This document outlines a strategy for the National Trust to develop partnerships with Sheffield City Council to increase awareness of Trust properties and promote local heritage sites. The project will identify opportunities to connect residents with Trust offerings, map public green spaces, and explore partnerships to manage assets. Expected benefits include growing the Trust's profile in Sheffield and providing recommendations to generate income for SCC sites. Next steps involve reviewing marketing, identifying new opportunities, and appraising city assets for potential partnerships.
4. Why Sheffield?
• Sheffield is the fourth largest city in England with a
population in excess of 500,000. A number of National
Trust properties are within ‘reach’ of the people of
Sheffield yet our assumption is that the Trust has a
relatively low profile within the City.
• For the National Trust, Sheffield provides a
tremendous opportunity to grow awareness of places
we care for and those places special to the people of
Sheffield.
5. Why Sheffield?
• This is a partnership project
between the National Trust and
Sheffield City Council (SCC).
• SCC is responsible for
managing over 600 green
space sites comprising of some
3,200 hectares which form an
important part of the City’s
heritage and landscape
character.
6.
7. Purpose
• Identify how the Trust can connect with the people of
Sheffield to develop greater awareness of the Trust’s
existing offer
• Map the heritage and open space assets managed by
SCC and review links between these places and those
managed by the Trust
• Identify potential opportunities for the National Trust to
work in partnership with SCC to manage or promote
assets which contribute towards the Trust’s 2020
vision
8. Expected Benefits
• For the National Trust,
this project will provide a
blueprint for acquisition
and partnerships which
further the Trust’s core
purpose of providing
access and care for
special places
9. Expected Benefits
• For SCC the expected benefit will
be an appraisal of their heritage
and open space portfolio with
recommendations of potential
partnerships with the National
Trust to manage or promote the
assets
• The appraisal will identify
potential cost savings and income
generating opportunities while
safeguarding important green
spaces for the people of Sheffield
10. In Process
• Identifying current
membership penetration
within Sheffield and
mosaic groups which
are ‘in fit’ with the
Trust’s core audience
11. In Process
• Assessing the measure
of ‘reach’ for this
audience to existing
Trust places on the
fringe of Sheffield
Undertaking research to
understand why priority
1 audience (in fit & in
reach) are not currently
visiting Trust properties
12. Next Steps
• Review existing marketing and promotions activity
of the National Trust within Sheffield and that of
SCC
• Identify new opportunities for the Trust / SCC and
prepare outline cost benefit analysis
• Provide an appraisal of asset owned by the SCC
with options for partnership with the National Trust
13. Next Steps
• Provide an outline appraisal and recommendations
for income generation from the estate for SCC
• Provide an insight to what priority 2 and 3 target
audiences want from a Trust offer through analysis
of available mosaic data and additional research to
target groups
14. Roles and Responsibilities
Role Name Job Title Responsibilities
Chair project board. Ultimately
Assistant Director of
Harry Bowell Sponsor accountable for project
Operations
success
Work with the consultancy and
project team to deliver
Property Manager Mark Bradshaw Project manager
the project to budget
and time
Represent the interests of SCC
Director of Culture &
Paul Billington Board member and strategic direction
Environment
of the project
Gathering and categorising
Outdoors Commercial
Philip Woodall Project support information on the
Data Officer
assets in Sheffield
Research audience and
Sub Regional Strategy
Julia Oberthuer Project support appraise existing
Intern
marketing strategies
15. From initial conversations
there appears to be areas of
mutual interest, the
exploration of which, could
lead the way to new and
dynamic partnership
between the two
organisations.
