a new life

T H E D E TA I LE D M A S T E R P L A N 201 8
 a new life
THE MA STERPLAN 2018

We n t w o r t h Wo o d h o u s e
We n t w o r t h R o t h e r h a m S62 7TQ
01226 351161 0 1 2 2 6 74 9 6 3 9

[email protected]

@Wentworth_House

wentworth.woodhouse.10
Charity Number 01155374
wentworth_woodhouse

Charity Number 01155374

 OUR MISSION

The Wentworth Woodhouse

Preservation Trust is committed
to delivering an innovative
programme of mixed-use
regeneration at Wentworth
Woodhouse. Using only the
highest standards of conservation
workmanship, the Trust will
create a fully inclusive world
class visitor offer of exceptional
quality whilst providing
training, work experience and job
opportunities for the communities
of South Yorkshire.

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 A MESSAGE FROM THE CHAIR
I consider it a great privilege and honour to Chair the Wentworth Woodhouse Preservation
Trust, not because the house is one of the finest and grandest in the country, nor because it
is arguably the greatest restoration project for a generation. It is a privilege because it allows
me to work with, to meet and to engage with staff and volunteers who never fail to impress
me with their dedication to the task in hand and their determination of spirit. On behalf of the
Board of Trustees I thank you all.

This review references the “small but dedicated masterplanning team” that worked tirelessly
over the last 12 months to deliver the full masterplan, but the reality is that over 1500 people
have contributed to this process in some way. Experienced site operators and management
teams, our neighbours, members of the South Yorkshire community, our stakeholders. Their
help, input, advice and assistance in the masterplanning process has proved invaluable and
enabled the Trustees to consider a variety of options and make informed decisions.

The Trust is truly blessed to have so many people who want to see us succeed and who want
to help us. But we need more, including funders if we are to accomplish our mission.

The Masterplan is the start of this

exciting journey. We truly believe that
this project is a catalyst for change for
the people whose lives we touch in
some way. The communities we serve,
our staff, volunteers, our visitors and
supporters.

JULIE A KENNY
cbe dl
chair of wentworth
w o o d h o u s e p r e s e r vat i o n t r u s t

a new
life
THE MA STERPLAN 2018

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 introduction

Wentworth Woodhouse, once

home to the Fitzwilliam
family, is one of the great
houses of England, a
mighty work of architecture,
a palace of beauty and art
and for 300 years both
a political power-house
and the hub of social and
economic life across a
swathe of South Yorkshire.
It was once as revered as
Chatsworth, Blenheim and
Stowe.

4.3.22. The Council recognises the long-

term need to conserve the historic parkland
setting of Wentworth Woodhouse and is
sympathetic to proposals of an appropriate
scale and nature to develop the House to
secure its long-term future, subject to the
necessary listed building consents and
planning permissions. This is reflected in
Objective 8 and Policies CS23 Valuing the
Historic Environment and CS11 Tourism
and the Visitor Economy.

Rotherham Metropolitan Borough Council Local

Plan Core Strategy 2014

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 name brief description grade

Circular Garden Wall with railings encircling pool with statue, 19th century. Grade 1 I

Today, if the name Wentworth Woodhouse is recognised Ha-ha and north Ha-ha forming northern boundary of the gardens of Wentworth
Grade 1 I
boundary Woodhouse west front, c. 18th century
at all, it is only for its extraordinary length.
How is it that the reputation of this great national treasure has diminished to a statistic? Started 1766 and in use by 1779, riding school completed 1789
The answer is in one word: Coal. (Wragg); converted to present use c. 1950. By John Carr of York
Stables Grade 1
for Charles Wentworth, 2nd Marquis of Rockingham; completed
Wentworth Woodhouse was in the heart of the Yorkshire coal field and in 1947 the for his nephew the 4th Earl Fitzwilliam.
Government decreed that coal should be mined to within a hundred yards of the house in great
open pits. Started 1766 and in use by 1779, riding school completed 1789
(Wragg); converted to present use c. 1950. By John Carr of York
From that moment, the long process of decline set in. Riding School Grade 1
for Charles Wentworth, 2nd Marquis of Rockingham; completed
for his nephew the 4th Earl Fitzwilliam.
Over the following decades the house was leased to the Local Authority, occupied as a college
and saw most of its contents dispersed. In 1989 it was sold, and since then successive owners
Late 18th century or early 19th century. T shaped range of ancillary
have been unable to keep pace with its restoration and maintenance. Mews Court Grade 1 I
buildings to Stable Block, late 18th and 19th century.
Today, this magnificent house, its beautiful grounds and great stable complex are in a critical
state of decay. Camellia House. Early 19th century incorporating mid 18th century
Camellia House Grade 1 I *
part to rear.
The Wentworth Woodhouse Preservation Trust
Ornamental temple. Possibly as early as 1735. By Henry Flitcroft
(WWPT) was established in 2014 with the overarching Ionic Temple
(engraving).
Grade 1 I *

purpose of securing the future of Wentworth Woodhouse

Retaining wall with parapet and gateway. Commenced c. 1735
for the benefit of the nation. South Terrace by Ralph Tunnicliffe for Thomas Watson Wentworth, some later Grade 1 I
rebuilding.
In particular, the Trust was faced with the challenges of repairing and developing the house and
grounds on a long-term sustainable basis with extensive public opening, and finding sustainable
Giant urn approximately 100 metres to south-south-west of
and sympathetic uses for those parts of the property which would not be open to the public
Punchbowl south wing of Wentworth Woodhouse (west front). Grade 1 I
and for raising funds, initially for acquisition which took place in 2017, and subsequently, for Mid-late 18th century.
repairs and development.

Fountain in Pool and fountain. Probably c. 1775 (contemporary with completion

The enormity of the challenge should not Stables Court stages of Stable Block), later repairs.
Grade 1 I

be underestimated.
Pair of cast iron urns at south end of Wentworth Woodhouse
Cast iron urns Grade 1 I
(west front). Garden ornaments. Early 19th century.
name brief description grade
Pair of cast-iron urns at north end of Wentworth Woodhouse
Cast iron urns Grade 1 I
Country mansion, c. 17th century core; remodelled from c. (west front). Early 19th century.
wentworth 1724-28 to c. 1734 to form west front; east front commenced
Grade 1
woodhouse immediately and largely completed in the next two decades; Garden Group of 6 garden urns lanking main steps to Wentworth
Grade 1 I
service wings heightened late 18th century. ornaments Woodhouse (west front). Late 18th century.

South Gate Gateway with attached plinth wall and ironwork screen. Group of 6 garden urns set along west edge of path
Garden
and Screen Wall Gateway c. 1630; reixed and screen added probably in mid Grade 1 I *
ornaments
immediately in front of Wentworth Woodhouse (west front). Grade 1 I
of Chapel Court 18th century. Late 18th century.

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 name brief description grade

Sundial base Sundial base at eastern end of south terrace. Mid-18th century. Grade 1 I

Lamp standards
Set of six lamp-standards with intermediate bollards to east front
Grade 1 I
It was clear to Trustees that a three-pronged
of Wentworth Woodhouse. Early-mid 19th century.
approach was required:
Sundial base Sundial base at mid-point of south terrace. Mid-18th century. Grade 1 I

1 2 3
Pair of gate piers approximately 60 metres to north-east of north
Gate piers pavilion of Wentworth Woodhouse (east front). Early-mid 19th Grade 1 I
century.

Pair of ornamental vases lanking main avenue to Wentworth

Garden First, to establish a The capital works The Green Book Appraisal
Woodhouse west front, approximately 130 metres west of house. Grade 1 I
ornaments
Late 17th or early 18th century. successful business on programme of urgent (2017), a requirement of
the site, to produce an repairs needed to start the Chancellor’s grant,
Gardens of the 18th and 19th century and a park remodelled by immediate income to before the winter weather examined the strategic,
Gardens and Humphry Repton in the early 1790s, with a set of notable early to allow the Trust to function added to the decline. economic, commercial
Grade 1 I *
parkland mid-18th century monuments and follies within and around the and grow. Trustees had and financial case for
edge of the park. raised the money for the The programme was split
investment. However, a
purchase, but there were into 3 phases, the first
more detailed Masterplan
no funds for the day-to-day of which is now almost
was required, setting
operation. complete and the second
out the long-term vision
well underway. Tendering
for the site. The public,
Since the formation of the Trust tremendous progress Thanks to seed-funding in for the third and largest
funders, supporters and
the form of grants from phase is currently in
the communities of South
has been made. It has worked closely with the the National Trust, the progress and work is due
Yorkshire all needed
Heritage Lottery Fund and to commence in November
Department for Culture Media and Sport (DCMS) and the Architectural Heritage 2018.
to understand the very
essence of the Wentworth
its Ministers. In his 2016 Autumn Statement Fund, the Trust now has a
Woodhouse Preservation
small, but thriving business
the Chancellor of the Exchequer awarded a grant of with 19 full time staff and
Trust, its vision, its values
and the benefits that
£7.6 million towards the most urgent repairs. over 100 volunteers. In the
development of the site
first year of operation the
would bring.
Trust has hosted a number
This allowed Trustees to proceed with the purchase and ensured that decline in some of the
of weddings, provided
most critically affected areas of the site could be halted.
locations for film and TV,
However, this was just the starter’s gun. It provided some security, but it also set the Trust off developed an extensive
on a race to find a long-term solution for the great house and 83 acres it now owned. events programme and
created a new tour-offer
In March 2017 the Trust took possession of the site with one phone line, an intermittent of both the house and
internet connection, a single vacuum cleaner and a handful of committed staff who had been gardens. A retail space
working without clear direction. This was no ordinary challenge. has been created with an
in-house branded range of
merchandise.

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 THE MASTERPLAN

Throughout 2017 and early

2018 a small dedicated
team from the Trust, with
the support of specialist
consultants, developed the
Wentworth Woodhouse
Masterplan. The property
did not come with a trust
fund endowment and trustees
are determined to fund and
deliver a programme of
real change not only to the
site, but across a range of
areas including heritage,
the local economy and the
communities surrounding
the site.

In 2015, 11.3 million overnight visits and 112

million day trips were made to the Yorkshire
and Humber region.
In 2016, 1.36 million inbound visits were made
to Yorkshire by tourists from outside of the UK.
Overnight domestic tourism in South Yorkshire
brought in £284 million in visitor spend.

Visit England county data

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 Trustees agreed the criteria for developing
the site must be:

Capacity for Change

Wentworth Woodhouse and its ancillary buildings are listed Grade I and Grade II*, affording
the highest level of protection for historic buildings in the UK. The Trust is committed to
conserving and protecting the historic fabric, but is aware that due to previous interventions
BLENHEIM PALACE the engine shed nostell priory some areas offer more flexibility than others in terms of their capacity for change. The
architectural design team at Purcell were able to identify where change is possible and where
the buildings, both internally and externally, are more sensitive, helping to inform the decision-
making process.

Sustainability
Previous owners in recent decades have tried and failed to run the house as a private
dwelling. It is simply too large and expensive to maintain. Financial considerations are key to
any masterplanning process, both in terms of initial development costs and ongoing revenue
chatsworth house Hopetoun House stirling castle
requirements. Once the current emergency works are complete, each phase of works must be
self-sustaining, generating enough income to cover its maintenance and operational costs.

Community Engagement
Early in the Trust’s formation it was clear that support 922 people responded to
for the regeneration of the site is strong throughout the online public survey
the local community and the wider region. The Trust regarding the masterplan.
recognised that successful regeneration projects revolve
around people, the communities that will live, work,
and play on or around the site. Wentworth Woodhouse Over 100 ideas and
New Lanark Mill auckland castle broughton hall will be no exception. From the start the Trust has recommendations were
endeavoured to engage with the communities of South handed in by attendees at
Yorkshire, to keep them informed and to listen to their
the public consultations.
To do this successfully the Masterplanning team views. Over 1,000 members of the public responded
to the masterplanning process either by way of the online questionnaire or by attending one of
were committed to: the many community consultation events and filling in comments cards.

Researching and understanding the strategic context of the project, including revisiting
1 previous planning and business appraisals.

Meeting and talking to stakeholders and understanding their roles and the likely impact
2 of the development on them.
a new
3
Learning from others by visiting historic houses and mixed-use regeneration projects
that had been through similar development programmes, understanding what worked
well for each of them, but equally taking advice from the owners and management
life
THE MA STERPLAN 2018

teams, all of whom had made mistakes along the way, which Wentworth Woodhouse
can now seek to avoid.

Extensive examination of Wentworth Woodhouse and the surrounding 83 acres owned

4 by WWPT, including spatial-planning workshops to consider a number of options.

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 mansion house - capacity for change

GROUND FLOOR PLAN CHAMBER PLAN

SERVICE AND
ANCILLARY
WEST FRONT BUILDINGS

WEST FRONT
FIVES
COURT

BACKYARD
CHAPEL COURT PIAZZA COURT
BASIN COURT CHAPEL COURT
STONE COURT BASIN COURT
GAME STONE COURT
LARDER
SOUTH SOUTH WING SERVICE AND
BRIDGE
ANCILLARY
BUILDINGS

NORTH WING

SOUTH TOWER NORTH TOWER

1 Ground Floor Plan 4 Chamber Plan

EAST FRONT
021 021

MEZZANINE PLAN ATTIC PLAN

WEST FRONT

BACKYARD
CHAPEL COURT PIAZZA COURT
BASIN COURT CHAPEL COURT
STONE COURT BASIN COURT
STONE COURT

SOUTH WING

NORTH WING

SOUTH TOWER NORTH TOWER

2 Mezzanine Plan 5 Attic Plan

021 021 EAST FRONT

PRINCIPAL PLAN

capacity for change

FIVES
COURT
Low

CHAPEL COURT PIAZZA COURT

BACKYARD
Moderate
BASIN COURT
STONE COURT

SOUTH
Moderate/High
SOUTH WING
BRIDGE

High
NORTH WING

SOUTH TOWER NORTH TOWER

3 Principal Plan
021 EAST FRONT

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 Stable Block and Riding School - capacity for change

The options Trustees considered were as follows:

GROUND FLOOR PLAN mansion house

Visitor Attraction, Commercial Units, Catering, Holiday Accommodation,

option a
including both Pavilions and State Bedrooms

Visitor Attraction, Commercial Units, Catering, Basement Events, limited

option b
Holiday Accommodation at the South Pavilion

Visitor Attraction, Commercial Units, Catering, Holiday Accommodation,

option C
including both Pavilions and State Bedrooms

STABLE block

Option A Wedding / Celebration Centre

Option B Commercial Business Hub

capacity for change
Option C Mixed Visitor Use (increased retail)
Low

Moderate Option D Mixed Visitor Use (increased accommodation)

Moderate/High CAMELLIA house

High
Option A Café Use

Option B Events Use

FIRST FLOOR PLAN Option C Education Use

Trustees considered all of the above and

concluded that the preferred regeneration
options for the site were as follows:
mansion house

Visitor Attraction, Commercial Units, Catering, Luxury Holiday

Option A
Accommodation, including both Pavilions and State Bedrooms

STABLE block

Option D Mixed Visitor Use (increased overnight accommodation and events space)

CAMELLIA house

Option A & B Café Use with Events Use

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 mansion house - option A

HERITAGE, CULTURE AND EXHIBITION

BASEMENT PLAN
Areas to be publicly accessible include:
• Wine cellars at basement level
• A large selection of rooms within the central block at
ground and principal levels
* State Bedrooms not accessible to public except as accommodation

VISITOR HOSPITALITY AND RETAIL

Dining facilities within North Wing include:
• Cafe within double height space with external seating
in Piazza Court (covered seating for approx 97 covers)
• Fine dining restaurant towards East Front (for approx
118 covers)
• Private dining space within Octagonal game larder
(approx 16 covers)
Wentworth Woodhouse visitor shop between dining and
heritage offerings

COMMERCIAL BUSINESS
14 commercial units suitable for small businesses with
shared access and facilities

residential / holiday let

Short Term Accommodation:
Visitor Access to Cellars • State Bedrooms as 2 suites for exclusive overnight
accommodation to support events offering
• 5-6 bedroom guesthouse for holiday let
• Self-contained apartments for holiday let, one each in
North and South Pavilions
• En-suite rooms on the Principal loor to support dining
General Storage
Long-term accommodation for Wentworth Woodhouse
Kitchen General Storage staff:
GROUND FLOOR PLAN
• 1 staff lat at the Chamber Floor level
Guesthouse Educational Use Cafe

House Storage
events
Long Gallery and attached rooms can be utilised for evening
events when the main house is closed to visitors

education
WC 3 libraries on the principal loor can be separated from
Cafe Seating
the main visitor route when necessary and be used for
educational purposes
Private Dining

Commercial Units Coffee

Kiosk ADMINISTRATIVE USE / ANCILLARY SPACES
Wentworth Woodhouse Ofices:
• Back of house ofices on the Chamber Floor
• Ofices on the Mezzanine Floor to support cafe and
restaurant functions
• Security ofice in Fives Court
• Designated storage areas to support all offerings
Visitor Access Restaurant Kitchen
WWH Shop and
Interpretation

Holiday Let Holiday Let

Visitor Seating

access points
N

Main Entrance main visitor route

0 5m 10m 15m 20m 25m 50m
lifts

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 mansion house - option A

HERITAGE, CULTURE AND EXHIBITION

MEZZAnine PLAN Kitchen Storage
Areas to be publicly accessible include:
• Wine cellars at basement level
Cafe below
• A large selection of rooms within the central block at
ground and principal levels
* State Bedrooms not accessible to public except as accommodation

VISITOR HOSPITALITY AND RETAIL

Dining facilities within North Wing include:
Cafe / • Cafe within double height space with external seating
Restaurant in Piazza Court (covered seating for approx 97 covers)
Shop Storage Ofices • Fine dining restaurant towards East Front (for approx
118 covers)
• Private dining space within Octagonal game larder
(approx 16 covers)
Wentworth Woodhouse visitor shop between dining and
heritage offerings

COMMERCIAL BUSINESS
14 commercial units suitable for small businesses with
shared access and facilities
Restaurant Storage
Commercial Units
residential / holiday let
Short Term Accommodation:
Holiday Let Holiday Let • State Bedrooms as 2 suites for exclusive overnight
accommodation to support events offering
• 5-6 bedroom guesthouse for holiday let
• Self-contained apartments for holiday let, one each in
North and South Pavilions
• En-suite rooms on the Principal loor to support dining
Visitor Access and Events Long-term accommodation for Wentworth Woodhouse
staff:
principal PLAN
• 1 staff lat at the Chamber Floor level
Guesthouse

events
Long Gallery and attached rooms can be utilised for evening
events when the main house is closed to visitors

education
3 libraries on the principal loor can be separated from
the main visitor route when necessary and be used for
educational purposes

ADMINISTRATIVE USE / ANCILLARY SPACES

Wentworth Woodhouse Ofices:
• Back of house ofices on the Chamber Floor
• Ofices on the Mezzanine Floor to support cafe and
restaurant functions
• Security ofice in Fives Court
Visitor Access • Designated storage areas to support all offerings

Commercial Units En-suite Rooms

Holiday Let Visitor Access and Holiday Let

Optional Education Use

access points
N

main visitor route

0 5m 10m 15m 20m 25m 50m
lifts

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 mansion house - option A

HERITAGE, CULTURE AND EXHIBITION

chamber PLAN
Areas to be publicly accessible include:
• Wine cellars at basement level
• A large selection of rooms within the central block at
WWH Ofices ground and principal levels
* State Bedrooms not accessible to public except as accommodation

VISITOR HOSPITALITY AND RETAIL

Dining facilities within North Wing include:
• Cafe within double height space with external seating
in Piazza Court (covered seating for approx 97 covers)
• Fine dining restaurant towards East Front (for approx
118 covers)
• Private dining space within Octagonal game larder
WWH Staff Apartment (approx 16 covers)
Wentworth Woodhouse visitor shop between dining and
heritage offerings

COMMERCIAL BUSINESS
14 commercial units suitable for small businesses with
shared access and facilities

House Storage
residential / holiday let
Short Term Accommodation:
• State Bedrooms as 2 suites for exclusive overnight
accommodation to support events offering
• 5-6 bedroom guesthouse for holiday let
• Self-contained apartments for holiday let, one each in
North and South Pavilions
• En-suite rooms on the Principal loor to support dining
Long-term accommodation for Wentworth Woodhouse
staff:
attic PLAN
• 1 staff lat at the Chamber Floor level
House Storage

events
Long Gallery and attached rooms can be utilised for evening
events when the main house is closed to visitors

education
3 libraries on the principal loor can be separated from
the main visitor route when necessary and be used for
educational purposes

ADMINISTRATIVE USE / ANCILLARY SPACES

Wentworth Woodhouse Ofices:
• Back of house ofices on the Chamber Floor
• Ofices on the Mezzanine Floor to support cafe and
restaurant functions
• Security ofice in Fives Court
• Designated storage areas to support all offerings

Overnight Accommodation Overnight Accommodation access points

N

main visitor route

0 5m 10m 15m 20m 25m 50m
lifts

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 Stable Block and Riding School - option d

GROUND FLOOR PLAN FIRST FLOOR PLAN

Range of visitor facilities to serve a variety of user groups. 0 5m 10m 15m 20m 25m 50m

New build to north of Mews Court to include further

retail and residential units.
RESIDENTIAL /
HOLIDAY LET
15 self-contained apartments
HERITAGE, CULTURE AND 60-97m² to let to event guests or
EXHIBITION for holiday use including 2 within
Heritage and interpretation new build to north of Mews
within areas of high signiicance EVENTS Court
with space for: ticketing, galleries,
Various spaces suitable for a range
changing displays and visitor
of events:
access to garden. EDUCATION
• Large events space suitable
for weddings with (approx 614 Possible additional new build
guests) family and education centre on
VISITOR HOSPITALITY • Covered courtyard breakout site of existing college buildings
AND RETAIL space with bar facilities, to
• 8 retail units for artisan crafts support or work independently
(2 within new build to north of of other event space (approx ADMINISTRATIVE USE/
Mews Court) 434 guests) ANCILLARY SPACES
• I for Wentworth Woodhouse • Smaller events space/ Wentworth Woodhouse Ofices
Cafe/Restaurant to support conference room approx 90m² Designated storage areas to
visitor offer • Events ofice support all offerings

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 pre programme

2030/31-2043/44
YEAR 10 2028/29
camellia House - option A & B

YEAR 11 2029/30
YEAR 6 2024/25
YEAR 5 2023/24
YEAR 4 2022/23

YEAR 7 2025/26

YEAR 8 2026/27

YEAR 9 2027/28
YEAR 2 2020/21

YEAR 3 2021/22
YEAR 1 2019/20

YEARs 12-25
MASTERPLAN PROGRAMME

2018/19
CAFE / EVENTS Camellia House
Storage
• Main glazed space to become
cafe space or events space for Primary Funder Round 1 Pre Enquiry
WCs
weddings or similar
• Ancillary spaces in buildings RIBA 0-2 Development
Kitchen
to rear
RIBA 3-7 Development
• Outside dining space for cafe
Cafe/Events and events use and links to Camellia House re-opens
walks along terrace wall
MANSION House
Accessibility & Interpretation (Visitor Experience)

Matchfunding
Primary Funder Round 1 Pre Enquiry

Outdoor Dining Space RIBA 0-2 Development

RIBA 3-7 Development
Mansion House Reopens

STABLE block

Primary Funder Round 1 Pre Enquiry

RIBA 0-2 Development
RIBA 3-7 Development
N

0 5m 10m 15m 20m 25m 50m

Stables Reopens

MANSION House
All other Mansion House and Event & Holiday Accommodation

Primary Funder Round 1 Pre Enquiry

These offered the widest variety of sustainable income RIBA 0-2 Development
RIBA 3-7 Development
streams and the most accessible visitor offer. Event Accommodation for hire

The works are to be broken down into a programme of four phases. Phases are subject to HOUSE FULLY OPEN
Minor projects or gallery improvements
change due to the influences from the marketplace. Therefore, if viable funding opportunities
occur, some phases could be delayed or started early.

Estate Location Camellia House Stable block Mansion House

PHASE YEARS WORK AREA DESCRIPTION

Option No. A&B D A

2019/20 Development of the Camellia House into a Café/Events
1 Camellia House
TO 2021/22 Space
Mixed Visitor Use
Description Café and Event Use Mixed Visitor Use
(increased accom)
Restoration of the main Mansion House state rooms,
2019/20 Mansion House
2 installation of accessibility infrastructure, installation of
TO 2024/25 Part 1
interpretation, creation of business units Status Preferred/Costed Preferred/Costed Preferred/Costed

2021/22 Development and building of events spaces, visitor area,

3 Stable block Costed Options £1,500,846 £49,211,683 £79,671,972
TO 2026/27 café space and retail units

2024/25 Mansion House Creation of luxury holiday and event accommodation Cost per m 2
4 £4,780 £10,325 £7,234
TO 2029/30 Part 2 within the Mansion House

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 camellia House
IONIC TEMPLE

STABLE BLOCK

HERBACEOUS BORDER

SUN DIAL

RIDING SCHOOL
BASTION WALL

ICE HOUSE

PUNCH BOWL

MANSION House

ROSE GARDEN

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 challenges and
opportunities

Wentworth Woodhouse
poses a number of
challenges, not least of
which is the condition of
the buildings.

The key objectives of the restoration

project are:
To retain the architectural heritage and
natural quality of the surrounding grounds
for the benefit of the nation and local people.
To develop a mixed–use scheme that
generates sufficient income to provide a
sustainable future for Wentworth Woodhouse.

Green Book Appraisal April 2017

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 The UK boasts over 3000 country houses, all of which are competing to attract audiences.
Wentworth Woodhouse will offer something new.

Access on and off and to and from the site, is problematic, with parking, public
transport links, the local road system and access to and from the motorway posing a number of

THE CHALLENGES transport challenges. A detailed study has been commissioned to explore these issues and find
a phased solution.

The Mansion, Stables and Camellia House are riddled with asbestos and uninhabitable. Dry rot

THE OPPORTUNITIES
is endemic, drains have collapsed, roofs are leaking, bats are roosting, timbers are rotting and
stone work deteriorating. As is often the case with projects of this nature, the solution to one
problem only goes to reveal, highlight or impact on another. Restoring and regenerating the
site will be complex, but the Trust has assembled an exceptionally experienced team at board, The opportunities the project brings are many.
executive and consultant level.
A multi-use solution mitigates risk by creating several different revenue streams, rather than
The cost of the project will “putting all eggs in one basket”. A mix of residential and commercial lets alongside events,
be high. The Trust does weddings, food and beverage and a wider visitor offer avoids relying too heavily on one market
not have the necessary sector in an economic environment that is subject to change. Likewise, a mix of income
funds and fundraising is streams, some seasonal and others less so, will aid with cashflow. The Trust needs to be certain
increasingly competitive. A that it has a firm financial foundation.
funding mix will therefore
be required, made up of The restoration of the buildings and gardens will provide great opportunities for training,
public, private and self- upskilling, work experience and volunteer participation. Building our own skilled workforce
generated income. will be very important and accessing and implementing training programmes across a variety of
skills areas will be core to our aims. The Trust will need to grow its workforce significantly over
Progress in the first year the coming years and a number of exciting new employment opportunities will be created.
has been on target and
good income streams have been generated from weddings, events, filming and the visitor Wentworth Woodhouse is, for the most part, empty and its collections long gone. This
experience. Additionally, a number of funding organisations are in touch with the project team provides an opportunity for the Trust to think imaginatively about how it tells the many stories
and the level of interest in the masterplan and the long-term vision is very encouraging. of the house. The Trust will work with partners to find innovative solutions to storytelling,
adopting cutting-edge techniques for a 21st century audience.
To maintain income while the house is under repair a number of logistical issues must be
addressed. The executive team is working closely with the design team and contractors to find The regeneration of the house and gardens will provide a much-needed community leisure
innovative ways of working around the challenges, including introducing hard-hat tours so that facility for the people of South Yorkshire, some of whom may not be familiar with heritage
visitors can engage with the work as it progresses. or the country house sector. The project provides an opportunity for harder-to-reach groups
to engage with heritage,
Rotherham is one of the most socially deprived be it through leisure use
of the site, work and
areas in Britain. This is beginning to change, but training programmes, the
events programme or
the demographic of the region is not the traditional
volunteering.
audience for large country houses. Our approach,
A phased approach to
therefore, must be bold and imaginative. the develpment of the
site will allow for public
The restoration will require workmanship of the highest standard in many heritage skills, but
access throughout the
long-term deprivation has resulted in a lack of an employable skilled workforce in the area. The
regeneration programme.
Trust is committed therefore to ensuring the project helps to reverse this trend by providing
opportunities for training. The development will help to establish a social hub for South Yorkshire, reinforcing Wentworth
Woodhouse in peoples’ hearts and minds and restoring a sense of local pride.
The house has been hidden for decades with little public or no public access. Our aim is to
rebuild a national and international profile. The support we have received from Rotherham As evidenced by other large community-led regeneration projects, this scheme will act as a
Metropolitan Borough Council and, more particularly, central government confirms how catalyst for further regeneration, boosting the local economy and attracting businesses which
significant this project is on the national and international stage. will support the new facilities we are creating.

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 The project will provide
opportunities for learning,
education and study.
Several projects are
already underway with
schools, colleges and
universities.
acknowledgements
Wentworth Woodhouse
will not be static, but a Wentworth Woodhouse Charles Rutherfoord Piers Sturridge
Preservation Trust would like to – Charles Rutherfoord Ltd – Piers Sturridge Consultancy
dynamic and inclusive thank the following people:
place of activity. The Trust Chatsworth House Trust Representatives of
His Royal Highness the The team at Historic England Barnsley Borough Council
will create world-class access arrangements, ensuring that everybody feels welcome. Prince of Wales
The team at the National Trust Elsecar Heritage Centre
The continuing restoration will always be part of the Wentworth Woodhouse experience, Patrons The Fitzwilliam Estate and The team at Great Places ‘WE’
encouraging repeat-visits as visitors see first-hand the skilled workmanship and high-quality Amenity Trust The Wentworth Woodhouse
Lady Juliet Tadgell
restoration taking place. The many Councillors and Garden/Landscape Group
Marcus Binney CBE
Oficers of Rotherham Metropolitan All who attended and contributed
Borough Council to the public consultation visits
TRUSTEES

WENTWORTH WOODHOUSE
The Rockingham Arms, Wentworth
Julie Kenny CBE AND THE FOLLOWING
The 12th Duke of Devonshire
BELONGS TO YOU TOO
Simon Cope and Eddie Hoare
KVCO, CBE, DL
– Events Management Consultancy Sincere thanks to all of the
Sir Philip Naylor-Leyland Bt Owners, Management Teams and
The Airey Family – Staff at the following sites:
James Berry – Wentworth Garden Centre
The Wentworth Woodhouse Preservation Trust is now ready to move forward with the Dumfries House
Simon Alexander Carr James Hervey Bathurst CBE Chatsworth House
development of this incredibly exciting project. Implementation of the masterplan over the – Historic Houses Association
Timothy Cooke OBE Hodsock Priory Gardens
next 2-3 decades will provide visitors with an opportunity to engage with the historic features,
Rachel Cowper John Connolly
buildings and gardens at Wentworth in innovative and diverse ways, providing intellectual Welbeck Abbey
– RNN Group
access for all, not just the few. Promoting opportunities for learning, training, upskilling, Martin Drury CBE New Lanark Mill
Dr Friedrike Drinkuth
academic study and work experience. Keith Ronald Knight – Palaces and Gardens in Hopetoun House
John Merlin Waterson CBE Mecklenburg Western-Pomerania The Engine Shed
Broughton Hall
The projects undertaken will create new jobs whilst helping The staff and volunteers at
Robin Dundas, Earl of Ronaldshay
Ripley Castle
Wentworth Woodhouse Charlotte and Chris Foster
to retain others in construction and heritage skills. David Hunton
Nostell Priory
THE MASTERPLANNING TEAM – Wentworth Parish Council Aske Hall (Zetland Estate)
New opportunities will also be created in tourism, project-management, marketing and the Alnwick Castle
Sarah Dowd and Kim Stabler Kit Martin CBE
service industries. Volunteers of all ages and abilities will be drawn out of social isolation, – Tricolor Harewood House
made to feel part of a working community and given Janice Middleton
David Trevis-Smith – Wentworth Village Community Blenheim Palace
the chance to feel valued. New businesses will thrive at – DTS Solutions Association Castle Howard
4,097,186 adults aged 15+ Wentworth Woodhouse.
Chris Cotton and Claire Atul Patel Auckland Castle
live within a 60 minute Humphries – National Heritage Memorial Fund
drive time of Wentworth. Wentworth Woodhouse will help to define Rotherham – Purcell Architects & Heritage Lottery Fund
as a destination of choice, a place people are proud Giles Proctor Andrew Rose
to be associated with. Through investment, innovative thinking and an audience-focused – Historic England – The West Mill, Derby
approach, Wentworth Woodhouse will be a testament to the grit and fortitude of a region that
has changed radically over the last century. It will be a beacon for learning. For new approaches
to integrating heritage and business. It will be an iconic reminder of the passion, pride and
power of the people who pulled together to make this happen.

We hope you will join us on this journey.

sarah mcleod
chief executive
F O R F U R T H E R I N F O R M AT I O N E M A I L :
[email protected]

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 OUR CORE VALUES
regeneration
Always attaining to the very highest conservation standards to protect and
restore the site, its buildings, structures and landscape through balanced
and appropriate re-use, inding creative solutions leading to an economically
sustainable future.

engagement
Engage with, listen to and work with local communities and wider
audiences. Engaging hearts and minds to celebrate the site as an asset to
the region and the nation. Offering a positive long-term contribution to the
economic and social life of local communities and acting as a tourist driver
for Rotherham and the wider tourist offer.

OPPORTUNITIES
Using Wentworth Woodhouse as a remarkable heritage asset to provide
multiple year-round opportunities for the advancement of skills, education
and life-long learning by way of training, work experience, volunteering
and employment, whilst enhancing knowledge through scholarship and
academic research.

WORKING RELaTIONSHIPS
To work with the Fitzwilliam Wentworth Amenity Trust to ensure
that Wentworth Woodhouse, comprising the house, gardens, park
and monuments, is preserved as an entity, for the beneit of the local
community and the nation.

PaRTNERSHIPS
To develop appropriate partnerships with others including stakeholders
who share our values and subscribe to our long-term vision.

reaCH NEW aUDIENCES

To provide a world class, inspirational and enjoyable experience for all, with
equality and diversity as key drivers of our audience development plan.

ENTREPRENEURIaL SPIRIT
To operate a creative and solutions focussed business with commercial lare
whilst always seeking to deliver our charitable objectives.

Professionalism
To operate with openness and transparency, promoting best practice,
behaving professionally and acting respectfully towards others at all times.

CaRING FOR OUR ENVIRONMENT

Be committed to sustainable policies and practices. Environmental concerns
are essential to our decision making. We understand the value of acting
in an environmentally responsible way to minimise the impact on the
environment from our operations.

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National
Trust
October 2018 © Tricolor Limited

DISCLAIMER. These participant or activity projections are indicative only and are not to be relied upon by any third party. The
projections are based on a series of assumptions, which may or may not be achieved. All information, analysis and recommendations
made for clients by Tricolor Ltd are made in good faith and represent Tricolor’s professional judgement on the basis of information
obtained from the client and elsewhere during the course of the assignment. However, since the achievement of recommendations,
forecasts and valuations depends on factors outside Tricolor’s control, no statement made by Tricolor Ltd may be deemed in any
circumstances to be a representation, undertaking or warranty, and Tricolor Ltd cannot accept any liability should such statements
prove to be inaccurate or based on incorrect premises. In particular, and without limiting the generality of the foregoing, any
projections, financial or otherwise, in this report are intended only to illustrate particular points of argument and do not constitute
forecasts of actual performance.

This report should not be copied or distributed to any third parties without the express written permission of the Wentworth Woodhouse
Preservation Trust due to the confidential nature and commercial sensitivity of some of the information contained within this
document.
 2.3 Previous Planning Applications ............................................... 19
Table of Contents 2.4 Green Book Appraisal............................................................... 20
SECTION ONE: THE WENTWORTH WOODHOUSE PRESERVATION
2.4.1 The Four Pillars...................................................................... 20
TRUST ........................................................................................................1
2.4.2 Strategic Case..................................................................... 21
Summary .............................................................................................1
2.4.3 Economic Case................................................................... 22
1.1 Introduction ..................................................................................1
2.4.4 Commercial Case .............................................................. 23
1.1.1 Purpose of the Masterplan ..................................................3
2.4.5 Financial Case..................................................................... 24
1.2 Structure and Operation of the Trust .......................................4
2.4.6 Management Case ............................................................ 25
1.2.1 Patrons and Trustees .............................................................4
2.5 Income generation and current business model ................. 26
1.2.2 Strategic Advisors ..................................................................4
SECTION THREE: STRATEGIC BACKGROUND..................................... 28
1.2.3 Additional Board Experience ..............................................5
Summary ........................................................................................... 28
1.2.4 Governance Structure .........................................................5
3.1 The Historic Environment ........................................................... 28
1.2.5 Masterplanning Project Team .............................................7
3.1.1 Designated heritage assets............................................... 28
1.3 WWPT achievements..................................................................7
3.1.2 Conservation Management Plan..................................... 31
1.3.1 Funding ...................................................................................7
3.1.3 Landscape Management Plan ........................................ 34
1.3.2 Visitor Programme .................................................................8
3.2 The Fitzwilliam Wentworth Estate and Fitzwilliam Wentworth
1.4 WWPT strategic objectives .......................................................10
Amenity Trust .................................................................................... 35
1.4.1 Core Values .........................................................................10
3.2.1 History ................................................................................... 35
1.4.2 Purpose .................................................................................11
3.2.2 The Fitzwilliam Wentworth Amenity Trust.......................... 36
SECTION TWO: DEVELOPMENT OF THE MASTERPLAN ......................12
3.2.3 Maps of Landholding ......................................................... 37
Summary ...........................................................................................12
3.3 Wentworth Village ..................................................................... 37
2.1 History of Wentworth Woodhouse ...........................................12
3.3.1 Background ......................................................................... 37
2.2 Deed of Covenant ....................................................................15
3.3.2 Demographics of Wentworth ........................................... 38
2.2.1 Deed Clauses ......................................................................15
3.3.3 Amenities ............................................................................. 40
2.2.2 2017 Schedule .....................................................................18

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 3.4 Rotherham ..................................................................................41 4.2 Comparators .............................................................................. 73
3.4.1 Background .........................................................................41 4.2.1 Case study site visits............................................................ 73
3.4.2 Demographics of Rotherham ...........................................41 4.2.2 Historic Houses in Yorkshire and North Derbyshire .......... 77
3.5 Local, Regional and National Policies ....................................43 4.2.3 Residential Property Research .......................................... 80
3.5.1 Council Plan and The Rotherham Plan ............................43 4.2.4 Commercial Property Comparators ................................ 81
3.5.2 Local Plan Core Strategy ...................................................44 4.2.5 Hotels and Holiday Let Research ..................................... 83
3.5.3 Local Plan Sites and Policies ..............................................49 4.2.6 Weddings ............................................................................. 84
3.5.4 Rotherham Housing Strategy.............................................50 4.3 Stakeholder and public consultation ..................................... 85
3.5.5 Rotherham Economic Growth Plan .................................51 4.3.1 Consultation Plan and methodology .............................. 85
3.5.6 Local Enterprise Partnership..............................................52 4.3.2 Key Stakeholder Consultation Summary ......................... 86
3.5.7 Adjacent Authorities ...........................................................53 4.3.3 General Public Survey ........................................................ 93
3.5.8 National policy ...............................................................54 4.3.4 Public Open Day ................................................................ 97
3.6 Cultural, Tourism and Heritage context ..................................55 4.4 TOWS ANALYSIS ........................................................................ 101
3.6.1 Domestic tourism in Yorkshire ............................................55 4.5 Market Positioning ................................................................... 104
3.6.2 International tourism to Yorkshire ......................................56 4.5.1 Positioning Statements – by Audience .......................... 104
3.6.3 ‘Welcome to Yorkshire’ - Destination Management SECTION FIVE: PROJECT VISION ....................................................... 106
Organisation .................................................................................56 Summary ......................................................................................... 106
3.6.4 Elsecar Heritage Action Zone ............................................56 5.1 What is Masterplanning? ........................................................ 106
3.6.5 Great Place Scheme ..........................................................58 5.2 Visioning Principles .................................................................. 106
3.6.6 Rotherham cultural and tourism objectives ....................58 5.3 Impact....................................................................................... 107
SECTION FOUR: MARKET APPRAISAL AND CONSULTATION ............60 5.3.1 Heritage Impacts .............................................................. 107
Summary ...........................................................................................60 5.3.2 Access Impacts ................................................................. 107
4.1 Audiences ...................................................................................62 5.3.3 Economic Impacts ........................................................... 108
4.1.1 Current Audiences ..............................................................62 5.3.4 Construction Jobs and Training Opportunities ............. 109

Masterplan by tricolorassociates.co.uk
 5.3.5 Operational Employment ................................................110 7.1.5 Wentworth Woodhouse Shop ......................................... 141
5.3.6 Community, Social & Environmental Impacts ..............111 7.1.6 Wentworth Woodhouse Catering/Cafe Income ......... 141
SECTION SIX: The Masterplan ...........................................................112 7.1.7 Commercial Units.............................................................. 142
Summary .........................................................................................112 7.1.8 Event Accommodation ................................................... 147
6.1 Spatial planning .......................................................................113 7.1.9 Holiday Accommodation................................................ 150
6.1.1 Methodology .....................................................................113 7.1.10 Leisure Courses ................................................................ 151
6.1.2 Spatial Planning Options ..................................................114 7.2 Financial Models – the Toolkit ................................................ 152
6.1.3 Preferred Options ..............................................................115 7.2.1 Objectives .......................................................................... 152
6.1.4 Capital Costs .....................................................................125 7.2.2 Methodology..................................................................... 153
6.1.5 Car parking and traffic management...........................126 7.2.3. Overview of financial models ........................................ 154
6.2 Masterplan Programme ..........................................................126 7.3 Financial Contributions ........................................................... 156
6.2.1 Phase 1 – Camellia House ...............................................126 7.4 Fundraising Sources ................................................................. 160
6.2.2 Phase 2 – Mansion House (Part 1 – Visitor experience)126 7.4.1 Trusts and Foundations ..................................................... 161
6.2.3 Phase 3 - Stables ...............................................................127 7.4.2 Livery Companies ............................................................. 162
6.2.4 Phase 4 - Mansion House (Part 2 – Holiday 7.4.3 Government Funding ....................................................... 163
Accommodation) ......................................................................127 7.5 Section Summary ..................................................................... 164
6.3 Masterplan policies .................................................................129 SECTION 8: GOVERNANCE, MANAGEMENT AND STAFF ............... 165
SECTION 7: FINANCIAL APPRAISAL ..................................................131 Summary ......................................................................................... 165
Summary .........................................................................................131 8.1 Staffing ...................................................................................... 166
7.1 Financial Assumptions .............................................................131 8.2 Operational Management .................................................... 172
7.1.1 Admission and Tours .........................................................132 8.3 Governance............................................................................. 173
7.1.2 Visitor Projections...............................................................132 SECTION 9: NEXT STEPS ...................................................................... 174
7.1.3 Events ..................................................................................135 Summary ......................................................................................... 174
7.1.4 Retail Units ..........................................................................140 9.1 Short-Term Next Steps ............................................................. 174

Masterplan by tricolorassociates.co.uk
 9.2 Medium Term Next Steps ........................................................175 11.3 Monitoring............................................................................ 185
SECTION 10: ASSESSING RISK.............................................................176 11.3.1 KPIs .................................................................................... 185
SECTION 11: MONITORING AND EVALUATION ...............................180 11.3.2 Qualitative Feedback .................................................... 186
11.1 Overall Project Evaluation .................................................180 11.3.3 Roles and Responsibilities .............................................. 186
11.2 Project Aims and Objectives .............................................184 BIBLIOGRAPHY ................................................................................... 187
11.2.1 Aims ...................................................................................184 APPENDICES ....................................................................................... 189
11.2.2 Objectives ........................................................................184
11.2.3 Evaluation Processes ......................................................185

Masterplan by tricolorassociates.co.uk
 educational establishments, including the Lady Mabel College
SECTION ONE: THE WENTWORTH WOODHOUSE and Sheffield University (then Sheffield Polytechnic). Private
investors have attempted to restore the property to its former
PRESERVATION TRUST
grandeur, but significant issues such as subsidence and water
Summary damage have had a substantial impact on the success of these
ventures.
The Wentworth Woodhouse Preservation Trust is committed to
delivering an innovative programme of mixed-use regeneration
Upon their purchase of Wentworth Woodhouse, WWPT applied to
at Wentworth Woodhouse. Using only the highest standards of
the Department for Culture, Media and Sport for financial
conservation workmanship, the Trust will create a fully inclusive
assistance to undertake roof and other emergency repairs. This
world-class visitor offer of exceptional quality whilst providing
request was granted, the £7.6 million grant is currently in the
training, work experience and job opportunities for the
process of being discharged and the urgent works are
communities of South Yorkshire.
underway.
Wentworth Woodhouse is a Grade 1 listed country house situated
The organisational background and structure at Wentworth
in the village of Wentworth, near Rotherham, South Yorkshire. The
Woodhouse is a strong base from which the project can progress.
Mansion House dates from the early 18th century and sits within 87
The experience and calibre of the Trustees will provide a stable
acres of gardens and grounds.
base for decision making.
The House is now owned by Wentworth Woodhouse Preservation
Trust (“WWPT”) who purchased the property in 2017. The Trustees
1.1 Introduction
of WWPT are experienced at operating both successful
Wentworth Woodhouse is a Grade 1 listed country house in the
businesses and historic visitor attractions and have ambitious
village of Wentworth, near Rotherham, South Yorkshire. The
plans to put the Mansion House, Stables and Riding School,
present Wentworth Woodhouse was built from the early 18th
Camellia House and gardens at the heart of Rotherham’s future
century for Thomas Watson-Wentworth, 1st Marquis of
development.
Rockingham. It sits within some 80 acres of gardens and grounds,
with extensive views over historic parkland.
Wentworth Woodhouse is one of the finest and largest country
houses in the UK but was devastated by death duties, resulting in
The Mansion House has an extraordinary Palladian frontage,
the family selling many of the Mansion House’s original fixtures
some 185m in length, with 25 elaborate staterooms designed and
and furnishings. The property has been used by a variety of
created by notable architects such as Henry Flitcroft, John Carr,
1
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James Stuart, James Gibbs, Joseph Nollekens and John Fisher. ● Essential works to preserve the most vulnerable parts of the
The contemporary Stable Block and Riding School, also by John House for the winter months of 2017/18
Carr, is similarly listed Grade 1, with the 19th century Camellia ● Other substantive repairs to the House, Stable Block and
House (Grade II*) and some 1970s educational buildings also on Riding School
the site. ● Repairs to roof surfaces and rainwater disposal systems.
● Urgent repairs to masonry
The Wentworth Woodhouse Preservation Trust (WWPT) was ● Repairs to internal staircases
established in 2013. The overarching purpose of the Trust is in ● Floor and ceiling repairs
securing the future of Wentworth Woodhouse for the public ● Plaster stabilisation
benefit. In particular: ● For repaired areas to be brought into income generation
uses, not just repaired and mothballed.
1. To preserve the House and grounds on a long-term
sustainable basis with extensive public opening; A Green Book Appraisal, completed in April 2017, was required to
2. To find sustainable and sympathetic uses for those parts comply with DCMS grant conditions. The Green Book estimated
of the property not open to the public; that the costs of totally renovating Wentworth Woodhouse could
3. To raise funds both for acquisition and repairs and other be in the region of £42m, but current thinking suggests they are
essential works. more likely to be in excess of £100m.

Since 2015, the WWPT has worked closely with the Department The Green Book is a forerunner to this Masterplan and is discussed
for Culture, Media and Sport (DCMS) in securing financial support in more detail at section 3.1.2. However, key information from
and heritage advice to allow for the acquisition, conservation that assessment runs throughout this report.
and transformation of the House. The Trust eventually purchased
the Mansion House, Stable Block, Camellia House and While some parts of Wentworth Woodhouse are well preserved
educational buildings from the Newbold family in March 2017, on and have been well cared for, other parts of the site are almost
behalf of the nation. completely derelict. The size of the site, coupled with the wide
range in the condition of the internal rooms of the Mansion
As part of HM Treasury’s financial support, in the Autumn House, will require a programme of phased work to realise its full
Statement of 2016, the Chancellor of the Exchequer agreed on a potential.
grant in the sum of £7.6m (£7.2m of which is just for repairs). The
immediate works to be covered by the grant are:

2
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The WWPT has commissioned this Masterplan to ensure that the includes an analysis of current and potential audiences,
long-term vision of the site continues for the duration of suggesting where target markets could lie. A full market appraisal
conservation and renovation works and beyond. is included, which looks at comparators and competitors for a
number of potential income streams, such as accommodation,
commercial lets and events. This section also discusses the results
1.1.1 Purpose of the Masterplan of extensive stakeholder and public surveys on current attitudes
This Masterplan will provide the strategic framework for the 25- towards Wentworth Woodhouse and what would attract future
year development of Wentworth Woodhouse. It has been audiences. We also include a TOWS, which is a strategic and
developed through a collaborative process between the Trust, outward-facing strengths and weaknesses assessment in light of
key stakeholders, partners, approving bodies and specialist opportunities and threats. It also covers the overall brand and
consultants. image for Wentworth Woodhouse.

This section (Section 1) establishes the organisational structure The next two sections (Sections 5 and 6) of the document outline
and governance of the Wentworth Woodhouse Preservation Trust the Masterplan, starting with the project vision. Section 6 is the
and their strategic vision, aims and objectives for Wentworth. Masterplan itself, the conclusion of the preceding research. This
includes architectural plans, critical path analysis and policies for
The development of the Masterplan is outlined in Section 2. This the WWPT to adopt to ensure their values and objectives are
includes a brief history of the House, the current Deed of carried through later decision making.
Covenants, and a detailed description of the key documents
that have shaped the development of the Masterplan, such as Section 7 details the financial assumptions on all potential
the 2017 Green Book prepared by SQW. The current business income streams that are used in creating the financial model for
plan is also discussed. how the site might operate.

The strategic context of the project and area is provided in The remaining sections, Sections 8, 9 and 10, suggest ways of
Section 3. This section covers the nature of the historic assets on delivering the Masterplan, such as an organisational structure,
the site and their significance, the Fitzwilliam Wentworth Estate, governance, risks and monitoring and evaluation.
and the history and demographics of Wentworth village and
Rotherham. The local, regional and national policy context is also Central to the whole document are the themes of income
discussed, along with regional cultural and tourism strategies. generation and partnership. These aspects do not have their own
Section 4 assesses the potential market and audiences that a separate sections as they are integral to every stage of the
regenerated Wentworth Woodhouse could meet. This section Masterplan.
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 interiors: the Duke of Devonshire, Lady Juliet Tadgell, Merlin
Waterson, Martin Drury, Keith Knight, Marcus Binney
1.2 Structure and Operation of the Trust
The Wentworth Woodhouse Preservation Trust is a charitable ● Management of major projects and private sector
company limited by guarantee established to secure a long-term business leadership: Julie Kenny, Timothy Cooke, Simon
future for Wentworth Woodhouse. The WWPT charity number is Carr, Keith Knight
1155374 and the company number is 08809187.
● Catering and events management: the Duke of
1.2.1 Patrons and Trustees
Devonshire, Julie Kenny, Timothy Cooke
The current Patrons of WWPT are:
● Lady Juliet Tadgell;
● Financial management: Timothy Cooke, Simon Carr, Julie
● Marcus Binney CBE
Kenny

Trustees of WWPT are:

● Estate management: Duke of Devonshire, Sir Philip Naylor-
● Julie Kenny CBE (Chair);
Leyland
● James Berry;
● Simon Carr;
● Fund-raising: Martin Drury and Timothy Cooke
● Timothy Cooke OBE;
● Rachel Cowper;
● Legal Advice: Rachel Cowper, James Berry
● Peregrine Cavendish, 12th Duke of Devonshire;
● Martin Drury CBE;
● Keith Knight; 1.2.2 Strategic Advisors
● Sir Philip Naylor-Leyland; WWPT have secured ongoing specialist professional advice from
● Merlin Waterson CBE; the following individuals and organisations:

The Board also have a range of skills and experience in ● Marcus Binney of SAVE Britain’s Heritage, an architectural
managing historic properties: historian and fundraiser;
● Kit Martin, who has overseen the restoration of many
● The opening of historic houses, curatorship and historic country buildings;
conservation, architecture and experience of historic ● Roger Tempest who developed and delivered events and
business space at Broughton Hall, Yorkshire;
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 ● Robert Dalgliesh and Anthony Barber-Lomax, who implementation of the Masterplan, including staffing and
represent the Fitzwilliam Wentworth Estate, Milton operations.
(Peterborough) Estates and the Fitzwilliam Wentworth
Amenity Trust; An organogram of the staffing is included below.
● Christopher Tadgell, architectural historian;
● David Trevis-Smith, DTS Solutions, heritage project
organisers;
● Purcell, specialist architects in heritage conservation;
● Rex Procter and Partners, cost consultants;
● Law firms Currey & Co, and Irwin Mitchell;
● Tricolor Associates, heritage consultants.

1.2.3 Additional Board Experience

The Trust is going through the process of appointing additional
Board members with financial expertise and a Young Person with
particular skills in social media and youth engagement.

1.2.4 Governance Structure

The Wentworth Woodhouse Preservation Trust are the owners of
Wentworth Woodhouse. They are responsible for the strategy of
the House, and the overall success of the project. WWPT oversaw
the appointment of Sarah Mcleod as the CEO in 2017. She is
responsible for the strategic management of the House and

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 Image: Governance and staffing structure of Wentworth Woodhouse Preservation Trust

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1.2.5 Masterplanning Project Team
The Masterplanning Team for this project includes: Funder Grant Amount

● Julie Kenny (Wentworth Woodhouse Preservation Trust - National Heritage Memorial Fund (NHMF) £3,575,000
Trustee) The Monument Trust £2,200,000
● Sarah Mcleod (Wentworth Woodhouse Preservation Trust -
CEO) The Art Fund £200,000
● David Trevis-Smith (DTS Solutions, Project Organiser) The JP Getty Jnr Charitable Trust £500,000
● Charles Rutherfoord (Charles Rutherfoord Landscape
Architect) Sir Siegmund Warburg’s Voluntary Settlement £500,000
● Giles Proctor (Heritage at Risk Team, Historic England) An anonymous donor (£100k) and other £125,000
● Anthony Barber-Lomax (Fitzwilliam Wentworth Estate) contributions

Total £7,100,000
Specialist advisors and contractors on the Masterplanning project
include:

● Purcell (Chris Cotton and Claire Humphrey)

● Tricolor & Perfect Moment (Sarah Dowd, Kim Stabler, John
Lancaster and Emma Shirtcliffe)

Additional specialist consultation has included:

● Andrew Rose (Weddings)

● Simon Cope and Eddy Hoare (E+M+C)

1.3 WWPT achievements

1.3.1 Funding
In order to purchase the property in April 2017, the following
grants were received by WWPT:

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Since the purchase of the property was agreed, the following Historic £25,000 To support
grants were received for the ongoing restoration and England Masterplanning
transformation of Wentworth Woodhouse:
The Monument £30,000 + £4,000 Restoration of fixture
Trust and fittings and the
purchase of historic
items for the Mansion
Funder Grant Amount Conditions of Grant
House
HM Treasury £7,600,000 For emergency
The Monument £250,000 For revenue costs
remedial works,
Trust
including project
management, to be
Architectural £25,000 Towards immediate
distributed through
Heritage Fund expenses, including
Historic England.
(AHF) short-term project
management and part-
National Trust £750,000 The financial part of this
funding the Green Book
(£250,000 p.a. for 3 support package is
Appraisal.
years) revenue for staff costs
relating to the visitor
attraction. Additional
support is given by the 1.3.2 Visitor Programme
provision of specialist
The WWPT inherited an events programme and visitor offer with
advice.
the purchase of the property which has since been delivered. In
Heritage £222,700 For the purposes of parallel, the Trust is developing an exciting new offer for 2018
Lottery Fund covering salary costs of onwards.
(HLF) – CEO and Business and
Resilience Finance Manager and
Grant 1 the costs of a Events undertaken have included:
governance review. ● A range of regular tours of the property
● Outdoor tours and walks
Heritage £227,100 For the purposes of
Lottery Fund covering salary costs for ● Themed evenings
(HLF) – 2 years of Commercial ● Music recitals
Resilience Operations Manager ● Weddings
Grant 2 and Marketing Officer
and associated ● Book signings
marketing budget ● Car Fairs
● Christmas Programme

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 Image from Welcome to Yorkshire, https://yorkshire.app.box.com
These projects have grown in interest and popularity since the
site was opened, with Facebook proving to be an important tool The land art worked every well: within five minutes of the display
for the publicising of upcoming events and activities. being broadcast the tour booking lines rang non-stop with
people making enquiries and bookings, which continued for a
The events programme being developed by the WWPT is proving further 3 days.
popular and are varied and of high quality with excellent
attendance. In addition to outdoor film nights and theatre Music Festival
performances, recent highlights include: The Wentworth Music Festival is now in its 2nd year and is hosted
by third-party organisers Toby Foster and Steve White and an
Tour de Yorkshire land art external events team. The Festival attracted just under 3,000
2018 saw the Tour de Yorkshire come through Elsecar and visitors in 2018, 300 more than the previous year.
Wentworth villages with Wentworth Woodhouse given a 3-minute
TV slot during the broadcast of both the men’s and women’s The Music Festival is aimed at local families and those with slightly
races. Working with the HLF funded Great Places Team, the more disposable income. Its aims are for people to engage with
WWPT commissioned three land artists to interpret the story of acts of a varied notability, some were well-known acts from past
Wentworth Woodhouse. The ‘confetti’ land art took just over decades and others were a mix of local and up and coming
three weeks to complete. The aim was to engage the public who artists. All of the performances were well received, and the event
would see it on TV with the House. was very well executed.

WWPT are planning to run the third event in 2019, hoping to have
positive feedback again and begin to develop ways to increase
profit and reduce deficit.

Man Engine
Man Engine was another event which was planned and funded
by the Great Places Scheme, in June 2018. The aim of the event
was to bring Cornwall’s extravagant show, ‘Man Engine’, to
Yorkshire and also put on an event which would engage the
entire community surrounding it. To assist with this the ticket prices

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were set at the lowest possible price, £5 per adult and £20 a contribution to the economic and social life of local communities
family. and acting as a driver for Rotherham and the wider tourist offer.

This worked very well with over 2500 visitors attending the event Opportunities
and giving some of the most positive feedback any event at the Using Wentworth Woodhouse as a remarkable heritage asset to
Mansion House has ever received. provide multiple year-round opportunities for the advancement
of skills, education and lifelong learning by way of training, work
The event ran similar to a 1940s vintage event, with traditional experience, volunteering and employment, whilst enhancing
entertainment and shows, this was all received positively and was knowledge through scholarship and academic research.
a fantastic build-up to the main show of Man Engine. The show
was big and loud but also emotionally moving. Although the Working Relationships
event ran at a loss, it has provided valuable lessons and will act To work with the Fitzwilliam Wentworth Amenity Trust to ensure
as the building blocks for future events of a similar scale. that Wentworth Woodhouse, comprising the Mansion House,
gardens, park and monuments, is preserved as an entity, for the
1.4 WWPT strategic objectives benefit of the local community and the Nation.

1.4.1 Core Values

Partnerships
The Trust has established their core values, which are being used
To develop appropriate partnerships with others including
as the overall strategic objectives for the masterplanning project.
stakeholders who share our values and subscribe to our long-term
The core values are:
vision.

Regeneration
Reach New Audiences
Always attaining to the very highest conservation standards to
To provide a world-class, inspirational and enjoyable experience
protect and restore the site, its buildings, structures and
for all, with equality and diversity as key drivers of our audience
landscape. through balanced and appropriate reuse, finding
development plan.
creative solutions leading to an economically sustainable future.

Entrepreneurial Spirit
Engagement
To operate a creative and solutions focussed business with
To engage with, listen to and work with local communities.
commercial flare whilst always seeking to deliver our charitable
Engaging hearts and minds to celebrate the site as an asset to
objectives.
the region and the nation. offering a positive long-term

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Professionalism
To operate with openness and transparency, promoting best
practice, behaving professionally and acting respectfully
towards others at all times.

Caring for the Environment

Be committed to sustainable policies and practices.

1.4.2 Purpose
The objects of the Wentworth Woodhouse Preservation Trust state
that the Trust exists:

“To acquire and preserve for the benefit of the Nation the whole
or any part of the buildings, grounds and surrounding land known
as Wentworth Woodhouse in the Metropolitan Borough of
Rotherham and which are of special historical, architectural and
constructional Heritage and interest (“the Building”) together
with such fixtures, fittings, furniture, pictures and other chattels
(“the Contents”) as are contained within or form part of the
Building and which are in their own right or by association with
the Building objects of particular historical, architectural or artistic
interest.”

The Masterplan will help the WWPT achieve its objective of

preserving the Wentworth site by developing a sustainable
mixed-used business model.

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SECTION TWO: DEVELOPMENT OF THE demonstrate how the two organisations are working
together to support and promote the local community.
MASTERPLAN
● The Deed of Covenants direct operational and land uses
Summary which have been agreed by the WWPT and the Fitzwilliam
This section outlines the historic journey taken by WWPT to reach Wentworth Estate; any variations need to be formally
the point of developing a Masterplan for the Wentworth discussed and agreed.
Woodhouse site.
● The Green Book appraisal created by SQW which outlines
This Masterplan provides a strategic framework for the the Strategic, Economic, Commercial, Financial, and
development of Wentworth Woodhouse to assist WWPT in Management cases for the Mansion House is still valid,
achieving the following vision. It has been developed through a particularly the philosophy for a ‘mixed-use’ model at
collaborative process between the Trust, key stakeholders, Wentworth Woodhouse, which is also central to the
partners, approving bodies and specialist consultants. approach outlined within this Masterplan.

A considerable amount of work had already been undertaken ● The Four Pillars explained in the Green Book Appraisal form
by SQW and other agencies to assess the viability of the the central income generation activities explored within
Wentworth Woodhouse project in the short term. This Masterplan, this Masterplan, however, the financial models are further
however, takes a more long-term view, exploring the developed and applied within this document.
opportunities for growth and development over the next 25
years.

The main assumptions from these documents that have informed 2.1 History of Wentworth Woodhouse
the development of the Masterplan are: Wentworth Woodhouse is one of the finest and grandest
Georgian houses in England. A formidable mansion, it was one of
● Wentworth Woodhouse has a unique story, and its history the most expensive ever built and ranks amongst Britain’s largest
and heritage are important to regional, national and and most important country houses.
international audiences.
Originally recorded in the Doomsday book, the land at
● The historic separation of the Mansion House from the ‘Winteworth’ was mainly pastoral. The first house on the site was
wider estate is as much a part of Wentworth Woodhouse’s not built until c. 1630 by the 1st Earl of Strafford. No clear pictorial
story as any other. Now, however, the story must illustrations of this original house exist, although some structures

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are listed as being ‘Wentworth’ in paintings from the time, it is innovative metal feeding racks in several ground floor rooms in,
unlikely that these are accurate representations. 1 or near, the North Range.

The original Mansion House was left to Thomas Watson- The 2nd Marquis went on to become Prime Minister, twice,
Wentworth, the 1st Marquis of Rockingham, in 1723. He successfully turning the Mansion House into a Whig centre of
redeveloped the estate with the present Wentworth Woodhouse influence. Whilst his father was responsible for many of the
as the primary building and historic core. architectural schemes at Wentworth Woodhouse, it was Charles
who undertook most of the interior alterations to the Mansion
The elaborate West Front, with its colourful Baroque stylings and a House. He oversaw its transformation from a cold and austere
more domestic scale, was considered out of fashion by 1730 Palladian masterpiece to an extravagant, fashionable and
when a more extensive building project was started on the East elegant House.3
Front. The imposing and sober Palladian style was popular at the
beginning of the 18th century and appears to show the change The House was inherited by the 4th Earl Fitzwilliam, nephew of the
in ambition and direction of Thomas Watson-Wentworth during 2nd Marquis of Rockingham, in 1782. He is most known for his
this time. addition of further stories to each of the wings of the Mansion
House. In 1782 the old Stables were finally taken down, at the
His son, Charles Watson-Wentworth, the 2nd Marquis of request of the 4th Earl, who continued to use John Carr, who had
Rockingham (1750 - 1782), followed in his father’s footsteps by now established himself as the Estate’s architect4.
continuing the work on the Mansion House, although he
favoured alteration, rather than rebuilding. He had a keen The Mansion House stayed within the family line of the 4th Earl of
interest in architecture and classicism, going on to purchase a Fitzwilliam, enduring the first and second world wars. In the early
number of busts and statues in this style 2. The 2nd Marquis was 1940s, the East Front was used by the Intelligence Corps, and the
instrumental in the design of a Palladian Stables and Riding family retreated to the West Front 5.
School, for which he commissioned John Carr. Built on a grand
scale the Stables retain evidence of the original stalls and After the war, part of the Mansion House, the parkland, Stables,
Riding School and Mews Court were leased to the Local

1 Denton, L. (2009) The History of Wentworth Woodhouse, Rural Solutions, 4 Denton, L. (2009) The History of Wentworth Woodhouse, Rural Solutions,
pp.8-10. p.48.
2 Denton, L. (2009) The History of Wentworth Woodhouse, Rural Solutions, 5 Denton, L. (2009) The History of Wentworth Woodhouse, Rural Solutions,

p.34. p..68
3 Denton, L. (2009) The History of Wentworth Woodhouse, Rural Solutions,

p.38.
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Education Authority for use as a teacher training college, Wentworth Estates were a significant employer, developer and
resulting in huge alterations to the interior of the North Wing in philanthropic entity, both within the Mansion House, lands and
particular. The Fitzwilliam family remained in residence in the mining interests. Many of the surrounding villages and mining
West Front of the Mansion House. communities were dependent upon the Estate, and the
influential and notable guests who visited Wentworth also
As part of the Lady Mabel College for Physical Education, in the contribute to its story. Coal mining shaped the social and
early 1970s, a number of ancillary buildings were erected to the economic history of the Estate, leading in the 19th and 20th
north of the Stables and Mews Court, including a swimming pool centuries to the development of Wentworth village and other
and dormitories. In 1979 the college closed, and the lease was communities, and a key contributor to the family’s income. The
taken over by Sheffield City Polytechnic, who moved out in 1986 open cast mining and quarrying on the Estate in the mid-20th
and surrendered the lease to the Fitzwilliam Wentworth Estate. century has left a permanent legacy on the House and gardens.

Wentworth Woodhouse remained in the hands of the Fitzwilliam The relationship between the ‘Big House’ and Wentworth village
family until 1989, when the Mansion House, associated buildings is a significant one. The two have a historic dependency, in that
and surrounding parkland was sold to Mr Wensley Haydon-Baillie the people living in the village worked in the Mansion House,
for use as a private residence and grounds. In turn, it was gardens and mines, and conversely, the House could not have
purchased by the Newbold family in 1999, until it was sold to functioned as it was intended without the base and support the
WWPT in 2017. village provided. There is an enormous sense of ownership
amongst the people of the village towards Wentworth
As with the Mansion House and main architectural elements Woodhouse and a huge enthusiasm to see it conserved and
across the site, the landscape also preserves many significant remain open to the public. It is a cherished heritage asset of
elements, including parts of an early 18th century garden and exceptional cultural importance and potential. In addition to the
pleasure grounds, a collection of mid-late 18th century Mansion House and Stables, the parkland is enjoyed by many
landscape structures and Repton influenced design features of residents in the local community and wider region who regularly
the late 18th / early 19th centuries. Together these represent the use the public footpath that runs through the park.
changing fashions of contemporary landscape design. 6

The history of Wentworth Woodhouse must also include the role

of the estate and family within the region. The Fitzwilliam

6 Wentworth Woodhouse Landscape Conservation Plan, Historic Landscape

Management, 2007, pp.34 - 35
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2.2 Deed of Covenant Mansion House) – there is no restriction about structures in the
The site is subject to a Deed of Certain Covenants and Related garden area on the west side of the Mansion House.
Arrangements Affecting Wentworth Woodhouse and Surrounding
Land, dated 24th March 2017 (Appendix 1). The Deed has been Access and parking arrangements are also detailed in the Deed.
signed by the Wentworth Woodhouse Preservation Trust, as both Of note is the commitment to the demolition of the 20th century
owners of the property and protected fittings and as Trustees of college buildings on the parkland, to the east of the main
the Wentworth Woodhouse Property Trust, and the Trustees of the entrance gate to the site.
Fitzwilliam Wentworth Amenity Trust (FWAT), the Trustees of the
Earl Fitzwilliam Charitable Trust (EFCT) and the Milton Also to note is the establishment of a liaison committee, required
(Peterborough) Estates Company (MPE). to meet a minimum of four times per year, consisting of
representatives of the WWPT and the Fitzwilliam Wentworth
The property remains subject to the 1989 Conveyance Amenity Trust, with others co-opted as required. This is a positive
Covenants, the Deed 1 Covenants and the Deed 2 Covenants, move in encouraging joint working and partnership between the
supplemented by the current Deed in order to accommodate two organisations.
the purposes and activities of the WWPT.
The most relevant Clauses to the development of the site and the
2.2.1 Deed Clauses preparation of the Masterplan are:
The Clauses and Schedules contained within the Deed of
Covenants provide considerable scope for the regeneration of 8 ACCESS
Wentworth Woodhouse as a mixed-use site, with ancillary 8.1 The Beneficiaries acknowledge that in order to operate in
supporting activities and events. The uses in the Deed include accordance with the Business Plan, WWPT requires improved road
overnight hotel accommodation, residential units, commercial access to the Property. Accordingly, it is agreed as follows:
lets and business units, artisan manufacturing, restaurants and 8.1.1 WWPT and FWAT [Fitzwilliam Wentworth Amenity Trust] shall
retail, as long as it can be demonstrated that the uses are in (or the Committee on their behalf shall) within three months of
the date hereof instruct jointly a consultant to report on the
support of the wider WWPT objectives of securing the
access and parking arrangements appropriate to the execution
preservation of Wentworth Woodhouse. Also included are
of the Business Plan, the consultant taking into account (inter
provisions for temporary structures for a maximum of 28 days in
alia) the following matters:
the year, such as marquees, tents and booths for weddings, fairs 8.1.1.1 the needs and amenity of residents of Wentworth
and other events. This restriction relates only to temporary village;
structures within the parkland (to the north of the main access 8.1.1.2 any possible disruption to the businesses in and
road, north of the Stables, and the open lawn east of the local to Wentworth village;
8.1.1.3 the use of the Beneficiaries' land;

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 8.1.1.4 the Business Plan;
8.1.1.5 visitors to Wentworth Village who are not visiting 10 DEMOLITION OF 20TH CENTURY CONSTRUCTIONS; BROWNFIELD
the Property, LAND RIGHTS
10.1 It is acknowledged there is a consensus between WWPT and FWAT
and WWPT shall pay 50% of the costs and the Beneficiaries the [Fitzwilliam Wentworth Amenity Trust] to demolish the 20th Century
other 50% of the cost of such report; and Buildings within five years from the date hereof so as to improve the
amenity of the Property.
8.1.2 WWPT and FWAT [Fitzwilliam Wentworth Amenity Trust] shall
use reasonable endeavours to agree a plan to improve access 10.2 It is further acknowledged by the parties that notwithstanding the
to the Property having regard for the recommendations set out consensus the Business Plan does not provide for WWPT funding the cost
in the consultant's report, referring to the Committee any of such demolition within the timescale at clause 10.1.
matters on which they disagree.
10.3 It is agreed between the parties that notwithstanding the five year
9 PARKING period referred to at clause 10.1 above and the rights of FWAT
9.1 Subject to WWPT using all reasonable endeavours to make [Fitzwilliam Wentworth Amenity Trust] at clause 10.5 there is no
alternative parking arrangements on land not forming part of the obligation on either WPPT or FWAT to undertake the said demolition
Parkland it is agreed that the 2017 Covenants are relaxed to permit the works.
following arrangements until the date being seven years from the date
of this agreement: 10.4 In the event WWPT have not commenced demolition of the 20th
9.1.1 to allow parking on the areas shown shaded blue, shaded Century Buildings within five years of the date hereof FWAT [Fitzwilliam
orange, and edged green and numbered 1, 2 and 3 Wentworth Amenity Trust] may arrange and carry out at its own cost the
respectively on the plan at Schedule 9 PROVIDED THAT the area demolition of the 20th Century Buildings (including the reinstatement of
numbered 2 shall only be used once the area numbered 1 has the site to parkland in accordance with FWAT's charitable objectives.
no further capacity and the area numbered 3 shall only be used For the avoidance of doubt, it is confirmed that FWAT may carry out
once the areas numbered 1 and 2 have no capacity; and any such demolition and reinstatement as to the whole or any part of
the 20th Century Buildings and may carry out such works in one phase
9.1.2 the area tinted brown on the plan at Schedule 9 may be or any number of phases at any time after five years from the date
used for the parking of disabled badge holder vehicles only. hereof and the rest of this clause shall be construed accordingly SAVE
THAT WWPT may veto the demolition by FWAT of any part of the 20th
9.2 It is agreed that WWPT will minimise the use of the area numbered 3 Century Buildings adjacent to the Stable Block (on the other side of the
for parking so far as is reasonably practicable. access road from the main group of 20th Century Buildings)).

9.3 Without prejudice to clause 9, the parties shall discuss and give due 10.5 Prior to demolition pursuant to clause 10.4 WWPT and FWAT
consideration to such recommendations concerning parking as may be [Fitzwilliam Wentworth Amenity Trust] will agree:
made from time to time by experts commissioned by the Committee.
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 10.5.1 in writing the specification for the demolition and brownfield planning rights relating to any part of the Property to be
reinstatement of the site of the 20th Century Buildings transferred to areas within the Property where development is permitted
("Demolition Works") both parties acting reasonably ("Demolition within the terms of the 2017 Covenants and/or this Deed (excluding for
Specification"); the avoidance of doubt anywhere in the Parkland).

10.5.2 the timing and Works programme of the Demolition Works 11 SIGNAGE
and the reasonable requirements of WWPT in respect of such The parties acknowledge that the current signage relating to the
works having regard to the reasonable business requirements of Property is inadequate for the activity contemplated by the Business
WWPT so as to minimise (so far as practicable) disruption of the Plan. Accordingly, the parties shall cooperate to procure the installation
business operated at the Property by or on behalf of WWPT of appropriate signage in the vicinity of the Property, in keeping with
("WWPT Requirements"); the historic environment and the amenity of Wentworth village and the
surrounding land, and more widely PROVIDED ALWAYS that, for the
10.5.3 prior to commencement of the Demolition Works WWPT avoidance of doubt, the Beneficiaries retain absolute discretion as to
will grant FWAT a licence to enter the Property to undertake the the location of any signage (if any) approved for locations outside the
Demolition Works pursuant to this clause 10 which licence shall Property.
include (inter alia) the following provisions:
10.5.3.1 an indemnity from FWAT indemnifying WWPT 12 LIAISON COMMITTEE
from or against any liability in respect of FWAT 12.1 A liaison committee ("Committee") shall be established in
undertaking the Demolition Works; accordance with the following provisions:
10.5.3.2 an obligation by FWAT to undertake the 12.1.1 the Committee shall be comprised of one person
Demolition Works in accordance with: nominated by WWPT and one person nominated by FWAT
10.5.3.2.1 the Demolition Specification; [Fitzwilliam Wentworth Amenity Trust], and up to two other
10.5.3.2.2 the WWPT Requirements; persons ("co-opted members") from time to time co-opted by
10.5.3.2.3 all statutory requirements and agreement of the persons nominated by FWAT and WWPT,
regulations; provided that a co-opted member may be removed from the
10.5.3.2.4 good working practices, and to Committee at any time by either WWPT or FWAT giving them
undertake the works in a good and workmanlike notice in writing;
manner
10.5.3.3 a requirement to make good in a reasonable time any 12.1.2 the purposes of the Committee shall be to act as a forum
damage caused to the Property or any neighbouring properties for discussion between the parties on any matter concerning
as a result of FWAT undertaking the Demolition Works such the Property, Wentworth village and the surrounding lands, to
making good to be to the reasonable satisfaction of WWPT. promote agreement on such matters, and to put forward
recommendations to the parties on operational and strategic
10.6 WWPT and FWAT [Fitzwilliam Wentworth Amenity Trust] shall issues; and
cooperate with each other to enable any accrued and/or accruing

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 12.1.3 the Committee shall meet on no fewer than four lettings to be for terms of no more than 20 years unless the
occasions in any calendar year. Beneficiaries give prior written consent to longer term leases
PROVIDED THAT the Beneficiaries consent cannot be
12.1.4 MPE [Milton (Peterborough) Estates Company] and EFCT unreasonably withheld in the event WWPT can establish to the
]Earl Fitzwilliam Charitable Trust] shall be given adequate reasonable and proper satisfaction of the Beneficiaries that the
advance notice of every meeting and each may by notice in granting of leases of more than 20 years (from time to time) will
writing nominate a person to attend all or any meetings to not fall within the scope of any legislation from time to time
represent their interests and the Committee shall have due which allows a tenant to exercise rights to enfranchise, acquire
regard for their interests as Beneficiaries and neighbours. a freehold, or obtain a lease extension (in each case whether
individually or collectively);
12.2 As a priority the Committee shall produce a strategy to address the
state of disrepair of the Bastion Wall, replacement of the Deer Fence, ii. in addition to (i) above part of the Property may be used for
and of repairs to the shared access road. the purpose of a hotel and/or the provision of rooms for
overnight accommodation in respect of functions, events or
facilities provided at the Property (up to a maximum of 50 rooms
2.2.2 2017 Schedule providing overnight accommodation) together with ancillary
Schedule 8 details the 2017 Covenants. These provide the broad leisure and guest facilities;
operational and capital works that the WWPT may be able to
take in developing the site as a sustainable venture. Clauses 2 - iii. in addition to (i) and (ii) above and (iv) below part of the
10 are reproduced below: Property may be used for commercial and retail purposes
(including without prejudice to the generality of the foregoing
2. Not at any time to use or permit or suffer the Property or any part the provision of conference facilities, restaurants and artisan
thereof to be used in any manner which is a legal nuisance to the manufacturing purposes) as are reasonably required by WWPT
Beneficiaries or the owners or occupiers of the Protected Lands. to sustain achieve and further the charitable objects of WWPT;

3. Not at any time to use or permit or suffer the Property to be used for iv. Provided further that uses usually provided by and ancillary to
residential use (other than as single private Residential Units occupied a historic visitor attraction and the use of Parkland for events
by single households) or the purposes of a hotel leisure centre sports and functions are permitted SUBJECT TO the restrictions
centre school college university hospital hospice nursing home contained in this deed.
convalescent home asylum religious centre or for manufacturing or
other industrial purposes or as a conference centre or offices other than 4. Not to erect any structures on the Parkland provided that:
ancillary to the actual use of the Property Provided that: i. the erection of Temporary Structures on the Parkland for no
i. part of the Property may be used for residential use by way of more than a total of 28 days in any one calendar year is
the provision of Residential Units for use as long-term long permitted; and
leasehold or short term residential or holiday lettings any such
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Masterplan by tricolorassociates.co.uk
 ii. the erection of cabins, kiosks and or ticket huts reasonably
required for the operation of the Property in accordance with 10. Not at any time to sever or permit or suffer the severance of any of
the Business Plan and as a visitor attraction is permitted provided the Protected Fittings (as defined in the 1989 Conveyance) from the
that the number design and size of such are approved in writing fabric of the Mansion House on the Property otherwise than temporarily
by the Beneficiaries (such approval not to be unreasonably for the purpose of protecting repairing cleaning or restoring the
withheld or delayed) Protected Fittings or exhibiting them elsewhere in the United Kingdom
for periods not exceeding six months.
5. Not to use the Parkland for car parking other than as permitted by
clause 9 of this agreement. 11. WWPT covenants with each of the Beneficiaries (for itself and its
successors in title) to enforce the tenant covenants (including without
6. Not to use the Parkland for the parking or storage of caravans other limitation the obligation to observe and perform the 2017 Covenants
than alongside any Temporary Structures on the Parkland for special insofar as such are applicable to the property demised by a Permitted
events on no more than a total of 28 days in any one calendar year. Lease or Permitted Development Lease) contained in any Excluded
Disposition or Permitted Development Lease.
7. Not to create any new hardstandings on the Parkland.

8. Not to alter the external appearance of the Elevations of the Historic 2.3 Previous Planning Applications
Buildings. The Wentworth Woodhouse Preservation Trust has been granted
3 separate Planning Permission / Listed Building Consent
9. a. Subject to 8 b below not to make a Disposition of part of the
applications since 2017. These were for the erection of a disabled
Property otherwise than by way of an Excluded Disposition and/or by
access ramp to the front of the Mansion House (RB2017/1043 and
way of a Permitted Lease and/or by way of a Permitted Development
1046); the demolition of three modern outbuildings attached to
Lease.
b. Not to grant a Permitted Lease and/or Permitted the game larder (RB2017/1511), and; LBC for the replacement,
Development Lease unless the lease: alterations and repairs to the roofs under the current DCMS grant
i. contains obligations to observe and perform the 2017 (RB2018/0348).
covenants insofar as such are applicable to the property
demised by the Permitted Lease or Permitted Previously, a change of use application for the conversion of the
Development Lease; Mansion House and Stables to a hotel and exhibition centre was
ii. is contracted out of the security of tenure provisions of granted in 1988 (RB1987/1540, 1541 and 1542). However, this
the Landlord and Tenant Act 1954 or its equivalent (or is
scheme was not implemented.
otherwise granted in a manner which precludes the
tenant acquiring a right to renew or any form of security
of tenure) (except in the case of a Permitted
Development Lease)

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2.4 Green Book Appraisal
In April 2017 SQW completed a Green Book Appraisal of the Pillar 1 - Opening of the public rooms at the core of the
Wentworth Woodhouse Mansion House as requested by the Mansion House to visitors. A circuit will be created around
DCMS as part of the £7.6m grant request. The appraisal identified the Mansion House, including the major rooms on the
that the project presented both significant need, and ground and first floors; an area alongside these will be
opportunities. In the process of saving a nationally important dedicated to a public tea room.
heritage asset, the government investment would also have a
demonstrable economic benefit and considerable impact on Pillar 2 - An event space will be created in the North Wing
the surrounding communities of Rotherham and South Yorkshire of the Mansion House for weddings, events and
(1.11, p.3). conferences, as well as at the Riding School. The original
plan was to engage a specialist operator for the
The Green Book examines the Strategic Case, Economic Case, wedding/events facility at the outset. This would have
Commercial Case, The Financial Case and the Management enabled joint planning throughout but raised potential
Case for investment in the property. The Business Plan element of issues regarding open competition. WWPT decided to
the Green Book can be found in Appendix 2. move away from this model. Instead, the management
and operation of the facility will either be put out to
2.4.1 The Four Pillars tender and an operator selected on the basis of ‘best
A single-use business model for Wentworth Woodhouse was value’, or to operate different suppliers on an ‘ad hoc’
rejected as a sustainable business model in the Green Book. basis. There will also be several smaller events held within
Instead, the Green Book based the strategy for the property on the grounds each year, which will be overseen internally.
four ‘Pillars’. These Pillars are the foundations on which the A dedicated event space will be housed in the North
current, and future, business models are built. The aim of the Wing, courtyard and Riding School. A permanent kitchen
Pillars is to provide a multi-stream income base from which the will be developed to support this. Bedroom space (16
property can move towards financial self-sufficiency. This bedrooms) will be built above the event space in the
approach allows for flexibility and mitigates some of the financial North Wing and around the courtyard area to support
risks associated with a single income stream model. It also these activities.
supports a phased Masterplan approach, allowing WWPT to
develop income streams as the site is renovated and restored. Pillar 3 - Residential use - both in the Mansion House and
This Masterplan, developed with the Trust, has further analysed the Stables. Apartments are planned to be built in the
and refined the original Pillars. attic and, through renovation, at the back of the main
Mansion House. Vertical units are envisaged in the South
The Four Pillars are: Wing of the Mansion House (including the Tower House at
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 the end of the South Wing) and in the two smaller Trust oversee and manage the large estate surrounding
courtyards of the Stables. The initial expectation is that the the Mansion House.
residential spaces (13 units) will be made available either ● The Newbold family, who purchased the Mansion House in
through short-term leases or as holiday rentals on a flexible 1999, claim to have spent £10m opening the House to the
basis, depending on market conditions, with a view to public. Full public access on a continual basis has not
maximising income. This will be managed by WWPT. been achieved as recent investment has proved
insufficient to maintain, let alone improve, the House and
Pillar 4 - Spaces for business - These will be developed in Stables.
the Stable Block. It is anticipated that 24 units could be ● A claim made against the Coal Authority for £100m by the
developed, which would be operated and managed by Newbold family failed in part because the areas of
WWPT. damage to the Mansion House were either the result of
long-standing decay or more recent neglect.
● Both SAVE Britain’s Heritage and the National Trust were
2.4.2 Strategic Case instrumental in the formation of WWPT and the Trust’s
(pp. 8 - 23) subsequent purchase of the Mansion House.
● The National Trust has pledged funding and personnel
The Strategic Case for investment considered the character of support to help launch the visitor attraction part of the
the Mansion House, the wider context, the timeliness of the business plan.
project, the parties involved, the project scope, development of
a preferred option, and how this fits into the wider strategic After examining the strategic context of the property, including
context. Such as: the parties involved in the project and those with
complementary interests, the Strategic Case went on to explore
● The Mansion House is Grade I Listed but stands within 83 the socio-economic demographic of Rotherham and the
acres of parkland and landscape. surrounding area.
● Coal was mined on the original estate throughout the 19th
and 20th Centuries. When the land was nationalised, this Wentworth Woodhouse falls within the Dearne Valley of South
and increasing death duties meant that the property was Yorkshire. The local authority for this area is the Rotherham
passed into the ownership of the local authority in the Metropolitan Borough Council (“RMBC”). This forms part of the
1940s. Sheffield City Region (“SCR”) and the SCR Local Enterprise
● A Trust was created after the death of the 10th Earl of Partnership.
Fitzwilliam in 1979, to manage the estate. The Fitzwilliam
Wentworth Estates and the Fitzwilliam Wentworth Amenity

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It continued by describing the proposition for the restoration of operate on a self-sustaining model. The success factors identified
the Mansion House, explaining the key objectives of the project. were:
The two objectives are:
● As much of the heritage of WWH is retained on site and
● Retain the architectural heritage and natural quality of the renovated as possible
surrounding grounds for the benefit of the nation and local ● The option maximises benefits, including economic
people. benefits and wider social and community benefits
● Develop a mixed-use scheme that generates sufficient ● Value for Money is demonstrated in undertaking the
income to provide a sustainable future for Wentworth proposed option, with benefits maximised against the cost
Woodhouse. of the option
● The option delivers a scheme that is self-sustaining once
The Strategic Case concludes by outlining that there is a strong major works are completed A convincing fundraising
case for investment in the project at a strategic level. It identifies programme is produced, leveraging in funding for
that the project is a close fit with both national and regional additional works.
priorities, by both saving an important heritage site, whilst
boosting the visitor economy to the local area. A long list of ten options was then identified and RAG (Red,
Amber, Green) rated against the project objectives (from the
2.4.3 Economic Case Strategic Case) and critical success factors. This analysis
(pp. 24 - 49) indicated that five Options should be taken forward to a shortlist.
These were:
This section identified a long list of possibilities for Wentworth
Woodhouse, and are assessed against the critical success factors ● Option 1 - Do Nothing
for the project. This analysis then provides the five shortlisted ● Option 2 - Do Minimal
options outlined in this section. Once the short list is explained, ● Option 3 - Restore for Multiple Use - Pillar 1
the benefits, impact, value for money and benefit-cost ratios are ● Option 4 - Restore for Multiple Use - Pillars 1 & 2
calculated. ● Option 5 - Restore for Multiple Use - Pillars 1, 2 & 4

The Economic Case identified critical success factors for the These options were then appraised through an examination of
project which would not only protect and preserve the heritage the options over a period of 40 years, a cost-benefit analysis
but would be a benefit to surrounding communities, and develop performed, discounted rates are applied, the impact area
a mixed-use scheme that allows Wentworth Woodhouse to defined as being the Sheffield City region, additional outputs

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Masterplan by tricolorassociates.co.uk
discussed, and multipliers used to assess indirect and induced 2.4.4 Commercial Case
impacts. (pp. 50 - 60)

The section examines the capital costs, operating costs, The commercial case takes the shortlisted options and explores
construction impacts including GVA impacts on employment what will be needed to implement them effectively. It also
during capital works, visitor impacts and operational impacts. explored the potential markets the project serves, and the
procurement arrangements that are central to delivery. It takes
The total net GVA benefits deriving from the construction phase, into account the work that WWPT were already undertaking at
visitor-related impacts and operational impacts over a 40 year the time to increase the Mansion House’s profile.
appraisal period were calculated. This showed considerable net
benefits for Options 3, 4 and 5. This section explores the commercial potential and delivery of
the shortlisted options suggested using conservative estimates.

The Commercial Case began by exploring how both the

purchase and the ongoing project is being funded. It goes on to
detail the history of the project and offers a very outline timeline
of key project stages.

Following on, this section then explores how WWPT needs to build
a position in key markets. This included examining some key
country house comparators for Wentworth Woodhouse as well as
exploring wedding competitors and the wedding market in the
The Economic case concluded by confirming that there are area, alongside the potential market and uptake for other
substantial benefits to society from the repair works. The
income generating streams.
investment would also create a platform from which additional
capital investment could also be secured. The results of this, A summary of the key findings from the commercial case is
according to the Economic Case, would be to support jobs in outlined in the table below:
the region, increase visitors, and increase jobs across the wider
economy.

There would also be significant heritage benefits as a result of the

government investment, both locally and nationally.

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 The commercial case concluded by reiterating that there was a
strong commercial case for the project and that the suggested
Visitor Numbers ● Once opened and operational, annual
income streams complemented one another.
visitor numbers could increase to 100,000
per annum. 2.4.5 Financial Case
● Significant increase in income from cafe (pp. 61 - 71)
and tour bookings.

Weddings ● Requires further investment.

The financial case examines the financial case for public
● Estimated value of £100k per annum for investment. It analyses the shortlisted options in terms of
a marquee only wedding offer. affordability, arrangements for financial management, and a
● Could be increased with the renovation financial risk assessment.
of the Stables.
● Stable would offer a significantly larger
space, which would be attractive for The conclusion to this chapter explores how public subsidy will
the multi-faith wedding / celebration support each of the four pillars and assess how much the
market.
investment will act as a ‘springboard’ to a financially sustainable
Other Events ● One-off events already hosted at business model.
Wentworth Woodhouse.
● Renovation under Pillar 2 would allow for Affordability
more varied events programme and
capacity.
● Estimates income of £25k in year 1, rising The financial case identified that the most comprehensive
to £100k in years 4 & 5. option, Option 5, is likely to take 10 years to deliver, with the full
development taking approximately 15 years or more.
Filming ● This was identified as being an important
income stream before the Mansion
House was purchased by WWPT in 2017. A case discussed within this section was Tyntesfield, a Grade 1
● Income from filming is estimated at £75k listed building near Bristol which was sold in 2002. Some key
in year 1, rising to £100k by year 3.
learnings identified from Tyntesfield are:
● However, this has not been included in
the economic assessment.
● Capital works were planned in a way which ensured visitor
Business Space ● The commercial case identified through
involvement throughout
consultation with other sites in the area
that business space would be a popular ● Detailed feasibility studies are needed in advance of
resource for local enterprises. each stage.

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 ● Fundraising will involve a range of actions, often However, the work of WWPT has given SQW confidence that the
undertaken in parallel: most major gifts, and probably Trust is competent. The detailed business plan, which on paper
most small on-site donations, were incentivised by the delivers a surplus, and the Board’s work at developing
desire to conserve heritage. relationships with core funders, have also produced confidence
● Green initiatives can reduce running costs, as well as in the project.
being desirable in themselves.
● Volunteers provide a real resource, as can save some
2.4.6 Management Case
costs, but need active management to be effective.
(pp. 72 - 85)
Arrangements for Financial Management
This section of the plan examines the plan in place for the
successful delivery of the project. It explores the governance and
The financial case also identified that a CEO and a number of
management structure needed at Wentworth Woodhouse,
other key posts had either been secured or were in the process
project monitoring and control, risk mitigation, and benefit
of recruitment. This included a Finance and Business Manager
and an Operations Manager. realisation. It is closely linked to a 5-year business plan included
within the Analysis, and discussed in more detail at 3.1.6.
It went on to discuss additional sources of funding and explained
that the Trustees were actively building networks and Governance
relationships with funders. The 5-year business plan anticipated
raising £250k in years 1-5 for core running costs, and £26.75m The governance information covered within this section of the
raised to meet capital costs. Management Case has already been summarised above and is
subject to change once the additional Trustees have been
Risk Assessment recruited.

The management and delivery of the project, as described in the

The financial case also included a short risk assessment looking
Greenbook, require the formation of several teams and
specifically at financial risks. It also made suggestions for
mitigation of these risks, which are very practical. SQW were also committees by the Trustees. These are:
very positive about the actions of WWPT as a competent
● Finance, Audit and Risk Committee
organisation.
● Fundraising Committee
This section of the Green Book Analysis identifies that, as the ● Marketing/Visitor Attraction Committee
● Restoration and Renovation Committee
project is long-term, it will inevitably face significant risks.
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 2.5 Income generation and current business model
Staffing WWPT have developed a 5-year Business Plan (Appendix 2 -
taken from the SQW Green Book) which covers the immediate
The Management Case also outlined the staffing situation at needs and plans for the Mansion House. This business plan covers
Wentworth Woodhouse, and, at that time included: only the operational costs, it does not cover the capital works.

● CEO - Sarah Mcleod The plan identifies that the initial start-up costs are £123,054.09.
● Finance and Business Manager - Penny Ramsden The Trust has secured income of £330,962.74 from trusts, grant-
● Office Manager - Andrew Jones giving bodies and donations. This leaves an estimated surplus of
£207,908.65 on startup.
Below these key management positions are:
The next five years include income from trading sources, such as
● Visitor Operations Manager - Jennifer Wicks tours, weddings, events, functions and filming. In addition to a
● Project Manager - David Trevis-Smith trading income stream, the WWPT has received grant funding
from the National Trust (secured for the first three years), HLF (year
Benefits realisation, reporting and dissemination 1), Architectural Heritage Fund (Year 1) and DCMS (Year 1).

The Management Case highlights that the number of funders, Summary of the income/expenditure for each of the five years
and the grants they have provided, show that both local and from the business plan.
national stakeholders have a significant interest in the success of
Year 1 Year 2 Year 3 Year 4 Year 5
the project. The method of reporting will be through a bespoke
framework, which logs resource inputs against target outputs Trading
Income £395,000 £587,500 £754,902 £1,035,445 £1,144,492
over time, and which will be made widely available.
Grant £800,305 £517,500 £475,000 £261,000 £221,500
income
The project will be evaluated by a project manager after 12
£1,195,305 £ 1,105,000 £1,229,902 £1,296,445 £1,365,992
months through a Project Evaluation Review. This will be followed Total
by an independent evaluation, overseen by the CEO, and will Income

compare the data against pre-project estimates. Expenditur £941,303 £772,764 £811,334 £855,955 £892,958
e

Total £254,002 £332,236 £418,569 £440,490 £473,034

Surplus

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As can be seen in more detail in Appendix 2, the aim is for the
trading income to significantly increase over the 5 years, by
189.7%. The income streams that are aimed to increase
significantly are:
● Cafe (from £18,000 in year 1 to £98,000 in year 5);
● Functions (from £50,000 in year 1 to £100,000 in year 5);
● Weddings (from £83,000 in year 1 to £121,000 in year 5);
and
● Tours (from £108,000 in year 1 to £588,000 in year 5).

The biggest sources of expenditure in the business plan are staff

costs, for both existing and new posts. The business plan includes
the costs of existing employees under TUPE arrangements. It also
includes what are referred to as ‘New posts’, such as the new
CEO, Project Manager, Finance/Business Manager, Visitor
Operations Manager and Fundraising Manager. It also includes
additional fundraising support from Year 2. Many of these posts
have been filled since the business plan was created.

The business plan aims for an increase in the total surplus from
£254,002 to £474,034 over the five years. This is due to a projected
increase in trading income over those five years, and the
stabilisation of operational costs between years 3 and 5.

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SECTION THREE: STRATEGIC BACKGROUND the visitor experience and increasing weddings and events has
shown that these income streams could be successful at the
property.
Summary
The creation of the Masterplan is an ideal opportunity to address Finally, both the Trustees and Rotherham Metropolitan Borough
some of the bigger challenges faced by the Trust. These include: Council have supported the view that Wentworth Woodhouse

•
has the potential to add value to the community, both
Damage - The Mansion House, Stables and Camellia economically and socially, and could be a catalyst for
House have suffered significant damage both through regeneration and positive change throughout the region.
natural decay and human intervention, meaning that
some of the original interiors and historic spaces have
been lost. The property cannot be easily displayed in the 3.1 The Historic Environment
traditional ‘country house’ style without sizable investment. Wentworth Woodhouse is one of the most spectacular of the

•
nation’s country houses. Located in South Yorkshire, the Mansion
Funding & Income – The Trust does not have the financial
reserves required to restore such a Mansion House to its House is Grade I listed and is one of the most impressive stately
‘former glory’. It needs to operate on a mixed-use basis to homes in England. It stands within 83 acres of historic gardens
provide a stable range of income streams. Fitting these and grounds, overlooking parkland, a deer park and lakes
income streams into the historic fabric of the site sensitively vested in the Fitzwilliam Wentworth Amenity Trust.
is critical to the success of the regeneration.

•
The site is situated in designated Green Belt and a Green
Strategic Context – Rotherham as a region has struggled
Infrastructure Corridor, and adjacent to the Wentworth Village
with deprivation and a lack of employability and skills. This
is beginning to change, but the demographics of the Conservation Area.
region is not the traditional audience for large country
3.1.1 Designated heritage assets
houses.
There are 21 Listed Buildings or Structures of special or
However, there are a number of exciting opportunities that have exceptional interest across the site in the WWPT’s ownership. Most
given this project traction and that have provided the rationale of these assets are Grade II Listed features in the parkland or
behind a development project at Wentworth Woodhouse. gardens, such as ornamental urns, lamp standards, sundial bases,
vases and gate piers. Larger landscape features include the ha-
First, the support from Government shows that this is a property of ha to and south terrace (bastion wall). The significant buildings
significant national importance and has the potential to reach
on the site are Listed Grade I or II*, including Wentworth
both a national and international audience.
Woodhouse, the Stables and Riding School, Mews Court and the
Second, the progress made by the Trust in just over a year is very Camellia House. The gardens and parklands of Wentworth
promising. The Trust’s commitment to the property by developing
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Masterplan by tricolorassociates.co.uk
Woodhouse and the wider Estate are Listed Grade II* on the Map Name Brief Description Grad List Entry
Register of Historic Parks and Gardens. Ref. e No.

F Riding Stable block and riding school I 1203779

The following is a list of the designated assets: School now part of college of further
education. Started 1766 and in
use by 1779, riding school
Map Name Brief Description Grad List Entry completed 1789 (Wragg);
Ref. e No. converted to present use c.
1950. By John Carr of York for
A Wentworth Country mansion, c. 17th- I 1132769 Charles Wentworth, 2nd Marquis
Woodhouse century core; remodelled from of Rockingham; completed for
c. 1724-28 to c. 1734 to form his nephew the 4th Earl
west front; east front Fitzwilliam.
commenced immediately and
largely completed in the next G Mews Court Ostler's House now offices. Late II 1203780
two decades; service wings C18 or early C19
heightened late 18th century.
II 1281512
B South Gate Gateway with attached plinth II* 1193422 T shaped range of ancillary
and Screen wall and ironwork screen. buildings to Stable Block, late
Wall of Gateway c 1630; refixed and 18th and 19th century.
Chapel screen added probably in mid
Court 18th century.

C Circular Wall with railings encircling pool II 1240948 H Camellia Camellia House. Early 19th century II* 1286162
Garden with statue, 19th century House incorporating mid 18th century part
to rear.
D Ha-ha and Ha-ha forming northern II 1240957
north boundary of the gardens of I Ionic Ornamental temple. Possibly as II* 1132730
boundary Wentworth Woodhouse west Temple early as 1735. By Henry Flitcroft
front, c. 18th century (engraving).

E Stables Stable Block and Riding School I 1203779 J South Retaining wall with parapet and II 1286155
now part of college of further Terrace gateway. Commenced c. 1735
education. Started 1766 and in by Ralph Tunnicliffe for Thomas
use by 1779, riding school Watson Wentworth, some later
completed 1789 (Wragg); rebuilding.
converted to present use c.
1950. By John Carr of York for K Punchbowl Giant urn approximately 100 II 1314610
Charles Wentworth, 2nd Marquis metres to south-south- west of
of Rockingham; completed for south wing of Wentworth
his nephew the 4th Earl Woodhouse (west front). Mid-
Fitzwilliam. late 18th century.

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 Map Name Brief Description Grad List Entry Map Name Brief Description Grad List Entry
Ref. e No. Ref. e No.

L Fountain in Pool and fountain. Probably c. II 1240983 - Sundial Sundial base at mid-point of II 1193441
Stables 1775 (contemporary with base south terrace. Mid 18th century.
Court completion stages of Stable
Block), later repairs.
- Gate piers Pair of gate piers approximately II 1203778
- Cast iron Pair of cast iron urns at south II 1132771 60 metres to north-east of north
urns end of Wentworth Woodhouse pavilion of Wentworth
(west front) Garden ornaments. Woodhouse (east front). Early-
Early 19th century. mid 19th century.

- Cast iron Pair of cast-iron urns at north end II 1286192

urns of Wentworth Woodhouse (west - Garden Pair of ornamental vases II 1203777
front). Early 19th century. ornaments flanking main avenue to
Wentworth Woodhouse west
front, approximately 130 metres
- Garden Group of 6 garden urns flanking II 1132770 west of the House. Late 17th or
ornaments main steps to Wentworth early 18th century.
Woodhouse (west front). Late
18th century. - Gardens Gardens of the 18th and 19th II* 1001163
and century and a park remodelled
- Garden Group of 6 garden urns set II 1314609 parkland by Humphry Repton in the early
ornaments along west edge of path 1790s, with a set of notable early
immediately in front of to mid 18th century monuments
Wentworth Woodhouse (west and follies within and around the
front). Late 18th century. edge of the park.

- Sundial Sundial base at eastern end of II 1132772

base south terrace Sundial base. Mid
18th century.
The site has suffered from significant underfunding for decades,
resulting in a large backlog of maintenance and repairs that now
- Lamp Set of six lamp-standards with II 1193326 require substantial investment to rectify. The current urgent
standards intermediate bollards to east
front of Wentworth Woodhouse. repairs grant of £7.6million is being primarily used for roof works at
Early-mid 19th century. the Mansion House, but there are many more areas that require
attention.7 The repair, conservation and maintenance of the
historic assets at Wentworth Woodhouse are of the highest

7 Visual Condition Inspection Report Wentworth Woodhouse (2009), Purcell Miller Tritton; Miller Tritton; Visual Condition Inspection Report Wentworth Woodhouse Camellia House
Visual Condition Inspection Report Wentworth Woodhouse Stable Block (2009), Purcell and Ionic Temple (2009), Purcell Miller Tritton.

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priority for the Trust, and the outcomes of this Masterplan will help
to identify and address the conservation deficit.

Wentworth Woodhouse, the Stables and Riding School and the

Camellia House were all put on Historic England’s Heritage at Risk
Register in 1999 on the basis of condition and lack of
use/occupancy. The Mansion House was temporarily removed
from the register in 2003 but was added back on in 2016. The
Camellia House was removed from the register in 2004 following
repair but was added back on in 2013 following the theft of lead
and subsequent deterioration. At present, the Camellia House is
considered to be in very bad condition and vacant, with the
Mansion House and Stables in poor condition with part-
occupancy. The current grant and the working relationship of the
Trust and Historic England has enabled Historic England to
change the category of the buildings from ‘D’ (slow decay;
solution agreed but not yet implemented) to ‘F’ (Repair scheme 3.1.2 Conservation Management Plan
in progress and (where applicable) end use or user identified, or A Conservation Management Plan (CMP) for Wentworth
functionally redundant buildings with new use agreed but not yet Woodhouse was prepared by Purcell in February 2010.8 This, as
implemented). well as the Landscape Management Plan, will need to be
updated to capture changes in planning policy and the
condition of the historic assets (both positive and negative) over
the intervening years.

The CMP provides an overview of the history, development,

significances and vulnerabilities to the built environment of
Wentworth Woodhouse, consisting of the Mansion House, Stables
and Riding School and the 20th century Lady Mabel College
Buildings. The Camellia House, interior fittings and decoration of
the Mansion House, including historic wallpapers and decorative

8 Wentworth Woodhouse Conservation Management Plan, Purcell, February 2010

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paintings, are not part of this CMP. The style and layout of the the successive owners to Whig politics are reflected in the
early 17th-century Mansion House and archaeological evidence Palladian architecture of the West Front of Wentworth
pertaining to this or previous development/occupation of the site Woodhouse, the Stables, the Riding School and elements
are also unknown. of the interior, contents and circulation of Wentworth
Woodhouse.
According to the CMP, the key points of significance are as ● The Stables and Riding School are a realisation of the
follows: aristocratic passion for horses, racing, hunting and Haute
école which were very important social activities.
● Wentworth Woodhouse Estate forms part of a large historic ● The buildings represent the achievement of nationally and
entity incorporating estate buildings, (Fitzwilliam regionally renowned and respected architects, craftsmen
Wentworth Estates) monuments, follies, landscape and specialists including John Carr, Henry Flitcroft, Joseph
features, historic parkland, gardens and villages, Nollekens, probably James Gibbs, as well as James Stuart
especially the adjacent Wentworth Village. Individual and John Fisher.
features are enhanced through being part of a wider ● Relatively intact Riding School which retains much of its
historic landscape with an exceptional group value. original design and is a reminder of the importance of the
● Exceptional examples of a predominantly Georgian historical phenomenon of Haute école. Riding Schools are
country house and sophisticated Georgian Stables a relatively rare and little examined historic building type.
complex. The buildings greatly enhance the strength of ● Held in high regard by the local communities and interest
the architectural character and visual quality of the groups such as the Georgian Group, SAVE etc.
immediate setting and wider region. ● Many of the remaining paintings, sculptures, archives,
● Wentworth Woodhouse is one of the half-dozen or so most books etc within Wentworth Woodhouse are of
important 18th century houses in England in terms of its exceptional significance.
architectural and historical significance. ● The groups of bats, bat roosts and breeding roosts within
● Wentworth Woodhouse is probably the largest private the Stables are of considerable significance. Wentworth
Mansion House in England or indeed Europe. It is also one Woodhouse also has some significance for bat roosts.
of the largest classical buildings of any type. ● The Lady Mabel College development is considered to
● The buildings represent a direct response to contemporary adversely impact on the setting and character of the
lifestyles and fashions and have evolved in a changing historic buildings, parkland, Conservation Area and wider
political and socio-economic context. The strong links of Green Belt.9

9 Wentworth Woodhouse Conservation Management Plan, Purcell, February 2010, pg.

160-161
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 deterioration or demolition would represent a great loss to the
The below table is a summary of the significances assigned to the heritage and would negatively affect the value of the asset.
various areas of the site: 10 Within the Mansion House, such areas would include the main
state rooms, principal floor of the West Front, South Tower, Pillared
Hall, principal floor of Long Gallery and other core and intact
areas of the Mansion House. At the Stables, it is primarily the
Riding School that exhibits a Low Capacity for Change.

Within these areas, where change is necessary, it should be

limited to the following (and subject to planning permission /
listed building consent):
● Repairs and that meet high conservation standards and
design
● Essential changes of use which are necessary to ensure
The significance of Wentworth Woodhouse is clearly very high, the long-term viability of an area or building
and any changes to the historic fabric, built environment or ● Alterations to meet fire and health and safety legislation
setting need to be carefully and sympathetically designed and and other government guidance on the efficient use of
be in keeping with the architectural character. the built environment where necessary and appropriate
● Removal of inappropriate or intrusive features
The CMP also discusses the Capacity for Change throughout the ● Reinstatement of original elements/design features where
site, identifying areas which are capable of ‘sensitive adaptation sufficient evidence exists and where this would enhance
and conservation without detriment to the historic design due to significance
the degree of unsympathetic 20th century change where ● Change to provide an accessible environment where
adaptation is likely to be beneficial.’ 11 Plans illustrating the possible and appropriate
Capacity for Change are included as Appendix 3. ● Replacement of services (with retention of historic
fittings). 12
In general, areas with a Low Capacity for Change have an
exceptional architectural significance and significant alteration,

10 Wentworth Woodhouse Conservation Management Plan, Purcell, February 2010, pg. 12 Wentworth Woodhouse Conservation Management Plan, Purcell, February 2010, pg.
161 187
11 Wentworth Woodhouse Conservation Management Plan, Purcell, February 2010, pg.
187
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Areas with considerable architectural significance are likely to 3.1.3 Landscape Management Plan
have only a Moderate Capacity for Change. These areas have a A Landscape Management Plan (LMP) was prepared in 2007,
certain level of cultural importance, and maintenance and detailing the history, significances, issues and opportunities, and
conservation are a priority, but there is greater flexibility towards conservation policies regarding the historic landscape and
sympathetic change. In particular, change to layouts which gardens associated with Wentworth Woodhouse. 13 The Mansion
allow new or improved uses and some external alteration - such House is significantly enhanced by the setting, which takes
as doors or windows - could be possible. Within the Mansion advantage of the natural landscape and views across the
House, the ground floor of the West Front and much of the parkland to the north, east and south. Wentworth Woodhouse is
chamber and attic floors fall into this category, as does much of a significant feature in the landscape and its visual
the Stable courtyard. interrelationship with the park and gardens is an important design
element.
In areas with some architectural significance where there is little
cultural heritage present, there is a Moderate - High Capacity for According to the LMP, the key points of significance when
Change. Here, alteration or loss would be acceptable if it were considering impact or change to gardens and associated
to benefit the site or another building or feature of higher landscape are:
significance. Extensions necessary to support new uses would be ● The 18th century park design, begun in the 1720s and
allowable, provided they were in keeping with the overall developed over the whole century, is still clearly legible,
integrity of the historic environment and architectural design. despite having been partially destroyed and subsequently
restored following the open cast mining operations of the
There is a High Capacity for Change in areas with little mid 20th century
architectural significance and in places where change will have ● The 18th century gated entrances, lodges and drives all
a very limited overall impact or will be positive to the survive (apart from the Doric Lodge route)
consideration of the site as a whole. At the Mansion House, areas ● The early 18th century gardens were partly turned Into
with a Moderate-High or High Capacity for Change include the Informal pleasure grounds in the l 9th century and
Bedlam Wing, North Wing and areas surrounding Basin Court. At subsequently partially destroyed by open cast mining in
the Stables, this would include the infill buildings between the the 20th century, yet through all these changes their main
Riding School and the Stable courtyard, the Ostler’s House, much architectural and landscape design structure has been
of Mews Court and the derelict Lady Mabel College Buildings. largely retained, principally in the form of the West Vista,

13 Wentworth Woodhouse Landscape Conservation Plan, Historic Landscape

Management, December 2007.
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 the South Terrace and the north ha-ha, all features which Woodhouse and its wider landscape setting is evident
are still partly connected by some original linking paths since some of these structures dominate the scenery for
● The layout of the gardens In the 1730s (as shown on the c. miles around
l750 map) displays elements of the latest fashions in ● Although Repton is associated with the late 18th century
landscape design at the time. Contemporary with Charles layout of Wentworth Park it seems that many of his
Bridgeman's designs at Gunton (Norfolk) and Castle suggestions were already on the drawing board and
Howard (Yorkshire), William Kent's work at Rousham came from others, including the 4th Earl himself
(Oxfordshire) and Stephen Switzer's plans for 'bosquets', ● In the gardens, the 19th century designs were at the
the Wentworth gardens, laid out to accompany the new leading edge of the national fashions of the time, and
Mansion House, were given a formal structure adorned early in the century the plant collections of the Botanic
with fashionable informal features Including curved paths Gardener Joseph Cooper were very highly regarded,
and planting beds, serpentine walks and opportunities for being likened to those of Joseph Paxton at Chatsworth. It
views out into the wider landscape. Surviving examples of Is from the latter part of the 19th century that the surviving
this style are now rare and therefore highly significant. In rhododendron collection comes. However, the gardens
addition to the surviving structural features listed above, were clearly much more diverse in style and planting than
the Ionic Temple and a small circular walled garden at the the surviving rhododendrons suggest. The southern
east end of the ha- ha survive from this period, and the sections of these gardens were destroyed by open cast
Edwardian sunken garden appears to have, in fact, been mining In the mid 20th century, reducing the extent of
an embellishment of the old botanical garden which surviving 18th and 19th century features.14
dates from the late 18th or early 19th century
● The later 18th century layout of the park and wider
landscape was on a vast scale, reflecting the power and
influence of the owners. This is demonstrated by the strong 3.2 The Fitzwilliam Wentworth Estate and Fitzwilliam
visual links between Wentworth Woodhouse and the main Wentworth Amenity Trust
temples and structures in the designed landscape
● Visual links continue beyond the park wall via long views 3.2.1 History
to Hoober Stand, Hoyland Law Stand, the Needle’s Eye The Fitzwilliam family inherited the lands and estates at
and Keppels Column set in wider estate land. Even outside Wentworth in 1782 when the 2nd Marquis of Rockingham died
the estate boundary, the relationship between Wentworth without an heir and the Estate passed to his nephew, the 4th Earl
Fitzwilliam. The title was held by successive Earls until the death of

14 Wentworth Woodhouse Landscape Conservation Plan, Historic Landscape

Management, December 2007 pp. 35 - 36
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the 8th Earl in 1948. Also without a male heir, the title went to his and to make available grants to projects which improve the
father’s cousin, upon whose death in 1953, Thomas, great- education, social welfare and leisure opportunities of local
grandson of the 5th Earl, became the 10th Earl. Again without an residents. This includes:
heir, when Thomas died in 1979, the title finally expired and the 1. providing public access to historic buildings
remainder of the Estates passed to the 10th Earl's daughter, Lady 2. providing housing
Elizabeth Hastings (Sir Philip Naylor-Leyland’s mother) and Lady 3. providing facilities for sport and recreation
Juliet Tadgell, daughter of the 8th Earl. 4. providing support for education
5. conserving the environment
Central to the estate were the Mansion House and the coal 6. preserving historic buildings and landscapes
mines. The workers for these mines - thought to be some 2,000
men at their peak - needed accommodation and facilities, so Conservation and maintenance of heritage assets are a key
the family built houses and amenities within the village of Elsecar objective for the Trust, in order to maintain the visual appearance
and surrounding settlements. Whilst Wentworth is the village and historic authenticity of Wentworth and the surrounding area
closest to the Mansion House and expanded to service its staffing to ensure that the village remains an attractive place to live and
needs, emerging research has found that Elsecar may have visit. This includes improvements to the Deer Park, the operation
been an original model industrial village. Continuous investment of the Wentworth Fishery and providing access to the follies and
in land and buildings, as well as business interests in glass, pottery, monuments across the Estate.
chemicals and cars, saw the estates develop into a significant
landholding. The Amenity Trust’s strategic objectives are achieved through
generating sufficient funds from the letting of its assets -
The Estate now consists of 15,000 acres of land, including residential, agricultural and commercial - at rates which enable
parkland, serpentine lakes operated as a coarse fishery and a maintenance costs and reserves for improvements and
diverse portfolio of farms, residential lets and other business exceptional heritage expenditure should the need arise.
premises in and around the village.
The residential properties in the village are highly desirable and
the occupancy rates are high. The Trust has a solid reputation
3.2.2 The Fitzwilliam Wentworth Amenity Trust
amongst its tenants and has demonstrated a willingness to assist
Prior to his death in 1979, the 10th Earl placed circa 2,500 acres of
the Wentworth Woodhouse Preservation Trust in achieving their
land and much of Wentworth village into charitable trusts, in
own objectives. Improvements to the Mansion House and other
particular the Fitzwilliam Wentworth Amenity Trust which has the
buildings in the Preservation Trust’s ownership will accord with the
stated aims of conserving and improving the heritage assets and
Amenity Trust’s aims within Wentworth and the surrounding
amenities within Wentworth village and the surrounding area,
villages as a whole.
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 The map below shows the land ownership of the area more
widely. As can be seen from the map, the Fitzwilliam Wentworth
3.2.3 Maps of Landholding
Amenity Trust owns most of the land surrounding the village of
The map below illustrates the landholding in the area both
Wentworth and a significant area of the historic parkland owned
immediately surrounding Wentworth Woodhouse, and the wider
by the Earl Fitzwilliam Charitable Trust is also managed by the
Estate.
Amenity Trust.

As can be seen from the map showing the land ownership of Fitzwilliam Wentworth Estates Land Ownership.
Wentworth Woodhouse, the land owned by the WWPT sits within
the land owned by the Fitzwilliam Wentworth Amenity Trust. The
Estate also own most of the access routes to the Mansion House,
although access is permitted through the Deed of Covenants
(see above, Section 2.2). The land shaded orange is owned by
the Milton Peterborough Estates and includes Wentworth Garden
Centre.

Land Ownership at Wentworth Woodhouse.

3.3 Wentworth Village

3.3.1 Background
The lands and Wentworth village were given, in 1066, to Adam
de Newmarch, and at some point before 1300, the Wentworth
families acquired the land, although it is not known exactly when
or how this happened. During 1300, the Wentworth family
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married into the Woodhouse family. After this period, the family
continued to buy land around the area, and increase their It should be noted that whilst the census data is the most
standing. The fledgeling village was already growing by 1641, comprehensive of its type, the demographics of the village may
when Thomas Wentworth, 1st Earl of Strafford, was buried have changed.
beneath the Old Church after his execution 15.
Gender
Much later, the 2nd Marquis of Rockingham, who commissioned
both the East and West fronts of the Mansion House, was
responsible for the construction of several important structures in
the village, including the Barrow School and a former windmill.

However, it was the Fitzwilliam family that had, and continue to

have, the biggest impact on the structure and community of the
village. After the family inherited the lands in 1782, they set about
creating industrial infrastructure in the area supporting the mines
and factories. The family helped establish the Mechanics
Institute, former Girls School, and cottages for the workers. The
New Church (Holy Trinity) was paid for by the 6th Earl Fitzwilliam 16.

When the estate was established as Trusts on the death of the

10th Earl Fitzwilliam, all of the land and properties were distributed
between them. Most of the village, including residential and
commercial spaces, is still owned by the Fitzwilliam Trusts. As can be seen from the graph [1.1] above, the percentage of
females in the village of Wentworth is marginally higher than
males. This is largely equivalent to the national average in
3.3.2 Demographics of Wentworth
England.
This information is from the 2011 Census of the S62 7 Postcode,
which covers Wentworth, Harley and Rawmarsh. The census
information was gathered from a report provided by the
Audience Agency on 14th December 2017.

15 From a History of Wentworth: 16 From a History of Wentworth:

http://www.wentworthvillage.net/history/a_brief_history_of_wentworth/ http://www.wentworthvillage.net/history/a_brief_history_of_wentworth/
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Age Group Ethnicity

Ethnic Group National S 62 7 1 Hour

Average Drivetime

White 86% 98.0% 88.2%

(including
White British
80.5%, White
Other 4.4%,
Graph 1.2 shows the percentage of the population by age group
and other
both nationally and in the village of Wentworth. As can be seen ‘White’
clearly from this graph, the highest percentage age group in the categories) 17
village are those aged 40 - 45, with a total of 16% of the
population falling into these groups. This is higher than the Mixed/ 2.3% 0.5% 1.8%
national average of 14%. From this point on, the percentage of multiple ethnic
group
older people in Wentworth is higher than the national average,
with a particularly large difference between the average of
those aged 65 - 69 in the village, and nationally. Asian/Asian 7.8% 0.9% 7.4%
British

From this, it can be inferred that the village is home to people

who are mainly 35+, primarily those who are retiring to
Black/Black 3.5% 0.4% 1.8%
Wentworth.
British

Other 1.0% 0.2% 0.7%

17
Source: 2011 Census -
https://www.ons.gov.uk/peoplepopulationandcommunity/culturalidentity/ethnicity/articl
es/ethnicityandnationalidentityinenglandandwales/2012-12-11#ethnicity-in-england-and-
wales
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The above table shows the ethnicity of Wentworth Woodhouse
compared to the national average. In this table, the ethnic
demographics of the wider area is also included to show just how
different from the wider area the postal code is. As can be seen
from the table, 98% of the residents in the Wentworth area
describe themselves as ‘White’. This is significantly more than
both the national average and the wider region.

Long Term Disability

The 2011 census data appears to show that the percentage of

people reporting themselves to have a disability or health
problem that limits day to day activities in some way is higher
than the national average. We anticipate that the main cause of
this increase is the higher proportion of older people living in the
village. 3.3.3 Amenities
Wentworth is serviced with a number of amenities that have
been lost in many villages across the UK. It boasts the following
facilities:

● Post Office
● Local Shop
● Garden Centre
● Two Public Houses
● Parish Church
● The Mechanics Institute
● Boutique Shops
● Gallery
● Hairdresser
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 ● Wine Merchant In the 1950s, 65% of the total workforce was involved in mining or
● Restaurant manufacturing, but now under 15% of workers are employed in
manufacturing. Rotherham was hit hard in the 2008-10 recession,
The garden centre is exceptionally popular, with 78.3% of visitors losing 12% of total jobs.24
attending the garden centre 18.

3.4.2 Demographics of Rotherham

3.4 Rotherham Gender
The total split between men and women in the borough is 50.8%
3.4.1 Background female to 49.2% male. This is in line with the national averages for
Rotherham is one of four metropolitan boroughs in South men and women. Interestingly, in people aged 0-22, there are
Yorkshire. 19 Rotherham has a population of over 260,000 people more men than women within the borough. However, in adults
and has grown by 5.6% between 2000 and 2015. 20 Only 15% of aged 23 - 42, there are more women than men 25.
the population of Rotherham live outside of the town centre,
covering villages including Wentworth. 21 However, over 70% of The reason given for this in the council’s demographic report is
the borough’s land is rural, which is mainly agricultural land, that men leave at this age to find work outside Rotherham.
although it does include parkland and woodland. 22 However, in the population aged between 43 and 66, there are
similar numbers of men to women. After 67, there are more
The area has good road connections, with nearby junctions to women than men in every age bracket 26.
the M1 and M18. It is also close to rail links at Sheffield, Doncaster
and Leeds 23.

18 “Wentworth - Research and Appraisal Report” (2012) Rural Solutions, p.7. 23 Demographic Profile of Rotherham 2016/17, p.2, downloaded from:
19 Demographic Profile of Rotherham 2016/17, p.1, downloaded from: http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
13.02.2018
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
24 Demographic Profile of Rotherham 2016/17, p.2, downloaded from:
13.02.2018
20 Demographic Profile of Rotherham 2016/17, p.1, downloaded from: http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
13.02.2018
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
25 Demographic Profile of Rotherham 2016/17, p.5, downloaded from:
13.02.2018
21 Demographic Profile of Rotherham 2016/17, p.1, downloaded from: http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
13.02.2018
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
26 Demographic Profile of Rotherham 2016/17, p.5, downloaded from:
13.02.2018
22 Demographic Profile of Rotherham 2016/17, p.2, downloaded from: http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
13.02.2018
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
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Age Group by 829% in ten years between 2001 and 2011. The biggest
Within the Rotherham area, 51.3% of the total population is aged increase in the White European communities has come from
25 - 64, with children making up 21.6%. Romanian migrants. 31

One of the biggest challenges for Rotherham is an ageing Long Term Disability
population. Rotherham now has as many people aged over 63 Within Rotherham, the number of people who described
as it does children under 18. 27 According to their research, the themselves as having a limiting long-term illness was 21.9%. This is
number of people aged over 65 is estimated to increase by 18% significantly higher than the national average of 17.6%. 32
in the next ten years. 28However, people aged over 85 is due to
rise by a significant 41% by 2026. 29 16.4% of the population aged between 16 - 64 described
themselves as having a limiting long-term illness, compared to a
Ethnicity national average of 12.7% 33. The demographic report does not
The total number of people in Rotherham from Black and Minority present potential reasons for this significant increase in the
Ethnic (BME) backgrounds has more than doubled to 20,842, with Rotherham area.
non-white groups representing 6.4% of the total population of the
area. However, this is still well below the British average of 20.2%. 30 Deprivation
The Index of Multiple Deprivation ranks areas in the UK on a
The largest BME group in Rotherham is the Pakistani and Kashmiri number of factors that are linked to deprivation. Out of 326
community, representing 3.1% of the total population. This English districts, Rotherham is currently the 52nd most deprived
community is well established in the area following a migration to
the borough in the 1960s and 70s. The fastest growing BME
communities in Rotherham are Black African and White
European communities. The Black African community has grown

27 Demographic Profile of Rotherham 2016/17, p.2, downloaded from: 13.02.2018 - Please note the figures in these sources are based on 2015 estimates from the ONS.
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on The 2011 Census records show an England and Wales average of 14% of people from BME
13.02.2018 backgrounds.
28 Demographic Profile of Rotherham 2016/17, p.3, downloaded from: 31 Demographic Profile of Rotherham 2016/17, p.9, downloaded from:
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
13.02.2018 13.02.2018
29 Demographic Profile of Rotherham 2016/17, p.3, downloaded from: 32 Demographic Profile of Rotherham 2016/17, p.12, downloaded from:
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
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30 Demographic Profile of Rotherham 2016/17, p.8, downloaded from: 33 Demographic Profile of Rotherham 2016/17, p.20, downloaded from:

http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
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region 34. The categories that have the biggest impact on 3. A strong community in a clean, safe environment
Rotherham are: 4. Extending opportunity, prosperity and planning for the
● Education, training and skills; future
● Employment; and
● Health and disability. The Council aims to enable local people to be confident in its
ability, effectiveness and accountability, and to provide a
31.5% of the borough’s population lives in some of the most modern, efficient, outward-looking authority.
deprived areas in the UK, and the deprivation in these areas has
increased significantly since 2007 35. In parallel, the Rotherham Together Partnership, a voluntary
group comprised of 28 representatives from various local
organisations, including the Council, Barnsley & Rotherham
3.5 Local, Regional and National Policies Chamber of Commerce, the South Yorkshire Police, members of
the education, children’s services, health and voluntary sectors,
3.5.1 Council Plan and The Rotherham Plan
have prepared The Rotherham Plan: A new perspective 2025.
In 2017 Rotherham Metropolitan Borough Council produced the
The Partnership works together on a range of shared priorities,
Council Plan 2017 - 2020. This sets out the Council’s overarching
aiming to improve the economic and social well-being of the
priorities for the next three years and delivery strategies. The
borough.
document forms part of a major Council reform in 2015, following
government intervention and the appointment of Commissioners
The Rotherham Plan provides a framework for the project’s
to oversee a programme of improvement.
partners to create a borough that is ‘better for everyone who
wants to live, work, invest or live here.’ The wider aims are to
The Council has identified four priorities, formed through
create a Rotherham that:
extensive public consultation and sectorial and partner
● Has a vibrant town centre where people want to visit,
feedback, to ensure that Rotherham can deliver services to
shop and socialise;
residents in the most efficient way and meet people's needs
● Feels safe, where people are able to participate in their
more effectively, helping them to live healthier happier lives. The
community; sharing their knowledge and skills for the
four priorities are:
benefits of themselves and others;
1. Every child making the best start in life
● Has highly skilled people who have access to good and
2. Every adult secure, responsible and empowered
sustainable work;

34 Demographic Profile of Rotherham 2016/17, p.20, downloaded from: 35 Demographic Profile of Rotherham 2016/17, p.20, downloaded from:
http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherham_demographic_profile_2016-17 on
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 ● Has good connectivity: physically with other areas, happen. This will be supported by the Rotherham Sites & Policies
digitally and socially; document when adopted in June 2018.
● Is clean and attractive, culturally rich and welcoming;
● Is outward-looking: building relationships and learning from The Core Strategy is also supported by a number of other policy
others. documents, including the Economic Growth Plan (2015), the
Housing Strategy (2016) and more recently The Rotherham Plan
The Rotherham Plan focuses on enabling people to have equal 2025 (2017).
access to opportunities, activities and services, and in particular
halting the trend of deprivation that is becoming more acute in The Core Strategy outline’s the council’s strategic objectives 36:
the least well-off areas where there are significant low-income
families and children in need of social care services. The partners ● Delivering development in sustainable locations
are therefore committed to making Rotherham a child-centred ○ Objective 1: Scale of future growth
borough, aiming to put the wellbeing of children, young people ○ Objective 2: Green Belt
and their families at the core of all Council and wider services ○ Objective 3: Sustainable locations
and initiatives. ● Creating mixed and attractive places to live
○ Objective 4: Provision for housing
The regeneration of Wentworth Woodhouse could have a ● Supporting a dynamic economy
significant role to play in supporting and encouraging these ○ Objective 5: Retail and service centres
aspirations for Rotherham. ○ Objective 6: Provision for employment
● Movement and accessibility
○ Objective 7: Local transport connections
3.5.2 Local Plan Core Strategy ● Managing the natural and historic environment
The Rotherham Local Plan Core Strategy was adopted in 2014, ○ Objective 8: Landscape, historic environment and
covering the Council’s strategic plans from 2013 - 2028, and used
settlement identity
to inform strategic decisions for the wider borough. It sets out the
○ Objective 9: Greenspaces, sport and recreation
spatial strategy, strategic policies and infrastructure requirements
○ Objective 10: Biodiversity/ geodiversity
for the whole Borough and identifies the broad locations for ○ Objective 11: Minerals
delivering new housing and employment, including provision for
○ Objective 12: Managing the water environment
retail, leisure and community facilities, how much new
development is needed, where it should go and when it should

36 Rotherham Core Strategy (2014), Rotherham City Council, pp.25-29. Available to download
from: http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy
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 ○ Objective 13: Carbon reduction and renewable Objective 8 of the Core Strategy is “Landscape, historic
energy environment and settlement identity”. The implementation of the
● Creating safe and sustainable communities plan’s policies will, “have helped promote the continuing
○ Objective 14: Design management, protection and enhancement of the borough's
○ Objective 15: Community well-being distinctive historical features and landscape character. While
○ Objective 16: Waste management allowing for growth of certain settlements to implement the
● Infrastructure plan’s spatial strategy, wherever possible, the identity and setting
○ Objective 17: Infrastructure delivery of individual settlements will have been maintained and
enhanced.” 37
Wentworth Woodhouse has its own policy within the Core
Strategy: The primary policy that will have a direct impact on Wentworth
“4.3.22 The Council recognises the long-term need to conserve Woodhouse is Policy CS23.
the historic parkland setting of Wentworth Woodhouse and is
sympathetic to proposals of an appropriate scale and nature to Policy CS23
develop the House to secure its long-term future, subject to the
necessary listed building consents and planning permissions. This Policy CS23 is described in the Core Strategy as seeking to
is reflected in Objective 8 and Policies CS23 Valuing the Historic preserve the heritage assets of Rotherham, and safeguard or
Environment and CS11 Tourism and the Visitor Economy.” enhance their future, both for their own importance, and the
wider benefits they bring. 38 The Core Strategy outlines these
Wentworth Woodhouse is within designated Green Belt, a Green benefits as including:39
Infrastructure Corridor (particularly in associated with Rotherham
Town Centre redevelopment) and adjacent to the Wentworth ● Improvement in the quality of the historic built and
Village Conservation Area, and relevant policies will apply. The landscaped environment;
WWPT will also need to ascertain if any development proposals ● the stimulation of high architectural quality in new
represent a change of use, and respond accordingly. buildings;
● creation of a stronger local identity and sense of place;
Relevant Core Strategy Policies ● increased sustainability;
Objective 8 ● encouragement of local building craft skills;

37 Rotherham Core Strategy (2014), Rotherham City Council, p.27. Available to download from: 39 Rotherham Core Strategy (2014), Rotherham City Council, p.137. Available to download from:
http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy
38 Rotherham Core Strategy (2014), Rotherham City Council, p.137. Available to download from:
http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy
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 ● greater opportunities for use of the historic environment in Changes to the Green Belt will be considered in the following
education; and locations:
● increased levels of investment and tourism. ● The wider Rotherham Urban Area
● Principal Settlements for Growth
Policy CS23(c). reads “The character and setting, including key ● Principal Settlements
views to and from the historic buildings and designated ● Thurcroft
landscape, of the Wentworth Woodhouse Estate will be ● A broad location for growth is identified at Dinnington
conserved, enhanced and protected from inappropriate East, which will be removed from the Green Belt; the
development.” 40 detailed Green Belt boundaries will be defined in the Sites
and Policies document and accompanying Policies Map.
Other policies that may affect Wentworth Woodhouse ● Consideration will be given to a limited review of the
Green Belt in other locations, as necessary, to deliver the
Policy CS4 - Green Belt spatial growth strategy established in CS1 and to ensure
the long-term sustainability of all communities.
Policy CS4 reads: Land will also be removed from the Green Belt and identified as
Land within the Rotherham Green Belt will be protected from Safeguarded Land available for longer-term development
inappropriate development as set out in national planning beyond the Plan period.
policy. Opportunities to support and enhance the beneficial use of the
In line with Policy CS1, land within the Strategic Allocation at Green Belt will be pursued in the future through compensatory
Bassingthorpe Farm is removed from the Green Belt, as shown in measures including the creation or enhancement of Green
Map 3 'Strategic Allocation Policies Map'. Infrastructure.
A comprehensive review of the remaining boundaries of the
Green Belt will be undertaken and shown on the Policies Map to Policy CS9 - Transforming Rotherham’s Economy
accompany the Sites & Policies document. This Review will assess
land against the national purposes of Green Belt and, together This policy seeks to transform the economy of Rotherham, which
with sustainability and constraints considerations will identify has declined since the 2008-10 recession. This policy will support
sufficient land to meet housing, employment and other the building of commercial and industrial property in the area.
development needs in the borough. Industries that are particularly favoured are listed at CS9(3)(a-f)
and include the Creative and Digital Industries, and Business,

40 Rotherham Core Strategy (2014), Rotherham City Council, p.136. Available to download from:
http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy
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Professional and Financial Services, both of which are ideal 5. Encouraging developments which support small and start-up
industries to be housed in offices in Wentworth Woodhouse. businesses
Another area of support covered by this policy is the support of 6. Encouraging proposals which support the Dearne Valley Eco-
small start-up businesses, which would also be ideal tenants for vision.
commercial properties at Wentworth Woodhouse. 7. Supporting innovative and flexible schemes, such as live/work
developments, which diversify Rotherham's employment
Policy CS9 reads: opportunities
Rotherham’s economic performance and transformation will be 8. Supporting rural farm diversification proposals where they are
supported by: modest in scale, additional to the main agricultural / farm use
1. Allocating sufficient land in the Sites and Policies document to and re-use existing buildings wherever possible.
meet Rotherham's employment land requirement of 230 hectares 9. Assisting the relocation of uses which are ill-suited to their
of land for business and industrial development and 5 hectares of surroundings and which prejudice the satisfactory planning of the
land for office floorspace for the Plan period in accordance with area, whilst protecting existing and potential employment
the Spatial Strategy set out in Policy CS1 Delivering Rotherham's opportunities.
Spatial Strategy. These allocations will support employment
growth in sustainable locations and meet modern economic Policy CS10 - Improving Skills and Employment Opportunities
requirements.
2. Protecting viable employment sites and supporting the Policy 10 aims to improve skills and employment in the
regeneration and intensification of previously developed land, Rotherham area. Construction training and other training
including proposals which safeguard the viability of established programmes are particularly encouraged. This policy supports
industrial and business area the possibility of running heritage skills training programmes or
3. Safeguarding our manufacturing base and targeting the school. This will not only provide possibilities for training but if the
following priority sectors: school were to be directly involved in the renovation works at
a. Creative and Digital Industries Wentworth Woodhouse, potential employment.
b. Advanced Manufacturing and Materials
c. Environmental and Energy Technologies Policy CS10 reads:
d. Construction Industries The Council will work with its partners to improve skills in all of
e. Business, Professional and Financial Services; and Rotherham’s communities through the promotion of access to
f. Low Carbon Industries training, education and local employment opportunities.
4. Encouraging the development of an Advanced Where appropriate and viable the Council will seek to enter into
Manufacturing cluster at Waverley by supporting proposals for a local labour agreement with applicants and developers to
complementary uses
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improve the links between local communities, developers and facilities, camping and caravanning sites and visitor
employers by: accommodation in appropriate locations. Proposals focused on
a. Ensuring that new developments contribute to the the borough's canal's and rivers will be supported where they
provision of education and training can be delivered safely and in line with relevant flood risk policy.
b. Promoting local employment opportunities, and Tourism and visitor developments will be supported which
securing construction training experience through a. improve the quality and offer of Rotherham’s visitor
employment on site, through financial contributions or economy
through other training programmes. b. improve the image and perception of Rotherham and
promote the borough as a visitor destination
Policy CS11 - Tourism and the Visitor Economy c. attract investment to the local area and increase job
Tourism can play an important role in the sustainable future of creation
local communities, and the council will actively support d. increase the skills base in tourism associated areas
proposals relating to improving the tourism offer and associated e. enhance and conserve the borough’s urban and rural
infrastructure that will benefit both the visitor and the local heritage, and
resident. An increase in visitors to the region can have an f. utilize existing or replacement buildings wherever
important role to play in the diversification of the local economy, possible, particularly outside of existing settlements
providing employment opportunities and creating a positive g. are consistent with town centre regeneration objectives
profile of Rotherham. Heritage tourism and leisure learning, in h. enhance the character and role of Rotherham’s
particular, can be good potential sources of growth matching country parks, including the provision of appropriate
increased expectations around culture and hobbies. additional recreation, leisure and tourist facilities.
This policy will be primarily delivered through planning The Council will support proposals for a comprehensive, regional
permissions, but the council will also consider partnership working scale leisure and tourist attraction north of Rother Valley Country
wherever possible.41 Park compatible with its location within the Green Belt.
In considering the appropriateness of the location of proposed
Policy CS11 reads: tourism and visitor developments regard will be had to the
The Council recognises the contribution that tourism can make to proximity to existing and connectivity with other visitor attractions,
sustainable economic development and job creation. The destinations and amenities, particularly by public transport,
Council will support development proposals for hotels, walking and cycling.
conference centres, leisure-related tourism facilities, transport

41 Rotherham Core Strategy (2014), Rotherham City Council, p91. Available to download from:
http://www.rotherham.gov.uk/downloads/file/1571/adopted_rotherham_core_strategy
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Policy CS21 - Landscape d. Development will respect the setting of neighbouring
The Core Strategy seeks to both preserve the existing landscape settlements.
of Rotherham, and develop new areas. This includes limiting e. Where opportunities exist, the Council, and its partners,
development in areas that are High Landscape Value and will support landscape enhancement, restoration,
ensuring that important views of landscape features are reclamation and other environmental improvements to
maintained. As a Registered Park and Garden, and situated enhance the quality, appearance and attractiveness of
within a notable historic landscape, planned activities at the borough and encourage future investment,
Wentworth Woodhouse must respect and where possible development and tourism.
enhance its setting and role within the landscape. f. Landscape works shall be appropriate to the scale of
the development.
Policy CS21 reads: g. Developers will be required to put in place effective
New development will be required to safeguard and enhance landscape management mechanisms including long-term
the quality, character, distinctiveness and amenity value of the landscape maintenance for the lifetime of the
borough’s landscapes. development.
This will be achieved through the principles set out below: h. Support will be given to initiatives, strategies and
a. All new development proposals will be required to projects working towards or contributing to landscape
respect and enhance the character and distinctiveness of scale conservation, implementing an integrated
the relevant National Character Areas and the Local approach to managing the environment and all its
Landscape Character Areas identified for Rotherham. functions.
b. Within Areas of High Landscape Value, development
will only be permitted where it will not detract from the
landscape or visual character of the area and where 3.5.3 Local Plan Sites and Policies
appropriate standards of design and landscape Rotherham Council’s Publication Sites and Policies document
(September 2015) sets out how the Council and its officers will
architecture are achieved.
implement and deliver the policies set out in the Core Strategy. 42
c. Significant landscape features, important views
including landmarks and skylines will be safeguarded and In particular, the document addresses the allocation of
enhanced. Proposals that reduce the negative visual development sites to meet Core Strategy targets on areas such
impact of landscape detractors will be encouraged as housing, employment and retail, as well as detailing the

42 Rotherham Publication Sites and Policies September 2015, available to download here:
http://www.rotherham.gov.uk/localplanexamination/download/downloads/id/2/sd02_pu
blication_sites_and_policies_-_september_2015.pdf
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development management policies to guide the determination ● “People living in high-quality homes, whether in the social
of planning applications. rented, private rented or home ownership sector”
● “Rotherham Council playing its part by being the best
A number of development management policies may have a housing provider in the country, delivering high-quality
direct impact on any future proposals for Wentworth services and support, and peaceful and well-managed
Woodhouse. These include: neighbourhoods”
● SP2 - development in the Green Belt ● “A smaller gap between the most and least
● SP4 - extensions to buildings in the Green Belt disadvantaged neighbourhoods, so that all of
● SP5 - alternative uses for buildings within the Green Belt Rotherham’s people can live in safe, healthy and vibrant
● SP6 - replacement buildings in the Green Belt communities”, and
● SP29 - suitable transport for development ● “No households living in homes that are poor in terms of
● SP35 - Green Infrastructure and landscape energy efficiency.” 43
● SP43 - listed buildings
● SP45 - archaeology and scheduled ancient monuments Since the 2012 vision, the following aim as also been added to
● SP46 - understanding and recording the historic the strategic vision for 2043:
environment
● SP47 - historic parks, gardens and landscape ● “A revitalised Town Centre with a new urban
● SP58 - design principles community.” 44
● SP59 - car parking layout
● SP62 - advertisements The Council’s housing strategy is linked with its overall corporate
vision, and in particular address the levels of deprivation and
These policies are provided in full in Appendix 4. need across the area. There is a commitment to the provision of
sufficient affordable social housing, better joined-up working
between RMBC Housing, Adult Services and Children & Young
3.5.4 Rotherham Housing Strategy People Services and alleviation of fuel poverty.
The Rotherham Housing Strategy 2016 - 2019 sets out the ways
that Rotherham Metropolitan Borough Council will meet the 30- In 2015, a Strategic Housing Market Assessment was completed. It
year vision established in 2012 for the region. By 2043 the council
identified the need for 900 new dwellings, 237 of which would
wants to see:
need to be affordable housing. There is a real need in the area

43 Rotherham Housing Strategy 2016 - 2019, available to download here: 44 Rotherham Housing Strategy 2016 - 2019, available to download here:
http://www.rotherham.gov.uk/shf/downloads/file/18/housing_strategy_2016-19 pp.5 http://www.rotherham.gov.uk/shf/downloads/file/18/housing_strategy_2016-19 pp.5
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for affordable 1 and 2 bedroom social housing. In addition, there
is a need for new high-quality homes across the private rental Rotherham needs both more and better jobs to increase its
sector. contribution to the national economy and provide residents with
the employment opportunities to meet their needs. This includes
Part of delivering these objectives is the Bassingthorpe Farm supporting training and skill development and creating the
housing development, just south of Wentworth Woodhouse. This necessary infrastructure to support economic growth. The
major new housing development is intended to provide c.2,500 delivery of the Growth Plan is supported by the Rotherham
new homes, along with employment opportunities, a new Investment and Development Officer (RiDO), who can provide
primary school, play areas, sports pitches, allotments and a local businesses with advice, property searches and marketing, and
centre. 45 recruitment and training advice, as well as offering office space
on a monthly licence to startups.
The Council’s housing policies should be considered when
making strategic decisions about the direction of Wentworth The overall objectives of the Growth Plan are to:
Woodhouse. There is a strong push to develop social and ● Seek to deliver 10,000 net new jobs in the private sector
affordable housing in the region, which will potentially bring in over the next 10 years, from the current figure of 92,900.
younger families with less disposable income. The development ● Seek to create 750 additional new businesses over the
at Bassingthorpe Farm will also increase the number of families in next 5 years by targeting those sectors with the greatest
the immediate area. The WWPT needs to be aware of this potential.
changing demographic, and ensure that the future visitor offer at ● Seek to increase GVA through starting, growing, and
the site accommodates a variety of audiences. attracting businesses.

Three themes in the Growth Plan have a particular relevance for

3.5.5 Rotherham Economic Growth Plan Wentworth Woodhouse, both for the organisation itself and for
The Rotherham Economic Growth Plan 2015 - 2025 maps out a developing commercial/office or retail units as a potential
programme of investment in economic growth and infrastructure income stream as well as formal learning programmes during
over the short, medium and long-term. The Plan, which has a 10 capital works.
year lifetime, is a partnership between the public, voluntary and
private sectors. It aligns closely with the Sheffield City Region
Strategic Economic Plan, to ensure strong links between the two.

45 Source:
http://www.rotherham.gov.uk/info/200074/planning_and_regeneration/1217/bassingthor
pe_farm
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Growing existing and developing new business Employment land and business premises
The RMBC aims to encourage an increase in start-up rates and in Rotherham requires a sufficient stock of industrial land, units and
levels of innovation across the borough, stimulating investment office space of the right quality to attract investment into the
and employment. There is a notable enterprise gap, and to borough. In particular, the Council requires major developments
address this the Council, through RiDO, has established four sites - over 20+ hectares - to deliver the job growth targets. At
Business Incubation Centres across the region providing support present, there is a c. 10.9% vacancy rate that is being
for start-ups and SMEs. Partnerships have been established with addressed. 46
colleges, schools and youth enterprise services to encourage skill
development. Incubator units or small offices at Wentworth could Although the Growth Plan theme focuses on large-scale
help serve this need. schemes, there is a role for new business premises for SMEs and
start-ups that the Council wishes to support. The RiDO team
The Council will also seek to support any business with growth reports that over half of enquiries about business rentals are for
potential, and see Advanced Manufacturing, Business Process units less than 1000 sqm in size. There is an additional ambition for
Services and Logistics as particular areas of strength. business in the area to be serviced by fast and reliable
broadband.
Skills for employment and progression
Rotherham needs to continue its shift from traditional
manufacturing to high-tech industries and a service-based 3.5.6 Local Enterprise Partnership
economy, which requires a well-educated local workforce. The The Sheffield City Region LEP was established in 2010 in order to
number of people qualified to Level 4 and above needs to provide the strategic direction for Sheffield City Region (SCR),
increase in order to meet this demand. which is composed of nine local authorities: Barnsley, Bassetlaw,
Bolsover, Chesterfield, Derbyshire Dales, Doncaster, North East
Rotherham College will shortly be launching a higher education Derbyshire, Rotherham and Sheffield. The LEP has produced and
campus in the town centre, increasing higher skill levels and takes ownership of the region’s Strategic Economic Plan (SEP),
opportunities. The Council is also keen to develop and support setting out the blueprint for local economic growth. 47
apprenticeship and target learning programmes and in
increasing employment among young people. There are This ambitious plan aims to put local stakeholders in both the
potential partnership opportunities for Wentworth Woodhouse. private and public sectors in control of the area’s future.
Increased productivity will enable export-led, sustainable growth,
based upon the existing strengths of the LEP - manufacturing,

46 Rotherham Economic Growth Plan 2015-2025, pg. 21 47 Sheffield City Region LEP Strategic Economic Plan: A focused 10 year plan for private
sector growth 2015 - 2025 (2014)
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advanced engineering, a growing CDI sector (Creative and given to a number of high impact start-ups, and encouraging
Digital Industries), the service sector and SMEs. The region also flexible leases, affordable rents and rates and working with
benefits from 2 universities, a significant capacity for the universities and FE colleges to continue encouraging small
development of new and existing employment land, an businesses, especially in the CDI sector.
established tourism offer and the introduction of high-speed rail.
The regional support for new and small business growth can
The SEP has set the following 10-year targets to address the provide an opportunity for Wentworth Woodhouse in offering
current enterprise deficit: small business units as a potential income stream.
1. The creation of 70,000 new jobs (30,000 of which are to be
in highly skilled occupations)
2. Increase GVA across the region by 10% 3.5.7 Adjacent Authorities
The neighbouring authorities of Sheffield and Barnsley will
3. Create 6,000 additional businesses beyond the baseline
contribute to the success of Wentworth Woodhouse, and in turn,
growth rates
will benefit from the increased tourism and cultural offer in the
These targets will be achieved through the creation of a stronger, region that the regeneration of Wentworth will bring. The WWPT is
already engaging with the regional LEP, is working with Barnsley
larger private sector, encouraged through the creation of more
in the Great Places scheme and contributes to the Elsecar
start-ups, help in growing indigenous firms and attracting new
Heritage Action Zone (below, Section 3.6.4 and 3.6.5). The
firms. Sectors such as business and professional services,
advanced manufacturing, healthcare technologies, CDI and Sheffield Culture Consortium ‘Cultural Plan 2017 – 2022’ and the
Barnsley Council ‘Visitor Economy Strategy for Barnsley 2017 –
low carbon are particularly important to the local economy.
2020’ both stress the opportunities for investment in culture and
partnership working in improving the region’s cultural offer,
Through the development of ‘Growth Hubs’, such as RiDO, the
SCR will provide first class business support services, offering wellbeing and tourism economy. 48 Continued relationship
products and services in finance, exports and international trade building and joint programming with both neighbouring
skills, innovation and new product development and start-up authorities will increase the sustainability of the Wentworth offer,
support. This support network and mentoring will, in particular, and expand influence beyond the local community.
assist SMEs in the region to grow. This is linked with the ambition to
create an average of 600 new business a year over the next 10
years, which will see targeted advanced support packages

48 Sheffield Culture Consortium A Culture Plan for the Sheffield Culture Consortium 2017 –
2022 (2016); Barnsley Metropolitan Borough Council Visitor Economy Strategy for Barnsley
2017 – 2020 (2017)
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3.5.8 National policy National Planning Policy Framework (NPPF) (2018)
The primary historic environment legislation, policy and guidance The NPPF sets out the Government’s planning policies for England
against which development would be considered include:
and how these are expected to be applied. At the heart of the
● Planning (Listed Building and Conservation Areas) Act National Planning Policy Framework is a presumption in favour of
1990; sustainable development (para. 7). There are three dimensions to
● National Planning Policy Framework (NPPF) (2018); sustainable development: economic, social and environmental.
● Managing Significance in Decision Taking in the Historic
The purpose of the planning system is to encourage sustainable
Environment: Good Practice Advice in Planning Note 2 development that makes a positive contribution to the quality of
(Historic England 2015); the built, natural and historic environment, and contributes to the
● The Setting of Heritage Assets: Historic Environment Good overall quality of people’s lives. To this end, economic, social and
Practice Advice in Planning Note 3 (Second Edition)
environmental gains should be sought jointly and simultaneously
(Historic England 2015); and through the planning system (para. 8).
● Conservation Principles, Policy and Guidance (Historic
England 2008); Section 12 addresses the importance of good design of new
structures and features in relations to the pre-existing
There is a large suite of guidance papers published by Historic environment. Paragraph 127 requires the local authority to ensure
England on a wide variety of topics that will be of use when that proposals are ‘sympathetic to local character and history,
considering change to Wentworth Woodhouse, on subjects such including the surrounding built environment and landscape
as energy efficiency, lead roofs, external lighting and repointing.
setting, while not preventing or discouraging appropriate
These documents should be referenced in any revised innovation or change.’
Conservation Management and Landscape Management Plans.
Section 16: Conserving and enhancing the historic environment
Planning (Listed Building and Conservation Areas) Act 1990 sets out the framework for local planning authorities to make
Statutory protection for built heritage is principally provided by informed decisions on developments that affect heritage assets.
the Planning (Listed Building and Conservation Areas) Act 1990. Paragraphs 185 - 200 set out the information requirements and
In considering whether to grant planning permission for policy principles in relation to heritage assets.
development that affects a Listed Building or its setting, Sections
16 and 66 of the Act requires local authorities to have special Paragraph 189 requires an applicant to 'describe the significance
regard to the desirability of preserving the Listed Building or its of any heritage assets affected, including any contribution made
setting or any features of special architectural or historic interest by their setting. The level of detail should be proportionate to the
that it possesses.

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assets’ importance and no more than is sufficient to understand significance and setting requires clear and convincing
the potential impact of the proposal on their significance'. justification and must be weighed against the public benefits
resulting from the proposal.
Paragraph 185 states that ‘plans should set out a positive strategy
for the conservation and enjoyment of the historic environment,
including heritage assets most at risk through neglect, decay or 3.6 Cultural, Tourism and Heritage context
other threats. This strategy should take into account: a) the
3.6.1 Domestic tourism in Yorkshire
desirability of sustaining and enhancing the significance of
Visit England is the organisation responsible for monitoring tourism
heritage assets, and putting them to viable uses consistent with
and tourist visiting within England and Great Britain. They produce
their conservation; b) the wider social, cultural, economic and
reports on a variety of different types of tourism and keep a list of
environmental benefits that conservation of the historic
the most visited tourist attractions.
environment can bring; c) the desirability of new development
making a positive contribution to local character and
A lot of their figures are amalgamated into national tourism
distinctiveness; and d) opportunities to draw on the contribution
figures, with regional figures usually being disseminated by the
made by the historic environment to the character of a place’.
local Destination Management Organisations or local authorities.
Visit England do also produce regional reports, but this is not
Further to this, Paragraph 200 encourages opportunities for new
always annually. The most recent regional report into domestic
development within Conservation Areas, or the setting of
tourism was released in 2015 - “Yorkshire and the Humber
heritage assets, which could ‘enhance or better reveal their
Domestic tourism (2015)”.
significance’, and ‘proposals that preserve those elements of the
setting that make a positive contribution to the asset (or which
According to this report, in 2015, one in ten overnight visits and
better reveal its significance) should be treated favourably’.
day trips were to the Yorkshire and Humber region.49 This equated
to 11.3 million overnight visits and 112 million day trips.
Paragraph 193 states that ‘when considering the impact of a
proposed development on the significance of a designated
Of these, the average number of overnight visits in South
heritage asset, great weight should be given to the asset’s
Yorkshire was 1,912,000 50. For Rotherham, this was just 219,000
conservation (and the more important the asset, the greater the
overnight visits.
weight should be). This is irrespective of whether any potential
harm amounts to substantial harm, total loss or less than
substantial harm to its significance.’ Any harm to an asset’s

49 Yorkshire and the Humber Domestic tourism (2015), p.1. 50 Ibid, p. 7 - 3 year average trips and holidays to South Yorkshire for 2013-15.

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The average spend per night of visitors staying overnight in the Seasonality of visits was as expected, with more people visiting
region was approximately £71, but visitors are likely to spend less between April and September (61.48%).
time on holiday in the region than the UK average, meaning their
average spend per trip is £214. 51 The majority of international tourists to the region were visiting
friends and family (42.66%), with almost a quarter visiting for a
When visiting the region, domestic tourists are most likely to do holiday (24.26%).
the following activities 52:

Outdoor activities (including long walks) 46% 3.6.3 ‘Welcome to Yorkshire’ - Destination Management
Organisation
Outdoor activities (excluding long walks) 38%
Visitor Attractions 32% Welcome to Yorkshire is the Destination Management
Organisation for the Yorkshire region. They work to promote the
History and Heritage 28%
region nationally and internationally to tourists, and to inspire
Visit Beaches 20%
them during their visit to the region.
Overall, overnight domestic tourism in the South Yorkshire region
According to their website, Welcome to Yorkshire suggest the
brought in £284m in visitor spend, with £30m of that going to
following key statistics about tourism in the region:
Rotherham, for both short trips and holidays.

● Tourism is worth £8 billion to the Yorkshire economy

3.6.2 International tourism to Yorkshire ● Tourism day visitors have increased by 8% to the region
Visit England also records inbound tourism from countries outside ● £1.67 billion was spent in the region by overnight domestic
the UK. According to the latest data, 1.36m visits were made to visitors
Yorkshire in 2016 53, which was a 5.59% increase from the previous
year.
3.6.4 Elsecar Heritage Action Zone
Elsecar is a village within the Earl Fitzwilliam estates. It was
The average length of a visit by inbound visitors was 8.42 days, an
previously a hub within the region for iron and coal. Now the
increase of over 4% from the previous year. The average spend
mining and workshops have gone, the village has rebranded
per visit, however, decreased by 5.38% to £378.
itself as a place of fascinating heritage alongside contemporary
shopping. The many upstanding listed building contribute

51 Ibid, p. 3 53 Source: https://www.visitbritain.org/nation-region-county-data

52 Ibid, p.5

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significantly to the character of Elsecar, which sits just over one ● Improve understanding of the village's heritage, which is
mile from Wentworth Village. largely hidden, extending the visitor experience to include
important archaeological sites.
The village boasts a Heritage Centre, a private hire venue (The ● Bring historic buildings back into use, providing offices and
Ironworks), shopping and crafts workshops, a heritage railway, retail units.
and the Newcomen Beam Engine. The website for the site is ● Identify suitable sites for new housing.
available here: http://www.elsecar-heritage.com/ ● Encourage local people and community groups to get
involved in the village's development - to help them forge
The Heritage Centre is maintained and operated by the Barnsley new skills, provide rewarding experiences and raise
Museums Service, their Annual Review is available here: awareness and pride in Elsecar's heritage. 56
http://www.elsecar-heritage.com/content/downloads/Barnsley-
Arts-and-Museums-Annual-Review-15-16-41719234.pdf According to the Elsecar Heritage Centre: “Over the next three
years the HAZ will be working with the local community to
research, uncover and celebrate the incredible, but often
Heritage Action Zone hidden, history and archaeology of the village. The project will
Elsecar Village was made a Heritage Action Zone (“HAZ”) by also help to realise the village’s potential as part of the region’s
Historic England in March 2017.54 This three-year partnership growing visitor and tourism economy through enabling the
between Barnsley Museums and Historic England aims to boost conservation and re-use of historic buildings and guiding plans for
the local economy of the Action Zones through their heritage. future development.” 57
Other HAZ’s include Sunderland, Hull Old Town, Nottingham and
Weston Super Mare. 55 Visitor Figures
According to a “DRAFT Visitor Economy Strategy for Barnsley
As part of the project, Historic England will provide services such 2017-2020” on the Barnsley council website, the heritage
as research, funding, advice on planning policy and help in attractions in Elsecar are very popular. The report lists the annual
engaging local communities. visitor figure in 2016/17 to the Elsecar Heritage Centre as 449,802
(although this does represent a 3% reduction from 2015/16); and
Specifically, at Elsecar, the HAZ aims to: annual visitors to the heritage railway as 15,000 58.

54https://historicengland.org.uk/services-skills/heritage-action-zones/breathe-new-life-into-old- 56 https://historicengland.org.uk/services-skills/heritage-action-zones/elsecar/
places-through-heritage-action-zones/ 57 http://www.elsecar-heritage.com/heritage-action-zone-
55 https://historicengland.org.uk/services-skills/heritage-action-zones/
58 http://barnsleymbc.moderngov.co.uk/documents/s25161/Item%204b.pdf, p.8.

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According to the same draft report, “Cannon Hall and Elsecar, in “The Boroughs of Barnsley and Rotherham are among the most
particular, attract people from across the North of England; deprived in England but have the potential to become major
whereas Worsbrough Mill has a predominately local audience. visitor destinations and create economic growth and prosperity.
Visitors tend to be in the 55 plus age range, with Experience This is thanks to some immensely important heritage in the villages
Barnsley and Elsecar attracting a younger age group. The of Elsecar and Wentworth and the National Lottery-funded
biggest motivator for visitors is to spend time with family and Cooper Gallery in Barnsley and Clifton Park in Rotherham.
friends.” 59 Funding will allow the boroughs to work with deprived
communities who were hit hard by the decline in traditional
Elsecar Masterplan industries, increasing engagement culture, tackling social issues
The Barnsley Museums Service annual report mentioned that a and using heritage stories to reignite a sense of local pride and
Masterplan for Elsecar is to be launched ‘soon’ 60. But this was in ambition.” 63
2015/16. A quick google search does not reveal that the
Masterplan has been published or released. Obtaining a copy of The main focus of the project is to inspire and encourage young
this Masterplan, if available, would be advantageous. people in the communities. The projects run as part of this
scheme will aim to tackle some of the biggest issues facing
3.6.5 Great Place Scheme young people in the boroughs: education, health, and
The Great Place Scheme is an initiative designed by the Heritage wellbeing.
Lottery Fund, Arts Council England, and Historic England to
encourage communities and heritage to work together, putting The programme is still in its infancy, but one of the major events
heritage at the heart of the community. The scheme is in its pilot organised as part of this was the arrival of the ‘Man Engine’
phase, with 16 places receiving funding in England. The scheme display at Wentworth Woodhouse on 23rd June 2018.
is now being rolled out across Wales, Scotland and Northern
Ireland 61.
3.6.6 Rotherham cultural and tourism objectives
Of the 16 places successful in receiving funding towards these
aims, Rotherham and Barnsley put into a joint bid and Cultural Plan
successfully secured £1,264,000. 62: Culture in Rotherham has been an area of development for the
Borough Council for some time. The council is in the process of

59 Ibid, p.11 61 https://www.greatplacescheme.org.uk/

60 http://www.elsecar-heritage.com/content/downloads/Barnsley-Arts-and-Museums-Annual- 62 https://www.greatplacescheme.org.uk/england
Review-15-16-41719234.pdf, p.34 63 https://www.greatplacescheme.org.uk/england

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developing a ‘Cultural Plan’ that will specifically consider how
the cultural and heritage assets of Rotherham can be developed
and supported by the local authority. The geographical regions
covered by this plan will be:

1) Wentworth Woodhouse;
2) Rotherham Valley Country Park and Gullivers Theme Park;
and
3) Rotherham Town Centre.

At the time of writing, a cultural strategy has been developed by

Rotherham Metropolitan Borough Council, but it is not
anticipated to be completed until October 2018.

Children and Young People

The Council also plans to become an exemplary national local
authority in its provision for Children and Young People.
Throughout all of the activities of the Council, they want to
ensure that children and young people are cared for and
nurtured to be the very best they can be. This aspiration is in its
infancy at the time of writing, but consultation with Council staff
have confirmed that it is likely to increase in importance in the
coming years.

Destination Management Plan

At the time of writing, a brief has been written for a Rotherham
Destination Management Plan, however, this is not anticipated to
be completed until after December 2018.

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SECTION FOUR: MARKET APPRAISAL AND Interpretation and the visitor experience
The visitor experience and the stories told through interpretation,
CONSULTATION whether verbal or visual, is extremely important. Comparator site
visits showed that there was a significant gap in the market in the
Summary communication of personal stories and histories that Wentworth
The research undertaken to create the market appraisal within could fill in innovative and contemporary ways. The Project Team
the Masterplan has included both desk-based research and became more convinced through their site visits that a visit to
primary consultation with comparator organisations and Wentworth Woodhouse should be inspiring. Whether this was
stakeholders. through immersive digital displays, or engaging stories of the real
people who served the site, making the interpretation relevant
This research has created an evidence base from which the and authentic for everyday people was essential.
gaps in the market have been identified. By learning from
comparator organisations, the expectations of stakeholders, and Income
the activities of comparator sites, the proposed vision for Successful comparators had implemented mixed-use income
Wentworth Woodhouse is grounded in evidence and is proactive streams that were continuously reviewed and refreshed.
regarding potential challenges. Residential units were not a popular income stream. Although
many of the larger, privately owned estates rented out cottages,
Central to this project has been the involvement of the very few had residential units within the main house. A more
immediate and wider community. Wentworth, Rotherham and popular and successful option was holiday lets within the historic
South Yorkshire have always been viewed as the primary properties.
geographic audiences for the site. Building community support
and pride for the redevelopment project is an integral first step to Potential market saturation
promoting Wentworth Woodhouse as one of the most significant There are many popular and successful historic houses in the
houses in the country. If it does not have the support of the local region. While many of these are significantly smaller than
community, this will hamper its success as a national attraction. Wentworth Woodhouse, both in physical scale and potential
audience reach, the visitor profiles for these houses could be
From the desk-based research and the site visits several key similar. The WWPT will need to develop a visitor experience that
learning outcomes became apparent that have directly stands apart from the other historic houses.
informed the Masterplan and overall vision for Wentworth
Woodhouse.

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Strong brand identity of the residents within the immediate vicinity of Wentworth
Organisations in the region that achieve high visitor numbers Woodhouse.
have a very strong brand identity. They also strategically market
other income streams using the same brand identity. As part of the report, it outlines how many people have visited a
heritage property in the last 12 months. This segment could be
Range of visitor ‘access points’ ‘low hanging fruit’ for the project. They are the most likely to visit
Popular attractions in the region allow visitors to engage with Wentworth Woodhouse, with less marketing investment, as they
their property in a variety of ways. For example, some visitors are already interested in historic or heritage properties.
simply want to use the cafe as a meeting spot, whilst others want
to walk their dog and explore the grounds. Offering a variety of However, these audiences are not the audiences of tomorrow,
‘access’ points makes the property appealing to a wider and they are not the typical audience in the surrounding area. In
audience, thereby increasing its profitability. order for the project to be a success, it needs to engage
audiences from a much broader demographic and bring hard to
Partnership reach communities onboard.
Regional partnership and co-marketing will be integral to the
success of the Wentworth Woodhouse Masterplan. Properties Embracing the needs of these audiences early on is integral to
that are successful in the region often partner with tourism success. Considering them in the creation of activities,
agencies and co-market with local attractions. The Yorkshire interpretation, events, pricing, access requirements and transport
Sculpture Park and Hepworth Wakefield provide ideal partnership will all have a direct impact on the delivery of the Masterplan. By
opportunities for co-promotion with other major cultural being as accessible as possible Wentworth Woodhouse will be
organisations in the region. Partnerships should also be formed more financially sustainable. More detailed audience analysis will
with the Rotherham Museums service, to co-promote local be required as individual work packages are better understood
organisations, as well as regional or national partners. and advanced.

Audience Research The project will be a catalyst for change for Rotherham and the
Potential audiences were identified using the Audience region, which is a key strategic priority for the Trust.
Agency’s Audience Profile Report. This report outlines the
different potential audiences immediately surrounding Consultation
Wentworth Woodhouse and within a 60-minute drive from the Support for the regeneration of Wentworth Woodhouse runs
property. Each audience has been ‘segmented’ into a defined strong throughout the community and region. Uptake to
‘pen portrait’. These audience segments help to describe the consultation has been impressive. An online survey promoted on
motivations, interests, and feelings towards heritage and culture the Rotherham Metropolitan Borough Council and Wentworth
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Masterplan by tricolorassociates.co.uk
Woodhouse websites and social media platform generated over the survey, see Section 4.3.3 below). From the over 900 people
900 responses. responding, current audiences at Wentworth Woodhouse are
likely to be:
The online survey explored what facilities and activities visitors
would like to see at Wentworth Woodhouse. The most popular ● Female
facilities include a café, the landscape, a gift shop, a restaurant ● Aged between 41 -70
and an events / wedding venue. ● Have visited Wentworth Woodhouse once or twice within
the last 6 months to 2 years
Respondents were also keen to express their positivity for the ● Visited with their partner, family or friends.
project, wishing the Trustees well in their activities, but stressing
that community involvement was critical to success. Due to the WWPT’s partnership with the National Trust, National
Trust members are able to visit the Wentworth Woodhouse with a
There are numerous positive impacts associated with the 50% price reduction on tours as part of their National Trust
regeneration of Wentworth Woodhouse. These include positive membership. This was launched in 2017 and has proven very
change to the heritage, access to the site, economic growth, successful, with c. 50% of tour visitors holding National Trust
the increase of employment and training opportunities, and memberships. Wentworth Woodhouse is clearly of interest to NT
social, environmental and community changes. Members, and if possible, this partnership should be further
developed.

4.1 Audiences The map below shows the distribution of UK based survey
respondents from the general public survey. Although the
4.1.1 Current Audiences
majority of respondents are local, there is a national interest in
Under the operations of the Wentworth Woodhouse Preservation
the site.
Trust, the Mansion House has been open to the public for guided
tours since April 2017. The Trust does not currently collect
demographic or audience information from their visitors,
although they do ask for feedback and comments on the tours.

General Public Survey Data

To establish what the current audience demographic may be, as
part of the masterplanning process, we created a general public
survey which ran during February - April 2017 (for a full analysis of
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 Audience Spectrum is a national population profiling tool
developed by the Audience Agency
(www.theaudienceagency.org), on behalf of Arts Council
England. It identifies the differences between attendance,
participation and engagement as well as behaviours, attitudes
and preferences at arts, museums and heritage organisations in
locations across England. It is designed to be relevant to
organisations of different sizes across the cultural sector and
allows users to target and profile audiences at postcode level.

Why use segmentation

According to the Audience Agency, “Segmentation is a useful
technique to help organisations manage a range of
relationships, and forms a cornerstone of a healthy audience
development plan. It is worth taking some time and effort to get
this right. Segmentation is simply the process of dividing and
organising the population into meaningful and manageable
groups –or segments – so that you can tailor your cultural offer
and communications to the preferences of each group.”

A segment is not the same as a target audience, which is a

group within the general population we might choose to try and
work with through targeted events. Audience profiling by visitor
4.1.2 Potential Audiences characteristic tells us about trends across a broad population
To understand potential users for Wentworth Woodhouse, it is rather than the needs and wants of a specific target group. This
necessary to have an in-depth understanding of the visitor process of segmentation is a vital step in identifying, developing
profiles for the catchment area, including their participation in and managing audiences. It enables the development of events
sporting and cultural activities. In this instance, the national that are compelling and resonant with target groups and gives
dataset compiled by the Audience Agency - called Audience greater insight into how those people think and behave
Spectrum - has provided a baseline of information on which to regarding heritage and culture. Using segmentation helps to
base projections. inform marketing and communication effectively and provides a
firm basis for audience understanding and growth.
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 ● Trips and Treats (16% of English Households)
Audience Spectrum uses ten ‘segments’ to describe audiences ● Home and Heritage (10% of English Households)
within a given area. Data for this research has been taken from a ● Up Our Street (9% of English Households)
report generated from the Audience Agency data by Tricolor ● Facebook Families (12% of English Households)
using postcodes within a 60-minute drive time from Wentworth ● Kaleidoscope Creativity (9% of English Households)
Woodhouse, compared with the whole of England. The report ● Heydays (6% of English Households)
enables a greater understanding of potential audiences on a
local level. The visual for the area covered is as follows: South Yorkshire (60-minute drivetime from S62 7TQ)

As can be seen from the table below, the three most common
segments within the search area are Trips and Treats, Facebook
Families, and Up our Street.

Audience Spectrum segment 60-minute drivetime from S62

7TQ

Count %

Metroculturals 5,686 0%

Commuterland Culturebuffs 214,241 5%

Experience Seekers 210,203 5%

Audience Spectrum’s 10 segments
Audience Spectrum uses 10 ‘segments’ to describe audiences
Dormitory Dependables 486,143 12%
within a given area. The figures below are the English average:

● Metroculturals (5% of English Households) Trips & Treats 772,251 19%

● Commuterland Culturebuffs (11% of English Households)

● Experience Seekers (8% of English Households) Home & Heritage 417,228 10%
● Dormitory Dependables (15% of English Households)

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 Up Our Street 589,375 14% sites and museums, with almost half visiting one of these sites in
the last 12 months. They enjoy live music, musicals, films, and
street arts.
Facebook Families 695,189 17%

They are actively engaged in other leisure activities, such as

Kaleidoscope Creativity 385,937 9%
team sports or dancing. They are also some of the keenest
shoppers and enjoy doing this as part of their family time
Heydays 320,933 8% together. Trips and Treats regularly visit restaurants for meals out,
with big brand and family-friendly chains being some of the most
Unclassified 49,859 popular choices.

Adults 15+ estimate 2016 4,097,186 Reaching Trips and Treats audiences can be quite difficult. They
already have active and engaged lifestyles, so encouraging
them to attend a new place can prove hard. A good way to
First Highest
engage them is to link the heritage site with an existing interest, in
a family-friendly environment. They do respond to direct
Second Highest marketing and advertising but require endorsement from friends
and family.
Third Highest
They are also regular attendees of annual ‘blockbuster’ events,
such as Christmas events, but they are less likely to visit ‘risky’ arts
Trips and Treats (19%) events.
This group enjoy engaging with mainstream arts and popular
culture. They are usually influenced by their children, families and In terms of pricing, whilst able to occasionally pay a premium
friends. This group have active lifestyles, and whilst they may not price, they appreciate value for money experiences, and a
view arts and culture as a particular passion, they are still flexible family ticket or discount. As keen shoppers, they are more
culturally active because they see such activities as socially likely to spend in a shop of cafe on-site if the entry cost is
important. comparatively low. A high ticket entry will discourage this
additional spending.
This segment tends to live in suburban areas and are comfortably
off. They enjoy going to arts and cultural sites as a family day out If Wentworth Woodhouse developed a family-friendly approach
or a way to meet up with friends. They particularly enjoy heritage to opening, such as family tours, a children’s play area, or
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dressing-up events, this is exactly the type of site that Trips and Facebook Families are some of the highest users of the internet
Treats would want to attend. If a high-quality shop and family and emails and are the group most likely to use Facebook every
friendly cafe/bar was created, then this would meet all of the day. Many access the internet through their mobile phones, using
group’s needs. it to watch TV and YouTube. They also use Facebook and other
online sites to see what is happening in the local area and
However, Yorkshire is full of excellent historic houses and castles, express their interest in attending.
so a clarification of the specific USP of Wentworth Woodhouse
needs to be decided, and communicated clearly, for this group The best way to engage with Facebook Families is to offer them
to consider attending. a family-friendly experience at no or very low cost. They prefer
activities that are attractive to a range of ages and offer a social
Facebook Families (17%) opportunity for adults. They will be looking for an endorsement for
Facebook Families are families living in suburban and semi-urban these types of events through television advertising as well as
areas with high unemployment. They are often interested in social media and local news outlets.
going out and spending time together as a family but have very
little disposable cash. It is important to understand that, even if Wentworth Woodhouse
put on exactly the type of events that would interest Facebook
They prefer attending events that will guarantee family Families, this group may require public transport to attend an
enjoyment and fun over being specifically cultural. They are event. This might be a significant barrier for Wentworth
some of the lowest attendees of cultural activities, but may Woodhouse depending on the transport links to the Mansion
occasionally visit the cinema or a pantomime. A museum visit or House from Rotherham and the surrounding area.
heritage site may be considered, but usually only if it is free.
Up Our Street (14%)
While they do go out to visit events or free activities, Facebook Up Our Street are a group that have comfortable lives, living in or
Families are very likely to have at-home games consoles or spend just outside small cities or towns, usually in the North and
leisure time watching television. They enjoy doing DIY and Midlands. They don’t engage regularly in arts or cultural activities
gardening to develop their houses, and many have pets that but may be tempted by the right type of event.
they may want to bring with them on days out.
They particularly like attending live music events, usually rock or
In terms of earnings, 84% of people in this group are on a salary pop music, although they do have quite broad tastes. They may
less than £25k, with 26% on less than £10k. They are likely on a also attend musicals, craft fairs and carnivals, showing that they
tight budget and many of them claim multiple benefits. also enjoy easily accessible, free, experiential events. However,

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very few of these audiences are likely to visit a historic site, with visitors from around England. Therefore, understanding the most
low levels of National Trust or English Heritage memberships. popular audience segments for England should also shape the
types of programmes offered and the promotional channels
In terms of other leisure activities, this group enjoys spending time used.
in their homes doing DIY and gardening. They are not particularly
sporty but may do some fishing. They also enjoy going out to Trips and Treats (16% of English Households)
restaurants and pubs, bars, and social clubs. Please see the description above.

Around 95% of Up Our Street earn less than £25k and lead a Dormitory Dependables (15% of English Households)
modest lifestyle with inexpensive hobbies. Most of them are Dormitory Dependables are dependable, if not frequent,
homeowners, aged between 51 - 65, and are not likely to own a attendees of arts and cultural events. Most of this group live in
car. They are most likely to be singles or married couples without suburban areas and enjoy attending museums, heritage sites,
children living at home. and galleries. They tend to be older couples with a comfortable
standard of living. The highest concentration of this group live in
As avid readers of newspapers, Up Our Street are receptive to the South East of England, but they are usually spread across the
press advertising. They are happy using the internet but aren't as country.
adventurous online as other groups. They struggle with too many
options and are swayed by word of mouth promotions. Aiming This group enjoy mainstream activities, such as festivals, events,
events as family days out, with history and wildlife, may be and music performances. Whilst they enjoy visiting museums, they
particularly attractive for this group who may be wanting to take are likely to have only gone once or twice a year. Fewer visit
grandchildren out for the day. As incomes are relatively low, heritage sites but of those that do, half of them attend three or
pricing should be appropriate and consider additional costs, four times a year.
such as public transport, that may be a barrier to engagement.
In terms of other leisure activities, the home is very important for
This group are also more likely to have a disability or illness that Dormitory Dependables. They enjoy spending time gardening, as
affects their ability to undertake daily tasks. Therefore, having well as undertaking other outdoor sporting activities. They are
clear information on accessibility will be important. more likely to consider themselves ‘sporty’ instead of ‘arty’ but
do feel it is important to engage with cultural activities in addition
to sport.
England
One of the aims of the Wentworth Woodhouse Project is for the As keen users of the internet, Dormitory Dependables are
Mansion House to be a nationally recognised House, attracting frequent users of heritage and cultural organisations’ websites, as
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a way of finding out more information about visiting. However, also have low car usage and are unlikely to engage with an
they are less likely to book tickets through a website. evening offer.

Having an excellent website, which is clear and helpful, is In terms of reaching this segment, they are very suspicious of
important when reaching out to this audience. They prefer music advertising but prefer a direct and personal approach. They are
events and are excited by events linked to experiences. also low users of the internet, so may not respond to Facebook or
Therefore, having a programme of changing events and music, social media targeting, but will comfortably use email or face-to-
along with the traditional heritage offer, will be important in face appeals. In terms of pricing, whilst they are not on high
attracting this audience. They are more likely to respond to email incomes, neither discounted entry nor premium pricing is likely to
and direct communications. appeal to them. Offering value for money, all-in tickets, and
senior memberships may be appealing to this audience.
Home and Heritage (10% of English Households)
The Home and Heritage segment of audiences in England usually
live in more rural communities and are older with more Mosaic
conservative tastes in cultural engagement. Many of them enjoy Mosaic is Experian's cross-channel consumer classification
heritage sites in addition to arts and museums, with a high designed to help organisations understand the demographics,
proportion of National Trust Members. They are not highly lifestyles, preferences and behaviours of the UK adult population
engaged audiences due to physical access issues, and the in great detail. By synthesising millions of pieces of data, Mosaic
availability of transport. However, they are an excellent has been developed to create an easy to understand
audience to engage in day-trip and daytime activities. segmentation that allocates 49 million individuals and 26 million
households into one of 15 Groups. This knowledge of behaviours
47% of these audiences have visited a heritage site between and preferences helps to inform project programming and,
three and four times in the last 12 months, and they are also likely equally importantly, the marketing that will be used to engage
to visit the theatre. In terms of other leisure activity, this group the diverse audiences for the project.
enjoy spending time in their homes, with reading and gardening
being popular pastimes. They are very high consumers of South Yorkshire (60-minute drivetime from S62 7TQ)
television, with a preference for historic dramas and nature The report from the Audience Agency revealed that the top
programmes. three Mosaic profiles within the search area were Family Basics,
Aspiring Homemakers, and Transient Renters.
They have high levels of education, but as most of this group are
retired, they do not have a high level of disposable income. They

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 Mosaic group 60-minute England M Modest Traditions 313,118 8% 1,887,614 4%
drivetime from S62
7TQ
N Urban Cohesion 187,064 5% 2,686,437 6%
Count % Count %
O Rental Hubs 206,644 5% 3,392,123 8%
A City Prosperity 5,679 0% 2,114,882 5%

U Unclassified 60,727 650,106

B Prestige Positions 183,673 5% 3,284,577 7%

Adults 15+ estimate 2015 4,069,475 44,381,079

C Country Living 96,593 2% 2,760,609 6%

D Rural Reality 154,862 4% 2,482,802 6% First Highest

Second Highest
E Senior Security 383,034 9% 3,803,963 9%

Third Highest
F Suburban Stability 325,984 8% 2,740,692 6%

G Domestic Success 258,566 6% 3,834,270 9%

Family Basics
H Aspiring Homemakers 468,009 12% 4,251,592 10%
Families with limited resources who have to budget to make ends
meet.
I Family Basics 468,431 12% 3,457,895 8%

Family Basics are families with children who have limited budgets
J Transient Renters 429,568 11% 2,701,859 6% and can struggle to make ends meet. Their homes are low cost
and are often found in areas with fewer employment options.
K Municipal Challenge 237,924 6% 2,396,941 5% People within this group exhibit a range of financial security, from
those who are able to rent from social landlords and are stable
L Vintage Value 350,326 9% 2,584,823 6% families, through to those who own a basic home, but are
struggling to meet childcare costs.

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 They are usually high-earning families that live in upmarket homes
Aspiring Homemakers in popular neighbourhoods. Their affluent lifestyles are busy and
Younger households settling down in housing priced within their often revolve around their children and successful careers.
means. Individuals in these groups tend to have professional roles or
higher managerial responsibilities.
This group usually own their homes in private suburbs, which they
have chosen to fit their budget. Aspiring Homemakers are Senior Security
typically younger families, couples who are yet to have children, Elderly people with assets who are enjoying a comfortable
and singles in their 20s and 30s. The starter salaries they earn retirement.
mean that most can manage their household budgets, but
outgoings can be high. They are usually elderly couples or singles that live independently
in their own homes. They have a comfortable level of financial
Transient Renters security and include those who have stayed in the family home
Single people privately renting low-cost homes for the short term. after their children have left. It also includes people who have
chosen to downsize in order to live in communities with others of
Transient Renters are single people who pay modest rents for low- a similar age and lifestyle.
cost homes. Mainly younger people, they are highly transient,
often living in a property for only a short length of time before Leisure, Arts and Cultural Attendance
moving on. This group range in age from those who are nearing Arts Attendance
middle age and renting on a short-term basis before buying, or Understanding the leisure and entertainment habits of potential
those who are house sharing or renting a room. audiences both within the search area and nationally should
help shape targeted programming. There may be opportunities
England to adapt leisure activities into events that can be hosted by
Wentworth Woodhouse. The benefit of doing this is in piquing the
Aspiring Homemakers interest of non-attenders through something that does interest
Please see description above. them, in order to add them to direct marketing and promotions.

Domestic Success The report ordered from the Arts Agency, included below, shows
Thriving families who are busy bringing up children and following the percentage of attendance at certain types of events by
careers. those living in the search area and within England.

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 Attended in past 12 60-minute England As can be seen from this table, in the South Yorkshire area
months drivetime from S62 pop/rock performances and the theatre were the most
7TQ attended arts or cultural events over a 12 month period. Shortly
behind this are plays, which are also extremely popular in the
Count % Count %
region.

Art galleries 979,132 24% 12,559,395 28%

However, all of these ‘top 3’ activities have significantly less
attendance than the national average. Indeed, attendance
Art gallery once a month 27,706 1% 541,904 1% percentages across all of the categories are less than or equal to
or more
the national average. This shows that arts engagement across
Ballet 332,792 8% 4,749,928 11% the region is lower than the national average. This may make
engaging local audiences in programming more difficult than
engaging national audiences.
Classical concerts 469,540 11% 6,583,894 15%

Museum and Heritage Attendance

Contemporary dance 266,389 6% 3,740,918 8%

Visited in past 12 months 60-minute drivetime England

Jazz concerts 254,588 6% 4,409,312 10%
from S62 7TQ

Opera 321,797 8% 4,202,763 9%

Count % Count %

Plays 1,242,920 30% 15,083,207 33%

Museums 1,046,004 25% 13,237,133 29%

Popular/rock concert 1,571,317 38% 17,389,640 39%

Archaeological sites 205,750 5% 2,991,258 7%

Theatre 1,553,533 38% 18,995,067 42%

Stately homes/castles 780,045 19% 9,713,743 22%

Theatre once a month or 76,999 2% 1,162,513 3%

Adults 15+ estimate 2015 4,130,202 45,031,185
more

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In a similar pattern to arts attendance, heritage and museum
attendance percentages are also lower than the national The Audience Agency report shows that 75% of people in the
averages. Heritage sites sit comfortably in the middle between region attended the cinema and that 15% of these people go
museum attendance and archaeological sites in the South once or more a month. However, cinema attendance, on the
Yorkshire region, as they do with national audiences. whole, is also lower than the national average. This indicates that
paid leisure activities may not be as frequently attended in the
This is where partnerships with local museums and other stately region as they are nationally. There is, therefore, an argument for
homes will be useful. Co-marketing with local museums can help providing free or subsidised activities or access for local people.
increase the visibility of, and attendance at, Wentworth
Woodhouse from those visitors who are attending museums. This Summary
will also help develop a cultural and heritage ‘scene’ in the area, One difficulty that may face Wentworth Woodhouse in the future
encouraging engagement in these organisations more generally, is that the Yorkshire region has a substantial number of historic
helping all of the organisations in the area to build a market for houses, castles and similar attractions. At Tricolor, we try not to
high-quality, family-friendly, heritage experiences together. use the word competition as we do not feel it reflects the
collaborative approach that museums and heritage
Leisure Attendance (Cinema Visits) organisations need to take. However, the area is fast becoming
a saturated market. The programming and events schedule for
Cinema visits 60-minute drivetime England Wentworth Woodhouse must be targeted and unique in order to
from S62 7TQ stand out. The vision for the property is national, therefore, the
programming should also have similar ambitions.
Count % Count %
However, what should be avoided at all costs is a place that
local people and communities close to the Mansion House come
Ever go to the cinema 3,110,331 75% 35,283,264 78%
to resent, or at worst, forget. Wentworth Woodhouse will be more
successful if the local communities feel that they have ownership
Go every two or three 549,255 13% 6,560,611 15%
of the Mansion House and feel part of its story.
months

Go once or more a month 626,727 15% 7,235,776 16% Because local audiences are less affluent than national
audiences and are less frequent attendees of arts, heritage and
Never go 1,006,493 24% 9,684,482 22% cultural venues, a programme of free or subsidised events and
activities aimed at local people may help them feel included,
not excluded, from the Mansion House.
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 Therefore, from a long list of initial considerations, a RAG rating
The high proportion of families in the region should also be analysis (Red Amber Green) was undertaken to create a shortlist
considered when designing the visitor offer. Children will not of the sites that are most relevant for the plans at Wentworth
always be able to walk silently around rooms. Therefore, Woodhouse.
engaging educational provision, a play area, and a picnic area
should be considered. These sorts of provisions can make families Methodology
feel more welcome and encourage repeat visits. A two-stage process of analysis was designed to create a shortlist
for site visits as part of the project.
The results of the Audience Agency reports highlight that
interpretation throughout the Mansion House should be clear, Stage 1 Analysis - Comparability
easy reading, relevant and interesting for families and local The first stage used six weighted criteria that focused on the
people, with another level of interpretation for those enthusiasts organisations. These criteria were:
who would like a bit more information. This can be done through
audio/app guides, touch screens, or guided tours, but the base 1. Profitability
level of interpretation should be intellectually accessible for all 2. Total Investment
visitors. 3. Visitor Attraction
4. Statutory Listing
5. Historic House
4.2 Comparators 6. Major mixed-use

4.2.1 Case study site visits

If the properties scored between 80 - 100 in the analysis, they
As part of the early stages of the masterplanning process, the
were automatically nominated for a site visit.
need to understand comparators to Wentworth Woodhouse was
identified as an important step.
All other scores were put through a second round of analysis.

The WWPT and Masterplanning Team were keen to learn from the
Stage 2 Analysis - Speciality Areas
experiences of other historic houses and to see examples of best
The second round of analysis examined the income generating
practice in action. Britain is particularly blessed with a large
activities undertaken by the comparator. The study prioritised
number of important houses that could be comparators for
earnt income, such as venue hire, events sales, catering and
Wentworth Woodhouse. However, there was not the time or
retail activities, and innovative income generation.
financial resources to visit all of them.

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The remaining venues were then allocated a weighting of 5 Site & Date Lessons
points per income generation area.
Chatsworth House ● Retailing and catering – high quality

•
10th & 11th October and intensive.
Scores 50+ = site visit
•
2017 ● An element to attract all family
Scores 20 - 50 = telephone Interview
•
members.
Scores under 20 = desktop research only ● Add on ticket options.
● No weddings or overnight visitors in the
house.
Results
● Regular programme of events and
From the analysis outlined above, the following properties were exhibitions – high quality and themed to
identified as the most appropriate for site visits: attract different audiences.
● High-quality exhibitions, both high status
•
and popular (blockbuster)
Alnwick Castle;
•
● Car-park location can disrupt views of
Castle Howard;
•
landscape and house.
Harewood House;
• Blenheim Palace; Hodstock Priory ● Single-use venue, only weddings

•
23rd November 2017 ● New build function room to avoid
Burghley House;
•
damage to historic property.
Hampton Court Palace;
•
● Self-catering accommodation created
Tyntersfield; onsite.
• Swinton Estate; ● 3 bridal rooms in the house
• Highclere Castle; ● Rooms also suited conferences

•
● Intensive wedding use dictates the fit-
Holkham Estate;
•
out design and causes hard-wear on
Woburn Abbey;
•
the fabric
Zetland Estates (Aske Hall); ● A totally operational model.
• Dartington Hall;
• Ripley Castle.

Lessons from site visits

The following ‘Lessons Learnt’ were shared by the Masterplanning
Team during a session lead by David Trevis-Smith on 22nd
February 2018.

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 Site & Date Lessons ● Catering and retail need to be easy for
visitors to find
Welbeck Abbey ● High-quality group comprising farm ● Next generation of residents not so
23rd November 2017 shop, cafe, gallery, and shop engaged with the purpose.
● High quality brand needs all visitor areas ● New initiatives focus on transport
to be the same standard infrastructure - electric buggies.
● Large-scale catering college (Artisan
School) operated by the charity Hopetoun House ● High-quality temporary exhibitions (e.g.
● Museum standard environmental 30th November 2017 Christmas fayre)
control not essential to display private ● Focus on corporate events rather than
collections. weddings, linked with Edinburgh
● Good quality conversions of ● Poor road access via local village
commercial tenanted property. ● Riding School used for conferences and
● Good display of touring exhibitions events, ballroom, etc.
● Willing to consider loans to Wentworth ● Stables converted to commercial lets,
Woodhouse from art collection. e.g. conservation studio
● Excellent retail and a cafe
Dumfries House ● Fantastic scheme achieved by private ● Extremely busy
29th November 2017 donations without limitations of public ● Biomass.
funding.
● Demonstrates what can be achieved if The Engine Shed ● Conference centre but with no car
funding can be found. 1st December 2017 park, deliberately.
● Lessons learnt that new house designs ● Well fitted out conference room.
need to align with local need and ● Innovative interactive map using ipads
expectation. ● Training outreach using used shipping
● Well communicated vision essential to containers fitted-out with a training
secure private funding. workshop.
● Wedding function room is separate from
the main house. Stirling Castle ● Thorough recreations
1st December 2017 ● Excellent reception venue
New Lanark Mill ● Different skill set required to manage ● Attractive vaulted cafe though more
30th November 2017 the operation after the main project capacity needed for peak season.
● Diverse income stream self-managed -
e.g. hotel, wool spinning sales,
electricity generation
● Sinking fund recommended for repairs
and interpretation updates

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 Site & Date Lessons Aske Hall (Zetland ● Focus on commercial lets – fully let, with
Estate) tenants travelling a distance due to the
Broughton Hall ● Focus is entirely commercial, with 100 8th February 2018 attractive location
12th December 2017 commercial tenants on site. ● Recommends starting with small units
● On-site nursery supports tenant and flexible spaces
businesses ● Licence to occupy more flexible than
● Private funding enables quicker leases and attracts tenants
development ● Remote location would create an
● House available for short-term rental but opportunity for a café, also creating
no other public access networking space
● Introducing mixed-income via holiday ● Interested in the loan of art to Wentworth
lets and filming Woodhouse to help with tax exemption
● New-build cafe and meeting rooms in ● Biomass heating saves costs but requires
walled garden, primarily for tenants a ready supply of timber.
● New-build Wellness Centre under
construction. Richmond Station ● Imaginative reuse of historic space,
8th February 2018 including brewery
Ripley Castle ● Successful tea room and gardens, a ● Cinema a good local amenity
12th December 2017 local visitor destination ● Attracts a mix of local people
● Place is perceived as part of the
community Alnwick Castle ● Good quality interpretation engages all
● Limited car parking other than in the 9th February 2018 ages
village – creating footfall to benefit the ● Imaginative “backstairs” displays
village ● Good function space, including
● Partnerships developed to deliver backroom facilities and bar within the
outdoor events. same space
● Attractive gardens, mainly local visits
Nostell Priory ● Re-thinking price barrier and approach ● Developed international visits, mainly
19th December 2017 to the house from the carpark China, Germany and Belgium
● Temporary exhibitions in the house to ● Sudden increase in visitor numbers from
encourage repeat visits connection with Harry Potter films
● Infrastructure stretched by increasing created infrastructure challenges
visitor numbers ● 350,000 visitors to the house, mainly
● Function spaces under-used international and national visitors. Local
● Interpretation designed to be low impact visitors go to the grounds, probably
on historic house. about 500,000
● Car-parking is remote from the site, with
no apparent impact on visitor numbers.

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 Site & Date Lessons Auckland Castle ● Created the Kynren Festival, engaging
(Auckland Project) the local community
Harewood House ● Focus on membership, giving a regular 15th February 2018 ● Multiple projects, with changing vision
9th February 2018 income but local families using it and future plan
extensively for the playground ● Inspiring exhibition of miners’ art
● Hold accreditation for government strengthens bond with local community
indemnity, even without any special ● Lots of learning points about
environmental controls organisational planning
● Considering holiday lets in the house, ● Major positive impact on the town
with a butler service ● Strong brand image.

Blenheim Palace ● Annual pass scheme provides a valuable

13th February 2018 database about visitors
● Excellent IT systems
● High visitor numbers with excellent traffic 4.2.2 Historic Houses in Yorkshire and North Derbyshire
management arrangements for major Desk-based research into 45 historic houses in Yorkshire and
events - essential to plan and get right
Derbyshire was undertaken to establish the provision of historic
● Multiple catering locations though still
stretched at peak times properties within easy reach of Wentworth Woodhouse and the
● Displays and exhibitions are best when a facilities available. These findings helped to shape the activities
coordinated theme and recommendations suggested in the consultation and
● Engaging multi-media experience on the
Masterplan by directing the questions outlined in the General
history of the palace.
Public Survey and shaping discussions regarding possible income
Castle Howard ● Need to consider accessibility at the start generation activities at Wentworth Woodhouse.
14th February 2018 of the design process
● Increase in visitor numbers through
The aim of this desk-based research was to gather a broad base
connection with Brideshead Revisited
● Good use of fire-damaged parts of the
of comparator examples and to examine the ‘bigger picture’ of
house for exhibition displays heritage provision within the geographic region of Wentworth
● Main income generation: campsite and Woodhouse. This research then highlighted gaps in that provision
coffee shop. Looking to extend the and identified successful operation and income generation
caravan site
strategies.
● Heat from the lake heat source and
biomass
● Boat-house café benefits from being A map showing the sites researched is included below. The
next to the adventure playground. orange markers represent sites in Yorkshire, the purple markers

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are sites in Derbyshire, and the blue marker indicates Wentworth grounds alone is usually significantly cheaper, with some being
Woodhouse. completely free.

For adult entry without Giftaid, 51% of sites charged over £10pp,
whilst 40% of sites advertised adult admission of under £10pp. The
remaining sites did not advertise prices on their websites.

For children, 49% of properties advertised admission as over £5,

with 38% advertising admission under £5 per child. 49% advertised
free entry for under 5s.

Families are an important market for historic houses, and 76% of

sites advertised a family ticket for admission. Some of these are
flexible, allowing for different quantities of adults/children to
reflect the changing nature of families in the UK.

However, only 18% of sites offered a Season Ticket model for

regular visitors, and only one site offered a ‘friends of…’ rate.

Season tickets may not be an appropriate model for Wentworth

Woodhouse, but they may popular with the grounds or gardens if
a decision is made to charge for access.

Entrance Fees
Income Generation Facilities / Activities
Of the 45 sites researched, only two were free to visit by the
Research into income generation facilities at the 45 historic
general public. One is Bishop’s House in Sheffield, and the other is
houses showed that cafes and retail facilities were available at
Steeton Hall Gateway. All of the other sites charge for entry or
most of the venues (cafes are at 64% of the properties; retail at
admission.
69%).

In terms of admission, many sites offer at least two levels of

These facilities not only provide additional income-generating
access, grounds only or grounds and house. Admission to the
opportunities, but they also improve the overall visitor

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experience. Larger sites are also finding that having just one cafe
or shop is not enough to cope with visitor demand.

Sites like Chatsworth and the larger National Trust properties offer
different levels of visitor catering, with cheaper kiosks and cafes
catering to families or visitors with less disposable income, to à la
carte restaurants and boutique retail for more affluent visitors.
Offering a range of catering options for different budgets and
visitors helps engage every type of visitor, encouraging them to
spend at a level that is affordable.

The most popular income generating activities at historic houses

include:

● Special events programmes (53%)

● Weddings (49%) An interesting opportunity for income generation may be the
● Corporate / private hire (47%) creation of an adventure playground for children. This could be
● Filming (33%) charged in addition to a grounds ticket, or included in the price.
Alternatively, a large child-friendly cafe very close to an
These are standard income generation activities for historic adventure playground would be a popular income source.
houses, which are also represented in the ‘Pillars’ of the
Wentworth Woodhouse business plan. However, weddings and Holiday lets and hotels are popular activities and would work well
special events will cause congestion and may put pressure on at Wentworth Woodhouse. This is discussed in more detail in
the infrastructure of the surrounding villages, so it is important to Section 4.2.5 below.
consider other activities or facilities that could supplement these
larger activities on a regular or continual basis. Education Provision
Providing educational facilities and resources will be an
important part of the visitor attraction at Wentworth Woodhouse.
They will also be important if funding is secured through public
sources such as the Heritage Lottery Fund. Creating a robust
educational offer will also link with Rotherham Metropolitan
Borough Council’s strategic aims.
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 ● All were listed above £650,000
Of the 45 sites researched in Derbyshire and Yorkshire, 55% ● Six of the seven houses had four bedrooms
offered learning or education resources in some form. However, ● All of the seven houses identified were valued at over
only 24% offered schools tours or sessions. This is most probably £500,000
because school groups do not generate an income. Educational ● The three flats each had three bedrooms and ranged in
tours meet a social, not financial, need. If a historic property is in price from £180,000 - £349,000
private ownership, there are fewer financial reasons to run school
sessions at the property. This is not to say that all private estates There were considerably more houses available on the site, but
exclude schools, but that the properties providing the most all of the houses with a valuation price above £650,000 were
comprehensive educational offers are in local authority either in an urban location or were detached houses.
ownership or that of the National Trust or English Heritage /
Historic Scotland. There were also other flats with considerably higher valuations
than £349,000, but these were mainly new builds.

4.2.3 Residential Property Research Fitzwilliam Wentworth Amenity Trust Residential Lettings
One of the Pillars of Wentworth Woodhouse outlined in the Green The Fitzwilliam Wentworth Amenity Trust are landlords and
Book Appraisal is the provision of luxury residential housing within freehold owners for the majority of the historic residential
the North Wing of the Mansion House, where the historic properties within Wentworth village.
dormitories were when the House was used by the Lady Mabel
College. The Amenity Trust very generously provided the following
information on their residential lettings within Wentworth.
Baseline Research
Limited desk-based research into luxury properties of a similar size ● Properties on the Estate range from 1 to 8 bedrooms and
and quality to those proposed at Wentworth Woodhouse, within from 350 to 5,800sq ft
20 miles of the property, was undertaken in order to establish a
rudimentary understanding of the potential market. ● The average rent range (£pcm) is as follows:
1 bed = £450-£500
The results of online searching carried out on 30th January 2018 2 bed = £500 - £750
produced only ten properties (seven houses and three flats) that 3 Bed = £600 - £1,000
matched most of the parameters above. One of the houses was 4 Bed = £800 - £1,500
located within Wentworth village. Of these properties: 5 Bed = £1,200 - £1,700

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 ● The type of people that choose to rent in Wentworth are architectural drawings and specifications, which are not
‘lifestyle choicers’. They tend to be more mature or retired, presently available. Should the WWPT wish to progress options
with equity or additional income from elsewhere. As the surrounding this potential income stream, they would need to
majority of the houses are let to older residents, the Trust further develop plans with the project architects and directly
wishes to let to families where this is possible. At present, commission residential valuers.
only 20% of lettings in Estate properties are families.

● The occupancy rates for the properties are usually 95%, 4.2.4 Commercial Property Comparators
however, these have recently been as low as 90%. This is Background desk-based research into properties advertised on
partly due to situations outside of the Trust’s control commercial property sites was carried out in order to inform
(tenant relation breakdown, deaths, desertion etc), but decisions regarding office space at Wentworth Woodhouse as
the Trust often try to improve vacant properties to a high part of the Masterplan.
standard, so this may increase the time a property is
vacant. Baseline Research
The results of online searching produced the results listed in tab 2
● Lettings are often made without carpets, curtains or white of this spreadsheet.
goods, but residents usually understand this, and as they
are long-term commitments, are happy to pay these The results from the commercial property search were much
additional costs. more varied, from entire properties being available as office
units, to smaller offices on larger new-build developments.
● In general, the Trust also tends to charge below the
maximum rent rates in order to secure longer-term The range in prices for rentals of office space was considerable,
occupancy. but the average price given per square ft was between £11 -
£12.50. The variety of sizes and prices offered by the commercial
Wentworth Woodhouse Residential Property Valuations property searches, as well as varying management fees and
During research into residential property within the Mansion access to amenities, makes it difficult to work out an average
House, Tricolor attempted to contact residential developers and price.
estate agents to establish demand and valuations for the
proposed properties. One interesting finding from the commercial property search
appeared on the Map view:
However, it became clear that in order to provide this level of
information, the agents and developers would require detailed
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 The average prices in the region were identified as being in the
region of £120 - £130 per square metre per annum. However,
many properties were let on significantly lower rates, the lowest
being £57 per square metre.

Rotherham Metropolitan Borough Council - Rotherham

Investment and Development Office
Rotherham Council’s Investment and Development Office (RiDO)
manages and lets office space in four council-owned co-working
spaces to local business, as part of the Council’s Economic
Strategy to promote start-up enterprises.

RiDO confirmed that their commercial facilities in the borough

were at a 90% occupancy rate. They also supplied a table
showing all of the enquiries that have been dealt with by the
The map above shows the location of office units in the regional development team from March 2017 - March 2018 in
Rotherham / Wentworth Area (Wentworth is central in the relation to requests for commercial units by size. This table is
image). It showed that there were no office units available for included below:
rental in this rural area. Instead, the units are situated along major
local roads ringing Wentworth, and effort will need to be made
into marketing the commercial lets at Wentworth as being
exceptional to compensate for the more rural location. Other
factors that should be taken into consideration regarding
developing commercial office lets include:
● Provision for fibre broadband / superfast internet
● Improvement of local mobile phone reception
● On-site amenities for tenants, including shared meeting
room space, safe cycle storage, showers, electric car
charging points and sufficient parking
● Security and 24-hour access
● Co-location with events and activities
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Information provided by Rotherham Council included a Joint One of the categories explored through the comparator
Land Employment Land Review with Sheffield City Council. Within research was hotel or holiday lets as an income generation
this document, the following rates from 2010 are included: 64 strategy. Offering holiday lets, or a small hotel service, had been
explored as part of the Green Book, but an analysis of how many
Location £psf other historic houses offer this service had not been undertaken.

Sheffield City Centre £20.00

From desk-based comparator research undertaken into historic
Barnsley £15.00 houses in Yorkshire and South Derbyshire, 29% of sites researched
offered self-catering holiday lets (22%) or a hotel service (7%).
Doncaster £14.00

Rotherham £12.50 Of these comparators, one venue, Hopton Hall, is exclusively a

Sheffield out-of-town £12.50
holiday let, with capacity to sleep up to 40 people if the whole
venue is hired. However, the quality of these rooms is significantly
lower than those envisaged at Wentworth Woodhouse.
Business Unit Demand Study
In order to further understand the potential uptake for business
A better example of the quality of fit-out of the holiday / short
units in the area, a Business Unit Demand Study should be
term lets is Tissington Hall’s Butler’s Retreat.65 This suite is the only
undertaken by WWPT. This in-depth analysis would help define
accommodation at the site situated within the historic house. It
the needs and requirements of businesses in the area when
offers not only a suite of rooms but also a kitchenette area
considering capital works programmes. However, as a rule of
(although without hob or cooker) for continental breakfasts.
thumb, smaller units are more desirable, particularly when there is
However, the property is within walking distance of a local cafe
flexibility on the site to expand and contract with changing
and pub, where visitors appear to go for more substantial meals.
business needs. This is in alignment with the Council’s objectives
of encouraging SMEs and start-ups in the Rotherham area. Units
From the comparator site visits, four sites offered a hotel or
might be particularly attractive to CDI businesses, especially if
holiday let service (Chatsworth House, Hodstock Priory, New
high-speed broadband can be provided.
Lanark Mill, and Broughton Hall) with another offering camping
(Castle Howard), and Harewood House is considering the offer of
4.2.5 Hotels and Holiday Let Research a luxury holiday let service with a butler and other personalised
Baseline Research services.

64 Sheffield and Rotherham Joint Employment Land Review, 2015 - table taken from 2011 65 http://tissingtonhall.co.uk/tissington-hall-butlers-retreat.html
Sheffield Market Activity Report, Knight Frank
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 The cost of a basic double room in these hotels ranged from £90
National Trust (Whitley Hall Hotel) to £347 (Fischer's at Baslow Hall).
As one of the most popular providers of holiday accommodation
in historic properties, the National Trust was contacted for further Event Accommodation
information on their business model. A good example of offering accommodation as part of a
wedding package are those offered at The West Mill in
Information provided by the National Trust showed that the Derbyshire. Currently, these rooms are only available to wedding
majority of their bookings are for short breaks rather than parties, on an optional basis, and are not available for private
holidays; accordingly, they prioritise creating offers around short- use during the week. The accommodation has been developed
break packages. as a second phase of the wedding venue project, allowing them
to test if there is a market. The rooms currently have a 60% take-
Occupancy rates for all 4 and 5* rated properties were above up rate, but West Mill anticipates this will increase over the next
60%. For properties sleeping 2-4 people these rates are between few years.
71% and 88%, with an average of 78%. Occupancy rates for
larger properties, sleeping 10-12 people, are significantly lower The accommodation comprises 8 en-suite double bedrooms,
(average of 66%). The principle is the larger the property, the including a luxury bridal suite.
lower the income per bed, the lower the occupancy. Whilst the
property itself may generate more per let, it is not proportional. Similarly, at Eastnor Castle, in Ledbury, a number of rooms were
gradually converted for accommodation as part of wedding
The National Trust also has a very good repeat booking rate, with packages. They now have 12 bedrooms available, and offer a
89% of survey respondents saying they would be happy to visit breakfast/tea service, at c. £250 / night.
again, and a running average of 63% actual repeat bookings,
25% of which are usually at the same site. 4.2.6 Weddings
E+M+C
E+M+C has been commissioned by WWPT to create an events
Hotels within 20 miles from Wentworth Woodhouse
strategy, Pillar 2 of the Wentworth Woodhouse business plan.
Additional research into luxury 4 and 5* hotels in the area has
also shown that there is a significant gap in the market in the
Wentworth Woodhouse already has an existing wedding offer
South Yorkshire area. Within a 20 mile radius of Wentworth
and markets weddings in the Mansion House or in marquees on
Woodhouse, there are only six 4 or 5* hotels that are not national
the grounds.
chains and which offer a boutique experience. Only three of
these are in South Yorkshire, with the rest in Derbyshire.

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However, the intensity of weddings has caused damage to wedding on site whilst trying to use their units. This may
significant parts of the site’s important historical features. The cause tensions, or make the site less attractive to business
most striking examples of this can be seen in the Marble Saloon, users.
where damage to the marble floor is being protected using ● The Camellia House is a lovely space, but it is not big
gaffer tape. Many of the sites visited as case studies have faced enough for a full days’ wedding venue, in his opinion. It
similar issues, and now only offer short wine receptions and might make a nice space for a ceremony, but not a
photographs in the more significant and fragile areas of their reception as well.
properties. ● Accommodation could be developed as a second
phase.
The Riding School in the Stables offers an opportunity for a ● Accommodation only offered to wedding parties, not
wedding venue, still within an important heritage setting, but in a during the week.
space that is not as vulnerable to damage. ● Weddings contribute a huge amount to the local
economy.
The size of the Riding School may also make it appealing for ● At West Mill, they outsource catering, but only use one
larger celebrations, such as multi-faith weddings, which caterer for all bookings. The venue has a fully fitted out
commonly have over 500 guests. kitchen, which the caterer can use to store equipment.
This allows the West Mill to keep catering costs down
Consultation with Andrew Rose without the stress of in-house catering.
Andrew Rose is the owner of The West Mill Wedding Venue in
Derbyshire. A former mill, Andrew has turned the space into a
boutique wedding venue. He offers exclusive use of the mill to 4.3 Stakeholder and public consultation
couples looking to book the venue for their special day.
4.3.1 Consultation Plan and methodology
A Consultation Plan was created and submitted to WWPT in
Lessons Learnt
January 2018.
In a consultation call on 27th February 2018, Andrew raised the
following points that he felt should be considered by WWPT.
The primary purposes of the research and consultation were to:

● Weddings bring a lot of intensive activity. Having them out

● Inform the WWPT Mission
of the Mansion House is a very good idea. They can
● Establish the main issues and opportunities in developing a
always be re-introduced later.
sustainable mixed-use site
● Weddings are also a bit all or nothing. Retailers or
● Identify existing and potential audiences
businesses in the Stables may not appreciate having a big
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 ● Guide approaches to interpretation questions, and stakeholders were interviewed in person, over the
telephone, or by email.
A summary of the agreed consultation methods are included in
the table below: This document summarises the topics covered by each
stakeholder during their interview, grouping responses by topic. A
Audience type Consultation method
short analysis of the responses, and how these have been
applied within the Masterplan, is included at the end of each
General Public ● Online survey topic.
Local Communities ● Online survey
● Hard copy survey “What’s Possible”
● Open Evenings Question 1: In an ideal world, what would a successful
regeneration project at Wentworth Woodhouse look like at the
Stakeholders (External) ● One to one interviews, by
● Local Councillors telephone and face to end of a 15-year Masterplan?
● Council staff face Many of the stakeholders consulted had a similar, long-term,
● HLF ● Council staff open day vision for what a successful project at Wentworth Woodhouse
● Local educators would look like: that the redevelopment project should support
● Wentworth Fitzwilliam and build the immediate community surrounding it, working in
Estate partnership for the growth of the wider Rotherham area.
● Community Organisations
● Local Business and Tourism
The project needs to work together with immediate local
organisations
stakeholders, such as the Garden Centre and Fitzwilliam
Stakeholders (Internal) ● Workshop sessions Wentworth Estate and Amenity Trust. There is a real need to
● Staff and volunteers ● Staff consultation session create a holistic offer that extends beyond Wentworth, to Elsecar
● Trustees ● Volunteer consultation
and the wider Rotherham region.
● Masterplanning Team session

Focusing back on the Mansion House itself, many of the

participants felt that a successful regeneration project would
The findings from these consultations are summarised in the
save the fabric of the House, a primary aim of the WWPT, making
sections below.
it more accessible and open to the public. As one Trustee said,
4.3.2 Key Stakeholder Consultation Summary the plan needs to “create a place that is fun and that people
Stakeholder consultation was undertaken by Tricolor from want to visit, but also that they come away having learnt
January - March 2018. Consultation followed a standard set of something.”
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 ● A visitor experience that is educational and tells the history
Key to many stakeholders, particularly the Trustees, was that the of the Mansion House, as well as the role it is currently
long-term security of the Mansion House was established through playing
the Masterplan, rather than short-term gains. In order to achieve ● The fabric of the Mansion House is preserved
this, all of the stakeholders interviewed expected that it would ● Commercial activities in the Mansion House must not be at
need to be a multi-use venue. the expense of the historic fabric.

For the local community groups consulted, access to the grounds Internal stakeholders were supportive of accommodation being
was especially important. They want local people to feel they within the Mansion House as a source of commercial income
can still walk through the rolling countryside and escape the (primarily in the South Wing), either as short-term, holiday lets or
bustle of the towns and cities like they have done for many years longer tenancies. Longer term lets, however, would require
before. careful management on behalf of the Trust, and co-occupancy
and usage of the site may be an issue. This contrasted with the
Staff and volunteers were keen to have a more varied and multi- community groups who were not as keen on residential units
generational offer as a result of the regeneration project. They being on site.
wanted visitors of all ages to have an entertaining time, and to
learn from their visit. Many staff wanted visitors to be able to Question 3: What do you see as the overall potential for the
explore more of the landscape surrounding the Mansion House. Stable Block?
At the heart of both staff and volunteers consultations, there was A wide variety of ideas and views were received in response to
a central love for Wentworth Woodhouse. Staff and volunteers this question.
want to see the future secured, and to do so in a way that is
different. The Trustees were strongly in favour of commercial lets and
business units in the Stables, but as before a mix of uses would be
Question 2: What do you see as the overall potential for the main welcome if sustainability could be assured. Conversion of historic
Mansion House? stables has been modelled successfully at other sites such as
The responses to this question were very similar and fell into the Broughton Hall or Zetland Estates.
following categories
In conversations with the planning department, they advised that
● A high-quality visitor attraction that explores new any applications for the conversion of the Stable Block into
techniques for interpretation and exhibition design business or office units, especially if undertaken as the first major
capital project, would need to demonstrate clearly how
commercial development supports the Trust’s work to save the
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physical infrastructure of both the Mansion House and the immediately surrounding Wentworth Woodhouse, Wentworth
Stables. village, Elsecar, and further afield.

Community groups consulted suggested that the Stables should Working with Elsecar Heritage Action Zone as the Mansion House
actually be the main ‘public’ area - whether this is through historically was very connected to the village, and further
events and functions, or another gallery/interpretation space. capitalising on the current Great Places Scheme and recent
initiatives and research carried out at Elsecar.
One local resident consulted thought that this space might work
better as private residential apartments, or a small leisure centre, Partnering with the Wentworth Garden Centre - they are
providing a fitness suite, sports hall and swimming pool, like the interested in educational links as the family already have
neighbouring college buildings used to. They said that this was connections with the South Yorkshire Wildlife Trust and are an RHS
the only facility missing from the village and that it would be a Centre.
good way to support the local community.
Rotherham Partnerships
E+M+C, the Events Consultant brought in by WWPT to evaluate Working with Rotherham Metropolitan Borough Council - through
the viability of events at Wentworth Woodhouse, feel that the their cultural plan, Great Places Scheme, the growth in the
Stables needed to be the main events space at Wentworth town’s economy, and supporting civic engagement in
Woodhouse (discussed below). Rotherham.

Question 4: How do you see Wentworth Woodhouse integrating In the Council Takeover Day, it was mentioned that there are no
with the activities of the Fitzwilliam Estate / Wentworth Village / big venues in the area to host multi-faith weddings and cultural
Rotherham / South Yorkshire? celebrations. They suggested that creating a partnership with a
As highlighted above, there is a need for the project to partner wedding planner that specialises in these weddings would be a
and co-work with a number of local, Rotherham, and regional good idea.
projects in order to achieve long-term sustainability.
Regional Partnerships
When asked how this could be achieved, stakeholders Barnsley Council, the neighbouring authority, would be willing to
responded as follows: consider joint applications for future heritage, well-being or
community events and initiatives. Suggestions included joined up
Local Partnerships visitor trails and transport between Wentworth and Elsecar.
Working together with the Fitzwilliam Wentworth Estate and
Amenity Trust to ensure a joined-up approach to the land
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One stakeholder suggested partnerships with other South 3. Creating an ‘exclusive’ environment that discouraged
Yorkshire arts and cultural venues, such as the Yorkshire Sculpture local access
Park and The Hepworth, making a ‘triangle’ of cultural or historic
places to visit. A traffic management strategy is required in support of any
planning applications for the site and should be undertaken as
Question 5: What are the areas for potential income generation early as possible. Continued work with traffic management
that you think would be popular at Wentworth Woodhouse? companies will also be seen as an improvement, and that the
Income generation options suggested by stakeholders included: Trust is committed to solving this issue.

● Weddings (and Celebrations) All of the stakeholders expressed a need to find new
● Events in the Mansion House and in the grounds entrance/exits to and from the Mansion House to alleviate road
● Cafe / Gift Shop pressure and ease traffic management.
● Hotels
● Spa / Wellness Centre Other common risks included:
● Restaurant / Bar The Camellia House - It needs a clear vision. One consultee
● Office units expressed that it may be too small for weddings, but all others
● Retail units and the events consultants consider it an excellent potential
● Residential Housing wedding venue. Other stakeholders suggested alternate uses,
● Art Galleries/exhibitions such as an educational space or a luxury cafe venue.
● Parking
● Study days and education provision (formal or informal) Stables - A ‘mixed-use’ approach at the Stables is considered a
reasonable approach, as long as access requirements are
“What isn’t Possible” satisfactorily addressed. There is some concern that retail units
Question 6: What risks do you foresee with these income are becoming less profitable, and there is already a strong retail
generation opportunities? offer within the village, at the Garden Centre, and at Elsecar; the
The biggest risks expressed by stakeholders, particularly local offer at Wentworth must be different from what else is available
community groups, was that the commercial activities did not locally.
have the following effects:
Visitor Offer - The volunteers and staff are keen that the visitor
1. Increasing the traffic issues already persistent within the offer is multi-layered and accessible for a wide variety of uses.
village and wider area However, concepts like art galleries, and the partnerships with
2. Damaging the authenticity of a visit to the Mansion House the National Trust, may make the visitor offer seem less appealing
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for those local communities and some audiences. This could Question 7: Do you have any ideas about moving visitors on and
result in a dichotomy, where visitors expecting a ‘National Trust’ off the land?
experience are dissatisfied with a family-friendly, interactive, Rotherham Metropolitan Borough Council suggested exploring
contemporary experience and do not return, or those from less Park & Ride schemes, directional signage and encouraging other
affluent communities are excluded from access because of means of transport (cycling and walking routes) as part of a
perceived financial and intellectual barriers. traffic management plan.

Residential - The provision of residential accommodation at Other suggestions from stakeholders include:
Wentworth Woodhouse has been popular with WWPT for a long ● Parking where the old college buildings are
time. However, as one stakeholder pointed out, residential ● Widen the Doric Gate access onto the Thorpe Hesley road
accommodation has a significant capital investment and will be and make it a left turn only
difficult to fundraise for. It will likely require a private contractor ● Reduce speed limits surrounding the village from 60mph to
and considerable up-front investment. The impacts of Brexit on 30mph
the economy and housing market is not fully known, and at this ● Introduce a footpath if possible
point could be a considerable risk. The same stakeholder, with a ● Introducing a southern access - even if only a few times a
professional history in regeneration and housing, felt that before year for big events - would be a huge help
this was embarked upon, a dedicated piece of market research ● Reinstate the formal drive leading from the Mansion House
would need to be undertaken to establish demand for this type to the church through the garden centre, at least visually
of housing. ● Put parking outside of the village and make it all more
pedestrianised
Fundraising - Several of the Trustees considered fundraising to be ● Push congestion issues further away
the most significant risk to income generation and the project ● Use the landscape better, with education, trails, picnic
more widely. The capital projects will have to be phased, areas
meaning that income streams will need to grow slowly, which ● Establish and encourage Park & Ride and Park & Walk
may not provide the level of fundraising required to progress the opportunities
project. In addition, some of the traditional methods of income ● Develop cross-organisational working and cut across
generation at historic houses, such as borrowing against individual interests and authorities.
agricultural land, are not possible here.

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Question 8: Are there any heritage organisations or sites that you ● Loss of community support because of bad
think engage with people management and traffic management communication and not dealing with the traffic issues
very well? ● Not being able to agree on new access routes with the
Some examples provided by stakeholders included: Estate and village

● Biltmore, North Carolina as the best example of a Visitor Experience

privately-owned house that generates £20 million / year ● Need to ensure a high quality and delivery of service
with 1.5 million visitors ● Making sure the quality of guided tours is exemplary; mix
● Hampton Court Palace and Blenheim Palace local volunteers with professional actors
● Increase the press, marketing and signage
Question 9: What do you see as being some of the barriers to the ● Not having enough visitors, but more likely to be successful
success of the Wentworth Woodhouse project? if the offer is good
Management and Finance ● Having too many visitors and putting undue pressure on
● Running out of money the Mansion House, wider Estate and village
● Key people unavailable
● Reputational risk through poor H&S or an accident External
● How to finance continuing works/operations ● Political interference - a new national or local government
● Maintenance in perpetuity might not be as receptive
● Management of the operations
● Lack of investment will result in a lack of imagination and “How can you help?”
ambition, meaning funders will not support the project Question 10: Are there any synergies with your organisation's own
● A lack of ambition and drive from Board may result in the projects that could lead to a partnership project?
failure of the project. There will be bumps in the road, but Staff wishes
they need the determination to succeed. Staff at Wentworth Woodhouse would like to see a joined up and
active partnership with the Garden Centre, particularly as the
Infrastructure and Roads land and the gardens at the Garden Centre were originally part
● Challenge of the Mansion House itself might be bigger of the Wentworth Woodhouse estate. Staff would also like to see
than anticipated - unexpected discoveries, asbestos, dry the barriers, fences, and signage removed that detract from the
rot, additional restoration/conservation issues landscape around Wentworth Woodhouse, particularly with the
● Access/parking/people movement/traffic impact on local Garden Centre, so that the Camellia House and bear pit can be
communities viewed and interpreted as part of the same experience.

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Education catering, interconnectivity, cross-marketing and the Camellia
A local education provider contacted as part of the consultation House.
expressed an interest in partnering with Wentworth Woodhouse
to offer heritage construction skills and training. They suggested Question 11: Can you think of any other Wentworth / Rotherham /
that this could include offering apprenticeships in stone masonry, Yorkshire initiatives or organisations that might work as a
stone working, and plastering. These apprenticeships would be in partnership project?
specialised heritage construction and related trades. Rotherham Metropolitan Borough Council
In discussions with the Council, two initiatives were discussed that
The focus of developing a training programme would need to be could have an impact on the Wentworth Woodhouse project.
on creating highly skilled individuals, located in a centre that
offered an excellent experience. This is important and should be The first is that the Council is developing a ‘Cultural Plan’ which
considered over ‘saving money’ from using apprentices to will focus on three regions: 1) Wentworth Woodhouse; 2) Rother
undertake renovation works. Valley Country Park and Gullivers Theme Park, and; 3) Rotherham
Town Centre. The Cultural Plan will have a significant impact on
To provide this service, they would require the following: the project, but it could also provide a clarity of purpose,
● Appropriate site-based provision direction and a programme of events to support the plan, as well
● Classroom space as well as workshops as partnership and funding opportunities.
● Accommodation would be a plus but not essential
● Areas could be combined with other users if managed The second element is that the Council plans to become an
well exemplary national local authority in the provision for children
and young people. Throughout all of the activities of the Council,
Also to be taken under consideration is the scale of the capital they want to ensure that children and young people are cared
works programme and repairs, the ratio of skilled workers to for and nurtured to be the very best they can be. By partnering
apprentices and the duration of works so that a 2 – 3-year with the Council on this, Wentworth Woodhouse can support
programme for heritage skills can be taken within that time local children and young people in the area, improving
frame. educational and learning opportunities, training, well-being and
quality of life.
Wentworth Garden Centre
As has been mentioned above, the Wentworth Garden Centre is The Council Takeover Day was also a source of potential
particularly keen to have an open and transparent relationship partnership projects. One suggestion was to work with the
with WWPT. The would welcome discussions around access, Museums team at the Borough Council to establish if there are
any collections they have in store that would be suitable to
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feature in temporary exhibitions. This would help both the good way to reach local young people and engage them with
Museums Service to improve access to their collection, but to activities at the Mansion House.
also connect the region’s heritage and history with the ‘Big
House’. Education Provision
A local education provider is soon to open a new university
Volunteer thoughts campus in Rotherham, targeting local people who are not able
Discussions with the volunteers did not bring to light any specific to travel to get a degree qualification. The purpose of the project
projects, but rather an ethos that should drive any future is to provide access to higher education for those from
partnerships engaged with by the Trust: ‘In the past, people communities where this has not been possible and to promote
served the House; now the House needs to serve the people’ the local economy. Wentworth Woodhouse may be able to
partner with this project by accepting work placement students,
Historic England & Local Councillors designing course modules, offering educational trips, or offering
Historic England is keen to see a greater interconnectivity a venue to host exhibitions or events.
between the WWPT landscape and that of the surrounding area.
This involves both the immediate and wider historic landscapes.
4.3.3 General Public Survey
The General Public Survey was created as an online platform
This ties well with the general view that a greater connection with
and available to the public from 21st February to 4th April 2018.
the Heritage Action Zone at Elsecar was essential. In addition,
connecting to the wider Rotherham historic landscape through The survey was distributed through the Wentworth Woodhouse
website and social media channels and promoted on the
the Great Places Scheme was also seen as important.
Rotherham Metropolitan Borough Council’s website. Hard copies
were also made available at the Mansion House and at the
Local Community Groups
A representative of a local community venue in the area Wentworth Garden Centre.
suggested that drama provision for young people was missing in
The survey generated 922 responses, considerably higher than
the area. They commented that there used to be a performing
the anticipated 100 responses approved in the Consultation Plan.
arts school in the village, but that this had since closed down.
There are, however, pilates, yoga and art classes already
The full report of the general public survey is attached in
available at the Mechanics Institute.
Appendix 5, but the main findings are summarised in this section.
They also suggested partnering with “Into Film Clubs”, a national
charity that aims to engage young people with film. The project
is aimed at schools and education providers but could be a
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Demographics designing targeted outreach sessions and building direct
The most common age range for respondents to the survey was relationships within this audience group.
51-60, with nearly 30% of respondents classing themselves in this
bracket. Attendance at Heritage Attractions
87.8% of respondents had visited at least one heritage site within
The survey did not receive many responses from those aged 18- the last year, with 33% visiting 3 - 5 different sites. There is a very
25 (just 2.4%) or those aged 26-30 (3.9%). Within the length of the strong market for a developed offer at Wentworth Woodhouse,
Masterplan vision, and potentially the length of the full scheme, with repeat visits potentially high.
these generations are likely to be nearing their 40s or early 50s.
This makes them an important target audience to engage and Visiting Wentworth Village
consult at an early stage, to ensure that the decisions being Over 89% of respondents had visited the village before,
made about the future uses of Wentworth Woodhouse are in line demonstrating that there is potential for high conversion rates
with those expected by the next generation of visitors. from tourist or local traffic.

Over 90% of respondents would not consider themselves to have Of the survey respondents, 38% were from postal areas local to
a disability, but the 8% of respondents that answered ‘Yes’ is Wentworth Woodhouse. The below table shows responses by
above the national average of 6% of the population. Therefore, local postcode:
any capital works undertaken should make the building as
accessible as possible. Accessibility is a significant barrier for Region Postal Code Count
visitors to historic properties. Making the building accessible will
not only benefit people who have a disability but those visitors Wentworth Woodhouse S62 7QT 0

with other additional needs that are not classed as disabled. Wentworth village & surrounding area S62 7 50

The majority of respondents to the survey classed their ethnicity Elsecar S74 8 12
as ‘White British’, ‘White European’ or ‘Prefer not to say’. This is
Wider Rotherham Area (inc Greasbrough) S61 1 11
broadly in line with the demographic profile of the Rotherham
area. Activities and events targeting other audiences - such as S61 2 67
multi-faith weddings and multi-cultural celebrations - could be
S61 3 18
potential income sources and would need to be marketed
appropriately. In general, given the growth of BME communities S61 4 24
in the Rotherham area, consideration should be given to
Other Local Postcodes S65 28

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 Region Postal Code Count Visitors were more likely to visit Wentworth Woodhouse with their
partner (43%) or family (40.6%), but a significant number of
S60 38 respondents visited on their own (‘Other’ - 9.3%). The Mansion
S63 6 22
House is an excellent day out for friends and family. Historic
houses are special in that they allow intergenerational and
S62 6 8 meaningful family time. However, the current offer does not
S64 8 32
appeal to young families.

S35 1 6 In order to reach these audiences, there needs to be more

Total 316 interactive and family-friendly elements. Whether that is through
child -friendly activities, outdoor play areas or interactive
% 38% galleries, large numbers of families will not feel comfortable
taking their children on a guided tour of a house.
88% of respondents travelled to Wentworth Woodhouse by car.
When visiting the village, over 92% of respondents had visited the Developing a car parking infrastructure that can handle almost
Wentworth Garden Centre, followed by the Estate (74.7%) and 90% of projected visitor numbers coming by car will be essential.
the Rockingham Arms Pub (57.2%). Developing a joined up Reducing the number of visitors reliant on private vehicles should
‘brand’ for Wentworth Village that includes local ‘landmark’ sites, be a priority for the WWPT. The recent Tour de Yorkshire route,
such as the Garden Centre, local pubs, Building Yard Shops, the which went through Wentworth village, may be a positive way of
Estate Deer Park and others, will be important to fostering a encouraging access to the Mansion House by cycling.
strong relationship with other local businesses. This could involve
the co-creation of a tourism group or micro-strategy. Over 88% of people who had visited Wentworth Woodhouse
ranked their visit a 4 or 5 out of 5 (5 being high). This shows that
Visiting Wentworth Woodhouse the Trust is already doing excellent work at making visits to the
72.2% of respondents had visited Wentworth Woodhouse. Of Mansion House engaging and interesting. This should be an
those that had visited, they were more likely to have visited once encouragement to the staff and Trust.
or twice within the last 5 years (50.5%). When asked when they
had last visited, the highest percentage of respondents had Future plans at Wentworth Woodhouse
visited within the last 1-2 years. This shows that the Trust has made The responses to activities and events that visitors would be
an impact since taking over the property in 2017 and making it interested in attending had some very clear popular responses.
more accessible to the public. Over 80% of respondents want to explore the Mansion House in a

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free-flow or self-guided basis or to attend open days. There may consultation and explanation with local communities may be
be several reasons for this: required.

● Visitors see tours as a luxury, where a free-flow experience Prices

is considered more affordable Survey respondents were asked a variety of questions about
● Likewise, a free or reduced cost open day is more preferred ticketing types and prices. The type of admission and
financially accessible to a broader audience. the most popular response is included in the table below:

Whilst the short-term approach to visitor access is to continue the Question Most popular response
guided tour model, this may keep visitor numbers low. A free-flow
approach encourages greater numbers of visitors to engage with How much would you be willing to £15.01 - £20.00 (27%)
pay for a daytime special family
the Mansion House in a personal way. One way to encourage
event, for a flexible family ticket (this
this engagement, when a full free-flow model is not viable, is to would include access to the
trial ‘open days’, where visitors can explore a few spaces on a gardens)?
self-guided basis, once or twice a year.
How much would you be willing to £20.01 - £30.00 (33%)
pay for a special evening event?
Other popular activities included:
How much would you be willing to £10.00 - £15.01 (48%)
● Craft Fairs pay for House tours when the building
re-opens after refurbishment works
● Music Performances
are completed?
● ‘Behind the Scenes’ tours
● Christmas events How much would you be willing to £4.00 - £8.00 (70%)
● Food and Drink fairs. pay for a garden/landscape only
ticket?

Some suggested elements that the Trust and project team are
keen to explore - such as temporary exhibitions or travelling Visitor Spend
exhibitions - were not very popular according to the survey. This Respondents were asked to estimate how much they might
could be because the respondents did not understand what this spend on additional ‘add-on’ or visitors spend activities. The most
meant, or it could also be because this is not an immediate area popular responses were:
of interest to local communities. Before the project team commit
to any options that include a large gallery space, further In a cafe: £5.01 - £10.00 (48%)
In the gift shop: £5.01 - £10.00 (33%)
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At concessions: £0.00 - £2.00 (27%) The other suggestions included museums or exhibitions, Landmark
On additional activities: £0.00 - £2.00 (28%) Trust / National Trust holiday accommodation, and independent
boutique retailers.
These figures give an indication of the type and level of spending
by potential visitors. They are likely to spend more in a cafe or Respondents were also asked to leave any additional comments.
shop than at concession kiosks. The focus should be on making These have been included in their entirety within the summary
the cafe and gift shop at Wentworth Woodhouse high quality in report appendix.
order to maximise income, before considering adding additional
facilities.
4.3.4 Public Open Day
Facilities Public consultations on the emerging Masterplan and spatial
planning options were held on 12th and 14th June 2018, at the
The most popular facilities that respondents would like to see at
Rockingham Arms Public House in Wentworth village. The plans
Wentworth Woodhouse are:
were also made available in the Mansion House and online.
● Cafe / Tearoom (89%)
● Gardens / Landscape (71.3%) The presentations gave local people, staff, and volunteers the
● Gift Shop (61.5%) opportunity to voice their preferences for the different options
● Restaurant / Bars (49.2%) emerging from the Masterplan process that may be available to
● Events / Wedding Venue (43.2%) WWPT. Financial details and income generation models were
intentionally not included in presented options - opinion was
● Spa/Wellness Centre (40.5%)
● Education Centre (40.5%) sought on the spatial arrangements and general use only.

These are all as expected, except for the addition of a The people who attended the events had a brief presentation on
Spa/Wellness Centre. This does not fit with the offers currently the project and plans and were then able to view the plans,
envisaged at Wentworth Woodhouse, but this could be a longer- speak with the project team, and leave feedback on pre-printed
comment cards. A total of 398 people registered to attend the
term aspiration or potential for new-build. The ‘Avalon’
development at Broughton Hall is an example of a new-build events.
well-being centre that is popular with local communities, business
clients, and tourists visiting the area. 66

66 https://www.avalonwellbeing.com/

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The options presented to the public were:
The use of a comment card method for feedback collection was
Mansion House used to encourage attendees to respond with their first thoughts
and feelings towards the options. These responses offer a
Option A Visitor Attraction, Commercial Units,
personal reflection on the options, rather than a prescribed set of
Catering, a significant amount of holiday tick boxes which would have restricted this.
accommodation, including both pavilions
and State Bedrooms
Responses
Option B Visitor Attraction, Commercial Units, The responses were categorised according to the themes
Catering, Basement events, limited holiday
accommodation at the South Pavilion.
expressed in their feedback. Some responses fell within more
than one category, and not all responses outlined a preference
Option C Visitor Attraction, a significant amount of for the capital work options.
catering, Cellar Cafe, holiday
accommodation at both north and south
pavilions A full analysis of the results from the consultation is included in
Stables Appendix 6, but a summary is included below.

Option A Wedding/Celebration Centre

General Observations
The consultation events had a very good turn-out rate. It is clear
Option B Commercial Business Hub that the residents and stakeholders in the project are excited to
Option C Mixed Visitor Use (increased retail) see how the Trust plan to develop Wentworth Woodhouse, and
they want to be involved in that too.
Option D Mixed Visitor Use (increased
accommodation)
Mansion House Options
Camellia House The Mansion House is very important to local people, with the
majority of respondents preferring Option. This option offers the
Option A Café Use most ‘mixed-use’ approach to the Mansion House, with the
Option B Events Use
inclusion of commercial units in the Bedlam wing. In previous
plans, this wing contained residential units for long-term leases or
Option C Education Use short-term lets. However, discussions around the significant
capital outlay required for residential units, and the uncertainty
There were 61 responses to the request for feedback, giving the around Brexit, has directed the Project Team towards having
event a response rate of 15.3%. commercial units instead.
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 Camellia House Options
Holiday accommodation within the Mansion House was very well The favourite use for the Camellia House is Option C, an
received as a method of income generation, with one educational space for horticultural education, although it should
respondent even suggesting a time-share option for holiday be noted that only 6 votes were cast for this option. This option
properties in addition to the Landmark Trust style approach to could retain the existing camellia plants, which are thought to be
holiday lets. important and may be related to the original planting.

Option C was also popular with respondents for its focus on As educational space, the Camellia House is not likely to
holiday accommodation within the Mansion House. However, generate a significant income for the Trust, but it does have a
the respondents who selected Option C said they did so positive impact for the community and region, meeting the aims
because this option did not have commercial units within the of the Rotherham Metropolitan Borough Council to support
Mansion House, and because this option had increased catering children and young people.
spaces. Several responses suggested that, in their opinion,
commercial units in the Bedlam Wing were not as attractive or There were some responses that showed concern for the
reliable an income as residential lettings. Camellia House being used as a cafe space, mainly its proximity
to the existing cafe at the Wentworth Garden Centre.
Stables Options
From the consultation results, Option A was the favourite for the Parking Suggestions
Stables development. This option has more of a focus on being Within the consultation sessions, a presentation was also made
an events venue and offering retail units and catering options. about the parking recommendations by Charles Rutherfoord.
This approach may have been popular because of its similarity to The majority of responses to the parking and landscaping
the offer at Elsecar. proposals showed some element of concern or made a different
recommendation.
The community preference for the Stables (Option A) is different
from the Project Team’s preferred option (Option D). However, Many of the responses agreed with the landscaping decisions,
the financial information that has been used to make these such as to remove the 1970s buildings, but many expressed
decisions by the Project Team was not published as part of the concerns that the traffic flow through the site, and the suggested
public consultation, which could have affected the public parking allocations, were not quite right.
decisions.
These concerns appeared to mainly be from local people, who
are understandably concerned about the flow of visitor traffic

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through the villages, which is beyond the scope of the current In addition, respondents were very keen for Wentworth
Masterplan. Woodhouse to work with national art galleries and museums,
such as the V&A or Tate for visual arts provision. Beginning these
General Responses to Options and Concepts discussions and building partnerships now may help with
Attendees at the consultation events that expressly commented fundraising.
on the presentation themselves, or the concepts presented, were
positive. The majority of attendees felt that the options presented Holiday lets are also important to respondents, with three
were good and that the presentations were informative and comments being made about the practicalities of operating
insightful. such properties. There is a real desire for these properties to be
successful, which is evident in the very practical suggestions
However, one respondent did express disappointment that the made by respondents. This should be encouraging for the
presentations were not made to staff and volunteers before the Trustees, with further consultation about how this business area
general public sessions: could work within the local community.

“A very detailed (and confusing) presentation of boards. It is such

a pity that this was not given to existing staff and volunteers first
before the general public.”

Recommendations from Participants

39 of the feedback responses included additional
recommendations. In total over 100 additional individual
recommendations were made (many of the response cards
included more than one recommendation).

There were four separate requests for provision of adventure

activities. Whilst this falls more within the scope of ‘events’ than
landscaping, consideration should be made regarding where
these sorts of activities could go. The allocation of a specific
place for outdoor activities on the grounds would be helpful to
consider at this early stage.

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4.4 TOWS ANALYSIS make it more successful. It then looks at weaknesses within the
organisation that need to be addressed to mitigate the threats or
A TOWS analysis is a strategic planning tool similar to a SWOT to ensure that the opportunities identified can be achieved. The
analysis. The reason we have chosen a TOWS analysis rather than strengths look at what the organisation does well and what they
a SWOT is to ensure that the analysis is not too ‘inward’ looking. It need to expand upon to continue growing successfully. This
is very easy for an organisation to focus on what it does wrong, approach enables an organisation to develop strategies that are
lose enthusiasm and miss opportunities to grow and succeed. A specific to certain issues and gives a clearer idea of the direction
TOWS analysis should give an added dynamism to the Trust and that could be taken. 67
allow it to address specific issues quickly and decisively.
The full TOWS analysis for Wentworth Woodhouse is included on
A TOWS approach looks at the main external threats to success the next page.
and the external opportunities the organisation could grasp to

67 Heinz Weihrichh, Professor of Management, University of San Francisco,

http://www.usfca.edu/fac_staff/weihrichh/docs/tows.pdf!
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TOWS Analysis
Strengths Weaknesses
● Experience of Board ● Scale of repair/renovation needed to bring
● Experience of CEO the Mansion House back to ‘former glory’
● Nationally Significant Heritage Asset ● Lack of financial reserves
● Gardens & parklands ● Length of delivery time/programme
● Green Book appraisal positive ● Potential conflict in aims of Board members
● Strong Masterplanning Team ● Staff capacity to deliver Masterplan
● Good relationships with sectoral partners ● Parking
● Support of local community ● Lack of land
● No furniture allows for a different historic
house experience
● Potential to engage with digital
interpretation

Opportunities Strengths/Opportunities Weaknesses/Opportunities

● Catalyst for positive change in Rotherham ● The multi-use model allows Wentworth ● With a good understanding of the potential
● National audience and international market Woodhouse the opportunity to do something value to Rotherham, the Council will provide
● Government support different with interpretation. The lack of full support across sectors
● Multi-use model allows the Mansion House to furniture allows digital engagement to be ● A phased programme of works enables
reach different types of audiences used financial reserves to be created
● Council’s aim to support children and young ● Potential to partner with other attractions ● The national significance of the Mansion
people and galleries to provide new and House should be promoted by the council as
exceptional experiences and offers part of a Destination Management Plan
● Doing something different will help inspire ● The multi-use model will attract more
and engage young people in the region audiences, but this needs to be considered
● The support of the local community should for parking allocations
bolster the Masterplan. However, they need ● Staffing needs to be appropriate in order to
to feel involved and part of the vision deliver the Masterplan. This might include
● The vision of the Masterplan needs to support recruiting an events manager, interpretation
the local community and economy consultant and business manager to support
● There is an opportunity to engage a younger CEO if operations are to be managed in-
generation and support the council’s house
ambition to improve services for children and
young people

Threats Strengths/Threats Weaknesses/Threats

● Brexit ● The Board, CEO and Masterplanning Team ● Financial assumptions provided in the
● Funding required to complete Masterplan are aware of the potential issues facing the Masterplan will be conservative, robust, and
● Income streams not competitive with the rest project. Getting a Masterplan in place is part will take into account the potential
of the sector of mitigating the risks challenges relating to public funding and
● Rotherham not invested in as a visitor ● The project will really succeed if the council, Brexit, as far as possible
destination by the Council and wider Yorkshire tourism board, market ● Parking will be future-focused, allowing for

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 ● Planning permissions refused the area as a visitor destination significant increases in visitors
● Access and road infrastructure not improved ● Access and parking is already being ● Thoughts into non-car access and promotion
discussed as a part of the Masterplan will also be built into the traffic management
process plans
● Innovation and a clear vision will help to ● Relationships with the Council planning,
secure funding highways, cultural services and regeneration
have been created through the
Masterplanning process

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 than you think? Wentworth Woodhouse has speciality areas for
4.5 Market Positioning families, including child-friendly interpretation rooms where they
can engage with the history and fabric of the building in a tactile
4.5.1 Positioning Statements – by Audience
‘hands-on’ way. Never be ‘shushed again’ – at Wentworth
To the people of Rotherham, Wentworth Woodhouse is the only
Woodhouse, your children are our future visitors.
historic house in England that represents the soul, grit, fortitude,
innovation and aspiration of the people of South Yorkshire.
Residential Letting
Did you ever want to know what a duke or duchess felt like? Or
Wentworth Woodhouse exists to support the local community by
perhaps even a king or queen? Come and stay at the private
providing employment, skills development, improving economic
Wentworth Woodhouse holiday accommodation, where you
investment into the area and telling the unique story of the
and your family can experience a relaxing vacation like no other.
estate, its people and its integral relationship with the South
Why not have an exclusive lunch and champagne dinner served
Yorkshire Coalfields.
on the same portico as King George and Queen Mary when they
visited in 1912. Accommodation varies from smaller self-
Adult visitors
contained units in the Stables to palatial apartments in the
Visiting Wentworth Woodhouse as an independent adult will
Mansion House.
provide all the benefits of a visit to a National Trust property but
with a twist. With a building as vast as Wentworth Woodhouse, it
Commercial tenants
will never be crowded or difficult to manage. Book a tour or in
Finding the right space to work is just as important as where you
the coming years, roam and be free amongst the ghostly halls of
live. At Wentworth Woodhouse, we have a wide variety of
this fabulous palace. Find out more about the family who lived
flexible spaces both within the Mansion House and in the newly
here – The Fitzwilliams – and their legacy on the neighbouring
renovated Stable Block. We have created bespoke spaces just
villages and city of Rotherham. Enjoy a sumptuous tea and brisk
for you or you and your whole team. With super-fast broadband,
walk around the award-winning gardens or join us for one-off
free onsite parking, access to our onsite café, bars and
bespoke events you won't find anywhere else in Yorkshire.
restaurants, working at Wentworth is what can make your work-
life extraordinary.
Child visitors
Run, jump, laugh, sing, explore, hide, seek and play – all in one
Wedding and Celebrations
day at Wentworth Woodhouse. Being child and family-friendly is
Space, luxury, heritage and a boutique service in one of the
at the heart of what we do. Come and experience a historic
largest historic houses in Britain. At Wentworth Woodhouse, you
house like no other, where you and your family can learn about
might think that ‘big’ is the only things we do, but you’d be
another family who lived here – perhaps you’re more like them
surprised. Our celebrations, which are created by you and our
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very own in-house Experience Designer, are crafted to your
needs and vision, providing both you and your guests with an
event like no other.

We are specialists in creating intimacy, emotional connection

and bespoke design solutions whether you are designing an
event for 1000 people or just 50. If it’s one thing we have plenty
of, it’s space and we have the right aspect for any occasion.
Have photos in front of the grand Palladian façade or curl up
together and capture the moment with the deer park in the
background. We also have on-site accommodation available for
wedding guests in the Stable Block, and exclusive Bridal Suites in
the Mansion House to make your day complete.

A celebration at Wentworth Woodhouse is one that will never be

forgotten for all the right reasons.

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 they think the future could look like. As part of this, we have
developed five keywords that we believe represents the
SECTION FIVE: PROJECT VISION Wentworth Woodhouse brand and act as a promise of the type
of experience we want people to have when visiting or working
Summary with us.
The conservation and development of Wentworth Woodhouse,
its immediate landscape and the ancillary activities surrounding
the Estate will be a ‘game-changer’ for the region and 5.2 Visioning Principles
Rotherham in particular, with the potential to reach a national The following pages outline the five words that have inspired the
audience. The investment over the long-term is set to deliver real options that have been developed so far.
change across a range of areas including heritage, economy,
community and social well-being. These are called ‘visioning principles’ and their purpose is to help
the Trust make good decisions that keep the development of the
To implement their vision, the WWPT has the following aims: organisation and its physical assets firmly focused on what makes
Wentworth Woodhouse not only special to people, but open,
1. To preserve the Mansion House and grounds on a long- accessible, passionate and philanthropic.
term sustainable basis with extensive public opening;
2. To find sustainable and sympathetic uses for those parts of These principles will be applied when considering what ‘progress’
the property not open to the public; looks like at ‘the Woodhouse’ directing, shaping and inspiring the
3. To raise funds both for acquisition and repairs and other future.
essential works.
Exceptional
Wentworth Woodhouse is not like any other historic house. It is a
5.1 What is Masterplanning? house for the people.
Wentworth Woodhouse Preservation Trust has been working with
stakeholders, audiences and community members over the last Innovative
six months to identify the needs of the buildings and grounds in What we will achieve will change the community in South
terms of repair as well as how they will be community-focused, Yorkshire for the better.
and commercially viable.

During this period we have been exploring what the Mansion

House and wider estate means to different people and what
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Connected Over the course of the 25-year Masterplan, the Wentworth
We will positively encourage the use of the Mansion House and Woodhouse Preservation Trust not only will manage the site
our landscape by residents and visitors. It is everyone’s family better but will guarantee the long-term improvement of its
home. condition. The Masterplan ambition is to deliver a clear series of
phased plans that will reduce the size and scope of physical
Yorkshire deterioration and intervention in the future, ensuring the future
Our visitor experience will celebrate the ‘Yorkshire-ness’ of maintenance of the Mansion House is manageable, well-
Wentworth Woodhouse - a tale of fortitude in a changing considered and appropriately resourced. These plans will bring
landscape. back into use vast areas that are currently derelict, conserving
their historical importance but also bringing them back into use
Inclusive as a visitor attraction, new café and dining experiences, events
We will offer a varied programme of opportunities aimed at venues for both community, corporate and private use as well as
people of all social classes, cultural backgrounds and ability. holiday accommodation, office and private business spaces.

5.3 Impact 5.3.2 Access Impacts

The conservation and development of Wentworth Woodhouse, The Masterplan ensures greater access to the Mansion House for
its immediate landscape and the ancillary activities surrounding all people and better explanation of its importance in the
the Estate will be a ‘game-changer’ for the area, and context of the world at large and the local area in particular.
Rotherham in particular, with the potential to be one of the great The restoration of the Mansion House, particularly the move from
historic houses of England. The investment over the long-term is pre-booked tours to a free-flow model of visitor attraction over
set to deliver real change across a range of areas including the next five years will mean that more people and a more
heritage, economy, community and social well-being. extensive range of people will have engaged with the heritage.

New interpretation and visitor experience will breathe new life

5.3.1 Heritage Impacts into the Mansion House and its gardens, drawing out its history –
Wentworth Woodhouse is one of the last of the surviving great which is one of class divides, the impact and transition of industry
houses yet to be rescued, and much of it is in large-scale in the UK and the effect of work, vocation and identity on a
disrepair. Without significant intervention, this prime piece of community of people. It is also the story of what it meant to be a
heritage telling the story of the people of Rotherham and South private House within the great circle of the community it
Yorkshire will eventually be beyond saving. supported, and conversely, the community of people who now
support the Mansion House. This style of interpretation means

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that more people will have learnt about heritage, changed their • Increase GVA across the region by 10%
attitudes and/or behaviour and had an enjoyable experience – • Create 6,000 additional businesses beyond the baseline
all key indicators of the Inspiring Learning for All Framework of growth rates
Generic Learning Outcomes. These are funder priorities as well as
the areas that will fundamentally shift attitudes and centralise The Masterplan is set to impact on the ‘envelope’ around the
Wentworth Woodhouse in the hearts and minds of local people. Estate, including Wentworth Village, Elsecar, Scholes, Hoober and
Thorpe Hesley, Rotherham and the Sheffield / Barnsley corridor.
Investment in Wentworth Woodhouse’s future will also mean that
the people of South Yorkshire will have their story told in a way Rotherham has 6,390 VAT and/or PAYE based enterprises (ONS
not addressed in any other venue or museum. The visitor UK Business Counts 2015) which equates to 304 per 10,000 adult
experience will use both traditional and interactive media to population. The UK average is 467, so Rotherham would need
engage the public including immersive experiences, 3,376 more enterprises to reach this level. The plans for office
interpretation events, resonant and exciting temporary units, which could also include incubators, can significantly
exhibitions and the opportunity for local people to interpret their impact on the opportunity for local business growth.
own story in a historic venue they identify as their own as well.
The offer at Wentworth Woodhouse for businesses will encourage
One of the primary outcomes for the community will be the occupation by small and medium-size companies in the financial
improvement of traffic management, physical access, parking, and other business services sectors which currently represent just
exit and egress to the Estate and the Garden Centre. A Transport 17.9% of enterprises in Rotherham whilst nationally the average is
and Traffic Management Study will be commissioned to develop 21.8%. The unique office premises at Wentworth Woodhouse will
a realistic, workable and resident-sympathetic scheme that also be attractive to service-based businesses which are
allows for ongoing consumer spending within the community but connected with the events industry, such as artisan jewellers,
not at the expense of quality of life. Extensive consideration will florists, wedding and fashion designers. This will help to diversify
go on options around off-site parking outside the villages the range of employer types within the area, as Rotherham has a
improved walking, and cycle routes and motorway access. higher percentage of medium-sized and large employers than
average: 15% of enterprises in Rotherham employ more than ten
people, but nationally the figure is 12%. This increased diversity
5.3.3 Economic Impacts adds value to the local labour market, offering new types of
The goals of the Local Enterprise Partnership are: employment opportunities with a variety of skill requirements.

• The creation of 70,000 new jobs (30,000 of which are to be

in highly skilled occupations)

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5.3.4 Construction Jobs and Training Opportunities Wentworth Woodhouse is dedicated to maximising the benefit
The broader job market of South Yorkshire will also benefit from for local people, and this includes jobs in the ongoing
the rebirth of Wentworth Woodhouse. With over £100m needing construction and maintenance of the site. Over the next five
to be spent on the site and gardens to deliver the Masterplan, years, there is a forecasted increased need for specific job roles
this project represents a significant opportunity within the region within the construction sector in Yorkshire, mainly
to use it as an opportunity to recruit, train and resource local managerial/supervisory and other professional types such as
people with skills that are in demand in the geographic area and surveyors and project managers. However, plant operatives are
within the sector. This could potentially equate to circa 1,000 expected to have the highest requirement at 5.6% of base 2017
construction jobs over the course of the Masterplan period.68 employment. The Trust will endeavour to plan for how this
Masterplan can contribute to the skills and experience of local
As part of the skill building aspiration for the Masterplan, this people to fill these roles, but also provide jobs in their own right
could include the specialist development of heritage within the overall capital works programme.
constructions skills such as traditional joinery, stone-masonry,
heritage plastering as well as new apprenticeship schemes. In Yorkshire and Humber, the average recruitment requirement is
According to the Construction Industry Training Board, forecast to be 1,860 between 2017 and 2021. On an absolute
opportunities for employment in construction is still substantial basis, the largest requirements are for non-construction
despite the potential impact of Brexit and other global professional, technical, IT, and other office-based staff (380),
influences. wood trades and interior fit-out (300), labourers and surveyors
(180) and senior, executive, and business process managers
“More than 150,000 UK construction jobs are set to be created (160).
over the next five years despite Brexit uncertainty and Carillion’s
collapse, according to a new report. The Construction Industry The Masterplan at Wentworth will help develop transferable skills
Training Board (CITB) predicts 15,350 carpenters and 9,350 that can be used in other areas of construction and employment
labourers will be needed as more homes are built. The strongest and enabling people to train, gain experience and potentially
job growth in the sector is expected to be in a range of achieve much higher earnings than the county average. For
professional and managerial roles as the industry seeks to boost instance, a university graduate can earn upwards of £60,000 per
its productivity.” 69 annum, not to mention receiving perks like access to company
transportation and other equipment. By locally sourcing
employees for the construction and maintenance works,

68This assumes roughly £100,000 of capital expenditure creates one 69 https://www.independent.co.uk/news/business/news/construction-jobs-150000-added-

construction job. five-years-citb-carillion-brexit-a8191746.html

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Wentworth Woodhouse will also benefit the community by up to 26.5 jobs based upon an average salary of £29,000
providing more mobility and opportunities regarding including pensions and on-costs.
employment in the future, not just on the Estate but around the
county and indeed the country.70 As part of the ongoing Masterplanning process, Economic
Impact Assessments will be undertaken as part of all project
According to the Rotherham Joint Strategic Needs Assessment, business planning. This will look at understanding in detail
the prioritisation of training and employing local people as part Wentworth Woodhouse’s overall economic impact on the wider
of the capital works project would have a significant impact on ‘envelope’ regarding Gross Value Added (GVA) from visitor
the local labour market. There is a higher proportion of people spending, as well as new job creation outside of the Trust, e.g.
who are only prepared for lower-skilled occupations in hospitality staff as a result of increased visitor numbers. The visitor
Rotherham and a lower proportion of managerial, professional growth projections for the next decade have been made
and technical workers. As part of the long-term vision for the purposefully conservative, showing only a slow, but consistent
construction works at the site, focusing on addressing these growth to just over 100,000 visitors per year in 2027. The current
particular issues could also effectively improve the percentage of estimates by the Fitzwilliam Amenity Trust are that over 500,000
people in the city who have no qualifications whatsoever (9.9% people use the Estate annually.
compared to national average of 8.8%). The rate qualified at the
highest levels (NVQ4+ or degree level and above) is just 23.1%, Visitor Impacts – a worked example:
below the regional average and well below the 36% national By 2024, Wentworth Woodhouse could have an annual visitor
average. 71 count of 70,000 visitors, of which 42,000 are adults (60%). The
estimates are that 50% of these are local visitors, 40% day trippers
and 10% overnight visitors.
5.3.5 Operational Employment
Current estimates are anticipating circa £6.7m in net financial • Local visitors: 35,000 X £15.00 = £525,000
benefit by the Trust, based on the construction interventions • Day trippers: 28,000 X £30.00 = £840,000
planned. Currently, wages make up 35% of the overall annual • Overnight visitors: 7,000 X £72.00 = £504,000 72
costs to the Trust and as the requirement grows, so too will the
employment opportunities at Wentworth Woodhouse. Should the Total estimate gross visitor impacts of £1.86m per annum in the
expenditure costs rise to around £2.2m as forecast, wages may
local economy.
increase to represent close to £770,000 per year, which could be

70 https://jobs.telegraph.co.uk/article/uk-construction-industry/ 72 These daily spend figures are based upon the Association of Independent Museums
71 www.rotherham.gov.uk/jsna/info/24/economy/18/labour_market figures for Yorkshire / South Yorkshire in 2013, with a small increase to accommodate
inflation
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5.3.6 Community, Social & Environmental Impacts of anti-social behaviour and helps to avoid the isolation of
In addition to the physical and financial benefits of the vulnerable members of the community. According to Big Lottery
Masterplan, it will also make a significant difference in a plethora Fund, the difference that volunteering has made for volunteers
of other ways. includes “… their social well-being, a sense of feeling valued,
more active lifestyles (particularly in retirement) and better
The ongoing environmental impact of the deterioration will be mental health.”
reduced, and as part of the capital works, additional surveys will
be undertaken to assess the long-term effects of the coal mining One volunteer explained: ‘My confidence has increased
on the local environment. The Masterplan will also promote and massively – I now have a reason to get up in the morning.’ 73

prioritise the use of renewable energy as well as better waste,

emissions and traffic management. This will result in a lower
carbon footprint for the Mansion House and gardens.

The wider community will benefit because more people will have
volunteered time to be part of Wentworth Woodhouse, meaning
they will receive training as part of their volunteer work which will
be applied to other community groups and networked
organisations. It will increase people’s well-being and connect
them to local activities both on-site and in the wider ‘community
envelope’. It will help groups and organisations to increase their
capacity and to reach out to communities, e.g. by engaging
local Scout, Guides and Cadets in volunteering at Wentworth
Woodhouse, not only will the young people involved benefit from
learning about Wentworth, but specific training such as first-aid,
audience development or listening and speaking skills will be
used time and again by these young people in their future lives.

Volunteering at Wentworth Woodhouse will also improve the

quality of life of residents and create a sense of pride and
connectedness that increases civic pride and reduces incidents

73 Research and Learning Fact-sheet: Well-being and Volunteering, Big Lottery Fund,
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 most accessible visitor offer. These works are broken down into a
SECTION SIX: The Masterplan programme of four phases:

Summary
Phase Years Work Area Description
The preferred regeneration options proposed within the
Masterplan is the strategic phasing of the following: 1 2019/20 - Camellia Development of the Camellia House
2021/22 House into a Café/Education Space/Events
Space
Mansion House
2 2019/20 - Mansion Development of the main Mansion
Option A Visitor Attraction, Commercial Units, Catering, luxury 2024/25 House – House state rooms, installation of
holiday accommodation, including both pavilions and Part 1 accessibility infrastructure, installation
State Bedrooms of interpretation, the creation of
business units.
Stable Block and Riding School
3 2021/22 - Stables Development and building of events
2026/27 spaces, visitor area, café space and
Option D Mixed Visitor Use (increased accommodation and
retail units.
events space)
4 2024/25 - Mansion Creation of luxury holiday and event
Camellia House
2029/30 House – accommodation within the Mansion
(At the time of writing, a finalised use for the Camellia House was still
Part 2 House.
in development. The preferred option was Option A, however, all
options were explored and costed as part of the Masterplan.)

Option A Café Use

Option B Events Use

Option C Education Use

These options offered the trustees the most ‘mixed-use’

approach, offering the widest variety of income streams and

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6.1 Spatial planning grounds and landscape spaces; public and private events and
meeting venues; a tourism contribution through holiday let and
6.1.1 Methodology overnight accommodation; specialist exhibition and education
The spatial planning assessment for the Masterplan was using the landscape gardens and horticulture; employment
undertaken by the project architects, Purcell. created through commercial, retail and catering offers;
educational and training opportunities, as well as the necessary
The methodology in developing the spatial planning and ancillary support facilities for a large complex of historic building
Masterplan options was based on collaborative working with the and gardens.
Trust, key stakeholders, consultative and approving bodies and
advisory specialist consultants. Each of the generic uses was evaluated with respect to the
capacity and opportunity presented by the buildings, spaces
Developing the Masterplan options began with understanding and site to sympathetically accommodate them; this identified
the site and buildings with respect to their history and where the most favourable uses of space were, as well as those
significances. This enabled Purcell to establish the capacity for areas that were not conducive to a particular use. Several
change within the building and thereby ensure the best options for mix use developments were developed, that were
outcomes for the heritage and sympathetic use. The complementary to the buildings, this enabled capital
conservation management plans for both buildings and development cost to be assessed, as well as potential revenue
landscape provided the starting point (see above, Section 3.1.2). and financial sustainability.
These documents guided and informed the decision making
from strategic approaches for the use of the site, to potential A key consideration in masterplanning the site has been to look
adaptations to the buildings to support sustainable future uses, at the vehicular and pedestrian flow into and around the site.
ensuring the emerging options were consistent with heritage This has enabled a number of complementary offers for access
value and the capacity for acceptable change. to the landscape, gardens and buildings to be developed. A
key aim has been to develop proposals that restore the
Through the process of visiting and evaluating comparable landscape and gardens, maximise the public access and
mixed-use heritage and cultural sites, the range of different offers enjoyment, whilst at the same minimising the visual impact on the
and uses that large complex heritage sites could be successfully heritage and key views of the buildings and landscape. The
adapted to become apparent. This informed the range of Masterplan proposals have also taken the opportunity to clear
activities and uses that might be transferable to the site and the heritage site of those accretions and developments that
buildings at Wentworth Woodhouse. From this a range of generic have a detracting influence on the value and significance of
activity uses emerged, including, public heritage and cultural Wentworth Woodhouse.
attraction with associated facilities; public access to the pleasure
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A Landscape Masterplan is being developed separately to cover For the Stable Block and Riding School, four spatial planning
future plans for the gardens and formal and informal landscape. options were produced (Appendix 8). These were more varied
and showed how the Stables would look if dedicated to one
primary function. Option A, for example, was weighted towards a
6.1.2 Spatial Planning Options contained wedding and celebration venue, with associated
Following the above methodology, several spatial planning accommodation and retail offers, but little space given towards
options were developed for the Mansion House, Stable Block and the visitor offer or heritage interpretation. Similarly, Option B was
Camellia House, which were presented to the WWPT and the almost exclusively commercial/business lets, with essentially no
public in a series of meetings and public events in June and July other usage. Options C and D presented mixed-use schemes,
2018. with an emphasis on retail and accommodation, respectively.

The spatial planning options were guided by several high-level Three options were also presented for the Camellia House;
principles: the site would be mixed-use in order to maximise however, these are mainly associated with end-use rather than
sustainability; visitor access to the Mansion House would be different capital works programmes – café, events or
retained, with enhanced provision for exhibition and display of educational use (Appendix 9).
historic interiors; flexible events and education spaces would be
required as part of the visitor experience and social outcomes;
income generation streams could include a variety of options,
such as accommodation, commercial units, catering & retail and
large-scale events space; accommodation for office staff and
the Trust should be provided, and; the space must be made as
accessible as possible.

For the Mansion House, three options were presented, all of

which adhered to the above principles (see Appendix 7). The
differences between the presented options were relatively slight,
as all incorporated a variety of visitor attraction, event,
accommodation, commercial and office space uses. Variations
in the options were of a shift in emphasis from one use to another,
however, most of the space (c. 50%) in all three options was
dedicated to the heritage offer.

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6.1.3 Preferred Options
Accommodation is also a feature of this option, with two self-
Mansion House contained holiday apartments in the North and South Pavilions,
The Trust’s preferred option for the Mansion House is Option A, and the two State Bedrooms converted to exclusive overnight
which presents a mixed-use scheme with increased flexibility built accommodation to support the events/wedding offer. The use of
in. The plans should not be read as final, but are indicative of the the East Wing (the Newbold Apartment) as a guest house is not
Trust’s direction of travel, and have been used to create the agreed and will require further discussion but is shown on the
financial models presented in Section 7.2. plans for illustrative purposes.

The primary usage is as a visitor attraction, with a large selection Events share space with the visitor offer, with the Long Gallery
of rooms within the central block at ground and principal floor and State Rooms available for events usage when the Mansion
levels dedicated to the heritage offer. The cellars will also be House is closed to visitors.
publicly accessible, and new interpretation/exhibition areas are
located to the left of the main entrance. The visitor offer will be Education suites are situated on the ground floor level (currently
enhanced with a dedicated shop area, as well as catering and the WWPT offices) and will provide separate space for school
seating areas in the north wing, which is presently in a semi- groups away from the general public. Additional educational
ruinous state. The areas of greatest construction impact, space is available in the three libraries on the principal floor, to
therefore, are situated in the areas with the highest capacity for be shared with visitor use.
change.
Also, within the Mansion House will be the WWPT offices, staff
Elsewhere in the Mansion House, the south wing will be converted accommodation, offices to support catering and retail functions,
to commercial/business use, with 14 offices for small storage, and security offices.
businesses/start-ups over three levels. These will have shared
access and facilities.

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 Visitor hospitality and heritage uses will include an orientation
Stable Block and Riding School space upon entering the Stables, as well as areas for
The preferred option for the Stables Block and Riding School is interpretation and exhibition. The visitor offer will be enhanced
Option D, which offers a range of visitor facilities in order to serve with cafes/restaurants and 9 retail units, one of which will be
a wide variety of user groups. The only area of new build is dedicated to retail sales for Wentworth Woodhouse.
proposed to the north of Mews Court, to accommodate further
retail and residential units. Truly multi-use, the Stables will also provide 15 self-contained
apartments ranging from 60-97m2 to support the events offer or
Events and celebrations will feature heavily in the Stables – the which can be used as holiday lets. Ancillary spaces include
Riding School is inherently suitable for a large events space and is offices, storage, WC facilities and service areas. In all, the Stable
able to accommodate over 600 guests. The covered courtyard Block will present a vibrant and busy space that is in use
space adjacent to the Riding School will have bar facilities and throughout the day and night and supports the activities in the
can work alongside or independently of the main events space. Mansion House.
A smaller event/conference room of c. 90m2 is also available.

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Camellia House
The final use of the Camellia House has not yet been decided by Camellia House as a café is likely to be the most sustainable and
the Trustees. Out of the three proposed options, the use of the generate a high level of return.

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6.1.4 Capital Costs
Rex Procter and Partners have provided budget estimates for In addition, it is assumed that works will be procured as a single
each of the preferred options, current as of June 2018 with an tender, and the impact of phasing and inflation are yet to be
update in September 2018 (see Appendix 10). assessed.

The costs exclude the following: BREEAM (Building Research Establishment Environmental
• VAT Assessment Method) compliance has not been included in costs
• AV/ICT as it will be very difficult and costly to achieve.
• Interpretation
• Repair works undertaken to date (urgent works and Phase Part L is part of Building Regulations compliance and centres on
1 & 2 repairs) the energy modelling of the building based on use. It looks at
• BREEAM (Building Research Establishment Environmental building fabric and energy efficiency. This has been excluded
Assessment Method) from the capital costs as the implications are difficult to estimate
• Improvements over Part L Building Regulations (Building now and near impossible to foresee so many years into the
regulation in England setting standards for the energy future.
performance of new and existing buildings)
It should also be noted that the full impact of Brexit is unknown
and may have a significant impact on costs and programme.

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 The spatial planning and visitor consultation have shown there is
6.1.5 Car parking and traffic management demand for an addition to the visitor experience at Wentworth
Traffic management and car parking are without the reach of Woodhouse within the next five years. This is not enough time to
this Masterplan. Both issues, however, were a repeated concern begin any significant capital work on the Mansion House or
with both the public and key stakeholders. Stables, so therefore the programme prioritises the development
of the Camellia House.
The WWPT is aware of these concerns and is working with the
Fitzwilliam Wentworth Estate and others to find acceptable
solutions for access to the site and parking, during daily 6.2.1 Phase 1 – Camellia House
operations and large-scale events. At present, a traffic The programme assumes a total project length of four years,
management company is commissioned during special events – beginning with a Round 1 Pre-enquiry in 2018/19. As this is the
such as the music festival – which is proving a successful short- year in which the HLF plans to launch its new Strategic
term solution. Framework 5, success through the HLF grant scheme has not
been assumed. Therefore, if other funding sources are available
The WWPT should commission a separate Transport and Traffic and successful, the programme has been structured in terms of
Management Study as soon as possible, which should involve achieving RIBA Stages 0-2 in 2019/20, then RIBA Stages 3-7 in
representatives from the village and Estate, and which should 2020/21. This sees the Camellia House re-open in 2021/22.
consider the impact of traffic management solutions on the
wider landscape and setting of Wentworth Woodhouse.
6.2.2 Phase 2 – Mansion House (Part 1 – Visitor experience)
This work will improve the visitor experience through re-
6.2 Masterplan Programme interpretation and display in the State Rooms and repair and
improvements to spaces such as the Marble Saloon and the
The approach to spatial planning, alongside the development of installation of accessibility infrastructure such as lifts and
the financial toolkit and the public consultation, has had a changing places as well as retail and catering opportunities. The
significant impact on the design of the Masterplan Programme. development of commercial business units within the Mansion
House could also take place at this time.
The current programme aims to have all the capital works
completed within 12 years of the start of the Masterplan, with the This first part of the development is anticipated to begin in
remaining 13 years as contingency and ‘settling in’ time. 2018/19 with a year of match funding activities to ensure any
application to a major funder is successful, followed by a Pre-
Enquiry in 2019/20.

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Assuming a grant is successful, the programme anticipates two project from RIBA stages 3-7, with a planned reopening in
years to create plans between RIBA stages 0-2 (2020/21-2021/22), 2026/27.
with RIBA stages 3-7 taking a further two years during 2022/23 -
2023/24. The anticipated re-opening of the property would be
within financial year 2024/25. 6.2.4 Phase 4 - Mansion House (Part 2 – Holiday Accommodation)
This part of the Mansion House redevelopment will focus on the
North and South Pavilions as holiday accommodation and luxury
6.2.3 Phase 3 - Stables event accommodation in some of the state bedrooms.
The third phase of the programme is to begin a capital project at
the Stables. This redevelopment would see the Stables re-open as It is anticipated that work on these areas of the Mansion House
a mixed-use venue, offering a large events space with event will begin in 2024/25 with a Round 1 Pre-enquiry. If the application
accommodation, a café area, retail units, estate offices and is successful, RIBA stages 0-2 would be completed over two years
visitor admissions. between 2025/26 - 2026/27. The following two years would see
the development of RIBA Stages 3-7, with an anticipated
It is anticipated that a Round 1 pre-enquiry submission would be opening of these rooms for hire in 2029/30.
made in 2021/22, If this application is successful, RIBA stages 0-2
would be completed over two years between 2022/23 and
2023/24. The following two years would be developing the

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6.3 Masterplan policies
The following policies should be adhered to when considering
the future direction of the Trust and Wentworth Woodhouse.

Policy No Policy
Organisational

OR01 Have regard to its core values and overall vision for the site in all decisions made by the Trust.
OR02 Regularly review the composition of the Board of Trustees and alter/supplement the Board to provide appropriate expertise and advice.
Continue developing exemplary working relationships with partners associated with all of Wentworth, including the Wentworth (Fitzwilliam)
Estate and the Wentworth Garden Centre, to develop an integrated and holistic approach over the long-term management of the site and
OR03 areas in divided ownership.
Continue developing exemplary working relationships with other heritage and visitor attractions in the local area, including Elsecar Heritage
OR04 Village, Wentworth Castle and other members of the Great Places scheme.
Liaise with Rotherham Metropolitan Borough Council on their emerging Cultural Strategy, and work to develop partnerships within this
OR05 context.
OR06 Continue to consult with stakeholders, the local community and others as a focussed part of a process of engagement
Conservation
The conservation, repair, restoration and maintenance of the historic assets associated with Wentworth Woodhouse should be paramount in
all decisions making by the WWPT and proportionate to the significance of the historic environment, in accordance with expert advice and
C01 recommendations.
Any restoration or new build, including works to the gardens and parkland, will respect and wherever possible enhance the historic setting
C02 and relationship with the landscape.
Commercial or other income generating activities are undertaken in the understanding that any surplus revenue will contribute to the
C03 conservation, repair, restoration and maintenance of the historic assets in order to secure their long-term future.
Fully understand detailed significances of any historic features or assets prior to any major work programme, including survey work and
C04 investigation, where appropriate.
C05 New design work should relate to its context and be sympathetic to the historic character, although this does not preclude new build
Adopt proactive and preventative measures for the maintenance and security of the site, aiming to safeguard its future and retain its
C06 significance.
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 C07 Adopt the policies provided in the revised Conservation Management Plan and Landscape Management Plan
Financial
FIN01 Devise strategies for enabling a sustainable business model that does not put the heritage values of the site at risk
FIN02 Ensure that sufficient reserves are available to maintain the site, gardens and historic assets appropriately
FIN03 Explore opportunities for funding.
Operational
OP01 Ensure that all public-facing operations and activities are made fully accessible, both physically and intellectually.
Before granting any new tenancy or licence, the WWPT will ensure that the prospective tenant or licensee agrees to be bound by a restrictive
OP02 covenant that maintains and preserves the outstanding architectural, historic and landscape interests of the site.
Subject to the limitation of financial resources, employ a sufficient number of suitably experienced and trained staff to ensure that long-term
OP03 aims for the Trust and site are upheld to the highest standards.

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 The financial models have also informed decision making,
SECTION 7: FINANCIAL APPRAISAL ensuring the Trust makes informed choices about the Masterplan
programme.
Summary
The financial models developed alongside this Masterplan have The Toolkit outlines how each business area will contribute to
been created in the form of a “Toolkit”. They work as a practical income over the next ten years. The overall income the Trust
document that can grow and adapt as the Masterplan is further could earn in year 1, after maintenance contributions, is in the
defined and segmented. region of £247,745. However, by the end of year 10, after
significant investment in the infrastructure and visitor experience,
They were developed with the following objectives: the Trust could expect to generate £1,261,543. Over the 10 years
of the Financial Model, the total income contributed (after
• Flexibility - The models are designed to be a flexible deductions) could be in the region of £6 million.
“Toolkit”. Dynamic and flexible, the Toolkit is broken down
into individual business areas. The financial appraisal also identifies potential sources of funding
• Aligned with spatial options - The Toolkit has been that WWPT could apply to for capital works, interpretation
structured to reflect the preferred spatial options of the projects, or activities, to help support the concepts explored
Trustees. This ensures that the results of the Toolkit are built within the Masterplan.
on the preferred spatial planning options.
• Modifiable - The Toolkit can be easily modified by the
Trustees in order to cope with variance and change, 7.1 Financial Assumptions
providing the Trustees with a powerful document that can The research and workshops used to generate the different
support them through the 25 years of the Masterplan. business options outlined in Section 4 have been used to create
• Contribution Model - The Toolkit is not a 10-year income & a series of financial assumptions. These assumptions directly feed
expenditure forecast, instead, it shows potential earnings into the financial models outlined below and in the
from each business area. This is to allow the Trustees to see accompanying worksheets.
the earnings from each business area as they are
developed, allowing flexibility for this to change if For the purpose of clarity, the financial assumptions are
necessary. It also complements the financial models summarised by business area in the following sections.
generated by project Events Consultants E+M+C, ensuring
that all of this data for events income can be built into The It is important to note that, rather than solely reviewing existing
Toolkit. commercial practices, all information included in this section

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focuses on analysing additional income generation activities, ○ Garden Tour 1 hour £5 pp
with their associated costs, to produce a net contribution figure. ○ Special Tour 1 hour (TBC) £10-20 pp (TBC)

● These tours will be run by trained staff, requiring 2,498

7.1.1 Admission and Tours person-hours per annum 75. The hourly rate for tour guides
The information outlined in the admission and tours section of the
from June 2018 will be £7.83 p/h plus 12% 76, rising annually
financial model is based on the following assumptions: in line with National Living Wage requirements.

● Visitors will continue to book for guided tours only, there

will be no element of self-guided tours within the Mansion 7.1.2 Visitor Projections
House in the immediate future, although there may be an It is estimated by WWPT that 9,158 visitors will be received in
element of self-guided tours in the gardens. financial year 2018/19. This figure has been generated by
averaging the annual number of visitors for tours and group visits
● There will be four tours available at Wentworth over the last five years. This baseline data has been used to
Woodhouse: generate a series of visitor projections over the next 25 years. The
○ The Wentworth Tour - The State Rooms and ‘East’ full and detailed visitor projections are included within the
side of the Mansion House Financial Toolkit.
○ The Clifford Tour - The Long Gallery ‘West’ side of
the Mansion House The major factors affecting visitor attendance at Wentworth
○ The Garden Tour Woodhouse are outlined in the table below.
○ A ‘Special’ Tour - Possibly a hard-hat, cellar or roof
tour, still to be confirmed. Year Factor Description Visitor Numbers Total
Increase, Static or visitors
Decrease? per
● There will be four tours per day, four days a week but with annum
seasonal weighting for the garden tours and special tours.
2019/20 Increased The number of tours Increase 11,729
number of tours operated per week (28%
● The duration and prices of the tours are as follows 74: run increases to 4. increase
○ Wentworth tour 1 hour £20 pp on

○ Clifford Tour 1 hour £20 pp previous

year)

74 From WWPT Website 76 From data provided by Jennifer Wicks, WWPT, 27.04.2018.
75 From data provided by Jennifer Wicks, WWPT, 27.04.2018

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 Year Factor Description Visitor Numbers Total 2022/23 Mansion House The Mansion House Increase 79,568
Increase, Static or visitors major spaces staterooms and (2%
Decrease? per closed for works other spaces are increase
annum closed to visitors for on
capital works. previous
2020/21 Free-flow Visitors can enter Increase 55,679 year)
weekends begin the House on a (375% The popularity of
‘free-flow’ model increase the Camellia House
on weekends, whilst on the is still keeping levels
tours and group previous stable.
visits operate during year)
the week. 2023/24 Mansion House The Mansion House Decrease 77,778
This will generate major spaces staterooms and (2%
income both closed for works other spaces are Decrease
through ‘general closed to visitors for on the
admission’ and capital works. previous
‘concession year)
admission’ in
addition to tour 2024/25 Mansion House Visitors can enter Increase 110,621
tickets. works the improved house (42%
General admission completed, and on a ‘free-flow’ increase
projections have new visitor offer model on from
been based on a available. weekends, whilst previous
2% penetration of tours and group year)
general visitors to visits operate during
the WWPT Estate. the week.

2021/22 Camellia House The Camellia House Increase 78,008 The previous year’s
Re-opens after will reopen as a (40% general and
an HLF or café in 2021/22, increase concession
otherwise improving the visitor on the admission numbers
funded capital offer at Wentworth previous have been
works project Woodhouse, and year) multiplied by 150%
seeing a 50% to show a 50%
increase in visitor increase, as this is a
numbers, as this is a typical spike metric
typical spike metric for HLF projects (See
for HLF projects (See ‘Other Assumptions’
‘Other Assumptions’ below)
below)

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 Year Factor Description Visitor Numbers Total 2028/29 Mansion House No levels of growth Increase 175,239
Increase, Static or visitors accommodation as visitor experience (2%
Decrease? per still in Delivery at Mansion House increase
annum phase has not improved, on
accommodation previous
2025/26 Final Year of Impact of Stables’ Increase 114,601 not yet open. year)
Stables’ Capital capital works not (4%
Works felt because of increase 2029/30 Mansion House Medium level of Increase 188,314
reopened Mansion on the accommodation growth from the (7%
House previous opens increased use of increase
year) holiday on
accommodation in previous
2026/27 Stables Re-open Commercial Increase 165,813 the first year year)
as an events opportunities (45% available to hire.
venue increased - increase
enabling expansion on the 2030/31 None Continued high Increase 202,432
of staff and previous levels of growth due (7%
operating hours. year) to the re-opened increase
visitor attraction on the
The previous year’s previous
general and year)
concession
admission numbers 2031/32 None Visitor growth Increase 210,079
have been begins to slow (4%
multiplied by 150% increase
to show a 50% on the
increase, as this is a previous
typical spike metric year)
for HLF projects (See
‘Other Assumptions’ 2032/33 None Visitor growth Increase 214,081
below) begins to slow (2%
increase
2027/28 The first year of Continued high Increase 171,999 on the
full visitor offer levels of growth due (4% previous
after Stables to re-opened increase year)
redeveloped. Stables and on the
increased visitor previous
Holiday attraction. year)
accommodation
Visitor number assumptions are included from 2033/34 until
in the delivery Word of mouth
phase, spreads, increased 2044/45, however, there are no significant factors affecting their
events offer. fluctuation. Instead, a model anticipating natural levels of
fluctuation, growth and deficit, are modelled to give an estimate
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of the types of visitor numbers that could be expected over the
period. Stabilisation 100% Stable visitor number rate
Anticipated natural dips in visitor
Decrease 97% attraction cycles, post major projects
The final projections anticipate that in 2044/45, Wentworth Most HLF projects see an average of a
50% increase in visitor numbers before
Woodhouse could reach 208,379 visitors. However, these are Spike 150% stabilising
estimates, given that there may be significant external factors
that affect these projections unknown to the Trust at this point in
time.
7.1.3 Events
Other Assumptions E+M+C Events Consultants have been commissioned by the
Wentworth Woodhouse Preservation Trust to provide projections
Other assumptions used to calculate the visitor projections for expected income from events at Wentworth Woodhouse.
include: Tricolor has not been involved in the creation of the assumptions,
and so any enquiries concerning the income from events must
AVG GROWTH RATE (YORKSHIRE) 1.73%
be directed to E+M+C. This section is a summary of their findings
AVG GROWTH RATE (YORK & EM) 1.57%
and reported figures.
AVG GROWTH RATE (ENGLAND) 8.57%
AVG MEDIAN VISITOR NO (YORK) 38,192 E+M+C’s models, attached as Appendix 11, highlight that event
AVG VISITOR NO (YORK & EM) 19,110 income could be generated through the following sources:
AVG VISITOR NO (ENGLAND) 26,913
AVG VISITOR NO (HIGH VOL) 161,326 ● Weddings
Visit Britain Annual Attractions Survey 2016
● Private/Corporate Room Hire
● Public Events
● Fundraising Events
Immediate Market Notes
Estate Visitors 500,000 Est in 2012 The table below summarises the expected event income
Garden Centre Visitors 800,000 Est in 2017 according to E+M+C.

Based on York & EM historic houses avg

Growth Phase - LOW 102% growth rate since 2011-17
The table below summarises the expected event income
Based on a mix between Y&EM growth according to E+M+C.
Growth Phase 2 - MED 104% rate since 2011-17 and all England.
Based on high volume house growth
Growth Phase 3 - HIGH 108% rate.

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 The final chart below shows the number of events held within
each space over the next 10 years, as envisaged by E+M+C.

Each of the event income streams will be summarised in a little

The table below shows the number of events by type (excluding more detail below.
fundraising events and filming) over the 10-year period.
Weddings
Weddings will happen across a range of rooms over the ten
years:

● Marble Saloon
● State Rooms
● Long Gallery
● Marquee/Grounds
● Camellia House 77 / BoHo Yurt
● Riding School

Not all of these rooms will be available every year, but the
models are very dependent on both the Riding School and the

77 Camellia House not available until after 2022.

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Camellia House being used for events of all kinds, not just
weddings. The table below shows the projected number of
weddings E+M+C think Wentworth Woodhouse could be able to
deliver in the next ten years.

Year Year Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8 9 10

2019- 2020- 2021- 2022- 2023- 2024- 2025- 2026- 2027- 2028-
20 21 22 23 24 25 26 27 28 29

Weddings 5 21 28 40 48 60 36 63 83 98
Per year

The prices charged for weddings by room size also change over
the ten years, as can be seen from the table below:

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year
10

2019- 2020- 2021- 2022- 2023- 2024- 2025- 2026- 2027- 2028-
20 21 22 23 24 25 26 27 28 29

Marble Saloon £8,200 £8,200 £8,200 £8,200 £8,200 - - - - £8,200

State Rooms - - - - - - £4,000 £4,000 £4,000 £4,000

Long Gallery £6,200 £6,200 £6,200 £6,200 £6,200 £6,200 - - £6,200 £6,200

Marquee/Grounds £12,000 £12,000 £12,000 £12,000 £12,000 £12,000 £12,000 £12,000 £12,000 £12,000

Camellia House / - £300 £1,200 £3,000 £3,000 £3,000 £3,000 £3,000 £3,000 £3,000
BoHo Yurt

Riding School - - - - - - - £6,000 £6,000 £6,000

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Notes to the wedding information above: Other Events Networking £2,500

• The Marble Saloon is not available due to floor repairs in Small presentations £250
years 6-9.
• A “BoHo” Yurt is used outside the Camellia House until the Parkland only Team-building £500
Camellia House is repaired in 2021/22.
• The Long Gallery, in E+M+C’s models, is closed for
Conference activities £7,500
renovation around years 7 and 8
• The Riding School becomes the main venue for weddings,
Ride and Drive £7,500
going from 25 - 48 weddings per year, after opening in
Year 8.
Family Fun Day £15,000

Private Hire
The spaces outlined by E+M+C as being used for private hire
The private hire model uses a very similar principle and charging
events, and the type of events they could be used for are
policy to the wedding model. The estimated number of private
outlined in the table below:
hire events per year are included in the table below:

Room Event Type Value

Year Year Year Year Year Year Year Year Year Year
1 2 3 4 5 6 7 8 9 10
Marble Saloon Convention £8,200
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
State Rooms Meetings £4,000
-20 -21 -22 -23 -24 -25 -26 -27 -28 -29

Long Gallery Party £6,200

Private/ 4 16 24 32 42 49 44 77 100 122
Marquee/Grounds Corporate Day £12,000 Corporat
e Events
Camellia House Camellia House meetings £3,000

Riding School Riding School meetings £6,000

Parlour Rooms Meetings £2,300

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Public Events

The spaces identified as appropriate for public events include:

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29

Marble Saloon - 1 1 1 1 2 - - - 2

Long Gallery - - 1 1 2 3 - - 1 1

State Rooms 2 3 3 3 3 3 - - - -

Marquee/Grounds 1 1 2 2 2 3 4 4 2 2

Camellia House - - - 2 3 4 5 6 5 3

Riding School - - - - - - - 22 24 26

Parlour Rooms - - - - - - - - - -

Other Events

Inside/ 13 14 15 15 16 16 - -
Multiroom

Lectures/Community 10 12 14 15 16 16 16 18 20 25

Parkland only

Special interest groups 4 4 5 5 5 5 5 5 5 4

Car Clubs etc 2 2 2 2 2 2 2 2 2 2

Outdoor cinema, extreme 2 3 4 4 4 5 5 5 5 6

sport

Music, festival, re-enactment 2 2 2 3 3 3 4 4 4 4

TOTAL 36 42 49 53 57 62 63 68 70 77

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Notes to Public Events Option A Option C Option D
● The income for these events is based on a flat rate hire
Total No. Units 12 15 8
fee, rather than a ticketed model.
● The flat fee per room varies throughout the period but Total m2 1,172 1,065 650

stays within the range of those outlined in the private hire

rates. The Wentworth Woodhouse Garden Centre has retail units that
they let for £12 sq ft = £129 sqm. However, they are currently in
Filming the process of bringing the units back under the Garden Centre’s
Income from filming has not been included within the financial control due to lack of demand, and the different approaches to
models or financial assumptions as it can be an intermittent and work ethic expressed by the tenants which has caused tension.
highly variable income stream. Filming income will still be sought
my WWPT, but it will not be relied upon as a budgeted income For these assumptions, the financial models calculate an income
stream. based on the possible rent per square metre. The retail offer will
be more desirable and a premium rate compared to the Garden
Fundraising Events Centre, so an assumption of £17.50 sq ft = £188 sqm has been
Fundraising events outlined by E+M+C include two annual used in the financial models 78.
events. The amount earned at these events totals between
£35,000 - £55,000 for ‘normal’ years. The financial models also include provision for a Retail Unit
Administrator at £30,000 plus 15% on costs, 0.4 FTE.

7.1.4 Retail Units

Retail Unit Assumptions
Through the spatial planning workshops, retail units at Wentworth
The model assumes a rate of £188 per m2 for the retail units at
Woodhouse have been considered as possible within the Stables.
Wentworth Woodhouse, and income will be calculated on the
basis of Commercial Units below.
The masterplanning has identified three different options for retail
units, Options A, C and D (Option B does not include any retail
Other Assumptions:
units):

● Occupancy: 30% in Year 1, rising to 80% in Year 5.

78 Assumption of £17.50 sq ft included at the request of WWPT, converted to m sq to match

architectural plans.
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 ● Costs of running: 48% in Year 1, reducing to 25% in Year These assumptions have been taken from the Royal Cornwall
5. Museum retail model.
● Administrator: £30,000 plus 15% on costs, 0.4 FTE.

7.1.6 Wentworth Woodhouse Catering/Cafe Income

7.1.5 Wentworth Woodhouse Shop Wentworth Woodhouse will also have a selection of cafe and
In addition to rentable retail units, Wentworth Woodhouse would catering outlets. The size and scope of these are dependent on
also have its own shop. The quality of the offer would be the options selected by the Trust.
comparable to that offered by the National Trust.
Cafe
In order to calculate the possible income, the following The capacity and size options provided by Purcell are
assumptions were made:
The Association of Independent Museum’s (“AIM”) guidance, The Stables
Royal Cornwall Museum, & Hull Maritime Museum, have been
used to calculate average spend per visitor and conversion Option A
rates.
Total Capacity 68 covers

AIM’s guide to museum retail shops suggests £2.00 spend per Total m2 96

head per visitor should be the target rate. However, on similar

sized operations, Royal Cornwall Museum achieved only £1 SPH
whilst Hull’s figure was very low so we modelled at £0.75 SPH. For Mansion House
WWPT we have started at a modest £1.25 79.
Option A Option B Option C
Shop Assumptions
Total Capacity 97 97 97
The assumptions used in the financial models are:
Total m2 136 136 136
● Spend per head: £1.25
● Cost of running %: 46%
Cafe Assumptions

79 Retail modelling figures have been kept conservative as the retail offer is not anticipated to and the visitor entrance is through the stable block, it is anticipated that the quality of the retail
offer will be increased, improving SPH. For the purposes of this model, however, a flat SPH has
change significantly until the stable works are completed. Once the stable works are complete,
been used.
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The financial assumptions are based on the following Stables (negotiable)
assumptions 80:
Aske Hall 55,000 5,109 £10 sq/ft £108 90%
(Zetland
● Baseline visitor projections: 79,568 visitors Estates)

based on year 5 projections (2022/23)

● Weekday conversion rate: 55% of visitors
● Weekend conversion rate: 60% of visitors CASE STUDY: Broughton Hall
● Average transaction per weekday: £3.50 Broughton Hall is owned by Roger Tempest. Roger and his family
● Average transaction per weekend: £4.00 live at Broughton, but it is primarily used for private functions,
(weekday rate + 50p) weddings, and corporate hire. Within the grounds of the estate,
● Food and beverage costs: 30% of sales Roger has developed a business park, comprising of 150,000 sq
● Labour Costs: 35% of sales feet of space for office units.
● Sundry Costs: 12% of sales
● Rates: TBC - Dependent Roger was the founder of Rural Solutions, a consultancy that is
on Local Authority very experienced in developing and managing stable
conversions. Rural Solutions was commissioned to write the
Each model shows variations for low, medium, and high visitor original business plan for the Wentworth Woodhouse Stables and
attendance, and the contributions associated with those. Riding School.

Facilities and physical infrastructure

7.1.7 Commercial Units
The units at Broughton Hall are flexible spaces that can adapt
Commercial comparators consulted as part of the master
and grow with the requirements of tenants, and internal walls
planning process included:
can be easily removed, or added, depending on the need. They
all come with high-speed internet. The estate also has electric
Comparator Total Size Total Size Prices sq/ft Price Sq/m Occupancy car charging points, cycle racks and showers for business clients.
sq/ft sq/m Rates

Broughton 150,000 13,935 £15 £161 100% The main communal facility at the Business Park is ‘Utopia’ - a
Hall sq/ft
cafe, meeting rooms for hire, and venue for hire.
Newby 19,490 sq/ft 1,810 £9 - £12 £96 - £129 100%

80 Conversion rates and spend per head assumptions are from a model regularly used by Perfect
Moment for cafe financial modelling. This is based both on industry guidance, and the experience
of catering consultants.
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Business users will also have access to a new well-being centre Below are some of the recommendations made by Roger for the
called ‘Avalon’ which sits on the estate and is set to open soon. developments at Wentworth Woodhouse:

Rental rates & financial information Operations

At Broughton Hall’s Business Park, smaller units are charged at an ● “Make sure you have a Business Centre Manager. They
annual rate. Roger finds that this is a more attractive proposition are usually about £30k a year. But that will just make sure
for clients who require a smaller business unit. However, as a flat you have someone dedicated to making the business
rate, the usual rental cost for units is £15 per sq ft. units work and that they are always occupied.
● It also helps to have someone who can keep up that
The development costs for the business park was approximately relationship with clients, listening to them. They are more
£100 per sq ft. However, this was because the development was likely to stay because they enjoy using the space.”
undertaken privately, using in-house developers and builders,
and he did not use grants or subsidy, which meant Roger had Marketing
more control over the development costs. ● “Never just use one big agent, that is my Golden Rule. Go
to all of them, and use all of them.”
Business Rates at Broughton are usually charged at 40%, and they ● “Remember that 9/10 of business in the UK employ less
do not do rent-free periods. Management rates at Broughton are than 7 people. That’s the market you’re looking for. Don’t
a flat rate of 10% of the rent. bother going after the big boys, go for these guys.”
● “Market them as excellent, high quality, flexible spaces.
Occupancy rates at Broughton Hall are currently 100% with a Whether there is a demand in the area, or not, people will
waiting list for commercial units. They have managed to achieve come for excellence.”
this by having a dedicated Business Centre Manager and ● “Call it a ‘Business Park’ or ‘Business Centre’, people seem
advertising and marketing units continually. They are always to really like that.”
open to negotiations with clients, making sure they feel like they
have a say in the process, and feel valued. The biggest part of
the Business Centre Manager’s role is to develop relationships Timescales
with clients, ensuring that they feel valued and invested in. ● “Try and begin letting them as capital works are
happening, that way you have spaces let when it opens
Units are usually offered to clients on 12-15 year leases to ensure on day 1. That’s the ideal situation, it doesn’t always work
sustainability and security for both client and Broughton. that way, but if you work really hard, it is possible.”

Recommendations for Wentworth Woodhouse development

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CASE STUDY: Aske Hall (Zetland Estates) CASE STUDY: Newby Hall & Gardens
Aske Hall, part of the Zetland Estates, is owned by Robin Dundas, Newby Hall and Gardens is a visitor attraction in Ripon, North
Earl of Ronaldshay. Robin was contacted for consultation as he Yorkshire. The House is now a mixed-use visitor attraction, but the
manages a high-quality business park within the converted Compton family (who still own the House) have converted the
Grade II Listed stables at Aske Hall. stable block into commercial office units.

Facilities and physical infrastructure Facilities and Physical Infrastructure

The total unit space available at Aske Hall is 55,000 sq ft. The units The total unit space available to Newby Stables is 19,490 sq ft.
at Aske are flexible, allowing units to grow or contract in line with The units are a range of smaller and larger spaces, available at
the needs of their clients. However, they do tend to find that negotiable rates.
smaller units (250 - 750 sq ft) are more popular than larger ones.
All of the units are air-conditioned, have electric car charging
All units are supplied with a landline broadband connection points, showers and high-speed broadband. A meeting room is
which is charged to occupiers as the BT connections in the area also available to hire.
are poor. They also supply sewerage and water services to the
units as they are not on the mains supply. All units have small Business tenants can have access to the parkland and cafe
kitchenettes provided. within the House as a bonus to their occupation. When the House
is not open, a sandwich van does deliveries to the tenant
Rental rates & financial information businesses.
Units are let for about £10 sq ft, with a 10% service charge. All
other business rates or electricity rates are billed directly to the Rental rates & financial information
client by the local authority or utility companies. Units are let at a negotiable rate between £9 - £12 sq ft, and a
10% service charge is included on top of that. When interviewed
The units have been operating at about a 90% occupancy rate they had a 100% occupancy rate, but since the date of the
since 2000. interview, one unit has since become available.

Recommendations for Wentworth Woodhouse development Recommendations for Wentworth Woodhouse Development
Robin had a very simple recommendation for the Wentworth Advice from Newby Stables included:
Woodhouse development from his own experience: “Provide
good space, don’t overcharge, look after people when they’re ● They are very similar to Wentworth as they are rural, but
in occupation – simple rules which seem to work.” not remote. This does put off some potential clients as

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 there is no immediate access to a supermarket and other Property Price sq/m
amenities.
Property 8 88 129
● The majority of users are local businesses, this might be a
good technique to start with, encourage local business. Property 9 89 175

● Smaller units are easier to let than larger ones. Property 10 90 128
● Offer access to your visitor attraction.
Property 11 91 57

Further Research Property 12 92 135

Research into commercial units available in Wentworth, Property 13 93 126

Rotherham, and the surrounding areas revealed 13 properties
Average £119 sq/m
that were either heritage properties, mock-heritage properties, or
rural. The rates for these properties were:

Information provided by Rotherham Council included a Joint

Property Price sq/m
Land Employment Land Review with Sheffield City Council. Within
Property 1 81 118
this document, the following rates from 2010 are included 94:
Property 2 82 128

Property 3 83 123 Location £psf

Property 4 84 82 Sheffield City Centre £20.00

Property 5 85 106 Barnsley £15.00

Property 6 86 108 Doncaster £14.00

Property 7 87 129 Rotherham £12.50

81 http://www.rightmove.co.uk/commercial-property-to-let/property-651746 89 http://www.rightmove.co.uk/commercial-property-to-let/property-61995445.html
82 http://www.rightmove.co.uk/commercial-property-to-let/property-63216757.html 90 http://www.rightmove.co.uk/commercial-property-to-let/property-53867485.html
83 http://www.rightmove.co.uk/commercial-property-to-let/property-47922061.html 91 http://www.rightmove.co.uk/commercial-property-to-let/property-42781701.html
84 http://www.rightmove.co.uk/commercial-property-to-let/property-42825735.html 92 http://www.rightmove.co.uk/commercial-property-to-let/property-65171528.html
85 http://www.rightmove.co.uk/commercial-property-to-let/property-64124093.html 93 http://www.rightmove.co.uk/commercial-property-to-let/property-69762845.html
86 http://www.rightmove.co.uk/commercial-property-to-let/property-65828681.html 94 Sheffield and Rotherham Joint Employment Land Review, 2015 - table taken from 2011
87 http://www.rightmove.co.uk/commercial-property-to-let/property-39681732.html Sheffield Market Activity Report, Knight Frank
88 http://www.rightmove.co.uk/commercial-property-to-let/property-67926854.html

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 Location £psf

Sheffield out-of-town £12.50

A conversion of the Rotherham average rent of £12.50 sqft gives

an equivalent rent of £134 per sqm.

The research undertaken, plus the desirability of the area has

been used to calculate an assumed income of £17.50 sq ft 95,
equal to £188 sqm. These rates have been used in the financial
models. Commercial Units Spatial Options

Occupancy Rates The spatial planning workshops have identified spaces both in
The Rotherham Investment and Development Offices’ Senior the Mansion House and the Stables for commercial units.
Inward Investment, Programmes and Projects Officer, James
Green, also clarified that council owned commercial units in the Mansion House
borough were at a 90% occupancy rate.
Option A Option B
This information, plus the experiences of the comparator heritage
Total No. Units 14 14
sites outlined above, have guided the financial modelling to
Total m2 567 567
assume that the project would aim to reach an 80% occupancy
rate within 5 years of the units being opened, aiming for a 40%
rate in the first year.

Enquiries and Demand Stables

The RiDO also supplied a table evidencing all of the enquiries In the Stables options, only Option B identifies commercial units in
that have been dealt with by the regional development team the Stables Block. In Option B, the primary purpose of the Stables
from March 2017 - March 2018 in relation to requests for conversion is to provide commercial units, with a small catering
commercial units by size. This table is included below: provision for commercial tenants.

95 Assumption of £17.50 sq ft included at the request of WWPT, converted to m sq to match

architectural plans.
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 Option B Stables
Option A Option C Option D
Total No. Units 21
Total No. Rooms 14 12 15
Total m2 2,210
Total m2 1,131 970 1,199

The Stables development outlined at Option B is slightly larger

than that at Newby Stables, which makes it an ideal comparator. ------
CASE STUDY - West Mill Wedding Venue, Derby
Assumptions The West Mill Wedding Venue is a Grade 1 Listed converted
For the financial models, the following assumptions have been cotton mill just outside Derby. The mill is an exclusive use wedding
made: venue and only holds one wedding at a time.

● Price per sqm: £188 Andrew & Chrissie Rose are the founders of the wedding venue,
● Cost of Running: 36% of income (based on who are supported by a team of five other staff.
staffing and associated costs)
● Occupancy Rate 96: 40% rising to 80% West Mill has won several awards for the project including:

● The 2017 Wedding Industry Awards: East Midlands Town

7.1.8 Event Accommodation and City Venue of the Year
The options for events accommodation are split across the ● The 2017 Wedding Industry Awards: National Town and
Mansion House and Stables options: City Highly Commended Venue of the Year
● RICS East Midlands Building Conservation Award 2017
Mansion House ● RICS East Midlands Building Hospitality & Leisure Award
Option A Option B Option c 2017
Total No. Rooms 4 1 2 ● Derby Civic Trust Restoration Award 2016
● George Rennie Conservation Award 2017
Total m2 918 298 678

Weddings at West Mill

96 Based on case studies and RMBC Investment and Development Office figures, kept
conservative at the request of WWPT.
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Weddings at West Mill are exclusive use, meaning that only one
wedding has use of the venue at any time. There are five rooms Wedding Accommodation - Occupancy, room rates
within the building that can be used for the ceremony and/or The rooms are only available for wedding parties, and all eight
reception, and grounds for summer drinks receptions. rooms must be booked in advance, the couple is then
responsible for arranging who will stay in the rooms.
Andrew’s approach is to make the space as appealing as
possible for all types of weddings and all types of couples. That is There is currently about a 70% conversion rate for room take up.
why they allow a couple to broadly choose how they want to This is lower than the target of 90%. The biggest challenge for the
use the Mill’s space. West Mill is that they are just on the outskirts of Derby, but not into
the countryside enough for users who would want a boutique
Catering experience. They are also quite a new venture, only launched
West Mill does not have an in-house catering team. Instead, they last October. As knowledge improves about the availability of
provide a fully fitted catering kitchen within the building with one rooms, Andrew anticipates this will increase.
dedicated caterer. This means that the venue does not have the
financial burden of a catering team, but also ensures that the They currently charge between £95-£120 per night for the rooms,
costs of external caterers are kept down as the dedicated depending on the size.
catering company can leave their own equipment and utensils
in the kitchen. Advice for Wentworth Woodhouse Development
Andrew offered the following additional advice for weddings
The dedicated caterer offers a good level of flexibility and has a and event accommodation at Wentworth Woodhouse:
good selection of different options for a variety of wedding
budgets. The level of personalisation available across the whole Camellia House
wedding offer is very popular with couples. “It’s a bit small. It could be used as part of it. It depends what else
you can do. Can you link that to any other spaces? It would be a
cool place for a ceremony, but you would need one other
Wedding Accommodation - room standard, fittings, costs structure. I would try and go away from marquees. They are hard
West Mill had 8 bedrooms available for wedding parties to hire in to give USP. You’ve got some really beautiful buildings with so
addition to the standard wedding package. much to work with, why add another structure? Fit it out, then
add kitchens. Definitely try and use it for something.”
The quality of the rooms was described by Andrew as ‘boutique’.
He estimated that the cost of fitting out each room to this quality Weddings at Wentworth Woodhouse
was about £50,000 per room from a finished shell.
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“You could do two venues, one in the Stables, one in the
Mansion House. The Stables are easier to Masterplan. You don’t It is envisaged that weddings would be offered the rooms on a
have to go into the Mansion House. You approach it sooner, can similar basis at weekends, and that larger events or conferences
keep it contained. An interesting space, the buildings etc, I’m could also book the event accommodation rooms on a similar
sure it could work.” basis during the week.

“I think a couple might expect to get married in the Mansion Assumptions

House. When you’re there, you’re not getting married in the Event Accommodation
House, and you set that out in all the picture and literature. I think
it stands alone.” ● Price per night 97: £120
● No. Bookable Days: 364
“I wouldn’t be looking to do weddings in the Mansion House, tail ● Occupancy: 60%
those off, getting another venue in that site. It’s quite ● Cost of Sales 98: 20%
intimidating. In time, there could be some profits of space, it ● Staff 99: 30%
would need different access, at the rear, it needs to be really ● Unallocated Costs 100: 10%
carefully thought through.”
The above assumptions are based on events figures from Year 5 -
Event Accommodation 50 weddings per year (2 days each), plus other events
“There is a larger suite for couples, some larger doubles and kings (conferences, leisure courses etc)
etc. a range of sizes. For a wedding party you ideally want up to
20 bedrooms, can increase.” State Bedrooms (Mansion House)
● Price per night 101: £300
“You’d have a bigger draw, we haven’t got a visitor attraction. ● No. Bookable Days: 365
There’s nothing really else to do as part of that. You could easily ● Occupancy: 50%
have your accommodation full with wedding guests, lots of ● Cost of Sales 102: 20%
ideas.” ● Staff :
103 30%
-------- ● Unallocated Costs (inc security) 104: 20%

97 Based on Andrew Rose, West Mill Recommendations 101 Rate of £300 p/n included at the request of WWPT, based on luxury room rentals researched
98 Benchmarked against industry indices across a range of hotel reports within historic houses, which were between £300-£400 p/n.
102 Benchmarked against industry indices across a range of hotel reports
99 As above
103 As above
100 As above
104 As above

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 again, and a running average of 63% actual repeat bookings,
These assumptions are based on research into luxury room rentals 25% of which are usually at the same site.
within historic houses or period properties. The average rate of
the rooms was between £300 -£400 per night. Assumptions
Considering this, the assumptions used within the financial model
are:
7.1.9 Holiday Accommodation
Holiday accommodation in historic houses is very popular, with
South Pavilion
the National Trust and Landmark Trust offering holiday
● Annual Sales per Bed (based on NT figures):
accommodation in many of their properties. These can either be
£6,600
apartments or whole buildings. ● Total Annual Sales: £26,400
● Occupancy Rate (based on NT figures): 79%
In the case of Wentworth Woodhouse, the spatial planning
sessions have outlined potential holiday apartments in the North
North Pavilion
and South Pavilions, and a 5-6 bedroom guest house in the West ● Annual Sales per Bed (based on NT figures):
Front.
£6,600
● Total Annual Sales: £26,400
Each apartment would have two bedrooms. Information
● Occupancy Rate (based on NT figures): 79%
provided by the National Trust shows that the majority of their
bookings are for short breaks, and they recommended spending
Costs
significant energy creating and marketing short-break packages.
● % cost of sales (includes utilities, laundry etc): 5%
● % staff looking after rooms: 35%
Occupancy rates for rooms sleeping 2-4 people at National Trust ● % other costs - (welcome packs, broadband etc): 5%
properties are between 71% and 88%, with an average of 78%.
● (Optional Agency fee: 25%)
Occupancy rates for larger properties, sleeping 10-12 people,
are significantly lower (average of 66%). The principle is the larger
The financial models have been based on the assumption that
the property, the lower the income per bed, the lower the WWPT will market, promote, and manage the properties
occupancy. Whilst the property itself may generate more per let,
internally. However, In discussion with the National Trust to gather
it is not proportional.
hard facts about their holiday accommodation offer, the NT
were keen to offer their support with marketing and managing
The National Trust also has a very good repeat booking rate, with the holiday apartments. They would be happy to discuss
89% of survey respondents saying they would be happy to visit
promoting the apartments through their existing catalogue and
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brochure and handling bookings. Or, they would be happy to
completely manage all aspects of the holiday lets.

The financial models contain the capacity to include an agency

rate, which can be added if required.

These are of course early negotiations, but it would be good for

the Trustees to discuss this offer in more detail as the project
develops as NT occupancy rates are very high and are a
successful model.

7.1.10 Leisure Courses

Leisure courses have been identified by the project team as an
opportunity to generate additional income.

The approach outlined in the financial models is based on the

assumption that Wentworth Woodhouse will deliver the courses
internally, rather than letting studio spaces to artists or a
company to run their own workshops and courses.

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Research into other leisure course comparators included: advises tutors to consider setting their rates at between £15-£30
per hour for private tutoring.
Comparator Leisure Course rates (per Average No. Participants
person) Taking a rate of £30 per hour, the cost of a half day tutor (4 hours)
The WI at Denham Residential rates: £340+ 15 would be £120. However, this does not factor in materials,
Day rates: £105 - £125 preparation, travel, or group size. Therefore, an assumption of
Dillington House Residential: £356+ 10-30 £200 has been included in the financial models.
Day Rates: £54

The Grange, Ellesmere Residential: £320+ unavailable Assumptions

Day Rates: £145 (from a The assumptions used in the models are:
£290 two day non-
residential rate)

Residential: Day rate + unavailable

● Number of course days per year: 30
Madingley Hall
£100/£120 ● Average number of participants per course 105: 15
accommodation
Day Rates: £95 ● Price per participant per day: £100
● Cost of tutor per day 106: £300
Plas Tan y Bwlch Residential: £219+ 15
Day Rate: £45 plus meals ● Marketing Costs: 15% of income
● Course Director: £34,500 + 15% on-costs

At Wentworth Woodhouse, the approach explored in the model

is based on a single day rate per course, with a range of these 7.2 Financial Models – the Toolkit
being 1, 2 and 3-day options. None of the courses presented in
the assumed model offer residential rates, but there is scope for
The full financial models can be viewed in Appendix 12,
event accommodation to be used for this purpose should the
however, a narrative summary of the findings of these models is
Trust wish to offer residential courses in the future.
included below.

Tutor Costs 7.2.1 Objectives

The cost of tutors depends on their level of experience, the The financial models produced to support this Masterplan have
amount of preparation they do, and their specialism. SuperProf, been designed with the following objectives:
a website that advises tutors and advertises tutoring availability,

105 Based on consultation calls with leisure course providers: WI @ Denham, Dillington House, 106 This is a variable rate, depending on the type of course offered. A rate of £300 has been
and Plas Tan Y Bwlch. included whilst the types of courses that will be offered are not formalised.
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Flexibility - The models are designed to be a dynamic and others, like the cafe, are modelled on anticipated visitor numbers
flexible ‘Toolkit,’ broken down into individual business areas. as their business modelling is not space or option dependent.

Aligned with spatial options - The Toolkit has been structured to This has been done to allow flexibility for some income
reflect and build on the preferred spatial options of the WWPT. generating elements but also provides accurate income and
expense data where the link to the capital works is essential for
Modifiable - The Toolkit can be easily modified by the Trust, that income generating activity.
allowing them to cope with variance and change. This will
provide the Trust with a powerful document that can support Assumptions created, tested, and refined
them through the 25 years of the Masterplan. Following the spatial planning assessment and review, a series of
assumptions were created, tested and refined. These were
Contribution Model - The Toolkit is not a 10-year income & further sense-checked at the Board of Trustees Financial
expenditure forecast. Instead, it shows potential earnings from Presentation meeting in July 2018. The full assumptions paper is
each business area, allowing the Trust to see earnings as they are included in Section 7.1, above.
developed, providing flexibility.
The Toolkit has been designed with flexible business calculators
and other adjustable elements included within it, for the Trust to
7.2.2 Methodology adapt the Toolkit as necessary over the Masterplan period.
The methodology used to create The Toolkit was based on three
core strands: Adjustable elements include:

● Spatial planning ● Seasonal days

● Creating, testing and refining financial assumptions ● Weekdays/weekends
● Building a contribution model (Income & expenditure ● Conversion rates
forecasts for individual business areas that produce a net ● Flat unit rates
contribution/surplus figure for the business) ● Net average transaction rates
● Visitor numbers
Spatial Planning ● Capital costs
Modelling each of the spatial planning Options, produced by
Purcell, allowed the size and scope of income generation
potential for each Option to be assessed and compared. Some
of the financial modelling is tightly linked to the Options, whereas

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Contribution model (Income & expenditure forecasts for
individual business areas) Each of the business areas then feeds through to a summary
The Toolkit was then created to show a contribution model, sheet showing the impact of all the business areas together. At
rather than a full profit/loss model. This approach was adopted the top of the summary sheet is a table that aggregates all of the
for two reasons. First, this is a simpler way of displaying the the headline figures for the various business areas. It also includes
financial implications of the Masterplan and means the model is inflated maintenance costs provided by Purcell and an
adaptable. Second, this was the approach adopted by E+M+C allocation towards a sinking fund for Wentworth Woodhouse. In
for their events financial modelling, ensuring that the events addition, the model also includes two summary tables/tabs
model can be displayed and integrated into the full financial showing the impact of delivering the preferred Options – Mansion
models for the Toolkit. House Option A and Stables Option D so the Trust can gauge the
impact on the business to carrying out those specific capital
The contribution model within the Toolkit includes interventions.
costs/labour/staffing for each business area and includes
detailed workings. The headline 10-year contributions, if all capital works are
completed as per the suggested schedule, are included in the
table below:
7.2.3. Overview of financial models
The Toolkit shows the annual income, expenditure, and
contributions made to WWPT by each of the income streams
discussed in 7.1 above.

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As can be seen from the figures above, the annual total
contributed income for Wentworth Woodhouse begins at model and begins to build financial security in the form of the
approximately £448,957 in Year 1. When the total anticipated sinking fund.
expenditure for that year is deducted (£142,052), this leaves
£306,905. Over the ten years of the Toolkit, the total potential income
contribution, before maintenance and sinking fund deductions,
The anticipated maintenance costs identified by Purcell (inflated comes to £8.1 million. After maintenance and sinking fund
by 2% annually) comes to £59,160. Once these costs are contributions, this is £6 million.
deducted, the total contribution to WWPT from the income
generating activities is £247,745 in 2019/20.

In Year 4, annualised contributions to a sinking fund are included.

This does reduce the total contribution in Year 4 compared to
Year 3, but it acts as a bit of a check on Optimism Bias for the

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7.3 Financial Contributions
The breakdown of the financial contributions by income Within the financial models, the income for events is broken
generation area is detailed below. down by event type, with the income contribution from each
event type outlined. The event types that contribute the most in
Admission and Tours terms of income are Public Events, Weddings and Private Events.
The contribution from admission and tours outlined in the Toolkit
are based upon the prices for current and future tours and The total annual income contribution (including commission)
anticipated visitor numbers over the next 10 years, as outlined in shown in the Toolkit ranges from between £247,956 in 2019/20 to
the financial assumptions paper above. £1,479,923. This represents significant investment in the events
infrastructure and capital improvements to events and wedding
These figures could be significantly increased if a ticketed, free spaces including the Marble Saloon, State Rooms, Riding School
flow model were introduced alongside the pre-book tour and Camellia House over the 10 years covered by these models.
income.
In terms of expenditure, the events financial information does not
The model shows an anticipated income of between £165,520 in include the cost of capital developments to the events spaces
2019/20 to £197,812 in 2028/29. These figures reflect the changes but solely relate to operational expenses such as the cost of
in visitor numbers to Wentworth Woodhouse over this period. sales, staffing, marketing, and office costs. Anticipated events
expenditure is estimated by E+M+C to start at £96,825 in 2019/20,
Expenditure for admissions is based on anticipated tour guide rising to £553,569 by 2028/29.
hours provided by WWPT paid at a living wage rate, plus
employer on costs for the tour guides. This equates to an Therefore, the financial contributions to WWPT from events start at
anticipated expenditure of £21,906. £151,131 in 2019/20 and rise to £926,354 in 2028/29.

The total contribution from admission and tours is anticipated to Events will be the biggest contributor to WWPT’s income over the
rise from £143,614 in 2019/20 to £171,631 in 2028/29. This masterplanning period and offer an opportunity to generate
represents an annual growth in contributed income of 2% each much-needed revenue income. However, the capital works
year. required to reach this point will require significant funding.

Events
The financial data developed to show events income has been
created by consultancy E+M+C. The assumptions for the events
income are outlined in Section 7.1 above.
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 included at this stage, as the determined relief rate could be
Cafe and Catering 80%+, which will not impact these figures greatly.
Cafe or catering outlets will be available in both the renovated
Stable Block and the North Wing of the Mansion House, as In monetary terms, the anticipated expenditure in 2019/20 is
outlined in Option D for the Stables and Option A for the Mansion £17,386. By the end of the financial modelling period, this is
House. A catering calculator was supplied separately to the Trust expected to increase to £259,749.
to allow the modelling of a café operation in the Camellia
House. In the first year of operating, the total anticipated contribution
from a cafe at Wentworth Woodhouse is £5,193. By 2028/29, this is
The financial models, in the detailed Tab 3A of the Toolkit, show expected to increase to £77,587.
how the income from the cafes increases as the cafe in the
Stable Block is expected to open (2026/27) and when the Retail Units
redeveloped Cafe in the Mansion House takes over from the Retail units will form an important part of the Stable Block
existing café as capital works are undertaken (2024/25). development, contributing both to the visitor experience of a visit
to Wentworth Woodhouse, but also providing an additional
The models also include financial modelling for a restaurant. income stream.
However, these have not been included in the contributed
income as this is not a firm option in the current Masterplan. It is There will be eight units in the Stables development, which are
included should the Trust choose to open a restaurant instead of not anticipated to be opened before 2026/27. Their possible
a cafe. contributions to income are included in Section 7.1.

In terms of income generation, the Toolkit anticipates that in Income generated from the retail units will be on an annual
2019/20 a cafe would generate £22,579 in income. This is based rental fee, based on a price of £188 sqm (£17.50 sqft). Option D,
on a 55% conversion rate of visitors and an average spend of the preferred option for the Stables development, has a total of
£3.50 per transaction. By 2028/29, when both sites are open, the 650 m2 in eight units available for let.
cafes are expected to generate a total income of £337,336.
The occupancy rate for Years 8 -10 after opening start at 30%
Expenditure on the total operating costs for both cafes has been and increase to 70% by Year 10. To provide a realistic
modelled at 77% of the total income. This is broken down into contribution rate, the total value of all the lettable space per
30% for cost of food and beverages, 35% for staff and labour annum (£122,439) has been divided by the occupancy rate (e.g.
costs, and 12% for sundry costs. Business rates have not been 30%) to give an annual income contribution.

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In Year 8 this is anticipated to be £36,732 (30% occupancy), Over the ten years of the model, income from shop sales
increasing to £73,464 (60% occupancy) in income by Year 10. increases from £12,902 to £271,621. This is due to the increasing
visitor numbers and a gradual increase in average spend per
Expenditure for the retail units does not include the capital costs head to £1.55.
required but instead covers ongoing operational expenditures.
This is anticipated to include the cost of having a Business and Expenditure on the retail shop has been calculated on a
Retail Unit Manager (plus on costs) at 0.4 FTE, and other percentage of income basis. This is anticipated to be in the
management costs coming to 10% of the income. region of 46% of total income, which equates to £5,935 in Year 1
(2019/20) increasing to £124,946 in Year 10 (2028/29).
This means the total anticipated expenditure on retail units is
included in the model as being between £17,473 and £21,704 The overall contribution of the shop in 2019/20 is expected to be
over the three years the units are open. £6,967, rising to £146,675 in 2028/29.

The total contribution of retail units in Year 8 is expected to be Commercial Units

£19,259 gradually increasing to £51,760 in Year 10 as the units Commercial units have been an important income generating
gain occupancy. stream throughout the masterplanning process. The preferred
Option for business units is in Mansion House Option A, which
Wentworth Woodhouse Shop locates business units within the South Wing of the main Mansion
The Wentworth Woodhouse shop will provide visitors with an House.
opportunity to purchase products and gifts in a retail space
operated and owned by the Trust. This gift shop will provide an Commercial units have been forecast as generating £188 per
additional income stream which is based on product sales, rather sqm, with Option A allocating 567m2 to 14 office units. The
than unit lettings. The income outlined in the Toolkit is based on occupancy rates for these units are anticipated to start at 40% in
an average spend per head model for the number of visitors. The the first year of opening (2024/25) increasing to 80% by 2028/29.
assumptions used to calculate the income are explained in
Section 7.1 above. Using the same approach implemented for calculating the
income from retail units, the total value of all the lettable space
In financial year 2019/20, the anticipated income from the shop is per annum (£106,805) has been divided by the occupancy rate
£12,902. This is based on Wentworth Woodhouse receiving over (e.g. 40%) to give an annual income contribution.
11,000 visitors, with an average spend of £1.10.

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Income from the commercial units in their first year open works are scheduled to complete according to the programme
(2024/25) is anticipated to be £42,722 (40% occupancy). This is outlined in this masterplan.
expected to increase to £85,444 in 2028/29 (80% occupancy).
The units in the Stable Block will be charged at £120 per night,
Expenditure for the units does not include development or with the units in the Mansion House charged at £300 per night.
capital costs, only the cost of running and operating the units. As
with the retail units, the model includes provision for a Business The event accommodation income stream is not expected to be
and Retail Unit Manager 0.4 FTE with on costs. In addition to these active until 2026/27 (Year 8 of the Toolkit). The total anticipated
costs, it is anticipated that other costs of operating the units will income in this year from all the event accommodation, both the
be 10% of the income. Mansion House and Stables, is £196,560. Over the three years,
the accommodation is available until 2028/29, the income is
In 2024/25, this has been estimated at £24,972. This equates to expected to increase to £327,600.
the running costs in the first year of operations being about 58%
of the income. As the units increase in occupancy, this The expenditure for event accommodation is based on a
percentage reduces. The total expenditure for 2028/29 is percentage of the of income generated. For the
expected to be £30,951, the cost of running the units at this time accommodation in the Stables, this is estimated at 60% of the
reduces to 36% of the income. total income. This is broken down into 20% for the cost of sales,
30% for labour, and 10% for other unallocated costs.
Contributed income from the commercial units in 2024/25 is
estimated to be in the region of £17,750. By 2028/29, the For the accommodation in the Mansion House, the total
anticipated contributed income is £54,493. estimated expenditure is 70% of the total income generated. The
breakdown is the same as those for the Stable Block for the cost
Event Accommodation of sales (20%) and labour (30%), but unallocated costs have
Event accommodation is the provision of lettable rooms for been increased to 20% of total income to cover increased
overnight stays by event or conference guests. Most of the security.
events accommodation will be housed in the Stable Block (15
units) with provision for some accommodation in the main The total anticipated expenditure for the event accommodation
Mansion House (two units in the State Rooms). Events in 2026/27 is £117,936. By 2028/29, this is expected to have
Accommodation will initially be generated from just the increased to £196,560.
accommodation in the Stables. The income from the State
Rooms has not been added into the event calculations until after Taking the expenditure from the anticipated income, the
the scope of the Financial Toolkit, in 2029/30, when the capital contribution that could be expected from event
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accommodation when it opens in 2026/27 is £78,624. By 2028/29 £100 per participant. This brings an annual income of £45,000. For
this will have increased to £131,040. the first three years, a 10% increase in income has been added,
before an inflation rate of 2%.
Holiday Accommodation
Holiday accommodation at Wentworth Woodhouse will be in the Expenditure for leisure courses will mainly be generated through
form of two holiday apartments, one in the North Pavilion and the employment of a dedicated Course Director, 0.5FTE, plus on-
one in the South Pavilion. Each holiday apartment will sleep four costs. Having a dedicated course director ensures that all leisure
people, with an anticipated occupancy rate of 79% based on courses are managed well and that marketing is active.
figures provided by the National Trust. Anticipated marketing costs will be in the region of 15% of total
income. The cost of course tutors is anticipated to be £300 per
The National Trust also provided annual sales per bed figures that day.
were £6,642 at 79% occupancy. This gives each property the
potential to earn £26,568 per year. This means that the annual Therefore, the expenditure modelled within the Toolkit comes to
income potential, at 79% occupancy £53,168. £29,550 in 2020/21. As with the income, for the first three years, a
10% increase in expenditure has been added, before an inflation
The Toolkit anticipates the holiday accommodation not being rate of 2%.
available until after 2029/30. These incomes are therefore not
shown in the 10-year models. However, the detailed Tooklit The total contribution from leisure courses shown in the models in
includes a contribution calculation should this be required. 2020/21 is £15,450. The following three years are £16,995, £18,695
and £20,564 respectively. From 2024/25 onwards, a 2% inflation
Leisure Courses rate is anticipated, gradually increasing to a total of £22,704 in
Leisure courses offer the Trust an income stream with very little 2028/29.
capital costs. They are also flexible and require little to no
maintenance. 7.4 Fundraising Sources

The income from leisure courses has been calculated based on Part of the masterplanning process has included research into
other comparators, the cost per participant, the number of potential sources of funding to act as match-funding or part-
participants per course, and the number of courses per year. funding for the capital works.
Leisure courses are anticipated to start in Year 2 (2020/21)
A full analysis of the potential funding sources identified as part of
The Toolkit anticipates WWPT will run 30 leisure courses per year this research is attached at Appendix 13.
(including half-day courses), each with 15 participants, charging
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The research has been broken down into three core funder Country Houses Grants are available to organisations and £250,000
Foundation individuals for repairs and restoration work
types:
• Trusts and Foundations
required to prevent loss of or damage to
historic buildings, their gardens, and any

• Livery Companies
outbuildings.

• Government Funding
Esmee Fairbairn Funding supports the social, emotional and Not capital
Foundation learning needs of young people at greater costs -
risk of being left behind educationally or who £100,000 for
have been left behind. additional
running costs
Fund programmes that use the arts to or project
7.4.1 Trusts and Foundations address social change. They should offer costs.
76 separate Trusts and Foundations have been identified as artistic excellence and social impact. They Increased
are looking for programmes that address capacity etc.
potential sources of funding for Wentworth Woodhouse, and difficult issues and/or increase the
participation, involvement and engagement
included within the research is a brief description of the funder, of harder to reach groups.
the activities they support, their geographic location, funding
They are particularly interested in projects
amounts, deadlines, and where appropriate, application that link arts and social change organisations
methods. Funding amounts range from £1,000 to £2.5 million, with and offer opportunities for further
development.
most awards being under £50,000.

Foyle Foundation Capital, education, seeks a demonstration of £50,000 and

Some of the larger funders and funders of capital projects excellence and doing something different over for
from others. Capital (Can
include: go up to
Arts - This strand is designed to improve the £500,000)
sustainability of the arts and support groups
Trust Name Description Funding
which work to achieve this.
Amounts
Biffa Award - Organisations looking to improve a built or £250,000 – Generally, funding is for specific
Partnership natural environment. This will mean £750,000 projects/activities that offer long-term benefit
Programme supporting brand new projects of regional or and sustainability.
even national significance. The majority of
costs should be direct capital delivery work. Learning - This strand is designed to support
Big Lottery Fund - People and Places can fund capital and £500,000 projects that facilitate the acquisition of
People and Places: revenue costs up to £500,000, such as knowledge such as through increased
Large Grants equipment, staff costs and refurbishments. access to places of learning (e.g. museums
They can fund projects for up to five years. and libraries) and which have a long-term
Clore Duffield Creation of a dedicated learning space. £50,000 - strategic impact. Projects assisting those with
Foundation - Learning £2.5million special educational needs or learning
Spaces Fund difficulties are welcomed.
Clore Duffield The majority of its support is directed towards £10,000 to in
Foundation - Main the cultural sector, and in particular to excess of
Grants cultural learning and to museum, gallery, £1m
heritage and performing arts learning
spaces. The majority of expenditure is for
capital projects.

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 Trust Name Description Funding • The building is accessible to the public
for the majority of the year
•
Amounts
•
Garfield Weston One-off grants are available to charitable Over Wolfson Direct Display of permanent collections This isn't
Foundation - Major organisations in the UK for a wide range of £100,000 Application: Museums National significance that demonstrates stated, and

•
Grants Programme projects in the areas of welfare, youth, & Galleries excellence in this field interestingly,
community, arts, faith, environment, Excellent interpretation of designated on the

•
education, health and museums and collections of national significance application
heritage. Increased numbers of visitors to questions,

•
museums and galleries they ask for
The Foundation continues to support Better public engagement with and the funding

•
organisations that conserve and interpret our understanding of collections shortfall - not
nation’s heritage for future generations, Improved future sustainability of the amount

•
ensuring it is accessible and available to all. organisations requested. In
Conservation of architectural heritage 2017 they
The Foundation awards grants for both varied from
capital and activity expenditure. £10,000 -
Heritage Lottery Fund Priorities are changing and will be TBC £750,000.
announced shortly

Liz And Terry Bramall The charity supports, through grants, £500 and
Foundation (The) charitable organisations which promote £1,250,000 7.4.2 Livery Companies
Christian faith in accordance with the beliefs These funders have descended from the medieval trade guilds
of the Church of England; promotes urban or
rural regeneration in areas of but are now largely charitable organisations that seek to support
social/economic deprivation for the benefit local or national organisations. These funders do not tend to offer
of the public, enhances the lives of those
with illness; the advancement of health for significant grants, amounts ranging from £500 - £50,000. These
public benefit; promotes the arts and
promotes the advance of education.
funders may be useful to provide match funding for smaller
Preference is given to Yorkshire projects, or targeted activities.
Paul Hamlyn Grants are available to support organisations £400,000
Foundation - Access to test, implement and develop ambitious
and Participation plans to widen access to and deepen 13 livery companies were identified as part of the research. Of
Fund participation in the arts.
Wolfson Direct • Conservation of buildings listed grade I £10,000 - these 13, those that most reflect the aims of the Masterplan

•
Application: Historic or II* in need of repair £115,000 include:
Buildings & Excellent interpretation of historic

•
Landscapes buildings, landscapes and collections
Increased numbers of visitors to historic
•
Livery Company Description Funding Amounts

•
sites
•
The Clothworker’s Alcohol and substance misuse No max grant,
Better public engagement with and
•
Company People with disabilities average grant
understanding of sites of historical and Disadvantaged minority £25,000

•
cultural significance
•
communities
Improved future sustainability of
•
Disadvantaged young people

•
organisations
•
Domestic and sexual violence

•
Eligibility:
•
Older people
They include restoration or conservation
•
Homelessness
work to the historic fabric of buildings
•
Prisoners and ex-offenders

•
that are listed either Grade I or II* Visual impairment
and
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 DCMS Wolfson The Fund is open to bids from museums, £300,000
•
Livery Company Description Funding Amounts
Museums and museum services and galleries in
•
The Draper’s Company Education and Young People £5,000 - £15,000
Galleries England falling into one of four categories:
•
Social Welfare

•
Textiles and Heritage Improvement Fund
• Museums/museums services with
•
The Grocer’s Company Relief of poverty for youth £5,000

•
Designated collections
•
Help for the disabled
Designated University-based
•
Medical research

•
collections
•
The arts and heritage
Museums/museum services that
•
Military charities
The elderly are or have been members of an
The Ironmonger’s Projects must meet all of the Grants range from ACE development scheme (NPO;
Major Partner Museums;
•
Company following criteria: a few hundred

•
For children and young people pounds up to Renaissance)
under the age of 25 who are around £10,000. Museums and galleries sponsored
by DCMS
•
disadvantaged The average grant
Consist of educational activities awarded is £4,000.
that develop learning, Material improvements to the display and
interpretation of collections,
•
motivation and skills
Have clear aims and objectives in both permanent galleries and exhibition
to be met within a planned spaces

•
timescale
Are within the UK Improvements to access and/or
interpretation for visitors with disabilities
Physical improvements to public spaces to
enhance visitor experience
7.4.3 Government Funding
Improvements to environmental controls,
WWPT has already significantly benefited from government collections storage and conservation
funding, through the Department for Culture, Media and Sport. facilities to enhance the care of
collections
These sources may also be willing to fund additional works at
Wentworth Woodhouse if the applications are thorough and Place-Based Social Place-Based Social Action (PBSA) is a joint
Action £4.5m programme between the
appropriate. Department for Digital, Culture, Media
and Sport (DCMS) and Big Lottery Fund
(the Fund) using National Lottery funding.
Some of the government funding sources identified through the
PBSA aims to create positive change by
research include: enabling people, communities, local non-
statutory organisations and the statutory
sector to work collaboratively to create a
Funder Name Description Value shared vision for the future of their place
Arts Council England Invest money from the government and £500,000 and address local priorities through social
- Capital: Large the National Lottery in arts and culture minimum for action.
Grants across England. This funds a wide range of capital grants. If
activities – from theatre to digital art, less required Currently closed but is due to re-open
reading to dance, music to literature, there is a Capital:
crafts to collections; and helps to achieve Small Grants
a mission of great art and culture for scheme.
everyone.

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 Funder Name Description Value This financial appraisal has also identified potential sources of
Sheffield City Region Supporting businesses in the city region to Dependent on
Business Investment grow is a major part of Sheffield City application funding that WWPT could apply to for capital works,
Fund Region’s work, and the Business Investment interpretation projects, or activities, to help support the concepts
Fund has £52million to invest in businesses
that demonstrate growth or the potential explored within the Masterplan. These range from funders who
to grow. Funding commitments of £36.6
million have been made to date to help
could support a multi-million-pound capital works programme, to
businesses unlock investment in activity smaller social action charities that would proudly sponsor an
that helps their business to grow, become
more productive and recruit new activity or exhibition at Wentworth Woodhouse.
employees.

7.5 Section Summary

The financial models developed alongside this Masterplan have
been created in the form of a ‘Toolkit.’ They work as a practical
document that can grow and adapt as the Masterplan is further
defined and implemented.

The current financial models have also informed decision making,

ensuring the Trust makes informed choices about the Masterplan
programme.

The Toolkit outlines how each business area (and how each
capital Option – Stables Option D and Mansion House Option A)
will contribute to Wentworth Woodhouse’s income over the next
ten years. The overall income the Trust could earn in Year 1, after
maintenance contributions, is in the region of £247,745.

However, by the end of Year 10, after significant investment in

the infrastructure and visitor experience, the Trust could expect to
generate £1,261,543. Over the 10 years of the Masterplan, the
total income contributed (after deductions) could be in the
region of £6 million.

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SECTION 8: GOVERNANCE, MANAGEMENT Governance of Wentworth Woodhouse may also be impacted
during the masterplanning period, but this is not likely to be
AND STAFF directly caused by the Masterplan itself. Instead, it is anticipated
that external factors will have the biggest impact on WWPT and
Summary the governance of Wentworth Woodhouse.
Implementation of the Masterplan over the next 25 years will
Ensuring Trustees remain up-to-date in terms of skills, experience,
require increased staffing provision in order for the project to be
innovation and aspirational attitude at board level is a priority for
successful – this will be delivered either through direct hires or
the Trust and will include annual skills surveys and training
through partnerships with experienced delivery organisations,
programmes that will support the ongoing successful delivery of
e.g. café operators. The model for operations would be
the Masterplan.
determined as part of detailed business plans developed for any
specific scheme. However, this Masterplan has identified several
roles which will either need to be amended or recruited over the
masterplanning period.

The Masterplan has also addressed the increased operational

management impacts the increase in staffing and change in
visitor services may have. Major impacts such as “departure or
unavailability of staff”, “inability to manage the various income
streams and visitor attraction”, and “failure to manage traffic
flow and parking, particularly during large events” have all been
identified as major operational management impacts and have
been specifically addressed through the risk register.

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8.1 Staffing

Organisational Charts

The series of charts below show the anticipated staffing requirements at Wentworth Woodhouse over the Masterplan period. The
organogram immediately below shows the current staffing structure of Wentworth Woodhouse, as at July 2018.

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This chart shows the proposed staffing structure of WWPT from 2019/2020 to 2025/26

Masterplan programme elements completed:

Phase 1 -Camellia House
Phase 2 -Mansion House (Part 1) – In Development, anticipated completed 2024/2025

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The new roles added or amended to the existing staff structure at these roles can be found in their report, but the overall role of the
WWPT in this period are: Events Manager is to oversee the inception, planning and
delivery, of a variety of events at Wentworth Woodhouse,
Amended Roles including weddings and large public events.
Tour Guides
As visitors to the Mansion House can begin to access the The cost of all of these posts are allocated within E+M+C’s
property on a free-flow model, the role of tour guides will need to financial models, summarised in the Masterplan “Toolkit”.
adapt to also be engaging and passionate room hosts. The aim
of this role is to be an informative and friendly face, offering Event Sales Coordinator – E+M+C Suggested Post
wisdom and stories. Tours will continue to be offered during the The event sales coordinator will oversee the booking and sales for
week with a dedicated tour guide, but these will not exceed the Wentworth Woodhouse. Whether this is on a ticket basis or a
current levels. There will always be something for tour guides and private hire function, the Coordinator will oversee any event sales
room hosts to do, but their number may fluctuate over the first at the property.
ten years of the Masterplan, dependent on how successful trials
are. Event Operations Executive – E+M+C Suggested Post
The event operations executive will oversee the operational
New Roles delivery of events at the Mansion House. They may take a hands-
Catering Staff on approach to delivery, but this is still to be decided. This role will
A café at the Camellia House will need to be staffed and essentially ensure that all event operations, facilities, staffing and
operated. The financial models calculate the labour costs as a % infrastructure are in place and can support a successful events
of the anticipated income, rather than as a set number of staff, programme.
in order to allow the Trustees flexibility in recruitment. At this stage,
the staffing is envisaged to be kept in-house, but offering the Leisure Course Director
space to a third-party operator may also be successful and an This role will be recruited in 2021/22 to create and manage a
option for the Trust to explore in more detail as these plans are programme of leisure courses at Wentworth Woodhouse. This
developed. income stream is particularly important as it is not dependent on
a capital works programme but can grow as these activities take
Events Manager – E+M+C Suggested Post place. Having a dedicated course director to plan and oversee
E+M+C have suggested in their 2018 report three new events the delivery of an events programme ensures that the activities
posts to support their proposed strategy. More information on are interesting and high-quality, increasing the likelihood of
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repeat visits. The director’s salary and on-costs are included
within the financial models.

This chart shows the structure required at WWPT between 2024/2025 and 2043/44

Masterplan programme elements completed:

Phase 2 -Mansion House (Part 1) – 2024/2025
Phase 3 – Stables Development – 2026/2027
Phase 4 – Mansion House (Part 2) – 2029/2030

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 and client relationship management. The cost of a Retail and
Business Unit Manager has been included within the “Toolkit”.
The new and amended roles added to the previous staff Accommodation Cleaning Staff
structure during this period are: Accommodation cleaning will be necessary to keep the event
and holiday accommodation to a high level of cleanliness. This
Retail and Business Unit Manager has been calculated within the models as a percentage of the
The Retail and Business Unit Manager will be recruited to manage anticipated income, to allow the Trust flexibility regarding
all lettings of business and retail units at Wentworth Woodhouse. cleaning staff. However, this could also be undertaken by a third-
This will initially mean just managing the business units created in party cleaning company should the Trust wish to outsource these
the Mansion House, but as the Stables development is responsibilities.
completed by 2031, this will also involve retail unit lettings. Tasks
that will need to be undertaken include advertising, networking,

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This final chart shows the recommended staffing structure required at the end of the Masterplan period to take WWPT into the future.

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No new roles have been added to the ongoing staffing structure
after the previous image, as the direction and vision for Digital Marketing Officer (Development or replacement of
Wentworth after 2045 is beyond the scope of this Masterplan. Communications Officer)
This role could either be a development or replacement of the
However, some roles the Trust may wish to consider, depending existing Communications Officer post. Digital communications
on requirements nearer the time, are: are fast becoming the primary way many users engage with
Heritage. Having a Digital Marketing Officer would allow WWPT
Learning, Access & Education Officer to expand and improve its online presence and actively be
This role would support and expand the learning and education involved in digital marketing within the region.
offer at Wentworth Woodhouse, exploring how these elements
can be communicated both formally through school group visits,
and informally, through interpretation, activities and events. 8.2 Operational Management
The Masterplan will have an impact on the operational
Community Participation Officer management of Wentworth Woodhouse. Potential impacts on
A key part of the vision for Wentworth Woodhouse is that it is not the operational management of the property include:

•
only inspiring and excellent but is also relevant as it tells the stories
of everyday people, as well as the stories of the owners. Departure or over-capacity demands on the Board, senior
managers and officers;
• Inability to attract and retain staff;
•
In order for Wentworth Woodhouse to have a significant impact
on the wider Rotherham and South Yorkshire community, a Inability to manage the various income streams and visitor
attraction;
•
Community Participation Officer is a dedicated team member
who builds relationships with the community, particularly those Failure to manage traffic flow and parking, particularly
during large events;
•
that are harder to reach.
Not having enough visitor numbers to meet targets;
Development Manager • Too many visitors put undue strain on the historic fabric
and parkland;
•
A Development Manager would support the Trustees and CEO in
Inability to deliver an exceptional experience to all users;
•
fundraising activities for the Mansion House long-term. They
would be a dedicated team member who oversees and collates Inability to find necessary partners to operate events
venue;
•
all fundraising and development activities. As Wentworth
Woodhouse does not currently have an endowment, having a Weddings and events fail to meet the expectations of the
dedicated Development Manager may be beneficial to the public and business users;
Trust.
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 • Reputational damage from negative media • The necessary partners required to operate the events
stories/publicity; venue cannot be found or involved as WWPT requires.
• Insufficient funding to deliver the Masterplan; • Major funders withdraw their support for the project.
• Inability to fund maintenance programme; • A non-compliance issue arises with Charity SORP, HMRC,
• Insufficient income to support operations; and FCA regulations and standards, and other legal
• Uncertainty over Brexit matters may exponentially increase duties, including employer responsibilities, procurement
capital costs regulations etc.
• Tender Price Inflation rises over capital works programme; • Loss of capital due to theft, fraud or inadequate financial
• Fail to deliver objectives in line with funders’ expectations controls.
and agreements.
As with the operational management impacts above, all of these
These impacts are outlined in more detail in the Risk Register at points are outlined in more detail in the Risk Register in Section 10
Section 10 below, where they are assessed as to their level of below.
probability and impact. The register also proposes a mitigation
procedure for each of the identified risks.

8.3 Governance
Wentworth Woodhouse is governed by a highly experienced
board of Trustees who include local business owners,
entrepreneurs, and operators of historic visitor attractions.

The Masterplan itself should not have any direct impacts on

WWPT, but several external factors that may affect the
governance of Wentworth Woodhouse have been identified
below.

• Reduction in vision and drive of Trust, especially given the

duration of the project
• New or changing political environment may affect overall
vision and support
• The governance framework fails to adapt to changes in
external factors
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SECTION 9: NEXT STEPS delivery programme. The development programme should be
added to this list to establish staff capacity during the
Summary development programme, and whether additional recruitment is
In order to adopt the Masterplan and begin work on the project necessary.
in earnest, there are a number of significant ‘next steps’ that
need to be undertaken, both in the short term (0-12 months) and Creation of Briefs for Each Stage of Work
medium-term (12 months – 2 years). The Masterplan phases should be broken down into defined
briefs for each stage of the process. This could include:

•
Short Term
To successfully implement the Masterplan, the Trust should next Development of business plans / Economic Impact
Assessments for each stage or business area
•
begin creating defined briefs and programmes of work for each
development phase, which includes individual business plans, Establish a capital giving programme for each stage of
audience development strategies, interpretation and visitor the programme.
experience plans and funding requirements. A Transport and
Traffic Management Study should be commissioned as soon as Commission a Transport and Traffic Management Study
possible, as access and parking are major barriers. An Exhibition WWPT need to commission a detailed traffic management study
and Learning Strategy should also be prepared, providing overall in order to resolve the issue of transporting cars on and off the
direction to the Trust in how it wishes to engage with people site, with as little disruption to the village and local communities
across all audiences. as possible.

Medium Term Develop an Exhibition and Learning Strategy

Commissioning and implementing a Fundraising Campaign The strategy should be broken down into each area of the
Strategy will be integral to moving forward. This will provide a programme of works, once outlined, in order that the strategy is
Case for Support and structure to major fundraising campaigns specific and implementable.
and ensure the overall message is consistent and in line with
funders expectations. As part of this, the Trust and front-of-house team should continue
to collect visitor metrics and comments to support future
programmes and fundraising bids.
9.1 Short-Term Next Steps
Master Action Grid Develop a Partnership Brief for the Stables Development
A master action grid should be created which connects the job Although the Stables development is not anticipated to begin
descriptions of all staff and links to the existing day-to-day until 2025, the Trust should begin the process of developing a
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partnership brief for potential funding and investment partners in
this project. This will help the Trust ensure they know what they
want in a partner organisation, what WWPT can offer as part of
the project, and ensure relationships are strong in advance of the
project.

9.2 Medium Term Next Steps

Develop a Fundraising Campaign Strategy
The Trust needs to establish a long-term fundraising campaign
strategy that not only builds the necessary match funding
required for the larger capital projects but also builds a significant
endowment for the property so that it is preserved for future
generations.

The funder research undertaken as part of the Masterplan has

highlighted several potential sources of project funding to act as
match funding for the capital works.

However, in order to establish and grow the necessary

endowment for the property, the Trust should consider a legacy
fundraising campaign to begin building this. The financial toolkit
shows that regular surplus income can be ringfenced towards the
endowment, but this will not be enough on its own.

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SECTION 10: ASSESSING RISK

Risk ID Risk identified Likelihood of Severity of Consequence Control procedure

occurrence impact
Governance and
management
GOV01 Reduction in vision and Low High Inability to fully implement Ensure Trustees lead on developing and
drive of Trust, especially the Wentworth brand and implementing the Masterplan, with appropriate
given the duration of the vision advice where required; continuously review
project Trust composition; ensure that Trustees
receive appropriate training; ensure Trustees
are not overloaded
GOC02 New or changing political Low Medium Inability to fully implement Ensure the Trust is active in forming
environment may affect the Wentworth brand and successful relationships with all stakeholders
overall vision and support vision
GOV03 Departure or over-capacity Low High Negative impact on the Keep all staff fulfilled by their roles and provide
demands on the Board, project and unsettling of appropriate support from Trustees; develop
senior managers and potential funders strength and depth within the overall team; add
officers control procedures to avoid overstretching staff
GOV04 The governance framework Medium High Poor levels of assurance and Appoint suppliers with strong track records to
fails to adapt to changes in control to run an effective ensure appropriate advice; ensure Trustees
external factors Trust regularly undergo skills audits with training and
additional appointment as required; make use
of HLF mentors
Legal
LEG01 Failure to comply with Low High Reputational risk; potential Ensure that the Trust is compliant with any
planning permission and programme delay; potential planning / listed building consent conditions
listed building consent cost increase

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 Risk ID Risk identified Likelihood of Severity of Consequence Control procedure
occurrence impact
LEG02 Failure to comply with Low High Reputational risk; risk of Brief Trustees appropriately on legal
Charity SORP, HMRC and prosecution and sanction, responsibilities, including Charity SORP and
FCA regulations and including financial penalties FCA regulations; appoint an HR
standards and other legal consultancy/advisor to deal with staff matters;
duties appoint highly experienced auditors and legal
support
Operational
OP01 Inability to attract and Low Medium Lack of continuity and Ensure appropriate remuneration packages
retain staff ambition; inability to develop are in place; introduce a PDP for all staff
a successful commercial and members
visitor offer
OP02 Inability to manage the Medium High Reputational risk; loss of Ensure that appropriately skilled staff are in
various income streams customer confidence and place to manage various operations
and visitor attraction repeat visits
OP03 Failure to manage traffic Medium Medium Reputational risk; loss of Work with traffic management companies
flow and parking, local community support during events; communicate event programme
particularly during large and restrictions to the local community;
events continue to work with the Estate to develop
long-term solutions to access arrangements
OP04 Not having enough visitor Low High Loss of revenue; loss of Ensure that the visitor offer is exemplary;
numbers to meet targets partner support and further invest in marketing and promotional material
funding and staff
OP05 Too many visitors put Medium Medium Loss of partner support; Ensure that numbers at tours and events are
undue strain on the historic potential damage to historic appropriate and carefully managed; liaise with
fabric and parkland fabric and grounds; loss of the Estate over impact to the wider parkland
repeat visitors
OP06 Inability to deliver an Medium High Reputational risk; loss of Ensure appropriate evaluation procedures are
exceptional experience to repeat visitors; loss of in place and acted upon
all users commercial users

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 Risk ID Risk identified Likelihood of Severity of Consequence Control procedure
occurrence impact
OP07 Inability to find necessary Low High Loss of partner support; Engage with potential partners early;
partners to operate events inability to meet financial commission events strategy and register of
venue. targets and overall objectives approved suppliers and partners
OP08 Weddings and events fail Medium High Number of bookings fall with Develop new branding and marketing; appoint
to meet the expectations of the associated loss of sufficient staff to manage events and wedding
the public and business income; sustainability programmes; consider partnership working for
users compromised events.
OP09 Reputational damage from Medium High Conflicts of interest may Develop policies on media engagement;
negative media emerge; project progress regularly monitor media (including social
stories/publicity slows; WWH’s reputation is media) and develop response procedures.
irreversibly damaged, leading
to a loss of confidence of
funders, clients and public
and subsequent loss of
income/inability to deliver
project objectives
Financial
FIN01 Insufficient funding to High High Inability to undertake planned Establish a fundraising strategy and campaign
deliver the Masterplan capital works and reinvest in as soon as possible; continue to investigate
the conservation and and develop relationships with private and
maintenance of the site public funding bodies
FIN02 Inability to fund Medium High Further decay or Prioritise maintenance programme; undertake
maintenance programme deterioration of historic repairs in a timely fashion; create endowment
fabric; inability to address funds to support larger maintenance issues
routine maintenance
FIN03 Insufficient income to Medium High Loss of operational functions Undertake new operational ventures in a
support operations and staff controlled manner; consider outsourcing where
required
FIN04 Uncertainty over Brexit Medium High Inability to undertake planned Build contingencies into business planning and
matters may exponentially capital works and reinvest in cost models; value engineering where
increase capital costs the conservation and necessary
maintenance of the site

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 Risk ID Risk identified Likelihood of Severity of Consequence Control procedure
occurrence impact
FIN05 Tender Price Inflation rises Medium Medium Inability to undertake planned Build contingencies into business planning and
over capital works capital works and reinvest in cost models; value engineering where
programme the conservation and necessary
maintenance of the site
FIN06 Fail to deliver objectives in Low High Potential loss of trust of Implement a formal strategic review cycle and
line with funders’ funders and future support; performance review to ensure funding is on
expectations and potential loss of financial track and within requirements; capture and
agreements support build on lessons learned.
Technical and
conservation
CON01 Unexpected discoveries Medium High Negative impact on the Ensure appropriate surveys and investigation
during capital works could programme; increased costs; works are taken early in any capital works
affect costs and inability to carry out works programme; ensure sufficient contingencies
programme are in place
CON02 Poor/inadequate Low High Negative impact on historic Ensure appointed advisors have robust track
conservation advice leads fabric; loss of support of records in dealing with similar buildings and
to damage to historic heritage advisors and technical roles
fabric, landscape or setting funders; increased costs and
programme

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SECTION 11: MONITORING AND EVALUATION

11.1 Overall Project Evaluation

1. Inputs 2. Outputs 3. Outcomes

Resources Activities Participation Short Medium Long

Costs of the capital works – over £100m over 25 years A phased programme of Enable staff members to have Short: secure urgent conservation
capital works supported by fulfilling and supporting roles and repair of the historic fabric
Sustained delivery across numerous governance and income generation with appropriate CPD
management teams, with a strong focus on outcomes activities and fundraising Medium: implement a phased
delivery, heritage conservation and cash management campaigns Increase the numbers of programme of works based upon
volunteers and further the recommendations in the
Improved visitor attraction develop existing volunteers so Masterplan and overall WWPT
experience that addresses that they have a meaningful objectives
the interests, needs and volunteering experience and
accessibility of all are able to act as Long: create a visitor attraction
audiences ambassadors for Wentworth and commercial entity that is
Woodhouse sustainable and can ensure that
Wentworth Woodhouse is
Provide skill building and preserved and made accessible
training opportunities for local for the nation and future
people generations

Meet visitor projection targets,

while providing an exciting
and welcoming experience
that encourages repeat visits

4. Assumptions 5. External Factors

WWPT aims and objectives are adhered to Funding and economic factors
Masterplan Policies are implemented Impacts of Brexit on the overall
Risk is appropriately managed economy and construction sector
in particular

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 Stakeholder Priorities Metrics for Monitoring Evaluation Method Reporting
Frequency

Fitzwilliam Estate (and ● Providing public access to historic ● Progress on Masterplan ● Visitor data Quarterly
sister companies/trusts) buildings development. gathered through
● Providing housing ● Phasing of Masterplan. booking system -
● Progress on each phase of postcode, reason
● Providing facilities for sport and
Masterplan once started. for visiting.
recreation ● Success of Partnership ● Masterplan
● Providing support for education Activities project updates
● Conserving the environment ● Provision of educational and attendance
● Preserving historic buildings and activities - no. school pupils at meetings.
landscapes attended ● Post-event surveys
● Visitor Numbers - % of local ● Post schools visit
residents. surveys
● Event evaluation

HM Treasury (distributed ● For emergency remedial works, ● Progress on Masterplan ● Masterplan As agreed with an
through Historic England) including project management, to be development. project updates end of project
distributed through Historic England. ● Progress on emergency and attendance report
remedial works at meetings.
● Successful
completion of
Phase 1 & 2
urgent works
programme
●

National Trust ● Staff recruitment ● Progress on Masterplan ● Masterplan As agreed

● Provision of specialist advice and development. project updates
support ● Uptake of advice and and attendance
● Improvement in visitor attraction offer professional support at meetings.
● NT member visit numbers ● Staff recruitment
● Staff recruitment and resulting
increase in
capacity and
activities
● Visitor data
gathered through
booking system -
postcode, reason
for visiting.

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 Stakeholder Priorities Metrics for Monitoring Evaluation Method Reporting
Frequency

Rotherham Metropolitan Rotherham Council Plan 2017 - 2020: ● Progress on Masterplan ● Visitor data Annually
Borough Council 1. Every child making the best start in life development. gathered through
2. Every adult secure, responsible and ● Phasing of Masterplan. booking system -
empowered ● Progress on each phase of postcode, reason
Masterplan once started. for visiting.
3. A strong community in a clean, safe
● Visitor numbers ● Performance
environment ● Number of school and against KPIs.
4. Extending opportunity, prosperity and educational visits ● Exit surveys &
planning for the future ● Visitor satisfaction rates. annual
● Use of heritage tradespeople performance
Rotherham Core Strategy: Objective 8 & in renovations survey.
Policy CS23 ● Protecting and conserving the ● Post schools visit
heritage environment. surveys
● Improvement in the quality of the
● Increased tourism to the ● Economic Impact
historic built and landscaped region because of the Assessment
environment; Wentworth Woodhouse ● Visitors to
● the stimulation of high architectural Project. parkland and
quality in new buildings; ● Increased employment gardens
● creation of a stronger local identity opportunities monitored
and sense of place; separately
● Evidence of
● increased sustainability;
increased
● encouragement of local building employment in
craft skills; the region
● greater opportunities for use of the
historic environment in education;
and
● increased levels of investment and
tourism.

Policy CS23(c). reads “The character and

setting, including key views to and from the
historic buildings and designated landscape,
of the Wentworth Woodhouse Estate, will be
conserved, enhanced and protected from
inappropriate development.”

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 Stakeholder Priorities Metrics for Monitoring Evaluation Method Reporting
Frequency

Architectural Heritage ● Towards immediate expenses, ● Completion of Green Book ● Completion of As agreed
Fund (AHF) including short-term project Appraisal Green Book
management and part-funding the ● Project Management
Green Book Appraisal. outcomes

Heritage Lottery Fund ● For the purposes of covering salary ● Appointment of CEO and ● Successful As agreed
Resilience Grants costs of CEO and Business and Business and Finance recruitment
Finance Manager and the costs of a Manager complete
governance review. ● Governance Review ● Governance
● For the purposes of covering salary complete Review
costs for 2 years of Commercial ● Commercial Operation recommendations
Operations Manager and Marketing Manager recruited adopted
Officer and associated marketing ● Marketing Officer recruited ● Marketing
budget ● Marketing materials and Strategy
spend according to agreed complete and
budget implemented

Historic England ● To support masterplanning ● Progress on Masterplan ● Masterplan As agreed

development. project updates
and attendance
at meetings.

The Monument Trust ● Restoration of fixtures and fittings and ● Restoration and repair ● Successful As agreed
the purchase of historic items for the works/purchase of historic completion of
Mansion House items agreed and carried out repair works
● For revenue costs ● Revenue cost elements ● Object acquisition
evidenced as required according to
agreed
parameters
● Evidence of
appropriate use
of revenue costs

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11.2 Project Aims and Objectives To support and inspire the communities of Wentworth, Rotherham
and South Yorkshire.
11.2.1 Aims ● Work with local community groups through the
The primary aim of the Wentworth Woodhouse Preservation Trust development of Wentworth Woodhouse
is to preserve and protect Wentworth Woodhouse for the nation ● Offer schools and learning visits
and future generations. This Masterplan has outlined the exciting ● Tell the stories of real, local people
and forward-thinking ways in which this aim will be achieved. ● To be a place of innovation and inspiration, with a range
of interactive activities and experiences
The overarching aims of the regeneration project are: ● To provide skills, training and employment opportunities in
the local community
● To support and inspire the communities of Wentworth, ● Improve social well-being in the immediate area and
Rotherham and South Yorkshire. wider region
● To aim for excellence in all areas.
● To creatively use a mix of income generation opportunities To aim for excellence in all areas.
to secure the future of Wentworth Woodhouse. ● To create an experience that highlights the excellence of
● To become the regional emblem and icon for Yorkshire. Wentworth, Rotherham and South Yorkshire
● Conserve, restore and repair the historic fabric of the ● To have a volunteer programme that is innovative and
buildings and landscape that make up Wentworth involves volunteers in decision making
Woodhouse. ● To partner with world-leading galleries and organisations
● To use the five vision keywords to shape and direct the
future of the Mansion House and site: To creatively use a mix of income generation opportunities to
○ Exceptional secure the future of Wentworth Woodhouse.
○ Innovative ● Develop a phased programme that allows the Mansion
○ Connected House to be as self-sufficient as possible for revenue
○ Yorkshire funding
○ Inclusive ● To provide services and provision for local communities,
whilst also generating an income
11.2.2 Objectives
● To be innovative and creative with income generation
These aims will be achieved by successfully reaching the
activities
following objectives:
● To achieve long-term financial sustainability and resilience

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To become the regional emblem and icon for Yorkshire. ● Achievement of Aims and Objectives
● Create own branding and identity to provide a distinct ● Visitor experience
and unique voice in the region ● Visitor reach
● Develop partnerships with Yorkshire organisations and ● Economic impact
galleries to create a destination to visit in South Yorkshire ● Success of income generation activities
● Partner with nationally important organisations
● To take part in significant national days and campaigns The consultant will also design a set of evaluation materials to be
● Developing the existing relationship with the National Trust used to benchmark visitor experience and feedback throughout
the Masterplan process. The materials will be distributed and
Conserve, restore and repair the historic fabric of the buildings input by staff and volunteers at Wentworth Woodhouse, but an
and landscape that make up Wentworth Woodhouse. annual report will be required from the Consultant.
● Develop a Masterplan with self-contained phases to
ensure the sustainability of the project
● Ensure all development work is done to the highest quality 11.3 Monitoring
● Work with Historic England and specialist advisors from the
11.3.1 KPIs
beginning to ensure the work completed meets their
The following Key Performance Indicators (KPIs) are indicative of
requirements
those that can be used to establish the success of the
Masterplan projects, events and activities:
Use the five vision keywords to shape and direct the future of
Wentworth Woodhouse: Exceptional, Innovative, Connected,
Income Generation:
Yorkshire, Inclusive
● Tour sales
Capital works, interpretation spaces, cultural and educational
● Retail and Catering Sales
activities, income generation activities, and partnership work will
● Event Bookings
always be judged against these vision keywords
● Accommodation Bookings and occupancy rates
● The site will be developed with inclusivity at the centre of
● Commercial and retail unit occupancy rates
the project
● Other generated income revenue vs targets
● Fundraising Targets - Private, public and match funding
11.2.3 Evaluation Processes
The Masterplan project will be evaluated by an external
consultant who will cover at least the following areas:

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Marketing: collect feedback from children, young people and
● Wentworth Woodhouse Facebook page average monthly visitors with sensory impairments;
reach ● evaluation forms will be completed by school and group
● Unique visitors to Wentworth Woodhouse webpage per organisers;
year ● observational research carried out around the site and at
● Visitor comment cards and feedback activity sessions;
● visitor and audience comments and contributions made
Process: online and via social media.
● Media opportunities with local/regional media
● Media opportunities with national/international media
11.3.3 Roles and Responsibilities
The Visitor Services Manager will lead on the Evaluation and
Growth:
Monitoring throughout the project, supported by the Volunteer
● Staff
Coordinator, staff and volunteers.
● Volunteering

The Events Officer will distribute all monitoring and evaluation

Visitors:
forms, questionnaires and surveys, undertake focus groups and
● Visitor satisfaction scores
post activity assessments and also ensure that other members of
● Increased numbers of visitors from new audiences and
demographics, particularly hard to reach audiences the project team are fully briefed about any areas of information
they will be responsible for gathering and collating.
● Increased number of repeat visitors

Legacy:
● Events engagement
● Diversity of visitors

11.3.2 Qualitative Feedback

The methods used to obtain qualitative feedback will include:

● visitor feedback and comment cards completed by

visitors to the site/public events including facilities to

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BIBLIOGRAPHY http://www.rotherham.gov.uk/jsna/downloads/file/112/rotherha
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Green Book Appraisal, SQW

Rotherham Core Strategy (2014), Rotherham City Council, pp.25-
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herham_core_strategy
Wentworth Woodhouse Landscape Conservation Plan, historic
Landscape Management (2007)
Rotherham Publication Sites and Policies September 2015,
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February 2010
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Wentworth:http://www.wentworthvillage.net/history/a_brief_histo
ry_of_wentworth/
Sheffield City Region LEP Strategic Economic Plan: A focused 10
year plan for private sector growth 2015 - 2025 (2014)
“Wentworth - Research and Appraisal Report” (2012) Rural
Solutions, p.7.
Yorkshire and the Humber Domestic tourism (2015),

Demographic Profile of Rotherham 2016/17, p.1, downloaded

Visit Britain: https://www.visitbritain.org/nation-region-county-
from
data

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Historic England
https://historicengland.org.uk/services-skills/heritage-action-
zones/breathe-new-life-into-old-places-through-heritage-action-
zones/

Barnsley
http://barnsleymbc.moderngov.co.uk/documents/s25161/Item%
204b.pdf

Great places Scheme

https://www.greatplacescheme.org.uk/england

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APPENDICES

1. Deed of Covenants
2. SQW Green Book – Business Plan
3. Purcell – Capacity for Change
4. Rotherham Metropolitan Borough Council –
Development Management Policies
5. Masterplan General Public Survey – Evaluation
Report
6. Masterplan Public Open Days – Evaluation
Report
7. Spatial Planning Options – Mansion House
8. Spatial Planning Options – Stable Block &
Riding School
9. Spatial Planning Options – Camellia House
10. Rex Procter & Partners – Budget Estimates
11. E+M+C – Events Strategy
12. Financial Models
13. Fundraising Research
14. Historic England Comments

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 We n t w o r t h Wo o d h o u s e We n t w o r t h Rotherham S62 7TQ
01226 351161 0 1 2 2 6 74 9 6 3 9

[email protected] @Wentworth_House wentworth.woodhouse.10 wentworth_woodhouse

Charity Number 01155374