Strengthening operations and growing engagement at Hill Close Gardens
For three years, I managed Hill Close Gardens, a small independent heritage charity in Warwick. The role combined day-to-day operational responsibility with the need to modernise the organisation, make better use of limited resources and create a more sustainable basis for its future.
The situation
I joined the organisation in 2022 as it was rebuilding after the disruption of the pandemic. Like many small heritage organisations, it had an ambitious purpose but limited money, staff time and operational capacity.
The site included historic gardens, listed buildings, a visitor centre, a small café and spaces available for hire. Its operation depended on a small team of staff, committed trustees and a substantial contribution from volunteers.
The immediate priority was to keep the organisation operating effectively while developing a clearer understanding of its finances, resources, visitors and opportunities for improvement.
What changed
Stronger foundations
I improved the financial reporting and budgeting needed to manage the organisation with greater confidence. Operational processes were clarified, and maintenance and investment could be prioritised using more reliable information.
New systems supported activities including room hire and customer communications. A monthly email newsletter also created a more regular connection with visitors, supporters and the local community.
The visitor offer
I reviewed the visitor experience and how effectively it was being communicated. This included developing website content, reviewing pricing, expanding the events programme and building on the potential of established events.
The aim was to create more reasons to visit and engage while ensuring that new activity remained realistic for the people and resources available.
People and resources
Working with trustees, staff and volunteers, I encouraged a welcoming and visitor-focused approach while looking at how people’s skills and interests could be used effectively.
Events, maintenance, marketing and income generation were considered together. This helped direct limited resources towards work that supported both the organisation’s purpose and its longer-term viability.
The results
40%
Growth in both income and visitor numbers over two years
Both income and footfall rose well above their pre-pandemic levels.
Alongside this measurable growth, the organisation had stronger financial information, more effective operational systems, more regular communication with its community and a broader programme of activity.
This progress was a collective achievement involving trustees, staff, volunteers, supporters and the local community. My role was to provide the operational leadership, direction and coordination needed to bring the different parts of the organisation together and turn plans into sustained activity.
What this experience demonstrates
Small heritage organisations often need to balance their purpose with immediate operational and financial pressures. Improvements must reflect the people, money and capacity genuinely available to deliver and maintain them.
My work at Hill Close Gardens demonstrates the approach I now bring to consultancy work: understanding the whole organisation, identifying what matters most and helping translate priorities into practical changes that can be delivered and sustained.
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