Gloucester Museums Service Forward Plan 2013-2018democracy.gloucester.gov.uk/documents/s24788/Museum... · 2013-04-02 · Gloucester Museums Service Forward Plan 2013-2018 is an extension

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Gloucester Museums Service Forward Plan 2013-2018

Name of museum: Gloucester City Museum & Art Gallery and Gloucester Folk Museum, functioning as one service

Name of governing body: Gloucester City Council

Date on which this policy was approved by governing body: TBC

Date at which this policy is due for review: January 2018

Contents 1. Introduction ............................................................................................. 2

2. Statement of Purpose ............................................................................. 2

3. Current Situation .................................................................................... 2

3a. Organisation structure ..................................................................... 3

3b. Public Opening ................................................................................ 3

3c. Staffing ............................................................................................ 3

3d. Audience ......................................................................................... 4

3e. Finance ........................................................................................... 5

3f. The Collection .................................................................................. 7

3g. SWOT/PESTLE Analysis ................................................................ 7

4. Vision ....................................................................................................... 8

5. Key Aims ................................................................................................. 9

6. Objectives ................................................................................................ 9

7. Action Plan .............................................................................................. 9

8. Resources ............................................................................................. 26

8a. Spending plan ............................................................................... 26

8b. Personnel plan .............................................................................. 26

9. Environmental sustainability ............................................................... 27

10. Forward Plan Review and Monitoring ................................................. 27

11. Appendix ............................................................................................... 27

12a. Review of previous forward plan ........................................................ 29

12b. Consultation and an analysis of views .............................................. 29

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1. Introduction Gloucester Museums Service Forward Plan 2013-2018 is an extension of Gloucester Museums Service Business Plan 2009-2015 which demonstrated outcomes envisaged by members and stakeholders in the Strategic Review (2002-2005); and incorporates elements of Gloucester City Council Corporate Plan 2011 and Gloucester Museums Service Business Plan 2011-12. 2. Statement of Purpose The current vision of the Museums Service was adopted by Cabinet on January 7th 2004, and is:

To be recognised as a quality service appropriate for one of Britain’s most important historic cities

Cabinet further decided that the Museums Service should:

Tell the story of Gloucester clearly

Change displays and exhibitions more frequently

Provide more activities and relevance for children

Improve marketing to gain the fullest public awareness and participation

3. Current Situation Legal Status The City Museum and Art Gallery, and the Folk Museum are Local Authority Museums, which are regulated by the Local Government Act 1972, and the Libraries and Museums Act 1964. Gloucester City Council administers them for the public benefit. Groups Involved The Museums are advised and guided by a number of stakeholder groups and organisations. These include:

Museums’ volunteers

Civic Trust

Gloucester Tourist Information Centre

University of Gloucestershire

Gloucestershire College

Gloucester Cathedral

Marketing Gloucester

The Citizen (Gloucester’s daily newspaper)

BBC Radio Gloucestershire

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3a. Organisational structure The Museums’ Service Manager is responsible to the Group Manager for Cultural Services who is, in turn, responsible to the Director of Services & Neighbourhoods. The Director reports to the Chief Executive. The Local Authority is managed by a Cabinet system of government. (See Appendix two) The Leader of the Council is the Cabinet portfolio holder who is responsible for museums. 3b. Public Opening The museums provide a wide range of services and facilities to the general public and to specialist markets such as formal learning institutions, local businesses and other heritage bodies. These include exhibitions, talks, formal and informal education sessions, identification and enquiries services, activities and events throughout the year and workshops involving many different skills and subjects - including cross-sector training, bespoke conferences and meetings.

Currently opening hours are 10am - 5pm, Tuesdays – Saturdays, all year round except for Christmas Day, New Years Day and the week in-between. Daily visitor numbers and those from out of hours events are monitored and will be used to influence future plans for adjustments to opening hours.

The collection is available for private viewing by prior appointment with one of the curators.

See Access Policy for more information

3c. Staffing It was the clear view of Members and stakeholders that the two museums (the Folk Museum and the City Museum and Art Gallery) should be treated as one entity, that staff should not be based on one site only, and that a single, seamless service be created in which the two museums would complement each other and provide an overall picture of Gloucester’s history. For further information see Appendices one and two.

Role Paid Staff Volunteers

Management Currently one manager in post working across both sites.

1 0

Curators Two curators working across both sites, responsible for: collections care, conservation, documentation, interpretation, ICT, education, learning and community outreach.

2 0

Business Development Officer 1 0

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This post works across both sites and is shared with Gloucester Guildhall and the crematorium. The BDO is responsible for marketing and plays a major role in income generation, and event and exhibition planning.

Museum Assistants MAs work across both sites, welcoming visitors, ensuring security and maintenance of buildings, installing exhibitions, cleaning galleries. 1.6 FTE vacant posts.

6.4 FTE 0

Cleaners One cleaner works across both sites doing both day to day cleaning of public and office areas, and deep cleaning of stores.

1 0

Volunteers Volunteers support museum staff in their roles by carrying out the following kind of work: photography, identification of objects, cataloguing, data entry, research, display work, talks/presentations and as gallery hosts.

0 13

3d. Audience

The following tables show the number of visitors to the museums: Folk Museum

Year Adults Children Total Visitors

2008 12140 8000 20140

2009 18354 13711 32065

2010 16113 11464 27577

2011 17353 8797 261501

2012 19090 6634 25724

1Charges introduced in August 2011

City Museum

Year Adults Children Total Visitors

2008 15577 11039 26616

2009 19202 14185 33387

2010 14149 11789 259382

2011 11378 5617 169951,2

2012 26268 8411 34679

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1Charges introduced in August 2011

2City Museum was closed from 13

th September 2010 until 6

th August 2011 for HLF funded

refurbishment

The vast majority of visitors are locals with some tourists. School visits account for 7% of visitors in the year 2011-12. For further information see the Audience Development Policy and Access Policy. 3e. Finance Since 2010, both museums have been improved considerably, with each having a new shop layout and café. The City Museum benefited from a HLF funded project to redisplay the ground floor galleries and refurbish the reception area, toilets and education facilities. The Folk Museum received a new purpose built education wing with two meeting rooms, a Victorian classroom and fully disabled access. The project enables great potential for income generation such as room hires, parties, functions and catering. A small admission charge was introduced, at the Folk Museum in April 2011 and the City Museum in August 2011, of £3 for adults, £2 concessions, £10 yearly membership and £20 family membership (for two adults and up to five children). The following tables show money saved and income generated over the last five years: Folk Museum

1 The large drop in expenditure is partly due to internal staff recharges between museums; the

City Museum shows a significant rise in expenditure for the same period. However the combined expenditure of both museums shows a drop of approximately £100,000 which is due to lower staffing costs.

Financial Year

Revenue Income

(less recharges &

grants)

Gross Revenue Income

Gross Expenditure

Net Expenditure

April 07 - March 08 18,005 18,005 369,438 351,433

April 08 - March 09 14,383 14,383 140,989 126,6061

April 09 - March 10 15,418 15,418 133,807 118,389

April 10 - March 11 17,116 17,116 139,590 122,474

April 11 – March 12 35,267 35,267 148,149 112,882

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City Museum

In 2011-12 the museums were asked to make additional savings/ generate income of £200,000 per year and will be asked to make further savings in the next financial year to reflect changing budgets. In November 2012 a Business Development Officer (BDO) and Catering Manager were appointed to work across four sites: the museums, the

Financial Year

Café Income

(less recharges &

grants)

Café Gross

Income

Café Gross

Expenditure

Café Net

Income

April 07 - March 08 - - - -

April 08 - March 09 - - - -

April 09 - March 10 - - - -

April 10 - March 11 - - - -

April 11 – March 12 31,986 31,986 30,567 1,419

Financial Year

Revenue Income

(less recharges &

grants)

Gross Revenue Income

Gross Expenditure

Net Expenditure

April 07 - March 08 12,906 272,466 824,820 552,354

April 08 - March 09 7,393 7,393 869,216 681,823

April 09 - March 10 6,223 6,593 695,081 688,489

April 10 - March 11 2,865 118,305 704,086 585,781

April 11 – March 12 56,060 56,060 694,857 638,797

Financial Year

Café Income

(less recharges &

grants)

Café Gross

Income

Café Gross

Expenditure

Café Net

Expenditure

April 07 - March 08 - - - -

April 08 - March 09 - - - -

April 09 - March 10 - - - -

April 10 - March 11 - - - -

April 11 – March 12 23,603 23,603 25,796 2,193

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Guildhall and the Arbor at the Crematorium. For the first two years the BDO will work exclusively with the City and Folk Museums and Arbor, providing marketing and publicity, and developing income streams. The Catering Manager will streamline the service we offer to make it a viable source of income. It is anticipated that these two posts will greatly enhance the income generating potential of the service. 3f. The Collection For information on the collection, including information on loans, please refer to the following documents: Gloucester Museums Collections Development Policy 2009 Gloucester Museums Care and Conservation Plan 2013 Gloucester Museums Care and Conservation Policy 2013 Gloucester Museums Documentation Policy 2013 Gloucester City Museum Documentation Plan 2012 Gloucester City Museum Retrospective Documentation Plan 2012 Gloucester Folk Museum Documentation Plan 2012 Human Remains Policy 2012 Working Historic Machinery Policy 2013 3g. SWOT Analysis

Strengths

Enthusiasm, commitment, and a ‘can do’ and flexible attitude from staff.

Skilled and knowledgeable curatorial staff.

A new team of skilled zero hours staff has increased the overall ability and level of expertise of the team.

Planning is being used as a tool to prioritise work and make sure that essential tasks are carried out within deadlines.

Continued support from a range of partners.

Enthusiastic group of regular and skilled volunteers (who put in hours equivalent to 2.8 full time posts).

Varied and regularly changing temporary and community exhibition programmes that attract community involvement.

Staff training and development which includes both in-house training and course/workshop type training. Development needs identified from quarterly work reviews and regular 1-2-1 meetings with museum manager.

New displays and facilities at both museums as a result of Heritage Lottery Funding and significant Council investment.

Both museums are centrally located in Gloucester and enjoy good public transport links.

A unique collection which reflects the history and natural history of Gloucester and the surrounding area.

Weaknesses

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Staff have less time for working on displays, caring for collections and working on the documentation backlog, due to a reduction in budgets and staffing levels. The Museums Service is looking at ways to overcome this by working with partners and seeking external funding.

The current offer at both the City and Folk Museums is not at the standard that it could be; refer to action plan below.

Opportunities

Both museums have recently benefitted from HLF projects which have provided redisplayed galleries, improved shops, new cafés and new educational / conference facilities, offering a better visitor experience and greater income generating potential.

Gloucester has a nationally important history spanning more than 2000

years. The City Museum has recently redisplayed the ground floor galleries showcasing the City’s history up to Medieval times as part of an HLF project; Gloucester City Council have ring fenced £500,000 for Phase II of the museum transformation project, which will see an improvement of the upstairs galleries using them to continue the Story of Gloucester with exciting new displays and interpretation.

With current changes to staffing and budgets, better and more creative ways of doing things are being looked at.

The museum is forging better links with partners both within the City Council and outside, in order to save time and resources, and to make better use of the skills available to us.

Threats

The biggest threat is the current economic situation which limits the number of staff hours and the resources available to us, as well as affecting the number of visitors who will pay to visit us or pay for our services.

A lesser threat is our changing and changeable climate. Extremes of weather have an effect on visitor numbers, whether it is severe cold, heavy rain, floods or snow. Anecdotal evidence shows that when the weather is good, people want to make the most of it and are less likely to come into a museum, perhaps because they are unsure of how long the good weather will last.

Intense competition continues to fragment the market.

Changing public behavior means that museums nationally continue to lose

visitors. Museums still have a poor image which is seen as being old fashioned and not compatible with new technology and social trends.

4. Vision

To bring Gloucester’s 2000 year history to life through our venues, events and exhibitions.

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5. Key Aims

To develop Gloucester City Museum and Folk Museum so that they are attractive to visitors and residents.

To preserve, protect, present and promote our historic museum collections for the benefit of our communities and for future generations.

To have a well skilled and flexible workforce which is fit for purpose.

To become more economically and environmentally sustainable. 6. Objectives – City and Folk Museums

Improve displays to tell the story of Gloucester’s history more effectively

Attract new customers, encourage a diverse customer base and drive up repeat visits by improving the visitor experience, including producing exciting and contemporary displays, exhibitions and events.

Make both museums more accessible as outlined in the Museums Service Access Policy, and in line with the Equality Framework for Local Government (2007).

Tailor the offer to what users want it to be by carrying out and responding to increased consultation with the community, including non-users.

Extend commercial services in the Museums Service to maximise income generated and reduce operational costs.

Complete the restructure of the Museums Service

Complete outstanding works for the HLF project at both museums

Make both the museums fit for purpose by improving the buildings and storage facilities, and carrying out a collections review.

Deliver the action plan for each museum.

7. Action Plan Gloucester Museums Service is already set up and operated with the above aims in mind; the purpose of the Action Plan is to define how to further develop and improve the service provided and to ensure its long-term future and financial viability. The Actions are given priority categories and target completion dates in terms of financial years where appropriate. Many are classified as ‘ongoing’, in that they are continually kept under review, with progress assessed each year. ‘Target dates’ refer to the City Council’s financial years, which run from April to March. Action Plans for each museum are separate, although a proportion of the content is the same.

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City Museum Action Plan 2013 - 2018

Action How we will measure success

Target dates

Carry out increased consultation with the community to include non-users

Number of surveys increased to six yearly, to include at least one non-user survey

December 2013 and ongoing

Produce an exciting and contemporary exhibition programme which will encourage a diverse customer base.

Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%


Revise all policies and procedures to produce a lean and efficient Museums Service

All policies and procedures revised

December 2013

Train staff to the highest standards to enable them to do their job to the best of their abilities.

All current training needs addressed. New training needs identified in work reviews.

December 2013

Improve the quality and range of commercial services provided by the Museums Service

Increased income, customer satisfaction levels and comments.

Ongoing


Restructure complete September 2013

Achieve and maintain Accreditation, Customer Service Excellence (CSE) and Green Tourism Business Scheme (GTBS) bronze award.

Accreditation, CSE and GTBS awards all achieved.

Accreditation return due Jan 2013. CSE review due May 2013. GTBS assessment March 2013.

Continue Phase II of the City Museum Transformation project: Redisplay the Silver Gallery as a `Treasures Gallery’; Redisplay the Price Memorial Hall on the first floor to continue the Story of Gloucester; Renovate the Art Gallery and Touring Gallery.

Galleries improved and updated. Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%

Treasures gallery complete by April 2014; Upper galleries complete by April 2015

Complete outstanding works on HLF project: Make good defects in

All outstanding works completed.

Defects made good by December 2013.

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downstairs gallery.

Carry out work on stores to make them fit for purpose: Fit out workshop annex as archive store; Fit out workshop into a store; Secure basement and outside stores; Acquire new outside storage facility, preferably with public access element (jointly with Folk Museum).

Stores at both museums fit for purpose.

Internal stores complete by December 2014. Outside storage facility in place by December 2018.

Carry out collections review and audit: Complete collections review; Complete conservation audit of stored metal work collections.

Collections review complete. Conservation audit of stored metal work collections complete.

Collections review complete by December 2016 Conservation audit complete by December 2015 Remedial conservation work complete by December 2014

Carry out structural improvements: Repair museum roof; Commission report into structural changes to facilitate disabled access at both museums.

Museum roof repaired, no further leaks Report commissioned into structural changes needed to facilitate disabled access at both museums.

City Museum roof repaired by April 2014 Report commissioned by December 2014

Improve visitor experience: Further develop interpretation of displays; Produce museum guide.

Interpretation improved in line with objectives in the Access Policy and the Equality Framework for Local Government (2007); Museum guide produced.

All complete by December 2014

Ensure museum buildings remain fit for purpose.

Maintaining buildings to acceptable standards for collections, visitors and staff

Ongoing

Folk Museum Action Plan

Action How we will measure success

Target dates

Carry out increased consultation with the community to include non-

Number of surveys increased to six yearly, to include at least one non-


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users user survey

Produce an exciting and contemporary exhibition programme which will encourage a diverse customer base.

Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%


Revise all policies and procedures to produce a lean and efficient Museums Service

All policies and procedures revised

December 2013

Train staff to the highest standards to enable them to do their job to the best of their abilities.


December 2013

Improve the quality and range of commercial services provided by the Museums Service

Increased income, customer satisfaction levels and comments.

Ongoing


Restructure complete September 2013

Achieve and maintain Accreditation, Customer Service Excellence (CSE) and Green Tourism Business Scheme (GTBS) bronze award.

Accreditation, CSE and GTBS awards all achieved

Accreditation return due Jan 2013 CSE review due May 2013 GTBS assessment March 2013

Secure additional funding to continue improvements to the Museums Service: Create `Tudor Room’ gallery Create Civil War gallery Create costume gallery Re-display remaining galleries

Galleries in both museums improved and updated. Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%

Civil war gallery complete by April 2014 Tudor gallery complete by April 2015 Costume gallery complete by April 2016 Remaining galleries by December 2018

Complete outstanding works on HLF project: Make good defects in Folk Museum educational building.


Defects made good by December 2013.

Carry out work on current stores to make them fit for purpose: Upgrade Folk Museum picture store

Stores at both museums fit for purpose.

Internal stores complete by December 2014. Open storage facility

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Fit out upper floor of Cider House as store and return to it material that was removed; Replace the `shed’ with open storage facility. Acquire new outside storage facility, preferably with public access element (jointly with City Museum).

complete by December 2018. Outside storage facility in place by December 2018.

Carry out collections review and audit: Remedial conservation of key popular exhibits (pig, cow) with external funding. Remedial conservation of the `Tudor portraits’; Complete collections review process.

Pig and cow conserved and on display in environmentally suitable gallery. Tudor portraits conserved and on display as part of new Tudor gallery. Conservation audit of stored metal work collections complete. Collections review complete.

Remedial conservation work complete by December 2014 Conservation audit complete by December 2015 Collections review complete by December 2016

Carry out structural improvements: Repair museum roof Commission report into structural changes to facilitate disabled access at both museums.

Museum roof repaired, no further leaks Report commissioned into structural changes needed to facilitate disabled access at both museums.

Folk Museum roof repaired by April 2015 Report commissioned by December 2014

Improve visitor experience: Further develop interpretation of displays Produce museum guide for both museums.

Interpretation improved in line with objectives in the Access Policy and the Equality Framework for Local Government (2007); Museum guide produced.


Ensure museum buildings remain fit for purpose.

Maintaining buildings to acceptable standards for collections, visitors and staff

Ongoing

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City Museum Action Plan Detail

Aim Objective Action People

responsible Resources

& costs Completed

by Priority

Success criteria

To develop Gloucester City Museum so that it is attractive to visitors and residents.

1. Carry out increased consultation with the community to include non-users.

Increase number of yearly surveys to six, to include at least one non-user survey.

VH/SO/DR

Team to carry out surveys. Cost is staff time.


High

Number of surveys increased to six yearly, to include at least one non-user survey.

2. Produce an exciting and contemporary exhibition programme which will encourage a diverse customer base.

Put together an exhibitions planning team to explore possibilities.

AS/VH/SO/DR/FM Staff time December 2013 and ongoing

High

Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%.

3. Participate in national benchmarking award schemes such as CSE, Accreditation and Green

Submit all applications on time.

AS/VH/SO/DR/FM Staff time

Accreditation return due Jan 2013, CSE review due May 2013, GTBS assessment March 2013.

High Awards achieved

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Tourism Business Scheme.

4. Improve visitor experience: Further develop interpretation of displays Produce museum guide for both museums.

Ask volunteers and work experience placements for input and suggestions. Carry out visitor consultation.

SO/DR

Staff and volunteers. Cost is staff time


Medium

Interpretation improved at both sites in line with objectives in Access Policy. Museum guide produced.

5. Continue improvements to the Museums Service.

Transform silver gallery into `Treasures Gallery’.

SO/DR

Staff and volunteers. Cost to be determined.

April 2014 High Galleries improved and updated. Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%.

Redisplay upper galleries in Price Memorial Hall to continue the Story of Gloucester (Phase II of the Museum Transformation project) and

AS/VH/SO/DR

Staff and volunteers. Cost to be decided. £500k has been ringfenced for this by Gloucester City Council

April 2015 Medium

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renovate the Art Gallery and Touring Gallery.

6. Complete outstanding works for the HLF project.

Make good defects in downstairs gallery.

Asset management team

Remainder of HLF grant.

December 2013

High


To preserve, protect, present and promote our historic museum collections for the benefit of our communities and for future generations

7. Carry out work on current stores to make them fit for purpose.

Fit workshop annex out as archive store.

DR

Staff and volunteers. Cost is staff time.

December 2013

High

Stores fit for purpose.

Turn workshop into a store.

DR/AS


December 2013

High

Secure basement and outside stores element.

DR/SO


December 2014

High

Acquire new outside storage facility, preferably with public access.

DR/SO Cost to be determined.

December 2018

Low Stores fit for purpose.

8. Carry out Complete DR/SO Staff and December Low Collections

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collections review and audit.

collections review process.

volunteers. Cost is staff time

2016 review complete.

Conservation audit of stored metal work collections.

DR/SO


December 2015

Low

Conservation audit of stored metal work collections complete.

9. Carry out structural improvements and repairs.

Repair City Museum roof.


Capital funding.

December 2013

High

City Museum roof repaired, no further leaks.

Commission report into structural changes to facilitate disabled access.


December 2014

Medium

Report commissioned into structural changes needed to facilitate disabled access.

To have a well skilled and flexible workforce which is fit for purpose

10. Train staff to the highest standard to enable them to do their job to the best of their abilities.

Training needs have been identified. Carry out as required.

AS/FM Cost is staff time.

December 2013

High


11. Complete Look at the AS/VR/FM Cost is staff December High Restructure

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the restructure of the Museums Service.

needs of the service in conjunction with the rest of Cultural Services.

time. 2013 complete.

To become more economically and environmentally sustainable

12. Revise all policies and procedures to produce a lean and efficient museums service.

VH/SO/DR/AS/FM Cost is staff time.

December 2013

High

All policies and procedures revised.

13. Extend commercial services in the museums service to maximise income generated and reduce operational costs where possible to make savings.

VH/AS/SO/DR/FM

Budget has been put aside for extra publicity and marketing.

Ongoing High

£200k efficiency savings made each year.

(Participate in As Item 3.

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national benchmarking award schemes such as CSE, Accreditation and Green Tourism – see above)

Folk Museum Action plan detail

Aim Objective Action People

responsible Resources

& costs Completed

by Priority

Success criteria

To develop Gloucester Folk Museum so that it is attractive to visitors and residents.

1. Carry out increased consultation with the community to include non-users.

Increase number of yearly surveys to six, to include at least one non-user survey.

VH/SO/DR

Team to carry out surveys. Cost is staff time.


High

Number of surveys increased to six yearly, to include at least one non-user survey.

2. Produce an exciting and contemporary exhibition programme which will

Put together an exhibitions planning team to explore

AS/VH/SO/DR/FM Staff time December 2013 and ongoing

High

Customer satisfaction levels from customer comment cards and evaluation

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encourage a diverse customer base.

possibilities. surveys at greater than 95%.

3. Participate in national benchmarking award schemes such as CSE, Accreditation and Green Tourism Business Scheme.

Submit all applications on time.

AS/VH/SO/DR/FM Staff time

Accreditation return due Jan 2013, CSE review due May 2013, GTBS assessment March 2013.

High Awards achieved

4. Improve visitor experience: Further develop interpretation of displays Produce museum guide for both museums.

Ask volunteers and work experience placements for input and suggestions. Carry out visitor consultation.

SO/DR

Staff and volunteers. Cost is staff time


Medium

Interpretation improved at both sites in line with objectives in Access Policy Museum guide for both museums produced

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5. Continue improvements to the museums service.

Create new Civil war gallery.

VH/SO/DR/FM


April 2015 Medium Galleries in both museums improved and updated. Customer satisfaction levels from customer comment cards and evaluation surveys at greater than 95%.

Create Tudor gallery.

VH/SO/DR/FM


April 2014 High

Create costume gallery.

VH/SO/DR/FM


April 2016 Low

Re-display remaining galleries.

VH/SO/DR/FM


December 2018

Low

6. Complete outstanding works for the HLF project at both museums.

Make good defects in Folk Museum educational building.


Remainder of HLF grant.

December 2013

High


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To preserve, protect, present and promote our historic museum collections for the benefit of our communities and for future generations 7. Carry out

work on current stores to make them fit for purpose.

Upgrade picture store.

DR/SO


December 2014

Medium

Stores fit for purpose.

Fit upper floor of Cider House as store and return material.

DR/SO


December 2014

Medium

Replace the `shed’ with open storage facility.


December 2018

Low

Acquire new outside storage facility, preferably with public access (jointly with City Museum).


December 2018

Low Stores fit for purpose.

8. Carry out collections

Complete collections

DR/SO Staff and volunteers.

December 2016

Low Collections review complete.

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review and audit.

review process.

Cost is staff time

Conservation audit of stored metal work collections.

DR/SO


December 2015

Low

Conservation audit of stored metal work collections complete.

Remedial conservation of the 12 `Tudor portraits’.

DR/SO

Cost to be determined. Alternative funding will be sought.

First two complete by December 2013.

High

Tudor portraits conserved and on display as part of new Tudor gallery.

Remedial conservation of the pig and cow.

DR/SO

Cost to be determined. Alternative funding will be sought.

December 2014

High

Pig and cow conserved and on display in environmentally suitable gallery.

9. Carry out structural improvements and repairs.

Repair Folk Museum roof.


Capital funding.

December 2014

High Folk Museum roof repaired, no further leaks.

Commission report into structural changes to facilitate


December 2014

Medium

Report commissioned into structural changes needed to facilitate

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disabled access.

disabled access at both museums.

To have a well skilled and flexible workforce which is fit for purpose

10. Train staff to the highest standard to enable them to do their job to the best of their abilities.

Training needs have been identified. Carry out as required.

AS/FM Cost is staff time.

December 2013

High


11. Complete the restructure of the Museums Service.

Look at the needs of the service in conjunction with the rest of Cultural Services.

AS/VR/FM Cost is staff time.

December 2013

High Restructure complete.

To become more economically and environmentally sustainable

12. Revise all policies and procedures to produce a lean and efficient museums service.

VH/SO/DR/AS/FM Cost is staff time.

December 2013

High All policies and procedures revised.

13. Extend commercial services in the museums

VH/AS/SO/DR/FM

Budget has been put aside for extra

Ongoing High

£200k efficiency savings made each year.

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service to maximise income generated and reduce operational costs where possible to make savings.

publicity and marketing.

(Participate in national benchmarking award schemes such as CSE, Accreditation and Green Tourism – see above)

As Item 3.

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Key of People Responsible

Initial Person Position

VR Vicki Rowan Group Manager

AS Angela Smith City Museum Manager

DR David Rice City Museum Curator

SO Sarah Orton Folk Museum Curator

VH Vicki Hopson Business Development Officer

8. Resources 8a. Spending plan

The museum budget is set annually at the start of the financial year by Gloucester City Council, although recommendations are sent to the finance team in advance by the Museum Manager. A spending plan is put in place once the budget has been released. Any additional funding needed must be sought through grants or alternative funding.

8b. Personnel plan

Lead Support Timeframe

Objective 1 VH SO/DR Ongoing

Objective 2 AS VH/SO/DR Ongoing

Objective 3

AS/VH/DR/SO lead on different schemes

AS/VH/DR/SO and museum

assistants

Jan, Mar and may 2013

Objective 4

SO AS/VH/DR/SO and museum

assistants Dec 2014

Objective 5

AS (City) FM (Folk)

AS/VH/DR/SO and museum

assistants 2014 - 2018

Objective 6

SO (Folk) DR (City)

Asset management

team Dec 2013

Objective 7

DR AS/VH/DR/SO and museum

assistants

Objective 8

DR

AS/VH/DR/SO, museum

assistants, volunteers,

Dec 2016

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County Conservation Development

Officer

Objective 9

AS (City) FM (Folk)

DR/SO and Asset

management team

Dec 2013/14

Objective 10

AS DR/SO/VH Dec 2013

Objective 11

VR AS (City) FM (Folk)

Dec 2013

Objective 12 AS DR/SO/VH Dec 2013

Objective 13

VH AS/VH/DR/SO and museum

assistants Ongoing

9. Environmental sustainability Gloucester City and Folk Museums have prepared action plans with measurable targets to help us exceed the minimum standard of environmental sustainability recognised by the Green Tourism Business Scheme. 10. Forward Plan Review and Monitoring Progress toward the actions identified in this plan will be monitored on an ongoing basis. Milestones will be set for each of the objectives to assist with progress monitoring. A full review of the plan will be undertaken at the end of December 2013 and action taken accordingly. Implementation of this plan will be the responsibility of Angela Smith overseen and approved by Vicki Rowan. 11. Appendix

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APPENDIX ONE Staffing Structure, January 2013

Cleaner

Access Officers

6.4 FTE

(including 1.6

FTE vacant

posts)

Folk Museum

Curator

Catering

staff

Commercial

Catering

Manager

City and Folk Museums

Operations Managers

(1 vacant post)

City Museum

Curator

Business

Development

Officer

Group Manager

Cultural Services

Director of Services & Neighbourhoods

Chief Executive

Gloucester City Council

29

12a. Review of previous Forward Plan The previous forward plan was the Gloucester Museums Service Business Plan 2009-2015 which, although still in date, was created prior to the HLF redevelopment and so no longer relevant. Appendices 3 and 11 have been updated (staff structure and curators’ CVs), seen here as Appendices 1 and 2.

12b. Consultation and an analysis of views Consultation is regularly carried out and analysed. The findings are used to continually improve the service we offer. All information regarding consultation has been collated as part of the Customer Service Excellence award application and is available on request.

Documents

Gloucester Museums Service Forward Plan 2013-2018democracy.gloucester.gov.uk/documents/s24788/Museum... · 2013-04-02 · Gloucester Museums Service Forward Plan 2013-2018 is an extension