ACL Consultancy Solutions Ltd

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Projects 2

(2000-2016)

 

The Oakwood Centre, Woodley, Berkshire (for Woodley Town Council). New build centre with Council offices, community spaces, small theatre (100 seats) and café, led by Brian Harris.  We undertook all the research to establish the feasibility of the project and to define the space requirements. We assisted and advised the Council throughout the project’s development, including appointment of design team, negotiations with local theatre users, management of public meetings, the preparation of business plan/s and development of management models. We then supported the project through to opening. Still advise on catering tender aspects (most recently in 2016).

 

(2014-15)

 

Walton Playhouse – project looking at options for the future operation of the community focused theatre and development of new business plans, removing the operation from the Council’s leisure contractor into an independent trust, thus offering a much extended service to the community for the same level of subsidy; feasibility study, outline business case and business planning support for University Hospitals Leicester as it considered mutualisation or other changes to its organisational structure (funded by The Cabinet Office)

 

(2013-14)

 

Saltdean Lido, developing a feasibility study to support an HLF bid – the study projected / proposed a programme of activities and examined room utilisation and revenues for / from community and commercial use, facilities already available, those that might be developed, potential users, local competitors, comparable rates, likely impacts and financial projections: the HLF bid was successful.

 

Stakeholder consultations, facilitation, curriculum planning, events programme and support for Richmond Arts and Community College (‘RACC’) in re-designing its performing arts curriculum and annual events programme.

 

Organisational review of Birmingham Royal Ballet’s Department for Learning and new evaluation framework and five-year costed plan for Birmingham Royal Ballet’s Department for Learning (this included organisational structure, programmes of activities, charity and trust consultations, stakeholder consultations [especially young people] and fundraising strategy.

 

Coaching and mentoring for senior managers in disability arts, travel and education sectors.

 

Comparative study of seven national dance houses and UK dance agencies for Dance Initiative Greater Manchester (now Dance Manchester) and Merseyside Dance Initiative.

 

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