West Lodge Application

Key Objectives

Strategic Objectives and Key Performance Areas

Our strategic objectives support the key performance areas essential for achieving our goals, focusing on:

  • Governance
  • Visitor Experience and Learning
  • Conservation, Restoration, and Access (Capital Development)
  • Communications and Fundraising
  • Business Planning and Finances

  1. Governance

Strategic Aims

  • Appoint and retain a dedicated team of Directors to lead our strategy and associated plans.
  • Review and update the Memorandum and Articles of Association to ensure effective governance.

  1. Operational Development

Strategic Aims

  • Establish an operational management structure and skilled staff team to implement our strategy.
  • Ensure operational and managerial coverage for all open days at Garrison House.
  • Recruit and retain staff and volunteers to provide an excellent visitor experience.
  • Provide necessary training and development for all personnel involved in service delivery at Garrison House.

  1. Visitor Experience and Learning

Strategic Aims

  • Review and enhance interpretative services and develop a comprehensive visitor experience plan for Garrison House.
  • Develop and implement an education plan targeting visiting groups, focusing on formal education and heritage skills.
  • Maintain high-quality core services for visitors, including reception, restrooms, catering, retail, and training facilities.

  1. Conservation, Restoration, and Access

Strategic Aims

  • Develop a phased master plan for the conservation and restoration of Garrison House and its grounds, starting in 2015.
  • Fundraise and prepare for Phase 1 (access and welcome improvements, weather-proofing) .
  • Fundraise and prepare for Phase 2 (full interpretative and activity enhancements).
  • Complete the full restoration and accessibility improvements of Garrison House

  1. Communications, PR, Marketing, and Fundraising

Strategic Aims

  • Develop and implement a comprehensive Communications Plan, including PR and marketing activities.
  • Identify key audiences, create tailored messages, and choose effective media and delivery methods.
  • Develop and implement a fundraising plan to support both operational and capital development needs.
  • Initially seek funding for organizational development to support detailed strategy development.

  1. Finances and Business Planning

Strategic Aims

    • Conduct a cost-effectiveness review of current operations and explore new commercial activities.
    • Assess the ‘visitor growth’ model for its potential to fund future operations.
    • Develop a business plan from 2015 onward based on the review and appraisal results.
    • Implement robust systems for financial, support services, and operational control across the organization.
  • Overview
    • This strategy, approved by the Board of Directors in late 2014, serves as a dynamic guide for directors, staff, members, volunteers, and partners of the Cumbrae Community Development Company (CCDC). It outlines the key development areas for the Board over the next five years.
  • Restoration and Enhancement of Garrison House
    • We aim to restore Garrison House to a condition better than before the fire, ensuring it is weatherproof and remains a central hub for the Millport community.
  • Sustainable Business and Funding Model
    • We are committed to creating and maintaining a business and funding model that ensures sustainable operations and meets both immediate and future capital needs.
  • Improving Visitor Experience
    • Our goal is to provide a welcoming, enjoyable, and educational experience for a diverse range of visitors. This includes developing excellent visitor facilities and ensuring accessibility in and around Garrison House.
  • Community and Island Development
    • In collaboration with our partners, we will continue to enhance the Island of Great Cumbrae for the benefit of the entire community.
  • Strategic Goals
  • The Vision for 2030
    • By 2030, we will continue to support our initiatives implemented in the early 20s and develop and support new business developments e.g. the new Marina 
  • Key Performance Areas
    • This strategic period focused on five broad development areas, collectively known as the “CCDC Ambition.” These areas were designed to drive growth and maximize benefits for our community, fulfilling the objectives outlined in our Articles of Association.
  • Supporting Plans
  • In early 2015, we developed a detailed business plan and an annual work plan, complete with budgets, to support the strategic objectives set forth in this document. This has been reviewed and developed according to any new information and developments that involve CCDC