National Museums LiverpoolStrategic Plan

2017-2020

To be the world’s leading example of an inclusive museum service

The ambitions and values of National Museums Liverpool are perfectly positioned in a city with World Heritage Status, where belief in culture, sports, social justice and human rights runs through its veins. We are pioneers in engaging with people and communities through museums, culture and heritage. We change lives.

The importance of our work, through our world class collections, has ensured that we remain funded nationally through the Department for Digital, Culture, Media and Sport (DCMS). We have been entrusted with eight stunning museums and galleries with exceptional collections that include world history, social history and extraordinary works of art. We bring these collections to life to educate, deliver social impact and fight for social justice. We cover contemporary issues, exploring challenging issues including modern slavery, racism, diversity and dementia. Our work supports and enables communities to have a voice; especially those that often feel isolated.

Our ambitions extend beyond Liverpool; we are the national museum in the North of England and our work has significant impact regionally, nationally and internationally. Truly inspirational work happens every day. We are committed to being better, where everyone has a voice, new ideas are encouraged, creativity flows and we challenge each other to grow.

Our aspirations for the future focus on maximising our social impact and inclusivity. Our priorities are to support the fight against modern slavery, improve the health and wellbeing of the most vulnerable and have a positive impact on all who engage with us.

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CONTENTS Page

1. Foreword 42. Who we are and what we do 63. Our Mission 74. Our Values 75. Strategic Context 86. Strategic Aims 97. Strategic Objectives for 2017/18 10

APPENDIX

1. Action Plan 2017/182. Strategic Objectives for 2018/19/20 and Priority Developments for

2018/19/20

1. Foreword

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1. The primary audiences for this Plan are National Museums Liverpool’s own staff and Trustees; our primary funders, the Department for Digital, Culture, Media and Sport (DCMS); the Liverpool City Region Combined Authority (LCR) and office of the Mayor of the City Region; and NML’s partners and supporters, regional, national and international.

2. This three-year Plan outlines our priorities for the period, and how we expect our activities to meet our strategic objectives.

3. After a decade of continuous growth in visitor numbers, 2012 was our busiest year ever, with more than 3.4 million visits. Potentially as a result of a subsequent reduction in levels of activity, during 2013 visits declined, and numbered 2.7m. Visitor numbers stabilised in 2014/15, and despite further cutbacks in our activities after the loss of more than 130 posts, numbers were maintained in 2015/16 and grew again in 2016/17; we remain among the national museums with the lowest grant-in-aid spend per visitor.

4. A period of national austerity has lasted for several years, and continues to prove extremely challenging for us, given our role as a national museum service based in a Northern regional city. Cuts in our DCMS grant-in-aid since 2010/11 have amounted to a reduction of c.27% in real terms. We currently have a four–year funding settlement from DCMS, which provides us with ‘flat cash’ at today’s levels through until 2020.

5. While we are taking action to increase funding from multiple sources, this will never replace the funding cuts of the past seven years. This pattern of funding has therefore resulted in major changes to the way we work, but we are proud of the social and economic impacts we have been able to deliver, alongside our international work.

6. We continue to strive to improve aspects of our work that underpin our massive audience growth. We have seen and acknowledge the great efforts from colleagues who have proved over the past few years that they can respond to new challenges and demanding targets, while maintaining the highest professional standards. We also acknowledge the contribution our volunteers make towards ensuring that National Museums Liverpool continues to provide a great service to our public.

7. We remain committed to finding new ways to deliver a sustainable, viable service, including formally engaging with the LCR to align National Museums Liverpool with the city region’s overall strategic plan for culture through the proposed Local Cultural Partnership, as part of the Devolution agreement between LCR and Government.

8. Our Trustees and Executive Team are determined to maintain the best service possible. We will strive to generate income from all sources, and we are prioritising income generation in all suitable areas of activity.

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9. National Museums Liverpool remains a global inspiration, a world model of best practice, providing an energetic, high performance and inclusive national museum service.

Sir David Henshaw Dr David Fleming OBE Chairman Director

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2. Who we are and what we do

1. National Museums Liverpool is one of the world’s great museum services, one of the greatest multidisciplinary services in any city in the world. We hold in trust globally important museum collections, universal in their range. 2. Because of our national importance, we are core-funded by central Government through the Department for Digital, Culture, Media and Sport (DCMS) and we are governed by Trustees who are appointed by Government.

3. We are the only national museum organisation in England based wholly outside London, and we have a unique, fourfold role: we are the core museum service for Liverpool and the Liverpool City Region; we are the North West’s largest cultural organisation (and one of the largest and most important in the UK) ; we operate at national and international levels. NML is the national museum in the North..

4. We have an international reputation for excellence and ethical behaviour. National Museums Liverpool is influential and our professional advice and expertise is sought regularly by other museums, universities, agencies and national governments; particularly in the areas of audience development, human rights, health and wellbeing, shared service models and the development of large-scale capital projects.

5. All commercial income is retained to support the museums and galleries, and is generated by in-house staff; this ensures that we maximise the benefits of collaborative working.

6. National Museums Liverpool is the single main factor in attracting cultural tourists to the Liverpool City Region.

7. Having played a pivotal role in the cultural, educational and economic life of Liverpool and the North West for more than 165 years, our success can be measured in terms of how well we combine our local and regional roles with our national and international responsibilities.

8. National Museums Liverpool comprises eight museums: International Slavery Museum, Lady Lever Art Gallery, Merseyside Maritime Museum, Museum of Liverpool, Sudley House, UK Border Force National Museum (Seized! The Border and Customs Uncovered, funded by the Home Office), Walker Art Gallery, and World Museum.

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3. Our Mission:

To be the world’s leading example of an inclusive museum service

(‘inclusive’ means available to all, regardless of age, ability, background or other factor or characteristic which might limit a person’s access to what we do)

4. Our Values:

1. We are an inclusive and democratic museum service; we aim to maximise social impact and educational benefit for all – museums change lives.

2. Museums are fundamentally educational in purpose.

3. Museums are places to explore ideas and for dialogue, which use collections to inspire people; we do not avoid contemporary issues or controversy.

4. Museums help promote good citizenship, and act as agents of social change: National Museums Liverpool believes in the concept of, and campaigns for, social justice. We embrace contemporary issues and do not avoid controversy.

5. Museums are visitor-focussed.

6. Museums operate most effectively through collaborations and partnerships.

7. We believe in dignity at work and valuing each other, however challenging the environment is in which we work.

8. We believe in sustainable development and in the conservation and protection of the built and natural environment.

9. We believe in innovation so as to keep our public offer fresh and challenging, while behaving ethically, and working with partners who support our values.

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5. Strategic Context

Liverpool’s cultural offer, including its museums, is without parallel in any UK regional city. That cultural offer has been placed at the heart of a new Devolution model for Liverpool City Region. Because National Museums Liverpool is the biggest cultural asset within the City Region, we will engage with the new Local Culture Partnership (LCP) in the shaping of a regional cultural strategy that will create a 30-year plan to help combat a host of social and economic problems, and to develop the City Region’s culture offering.

National Museums Liverpool carries a great responsibility in terms of delivering first class museums that, as part of a wider pattern of cultural and educational provision, can enhance wellbeing, confidence and social connectedness in Liverpool City Region and beyond. In a period of public spending reductions this responsibility grows even greater; we can help mitigate the social consequences of adverse economic conditions by enhancing our income-generation, by reshaping the organisation to ensure we remain impactful.

Our visitor numbers have quadrupled since the year 2000. Despite recent cuts to our Government grant we have maintained a pattern of growth, and in the last financial year have increased visitor numbers by more than 7%. Funding uncertainty remains a big challenge.

National Museums Liverpool contributes a total of £42 million in Gross Value Added (GVA) and more than 1,000 jobs for the Liverpool City Region, rising to £53 million GVA and more than 1,200 jobs for the North West.

Liverpool City Region residents experience above-average levels of health deprivation. Applying national research indicators on subjective wellbeing, we estimate that National Museums Liverpool’s contribution to the wellbeing of visitors is as high as £130m per annum.

National Museums Liverpool carries the responsibility of generating tourist footfall within the City Region.

We are committed to facing up to these responsibilities, and our determination to provide free access to our museums (in line with Government policy), to programme our museums so that the content represents a diverse audience, allied with the highest quality standards and enormous variety, is at the core of this commitment.

In terms of politics, the Brexit vote in the EU Referendum has impacted on our organisation in a number of ways – in the prices we pay as a result of a fluctuating exchange rate; in the value of our investments; in our ability to join with European colleagues in EU-funded projects; in our ability to recruit and retain staff from EU nations; in our ability to raise capital sums or research funding from EU sources; in the attractiveness of the UK to overseas visitors; in the movement of collections and artists. With regard to the EU Referendum result, there are diverse opinions across the Liverpool City Region. Since the Referendum there has been a widely-reported increase in racially-motivated hate crime; this places extra responsibilities on

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museum services, like ours, that believe in helping create an inclusive and tolerant society.

We need to be alert to challenges and opportunities arising out of international developments, including the election of a new US President, shifts in trading and political relationships, and other global issues such as climate change, migration patterns, human rights and ageing populations. The explosion of social media use is having consequences for museums – more people are expressing opinions, there is more debate and controversy, and the speed of dialogue and response is increasing; museums need to be very alert to this if they wish to remain relevant. National Museums Liverpool continues to increase our engagement with our audiences, through Twitter and Facebook, and social media is now a primary conduit for extending our reach.

6. Strategic Aims

We will over the next few years aim to:

Widen participation in our activities, thereby fulfilling our social objectives, especially by attracting diverse audiences.

Offer exceptional educational opportunities to people of all ages, needs and backgrounds.

Be alert to political, economic, social, and technological change (especially digital) to ensure we remain focused, fast-moving and relevant.

Improve our visitors’ experience by upgrading our buildings, displays and facilities, offering quality and variety; and ensuring that staff have the necessary skills to deliver an excellent, customer-focussed service.

Pursue research that leads to greater knowledge about our collections; develop our collections to make them more representative of society, and promote their exceptional quality.

Create a collaborative culture that reflects our values, where we inspire each other to work to the best of our abilities.

Increase the diversity of our workforce. Work increasingly in collaboration with other agencies – education, health,

arts, business, public bodies, Non-Governmental Organisations. Engage with the LCP to help develop and deliver a 30-year plan for culture. Assist the UK Government in the pursuance of its soft power agenda. Achieve economic benefits through developing cultural tourism, and by

helping build a strong image for the Liverpool City Region. Behave in an ethical manner at all times, promoting sustainable practices,

and providing leadership to the global museum sector. Manage risk in a positive and effective manner. Drive efficiencies in resources and augment them whenever we are able, to

ensure real value for money. Deliver more income through investing in existing revenue streams and

augment them wherever we are able by creating new products and services.

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In pursuing a strategy of combining audience growth and diversity with the highest levels of professionalism, and commercialising our activities wherever we can, we acknowledge that we have created a complex and challenging working environment.

This environment is characterised by regular review of the way we do things, by the pursuit of new ideas and methods, and by the constant re-examination of traditional museum practices and of our structures.

Our success in terms of audience growth and community engagement, combined with rising standards of collections care, demonstrate the validity of this approach, and our advice is regularly sought globally on how to manage a modern, relevant and impactful museum service.

The next few years will be characterised by more change to how we do things, and to the service we provide to the public, as we continue to adapt and adjust to the overall diminution of the resources available to us; remaining flexible and agile with regard to opportunities as they arise.

It is our capacity to manage ourselves imaginatively, while continuing to align ourselves to our Values, wherein lies our future success.

A list of our key achievements for 2016/17 can be found in our End of Year accounts.

7. Strategic Objectives for 2017/18

With reference to our Strategic Aims, our objectives over the next year are:

To deliver an excellent, socially inclusive, diverse, motivational, entrepreneurial and viable museum service.

To reshape our resources to remain financially sustainable. To refine existing income streams, develop new sources of income, and

increase philanthropic support through corporate partnerships and sponsorships.

To develop appropriate partnerships which offer strategic development opportunities regionally, nationally and internationally.

To engage with the UK Government GREAT campaign and other soft power initiatives.

To engage with the future Liverpool City Region elected Mayor to develop a 30-year plan for culture, including continuing to define a new role for National Museums Liverpool within the Devolution agreement between central government and the City Region.

To ensure that National Museums Liverpool is a place where people want to, and are proud to, work.

The key drivers in achieving these objectives are the need to care for our collections, ensuring that the public has access to these collections, and ensuring that we stimulate ideas among our public. We will see further change to what we do and how we do it, but these drivers will remain at the core of our efforts.

Appendix 1 - Action plan 2017/18

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We have prioritised the development of House of Memories, the International Slavery Museum, and the Sea Galleries at Merseyside Maritime Museum, and the delivery of major exhibitions over the next few years, to maximise delivery of our strategic objectives. Key enablers to achieve these priorities are sound management, income generation, advocacy, estates rationalisation, and employee engagement.

Adopting these priorities does not exclude the possibility of other initiatives being brought forward should additional funding become available.

Our Strategic Objectives have been expanded into the Action Plan below, to inform deliverable Divisional Plans and individual Forward Job Plans. The sections are organised alphabetically and have an equal priority.

1. Advocacy

1. Work with supporters, including Trustees, Patrons, donors, members, Liverpool City Region, and other partners, to advocate on behalf of National Museums Liverpool.

2. Raise our education and community health profile so as to better engage with cross-government Departmental agendas.

3. Improve our profile with local and regional politicians, public sector providers (e.g. NHS), businesses and strategic agencies.

4. Raise the profile and impact of our exhibition programmes, ensuring they are attractive to funders and partners and contribute to wider regional priorities.

5. Develop corporate partnerships and sponsorships through identifying and matching corporate social responsibility criteria.

6. Maintain a national and international leadership role within the museum profession, through representation, media activity, print and social networks.

7. Publicise and build upon the House of Memories model to explore wider engagement and ensure that we maintain its high profile with the public, health providers, carers, stakeholders and funders.

8. Work closely with DCMS and the British Council and support the GREAT Campaign through developing quality museums and exhibitions that appeal to international audiences, businesses and investors.

9. Maximise the impact and opportunities that the China’s First Emperor and the Terracotta Warriors exhibition provide in raising our profile regionally, nationally and internationally; for and beyond the lifetime of the exhibition itself.

10.Work closely with local, national and international partners and stakeholders to develop and fundraise for the next phase of the International Slavery Museum, to ensure that it retains and grows its world-class reputation as a prominent human rights museum.

11.Continue to create opportunities for Hugh Baird University Centre students to gain retail industry experience by setting live briefs for window display schemes at the Museum of Liverpool Shop.

12.Work with The City of Liverpool College to continue to provide apprentice chef placements with the kitchen team to train and educate young caterers to positively impact the industry.

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13.Continue to nurture key corporate clients with the view to raising awareness of key exhibitions and capital expenditure with sponsorship or support in mind.

14.Continue to work with the Civil Service Fast Track programme by applying for Fast Track secondees to support National Museums Liverpool on business development projects, thus raising our profile with the Civil Service and providing us with a high-calibre staffing resource at no direct cost to the organisation.

15.Continue to promote and market the Retail, Catering and Events product offer by delivering the department requirements as identified in the National Museums Liverpool Trading (NMLT) marketing calendar.

2. Audiences

1. Strive to reach our target of 3m visits, with an emphasis on hard-to-reach audiences.

2. Enhance the experience of our visitors by delivering a high quality service which is welcoming and offers engaging experiences, and by developing and delivering exciting education and exhibition programmes.

3. Increase income generation, visitor satisfaction and dwell time, developing the potential for increasing income through further spends.

4. Deliver and develop a programme of engaging exhibitions to attract local, national and international audiences, highlights of which include the Ancient Egypt: A journey through time Gallery(April 2017); Alphonse Mucha: In Quest of Beauty (June to October 2017); Transparency – Arts Council Collection (March to June 2017); Coming Out: Sexuality, gender and identity(July to November 2017); Black Salt: Britain’s Black Sailors (September 2017 to August 2018); Tales from the city (Oct 2017 to May 2018); China’s First Emperor and the Terracotta Warriors (Feb to Oct 2018); and continue to negotiate and develop a major music exhibition planned for May 2018; and the biennial John Moores Painting Prize exhibition.

5. Build engagement with the health and social care sectors, beyond the House of Memories training experience.

6. Develop audiences. Strive to meet our target of 2m hits to the National Museums Liverpool website and develop audiences on other digital platforms and social media.

7. Continue a programme of audience development to reach under-represented groups including LGBT+ (Lesbian, Gay, Bi-sexual, Trans +) and BAME (Black, Asian, Minority Ethnic) visitors, people from poorer socio-economic backgrounds, older and visitors with disabilities.

8. Review National Museums Liverpool’s equality objectives.9. Roll out a visual identity across the Retail and Catering business which makes

each outlet recognisable to our customers as part of the same brand in terms of product quality and service standards.

10.Develop an events brand in order to raise the profile of the events division on a regional, national and international scale

11.Deliver pop-up shops and ticketing operations where feasible, eg for the Alphonse Mucha: In Quest of Beauty exhibition and the China;s First Emperor and the Terracotta Warriors exhibition.

12.Ensure effective analysis and the capture of customer data from these exhibitions to enable NML to maximise relationships.

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3 Buildings and Museums

1. Continue to implement the capital strategy in respect of capital repairs, estates rationalisation and estate develop. We will minimise running costs and capital repairs liabilities, and continue to develop our trading potential and visitor offer: • capital repairs - we will undertake improvements and capital repairs works as

necessary; ensure statutory compliance, and maintain the usual operation of our buildings so as to ensure the safety of colleagues and visitors, and care of collections.

• rationalisation – a formal Estate Rationalisation study will be undertaken to help plan spaces and facilities and increase efficiency of staff, storage and public facilities. We will investigate the possibility to dispose of ancillary buildings in line with management agreement requirements.

2. Develop plans for the International Slavery Museum, one of the world’s leading human rights museums and submit a Stage1 Lottery bid for funding during the Museum’s 10th anniversary year.

3. Complete and open the Ancient Egypt Gallery at World Museum.4. Begin the DCMS/Wolfson-funded Sea Galleries at Merseyside Maritime Museum

as the first phase of the Museum’s refurbishment plan and work closely with NMLT in planning new galleries so that future phases of work enhance commercial opportunities.

5. Begin the decant of archives storage from the North Street Warehouse and plan for the transfer of decorative arts collections.

6. Ensure the full potential of Museum of Liverpool as the world’s leading city history museum, so that it fulfils its role as the core museum and community heritage hub for the Liverpool City Region.

7. Invest in the infrastructure of National Museums Liverpool’s venues to enable further growth in income generation.

8. Deliver the new World Museum Shop and Café in Spring 2017 as part of the ground floor re-development, including the creation of a flexible events space.

9. Create a vision for catering capital development, events capital development and retail development at Merseyside Maritime Museum.

10.Complete the scoping work to relocate the production kitchen

4 Collections

1 Continue to develop, research and interpret our collections, and undertake fieldwork, to maintain our professional and academic eminence and to make our collections ever more representative of society.

2 Acquire, review and display the Anti- Slavery International archives and collection: the major UK resource for historic and modern slavery studies,

3 Acquire and publicise classical antiquities collections under the Acceptance in Lieu in Situ scheme; explore collaborative working and touring potential.

4 Expand the loan of collections regionally, nationally and internationally, with cost recovery and commercial charging where appropriate, to enable us to conserve and promote our collections. International loan initiatives include preparing for the reciprocal loan to Mexico of classical antiquities (2018/19) and feasibility for the loan of Victorian paintings to at least four destinations in the People’s Republic of China (2019).

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5 Develop a commercial exhibitions model, and test the market for international touring, commencing with market testing and securing venues for the English Lady’s Wardrobe exhibition in Australia and New Zealand (2019)

6 Expand international relationships and support Government soft power initiatives and the GREAT campaign through loans, exhibitions, consultancy and participation in international collaborations and research; seek funding from international partners, British Council and other organisations.

7 Enable greater access to our collections by publishing them online and by continuing to digitise collection databases and images and generate income from image online sales.

8 Complete the review and audit of collections at Croxteth Hall and work with Liverpool City Council to ensure a sustainable solution for the protection of the collection.

9 Develop a product range for the following exhibitions: Transparency, Edo Pop, Coming Out, Alphonse Mucha: In Quest of Beauty, Model Image, John Moores 60, First Emperor.

10 Education

1 Review our curriculum programme for schoolchildren to develop education activity and resources that align with the evolving national curriculum at World Museum.

2 Develop a new literacy programme at the Art Galleries, to support early years learning and adult education

3 Develop health and wellbeing partnership and programme resources at the Waterfront venues

4 Aim for all city region schoolchildren, families, adults and elders (elderly or seniors) to participate in our formal and informal education programmes.

5 Ensure that our most ‘hard-to-reach’ visitors are represented within our education and community development.

6 Work in partnership with the regional networks of schools, colleges and voluntary sector education providers, endeavouring to maintain young people’s participation with our informal education and community outreach programme.

7 Explore with the partnership opportunities with the Liverpool City Region to make National Museums Liverpool’s venues, collections and staff expertise available, alongside opportunities to share knowledge and assets from other cultural venues.

8 Develop a ‘pop up’ display for trade shows and other opportunities to promote the House of Memories commercial training and resource package.

11 Efficiencies and effectiveness

1 Promote energy-saving and sustainable initiatives, and strive to reduce our carbon footprint.

2 Use information technology to deliver organisational objectives and cost savings, and implement IT enhancements to drive reductions in costs.

3 Continue to improve Cyber Security by maintaining our IT security controls and overall measures to minimise the risk of security breaches and continue with the Cyber Essential accreditation.

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4 Consolidate business and project archives and transfer material to accessible deep storage - in so doing, improve retrieval processes and release space within our city buildings for development or disposal, and to reduce running costs.

5 Implement a new finance system to drive efficiencies through automated internal processes and improved financial reporting

6 Investigate co-location of staff and departments to increase effectiveness and improve communications.

7 Reduce bureaucracy by continuing to simplify policies, processes and procedures while maintaining effective controls.

8 Ensure that National Museums Liverpool and NMLT work collaboratively.9 Produce a statement of the organisation’s approach to ethical best practice10 Continue to develop our HR/Payroll system to drive further efficiencies by

automating and simplifying processes and increasing consistency in management practices.

11 Ensure we maximise the benefit of our most valuable resource, our staff, by tackling absence levels through the holistic use of absence management, engagement and wellbeing approaches.

12 Continue to generate savings through our management of Procurement activities through improved management processes and supplier engagement.

13 Implement all necessary processes to ensure National Museums Liverpool continues to be compliant with all Data Protection legislation, including new legislation in May 2018.

14 Work with the new Chairman and Board to ensure National Museums Liverpool is working towards best practice for governance.

15 Increase earned income, visitor satisfaction and dwell time, developing the potential for increasing income through touring works and exhibitions.

16 Expand facilitated school programmes to offset costs, build on World Museum pilot to generate income through the facilitated school sessions to contribute to costs.

12 Income and Fundraising

1 We will expand our fundraising efforts, including recruiting a Director of Development, to secure corporate and private sector support, and implement a fundraising strategy, aligned closely to the capital programme, House of Memories, exhibitions programme and other strategic priorities, and develop a fundraising strategy for International Slavery Museum.

2 Ensure the China’s First Emperor and the Terracotta Warriors exhibition delivers a significant net financial contribution to support financial sustainability.

3 Ensure the Alphonse Mucha: In Quest of Beauty exhibition meets the sales target of £138k.

4 Test the market for touring collections and exhibitions internationally – notably English Lady’s Wardrobe; Grand Tour classical collections to Mexico and possibly wider in the Americas; Victorian Romantic paintings to China, to ensure a six-figure net financial contribution from each exhibition.

5 Identify opportunities to increase philanthropic support through digital giving and the development of long term relationships with potential donors and benefactors in the UK and internationally.

6 Increase donations from visitors through our donation boxes and through trialling new approaches.

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7 Further explore the levying of admission charges to exhibitions and the associated merchandising, mindful of the need to ensure that this does not reduce the diversity of our audiences.

8 Increase our Membership scheme.9 Deliver the NMLT strategic developments plan to create sustainability for income

generation. 10 Develop a Client Relations Management (CRM) database to support interactions

between National Museums Liverpool and our stakeholders. Ensure CRM data is set up to capture, analyse and utilise customer data

11 Continue to review and improve our ethical investment strategy to maximise returns whilst working within DCMS guidelines.

12 Deliver income of £1.1m and profit of £420k in line with the Retail budget and business plan; deliver income of £1.8m and profit of £274.3.k in line with the Catering budget and business plan; deliver income of £825k and profit of £120.8k in line with the Events budget and business plan.

13 Create a strategy for our online shop to include potential investment in an established online shop platform and inventory integration.

14 Deliver an online shop for House of Memories for 1 April 2017. 15 Create a robust strategy for further filming opportunities to diversify the portfolio.16 Procure, install and launch an exhibition ticketing system17 Manage the car parking within the museums estate and aim to reach capacity

levels.

13 Partnerships

1 Network locally, regionally, nationally and internationally. 2 In the light of the regional Devolution Deal, ensure that National Museums

Liverpool’s strategic efforts and those of LCR are aligned, especially with the development of the Northern Powerhouse, and the creation of a City Region Mayor and the Liverpool Cultural Partnership.

3 Develop formal strategic partnerships to enhance our reputation and impact, to stretch our resources further, and to maximise opportunities for selling skills and generating other income opportunities.

4 Support the UK Museums Association in its efforts to represent and advocate museums across the UK.

5 Continue our successful House of Memories partnerships nationally, regionally across England, and internationally.

6 At the Walker Art Gallery continue our successful partnership with the Arts Council Collection National Partners Scheme to execute a series of high profile exhibitions from 2016 to 2019, and further develop and strengthen working relationships with Arts Council England.

7 Work closely with key local, national and international stakeholders to develop the next phase of the International Slavery Museum, including Anti-Slavery International, Respect, Creative Organisations of Liverpool (COoL), Centre for the Study of International Slavery (CSIS), University of Liverpool and other NGOs and agencies.

8 Continue to work closely with Homotopia and other organisations to help develop the LGBT+ collections and deliver the 2017 exhibition programme marking the

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50th anniversary of the partial decriminalisation of male homosexual acts in England and Wales (1967 Sexual Offences Act).

9 Continue our successful international partnerships with the Federation of International Human Rights Museums (FIHRM), the Social Justice Alliance of Museums (SJAM), the Museum of International Democracy in Argentina, the Taiwan National University of the Arts, the Minnesota National Historical Society, and ICOM and INTERCOM; and develop others where possible.

10 Continue to develop our partnerships with University of Leicester School of Museums Studies and further develop relationships with local universities e.g. Liverpool Hope University.

11 Work with partners, such as the SS Daniel Adamson, to support destination marketing, secure funding, improve infrastructure and increase footfall on Liverpool’s waterfront, at William Brown Street and in Wirral, via the Liverpool Waterfront Business Partnership, St George’s Quarter and Wirral Business Network.

12 Maintain strong relationships with disadvantaged community networks and groups that experience social injustice (lack of opportunity, education, means, access, skills development and employment).

13 Support Liverpool’s designation as a World Heritage Site.14 Execute the John Moores Painting Prize 60th Anniversary in partnership with John

Moores Liverpool Exhibition Trust.15 Develop a model for offsite retail to cultivate opportunities for working in

partnership with other museum and heritage institutions, enhancing their visitor offer and generating income.

16 Develop a model for offsite catering to create revenue opportunities with the potential to become contract caterers within heritage or visitor attractions.

17 Develop a strategy to safely and ethically redistribute unused food to homeless charities in the local area.

14 Team (including Governance)

1 Ensure our culture reflects our values, providing an environment where all are encouraged to perform to the best of their abilities.

2 Improve colleague engagement within National Museums Liverpool through better leadership, recognition and internal communications.

3 Engage, motivate and reward all colleagues in a fair and affordable way.4 Reshape the organisation to meet our current and future strategic aims, within

our available resources.5 Develop colleagues and volunteers in order for them to be able to adapt to and

meet our changing needs. 6 Provide a transparent framework for managing and directing staff and volunteer

performance.7 In collaboration with our trade unions, explore how best to develop increased

volunteer opportunities; and look at the social consequences of volunteering, especially on lonely, isolated and vulnerable people, as part of our strategy for social inclusion and changing lives.

8 Pursue National Museums Liverpool’s Equality Objectives, as they relate to colleagues and volunteers.

9 Implement our THRIVE Action Plan (cultural change programme) to address issues raised in the staff Engagement Survey.

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10 Develop an apprentice scheme.11 Launch a new induction programme for new staff and as a refresher for current

colleagues.12 Continue to introduce Customer Service Champions across the commercial

business to support the team to deliver consistently high standards of service.13 Recruit Business Development Project Managers to drive income generating

projects, evaluate outcomes against business models and maximise return on investment.

Appendix 2 - Strategic Objectives for 2018/19/20

Our priorities are to:

Optimise our value to the public through maximising the number of visitors.

Stabilise National Museums Liverpool, while having as great a social and economic impact as possible. This means continuing to look at all methods of reducing costs, while at the same time trying to improve staff morale and operating in an ethical manner.

Explore all opportunities to enhance our earned income and donations.

Ensure we are central to the creation of strategies for our city region, developing a strong relationship with the Local Culture Partnership and the City Region Mayor’s office.

Maximise our value to the sector by engaging closely in national professional networks and policy discussions as a major voice in the English regions and as the national museum in the North of England.

Develop our programme of events and exhibitions to appeal to local, national and international audiences

Work alongside UK Government, developing our international role in the aftermath of the EU Referendum and assisting soft power initiatives.

Maintain ambition, focus and vision.

Priority Developments for 2018/19/20

Develop the International Slavery Museum and create a centre for the promotion and study of human rights.

Develop our House of Memories model. Build on the China’s First Emperor and the Terracotta Warriors exhibition and

maximise opportunities for advocacy, earned income, and raising National Museums Liverpool’s profile as the national museum in the North of England.

Ensure that National Museums Liverpool is at the centre of the 2018 Tenth Anniversary of Liverpool – European Capital of Culture celebrations.

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Deliver the Sea Galleries and work closely with the NMLT teams in the planning for the next phase of development at the Merseyside Maritime Museum.

This Plan is subject to in-year review when Objectives for the year and beyond will be reassessed, based on further intelligence on Government funding and other emerging policies.

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