with key targets for new start-ups and a focus on social, creative and digital enterprise. In contrast to the rhetoric of growth, however, many Sheffielders still live in the shadow of deprivation and potential entrepreneurs face barriers to innovation and creativity.

There is now both a public consensus and an economic driver behind providing more accessible, secure and affordable creative space and creative start-up support services in the city.

This business plan sets out how we will develop our activities under this new structure, to help Sheffield develop its potential as a highprofile regional incubator of new creative enterprise and culture.

CADS Trust , the new

name for CADS SY Ltd and an umbrella for the activities of CADS Space, will work to encourage public engagement through artistic programming and raise awareness of the social impact of creativity. And finally, we want to do more to support creative talent through the activities of both CADS Space and CADS Trust, so together the two organisations will be developing a series of projects to foster the emergence of creative entrepreneurs, enable business growth and support talent development. This new phase is strongly rooted in a cyclical concept of benefit: by renting our studios, tenants are supporting the goals of CADS Trust, which then works to support the creative, digital and non-profit sectors to develop.

In this way, fair and healthy commercial practice is providing a public benefit: the very best of social enterprise.

CREDIT: CLAIRE RIMMER

CREDIT: SHEFFIELD ART FORGE

CREDIT: SAMMI SPARKE PHOTOGRAPHY

we provide space

we support enterprise

we promote creativity 5

CADS SPACE A provider of accessible, affordable creative space and a member of the National Federation of Artists Studio Providers since 2012.

We provide studio rental In April 2015, CADS Space managed 78 studios spanning six sites across the city, serving 13 small businesses and at least 5 social and professional groups, as well as 66 artists, craftspeople, and creative individuals. This number has now risen to 100+.

Name of Complex

Total Studio Space (sqft)

No. of Studios

Price p/sqft (Inc. Communal Space & Utilities)

Weighted Average Rental Price p/w

Amount of studios <£50 p/w

Occupancy Rate 10.03.15

Smithfield

3,752

£4.84

£33.87

100%

Snow Lane Pebble Dash Penrose Works Clarence Works AVEC

5,633

£2.81

£40.04

100%

1,615

£14.07

£31.54

87.5%

6,870

£3.69

£57.48

100%

1,198

£10.08

£46.24

100%

92.3%

Eyre Street

7,836

£2.17

£63.54

91.3%

OVERALL

26,904

101

£5.38

£38.96

95.9%

CADS Clarence Works & Pebble Dash CADS Penrose Works CADS Smithfield & Snow Lane

Partner Organisation Union Street CADS Eyre Street CADS AVEC Building

82% of our studios are priced at under £50 per week, inclusive of utilities, which was the maximum weekly inclusive rental budget of many artists in 2010, according to the NFASP. With low rental costs and an accessible, informal application process for tenancy, we meet a need for creative space for historically underrepresented creative groups that traditional artists studios and commercial landlords are currently unable to provide for. Our studio rental income reflects this pattern, with an increase of almost 200% between 2011/12 and 2014/15.

We provide space hire CADS Space also provides flexible affordable space hire for theatre productions, film screenings, classes, concerts, conferences, exhibitions, location shoots, gigs and events. Our space hire rate at April 2015 is £100/day, with subsidised space available for students, tenants and other creatives we support. With a competitive space hire rate and lower occupancy rates than CADS studios, this is an area that CADS Sheffield plans to develop over the coming years. CADS’ resident music venue TNK hosts on average 30 music events a year - with over 10,000 visitors in 2014 alone. CADS has also played host to myriad one-off events spanning theatre, photoshoots and art exhibitions covering 50 days of the year and attracting over 2,000 visitors.

We support new and existing creative talent CADS Trust supports emerging and existing creative talent through a series of projects to foster emerging creative entrepreneurs and enable the growth of existing creative businesses. We have been piloting two internal programmes, Space CADets and CADS A.I.R., which provide subsidised creative space to individuals wanting to test a business idea or complete a specific project, and we now have plans to expand these programmes.

Revered underground venue and events company. Listed as one of the UK’s 10 Best Clubs in The Guardian, 2015. A partnership between CADS & Party for the People

We promote the social benefits of creativity and participation in creative activities CADS Trust has worked collaboratively to set up a range of projects which promote and encourage creative recreation and enterprise. We are also a member of the Sheffield Creative Guild and we have strong ties to the city’s Cultural Industries Quarter.

CADS TRUST A voice and a gateway for creative individuals with an active community of events attendees, tenants, service users, partners and professional networks.

A city centre space for hire. Set up with finance, information and administrative support from CADS Shalesmoor, Kelham Island and Neepsend Network; a community organisation working to improve the local area. Set up with office space, information and wraparound support from CADS

Fundraising Through Music. Ticket sales, events and marketing. Set up with office space, information and wrap-around support from CADS

Affordable, accessible digital fabrication facilities. A collaboration between The University of Sheffield, Studio Polpo and CADS

Sheffield Art Forge: promoting and cultivating art-based activity through workshops and funded events. Set up with office space, information and wrap-around support from CADS

Sheffield city centre’s first co-working hub. A Partnership between CADS, Common Ground, and The University of Sheffield

CADS Values: CADS has a core set of values which is at the heart of the day-to-day operations of both CADS Trust and CADS Space.

We nurture talent

We enable access

We believe that nurturing creativity, artistic innovation and freedom of expression is a critical part of unlocking Sheffieldâ&#x20AC;&#x2122;s economic and social future.

We believe that for startups, the first step is always the hardest, so we work to make our services accessible and visible. We take pride in the real connections we have with those we want to help.

We strive for equality

We promote collaboration

We believe every business should get the same chance. We strive to make our creative space affordable, accessible and secure and we work to help people who are marginalised, underrepresented or facing deprivation.

We believe in the value of a sharing economy which fosters growth and empowers people through common action and collaboration. We value collaboration over competition in all that we do.

We foster inclusivity and diversity

We support all things local

We believe that a diverse creative community that works together inspires enterprise and innovation. We welcome individuals regardless of their creative practice, age, ethnicity, socio-economic status or business experience.

We believe in a sustainable future for Sheffieldâ&#x20AC;&#x2122;s local economy, so, wherever we can, we support local, independent enterprise.

CADS Mission: “We are creative industries pioneers. Our mission is to give talent a chance to thrive.”

CREDIT: LIAM TAYLOR PHOTOGRAPHY

CADS Context A Picture of the World We Live In We live in interesting times. The landscape of post-crash, post-election Britain in 2015 is intersected by a dual carriageway of, on the one side, ambitions for private sector-led growth and, on the other, the reality of public service cuts and benefits sanctions. This is the reality gap in which CADS operates: we exist to provide creative space, support social, digital and creative micro enterprise and promote creativity from within some of the most deprived wards in the country. These are some of the key ‘PESTLE’ (Political, Economic, Social, Technological, Legal, and Environmental) factors which have informed our future plans to support creative talent. The government’s growth targets lay emphasis on a broad ambition to be “one of the best places in Europe to start, finance and grow a business”, and highlight the creative industries as the highest performing sector of UK industry (growing at three times the rate of the national economy) as well as the flagship sector for the UK plc brand. Nationally, employment in the creative economy grew on average five times faster than the workforce as a whole.1 Self-employment is also at its highest level for 40 years and now accounts for more jobs than employment. Micro enterprise makes up 95% of business in the UK, but is still overlooked, being characterised as highly motivated but poorly supported.2 Within this wider picture, Sheffield claims to have “the leadership, ambition and potential to significantly grow its economy” and support 1 NESTA 2 Populus Research Department for Business, Innovation and Skills

national growth targets.3 The Sheffield City Region Growth Plan singles out both the creative and digital industries and small and micro businesses as important contributors to the city’s economic future and builds a picture of a city rich in contemporary culture and creativity. This reflects the British Council’s view that the use of disused urban environments for creative purposes can be a catalyst for “urban planning, marketing and regeneration”. However, increasing inequality in Sheffield has led to severe local wealth and opportunity imbalances, with several of the city’s wards ranking in the top 5% and top 1% most deprived in the country (including the area directly north-east of CADS’ main site). These imbalances, coupled with the reduction of public services, have led to greater need, and greater public support, for the non-profit provision of essential services for vulnerable sections of society. In the midst of welfare cuts and increased deprivation, new businesses are being started up by Sheffield people struggling to access employment. National policy supporting the ‘meanwhile use’ of buildings to “transform empty shells into dynamic hubs”4 in the city is proving invaluable in helping micro enterprise take a first step, but there are still barriers to establishing and developing a creative business: •

Studio space has traditionally lacked security of provision: NFASP figures show that over 60% of their members are subject to a rental agreement of less than five years, and national policy does not seek to address this issue.

3 Sheffield LEP Regional Growth Strategy 4 Office of the Deputy Prime Minister

•

Enterprise funding and business support is often hard to access for significant sections of the population – e.g. students, amateurs and the unemployed – who are disenfranchised or marginalised by mainstream conventional systems, or simply refused loans by banks.

“Sheffield is the fourth largest city in England and a major centre of engineering, creative and digital industries, with a wide range of culture and retail facilities.”5 So, if Sheffield is to harness its cultural and creative heritage in the drive for growth, there is an undeniable need for third sector organisations to help address economic barriers and policy gaps and work to ensure an adequate supply of accessible, secure and affordable creative space in the city. CREDIT: SHEFFIELD ART FORGE

The need for essential third sector support to nurture emerging social, creative and digital enterprise in Sheffield, coupled with a national policy advocating non-profit sustainability through trading and social investment, have been the two primary factors behind CADS’ evolution. We hope that this new phase will see us doing even more to provide affordable creative space, support creative enterprise and promote creativity in Sheffield. 5 Sheffield LEP Regional Growth Strategy

As a gateway to and a facilitator for the ‘CADS community’, CADS Space and CADS Trust combine to serve an interlinking audience which encompasses a range of diverse groups. In essence, we act as a voice and as a trusted friend for the creative sector. The vast majority of CADS customers have never rented space before.

“I’d been in CADS buildings before, and found them to be always full of interesting, creative people …it’s perfect for me to teach from” Nye Farley, Music Teacher (former studio holder at CADS)

A Picture of the People We Serve Attempting to quantify the CADS community

Public engagement with creative activity

The alternative music scene CADS’ resident music venue TNK hosts on average 30 music events a year - with over 10,000 visitors in 2014 alone.

Experiencing creativity has welldocumented social outcomes, to which CADS contributes directly via our public engagement activities. Promoting the value of creativity and public engagement with creative activities is central to CADS’ work.

Creative startups In 2013, 6,551 new businesses were created in Sheffield, a figure which rose to 8,052 in 20146: the Sheffield LEP has set a target of adding a further 6000 new startups in the next 10 years. Within this, CADS’s target audience is the rising number of social, creative and digital startups in Sheffield. Unemployed people In 2013-2014 there were 74,000 unemployed: an unemployment rate of 15.7%, compared to a national average of around 6%. Self-employed people In 2013-2014 there were 97,400 self-employed people in Sheffield. Young people, university and college leavers With two universities, Sheffield is known for its high retention rate of students: in 2013, 67% of Sheffield university students were working in Sheffield 6 months after graduating (the official retention record date) – equivalent to 2,800 students from University of Sheffield alone. And the trend, with increasing competition for graduate-level jobs, is for a soaring number of new graduates to register as freelancers or micro business owners. Other important groups for which there is very little local data readily available, include low-income artists and amateur creatives.

6 StartUp Britain

The British Arts Council has demonstrated that engagement with creative places, events and activities faciliates social interaction, improves the cognitive abilities of children and young people, leads to a higher level of subjective wellbeing, and has a positive impact on health. There is also strong evidence that participation in the arts can contribute to community cohesion, reduce social exclusion and isolation, and/or make communities feel safer and stronger7. However, the same report aims to map gaps in this picture, and notes that “those who are most actively involved with the arts and culture that we invest in tend to be from the most privileged parts of society; engagement is heavily influenced by levels of education, by socio-economic background, and by where people live”. This inequality of access to creative experiences is addressed through the role that CADS plays.

As well as reaching out to 10,000plus people every year through CADS-hosted events at The Night Kitchen and with Party for the People, CADS also supports the public arts engagement programmes of the city’s two universities. We provide space for workshops and we were recently the building facilitators for the flagship site of Sheffield University’s high-profile Festival of the Mind. Mapping the people we serve The next stage of CADS evolution needs to begin with a detailed mapping exercise of CADS projects and services, potential customers and service users, through structured market research and monitoring techniques.

“It’s easy to take for granted the amount of hard work and dedication that goes into grassroots organisations like CADS … Long may it continue.” Now Then Magazine, Sheffield

- We provide a voice for and act as a facilitator for many groups traditionally underrepresented in mainstream culture. - We form a creative hub in Shalesmoor, Kelham Island and Neepsend, some areas of which fall within the UK’s top 1% most deprived wards. 7 ‘The value of arts and culture to people and society’ British Arts Council March 2014

Creative Space in Sheffield Creative undertakings “need secure, affordable, accessible and well-managed facilities in order to research and produce highquality work and to make their work and skills available to culture, communities and the economy.”8

There is a hive of activity in Sheffield around the topics of meanwhile use, creative space and co-working and there have been a number of new providers of creative space. There is no doubt that the creative space sector is undergoing rapid development in Sheffield, working to meet the wave of local and national policy driving investment and closing the historical support gap for small businesses. However, this development has led to a highly fragmented marketplace which is difficult for potential tenants and other service users to navigate. Much of the development is also made up of providers offering large, welldeveloped studios accessible only via complex application processes, and lacks the qualities of genuine affordability and accessibility which artists and many social, creative and digital startups need as an effective springboard to growth. There is a need for small, affordable and easily accessible studio space, which traditional artists studio providers and commercial landlords are currently unable to meet if the city is going to harness its creative potential. 8 National Federation of Artists Studio Providers (NFASP)

“In real terms, nearly threequarters of artists are getting just 37% of the average UK salary from their practice. At £10,000 a year, these artists receive only 66% of the living wage: the UK benchmark for a civilised society.”9 Studio Rental

CADS has been a member of the National Federation of Artists Studio Providers (NFASP) since September 2012. The NFASP defines affordable studio space as “an organisation that manages buildings … providing low-cost studio space to non-commercial artists who are generally on low incomes” and adds, “This provision supports artists at the basic level of production, enabling them to sustain their practice and make a significant contribution to culture, education, and society and to the wellbeing and sustainability of local communities”. The NFASP 2010 survey of the affordable studios sector showed that the average ‘inclusive’ rent for

a studio nationally was £6.80 psf (per square foot), per year, and indicated that for “many artists a weekly ‘inclusive’ rent of £50 is the maximum they can afford10”.

formal application process, simply a meet-and-greet, and a gentle check to see if the rent they have selected is appropriate to their means.

This leaves many artists and creative businesses struggling to find a place in which to develop their emerging activity without the initial pressures of immediate commercial profit. In 2010, the NFASP estimated that almost 4,000 artists are on waiting lists for studios across the UK. This picture is reflected in CADS’ team’s own daily experience.

Space Hire

CADS’ mission is to target this gap between studio space and space-less artists. At March 2015, 90% of our studios cost less than the NFASP’s average affordable weekly rental rate, and our bursary programmes allow emerging businesses to access our studio space completely free of charge. But our capacity is limited and we are struggling to help everyone who comes our way. Our studio rental and spare hire currently operate at 90% or more capacity and there is always a waiting list for new space. “We’re already virtually at capacity and we still get up to 10 enquiries per week for studio hire and space rental. Of these, we can currently only accommodate or refer about 30% .” But it’s not just about the cost of space rental. There’s a real problem with accessibility, too. Many creative space providers in the area have a very formal, off-putting application procedure for prospective tenants. This unconsciously puts barriers in the way of many people who just don’t have the experience, confidence or skills to undergo a portfolio presentation or interview process.

9 The Guardian

Contrastingly, CADS seeks to be as inclusive as possible. We are known as an organisation that is close to and understands the needs of emerging talent and aspiring creatives. We have designed our operational systems to meet this perception: there is no 10 NFASP website

12CREDIT: SHEFFIELD ART FORGE

CADS Space also provides flexible affordable space hire for theatre productions, film screenings, classes, concerts, conferences, exhibitions, location shoots, gigs and events. CADS has a strong history both of running its own events and of taking the role of space provider in collaborative events with partners, including Sheffield University, Sheffield Live, Tramlines, The Night Kitchen and Party for the People, as a space provider. In 2014, events at CADS brought in 12,000 visitors and generated £28,000 in income for CADS charitable programmes. CADS Space hire has the potential to be developed as an income stream for CADS through market research and testing in various sectors including location space for visual arts, conferences and public meetings. In the shortterm, this development will focus on current space, marketing the ‘Great Hall’ with a particular focus on theatre performances and film/ photo shoots. CADS Space has also acted as a partner on funding bids for projects needing regular space hire, and this area could be developed. In the long term, CADS Space needs to procure and develop a permanent venue with a premises licence, an industry-standard space for filming and photography equipped to a professional standard which provides customers with easy access.

Access to information

As the creative space provision sector expands in Sheffield there is also a need, not just to provide more affordable creative space, but to make information about creative space across the city more widely available, and to bring overall cohesion to a fragmented creative space sector. CADS aims to be a hub for creative space information in the city by providing well-publicised, easy access to information about the resources available, via its support for the Studios and Space website. This will be a critical step towards giving our city’s emerging talent the best possible start. This will be one of the outcomes of the CADS project to map creativity in the city (see ‘Monitoring our Impact, p21’).

“The creative industries have … been a key force in the process of urban regeneration; challenging perceptions of place, providing communities with a ‘voice’, creating learning opportunities and providing a range of social and economic benefits for the surrounding neighbourhoods”.1 1 Aberdeen City Council Creative Spaces Unit

CADS Objectives 2015-2018 â&#x20AC;&#x153;To give creative talent a chance to thriveâ&#x20AC;?

CADS Space

CADS Trust

Provide

Support

Promote

We will develop a secure and accessible affordable creative space sector.

We will nurture and promote social, digital and creative enterprise.

We will advocate creativity as an essential part of an economically competitive, politically engaged, and culturally diverse city.

CREDIT: SHEFFIELD ART FORGE

To achieve this we will: Attract social investment and scale up creative space

Develop the marketing and management of CADS creative space

Nurture and Enable emerging develop existing talent to take the creative enterprise step from amateur to enterprise

Encourage public engagement through artistic programming

Raise awareness of the social impact of creativity

Obtain longterm secure and affordable space, a SKINN hub, either through ownership or through a longterm lease Improve CADS Space financial performance in line with our KPIs

Formalise internal operational procedures and practices

Provide professional and administrative services to social, creative and digital enterprise

Develop programme of financial support for social and creative startups

Promote CADS cultural and creative events effectively to a wider audience

Develop “Mapping creativity” project including directory of CADS tenants

Raise awareness of CADS affordable creative space

Increase number of small, lowcost studio rental spaces

Establish a system of social impact monitoring

Refine and communicate governance structures

Establish advisory group of NonExecutive Directors for CADS Space

Develop income from space hire

Develop support network of consultants to enhance delivery of creative space provision

Subsidise business support programmes for emerging creative talent Raise CADS public profile so people know where to go for information

Encourage recognition of the SKINN area as a cluster of social and creative enterprise in the city Showcase work of service users, tenants and local artists.

Increase occupancy Ensure meanwhile levels of large space is available rooms and enter into long term communication with landlords

Work with the education sector to provide stepping stone from education to selfemployment

Develop studio space for bands and easily accessible ground floor spaces

Connect people with collaborative opportunities through CADS professional networks

CADS Space

CADS Trust

Primary Importance

Establish a targeted fundraising strategy Improve access to integrated information about creative space in the region (“Studios and Space” project)

Promote the importance of creative spaces regionally through policy agenda-setting, collaboration, resource sharing

Secondary Importance 15

CADS priority development plans CADS Trust Mapping and Impact

Arts Programme

Membership Scheme

Space CADets & A.I.R

We will develop projects to map systematically the need for and availability of creative space in Sheffield. This will be complimented by a project to monitor the impact of both CADS Trust and CADS Space activities.

We will develop public engagement in creativity through an expanded arts programme.

We will establish a tiered membership scheme for tenants, partners, and members of the general public who want to be part of the CADS community. The membership scheme will have two tiers; one for tenants and partners, and one for ‘Friends of CADS’, which is open to anyone.

We will develop our subsidised and free space provision, through our long-running programmes Space CADets and A.I.R (Artists In Residence). This project aims to allow emerging creative entrepreneurs to develop a specific project or line of creative enquiry and will be funded through a combination of our trading surplus, our fundraising activities and third party funding.

Outcomes will include: • A directory of CADS tenants • Images and other material about CADS community members for future marketing use • Comprehensive data on visitors and service users • A contact database for CADS marketing and fundraising communications • Introduction of social impact monitoring system and regular recording of information during day-to-day operations • Introduction of systems for reviewing and analysing the data received • Publication of findings as appropriate, to demonstrate progress, share learning and influence policy-making

CREDIT: ROB LEE

This programme will host events ranging from arts festivals and exhibitions of local and resident artists, to speaker events featuring local entrepreneurs, as well as panel discussions and professional events. The events will be aimed at providing networking opportunities for similarly-minded artists, providing information, advice and guidance about how enterprise in the creative sector can be funded, and opportunities for artists and creatives to gain increasing professional opportunities.

CREDIT: SHEFFIELD ART FORGE

Membership benefits to be explored range from free entry to events to access to CADS Space business support. By creating an interactive membership community, we aim to: • Generate funds for CADS Trust projects • Enhance cross-pollination between individuals and organisations within the CADS community • Expand our database for marketing and promotional activities

CREDIT: SHEFFIELD ART FORGE

Outcomes will include: • Creative output to enhance the physical environment of new CADS premises • A series of exhibitions promoting the work of the programmes’ participants • The enabling of programme participants to promote their creative output by other means, such as competitions, publications or exhibitions external to CADS.

CREDIT: SAMMI SPARKE PHOTOGRAPHY

These development plans will pave the way for a new phase in the CADS evolution and allow us to do more to give creative talent a chance to thrive.

CREDIT: LIAM TAYLOR PHOTOGRAPHY

CREDIT: SHEFFIELD ART FORGE

CREDIT: KARAN SHAH

CADS Financial Strategy Our core financial ambition is two-fold: for CADS Space to become social investment-ready and for CADS Trust to develop a strong fundraising strategy

CADS is already a sustainable organisation, over 95% funded by the revenue from its studio rental and space hire. But we need to be doing more to ensure our space is secure as well as accessible and affordable, so our core financial ambition is to become social investment-ready with a view to attracting a loan for the purchase or long term lease of more secure creative space in Sheffield. Without our own premises or longterm leases, we cannot invest our surplus revenue into improving the spaces that we provide and we leave ourselves vulnerable to external market pressures.

With funding we could significantly improve our longterm sustainability and develop our role as a voice and a gateway for the emerging creative individuals in Sheffield.

CADS Space Becoming social investment-ready To realise our plans to become a leading social-creative development organisation we need to secure investment funding from either the public or private sector. To facilitate that target we need to become social investment-ready by developing a robust long-term financial strategy that would be attractive to funders. We will do this by: Developing additional revenue streams • Commercial space hires. • Business support services. • Property agency fees. Improving operational infrastructure • Formalising CADS studio rental and space hire operations. • Improving contact with CADS tenants. • Develop business support. • Develop contingency plans. Achieving our key performance indicators • Improving accounts. receivableto-cash ratio. • Increasing space hire revenue. • Increasing occupancy levels of large rooms (>300 sq.ft.). Improving profit margins • Improving efficiency of building and administration costs. • Reducing unutilised capacity by either maximising the space available to rent or by decreasing the switchover time between new and old tenants.

CADS Space contingency planning Developing our risk management strategy will be a key part of becoming social investment-ready. The key area of our operations for which we have developed a contingency plan is the short-term leases we hold on the properties we rent out. If we receive notice to vacate any of our premises, we have a short period of time in which we have to move out. We currently have plans for substitute buildings which we can move our current tenants into, based on the large property portfolios our landlords hold, and the range of properties they can offer on short term leases similar to those we currently hold. Due to our property insecurity, we are constantly looking for new premises, and are alert to changes in our landlords’ future plans. Rent Review We aim to set new leases with the landlords at three of our sites, with rates set until 2018 and guaranteed leases until April 1st 2016. Our last internal rent review took place in 2013 and, with running costs currently stable, we have so far refrained from unnecessarily increasing rent figures - in order to protect our customers: low-income creative entrepreneurs.

Under normal circumstances we would expect to expand our studio provision by 3,000 sq.ft. per year, except in situations where we face the loss of short-term tenancies. In these circumstances our priority is to mitigate such losses. 18

CREDIT: UNIION STREET

CADS Trust Developing a targeted fundraising strategy To facilitate the good work we want to deliver through our charitable arm, fundraising will have to be a targeted process which uses CADS resources efficiently to generate revenue. To achieve this, we have set out the following objectives: Increase donations to the charity • Further promote our charity arm to raise awareness of its cause. • Enable donations to specific projects online (e.g. Space CADets, A.I.R.). • Work with partner organisations to promote donations from businesses and high profile donors. • Encourage grassroots donations through email and social media campaigns.

a reserve fund is approximately £10,000. We are yet to achieve this level, and one of our driving motivations in formalising our internal processes is to work towards and achieve this reserve. A reserve fund of this level is suitable for our needs, due to major and unforeseen repairs on our rented properties being largely covered by head leases and insurance policies. Due to the costs incurred in transferring our trading activities from CADS Trust to our CADS Space, we will begin substantially contributing to our reserve fund from June 2015 once the change-over is complete.

CREDIT: CLAIRE RIMMER

Run CADS fundraising events • We have partners who are experienced in fund raising through music and arts events, including Party for the People and The Night Kitchen, who we will work with to organise and run fundraising club nights and band gigs. Increase the quantity and quality of funding applications • We have recently recruited an experienced fundraising team dedicated to researching and submitting funding applications. • Through developing our internal processes and governance, we will be in a stronger position to secure available funds. • Through implementing a social monitoring infrastructure, we will be able to positively demonstrate our social outcomes to funders. CADS Trust reserve funds Our aim is to establish a reserve fund to cover contingency costs including staff wages, utilities bills and rent, should we experience a large drop in occupancy or payment rates unexpectedly. The figure we will work towards as

CREDIT: SHEFFIELD ART FORGE

“I definitely believe that art is the best way to produce social change.” Pedro Reyes, Sculptor

CREDIT:20 SHEFFIELD ART FORGE

Monitoring our impact CADS recognises the vital role that monitoring and evaluation play in the delivery of real social change. CADS emerged from Sheffield’s music and arts scene and has historically been very close, almost indistinguishable, from its constituent voice. Getting feedback on programmes and services, and thinking reflectively about these, has been an inherent part of the charity’s day-to-day life and largely unrecorded.

CADS will put monitoring and evaluation at the heart of our operations and to use the results to create a cycle of improvement.

“The value of creative spaces lies not only in economic possibilities, but also in providing space to develop and expose new artistic work.”1

Currently, our social monitoring is both quantitative and qualitative. Qualitatively, anecdotal reporting, conversations with tenants and Space CADet responses guide our understanding of the human impact we have, while statistics on space provided, occupancy rates, and events hosted give us an idea of the number of people we are reaching with our arts provision. With a new phase of development in sight, CADS is laying plans to integrate and formalise this reflective practice: to monitor, measure and evaluate the impact of its work to allocate future resources in the most effective way in order to achieve its organisational vision and strategies. 1British Arts Council

Appendices Legal Structure

Governance

CADS Space and CADS Trust are trading names of CADS South Yorkshire Limited (CADS SY Ltd), a company limited by guarantee and a registered charity. CADS Space is a trading name of CADS Sheffield Ltd, which is a whollyowned subsidiary of CADS South Yorkshire Ltd.

CADS Trust As a charity, CADS Trust is managed by a Board of Trustees, who are also the Directors of the company. The Board delegates the day-to-day management of CADS Trust to a Management Team.

CADS was a name given a project set up in 2009 to respond to a need for an affordable alternative space in which to work and play in Sheffield. CADS SY Ltd was later incorporated as a limited company on the 25th June 2012. CADS SY Ltd received charity status in May 2013. CADS Sheffield Ltd was incorporated as a limited company on 22nd October 2014 and began trading on 1st April 2015. CADS as a term now encompasses the joint work of CADS Trust, the charity, and CADS Space, its whollyowned subsidiary. CADS Trust’s governing documents are a Memorandum and Articles which were incorporated on 25th June 2012, amended by special resolution and registered at Companies House on 27th March 2013. CADS Trust’s charitable objects are reflected in the objectives of this business plan and can be found on the Charity Commission’s website.

CADS Space CADS Space, as a trading company with its own strategic objectives, has its own Board of Directors, comprised of executive and non-executive directors, including a representative of CADS Trust. This board advises on the company’s management and delegates day-to-day activities to the Management Team. CADS Space is directed by a board of two directors, and managed by a senior management team. CADS Space also has an informal advisory group that helps to inform decision making. In 2016/17 CADS Space will formalise this group with annual meetings, membership terms, and an Advisory Board Policy in order to entrench this feature of our governance structure. Distinguishing governance To promote good governance, CADS Trust ensures a balanced mix of membership between the Boards of CADS Space and Trust. Individuals who are both trustees of CADS Trust and the Board of Directors of CADS Space are mindful at all times that they have two separate and distinct responsibilities.

People

collect rents owed

CADS Trust Board of Trustees/Directors Simon Brown Neville Mosey Steve Rimmer

Space: Organising viewings and bookings of space for hire Allocating management for weekend activities at CADS Managing the technical aspects of space hires

CADS Space Board of Directors Paul Rimmer Daniel Butlin CADS People CADS Trust and CADS Space Senior Management Team Kiran Studios Manager Kiran Antcliffe has been with CADS since 2011 when the organisation had a turnover of £50,000. With a PGCE in secondary teaching, Kiran has an interest in increasing training and education opportunities at CADS as well as doing more work with young people. Kiran is responsible for the day-to-day running of CADS Space, including looking after studios, sales and space hires. Alongside Steve Rimmer, Kiran has overseen CADS growth from one premises to six. Kiran has experience in faceto-face sales and fundraising so has been instrumental in obtaining grant and loan finance, as well as the organisation’s charitable status. Responsibilities: Kiran oversees the day to day operations of CADS with a specific focus on studio and space rentals, as well as, co-ordinating pay-roll and organising floor workers and casual staff. Role Duties: Studios: Studio viewings Handling all enquiries via phone/ email Completing contracts and business rates relief forms Liaising with studio holders after they have moved in and taking action on any feedback from studio holders and space hire customers Organising studio repairs and upgrades Working with Finance Manager to

HR: Organising payroll and recording staff holidays Business Development: Strategy development Funding applications and research Networking, presenting and public speaking Working with Steve on business development and decision making Working with Paul on financial matters and decision making Project planning Relationship management for Universities Membership, sponsorship and charitable programmes Paul Finance Manager Paul Rimmer has been with CADS since 2012, he has a financial background and is in charge of all financial areas of CADS. Since joining CADS, Paul has put into place all of CADS financial systems and has modernised record keeping procedures. Paul has seen studio rental revenue rise by almost 200% and much of this is down to the systems he has put into place and the work he does day to day in ensuring that CADS is running as efficiently as possible. Responsibilities: The Finance Manager is responsible for the financial well-being of CADS. Sam puts appropriate financial processes into place and ensure that these are adhered to. He also provides input into any major financial decisions including taking on new staff and buildings as well as budgeting for projects. Role Duties: To keep an overview of the general financial well-being of CADS, including day-to-day expenditure and income. Invoicing and filing Bookkeeping and reporting procedures

Assess financial viability of new projects, buildings, staff, etc. Deal with creditors including setting up utility bills etc and working with creditors to create payment plans/direct debits etc. Keep an overview of debtors, liaising with the Operations Manager as well as directly with debtors where appropriate Liaise with Management Team on any major strategic or operational decisions Use statutory accounting procedures including liaising with third party accountants where necessary Provide cover for Management Team including dealing with studio holders, conducting viewings and performing minor renovations Work alongside and share responsibilities with the Assistant Finance Manager Work alongside and share responsibilities with the General Administrator Sam Business Manager Responsibilities: The Business Manager is responsible for ensuring that CADS successfully works towards its short, medium and long term business objectives, including improving its market position, increasing its revenue, and increasing its viability and profitability as an organisation. In accordance with CADS’ business plan for 201518, the Business Manager will ensure that improved processes, policies, and ways of working are implemented and adhered to, in order to improve customer service, client relationships, and internal efficiency when delivering services. Role Duties: Assist company in reaching goals and objectives related to sales, productivity, profitability. Direct the business operations of CADS. Ensure that a company is on track to meet financial goals, as well as evaluate financial performance. Assess the performance of the company against its present goals and plans on a regular basis. Developing SLAs with clients and managing external relationships.

Claire General Administrator Responsibilities: To assist in the organisation of CADS’ office as well as event and project operations. This involves office management and general administration including, assisting the Director, the Finance Manager and the Operations Manager on a daily basis. Role Duties: General admin duties – filing, making payments, taking inbound calls Assisting the Director, the Finance Manager and Operations Manager Office management Event Set-up General project assistance Emma Artist in Residence & Technician Emma puts the ‘art’ in Creative Arts Development Space, and has been fundamental in developing the creative atmosphere that exists across the sites. Responsibilities: Graphic design and mural work, aesthetic strategy Marketing production Events production assistant Maintenance and renovations Steve Rimmer Trustee Steve Rimmer is the founder of CADS and has always been at the forefront of its development since he decided to manage some studios in addition to his own at Clarence Works in 2009. These days, Steve has a number of projects which he works on outside of CADS but he is still the main contact between the Board and CADS management and still works for CADS on a voluntary basis. A true entrepreneur, Steve has been involved in the creative scene in Sheffield since his teens where he started by running music events at venues throughout the city, since then he has developed a knowledge of Sheffield and its networks that has been the single biggest factor in ensuring CADS could get off the ground as a business and still helps today. A graduate in Hospitality and Business Management, Steve is a key member of the board with formal business training which has 23

helped keep CADS operating in a legal and professional manner since the outset. Neville Mosey Trustee/Director Neville Mosey is a former CADS employee who left Sheffield to move to London in 2011. Since his move Neville has continued to play a vital role in the direction and running of CADS, providing advice and support to the management team even before he was made director in June 2012. Since then Neville’s knowledge and experience of the commercial property sector and business to business sales have proven invaluable in increasing revenue generation and business development for CADS. Daniel Butlin Director Daniel Butlin has been involved in CADS since its inception and has been the driving force behind CADS artistic output and programming. A Fine Art graduate with a master’s degree in Sonic Arts, Dan is a key member of the board with formal training in the arts and his knowledge in this area has been completely indispensable in CADS growth as an arts organisation. On top of this Dan is director of local arts charity Sheffield Art Forge that has collaborated with CADS to deliver funded projects such as the ‘Borderline Ballardian’ exhibition funded by ACE and the ‘Wavelab’ digital media centre funded by Sheffield Community Network.

CADS Space Advisory Group Morgan Killick Level Up Solutions Gordon Hawksley BA FCIS Company consultant Matt Hill Common Ground CIC External Consultants John Foster FCA West & Foster Chartered Accountants Jane Campbell The Alternative Word 24

Hugh Mann Adamson LTBL Productions Alexandra Hardwick Line and Dot Creative Bev Shephard Independent Finance Director

CREDIT: LIAM TAYLOR PHOTOGRAPHY

Appendix cont. Key Performance Indicators 2015-2018 For strategies relating to these KPIs see CADS Trust and CADS Space Delivery Plans 2015-18.

For full accounts please visit our companies house page or contact us.

CADS Trust Engage the public through a targeted arts programme of events Baseline Figures 2014-15

2015-16 2016-17 2017-18

Amount

% increase from previous year

100

300

600

200%

100%

50%

Provide subsidised and free space provision Baseline Figures

KPI Target

Financial Year

2014-15

2015-16 2016-17 2017-18

Artists Worked With

50%

60%

62.5%

% increase from previous year

Incoming Resources

KPI Target

Financial Year

Participants

CADS South Yorkshire Limited 2014-2015 Accounts

Grants and Donations

2015 £

2014 £

3,775

1,703

Rental income

192,721

171,252

Event income

445

Space hire

32,841

6,541

Support services

9,777

Equipment hire

200

Research

3,910

Miscellaneous income

1,568

147

UK bank interest

Total incoming resources

244,793

180,088

Resources Expended 2015 £

2014 £

Charitable activities

222,314

165,210

Governance costs

900

1,071

Total resources expended

223,214

166,281

2015 £

2014 £

Net movements in funds for the year Total brought forward

21,579

13,807

(1,527)

(15,334)

Total funds carried forward

20,052

1,527

Establish a membership scheme Transfer between funds

Baseline Figures

KPI Target

Financial Year

2014-15

2015-16 2016-17 2017-18

New Businesses Supported

150

% increase from previous year

100%

300

100%

375

25%

CREDIT: LIAM TAYLOR PHOTOGRAPHY 25

Creative Arts Development Space (CADS) 7 Smithfield | Shalesmoor | St Vincents Quarter | Sheffield | S3 7AR cads-online.co.uk info@cads-online.co.uk @Cads_sheff /cads.sheffield 0114 348 9421

CREDIT: SHEFFIELD ART FORGE