CQT Strategic Development Plan 2019 - 2020

CATHEDRAL QUARTER TRUST STRATEGIC DEVELOPMENT PLAN 2019-2022

Championing the artistic, cultural, and heritagefocused regeneration of a thriving Cathedral Quarter www.cathedral quarterbel fast.com

Contents 3. Foreword 4. The Cathedral Quarter 6. Cathedral Quarter Trust 8. Our Board & Staff 10. Our Vision, Mission & Values 11. Our Aims for 2019 - 2022 12. Our Priorities for 2019 - 2022 17. Conclusion

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Foreword

As cities grow and evolve, a constant challenge is to ensure that growth does not come at a cost to communities and valuable built heritage. For decades, the historic area of Belfast now known as Cathedral Quarter was arguably the most neglected and rundown part of the city centre. In the last two decades however, that position has begun to change, so much so in recent years that the character of the area and its uses has transformed.

period 2019 to 2022.

Once again, the Trust’s focus is on the promotion of culture and the protection of the Quarter’s heritage, balanced once again with the other city centre roles the Quarter fulfils, including leisure, residential, retail, educational, religious and business uses. I recommend this plan to you and I strongly recommend you engage with us and our colleagues in the Destination Cathedral Quarter Business Improvement District if you have any queries, proposals or thoughts on the successful evolution and development of the Quarter.

The Quarter for many people is now best known for its bars, restaurants and clubs it has become the foremost entertainment district in Belfast. And yet the Cathedral Quarter also hosts some of Belfast’s most important cultural institutions, its main Cathedral, its Arts College and soon, the main campus of one of its two universities.

Alongside this has come a burst of purpose-built student housing, new offices and a range of new hotels. It was a blend of artists, business people and bar and restaurant operators that started this

Lastly, I want to thank my fellow Trustees, some of whom have served since the first days of the Steering Group. The fruit of your voluntary work is evident in the continuing success of the Quarter. I also want to pay tribute to our former Vice Chair, Will Chamberlain, whose untimely death in 2017 stripped the Trust and the Quarter itself of one if its most ardent, capable and passionate advocates. Will was a wonderful character who I had a great personal and professional relationship with.

renaissance but the Quarter’s beating heart is its cultural assets and it was the need to protect and promote its special cultural role that first motivated the Cathedral Quarter Steering Group and subsequently the Cathedral Quarter Trust.

His loss is very keenly felt at our board meetings though one of his numerous legacies is the content of this plan, the work of the Trust and the continued positive contribution the Cathedral Quarter makes to the city of Belfast.

Having delivered on much of the intention of our first Strategic Plan, it gives me great pleasure in presenting our new Plan for the

Paul McErlean Chair, Cathedral Quarter Trust

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The Cathedral Quarter Past & Present

Over the last twenty years Belfast’s Cathedral Quarter (CQ) has established itself as the cultural, creative and social heart of the city.

The idea of regenerating the oldest part of the city as a cultural quarter, with its significant history and unique architectural heritage, had been around for decades. The home of the Belfast School of Art from the 1960s, the 1970s onwards saw champions for the area from the arts, community, business and government sectors formulate plans to help the area realise its potential. It was not until 1997, however, that the then Laganside Corporation formally established the Cathedral Quarter, with the magnificent St Anne’s Cathedral at its heart.

In the intervening years CQ has undergone enormous change and has been subject to the many shifting economic, societal and political tides that have continued to shape Belfast, not least the announcement of Ulster University’s plans to relocate its Jordanstown campus to the area. The Cathedral Quarter of 2019 is a very different place from that of 1997 and is poised for even bigger changes in the next few years with the arrival of the new Ulster University campus, major capital developments and the ever-increasing popularity of the area as a cultural, leisure and tourism destination.

Now, the area is home to some of Belfast’s most innovative and exciting cultural spaces, festivals and events, a wealth of creative and entrepreneurial talent and an internationally renowned selection of hotels, restaurants and bars – all creating a uniquely vibrant, lively and distinctive part of the city.

Alongside the vibrant richness of all that CQ has to offer, however, the area also faces a number of challenges, some new, some old, some universal, some unique to CQ. Most visibly, many of CQ’s historic buildings lie vacant and derelict as a result of protracted development plans. This has impacted negatively on the attractiveness and usage of the wider area.

Meanwhile, the arts and creative sector in CQ, one of the main drivers of the area’s original regeneration, faces a growing set of challenges. Cuts to public funding for the

arts have become increasingly severe and threaten the viability of many of the Quarter’s key cultural organisations.

Simultaneously, they are increasingly vulnerable to a common challenge for cultural quarters – at risk of being squeezed out as the area becomes more popular, rents go up and the pace of development increases.

Finally, it is very clear that there has been a considerable shift in the economic mix and dynamic of the area, especially over the last five or so years. The number of businesses, bars, restaurants and venues in the area has proliferated and, while the economic

benefits of the increased footfall this brings is welcome, it has also resulted in an increased perception that CQ is becoming more commercial and is losing its authenticity and identity.

Addressing these issues, preserving and promoting CQ’s unique character and heritage, and protecting the area’s rich cultural offer, whilst at the same time welcoming investment and development and growing the local economy will be a key challenge as the area continues to develop. This challenge will be at the centre of the Cathedral Quarter Trust’s work over the next three years.

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About The Cathedral Quarter Trust Emerging out of the work of the Laganside Corporation, the Cathedral Quarter Trust (CQT) was established in 2012.

A registered Charity, CQT’s Board membership was structured to represent a cross-section of interest groups and stakeholders in the area including Arts & Culture, Heritage, Business and local Government. The CQT Board oversaw the development and implementation of the Cathedral Quarter Strategic Vision and Development Plan (2012-2017).

Achievements to date The original CQ Strategic Vision and Development Plan identified four key priorities for the area, to be implemented

by CQT. These were: • To support the Cathedral Quarter as a centre for the arts and creative industries; • To support the growth of the mixed-use economy in the Cathedral Quarter; • To generate high levels of public participation; • To build and maintain a supportive infrastructure.

The 2012 Plan was ambitious and wide-ranging and, whilst some of the key priorities were achieved, others were more problematic. Delivery of the Plan was always going to be challenging given the limited resources of the Trust and the complexity of the ownership, control and economic ecology of the area – despite this CQT delivered a number of notable achievements over the period 2012-2017. These included: • Establishment of the Destination CQ Business Improvement District (BID) in 2016; • The continued development and growth of Culture Night from audiences of 30,000 in 2012 to almost 100,000 in 2017; • Improved promotion and awareness for the area including a website and marketing support; • Continued representation for the disparate voices and interests in the area;

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The Future CQT is now ready to embark on the next phase of its existence and to continue to play a key role in the development of this vital part of the city of Belfast.

This new Cathedral Quarter Trust Strategic Development Plan (2019-2022) has been developed with the input of key local stakeholders and reflects current plans and ambitions for the Cathedral Quarter and the wider city. It responds to, and is informed by, broader plans and ambitions for Belfast and, indeed Northern Ireland, including the draft Programme for Government, The Belfast Agenda, the Local Development Plan, the Belfast Region City Deal. Of particular significance for the Trust is ‘A City Imagining’ -Belfast City Council Cultural Strategy 2020–2030, an ambitious vision for the cultural future of the city.

The Plan must also negotiate the seismic shifts and major developments that are coming to the Quarter in the next few years. The planned opening of Ulster University’s new campus will see the arrival of 15,000 students and staff in the area. This immensely exciting development undoubtedly affords many opportunities for the artistic, cultural and business life of the Quarter but will also throw up numerous challenges and changes for the area. Along with the impending Tribeca Belfast development these changes include a significantly increased level of student and general residential accommodation in the area and a corresponding growth in local population.

The Plan (2019-2022) articulates a refreshed Mission and Vision and a set of updated Strategic Aims for CQT. These reflect the primary objectives and priorities of the Trust itself as well as the anticipated changing needs, challenges, opportunities and context of CQT and the Quarter over the next three years. The new Plan will build upon the achievements of the past whilst planning for the future, still remaining true to the original ethos of the Cathedral Quarter Trust.

The landscape in which CQT operates has evolved over the last few years with the establishment of the Destination CQ Business Improvement District in 2016.

Working in complementary partnership, both organisations will continue to proactively promote, improve and advocate for the Cathedral Quarter.

This new Plan represents a dynamic stepchange in the work of the Cathedral Quarter Trust. The wealth of experience we have amassed over the last number of years; our focus on the potential of culture for regeneration and placemaking; our strong network of connections and partners and, above all, our passion for the Cathedral Quarter and for Belfast, will all be actively harnessed to ensure that CQ retains its unparalleled place as the historic, cultural and creative heart of Belfast.

Susan Picken Director Cathedral Quarter Trust

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Our Board

Paul McErlean (Chair) MCE Public Relations Anne McReynolds (Deputy Chair) The MAC Andrew McLean (Treasurer) Accountant Professor Alistair Adair Ulster University Kelly-Anne Collins Young at Art Geraldine Duggan Belfast City Centre Management David Flinn Belfast Civic Trust Reverend Stephen Forde Belfast Cathedral Mark Hackett Hackett Architects John McGuckian Tughan's

Our Staff

Peter Richards Golden Thread Gallery Sorcha Wolsey Beannchor

Susan Picken Director and Company Secretary

Lesley-Anne O'Donnell Tourism NI

Claire Hall Events and Projects Manager Claire Leonard Programme Officer Stephanie Garner Administrator

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CQT STRATEGIC PLAN 2019 -2022

Our Vision Our vision for the Cathedral Quarter is as the beating heart of Belfast; a welcoming, inclusive and culturally-vibrant area, celebrating its distinctive heritage and animating its creative future.

Our Mission To champion the artistic, cultural and heritage-focused regeneration of a thriving Cathedral Quarter.

Our Values These values will inspire every aspect of Cathedral Quarter Trust’s Work Inclusion Everyone has the right to be treated with dignity and respect; to express and develop their creativity; and participate in the artistic and cultural life of the City. We will celebrate diversity.

Courage In achieving our ambitious mission, we are committed to showing determination, dynamism and leadership.

Mutuality We are committed to working collaboratively with others, and providing mutual support as the best way of achieving our mission.

Creativity We are passionate about the transformative power of creativity. We aim to continue to be a special place for inspiration and innovation.

Quality We are committed to excellence in all aspects of our work. We will be open and transparent in all our activities. We will show integrity in our dealings with others.

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Our Aims Our Vision and Mission will be delivered through our Core Aims: Represent the Area Aim 1 Be the go-to voice for the Cathedral Quarter Area;

Promote the distinctive heritage of the Area Aim 2 Promote and support the stewardship of the distinctive heritage and character of the area, encouraging sensitive development in and around the Quarter;

Promote arts and cultural development Aim 3 Support, develop and deliver a programme of arts, cultural and heritage within the Cathedral Quarter.

Communications Aim 4 Communicate effectively with all the Trust’s internal and external stakeholders.

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Our Core Aims will be supported by our Operational Aims: Financial sustainability Aim 5: Ensure the Trust has a sustainable business model with the financial resources to achieve its plans and these resources are effectively and efficiently planned and managed.

Physical Resources Aim 6: Ensure the Trust has the appropriate premises and other physical resources to achieve its plans.

Human Resources Aim 7: Ensure the Trust has the personnel and skills it requires to achieve its aims and objectives.

Governance Aim 8: Ensure the governance of the Trust complies with the requirements of the law and good practice.

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Our Priorities for 2019 - 2022 Represent the Area Aim 1: Be the go-to voice for the Cathedral Quarter Priorities for 2019 – 2022: Convene and gather the views of arts, culture and heritage organisations and other stakeholders in the area • Provide leadership in advocating for the area • Respond effectively to relevant public consultations • Engage effectively with decision-makers and influencers • Align with, and influence, relevant Government policies and outcomes

Promote the distinctive heritage of the Cathedral Quarter Aim 2: Promote and support the stewardship of the distinctive heritage and character of the area, encouraging sensitive development in and around the Cathedral Quarter

Priorities for 2019 – 2022: Promote the appropriate future use of empty buildings in the area • Promote appropriate public spaces and streetscape and their successful use • Contribute to all areas of Destination CQ Business Improvement District planning and activity, based on areas of shared interest and exploring potential for ongoing collaboration.

• Work closely with relevant organisations and partners to support theprotection of the streetscape and buildings of historic or architectural interest • Support the development of appropriate balanced plans for the area • Tell the story of the area and realise the potential of its distinctive heritage andhistory • Ensure all appropriate information is available to the wider public via channels inclduing www.cathedralquarterbelfast.com and CQT’s social networks.

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Promote arts and cultural development in the Cathedral Quarter Aim 3: Support, develop and deliver a programme of arts, culture and heritage within the Quarter.

Priorities for 2019 – 2022: Continue to deliver and develop Culture Night Belfast • Develop and deliver, in partnership with others, a programme of year-round, multi-art form projects and initiatives in the area.

• Promote and enhance the cultural assets of the Cathedral Quarter.

• Nurture and sustain a cohesive and successful arts and culture sector in the area.

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Communications Aim 4: Communicate effectively with the Cathedral Quarter Trust’s internal and external stakeholders.

Priorities for 2019 – 2022: • Develop and implement a comprehensive Cathedral Quarter Communications Strategy • Effectively promote the Cathedral Quarter Trust and its work • Circulate appropriate information to the Trust’s diverse stakeholders • Effectively promote and market the Cathedral Quarter area in collaboration with Destination CQ BID. • Develop Cathedral Quarter Trust’s online presence and use of social media • Ensure effective internal communication

Financial sustainability Aim 5: Ensure the Trust has a sustainable business model with the financial resources to achieve its plans and these resources are effectively and efficiently planned and managed.

Priorities for 2019 - 2022 Optimise income from statutory and corporate sources, charitable trusts and foundations.

• Cultivate income from philanthropic sources and fundraising • Develop an appropriate social economy business through contracts, tenders and other opportunities.

• Ensure financial resources are effectively and efficiently planned, managed and reported.

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Physical Resources Aim 6: Ensure the Trust has the appropriate premises and other physical resources to achieve its plans Priorities for 2019 – 2022: • Ensure the Trust has the appropriate premises and physical resources for its work and these are effectively managed • Support the development and stewardship of the Cathedral Quarter Managed Workspaces for arts and cultural organisations, in collaboration with Department for Communities • Work with appropriate stakeholders and partners to realise the potential of the physical assets of the area.

• Support the development of new kinds of spaces for arts, culture and heritage activities

Human Resources Aim: Ensure the Trust has the personnel and skills it requires to achieve its aims and objectives.

Priorities for 2019 – 2022: Ensure the Trust has the staff capacity to deliver its aims and objectives • Ensure staff are valued, and effectively supported and managed • Ensure staff are given the opportunity to learn and develop • Support appropriate staff care and work-life balance • Promote effective teamwork

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Governance Aim: Ensure the governance of the Trust complies with the requirements of the law and good practice.

Priorities for 2019 – 2022:

• Ensure effective and efficient governance leadership and structures • Ensure the board is broadly representative and has the appropriate governance skills • Effectively manage risk.

• Effectively manage conflicts of interest.

• Ensure strategic and operational plans are developed and implemented effectively and monitored.

Ensure the CEO is effectively supported and managed.

Ensure there is clear delegated authority

• Ensure the Trust has the appropriate Policies and Procedures in place.

• Regularly review the governance performance of the board and develop, implement and review a governance improvement plan.

• Plan the succession of board members and office-bearers and ensure new board members are effectively inducted.

Conclusion The Cathedral Quarter Trust is committed to delivering on the Priorities and Aims outlined in this Strategic Plan and these will form the foundation of our work over the next three years.

Priorities and Aims will be integrated into an annual Operational Plan and will be measured against a clear set of Performance Indicators. Progress against the Plan will be reviewed by the Cathedral Quarter Trust Board on a regular basis.

Find us Address Cathedral Quarter Managed Workspace, 109-113 Royal Avenue, Belfast, BT1 1F Telephone 028 90 31 40 11

Email info@cqtrust.org

Website www.cathedralquarterbelfast.com

CORE FUNDER:

www.cathedral quarterbel fast.com