Annex 2
ROYAL BOROUGH OF KINGSTON UPON THAMES
KINGSTON HERITAGE SERVICE
Forward Plan 2016 - 2020
Approved:
Approved by:
Date for review:
Kingston Museum & Heritage Service Forward Plan 2016-2020
Contents
1. Introduction 2. Purpose 3. Vision 4. Current Situation 5. Key Aims 6. Review 7. Action Plan 8. Resources - Spending Plan 9. Environmental Sustainability 10. Monitoring and Review 11. Appendices
1. Introduction
Kingston Heritage Service currently comprises of Kingston Museum and Kingston History Centre, which together are responsible for the acquisition, care, interpretation, access, and engagement of items relating to the heritage of the Royal Borough of Kingston upon Thames (RBK), which have been created by, and entrusted to the care of the local authority. This forward plan has been created and adopted by the team as a working document based upon team aims and objectives, in order to meet the vision for Kingston Museum and Kingston History Centre and their purpose within the Libraries and Heritage Service, the Culture team and wider authority.
At the time of writing this plan, the Libraries and Heritage Service is participating in an authority wide Our Kingston transformation programme. As part of this, a review of all cultural services is being carried out to explore ways in which to build resilience, work with communities and to equip individuals with the skills required to deliver a 21st century cultural programme. As part of this process, within the next 3 years, the Service will review its delivery options in-line with RBK’s Our Kingston programme, Kingston Plan, and Destination Kingston 2016-2020.
2. Purpose
The fundamental purpose of the Heritage Service is around the care of and access to its collections, and how they are developed both now and in the future. Equally, the Service strives to show the relevance and opportunities the collection holds to all.
Therefore, the purpose of the Service is to:
1 ● Preserve and care for the objects and records relating to the history of the Royal Borough of Kingston upon Thames, which have been entrusted to the care of the Service, as defined in the Service’s Collections Development Policy ● Make available said objects and records to all, with the aim to provide meaningful engagement with the collections in the widest and most inclusive way possible ● Offer a safe, fun and meaningful informal learning environment, for people of all ages, in order to support our commitment to lifelong learning, skills development, creativity, and supporting people’s health and wellbeing
1 The term ‘objects and records’ is used to represent anything, whether it be a physical item or digital record, which in some way holds historical significance in line with the Collections Development Policy
● Create a ‘Sense of Place’ for all residents, past present and future. This will be achieved by instilling pride in their shared histories, creating an understanding of the unique and rich history of the local area, and fostering a connection with the place in which they live ● Empower local people and communities to feel confident about their own futures and the future of the area in which they live
3. Vision
Kingston Heritage Service Mission Statement
“To identify and celebrate what is uniquely special about our borough and its people, locales, traditions and institutions and to build on this history while striving to discover, record and share the new stories occurring all around us.”
This statement can be broken down into three streams to summarise what Kingston Heritage Service wishes to achieve:
1. To collect, care for, interpret and promote the borough’s heritage in order to inspire a sense of pride and a greater understanding of Kingston’s rich and diverse history. 2. To work with other local cultural organisations to make connections between the aspects of culture in the borough which define Kingston as a unique place, such as its riverside location, its royal connections and its innovation, creativity and developments in arts and science. 3. To contribute to the growth, regeneration, health and wellbeing of our borough through a variety of partnerships, projects and learning opportunities.
4. Current Situation
Sitting within the Libraries and Heritage Service, which is managed by Joanne Moulton, the Heritage Service comprises Kingston Museum and Kingston History Centre. The Service has 6.7 FTE and receives administrative support from Kingston Library Service.
Kingston Museum is housed in a Grade II listed purpose-built Museum and Art Gallery, which adjoins Kingston Library and has been in this Carnegie funded building since it was founded in 1904. Kingston History Centre is based in the Grade II listed former Magistrates Court in Kingston Guildhall, which is the main administrative building for RBK, and located a 10 minute walk from the Museum. This part of the Service opened as Kingston History Centre in October 2015. Formerly the Local History Room based at the North Kingston Centre, the
Service had to move out of that building which became a school, and was closed to the public for 18 months while the new premises at Guildhall were restored.
With the closure of the North Kingston Centre, the Service also lost its collection storage. A temporary situation was sought and most of the collection was moved to commercial storage in Oxfordshire with Restore Plc. in conjunction with the National Conservation Service. The Public Records which sit within the Archives Collection are in temporary storage with Surrey History Centre, which is an approved Place of Deposit.
As a borough-wide Service, Kingston Heritage Service works closely with other cultural institutions in the area. These include the Stanley Picker Gallery and Dorich House, both of which form part of Kingston University, The Rose Theatre and All Saints Church. A great deal of work is also done with local charities, community groups, schools, Further Education colleges and other organisations.
4a. Organisation structure
Kingston Heritage Service is a local authority service whose governing body is the Royal Borough of Kingston upon Thames. The Service sits within the Culture team which is part of the Place directorate. The Kingston Plan sets out the long-term vision for the borough in 2020, and together with the medium-term Destination Kingston plan, and the Our Kingston programme, the Service is working to meet the wider council goals and objectives.
Within Destination Kingston, 8 outcomes have been set for the council to guide the authority through the numerous challenges facing local authorities, including reduced budgets and population growth, while maintaining and improving engagement with residents. While the Service contributes in some way to all the objectives set, Outcome 8 ‘a borough with an identity rich in history, heritage, culture and creativity which drives its future’ has been identified as a particular driver for the Service’s Forward Plan and future.
Destination Kingston can be found at https://www.kingston.gov.uk/downloads/download/18/destination_kingston
4b. Public Opening
Kingston Museum’s opening hours are 10am-5pm Tuesday, Friday and Saturday with a late opening (10am-7pm) on Thursday and a lively programme of evening events extending these hours on occasion. The Kingston History Centre is open 10am-5pm Wednesday to Saturday, with a late opening until 7pm on Thursdays.
Both sites have special arrangements in place for school and community groups, talks, workshops and private views for the museum’s temporary exhibition programme.
4c. Staffing
Kingston Heritage Service has the equivalent of 6.7 FTE staff working over two sites. A staff organisational chart is attached in the appendix. This works out to 2.3 FTE based at Kingston Museum, and 2.4 FTE based at the History Centre. There is a 1.0 Learning and Engagement Officer for the whole service, though the post is based at the Museum. The Heritage Team Leader and Borough Archivist is a 1.0 FTE post for the whole service, and is based at Kingston History Centre.
Over both sites we have 23 dedicated regular volunteers who contribute over 3000 volunteer hours per year. In addition to this the Service runs student placement programmes through Kingston University and tailored volunteering programmes for Young People.
The Friends of Kingston Museum and Heritage Service currently has approximately 200 members and is a registered independent charity. The Friends provide financial support as well as acting as advocates for the service.
4d. Audience
As a local authority service, we record statistics for corporate monitoring purposes.
This table records the number of adults and children to visit any of the Service’s sites between April 2012 and March 2016. This includes daily visitors, school and community groups and attendees at events onsite.
Local History Room / Total Year Museum Kingston History Centre Visitors 2012-2013 15273 1457 16733
2013-2014 18680 1730 20183 2014-2015 18550 667* 18782 2015-2016 18456 1098* 19393
*The Local History Room closed to the public in August 2014 and reopened as the Kingston History Centre in October 2015.
This table records the number of adults and children who attended sessions and events run or participated in by the Service in locations other than the Museum or History Centre (formerly the Local History Room). School visits comprise of Early Years, Primary and Secondary schools. Other outreach visits include Further and Higher Education visits, adult groups, community groups, charities and school holiday organisations.
Total Year School Visits Other Outreach Visits Outreach 2012-2013 1151 182 1333 2013-2014 1031 517 1548 2014-2015 252 2813 3065 2015-2016 605 1728 2333
Kingston has a diverse and rapidly growing population. In 2015 it had the third lowest population of the London boroughs, behind the City of London and Kensington and Chelsea. It was also amongst the lesser densely populated boroughs, making it a prime area for development and predicted population growth2. Other key features of the borough’s population include a rapidly ageing population, concentrations of young families and city commuters, and the largest Korean community in Europe.
A 2015 audience survey at Kingston Museum showed that survey participants fell approximately within the following age brackets:
Age Percentage Under 16 5%
2 Data from Land area and population density available at data.london.gov.uk (25/06/2016)
16-24 10% 25-34 15% 35-49 25% 50-59 10% 60 + 35%
Though a comparative survey has not been carried out at the History Centre, the current audience is representative of many archive services, with the majority of researchers being under and post-graduate students, academics, family historians and local retired people.
4e. Access
The Service has a clear Access Policy. Please see the separate Policy.
4f. Finance
The financial position of the Service is in effect guaranteed through local authority funding which has been allocated to it. Therefore, the budget accounts for both: ● expected generated income from the museum shop, school groups and outreach services, and reproduction and research services, and ● revenue funding from the RBK base budget
These figures do not include income and expenditure of externally funded projects.
Actual Financial Year Budget Expenditure
2013-2014 346,583 346,085 2014-2015 373,334 373,811
2015-2016 431,628 418,081 2016-2017 455,900
In 2016-2017, an additional £77,900 was earmarked for specific work streams to help improve the heritage and wider culture offer. This money is being invested in the long term future of the heritage and identity of the borough and the resilience of the service, despite the wider financial restraint across the authority. This additional investment reflects how important RBK considers its heritage. This has not been included in the budget line above for 2016-2017.
The Service seeks external support financially for discrete projects from funders such as the Heritage Lottery Fund, Arts Council England, the Association for Independent Museums, London Museum Development amongst others.
The Friends of Kingston Museum and Heritage Service also provide some limited financial support, in the purchase of small items for the collection and other small projects.
4g. The Collection
The Collections Development Policy outlines an overview of the current collections and should be read in conjunction with the Collections Care and Conservation policy and plan, together with the Documentation Policy, Plan and Collections Documentation Plan
The heritage collections can be broadly divided in 4 sections. These are:
● The museum collection which comprises the internationally significant Muybridge photographic collection, archaeology dating from the Palaeolithic period, items relating to early 20th century arts and crafts, and social history collections. ● The archives collection contains records from and relating to the borough from 1208, including a collection of royal charters and administrative records spanning centuries. The archives also collect records deposited by individuals and local schools, organisations and businesses. ● The local history collection is a mixture of printed and published information sources (such as books, journals, pamphlets, maps, newspapers, street directories etc.), photographs, oral histories and ephemera.
● The art collection contains works in a range of media, though is mostly topographical works relating to the local area. Within this is the Brill collection, which contains over 100 pieces of commissioned work by Kingston University students and staff, designed to capture the changing built landscape of the borough over time.
Approximately 90% of the museum collection is in storage with 10% on permanent display. About 10% of the local history and archives collection is on open access at the History Centre, with other material in storage and accessible upon request.
The Service is always collecting new items which fit within the remit of the Collections Development Policy, have historical significance, particularly items from communities and periods which are not well represented in the existing collection. These areas of particular interest are set out in the Collections Development Plan.
4h. SWOT/PESTLE Analysis
The Heritage Service has undertaken a recent SWOT and PESTLE analysis which has informed the service plans and Our Kingston programme.
SWOT analysis
Strengths Weakness
● New Kingston History Centre ● Staffing levels ● Local Authority service ● Limited opening hours ● RBK investment in identity and ● Base funding heritage ● Split site working ● Significant collections relevant to ● Limited access to collections in local, national and international storage audiences ● Poor online presence and ● Knowledgeable and highly restricted opportunities experienced staff
● Strong community ties ● Over 20 year old permanent ● Diverse and changing exhibition galleries in the museum in need and events programme of re-interpretation and ● Far reaching learning and refreshment outreach programme ● Grade II* listed museum building ● Proven successful partnership in need of repairs and updating working ● Strong volunteer network ● Friends group ● Two front line services and access points for the public ● Cost efficient working making the service good value for money
Opportunities Threats
● Our Kingston projects to build ● Lack of investment in the resilience Museum options and storage ● Museum options appraisal and options review of external funding ● Storage to comply with statutory opportunities requirements under the Public ● Storage options being reviewed Records Act ● Culture wide partnership working ● Further local authority funding and delivery model analysis cuts ● Change in council leadership
PESTLE analysis
Political Economic ● Change in council leadership ● Economic instability ● Local, legislative and funding ● Central government budget impact relating to EU exit policy to local authorities ● Availability of external funding sources
Social Technological ● Growth and diversification of ● Relationship with ICT and our population role within system ● Ageing population transformation projects ● Health and wellbeing agenda ● Relationship with ● Community relations and Communications and online support provision
Legal Environmental ● Legislative impact of EU exit ● Rapidly changing built landscape in Kingston
5. Key Aims
In the next four years, the key aims of the Service are:
1. Provide physical spaces deserving of the rich and significant collections they hold and exhibit, creating environments which are dynamic and welcoming to all and provide no barrier to access and engagement
2. To improve the storage, care, management of, and access to the collections in ways which preserve them for future generations but allow current generations to enjoy and use them. 3. To be a Service which is meaningful and representative of all communities within the borough, engaging residents to co-create and co-deliver activity. 4. Develop new ways of engaging people with the Service and collections, whether it is through digital streams, partnership working, commercial enterprises etc. to engage more broadly and reach new audiences 5. Become a more resilient and integrated service with direction, purpose and an entrepreneurial approach, both within the local authority and the wider borough, which has a greater positive cultural impact.
One of the key political drivers for the Heritage Service is to capitalise on the boroughs status as a priority borough with HLF. There is a three- phase approach to improving the Heritage Service, which has Lead Member support:
Phase One ● To focus on the option for a new build museum in the grounds of All Saints church which will house the Saxons and Kings collection. This will require a HLF bid for capital.
Phase Two
● In the coming months and years there will be significant investment in the redevelopment of Kingston Town, as outlined in ‘Kingston Futures’. Some of this investment will redevelop the river frontage with projects such as Go Cycle and the Queen’s barge, the Gloriana being moored in Kingston. ● This provides an exciting opportunity to work with planners and develop heritage trails, physical trails for visitors to follow with digital elements, around themes such as the Royal Borough River and Trade, Innovation and Creativity
Phase Three
● During this phase it is proposed to retain the museum in the existing building whilst developing the heritage offer throughout the borough as described. The collection at the museum will focus on: ❏ Eadweard Muybridge ❏ the history of cycling in Kingston to link into Go Cycle
❏ the artistic links to the borough through artists such as Denise Wren and Reginald Brill
6. Review
The objectives developed in the last Forward Plan (2013-2016) have been reviewed as so:
Objective Review
1. Team working –developing The team remains across two sites. Improvements tools and procedures to made in communication methods and approaching improve team service development as one team to overcome communication and define physical split of the team. a shared narrative for the service Reporting up through RBK has increased in scope, and so additional reporting has not been adopted.
Suggestions to the Friends of Kingston Museum and Heritage Service were developed and provided. To date, and none have yet been implemented by the Friends.
2. Improve the visitor A new portable banner for the Museum is being experience at the Museum procured to advertise from the front of the building. entrance Audio guides have been added to the front desk and children’s backpacks to offer visitors more options on arrival.
3. Make Kingston Museum Large print guides created and audio tours developed more accessible to visitors for the Museum.
Outreach sessions with Kingston Association for the Blind have been held to develop museum tours for the visually impaired. Work also done to hold Dementia Cafes at the Museum.
Increased community work with the exhibition from a local Asian community group. This included a series of outreach sessions and a tour of the museum for groups of Asian elders.
New Kingston History Centre fully accessible.
4. Improve environmental Recycling at Kingston History Centre introduced sustainability Museum Art Gallery lights changed to make them more adjustable, more environmentally friendly and improve conditions in the gallery for collections.
5. Improve collections Calm procured as a new collections management management system with a public web interface. Implementation almost complete.
Reviews and audits of collections underway with the movement of the collection to interim commercial storage, including the re-packing of collections where necessary and documentation overview.
Work is underway to find a new suitable long-term
storage solution for the collection.
6. Increase income to All fees and charges for the Service have been Kingston Heritage Service reviewed and increased or changed where necessary.
Online income opportunities and collection based opportunities have been held back with wider council policy and procedure. However, opportunities to make the Service more commercial are being explored within the Our Kingston programme.
7. Improve our Marketing Kingston Museum now a core partner of ‘Excellence Policy to reach new West London’ project which is funded by the ACE audiences Resilience Fund. The project will develop joint marketing and audience development plan.
A new e-newsletter to run alongside the printed newsletter is reaching new audiences and building momentum.
Audience surveys being undertaken more regularly to keep data as current as possible.
Major marketing project undertaken with the Communications team around the launch of the Kingston History Centre gave the service a surge of new visitors upon re-opening.
8. Increase Website/ Social The service has seen a steady growth of online Media usage engagement, which in 2016 reached levels of 900 Facebook and 1300 Twitter followers.
9. Redisplay and re-interpret As the HLF project was unsuccessful there has been permanent galleries no major change to the permanent galleries. Small additions such as a new panel on cycling history has been added.
The introduction of the audio tours has added a new option for engagement with the permanent displays.
With the opening of Kinston History Centre, a case and display area has provided a new location to exhibit items from the collections.
10. Increase visitor consultation Regular visitor surveys introduced.
11. Raise the standard of A deep cleaning of 16 out of 24 museum cases in the collection care permanent galleries was undertaken in 2014 by a professional conservator. Further cleaning was carried out in May 2016 by the curators and volunteers.
Conservation work of over 20 items was undertaken as part of the HLF funded exhibition, ‘Kingston School of Art 140 years’ in 2015 , and other individual items which have gone out on loan.
Capital Grant Scheme fund was awarded from London Museum Development and ACE to improve
the lighting conditions in the Art Gallery at the Museum in order to better meet the Government Indemnity Scheme.
Two rounds of Collections Care funding were awarded from London Museum Development and ACE; one to repackage the Muybridge glass discs collection to enable better storage conditions and access, and one to purchase a hand-held environmental monitoring device.
12. Improve personal All external training budgets for staff were centralised development of workforce and so opportunity to increase personal quotas no (staff & volunteers) longer applicable. Training is authorised by HR on a needs basis and so there is no longer the same financial restraint when obtaining required training.
Staff receive regular in-house training on new areas, for example 2016 included training in dementia awareness, safeguarding, WRAP training, and regular business training opportunities offered by RBK.
Volunteers are offered a range of in-house and free external training opportunities. Where possible, staff will train volunteers on collections care and research. Volunteers have also received training relevant to their tasks, such as CALM database training.
7. Action Plan
Kingston Heritage Service is already set up and operating with the key aims guiding it, and with all projects designed to be fitting with RBK’s wider Our Kingston programme objectives. The purpose of the Action Plan is to set objectives and define how to further develop and improve the service provided, in order to ensure the long term achievement of these aims.
The Actions are given priority categories and target completion dates where appropriate.
Key of People Responsible
Initial Position Person AA Assistant Archivist Helen Swainger CSOH Customer Services Officer: Heritage Alex Beard EO Exhibitions Officer Tove Bellingham HLMA Head of Libraries, Museums and Archives Joanne Moulton HTL Heritage Team Leader and Borough Archivist Gillian Butler LEO Learning and Engagement Officer Antoniettachiara Russo LHO Local History Officer Amy Graham SHA Saturday Heritage Assistant Amanda House, Eleanor Casson, Clair Martin SPC Senior Professional: Curator Charlotte Samuels, Seoyoung Kim VSO Visitor Services Officer Sandra Murphy
Success Objective Action Detail Responsible Resource Priority criteria and target date
Work with Asset a) Review and Management to explore options undertake an Approval of to store the options appraisal HTL Capital High project by April heritage and submit a 2017 collections back business case for in the borough funding
b) Improve the Develop structured Procedures extent and cataloguing and Collections Team High established by quality of data data review Managers July 2017 on Calm procedures
1. Collections Management
c) Launch Online by Calmview for Soft launch HTL Project Medium January 2017 public use
d) Plan and begin Prioritise Plan a new conservation needs Collections implemented and conservation and source funding Team Medium Managers underway by July review for all for work to be 2018 collections undertaken
Work across the community to
source donations to e) Represent all Growth and the collections. communities diversification of Project example: All staff Team Medium through our collection. Telling the modern collections Ongoing. history of RBK in 50
objects, stories, pictures etc.
f) Digital Work with ICT to Policy and collections write digital Collections Procedures Team Medium policy and collections policies Managers written by April procedures and procedures 2017
Work with Commercial
Commissioning to agreement in g) Commercial find a suitable third place and some resale of HTL and LHO Project Medium party to manage the images available photographs commercial resale for resale by April
of images 2018
i) Complete options i) Initial funding appraisal and bid submitted in develop a first 2017 application round bid for round funding to consider a) Review the
Museum offer ii) Pilot small scale and develop a ideas on 2. Improve the plan to attract Capital, ii - iii) Defined re-interpretation Museum external funding Project projects around and improved HLMA and all visitor to enable it and High the history wall interactives staff experience Team and case
iii) Review ideas on displays. improving Ongoing accessibility and improved visitor facilities iv) Evaluation framework iv) Improve established by evaluation April 2017 techniques for collection and review
i) To have online exhibitions and access the Stage 1 with collections virtually review and
project remit to ii) To create an be defined and interactive approved experience for HTL and all Project through Our visitors to High staff and Team Kingston contribute their 3.Develop digital programme in stories, images etc. access 2016. Future
strands and iii) To develop trails a) Heritage Service development online offer and other ongoing. interactive experiences on digital platforms, linking into the
Heritage Spatial Strategy.
iv) To develop an online retail offer around in-house provision and third part retailers
v) To include online services related to bookings and other customer based transactions
Project example: a) With Working with those Commissionin living with dementia g review Meetings with and their careers, cross-service Commissioning creating ‘Memory HTL, LEO and Project delivery Medium and plan Boxes’ with the all staff and Team opportunities developed by potential to link into e.g. social April 2018 the Community 4. Explore ways services, adult Library Service. in which to education etc.
extend the outreach programme to priority
community groups Project example: b) Identify charity Working with the and Drug and Alcohol Plan for 2018 community Strategy Manager programme groups where to develop sessions HTL, LEO and Team Medium agreed by skills across Libraries all staff August 2017, development and Heritage for and then ongoing can be people to build their implemented skills and confidence
Develop a
cross-service c) Libraries and Planning in volunteering Heritage HLMA, VSO 2017-2018 and programme with Team Medium volunteering and LHO then onward the Culture wide programme delivery Volunteer
Co-ordinator
Establish a forward d) Develop a programme of Programme for displays, events start of 2018 public CSOH, LHO, and outreach Team Medium established by programme for AA and SHA the Kingston offers, working in November 2017 History Centre partnership across and then ongoing the borough
Identify groups within the e) Create community who do Plan for 2018 targeted not use the Service programme LEO, LHO, outreach to and target with Team Medium agreed by SPC and AA engage new tailored outreach August 2017, service users events to and then ongoing encourage engagement
i -ii) To be i) Have the confirmed with Heydinger development of exhibition available storage action 1. for hire a) f) Develop touring ii) Explore potential iii) Review in line exhibitions for a Muybridge EO and SPC Team Medium with upcoming programme touring exhibition exhibition programme and iii) Develop small create a 2 year scale touring plan as part of exhibitions which Exhibitions can be sent out to planning from borough locations 2017
Explore ways in Series of which to use the in-house events g) Animation of Muybridge and partnerships SPC, LEO, Muybridge collection with a Team Medium with other EO collection range of audiences relevant and on different organisations. platforms Ongoing.
Work with Orleans House Gallery, h) Explore and Strengthen Dorich House and test new ideas audience profile the West London around SPC, EO, Project and awareness Museum Group to Medium audience VSO and Team of Museum. pilot new ways of development Project ends working with the and marketing March 2018. ACE funding granted
a) Develop operational understanding First visits set up of the wider Set up a series of HLMA and by April 2017 library and cross-site visits for Team Medium HTL and then heritage staff 5. Develop and ongoing. internal and service within external the Heritage single team narrative
b) Work with the library service Identify areas for Planning in to develop a joint projects and HLMA and 2017-2018 and Team Medium better shared working e.g. HTL then onward integration of learning provision delivery services
8. Resources – Spending Plan
Due to the nature of local authority funded services, the Heritage Service cannot produce a financial spending forecast past its current financial year. In 2016 an Outcome Based Budgeting review of all council services was undertaken and it was concluded that for the current financial year the budget would remain consistent with the previous year. Additional investment has been given for discrete projects, to improve the long term resilience of the service, which reflects the investments the borough is making in its heritage. In late 2016 a second round of Outcome Based Budgeting will commence for the next Financial Year.
9. Environmental sustainability
Kingston Heritage Service is committed to environmental sustainability and aims to be inclusive and provide a community resource for all people; promote ideas and aims of sustainability through education, activities, trails, outreach and our exhibition programme; be mindful of the depletion of natural resources, reducing wastage in our practice and sourcing of goods and supplies from ‘green’ sources and share our practice with volunteers and work experience students readying them for work in the heritage and arts sector. These aims are outlined in our environmental sustainability policy statement.
10. Monitoring and Review
Progress toward the actions identified in this plan will be monitored on an ongoing basis with an update report being prepared for the Head of Libraries, Museums and Archives to feed up to the Director of Place. Milestones will be set for each of the objectives to assist with progress monitoring. A full review of the plan will be undertaken in January 2020 and action taken accordingly. Implementation of this plan will be the responsibility of the Heritage Team Leader and Borough Archivist, Gillian Butler, overseen and approved by the Head of Libraries, Museums and Archives, Joanne Moulton.
11. Appendices
A. Place Structure Chart B. Library & Heritage Service Structure Chart C. Heritage Structure Chart Appendix A
Appendix B
Appendix C