CATHEDRALQUARTER TRUST

STRATEGICDEVELOPMENT

PLAN 2019-2022

Championing the artistic, cultural, and heritage-focused regeneration of a thriving Cathedral Quarter

www.cathedralquarterbelfast.com

Contents

3. Foreword

4. The Cathedral Quarter

8. Our Board & Staff

10. Our Vision, Mission & Values

11. Our Aims for 2019 - 2022

12. Our Priorities for 2019 - 2022

17. Conclusion

6. Cathedral Quarter Trust

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 run-

down 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.

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

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.

Having delivered on much of the intention

of our first Strategic Plan, it gives me great

pleasure in presenting our new Plan for the

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.

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.

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.

Paul McErleanChair, Cathedral Quarter Trust

Foreword

3

4

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).

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;

Achievements to date

The Future

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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 pro-

actively promote, improve and advocate

for the Cathedral Quarter.

This new Plan represents a dynamic step-

change 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

8

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

Peter Richards

Golden Thread Gallery

Sorcha Wolsey

Beannchor

Lesley-Anne O'Donnell

Tourism NI

Our Staff

Susan Picken

Director and Company Secretary

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

InclusionEveryone 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.

CourageIn achieving our ambitious mission, we are committed to showing determination,

dynamism and leadership.

MutualityWe are committed to working collaboratively with others, and providing mutual support as

the best way of achieving our mission.

CreativityWe are passionate about the transformative power of creativity. We aim to continue to be

a special place for inspiration and innovation.

QualityWe 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.

12

Our Aims

Our Vision and Mission will be delivered through our Core Aims:

Represent the AreaAim 1 Be the go-to voice for the Cathedral Quarter Area;

Promote the distinctive heritage of the AreaAim 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 developmentAim 3 Support, develop and deliver a programme of arts, cultural and heritage within the

Cathedral Quarter.

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

Our Core Aims will be supported by our Operational Aims:

Financial sustainabilityAim 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 ResourcesAim 6: Ensure the Trust has the appropriate premises and other physical resources to achieve

its plans.

Human ResourcesAim 7: Ensure the Trust has the personnel and skills it requires to achieve its aims and

objectives.

GovernanceAim 8: Ensure the governance of the Trust complies with the requirements of the law and good

practice.

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14

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 theCathedral 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.

15

Promote arts and cultural development inthe 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.

16

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.

17

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

18

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

AddressCathedral Quarter Managed

Workspace,

109-113 Royal Avenue,

Belfast,

BT1 1F

Telephone028 90 31 40 11

Emailinfo@cqtrust.org

Websitewww.cathedralquarterbelfast.com

www.cathedralquarterbelfast.com

CORE FUNDER: