Oxford House Strategic Plan 2017 - 2020 by Oh Bethnal Green

Strategic Plan 2017-2020

â&#x20AC;&#x2DC;Oxford House is where East London comes together to work, learn, explore and create. We celebrate arts, community and our heritage.â&#x20AC;&#x2122;

Green Candle Senior Dancers rehearse in the #OhDanceStudio

Contents

Foreword 6 Context 7 Our priorities

Finance 16 Heritage Lottery Fund Project

Visitors and Audience

Impact 22 Governance and Management

Cover Image: Opening of the Worry BoyExhibition #OhGallery

Foreword Our Vision ‘Oxford House is where East London comes together to work, learn, explore and create. We celebrate arts, community and our heritage.’ Oxford House was established in 1884 as the first “settlement house” to open where students and graduates from Keble College, Oxford undertook a period of residential volunteering to learn first-hand about the realities of urban poverty. These volunteers were either graduates or worked locally and lived in Oxford House which was like a mini Oxford college in the heart of Bethnal Green. Volunteers provided practical support to alleviate or remove the impact of poverty to the local community by creating projects such as youth clubs, poor man’s lawyer, labour exchanges and adult education classes. The charity is still based in our lovely (though slightly creaking) Grade II listed building that overlooks Derbyshire Street Pocket Park and Weaver’s Fields. Today we have three main areas of work to achieve our Vision: provide a community hub that offers affordable office space to charities xxWe and social businesses, affordable meeting and events space and a programme of community classes and events are a multipurpose arts centre that includes a theatre, gallery and dance xxWe studio where we provide a programme of weekly activities including dance and health and fitness for all ages: from under 5s to > 90 years. Our gallery and theatre provide excellent professional gallery space for new and emerging artists e provide a range of volunteering opportunities where volunteers gain xx Wvaluable work skills or donate your time to support Oxford House’s work Michael Judge Chair

John Ryan CEO

Context The development of our plan and future direction is affected by our current context. Some of the key drivers and influences that inform the next 3 years are set out below. of Oxford House xxRefurbishment 2017-19: Is the key to achieving our vision and provides an opportunity to meet local need, remain relevant and maximise our offer to the community; it will also ensure the building is fit for next 100 years and; generate unrestricted income To strengthen our xxAmbition: offer = ‘something for everyone’, through stronger partnerships, collaborations and events, within East London, London and beyond, bringing the best to Oxford House future: We need a xxSustainable diverse funding model that makes the most of our strengths, our location and history; continue a mixed model through restricted funding from HLF and other Trusts and Foundations combined with our earned income through rentals/ room hire lace, Arts and Heritage: xx PStrengthening the importance of place, arts and heritage in

neighbourhood life, through our heritage & arts programmes; refurbished building and café Are at the heart of what we xx Pdo;eople: whether through the diversity of our visitors and users, staff, volunteers, or our trustees, who are guardians/custodians of the spirit of Oxford House alues: Inclusive; authentic; xx Vrelevant. Oxford House uses an approach that is adaptable, flexible and responsive to people’s needs, recognising the world is always changing and to remain relevant Oxford House needs to change xternal environment: East xx ELondon’s rapidly increasing and diverse population, particularly young people and people living longer. Tough economic climate, in an area with high levels of deprivation and need

‘Social Change in Tower Hamlets…100 Years Since Charles Booth’ Exhibition #OhGallery

Our London Talks ‘Jack the Ripper and the East End’. A collaboration with the Londonist #OhTheatre

Water damage in Victorian Chapel #OhHeritage

Temporary roof being installed #OhHeritage

Our priorities Refurbishing Oxford House to create a wonderful mixed

use space Developing learning and engagement programme inspired by our heritage Strengthen offer and accessibility through stronger partnerships Creating a sustainable and

effective organisation

11 5 Building on current context the strategic plan sets out how we intend to realise our vision and outlines our key priorities. There is also a summary of the proposed Heritage Lottery Fund (HLF) Project which combines a refurbishment programme and heritage activity plan. If our application to HLF is unsuccessful in March 2017 a full review of the strategic priorities will take place with trustees and staff. Between 2017 and 2020, we will focus on 4 key objectives:

Refurbishing Oxford House to create a wonderful mixed use space Based on identified community needs and wishing to secure the building for the next 100 years, our focus is to restore, upgrade and enhance our Grade II listed building. We want to develop a sustainable business model that utilises our building as a major asset and develop a heritage programme that will be the blueprint for future community, heritage and arts practice. By 2020 we will have: up new spaces including the roof, chapel, cafĂŠ & outdoor pocket park xxOpened that contribute to our sustainability

xxIncreased overall usage of the buildingâ&#x20AC;&#x2122;s spaces xxSafeguarded space for community use that is affordable xxCreated additional flexible work spaces for social businesses a planned maintenance/investment approach to building and xxDeveloped infrastructure xxDeveloped mixed arts, community & heritage programming

Developing learning and engagement programme inspired by our heritage We want to develop the experience gained, audience developed and success of our curated arts, community and heritage events. They include The Knowledge Festival (2013 + 2014), OH Presents (2015) and The Insidersâ&#x20AC;&#x2122; Guide to Bethnal Green (2014 + 2105). We wish to develop a programme and expertise that combines our physical space with a strong artistic programme. By 2020 we will have:

xxSuccessfully completed the HLF activity plan a reputation as an emerging cultural venue that celebrates great art, xxDeveloped community & heritage in its programming a recognised visual arts programme using our gallery spaces to xxDeveloped promote and support new artists a programme of performing arts in the Oh! Theatre that supports xxCreated emerging artists and new work our archive of stories and heritage to be used as a future resource xxDigitised for artists

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Strengthen our offer and accessibility through stronger partnerships We want to deliver a stronger cultural offer that will help to build a diverse audience. We also want to build on our existing strong partnerships and expand these throughout East London and nationally. The refurbishment of Oxford House and developing our heritage programme provides an opportunity to reach out to new partners, establish an annual ‘artist in residence programme’ and re-establish a strong volunteering programme. By 2020 we will have:

xxIncreased annual visitors to Oxford House from 70k to 120k diversity of our visitors including men, younger people and underxxIncreased represented groups such as the South Asian community xxDeveloped an audience base across East London xxCreated an online accessible archive of our heritage that acts as a resource xxDeveloped a regional and national network of partners xxCreated 2 national touring visual arts shows xxHosted 30 exhibitions in the Gallery xxSupported 15 new and emerging artists and companies xxEstablished an annual ‘Artist in the House’ programme

Creating a sustainable and effective organisation To ensure Oxford House can deliver all its ambitions it needs to be a sustainable and effective organisation. We will need to invest and develop our staff and volunteers, enhance our marketing and communications and significantly raise our profile whilst we continue to meet the needs of our community by providing a great service to tenant, hirers and visitors. We will develop our performance indicators to illustrate this by establishing a shared understanding of our values (inclusive; authentic and relevant). We will diversify our income to maximize earned and unrestricted income to ensure we can invest in the building, its infrastructure and our staff and volunteers. By 2020 we will have: a strong management structure and performance management xxCreated approach that fosters innovation, learning and excellence a diverse income stream with 80% from unrestricted income and 20% xxCreated from trusts, foundations and grant funding xxGenerated annual surpluses to ensure sufficient designated maintenance funds a cafĂŠ/bar that supports events and contributes financially to Oxford xxDeveloped House monitoring/evaluation system to measure performance and drive xxEffective change a training programme for staff and volunteers so we ensure xxDeveloped excellent customer service xxEstablished an accredited volunteer programme more resources in our marketing and communication to raise our xxInvested profile

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‘Fans for Diversity, L’Internationale’ Exhibition Opening #OhGallery

Finance Following restructure and the divestment of loss-making projects in 2009 Oxford House has improved its financial position. In the current financial climate, the organisation is better placed than many charities with circa 90% of total income being self-generated from the building through rent and venue hire. By 2020 we want to reinforce this and become self- financing through rentals and trading, using surpluses to maintain and improve the building and provide a wide range of community projects to meet our mission. Through a planned programme led by Heritage Lottery funding for urgent repairs and seed funding community projects Oxford House will become financially secure. New income streams from the cafĂŠ and additional hire spaces will be reinforced by improved commerciality. Annual surpluses will enable the build-up of reserves vital to a sustainable future. We will continue to work with London Borough of Tower Hamlets who have supported the heritage project through heritage grant funding, planning consent and interest in our role as a community hub. We accept that long term borrowing will be required as part of fundraising however we will continue to fundraise where appropriate. Cafe The cafĂŠ, which will be operated internally, creates a new income stream for Oxford House and with the new opening onto the park provides an opportunity to increase visitors. Office Space A mix of affordable and market rent spaces will be provided with the refurbished office space on the top floor re-let at commercial rates

Room Hire Improved facilities, access and marketing of the Chapel and Settlement Room will lead to increased demand and income as function and event space. The roof walk provides a new opportunity for event space hire, especially during the summer

Oxford House building from Weavers Fields

Heritage Lottery Fund Project: ‘Victorian Gap Year to Community Hub’ Capital works The capital project targets essential repair work, opens up access to the Derbyshire Pocket Park and reveals the hidden architectural gems of the Grade II listed building. Mechanical and electrical plant will be replaced. The ground floor will be opened up to create a new entrance, café and heritage space in the former library/ refectory. We will remove partitions to create the new entrance and fireplaces and hidden wooden flooring will be revealed and restored. The current kitchen space will be upgraded and the new café will be restored, decorated and refreshed forming a new heart to the House. The original entrance and staircase will be restored to highlight heritage hidden by 1970s additions.

Works on the third floor and approaches will showcase the chapel and reveal the hidden leaded landing windows and oak bannister to create a new and well-lit landing space. New accessible toilets will be created and a new lift installed. A new heritage space, the Settlement Room, will be created adjacent to the chapel. Repairs and restoration of the chapel includes treatment/varnish to wooden panels, repairs to water damaged areas, hardwood flooring, new lighting, decorations and making good original plasterwork. Finally, we will reinstate the witches walk railings on the flat roof and provide a lookout area/terrace. This will require a new staircase from third floor to cupola by opening up access to the loft from the Chapel lobby.

Activity plan The activity plan will be collaborative and with our future audiences and partners we will celebrate, reveal and share our collective stories. We will develop bespoke heritage resources and programmes that mixes use of the building, its history and partnerâ&#x20AC;&#x2122;s expertise to create an exciting programme. We will retain the new roles of Heritage Curator/Programmer and Volunteer Manager so we can increase volunteering and create new partnerships leading to a regular Oxford House programme.

Our aims for learning and participation in the activity plan are: House story at xxTotheputhearttheofOxford our plans and enable visitors to explore this history through the building, activities and resources a valued and exciting xxTonewbecome venue for heritage learning via community and arts based exploration and activities become a highly regarded xxTopartner and collaborator increase opportunities to become xxToregularly involved as volunteers, participants, creators and users

New lookout area terrace #OhHeritage

Visitors and Audience One of our strengths is the diversity of our visitors and audience. The HLF Project is an opportunity to build on this and increase visitor numbers and diversify our audience so we continue to reflect the diversity of East London. We will continue to use our visitor survey data to show this change Currently (Visitor Survey 2016) 30% of visitors worked or volunteered in the building, 31% were attending lessons/classes and 28% were attending meetings, events or a conference with 3% attending an exhibition in the Gallery. Oxford House attracts a diverse audience however we are aware that participation by part of the South Asian community is lower that we would like. We want to build on the 46% of visitors from Tower Hamlets but also attract visitors from across greater London. By 2020 we will have increased our visitor numbers building on our core audience who regularly use the building. We will attract different audiences that include: House tenants’ clients – xxOxford who share a common factor, they are already aware of Oxford House and they are demographically diverse; e.g. older people who may have dementia and the Somali community who participate in projects with tenant groups

visitors – Likely to be xxHeritage independent visitors who seek out new heritage sites, who are passing and interested in buildings or prebooked organised groups such as local history societies or walking groups coming to Oxford House for a guided talk

hire customers – Existing and potential employees, xxCommercial x x businesses/ groups hiring space in volunteers and interns and Oxford House and people attending these events and are likely to be based in the City and East London

tenants at Oxford House who will be interested in the heritage of the building

21 residents – will be xxLocal demographically diverse and

– primary and secondary xxSchools schools studying their locality or

include families interested in engaging in family / children’s activities and outdoor events in Pocket Park and Weavers Field. It will also include curious locals, residents seeking volunteer opportunities including students who are seeking internships and ‘Metroculturals’ who live in the area

involved in a project users – this includes people xxCafé working or visiting Oxford House and Bethnal Green including Weavers Fields

Impact It is important that we can show the impact of the work Oxford House does. This will take time however it means we will be able to assess the scale of what we do (numbers of visitors, where they live and ethnicity) but also the quality of what we do (how good are our volunteering opportunities, exhibition programme or the quality of our venue hire service). Over time we aim to show how this measures contribute to the impact of what we do; have we improved community life locally. We will develop measures to show how we are doing and how we make a difference. We will use them to report on our progress to trustees, staff, volunteers and our supporters. These indicators will help us evaluate if we have met the following key outcomes:

xxA heritage building that is better managed, appreciated and valued quality programme of arts and heritage programming that is externally xxArecognised people and a greater diversity of visitors who are aware of our history and xxMore role in Bethnal Green

xxIncreasing public awareness of our events programme xxMore people and different sorts of people volunteering with us xxMore partner groups involved in supporting and/or working with Oxford House xxHas the HLF project ensured we have a sustainable future

After twenty years, Vicky Hawkins comes back to #OhGallery with ‘Riot in the Meadow’

Governance and Management Oxford House is a registered charity and company limited by guarantee and governed by a trustee board. Trustees, who are also company directors, are elected at the Annual General Meeting. At every AGM one half of the elected board members retires from office and is eligible for re-election. Oxford House believes it is important that trustees reflect the diversity of the local community and also have the necessary skills to direct the organisation. Therefore, directors come from a range of backgrounds and interests including local residents and business. The board recognises that additional trustee expertise in buildings management, financial management and commercial cafĂŠ management

is required. New trustee, Robert Robinson, who has substantial catering and commercial experience joined the board in 2016. The board will continue to review and strengthen governance as required during the period of this plan, 2017 - 2020. We will continue to develop the selection process for new trustees which will include an analysis of skills required by the board, interviews with the CEO and Chair of the board and attendance at a board meeting followed by a review meeting. New trustees responsibilities and duties will be outlined during an induction with the CEO and Chair. The board will hold an annual Away Day where the strategic plan will be reviewed.

Our current trustees are: Michael Judge (Chair) Fergus Early OBE (Vice Chair) Linda Kaur Josh Spero Revd Kevin Scully Matthew Railton Asma Shah Dr Polly Richards Jamie Andrews Robert Robinson

xxProgramme Associate Royal Opera House xxArtistic Director, Green Candle Dance Company xxDirector & Owner Khalsa School Wear xxCommissioning Editor, Financial Times xxRector, St Matthewâ&#x20AC;&#x2122;s Church xxAccount Director, Four Colman Getty xxCEO, You Make It xxCreative Programmer, Royal Historic Palaces xxHead of Cultural Engagement, British Library xxCompany Director, Notes Coffee Ltd

The company directors appointed a Chief Executive Officer, John Ryan in July 2008, who is the most senior paid member of staff and is Company Secretary. The CEO recruits and directs a dedicated staff team.

Nearest Underground Station: Bethnal Green (Central Line) 020 7739 9001 info@oxfordhouse.org.uk www.oxfordhouse.org.uk oxfordhouseinbethnalgreen oxhse

Charity Number:208582 - Company No: 59858 - VAT Registration No: 752 0306 67