Blog
More than just child’s play: partnering with The Alnwick Garden
Social Impact & Sustainability
Opencast joined forces last year with The Alnwick Garden to help it evaluate the impact of its showcase Lilidorei play project – and to develop an innovation framework to help Alnwick boost both its financial performance and impact. How did our agile approach to the project help? And what can others looking to innovate learn?
What happens when curiosity and a common vision for communities come together? What’s the best approach to ensure that lessons are learned – and why does the approach matter? These questions were front of mind when an Opencast team embarked on a ground-breaking partnership last year with the charitable trust that runs the Northumberland-based Alnwick Garden.
Our partnership with The Alnwick Garden has helped the organisation to evaluate Lilidorei – the world's largest play structure – which opened to the public in 2023. The partnership has led to the development of an innovation framework designed to help The Alnwick Garden boost its financial performance and grow its impact on the community.
What is The Alnwick Garden and Lilidorei?
The Alnwick Garden is a modern ‘garden for everyone’ created in 2001 by the Duchess of Northumberland. Its mission is to keep ‘the community at its heart’. Owned and run by the Alnwick Garden Trust (a registered charity), the garden offers a unique and immersive connection with nature through its diverse collection of plants, interactive features and commitment to sustainability.
Alnwick’s new centrepiece attraction, Lilidorei, is a magical, immersive play village designed to spark imagination and wonder in children and adults alike. Nestled within the grounds of the Alnwick Garden, Lilidorei was the vision of the Duchess of Northumberland, who wanted to create a unique, story-led experience unlike anything else in the world.
The Lilidorei concept centres around a mythical world of clans, storytelling and adventure, brought to life through intricate design and fantastical play structures. The project was over seven years in the making, with construction itself lasting around two years.
How did our partnership come about?
Lilidorei may not be the first kind of project that comes to mind when you think about a tech consultancy like Opencast – but a happy coincidence of people and purpose made our partnership a great fit. Opencast is a purpose-driven B Corp and has committed to supporting non-profits to help them increase the positive impact they have on communities.
Our initial connection was made through Cate Kalson, Opencast's Chief People & Operations Officer, who also sits on the board of The Alnwick Garden as a trustee. An initial meeting with the organisation sparked a discussion about Lilidorei and the potential to innovate.
We believed that Opencast could support Alnwick by bringing in additional insight and expertise to help the team capture the lessons from the Lilidorei project – and help build its ability to explore new ideas.
When organisations go through change, one area that’s often overlooked is a clear evaluation of progress made to date and how the change will align to the goals of the organisation. Without this kind of reflection, there’s a risk that future decisions and delivery can drift away from the organisation’s strategic direction and objectives.
This offered an opportunity for Opencast to support The Alnwick Garden to evaluate the Lilidorei experience and help it lay foundations by capturing learnings and exploring future opportunities. In helping its clients deliver, Opencast has a deep understanding and experience of agile ways of working, with continuous learning and improvement at the heart of projects. We knew this could benefit The Alnwick Garden.
How did we work together to learn from the project?
The leadership of Mark Brassell, Chief Executive at The Alnwick Garden, helped to establish buy-in to the partnership, suggesting that Opencast could run a "lessons learned exercise" and then explore how the in-house team could improve its approach to innovation in future.
We needed to ensure that we understood The Alnwick Garden’s needs and what they wanted to achieve overall.
To help, the team shared the complexities of the project over its two-and-half-year journey and highlighted the challenge of finding enough time to reflect on the work that had been done to date before moving to the next stage.
We wanted to deepen our understanding of the project – and used open questions to help us discover. We applied retrospective formats, using facilitation methods such as liberating structures, silent inputs, group discussions, ideation and affinity sorting. We also knew that it would be crucial to create a psychologically safe environment for people to share their experiences and learnings, given the diverse range of stakeholders who would participate.
We worked together to set out the key phases of the project’s lifecycle and asked the team to map out the Lilidorei journey – documenting each stage and identifying the stakeholders involved in each stage and across the entire project.
This allowed the team to reflect on their past innovations and explore ways to strengthen their approach to innovation in the future. We knew this would help them understand the background of the Lilidorei concept and process, which could help inform their strategies for innovation in future.

How did we structure our approach?
Our initial project team was widened, adding strategic expertise and purpose-driven change perspectives. We added agile delivery management expertise, particularly through Opencast’s Senior Agile Delivery manager Linda Lambert, who supported the retro process.
We facilitated an in-person workshop, as well as one-to-one interviews with those unable to attend – and compiled the insights from both to inform the overall evaluation.
To build a complete understanding of Lilidorei’s initial vision and development, we included stakeholder perspectives – importantly among them the Duchess of Northumberland, who shared her initial vision for Lilidorei and its development from concept to completion.
Analysing and evaluating the outputs
Linda and I collaborated on a complex analysis of session outputs, processing thousands of data points from interviews and workshop into a single artefact.
Staying aligned to the Alnwick team throughout the evaluation was essential. So we checked in with Mark Brassell throughout the evaluation to ensure that the style and approach fitted the organisation’s needs.
With the analysis complete, we presented our findings and full evaluation to the project team. We worked together on iterations of the report, reaching a point where both parties were confident in it. We then handed it over to Mark to present to his finance and audit committee, then Alnwick’s board of trustees.
Outcomes and overall findings
The evaluation of Lilidorei – from initial concept through to day-to-day operations - pulled out key questions around how the Alnwick Garden could approach innovation, along with capturing key lessons, surfacing valuable stakeholder insights and insights for future Lilidorei developments.
By applying agile thinking and prioritising reflection, The Alnwick Garden is now better equipped to build on Lilidorei’s success and embed a culture of innovation that supports its mission and long-term sustainability.
Reflecting on the final report, Mark Brassell concluded that “a massive amount of learning was captured brilliantly. The whole team really enjoyed the face-to-face session. It was a reunion of sorts and the way Mark Hall set the scene and managed the phases was excellent. One key moment was dealing with the nervousness around the information and how it was to be shared. Mark handled this really well and after that everyone opened up. The interviews conducted by Linda also extracted the right information and overall report is succinct with the key themes easy to digest.”
The partnership and subsequent report led to further pro bono work by Opencast with the in-house team to co-create a bespoke innovation framework for The Alnwick Garden. Read more in our case study.













