Wirral Museums Service & Heritage Trail
Business Plan December 2001
Education & Cultural Services Department CONTENTS Page
1.0 Mission statement …………………………………………………. 2 2.0 Corporate Objectives of the Council and Strategic Aims for the Birkenhead Heritage Trail ……………………………………….. 3 3.0 Brief History of the Heritage Trail………………………………. . 4 4.0 Description of Venues and Attractions………………………….. 5 5.0 The Collections …………………………………………..………… 9 6.0 SWOT Analysis ……………………………………………………. 10 7.0 Critical Success Factors ………………………………………….. 11 8.0 Development of Venues and Collections ………………………. 14 9.0 Current Objectives ………………………………………………... 15 10.0 Site specific Development Proposals ………………………….. 20 11.0 Financial Overview ………………………………………………. 29 12.0 Opening Hours …………………………………………………… 37
Appendix 1 Situation Review 39
Appendix 2 Staffing Structure 40
Appendix 3 Collection Management Policy - Williamson Art Gallery and Museum Service 41
Appendix 4 Collections Policy and Development Plan Birkenhead Heritage Transport Centre - Taylor Street 54
Appendix 5 Marketing Strategy 62
Appendix 6 Museum Registration Process Additional Operational Information 70
1 MISSION STATEMENT
To make the exploration of Wirral’s Life and History an interesting and entertaining experience, accessible to all sections of society.
f:\select\08_01_02\cullei020108rep6a.doc 2 2.0 CORPORATE OBJECTIVES OF THE COUNCIL AND STRATEGIC AIMS FOR THE BIRKENHEAD HERITAGE TRAIL
2.1 The Metropolitan Borough of Wirral has identified the following corporate objectives:
q Protecting and improving the environment. q Encouraging employment and business opportunities. q Supporting lifelong learning and cultural opportunities. q Helping improve the overall health of Wirral people. q Helping to make Wirral a safer place to live and work. q Ensuring that everyone has decent housing. q Helping support and protect vulnerable people. q Ensuring an efficient and accessible transport system. q Ensuring the delivery of effective and efficient services.
The Heritage Trail contributes directly or indirectly to all of the above and will continue to do so. The strategic aims have been developed to ensure the on- going contribution to the achievement of the corporate objectives.
2.2 STRATEGIC AIMS
q To collect items of local, regional, national and international importance to reflect Wirral’s life and history, and to place that in a meaningful context.
q To ensure that the museum service delivers Best Value.
q To encourage and enable access to museums and archives collections by all sections of society.
q To collect, preserve and provide access to the documentary heritage of Wirral.
q To ensure the on-going development of the learning opportunities within the Heritage Trail.
q To continue to develop the sites and venues of the Heritage Trail through an on-going capital investment programme and to secure external investment.
q To attract visitors and tourists to the Borough through the promotion of the Museum Service, particularly the Heritage Trail.
f:\select\08_01_02\cullei020108rep6a.doc 3 3.0 BRIEF HISTORY
3.1 The Heritage Trail is currently operated by the Museums Service, part of the Education and Cultural Services Department of the Metropolitan Borough of Wirral. For many years the Museums Service operated only two venues: Birkenhead Priory and the Williamson Art Gallery and Museum.
3.2 An analysis of the service provision in 1979 led to the creation of a professionally based staff structure and radical improvements to collection records, storage and conservation. During the 1980s there was major capital investment in both Birkenhead Priory and the Williamson Art Gallery and Museum.
3.3 In 1987 the Council saw the potential of developing more visitor attractions based on the heritage theme around the Woodside area of Birkenhead. One idea which was pursued concerned turning Birkenhead Town Hall into Wirral Museum.
3.4 The building had ceased to be used as a Town Hall in 1974 following the formation of Wirral Metropolitan Borough Council. As the new Council decided to use the larger Wallasey Town Hall as its administrative base, This left Birkenhead Town Hall in its prestigious Hamilton Square setting, looking for a new use. After some 13 years as Council offices, it became largely vacant in 1987, and the idea to convert it into Wirral Museum was born.
3.5 In 1988, the former Merseyside Development Corporation’s boundary was enlarged to encompass the Hamilton Square/Woodside area of Birkenhead (now referred to as the Hamilton Quarter). As a result, funds became available to develop leisure attractions, as part of the regeneration of this historic and locationally significant area on the ‘left bank’ of the River Mersey.
3.6 This marked the beginning of the development of the Birkenhead Heritage Trail. Funds were put into:
o developing the Birkenhead Tramway, o converting the old Pacific Road Transit Sheds into a museum, o assisting the conversion of part of the Woodside Ferry building into a café and Tourist Information Centre, o converting the old Shore Road Pumping Station and its ‘Giant Grasshopper’ pumping engine into a visitor attraction, o further restoration work at the Priory and St Mary’s Church tower, o developing the visitor potential of Egerton Bridge, and o a number of other ventures aimed at stimulating the tourist potential of the Woodside/Hamilton Square area.
3.7 Continuing, and where possible completing, the development of these sites has fallen to the Hamilton Quarter partnership. In the seven years of its existence from 1995 to 2002, considerable progress has been made and there now exists the fascinating and unique collection of heritage venues and attractions that constitute the Birkenhead Heritage Trail.
f:\select\08_01_02\cullei020108rep6a.doc 4 4.0 DESCRIPTION OF VENUES AND ATTRACTIONS
4.1 Williamson Art Gallery and Museum The purpose built gallery was opened in 1928 to house the collections of the former Birkenhead Borough Council, which have been enlarged with the creation of Wirral Council in 1974. The Gallery has standing collections and a changing exhibition programme. The rooms are available for hire for meetings and performances. The Gallery is registered under the Museums and Galleries registration scheme. The Gallery has an active ‘Friends’ society, which also has interests in the whole Museums Service.
4.2 Wirral Museum
Housed in Birkenhead Town Hall, which was decommissioned as a Town Hall in 1974, Wirral Museum provides a focus for the Borough’s local history. The museum also houses The Wirral Archive Service and a public access archive search room.
The museum has conference room and theatre spaces that are available for hire. The theatre is also finally equipped for the showing of films and video images.
4.3 Wirral Archives Service The service collects and provides access to all types of archives relating to the Borough, with documents dating from 1474 to the present day. Wirral Archives Service also holds the Cammell Laird archive. The documents are used by the public to research subjects including family and local history, by schoolchildren and students completing projects and by researchers from across the world.
f:\select\08_01_02\cullei020108rep6a.doc 5 4.4 Birkenhead Priory
Birkenhead Priory includes the oldest standing building on Merseyside dating from 1150. There are a number of attractions on the site including the Cloister, the Chapter House, the Undercroft and the Refectory and the Tower. There are exhibitions relating to the history of the site and its surroundings and to the history of the Priory. From the top of the Tower there are panoramic views of Liverpool and the river. The Refectory can be hired for functions and events. The Priory Parish uses the Chapter House as a chapel and the Scriptorium is dedicated to HMS Conway as a chapel.
4.5 Pacific Road Arts and Exhibition Centre A multipurpose venue presenting a diverse programme of shows and events together with an exhibition centre that operates as a museum site throughout the year. The acquisition and development of the venue was funded by the Hamilton Quarter Project. The centre also has the potential to be the ‘home’ of a small number of creative industries. The site provides an ideal opportunity to display large objects, particularly selections from the historic bus and tram collection. There is also the capability of using both elements to accommodate events such as bridal fairs or conferences.
The performance area has proved to be extremely popular with the public which has resulted in a major change in policy and a greater emphasis on the Performing Arts, particularly in unit 2 of the Centre. Plans for the future reflect the success of the new strategy with programmes of events arranged for the coming year. There is also a tram stop at this site.
f:\select\08_01_02\cullei020108rep6a.doc 6 4.6 Taylor Street Tram and Bus Depot A working depot housing the trams, historic bus collection and working bus fleet purchased and converted by the Hamilton Quarter. Hamilton Quarter also funded the acquisition of the 'Routemaster' bus used extensively for bringing school children to museum sites. As part of the Taylor Street development Hamilton Quarter has also purchased bus 105 and has part ownership of an open top bus. Funding has also been made available for the restoration of a number of other heritage buses and two trams "Birkenhead 20" and Liverpool 762". There is limited public access as there is often restoration and maintenance work being carried out. The site is currently the ‘home’ of the Merseyside Tramway Preservation Society (formally constituted) and The 201 Bus Group; volunteer organisations committed to the restorations of historic trams and buses respectively. The site would benefit from additional capital investment to improve its capability of becoming a key visitor attraction on the Heritage Trail.
4.7 Shore Road Pumping Station Built in the 1870s the Pumping Station houses The Grasshopper Engine, which originally pumped the river water from the railway tunnels under the Mersey. The Grasshopper Engine has been restored and its action is demonstrated, although the tunnels are now kept water-free with electric turbines. There is an audio-visual display describing the history of the tunnels and railway. Visitors descend a staircase that winds around the pump so that they can view it working. They exit the site via an Edwardian street scene. The building has a joint use between Merseyrail and the Museums Service.
f:\select\08_01_02\cullei020108rep6a.doc 7 4.8 Egerton Bridge A working bascule bridge housing an audio-visual display showing a conversation between the ghosts of John Laird and a Victorian labourer worker discussing the development of Birkenhead. The trams stop at Egerton Bridge.
4.9 Tramway
The tramway runs from Taylor Street Depot to Woodside Ferry Terminal via Egerton Bridge and Pacific Road Arts and Exhibition Centre and Shore Road. The last two phases were funded by the Hamilton Quarter. It is operated as a leisure attraction rather than a people carrier. There are plans to extend the line to Conway Park, taking it into the heart of Birkenhead. The tramway currently operates with two Hong Kong trams but also runs restored historic trams on the line.
Williamson Art Gallery and Museum and Birkenhead Priory are both registered with the Museums and Galleries Commission
f:\select\08_01_02\cullei020108rep6a.doc 8 5.0 THE COLLECTIONS
5.1 Three of the venues on the Heritage Trail contain historically and educationally significant collections. These are at the Williamson Art Gallery, Wirral Museum, and the Taylor Street Transport Heritage Centre. Wirral Museum also contains the Wirral Archive Collection with the less called for parts of the collection held in the Archives Store in Wallasey.
5.2 Until recently, the Williamson Art Gallery was the Council’s only suitable location for the storage and display of the collections. However, as the development of Wirral Museum has progressed, and new facilities for the restoration and display of large objects has become available at Pacific Road and Taylor Street, there are now more opportunities to display, for the public’s enjoyment and education, a wider selection of the unique and fascinating collection in the custodianship of the Council.
5.3 The Williamson Art Gallery collection largely comprises;
o Fine and decorative art, particularly 18th and 19th century watercolour paintings and drawings; o Ceramics – most noteworthy is the Della Robbia pottery collection which was made in Birkenhead; o Maritime models, particularly the Mersey ferries, and vessels linked with the Cammell Laird shipyard; o Social history artefacts – particularly useful as educational tools.
It also has some transport artefacts, most notably the Baxter collection of motor cycles, together with some military, archaeological and geological items.
5.4 Wirral Museum is being developed as the main centre for displaying and interpreting Wirral’s social history. This includes:
o the Council’s civic silverware collection, o a display relating to the history of Cammell Laird’s shipyard, and o a remarkably accurate scale model of the Woodside area as it was on the day in July 1934, when the first Mersey Road Tunnel was opened by the King. o a changing programme of special interest and topical displays.
It is also the new location for Wirral’s archives. The largest collection is the Cammell Laird archive; the next largest being the records that Wirral Council inherited from its predecessor Councils.
5.5 The Taylor Street building, provided by the Hamilton Quarter ostensibly to act as the new depot for the operational heritage tramway, which has also developed into a transport museum which traces the development of public road transport in Wirral, from the first tramway in 1860, to bus deregulation in 1986. Particularly significant are the historic trams from the former Birkenhead, Wallasey, and Liverpool tramways, beautifully restored by the Merseyside Tramway Preservation Society. Of increasing interest is the historic bus collection covering the period from 1943 to the late1970s, some of which are still undergoing restoration and have a particularly useful educational role. f:\select\08_01_02\cullei020108rep6a.doc 9 6.0 SWOT ANALYSIS
6.1 Strengths
o ‘Critical mass’ of different visitor attractions o Highly accessible by public transport o Unique heritage tramway linking five of the nine venues o Opportunities for income generation from hiring performance venues o Opportunities for income generation from hiring historic buses and trams o Most attractions in close proximity to each other o Provides an educational service
6.2 Weaknesses o Too low a profile in the Merseyside tourism scene o Insufficient revenue support to run the venues and museums to their capacity o Not yet effectively marketed to raise its profile o Two of the attractions are some distance from the rest o Need for an effective policy or development plan for Taylor Street collection o Seasonal opening hours may deter visitors o Limited parking space around the attractions o Visitor facilities and merchandise need expanding
6.3 Opportunities o More effective marketing, linking with other Merseyside attractions o Block ticketing o Improved facilities for visitors to increase visitor satisfaction o Extension of the tramway to link with the town centre, main railway, and bus stations. o Further development of the Taylor Street building as a visitor centre. o More effective use of the historic buses to provide better links and higher profiles. o Regular events programme at Heritage Trail venues o Maximising income generation to provide revenue for staffing and the events programme.
6.4 Threats o Insufficient revenue made available to run the Heritage Trail effectively o Funding not made available to complete venues o Funding not made available to extend tramway o Funding not made available to maintain the heritage bus collection o Insufficient funding to produce an effective marketing strategy o Volunteer groups remove their vehicles from the collection o Reduced opening times through lack of staff. o Poor linkage with other Mersey waterfront attractions o Events programme wind down through lack of staff and income
f:\select\08_01_02\cullei020108rep6a.doc 10 7.0 CRITICAL SUCCESS FACTORS
7.1 Since the Heritage Trail was first conceived in the late 1980s, much has changed. People expect much more stimulation and variety from their leisure trips, and more imaginative ways of encouraging their involvement and interaction through new computer technology and virtual reality programmes. In addition, new opportunities have needed to be grasped in order to diversify the Heritage Trail ‘product’ and provide greater opportunity for income generation to maintain and develop its component attractions.
7.2 A prime example is Pacific Road Arts and Exhibition Centre which was originally conceived primarily as a museum venue, with a hall space that could be hired out for community uses such as performances. However, In order to fill a void in Wirral’s venue range, and to provide greater opportunities for income generation, it is now primarily a programmed performance venue, available for hire for conferences, craft fairs and other appropriate uses.
7.3 Similarly, the Taylor Street building is being used as a centre for the restoration and display of historic buses and trams, in addition to its prime function as an operational tram depot. The unexpectedly high level of public interest in the historic bus and tram collection has shown that the building could be developed as a unique visitor attraction of the Heritage Trail. The opportunity has already been taken to hire out the historic buses, to generate income, which is being recycled to help fund the maintenance of the buses.
7.4 Consolidation The Heritage Trail has seen a tremendous amount of investment in development in recent years, particularly through the Hamilton Quarter, and the new directions that the Heritage Trail attractions are following offer tremendous opportunities. But two of the venues that make up the Heritage Trail, the Pacific Road Arts and Exhibition Centre and Wirral Museum have only been fully opened to the public in the last year, and public access to the Taylor Street Bus and Tram depot is only possible on guided tours.
Each of these venues will take time to fully integrate into the Museums Service that currently operates them; especially in respect of the revenue needed to cover running costs and the maintenance of adequate staffing levels.
A period of about 2 years should now be set aside to plan future developments, which could be implemented over the following five years, to put the Trail on a sustainable footing, and to enable it to achieve its full potential as a major Merseyside visitor experience.
However, now that additional space is available in Wirral Museum, part of the consolidation process will be to ensure that more of the unique collections and archive documents that have been stored away, estimated as being worth around £25 million, are made available for the public to enjoy and access. Particular focus is needed on preparing the artefacts and investing in their conservation for future generations to enjoy.
7.5 Marketing and Promotion f:\select\08_01_02\cullei020108rep6a.doc 11 Attracting more visitors is an important output for all funding organisations. Raising awareness of the Heritage Trail is crucial to achieving this objective, and thereby generating the income needed to run the attractions effectively. In the last twelve months there has been a more co-ordinated and structured approach to the promotion of the Heritage Trail, the result of the appointment of a Marketing Officer for Libraries, Archives, Museums and Arts. Work undertaken so far needs monitoring to measure effectiveness. A strategy has been developed and can be found in Appendix Three.
Although visitor numbers are increasing, especially to Pacific Road and the Tramway, it is important to identify what might be deterring people from visiting the attractions. Inconsistent opening hours, which has developed haphazardly over the years as new venues and attractions have opened, have been identified as a problem, as it makes it more difficult to provide easily understandable information to potential visitors to help them plan their visits. The ultimate aim should be to standardise opening hours, but in the short term, this might be difficult to achieve with current limitations on staffing levels.
However, to enable people to plan their visits more easily, the immediate challenge is to improve the marketing, and promotion of what is now available, to ensure that visitor information on the Heritage Trail and its opening hours is widely publicised, not only through leafleting and advertising, but through the Tourist Information Centres, Council One-Stop Shops and other places where people are likely to see it.
7.6 Generating income It is essential to explore every opportunity to increase income, which can be ring fenced to continue to ensure that the Heritage Trail venues are effectively staffed, maintained, and operated to maximise visitor involvement and interest.
This will extend to covering the costs of conserving the fine art and other collections, operating and maintaining the tramway, its trams, and the operational historic buses. Increasing non-museum usage of venues will generate income, as will increased educational visits, more effective merchandising and marketing, and using the historic buses more creatively to bring in visitors.
7.7 The need to consolidate In 1999 a policy option was agreed by Wirral MBC to provide an additional £240,000 revenue funding for the Museums Service. This reflected the changed circumstances and expanded service being offered. Since that time the Service has expanded further and there have been significant shifts in the balance of provision. For example Pacific Road Arts and Exhibition Centre was originally conceived as a museum venue first and foremost with a hall space that could be hired out for community uses, including performances. It is now primarily a programmed performance venue and to maximise the income generating activities of the venue it is also available as a conference venue. In addition there are already bookings for wedding and craft fairs.
f:\select\08_01_02\cullei020108rep6a.doc 12 The Archives Service has been moved from Libraries to the Museums Service. There is now a public access search room in the Wirral Museum, which is open two and a half days a week. If it is to be open during all the hours that Wirral Museum operates, in which it is located, additional staff will be required.
The opening of Wirral Museum and the completion of Pacific Road Arts and Exhibition Centre, plus the acquisition of Taylor Street has meant a considerable investment of staff time. This has meant that other developmental aspects of the Heritage Trail have not proceeded as quickly as envisaged. Therefore, the next twelve to twenty four months needs to be spent consolidating the Heritage Trail, allowing staff to work and make the most of their strengths and make most effective use of their skills.
The consolidation process should position The Heritage Trail so that it is capable of attracting additional external investments via Objective 1 programmes and other appropriate funding regimes. The Heritage Trail will also be capable of generating a significant increase in income from hires, sales of merchandise, ticketed events and so on.
7.8 Collections management policy and exhibition development
The revised Collections Management Policy meets current museums registration requirements. Policies are currently being developed to co-ordinate exhibition and education programmes and facilities across the Museum Service, which will be completed by March 2002.
7.9 Increasing access Although there were strong links with the Education Division, since before the recent merger, it could be argued that the Heritage Trail should be more child- friendly. Equally, it does not meet certain needs of the older sections of the community and there are also issues around the accessibility of the sites for those with both physical and mental disabilities. All of these issues need addressing in line with the existing Government agendas on social inclusion and lifelong learning and the Disability Discrimination Act.
In addition the opportunities presented by new technology within sites and via internet connections and websites need to be explored.
7.10 Best Value Each Local Authority is required to undertake a fundamental service review of all its provision. The Museums Service will be reviewed in 2003/2004. There is a range of Performance Indicators, both nationally and locally determined, against which the Service will be measured. This process has already started in preparation for the Service Review. Compared to other Museums Services in the North West Wirral ranks in the first quartile for the number of sites, the second quartile for number of visits and the third quartile for expenditure.
The process of consolidation followed by recent development should change those positions.
f:\select\08_01_02\cullei020108rep6a.doc 13 8.0 DEVELOPMENT OF VENUES AND COLLECTIONS
8.1 Section 9 provides a list of current objectives based upon the strategic aims of the service. Section 10 provides detailed schedules of the development work needed to maximise the potential of the attractions on the Heritage Trail. Appendix 3 provides details of the collections policies relating to the Museums Service with particular emphasis on Williamson Art Gallery and the Wirral Museum. A robust collections policy has been developed for the newly established Heritage Transport Centre at Taylor Street which is on the Asset Register of the Hamilton Quarter, along with some of the vehicles within the collection. This will tie in with the development work outlined in the Schedules.
f:\select\08_01_02\cullei020108rep6a.doc 14 9.0 CURRENT OBJECTIVES Based Upon Strategic Aims
Aim 1 : To collect items of local, regional, national and international importance to reflect Wirral’s life and history, and to place that in a meaningful context. Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Maximise use of Researching, changing Within existing budgets Curator On-going Increased existing collections and conserving museum and sponsorship Senior Keeper visitor exhibitions satisfaction 2 Reduction in the Staff prioritisation Limited existing budgets Curator April 2003 backlog of collection Senior Keeper documentation 3 Increase volume of Collection surveys to Possible grants from Curator On-going conservation work enable prioritisation and NWMS Senior Keeper undertaken one-off projects
Aim 2: To ensure that the Museum Service delivers Best Value Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Increase room hire Development & Within existing budgets Marketing Officer April 2002 Visits to distribution of Possible Hamilton museums promotional material Quarter funding increase 2 Maximise hire income Review of hires policy & Within existing budgets Management team April 2002 Increased pricing income 3 Increase income from Review merchandising, Within existing budgets Management team April 2002 Increased other sources ticketed events and bar income operations 4 Assess expenditure All budget leads to be Within existing budgets. Curator Sept. 2002 Re- levels across all services investigated. Senior Keeper alignment areas. of budget.
f:\select\08_01_02\cullei020108rep6a.doc 15 Aim 3: To encourage and enable access to museums and archives collections by all sections of society Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Allow virtual access Website Development Website development Marketing Officer September Visits to budget 2002 museums increase 2 Improve Customer i. Develop activities and Within existing budgets Curator On-going Visits to Care standards alternative Friends Education Officer museums interpretation materials Grant-giving bodies Archivist increase to meet the needs of all Marketing Officer Marketing Officer sections of the Principal Museums community Officer 2002/03
ii.To apply for "Charter Existing resources. Departmental Customer 2002/03 Mark" and to work Care Team towards IIP 3 Digitise collection Source funding to buy Friends Senior Keeper 2006 Visits to equipment Grant-giving bodies Technician museums Staff prioritisation increase More income 4 Ensure that museum Produce an Access Plan. PPM Principal Museums Dec. 2002 Increase in sites are accessible to Special Capital Monies Officer. Museum all visitors. for disabled access. visits
f:\select\08_01_02\cullei020108rep6a.doc 16 Aim 4: To collect, preserve and provide access to the documentary heritage of Wirral. Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Achieve recognition as Improve the Archive Planned Maintenance Archivist December a place of deposit by storage areas to BS5454 and Capital Programme 2002 the Public Records budgets Office
2 Reduce backlog of un- Staff prioritisation Existing budgets Archivist On-going More catalogued and under- Achievement of PRO Possible grants for RAC documents catalogued archive recognition to enable and HLF available material grants for issue More visitors 3 Complete Calm 2000 A2A project Existing budgets Archivist On-going More database One-off project funding Existing project funding documents Possible grants available for issue More visitors
f:\select\08_01_02\cullei020108rep6a.doc 17 Aim 5: To ensure the on-going development of the education service within the Heritage Trail. Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Strengthen & expand Explore the Within existing budgets Management team On-going links with schools opportunities for teacher Curator secondments Chair Ed/Muse Group 2 Offer more lifelong Explore opportunities for Within existing budgets. Management team On-going learning opportunities links with FE, HE & Education Officer Continuing Education establishments.
Organise regular NOF Chair/Ed Muse Group April 2002 Number of activities outside school March attendees hours. 2007 Aim 6: To continue to develop the sites and venues of the Heritage Trail through an on-going capital investment programme. Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Maximise investment Submission of well Funding subject to Management team On-going from Wirral MBC’s planned & accurately policy options. Capital Programming costed capital projects in line with Wirral MBC’s corporate objectives and the Museum Business Plan. 2 Maximise investment Identify capital Within existing budgets Management team On-going from external funding developments that meet Grant giving bodies sources the needs of the European Funding Museum Service and external funders & submit well researched bids
f:\select\08_01_02\cullei020108rep6a.doc 18 Aim 7: To attract visitors and tourists to the Borough through the promotion of the museum service and particularly the Heritage Trail. Objectives How to be achieved Resources available Who is responsible When to be Performance achieved indicators 1 Produce a high quality Work with local Identify internal and Marketing Officer On-going Increase in range of publicity newspapers, T.V., Radio external funds for this Museum Staff visitor material Merseyside and N.W. process. figures Tourism and Tourism Section Staff within Planning 2 Arrange special Working with local Existing resources Museum Staff On-going Increase in events including voluntary organisations visitor use transport show
f:\select\08_01_02\cullei020108rep6a.doc 19 10.0 SITE SPECIFIC DEVELOPMENT PROPOSALS FOR 2001 - 2004
BUILDING PROPOSALS COST IMPLICATIONS
1. THE WILLIAMSON ART GALLERY & MUSEUM
YR 1 i. Identify appropriate items for transfer to the Wirral Within existing budgets. Museum and implement. ii. Organise at least two touring exhibitions. Within existing budgets.
iii. Investigate the possibility of moving the Baxter Within existing budgets. Collection to Pacific Road or Taylor Street. iv. Work with the Sports/Arts Development team to provide Will require additional funding either from activities for children & youths both locally and across SRB, ERDF or other appropriate grant aiding Wirral. bodies. v. Liaise with the Director of Property Services regarding PPM Budget roof repairs, car park resurfacing and electrical rewire. vi. Review the operation of the climatic control equipment. PPM Budget
YR 2 Review the future operation of the building as part of the Best Within existing budgets. Value Review for Year 4. Policy Options process. YR3 Consider what actions need to be taken as a result of the Best Not known at this stage. Value Review.
2. THE PRIORY
f:\select\08_01_02\cullei020108rep6a.doc 20 BUILDING PROPOSALS COST IMPLICATIONS
YR 1 i. Prepare a list of refurbishment work required both Some work can be done within existing within the buildings and the grounds. budgets. Central PPM may need to be called upon, however together with grant and where appropriate. YR 2 i. Produce a development plan for the site as part of the Best Value review process and produce a policy Within existing budgets. options bid linked to existing proposals for Policy options process. development for consideration by Cabinet, and other Grant Aid funding agencies
YR 3 Instigate proposals emanating from the Best Value Review Additional requirements likely from various subject to funding being available. funding possibilities such as Capital Programme, SRB 6, ERDF.
3. SHORE ROAD PUMPING STATION
YR 1 i. Work with Pentra to refurbish the Edwardian Street Within existing budgets. Scene.
ii. Consult Pentra with a view to encapsulating the interpretation area of the building to high insulation Within existing budgets plus possible P.P.M. standards so that the noise of the pumps is no longer Possible SRB & ERDF funding. audible.
YR 2 i. Implement the work of encapsulation and effect major Existing budgets plus some other resources, improvements to the visitor experience. eg. Central P.P.M., local E.R.D.F.
f:\select\08_01_02\cullei020108rep6a.doc 21 BUILDING PROPOSALS COST IMPLICATIONS
ii. Undertake a review of the operation of the service as Within existing resources. part of the Best Value Review Plan.
YR 3 i. Implement actions agreed as part of the Best Value Unknown at this stage. Review process. Policy options process.
4. PACIFIC ROAD ARTS AND EXHIBITION CENTRE YR 1 i. To operate the bar for the Winter/Spring season and Self-financing and will generate additional foreseeable future. income to re-invest. ii. Arrange a programme of activities for unit 1 for the Within existing budgets Spring and Summer of 2002. iii. Identify work required to complete the work funded by Estimated at between £300,000 and Hamilton Quarter. £400,000. Funding to be investigated. iv. Widen the role of unit 1 as a multi-use venue working Within existing resources. with local schools and drama groups including the Wirral Youth Theatre and Active Drama. v. Provide a varied performance programme that meets Existing Budgets the needs of all sections of the community. vi. Produce a development plan for Pacific Road which Existing Budgets will reflect its role as a leisure destination for both local people and tourists. vii. To ensure that the outputs/objectives which were agreed by Hamilton Quarter are achieved. viii. To ensure that future proposals for Pacific Road include a continuing and increasing input to the evening economy within the Hamilton Quarter area.
f:\select\08_01_02\cullei020108rep6a.doc 22 BUILDING PROPOSALS COST IMPLICATIONS
ix. To develop Pacific Road as an Arts and Exhibition facility able to evolve in the manner outlined within the Hamilton Quarter development programme viz :
a. To encourage the development of arts based community events.
b. To support live music, dance and theatrical events.
c. To encourage private sector involvement.
d. To help raise the profile of the town centre as an existing and vibrant place to visit. x. To improve the level of transport provision for users. xi. To investigate the possibility of increased car parking facilities in the area. xii. To increase income generating activities. YR 2 i. Undertake a review of the service as part of the Within existing resources. Museum Best Value Review process. ii. Arrange for work to be undertaken on the incomplete Capital fund parts of unit 1 subject to funding being made available. SRB 6 iii. Continue to market unit 1 and 2 and work with appropriate organisations to ensure maximum use of the buildings so that relevant targets are met.
iv. To relay floor in main auditorium P.P.M. YR 3 i. Increase the involvement of school children in arts and Within existing budgets. drama and the history of Birkenhead as part of the HeritageTrail development.
f:\select\08_01_02\cullei020108rep6a.doc 23 BUILDING PROPOSALS COST IMPLICATIONS
ii. Arrange an annual Summer school to encourage young people to improve an existing skill or try a new one. iii. Arrange courses that will provide opportunities for Within existing budgets or self-financing. "hands on" learning for courses in theatre skills, music technology, music workshops, dance workshops, guitar making courses.
5. EGERTON BRIDGE
YR 1 i. Liaise with Pentra with a view to re-decorating the Within existing budgets. building and making it waterproof. ii. Improving the interpretative material on show within Within existing budgets. the building.
YR 2 i. Produce a development plan for the site as part of the Within existing budgets. Best Value Review Process.
YR 3 i. Respond to the results of the Best Value Review plan.
6. TAYLOR STREET TRAM AND BUS DEPOT
f:\select\08_01_02\cullei020108rep6a.doc 24 BUILDING PROPOSALS COST IMPLICATIONS
YR 1 i. Ensure that running costs for the building are clearly Operate facilities within budget identified between the Museum Service and the Heritage Skills" project.
ii. Investigate the possibility of providing additional Additional finance required source (s) to be storage space for buses and trams. identified. iii. Investigate the possibility of restoring the "Green National Lottery Goddess" Liverpool tram. Joint project with National Merseyside Tram Preservation Society Input Museums and Art Galleries on Merseyside. Existing funds plus income generation schemes. iv. Identify resources to operate the bus fleet. Existing funds plus income generation schemes. v. Identify additional funding to further improve the visitor Consult with "Wirral Waterfront" and any experience to Taylor Street. other appropriate organisation. v. Work with "Friends" organisations to establish a new Within existing resources. organisation dedicated to the development of the Taylor Street facility. YR 2 i. Produce a development plan for the site as part of the Within existing resources. Best Value Review process. iii. Ensure that "safe rights of way" are identified for Within existing resources. visitors to the site who wish to see the bus and tram preservation process within the building. iii. Establish appropriate financial controls with regard to the bus fleet operation. YR 3 i. Respond to the results of the Best Value Review process. ii. Prepare for extension to the Tramway from Taylor Funding from external sources. Street up to Conway Street.
7. BIRKENHEAD TRAMWAY YR 1 i. Arrange to take on additional member of staff with Within existing resources. electrical experience.
f:\select\08_01_02\cullei020108rep6a.doc 25 BUILDING PROPOSALS COST IMPLICATIONS
ii. Investigate the possibility of 6 day running in Summer Within existing resources. and a 2 day operation in the Winter with pay equalised throughout the year. iv. Investigate options for the tram operation as the Within existing resources. contract with Blackpool Transport finishes in 2002. iv. Continue to work on the process for obtaining the Transport Act for the next extension to the tram track Within existing resources. up to Conway Park.
YR 2 i. Produce a development plan for the service as part of Within existing resources. the Best Value Review process. ii. Continue to work on proposals for the next phase of track.
iii. Work with the Merseyside Tramway Preservation Trust Lottery, SRB, ERDF with regard to the refurbishment of the "Green NOF Heritage Funds Goddess".
YR 3 i. Undertake a track survey and replace any defective lengths of track. ii. Continue with work on the proposals for the next phase of track. iii. Review operating hours as usage increases.
8. WIRRAL MUSEUM
YR 1 i. Produce good quality publicity material for use by Within existing resources. visitors to the new facility including signage, leaflets and posters.
f:\select\08_01_02\cullei020108rep6a.doc 26 BUILDING PROPOSALS COST IMPLICATIONS
ii. Work towards the provision of a wide range of events throughout the year. iii. Prepare a 3 year exhibition plan for the museum Within existing resources and policy options. which will ensure that it continues to provide a changing visitor experience which encourages repeat visits. The plan would also involve regular changes of exhibits from the W.A.G. store.
YR 2 i. Prepare a report for the Year 3 Best Value Review process on the operation of the museum and future proposals. ii Investigate the most appropriate means of encouraging visitors to call at the museum as part of the Heritage Trail experience. iii. Undertake the necessary work for Museum Registration purposes. iv. Work towards maintaining public record office approval for the Archives Service. YR 3 i. Review operation of the museum and up-date development plans.
9. BIRKENHEAD HERITAGE TRAIL
YR 1 i. Develop a day long visitor experience to the Heritage Existing resources. Trail working with other local providers including the Private Sector.
f:\select\08_01_02\cullei020108rep6a.doc 27 f:\select\08_01_02\cullei020108rep6a.doc 28 11.0 FINANCIAL OVERVIEW
11.1 Museum Service Revenue Budget
The museum service has a revenue budget in 2001-02 or £1,207,000. This is broken down as follows :-
2001-02 Expenditure £ Employees 471,300 Premises 262,500 Transport 57,500 Supplies and Services 88,900 Transfer Payments 5,600 Support Services 46,500 Financing Costs 416,600 ______Total Expenditure 1,348,900
Income Customer/Client Receipts 87,500 Recharge to Revenue Accts. 54,400 ______Total Income 141,900
Net Expenditure 1,207,000
The budgeted net costs for each museum facility are :
Archives Service 34,000 Birkenhead Priory 39,200 Williamson Art Gallery 344,200 Town Hall Museum 363,000 Tramway & Taylor Street Depot 201,800 Pacific Road 224,800 ______1,207,000
Further details are shown in Appendix 1 including an analysis of the actual expenditure for 2000/01 together with the budgets for 2001/02 to 2003/04.
f:\select\08_01_02\cullei020108rep6a.doc 29 11.2 Assets
The museums assets are valued at £17.5 million. They are :
£000 Buildings 3700 Tramway 1500 Trams 400 Museum Collection 11900 _____ 17500 =====
This reflects the level of investment in the facilities in recent years and the sizeable value of museum exhibits.
Valuations are based on the asset register and insurance records. A more detailed statement is included in Appendix 2.
11.3 Investment
As indicated above investment in the museum facilities has been significant in recent years. In the last ten years £7.5 million has been spent as follows :
£000 Pacific Road 3,000 Birkenhead Town Hall 2,900 Tramway and Tram Shed 1,700 _____ 7,600 =====
Much of the capital resources have come from European funds and Partnerships.
Future investment plans are more modest. The draft capital programme includes :-
2001-02 2002-03 2003-04 £000 £000 £000 Pacific Road 100 Archives 100 60 Birkenhead Priory 50 Tram Depot 50 Totals 100 150 110
These schemes will be funded from within the Council's resources. The ability to promote museum facilities and be successful in securing external investment is an important strategic aim for the business plan since this will secure and develop future facilities.
f:\select\08_01_02\cullei020108rep6a.doc 30 11.4 Performance Indicators
The cost per museum visit is a Best Value Performance Indicator. Wirral's indicator was £4.62 in 1999-2000. At this level of expenditure Wirral is in the lowest quartile of Metropolitan Authorities. Guidelines for calculating the performance indicator changed in 2000-02, costs must now include capital charges. This has had a significant impact on the PI. In 2000-01 the indicator was £10.94. This compares with a restated 1999-2000 indicator of £8.85 and a target for 2001-02 of £9.78. The increase in costs in 2000-01 reflect the set up and opening costs for the Wirral Museum. Unit cost reduce in 2001-02 from an expected increase in visitors.
11.5 Key Financial Issues
1. Sustaining and attracting capital investment to develop the museum's facilities. (See Chapter 9 Current Objectives).
2. Income There are no admission charges to museum facilities but the Tramway, Pacific Road and Wirral Museum do charge for entry to events where appropriate. However, income from room hire hire and other sales is significant. The charges will continue to be revised and updated, together with consideration of new income generating opportunities.
3. Contracts The contract to provide a tram service is due for renewal/renegotiation in 2002. Other service contracts will be procured eg. catering and refreshments.
4. Sponsorship There has been some limited success with sponsorship for the trams. New initiatives with partnerships will be developed.
5. Events There is a limited financial provision for events and exhibitions during the year. A mechanism to assess funding requirements linked to income potential is being developed.
6. Marketing Although the service does not have a dedicated marketing officer, resources can be identified within the Cultural Services Division and elsewhere within the authority to promote facilities and events.
7. Insurance Current insurance costs are £18,400. These have been kept to a minimum through self insurance. Measures to reduce risk should be implemented in accordance with risk assessment analysis.
f:\select\08_01_02\cullei020108rep6a.doc 31 11.6 Wirral Museums Service Asset Statement as at 31.3.2001
Gross Book Net Book Value Depreciation Value £000 £000 £000
Land and Buildings Williamson Art Gallery Land 84.5 -54.1 84.5 Buildings 405.7 351.6
Birkenhead Town Hall Land 2,188.7 -291.8 1,896.9 Buildings 52.0 52.0
Pacific Road Museum 1,500.0 -75.0 1,425.0
Tramway 1,500.0 1,500.0
Exhibits Williamson Art Gallery Exhibits 11,229.9 Pacific Road Museum Exhibits 232.0 Birkenhead Town Hall Exhibits 484.0 Trams 400
Total Assets 17,655.9
Notes The asset register records the value of land and buildings Insurance values have been used for exhibits. These are only those items values in excess of £10,000. Exhibits have moved location since the valuation.
f:\select\08_01_02\cullei020108rep6a.doc 32 11.7 MUSEUM SERVICE BUDGET
11.7.1 Budget Summary
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 344,407 471,300 516,700 529,600 Premises 222,733 262,500 295,100 302,400 Transport 67,070 57,500 65,900 67,500 Supplies and 145,576 88,900 114,400 117,300 Services Transfer Payments 0 5,600 5,700 5,800 Support Services 43,530 46,500 31,500 32,200 Financing Costs 452,672 416,600 446,300 456,900 Total Expenditure 1,275,988 1,348,900 1,475,600 1,511,700
Income Customer /Client 48,494 87,500 139,500 142,900 Receipts Recharge to 53,300 54,400 55,800 57,200 Revenue Accts Total Income 101,794 141,900 195,300 200,100
Net Expenditure 1,174,194 1,207,000 1,280,300 1,311,600
f:\select\08_01_02\cullei020108rep6a.doc 33 11.7.2 Birkenhead Town Hall Museum
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 70,653 108,200 111,800 114,600 Premises 110,279 120,500 143,000 146,600 Transport 0 800 800 800 Supplies and 30,844 10,300 10,600 10,900 Services Support Services 226 0 0 0 Financing Costs 189,890 189,600 185,500 190,100 Total Expenditure 401,892 429,400 451,700 463,000
Income Customer /Client 25,770 12,000 12,300 12,600 Receipts Recharge to 53,300 54,400 55,800 57,200 Revenue Accts Total Income 79,070 66,400 68,100 69,800
Net Expenditure 322,822 363,000 383,600 393,200
11.7.3 Wirral Tramway
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 24,813 16,900 17,500 17,900 Premises 35,978 26,000 33,400 34,200 Transport 65,073 54,300 62,700 64,300 Supplies and 37,838 2,200 2,300 2,400 Services Support Services 8,473 8,800 5,900 6,000 Financing Costs 223,043 98,800 100,000 102,000 Total Expenditure 395,218 207,000 221,800 226,800
Income Customer /Client 8,822 5,200 5,300 5,400 Receipts
Net Expenditure 386,396 201,800 216,500 221,400
f:\select\08_01_02\cullei020108rep6a.doc 34 11.7.4 Pacific Road
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 0 115,300 146,300 150,000 Premises 0 43,500 44,500 45,600 Transport 0 1,400 1,400 1,400 Supplies and 0 32,100 56,400 57,800 Services Transfer Payments 0 1,000 1,000 1,000 Financing Costs 0 88,600 121,600 124,600 Total Expenditure 0 281,900 371,200 380,400
Income Customer /Client 0 57,100 108,500 111,200 Receipts
Net Expenditure 0 224,800 262,700 269,200
11.7.5 Archives
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 0 25,100 25,900 26,500 Premises 1,504 7,900 8,000 8,200 Supplies and 652 1,000 1,000 1,000 Services Total Expenditure 2,156 34,000 34,900 35,700
Income Customer /Client 0 0 0 0 Receipts
Net Expenditure 2,156 34,000 34,900 35,700
f:\select\08_01_02\cullei020108rep6a.doc 35 11.7.6 Birkenhead Priory
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 17,000 28,200 30,300 31,100 Premises 14,910 10,600 8,200 8,400 Supplies and 1,310 600 600 600 Services Transfer Payments 0 500 500 500 Financing Costs 1 0 0 0 Total Expenditure 33,221 39,900 39,600 40,600
Income Customer /Client 512 700 700 700 Receipts
Net Expenditure 32,709 39,200 38,900 39,900
11.7.7 Williamson Art Gallery
Actual Budget Budget Budget 2000-01 2001-02 2002-03 2003-04 Expenditure Employees 231,941 177,600 184,900 189,500 Premises 60,062 54,000 58,000 59,400 Transport 1,997 1,000 1,000 1,000 Supplies and 74,932 42,700 43,500 44,600 Services Transfer Payments 0 4,100 4,200 4,300 Support Services 34,831 37,700 25,600 26,200 Financing Costs 39,738 39,600 39,200 40,200 Total Expenditure 443,501 356,700 356,400 365,200
Income Customer /Client 13,390 12,500 12,700 13,000 Receipts
Net Expenditure 430,111 344,200 343,700 352,200
f:\select\08_01_02\cullei020108rep6a.doc 36 12.0 OPENING HOURS
12.1 Current opening hours of the different venues on the Heritage Trail are variable, depending on the time of year and the staff that are available. This has sometimes deterred visitors who are not sure what will be open if they wish to make a visit.
12.2 However, since April 2001 when the tramway extension, Wirral Museum, and Pacific Road street scene were opened to the public, an attempt has been made to standardise opening hours. Between Easter and the end of school holidays in September, and during other school holiday periods, the majority of the attractions have been open Tuesday to Sunday, and on Bank Holidays, between 11am and 5pm.
Outside these periods, only the Williamson Art Gallery and Wirral Museum are open daily, with the others restricted to weekends only, which continues to deter casual visitors on long weekend breaks or visits.
12.3 The Business Plan envisages a move towards increased opening hours in low season, subject to staffing resources being available, and visitor demand, although the latter is inextricably linked to the effectiveness of the marketing and promotion drive, which will need to be stepped up. (See Appendix 1).
f:\select\08_01_02\cullei020108rep6a.doc 37 MUSEUM OPENING HOURS
Easter-July May Half Summer September October February Notes Term Holidays - March Half Half Term July - Term August WILLIAMSON ART GALLERY & MUSEUM 10 - 5 10 - 5 10 - 5 10 - 5 10 - 5 10 - 5
12 - 4 BIRKENHEAD PRIORY 1 - 5 11 - 5 11 - 5 Sat. & 11 - 5 11 - 5 Sun Only WIRRAL MUSEUM 10 -5 10 - 5 10 - 5 10 - 5 10 - 5 10 - 5 1 - 5 11 - 5 11 - 5 12 - 4 11 - 5 11 - 5 SHORE ROAD Sat. & PUMPING STATION Sun Only 1 - 5 11 - 5 11 - 5 12 - 4 11 - 5 11 - 5 PACIFIC ROAD Sat. & Sun Only 1 - 5 11 - 5 11 - 5 12 - 4 11 - 5 11 - 5 EGERTON BRIDGE Sat. & Sun Only 1 - 5 11 - 5 11 - 5 12 - 4 11 - 5 11 - 5 TAYLOR STREET Sat. & Sun Only 1 - 5 11 - 5 11 - 5 12 - 4 11 - 5 11 - 5 BIRKENHEAD Sat. & TRAMWAYS Sun Only
f:\select\08_01_02\cullei020108rep6a.doc 38 Appendix 1
SITUATION REVIEW
KEY SERVICE STATISTICS – GOVERNMENT DETERMINED
PERFORMANCE INDICATOR 1999/2000 ACTUAL Net cost per visit/usage of museums and galleries £8.85 Number of pupils visiting museums and galleries in organised 8,470 school groups The number of museums operated by the Council 7 The number of those museums that are registered under the 2 Museums and Galleries Commission registration scheme The number of visits/usages of museums per 1,000 of 348 population The number of those visits that were in person per 1,000 of 322 population
KEY SERVICE STATISTICS – LOCALLY DETERMINED (existing & proposed)
PERFORMANCE INDICATOR 2000/2001 ACTUAL The number of museum visits in person 102,514 The number of museum visits via the website or email Service not available The number of visits for non-museum purposes 31,330 The number of hires 487 The number of return passengers on the trams 12,760 The number of archives visits in person 274 The number of archives visits by telephone 635 The number of archives visits via website or email N/A The number of documents issued 302 The number of events 33
f:\select\08_01_02\cullei020108rep6a.doc 39 Appendix 2
CURRENT STAFFING STRUCTURE
Principal Arts Officer Principal Museums Officer (PO3)
Curator Manager Pacific Road (SO2) (SO2)
Archivist (S01)
Senior Keeper (Sc5)
Administrative Senior Custodian Assistant/Typist (Sc4) (Sc4)
echnical Custodian Technical Custodian Technical Custodian (Sc3) (Transport) (Sc3) (Sc3)
Senior Museum Assistant Senior Museum Assistant (Sc2) – 2 posts (Sc2)
Museum Assistant (Sc1) Museum Assistants (Sc1) 8 FTE posts 3 FTE posts
Temporary posts: Museum Assistant (Sc1): approximately 3 FTE posts; Archive Assistant (Sc1) 1 FTE post; Clerical (Sc1) 0.5 FTE post
f:\select\08_01_02\cullei020108rep6a.doc 40 Appendix 3 B Collection Management Policy WILLIAMSON ART GALLERY & WIRRAL MUSEUMS SERVICE.
1. INTRODUCTION
1.1 The first comprehensive document establishing a collection policy for the Williamson Art Gallery & Museum was prepared in 1989. This is a revised version of that document and it applies also to other venues within the authority that come within the Wirral Museums Service.
1.2.1 Birkenhead's Art Gallery and Museum was founded in 1913 and originally housed within the town's old library. The opening of the Williamson Art Gallery in 1928 expanded the possibilities offered by the service. With a purpose-built museum and art gallery the range and size of collections continued to expand. The reorganisation of local government in 1974 broadened the role of the gallery, now providing a museum service for the whole of the Wirral Metropolitan Area. The Wirral Museums Service in 2001 operates a range of venues otherwise known as the ‘Birkenhead Heritage Trail’, including Wirral Museum at Birkenhead Town Hall, Birkenhead Priory & St Mary’s Tower, Shore Road Pumping Station, Egerton Bridge, Pacific Road Arts & Exhibition Centre and Taylor Street Tram & Bus Depot. It also incorporates the Wirral Archives Service.
1.3 This policy outlines plans for the entire collection. Other more detailed documents may deal with specific areas but will fall within the policies defined herein. This document is intended for the use of the public and the authority. It explains the use and care of the collections, acquisitions, limitations on disposal, documentation and conservation.
1.4 In the last twenty years a comprehensive cataloguing programme has been almost completed at the Williamson Art Gallery & Museum. This provides the basis on which to establish a formal collection management policy.
1.5 A checklist of watercolours and drawings was published in 1980 followed by one for oil paintings in 1986. The Knowles Boney catalogue of Liverpool porcelain was published some 40 years ago. This management policy outlines a publication programme to increase public accessibility to, and knowledge of, the collections.
1.6 The written statement of policy will be reviewed and/or amended by Wirral Borough Council within a period of not more than five years. Following the present review the next will be completed by September 2006.
f:\select\08_01_02\cullei020108rep6a.doc 41 2. EXISTING COLLECTIONS
2.1 FINE ART 2:1.1 BRITISH WATERCOLOURS
By means of a series of bequests and prudent purchases, notably in the period 1920-1935, the gallery has a significant collection of 18th and 19th century watercolour paintings and drawings by British artists. It is unrivalled in the area, representing most major figures in this medium. Since the publication of the watercolour collection checklist in 1980 it has generated substantial professional interest.
Given the natural restriction created by the high prices now realised by many paintings in this category, it is not considered necessary to acquire work by artists already represented in the collections - unless offered on favourable terms e.g. bequest, gift or modest price. There are however certain areas where the collections are weak - notably important 20th century artists. Additions in this category will be a priority. Pre-Raphaelite artists are poorly represented, but other Merseyside collections do feature them strongly.
2:1.2 THE LIVERPOOL SCHOOL
Merseyside produced a large number of significant artists in the period 1810 - 1910. This "Liverpool School" is well represented in the Williamson collections and has been for over 15 years enhanced with a major loan collection, mostly on permanent gallery display. There are examples in oils and watercolours and additions to this collection will be sought, particularly where artistic merit is combined with local interest (e.g. topography and/or maritime history).
2:1.3 PHILIP WILSON STEER
Philip Wilson Steer was born in Birkenhead in 1860. He left the town as a child and has become especially important in the artistic heritage of the Wirral. Consequently the Williamson has built a collection of his work that is of national importance, including a major bequest from the artist’s nephew. A catalogue of the collection was published in 1998. Further examples of his work will be sought where they contribute to the interpretation of his artistic development and broaden the significance of this collection.
2:1.4 LOCAL PAINTINGS
The Williamson Art Gallery & Museum is the virtually the only institution on Merseyside actively researching and supporting local historic and contemporary painters. This important role has produced, through extensive research, much material evidence on the Royal Cambrian Academy, the Wirral Society of Arts etc. Such artists are represented in the collections and such links will be pursued in the future.
Work by leading local artists will continue to be purchased from the Wirral Spring Exhibition of Art & Photography and other gallery exhibitions. A programme of commissions established with the assistance of substantial sponsorship will be encouraged, involving the support of local arts organisations including the Friends of the Williamson Art Gallery & Wirral Museums.
Paintings of the topography of Wirral provide an invaluable interpretative resource for local history. Examples will be acquired which provide adequate information, regardless of artistic merit, but subject to suitable price and available finance.
f:\select\08_01_02\cullei020108rep6a.doc 42 2:1.5 HISTORIC BRITISH PAINTINGS
Apart from the categories above, the remaining British paintings in this collection are mixed. The earliest dates from c1670, some are by major artists, some are extremely trivial. Additions by purchase will not be considered unless within one of the above specified classes.
2:1.6 CONTEMPORARY BRITISH PAINTINGS
The collection of contemporary British work will be increased to include artists, styles or themes that aid the interpretation of modern painting. This will include an area of particular interest – self-portraits. The support of the Contemporary Art Society and the National Art Collections Fund has added some important examples to the Williamson. The gallery has lost its membership of the main CAS distribution scheme but will continue to work to be reinstated.
2:1.7 FOREIGN PAINTINGS
Works by foreign paintings have been acquired in a random way and do not form any coherent group. There is no intention to seek additional items.
2:1.8 PRINTS
Based upon several large and important collections (John Finnie, Seymour Haden, Watson bequest and the Symes Bromoils), the prints provide an interesting and valuable collection. Its main strength represents British printmaking of the first half of the 20th century. Over the last twenty years a collection of contemporary prints has been accumulated by purchase and commission - this policy will continue.
2:1.9 PHOTOGRAPHS
The gallery has actively encouraged the recent promotion of better photography on the Wirral, with local and national exhibitions. Photographic prints will not be usually purchased unless,
a) They coincide with one or more of the above categories e.g. local history b) They form part of a special commission highlighting a particular aspect of local/social history c) They are/were produced by major local photographic printmakers d) They are designated for addition to archive resources rather than fine art collections.
2:1.10 SCULPTURE
Original plans for the Williamson provided for a sculpture/entrance hall. It has long ceased to serve that function. Sculpture once displayed at the exterior of the buildings has long since been removed in the 1930s due to vandalism. The small existing collection provides problems for storage and movement.
Additions will not be considered unless the work fits into an established area of interest (e.g. a local sculptor or a self portrait) and the gallery staff feel confident that the item can be adequately cared for within the conservation/storage policies and resources.
f:\select\08_01_02\cullei020108rep6a.doc 43 2:2 DECORATIVE ARTS
2:2.1 LIVERPOOL PORCELAIN
Several factories were producing porcelain of various types and quality in Liverpool between c.1750 and c.1800. The Knowles Boney collection of some 300 pieces at the Williamson is very comprehensive and was presented some 40 years ago. It has remained on almost continuous display as a condition of the gift.
Whilst it is noted that some 10% of the total is not of Liverpool origin, it remains as one of the most important collections. The retention of the Knowles Boney pieces intact is an essential part of their use and interest. Additions will only be sought for particularly important pieces and kept separate from the Knowles Boney collection.
2:2.2 DELLA ROBBIA POTTERY
The collection of Della Robbia Pottery at the Williamson Art Gallery & Museum forms an unrivalled addition to the history of Merseyside ceramics. Produced in Birkenhead 1894- 1906 it is natural that the Williamson should add to its growing Della Robbia collection (presently some 250 items). Items purchased in the 1920s from the founder Harold Rathbone form the basis of this comprehensive collection. There is a significant number of important pieces of high quality while others document individual workers or styles, some of which are in poor condition.
The Gallery has made public its interest and consequently the collection has grown significantly in the period since the publication of an "Interim Report" on the history of the Della Robbia Pottery to coincide with a major exhibition in 1981, 75 years after the closing down sale.
It is intended to add selected new items where they are of very high quality or are unique examples by individual potters and interesting research items (evidence of documentation, unusual artists, techniques, designs etc). Poor condition would be acceptable in the latter category. Major exhibitable pieces should be selected carefully, as the glazes flake easily - whilst low quality or items in poor condition will be added to the reference collection at low cost.
2:2.3 OTHER MERSEYSIDE CERAMICS
The Williamson Art Gallery & Museum has a significant collection of Seacombe Pottery, the little known factory purpose-built in 1852 to produce wares mainly for export. Examples are rare and would be pursued unless they already exist in the collection.
Liverpool tin and lead glazed creamwares are poorly represented in the permanent collections. Additions will be acceptable at low prices or by donation only.
Herculaneum pottery was the only major factory to continue manufacturing in Liverpool in the first half of the 19th century. The Williamson houses some half dozen items attributed to Herculaneum (some unmarked) and small number on loan. Additional items, although not a priority will be sympathetically considered.
2:2.4 BRITISH CERAMICS
A good collection of 18th and 19th century British ceramics exists albeit with some important omissions. Additions will fill these gaps or act as background reference to the major collections (eg. Merseyside ceramic history, Della Robbia). f:\select\08_01_02\cullei020108rep6a.doc 44 The history of the 20th century industrial ceramics is poorly represented in the collections. Some purchases have added to acquisitions in the 1920s and the intention is to acquire a range of items illustrating ceramic design the last century.
2.2.5 CRAFTS
The Williamson has a commitment to exhibit contemporary crafts on a regular basis. This extends to collection policy and items have been acquired through the Contemporary Arts Society and by purchase through the region's foremost exhibitions.
Acquisitions will reflect the diversity of craft materials and techniques. Suitable items will be selected from appropriate exhibitions and early 20th century examples will be sought to extend interpretive displays.
2.2.6 ORIENTAL
Since the early Williamson bequest (1916) there has been a small oriental collection, mainly ceramics, but including, lacquer, jade, cloisonné, bronze, woodblocks, prints and paintings. Whilst there is a small number of superb exhibits the majority of the collection, though decorative, is not significant. The addition of a good quality cohesive group would add substance but piecemeal acquisitions should not be considered.
2.2.7 CONTINENTAL
There is a small number of continental items in the collections, mostly ceramics (Meissen and Sevres). It is not an area considered for expansion in the future accept where individual items refer to other British collections e.g. Cantagalli/Della Robbia: Oriental/Liverpool porcelain.
2.2.8 LEE TAPESTRIES
When A.H. Lee and Sons Tapestry Works closed in Birkenhead's North End in 1970 the Williamson acquired a small amount of machinery, a quantity of sample materials and extensive archival material. The Victoria and Albert Museum and Liverpool Museum acquired the best, from a design history point of view. It is not feasible either to emulate the V & A collection or to acquire a comprehensive record of factory output over its 82 years.
Priority will be given to supplementing existing records and collections with fabrics, photographs and related social history. This will strengthen archival history of the workforce and the factory and highlight the local and national significance of Lee’s.
2.2.9 TEXTILES & COSTUME
No cohesive or representative collections have been formed at the formed at the gallery. Such acquisitions would be actively sought only for use as part of the education service or as material for use as part of period displays such as the transport collection. There is no intention to create a large collection of costume but rather interesting items which reflect social history and specific uses eg. uniforms, mechanics’ overalls, military, ladies’ and gent’s accessories.
A small reference collection of textiles is included in the Lee Tapestry archives (2.2.8 above). This includes oriental braids, 18th century crewelwork, Berlin wool work, samplers and other embroidery. This is not a new group and other acquisitions will not be considered unless of specific interest to other areas of the collection. f:\select\08_01_02\cullei020108rep6a.doc 45 2.2.10 GLASS
Existing collections include 17th century Venetian glass, a strong group of 18th century drinking glasses, Irish glass and 19th century decorative glass. Additions will not be sought except for English drinking glasses not presently represented in the collections and 20th century examples which will coincide with contemporary craft policy (see 2:2.5).
2.2.11 METALWORK
Civic Silver forms the major part of metalwork included in gallery collections. This includes Mayoral regalia from Wirral and those Boroughs that existed before local government reorganisation in 1974. There are other utilitarian objects with little artistic merit together with a small pewter collection.
Apart from pieces of local interest or by local craftsmen and women it is not anticipated that new acquisitions will be sought.
2.2.12 JEWELLERY
The jewellery collection is very small and ancillary to costume. Items have also been acquired as part of the craft acquisition policy (2.2.5). Jewellery with local significance is of interest either through contemporary craft manufacture or local historical value.
2.2.13 FURNITURE
The acquisition of furniture has been and is restricted because of limitations in space and adequate environmental control. Existing collections are of local interest - Arrowe Park furniture and work by local craftworkers. Other items are useful for the display of decorative arts such as oriental ceramics in an oriental cabinet. It is not envisaged that this collection will expand except for work within the contemporary crafts. The policy of commissioning from contemporary makers for items combining specific function and innovative design with construction should continue to be explored where possible.
Apart from locally significant items there is no plan to expand the existing clock collection
2.3 MARITIME
2.3.1 MODELS
The Williamson displays a large number of maritime models: ferries, tug boats, cargo and passenger vessels and associated items such as engines and half-block builder's models. Most concentrate on Birkenhead's link with Cammell Lairds Shipbuilding, the River Mersey and Birkenhead’s dockland history.
A natural restriction on new acquisitions has been space. Priority will be placed on the acquisition of models that interpret Wirral's shipbuilding industry and the peninsula's industrial and pre-industrial maritime history.
2:3.2 PICTURES
An archive collection of paintings, prints and photographs related to locally-built vessels is housed at the gallery. This will be expanded to include as many Wirral-built ships as is possible. f:\select\08_01_02\cullei020108rep6a.doc 46 2:3.3 ARTEFACTS
These items are used to interpret life at sea, the economic and social impact of shipping on Wirral's history, techniques of navigation and construction etc. New acquisitions will relate to these areas - particularly items of local significance.
2:4 SOCIAL HISTORY
These are items that, while shedding light on other items of the collection do not fit readily into that category. These include toys, domestic equipment, office equipment etc. Particular emphasis is placed on the educational use of sometimes relatively humble material and will be acquired with the schools service in mind.
2:4.1 DOMESTIC
The value of such items may not be immediately evident but provided the practicalities of space and conservation allow, these items should be considered of great importance. This is particularly evident of items with local significance since such items normally originate from local sources.
2:4.2 COMMERCIAL
With the decline of heavy industry on the Wirral many business premises are being vacated and/or demolished. This includes the basic patterns of housing and shopping and the development of modern shopping centres and housing estates etc.
Many small businesses still retain their original fittings and equipment that are disposed of or destroyed when they move or cease to trade. Such items provide an opportunity to preserve much of the heritage of Wirral life, particularly of the period between the two World Wars.
Many non-profit making organisations exist to harness such items at risk. Gallery staff should ensure that wherever possible heritage artefacts should be acquired by the authority (where space, conservation and storage facilities permit) or taken into the custody of a responsible organisation. This should be done to preserve the rights of the public for the display and safety of such artefacts. In this way large or damaged examples can be acquired, subsequently cared for, restored and made available to areas where museum services are limited.
2:5 NATURAL SCIENCES
The gallery collections contain no significant natural history specimens. Items of special interest were transferred to Rawtenstall Museum as early as 1916. What remains have been re-catalogued but are in poor condition, have little or no associated source information or have deteriorated through poor storage or display. It is not anticipated that the collection will be added to. What remains is currently used as source material for schools and colleges.
f:\select\08_01_02\cullei020108rep6a.doc 47 2:6 ARCHAEOLOGY
2:6.1 LOCAL
Items of local archaeological sources are of natural interest to the gallery. Staff have liaised with specialists at the National Museums & Galleries on Merseyside whose skills permit the responsible monitoring of Wirral finds and excavations. This co-operation will continue along with such acquisitions that avoid conflict of interests.
Staff cannot ignore the activity of metal detectors whatever may be felt about the dangers and irresponsible damage to sites caused by the worst offenders. Valuable recent finds brought to the attention of gallery staff include the discovery of Roman and Medieval material.
Wherever possible it is the policy of the gallery staff to encourage members of the public to make their finds known to curatorial staff without actively furthering damage to existing sites. Attention is drawn to the conditions imposed upon acquisition were damage has been caused to ancient monuments (3:4 below).
Acquisition by donation will be encouraged with emphasis upon the preservation of Wirral finds for the public benefit.
2:6.2 NATIONAL & INTERNATIONAL
A number of smaller collections include items from various periods, eg. prehistoric, Cypriote, Roman and Pre-Columbian etc. There is no intention of seeking further additions but rather to consolidate and research existing items in the gallery.
2:7 ETHNOGRAPHY
The collections documented during the re-cataloguing programme have revealed a modest collection sufficient for present resource purposes. There is no intention of adding new items.
f:\select\08_01_02\cullei020108rep6a.doc 48 2:8 GEOLOGY
The Geology collection comprises a single large range of samples amassed by Charles Chambres. This represents an interesting and cohesive group and, being well catalogued is used in conjunction with specialists for the education authority. There are no plans to expand this collection.
2:9 MILITARY
There is a small collection relating to the local regiments in particular the Cheshire Rifles. This includes banners, swords, uniforms, guns, badges and archives. There are also a few weapons from the first and second world wars as well as the Boer war.
New acquisitions will give priority to:
1. Items that trace the history of local regiments.
2. Items that highlight the daily routine of the common soldier and civilians in the two world wars. This is intended to accompany the fine art collections that include the work of war artists in particular those of Thomas Burke and Albert Richards whose archive collection was purchased some years ago.
3. Wilfred Owen was educated in Birkenhead and items that relate to the First World War are being collected towards the foundation of a permanent tribute to the war poets. These items as 2 above will reflect the daily life and routine of the common foot soldier.
2:10 TRANSPORT
Wirral Borough Council has expressed a long term commitment towards the development of a heritage trail embracing a transport museum with particular emphasis on the Wirral's heritage. The Museums Service collects vehicles and associated information, memorabilia and museum items with particular emphasis as follows.
2:10.1 Birkenhead was the first town in Europe to develop a street tramway. The gallery has an interest in items that relate to the history of the Wirral tramways including related material (tickets, uniforms, posters etc).
2:10.2 The Baxter collection (former Lark Lane Motor Museum) has been on display at the Williamson Art Gallery since 1988. The authority has negotiated a long-term loan of the collection and has purchased selected items of the motor vehicles and motorcycles. The Museums Service will collect selected additional items - vehicles and associated items from the period 1860 - 1960.
2:10.3 Wirral's association with Mersey Ferries has existed since the granting of the original rights of passage in 1330. The Museums Service will collect models and associated items tracing the history and use of the Mersey Ferries.
2:10.4 Shore Road Pumping Station is still used today for the evacuation of water from the Mersey railway tunnel. A small museum has been developed around the restored steam engine which supplied part of the power. The Museums Service will collect sufficient material to interpret the history and use of the Mersey underground railway system with emphasis upon the stations at Hamilton Square to Rock Ferry, New Brighton and West Kirby.
f:\select\08_01_02\cullei020108rep6a.doc 49 2.11 ARCHIVES
Wirral Museums Service now incorporates Wirral Archives Service, which holds a wide variety of photographs, printed and original material. The management and use of these collections will be guided by the Code of Practice on Archives for Museums in the United Kingdom, and Wirral Archives aims to meet the standards outlined in the Royal Commission on Historical Manuscripts’ Standards for Record Repositories (1990). Separate documents will be prepared to encompass the collection management & collecting policy for the Wirral Archives.
3. ACQUISITION & DISPOSAL
3:1 The acquisition policy will be published and reviewed at least once every five years. Following the present review the next will be completed by September 2006.
3:2 Acquisitions outside the current policy should only be made in exceptional circumstances and then only after proper consideration by the governing body of the Wirral Museums Service. Consideration should be given to the interests of other museums collecting in related areas to those of Wirral Museums, most notably the National Museums & Galleries on Merseyside and the Grosvenor Museum, Chester. Resource and the Area Museum Council shall be notified of any changes to the acquisitions and disposal policy, and the implications of any such changes for the future of existing collections.
3:3 Wirral Museums Service will not acquire, whether by purchase, gift, bequest or exchange any work of art or object unless the governing body or responsible officer is satisfied that the Museums Service can acquire a valid title to the item in question and that in particular it has not been acquired in, or exported from, its country or place of origin (or any intermediate country were it may have been owned legally) in violation of that country's laws. (For the purpose of this paragraph country of origin includes the United Kingdom).
3:4 So far as biological and geological material is concerned, the Museums Service will not acquire by direct or indirect means any specimen that has been collected, sold or otherwise transferred in contravention of any of the national or international wildlife protection or natural history conservation treaty or law of the United Kingdom or any other country except with the express consent of an appropriate outside authority (eg. a British court in the case of a specimen seized from a third party under the Protection of Birds Acts).
3:5 So far as British or foreign archaeological antiquities (including excavated ceramics) are concerned, in addition to the safeguards under sub paragraph 3:3 above the Museums service will not acquire any objects in any case where the governing body or responsible officer has reasonable cause to believe that the circumstances of their recovery involved the recent unscientific or intentional destruction or damage of ancient monuments or other known archaeological sites, or involved a failure to disclose the finds to the owner or occupier of the land, or to the proper authorities in the case of possible treasure trove (in Egland or Wales) or Bona Vacantia (Scotland).
3:6 By definition a museum should have a long term purpose and possess (or intend to acquire) substantial or permanent collections in relation to its stated objectives. Each museum authority must accept the principle that there is a strong presumption against the disposal of any items in the museum’s collection except as is set out below.
f:\select\08_01_02\cullei020108rep6a.doc 50 3:7 In those cases where a museum is legally free to dispose of any item (if this is in doubt, advice will be sought), it is agreed that any decision to sell or otherwise dispose of material from the collections should be taken only after due consideration. Decisions to dispose of items will not be made with the principal aim of generating funds. Once a decision to dispose of an item has been taken, priority will be given to retaining the item within the public domain and with this in view it will be offered first, by exchange, gift or sale to other Registered museums before disposal to other interested individuals or organisations is considered.
3:8 In cases in which an arrangement for the sale, gift or exchange of material is not being made with an individual Registered museum, the museum community at large must be advised of the intention to dispose of material. This will normally be arranged in the form of an announcement in the Museums Association's Museums Journal and other professional journals if appropriate. The announcement will indicate the number of items involved, the prime objects concerned and the basis on which the material would be transferred to another institution. A period of about two months must be allowed for an interest in acquiring the material to be expressed.
3:9 A decision to dispose of a specimen or a work of art, whether by the sale, gift, exchange, or destruction (in the case of a specimen being too badly damaged or deteriorated to be of any use for the purposes of the collections), should be the responsibility of the Museums Service’s governing body acting on the advice of professional curatorial staff, and not of the curator of the collection concerned acting alone. Full records should be kept of all decisions and the items involved and proper arrangements made for the preservation and or transfer, as appropriate, of the documentation relating to the object concerned, including photographic records where practicable.
3:10 Any monies received by a governing body from the disposal of specimens or works of art should be applied for the benefit of the collections. This should normally mean the purchase of exhibits for the museum collections but in exceptional cases improvements relating to the care of existing collections may be justifiable. Advice on these cases may be sought from Resource and the Area Museums Council.
3:11 Acquisition will be decided upon by the museum management committee unless circumstances demand prompt action - in which case at least two members of senior museums staff can jointly authorise purchase or acquisition by bequest or gift.
3:12 Acquisitions will be restricted to items anticipated as useful additions and therefore likely to be used in the foreseeable future.
3:13 Consideration will be confined to items acquired without conditions unless the museums management committee decide otherwise.
3:14 Museums conservation and storage resources are limited and it is envisaged that acquisition of items will be limited to items in a condition that allows for their appropriate care.
3:15 Maximum use will be made of sponsorship, grants and donations in increasing purchasing power. Offsetting exhibition costs, commission and fees against work by living artists has recently enabled favourable acquisitions - this policy will continue.
3:16 Acquisitions made with the help of the Friends of the Williamson will be made only with the consent of the museum management committee. Any contribution will be duly acknowledged. f:\select\08_01_02\cullei020108rep6a.doc 51 3:17 Where any member of museums staff has a conflict of interests, the Wirral Museums Service collection will take priority. Note is taken of the Museum Association's code of ethics for curatorial staff and local authorities. Such interests will be declared.
4. DOCUMENTATION
4:1 Adequate records of the collection will be maintained including items deposited for the purposes of enquiry, loan or potential acquisition.
4:2 A document which records the legal transfer of title will be produced for each acquisition.
4:3 Each item will be allocated a specific accession number within the register and used each time reference is made to that object. The accession register will include details of all acquisitions and separate registers will document loans in and out. The registers will record sufficient information in order to identify each object’s uniqueness in the collection.
4:4 Records will be easily retrievable, properly handled and stored. A programme to computerise collection records has been initiated which will aid insurance, publication and record search facilities. This programme has been designed with adequate consultation with the Museum Documentation Association.
4:5 Duplicate records (manual & computerised) will be provided and housed in separate buildings within the authority.
4:6 Each object will be suitably marked or labelled with its appropriate accession number beginning with the M.D.A. code for the Williamson Art Gallery and Wirral Museums (BIKGM). This code will provide a unique inventory item for each number.
4:7 Each object record will include indexes giving full details of acquisition, conservation and storage, exhibitions, loans, enquiries and subject. Separate records will record the results of research into the history and background of such items with associated information as necessary.
4:8 A full recataloguing programme has been completed. Such records will be fully maintained and improved.
5. CONSERVATION & STORAGE
5:1 The authority will maintain its access to professional conservation advice through its liaison with the Area Museum Council, the National Museums & Galleries on Merseyside and freelance conservators.
5:2 Staff will maintain a programme of environmental monitoring and control in display as well as storage areas. The authority will seek to improve the heating and humidifier equipment as recommended by curatorial staff and conservation advice.
5:3 Staff will maintain a programme of lighting monitoring and control consistent with the preservation and maintenance of the collections.
5:4 A programme will continue to replace perishable and dangerous materials used in the presentation and storage of the collections. Staff will continue to ensure that alternative materials will be consistent with good conservation practice.
f:\select\08_01_02\cullei020108rep6a.doc 52 5:5 Staff will maintain a record of all conservation work undertaken used in conjunction with museum documentation procedures in use at the time.
6 EXHIBITION & PUBLIC SERVICES
6:1 A temporary and permanent exhibition policy will include periodic display of all items in the collection where condition, and time to research, permit. Exhibitions in non-gallery venues will be encouraged, provided suitable conditions are available (to be determined by qualified staff), originated internally and from suitable agencies such as other Registered museums, Arts and Crafts Councils, North West Arts Board.
6:2 Adequate interpretative facilities will be ensured for permanent and temporary displays.
6:3 Subject to adequate notice and staff supervision any member of the public will be given controlled access to any stored item and related information.
6:4 Photography will be permitted only after prior consultation with staff. Fees may be requested for publication etc.
6:5 It will be the policy of gallery staff to publish information from research programmes and permit public access to such information wherever is reasonably possible.
6:6 Loan applications will be sympathetically considered. The advice of conservation and curatorial staff will determine the feasibility of such applications. Staff will ensure that items loaned will be fully documented, insured and that agencies are fully equipped to provide transport, security and display conditions.
7 INSURANCE
7:1 Adequate insurance provision will be maintained and a valuation list will be reviewed at regular intervals. Items will be classified according to valuation i.e.:
Group J - items up to £50 Group H - items £51 - £250 Group G - items £251 - £1,000 Group F - items £1001 - £5,000 Group E - items £5001 - £10,000 Group D - items £10,001 - £20,000 Group C - items £20,001 - £50,000 Group B - items £50,001 - £100,000 Group A - items above £100,001
8 IMPLEMENTATION
8:1 All staff will be expected to carry out the above recommendations to the best of their ability. Wirral Borough Council will ensure the provision of adequate resources for the care, storage and display of collections.
f:\select\08_01_02\cullei020108rep6a.doc 53 APPENDIX 4
BIRKENHEAD HERITAGE TRANSPORT CENTRE TAYLOR STREET
COLLECTIONS POLICY AND DEVELOPMENT PLAN
f:\select\08_01_02\cullei020108rep6a.doc 54 Background
The Taylor Street building was purchased by the Hamilton Quarter to act as a depot for the operational tramway, and the restored historic trams. As the building is commodious, a decision was taken in 1998 also, to relocate the historic and operational bus collection from Pacific Road to the Taylor Street building.
This decision has proved beneficial because of the synergy between the historic bus and tram collection. It is also a move that the public appreciate when visiting the building on one of the popular guided tours.
The tramway is operated on behalf of Wirral Council, by Blackpool Transport, whose franchise expires in April 2002. Operational arrangements post April 2002 are under review, including an assessment of whether, after six years experience in running a tramway depot, better value and greater efficiency could be obtained if the Council itself were to be the operator.
As well as being the home of the operational tramway, the building is also used by Heritage Skills a newly established training company, Merseyside Tramway Preservation Society and the 201 Bus Group. Although it was purchased by the Hamilton Quarter, the Council is managing it, and has appointed a Technical Custodian and Transport Manager who has the responsibility for overseeing the running of the building, to ensure that the ‘house rules’, and basic security, health and safety requirements are complied with. This also applies to the part of the building used by Heritage Skills.
Space limitations currently limit the number of trams that can be comfortably accommodated to 7, and the number of buses to 12. However, to display the buses properly for public viewing, the maximum should be 9. At present there are 15 buses based in the building, although three are regularly displayed at Pacific Road, as part of the museum’s attractions.
Because the collection is in a variety of ownerships, there is a need to agree a policy so that the scarce accommodation is used effectively, and wholly to support the objectives of the Heritage Trail.
f:\select\08_01_02\cullei020108rep6a.doc 55 The Aims of the Collection
The broad aims of the heritage transport collection are twofold: a. To reflect the development of Birkenhead, Wallasey and Liverpool’s street tramways from 1860, when George Francis Train opened Europe’s first street tramway in Birkenhead, to the end of Liverpool’s tram system in 1957, and b. To cover the development of Wirral’s bus services from the 1930s (when Birkenhead and Wallasey’s tram services ended) until the end of December 1969 when Wallasey and Birkenhead’s bus services were handed over to Merseyside Passenger Transport Authority.
The Status of the Collection
The trams
The trams based in the building comprise (a) those that regularly operate the service, (b) the restored vehicles that are run in service on special occasions, and (c) static displays. Currently, four trams are able to operate the public service, with another one close to certification for passenger carrying. In addition there are three other non-operational trams. There is also the possibility that a further historic Liverpool tram might move to the Taylor Street building from storage in Liverpool.
Most of the restoration work has been carried out by skilled craftsmen in the Merseyside Tramway Preservation Society, a fully constituted charity that has been established since 1960.
No. Origin Date Owner(s) Grant new Aided 7 Birkenhead 1876 Merseyside Tramway Preservation Society No 20 Birkenhead 1901 Merseyside Tramway Preservation Society Yes 43 Liverpool 1880s Merseyside Tramway Preservation Society No 46 Douglas 18?? Merseyside Tramway Preservation Society No 69 Hong Kong 1992 Wirral Borough Council No 70 Hong Kong 1992 Wirral Borough Council No 78 Wallasey 1920 Merseyside Tramway Preservation Society No 245 Liverpool 1938? Merseyside County Museums No 762 Liverpool 1931 Merseyside Tramway Preservation Society Yes
The Buses f:\select\08_01_02\cullei020108rep6a.doc 56 There are currently 13 buses covering the period 1943 to 1981 in the Taylor Street building. Most are used in connection with the Heritage Trail or the Birkenhead Curriculum Packet. Three of these (indicated by a * in the table below) are still undergoing restoration.
No. Origin Date Make and Model/Body Owner Grant new Aided 1 Wallasey 1958 Leyland Atlantean/Metro- Merseytravel No Corporation Cammell 1 Chester 1950 Guy Arab/Massey Chester City No Corporation 10 Birkenhead 1958 Leyland Titan/Massey Merseytravel No Corporation 52 Crosville Motor 1968 Bristol RELL/Eastern Coach Private Yes Services Works 54 Wallasey 1951 Leyland Titan/Metro Private No Corporation Cammell 75 Chester City 1972 Daimler/Open Top Ham Qtr/New Yes Wallasey 93 Birkenhead 1964 Leland Leopard/Massey Wirral MBC Yes Corporation 105* Birkenhead 1946 Leyland Titan/Massey Hamilton Yes Corporation Quarter 106* Wallasey 1955 Leyland Titan/Burlingham Wirral MBC Yes Corporation (1949) 152 Birkenhead 1967 Leyland Titan/Massey Wirral MBC Yes Corporation 242* Birkenhead 1943 Guy Arab/Massey (1952) Private Yes Corporation 1070 MTL/Arriva 1981 Leyland 201 Bus Group No Atlantean/Alexander 1101 London Transport 1962 London Routemaster Hamilton Yes Quarter Arts West Yorkshire PTA 1978 Leyland Atlantean/Roe Hamilton Yes Vagen Quarter Mill. Behead Rotary No Bus Club
f:\select\08_01_02\cullei020108rep6a.doc 57 Issues
Whilst there is some interest in static displays, and there are educational benefits from being able to see restoration in progress, trams and buses are intended to be used to carry passengers, and the aim is to ensure that, once restored, they are used for this purpose once more.
This aspiration has been encapsulated in the conditions imposed by the Hamilton Quarter, when grant aid was released to help expand the collection and assist with the restoration of salvaged vehicles. Owners in receipt of grant have signed a declaration that their vehicles would be restored and maintained to a standard that would enable them to carry passengers and support the Heritage Trail for at least 10 years after restoration.
The Collection Policy must address these conditions and ensure that all buses within the building, regardless of ownership, are similarly made available for use.
Maintenance of the vehicles in roadworthy condition, and the supply of crew to drive and conduct, will have continuing revenue implications. Because of this, and the very limited budget available from the Council, every opportunity must be taken to generate income, from hiring or passenger receipts, which can then be ring fenced to cover maintenance and crew.
From time to time, opportunities arise to add vehicles to the collection. Because of limited space, the cost of restoration and subsequent maintenance and operation, judgements about whether or not to accept further vehicles must be backed up by a rigorous assessment of their worth, bearing in mind the stated aims of the Transport Collection.
The building should not be used simply to store vehicles. The criteria for a presence in the building must be clearly stated and enforced.
Much of the restoration work, and some of the driving and conducting of buses and trams, is carried out by volunteers. Without their involvement, the transport museum could not be operated. It may be that a Trust or other similar organisation needs to be properly established to secure the future of the collection and its use for the benefit of Wirral’s residents and visitors.
An attempt was made four years ago, to include the heritage transport collection and its volunteers groups and individuals under the banner of the ‘Friends of Pacific Road Museums’, but despite early promise, this has not been successful. A decision has now been taken to establish a separate organisation to be known as the ‘Birkenhead Heritage Transport Collection’ which will focus on the operation of the transport collection. Charitable status is being sought.
f:\select\08_01_02\cullei020108rep6a.doc 58 Bus Collection Policy
1. The Taylor Street building (“the building”) is provided to accommodate trams and buses of local interest or those which generate income to support the restoration, maintenance and operation of the historic transport collection, and the procurement and display of related artefacts.
2. Buses based in the building must relate to the transport history of Wirral and Chester from the 1930s to 1970. The only exceptions are those vehicles that are essentially income generators for the Heritage Trail: these are currently the London Routemaster Bus, the Open Top Bus, and the Arts Vagen. Each of these is on the Asset Register of the Hamilton Quarter and need to be used in conjunction with the Heritage Trail for at least 10 years.
3. All vehicles based in the building, regardless of ownership, must be maintained in a condition acceptable to the Technical Custodian/Transport Manager, which enables them to be used in conjunction with the promotion of the Heritage Trail. This would normally require a Class 6 licence to enable passengers to be carried.
4. Where buses are undergoing restoration with grant aid from the Hamilton Quarter, or any other similar source, this work must be completed to a standard acceptable to the Technical Custodian/Transport Manager, and within timescales agreed by the funding providers, and thereafter maintained and used in conjunction with the promotion of the Heritage Trail.
5. The building is not to be used for free storage of vehicles. Any owner/custodian that feels unable to make his/her vehicle available to promote the Heritage Trail, to the satisfaction of the Technical Custodian/Transport Manager, may be asked by him/her either to remove it from the premises or, (until the space is required for another appropriate vehicle), to pay a storage charge of £50 per month, which will be considered as a donation to the funds of the Birkenhead Heritage Transport Collection.
6. Movement of vehicles around, in or out of the building will be supervised by the Technical Custodian/Transport manager to ensure full compliance with the relevant health and safety legislation and to ensure maximum security of the building and the collection at all times.
7. The collection should aim for a balance of representation between the four main operators – Birkenhead, Wallasey, Chester or Crosville. Decisions on whether to accept the offer of any additional vehicles to the collection will be judged by the Technical Custodian/ Transport Manger, in consultation with the Birkenhead Heritage Transport Collection ‘Steering’ Group(!), on the basis of whether they will fill gaps in the collection, either in terms of their age, make/model, operator or livery. A particularly important criterion will be an assessment of the financial implications in terms of restoration and maintenance costs, and whether space is, or should be made, available to accommodate them.
8. The volunteer groups and individuals who use the building, must be signed up members of the Birkenhead Heritage Transport Collection, and agree to abide by the policies established for the proper organisation and management of the building and f:\select\08_01_02\cullei020108rep6a.doc 59 the collections. If they cannot do this, they will not be allowed in the building and any vehicles they own or have custody of shall be removed from the premises.
Publicity and Income Generation
The historic bus and tram collection represents a ‘Unique Selling Point’ of the Heritage Trail and of Merseyside’s tourist attractions. Every effort needs to be made to ensure that it is effectively promoted and publicised in order to attract large numbers of visitors and to generate maximum income.
The critical issues are: a. To ensure that as much as possible of the bus and tram collection is available to be used to generate income. b. To ensure that sufficient crew is trained and available to operate the vehicles in pursuance of this objective. c. To ensure that the building is adequately staffed to be able to cope with visitor numbers and the safe movement of vehicles in and out of the building. d. To ensure that the building is adapted and staffed to cater more effectively for visitors and is able to offer merchandise and refreshments to help generate income.
There are a number of initiatives that can be taken, subject to the above issues being resolved, to raise the profile and public awareness of the collection and the Heritage Trail. These could include:
q ‘Drive a Bus’ day, where members of the public could pay for an off- road driving experience. The London Routemaster would be ideal for this.
q Heritage bus tours, retracing old bus routes or operating a Wirral Tour or other similar journeys
q Guided tours around historic Birkenhead or other parts of Wirral, including stopping off at a suitable attraction (e.g. Brimstone Hall, Historic Warships, Port Sunlight)
q Increasing promotional, wedding and private hire, with additional income coming from advertising in and on the buses.
q Developing the ‘Robbie the Routemaster’ books and other associated merchandise to attract more children and their families.
q Operate Taylor Street as a ’Living History’ venue, giving the visiting public an insight into the workings of a bus and tram depot, from a safe vantage point. A mock bus station could be established in the outer yard where the public could arrive and depart with an entrance fee charged, which would cover a tram journey and a commemorative hhistoric bus or tram ticket.
q Advertising the availability of the collection and the tramway, to the film industry, especially the Liverpool Film Office. f:\select\08_01_02\cullei020108rep6a.doc 60 Development
The Taylor Street building has considerable potential for development. A new boundary wall will shortly be constructed by trainees from the Heritage Skills company, which currently shares the building, as part of their training programmes. The Wirral Waterfront initiative and the European Union’s, Objective One Strategic Investment Area Delivery Plan includes in their programmes, the development of the building over the next five years.
The Heritage Skills company is looking to expand in the near future and may relocate. The trams and buses require additional space to be able to properly display the collection for the public to enjoy, and to provide suitable facilities such as toilets, refreshments, gift shop and the like. The easiest solution would be to cover the yard so that it could be used to store and display vehicles. If the Heritage Skills company relocates, its accommodation could be adapted to provide the additional facilities mentioned above, as well as rooms for film shows and interpretation of the heritage transport collection
Finance
The cost of running the building is being covered by the Department of Education and Cultural Services. The tramway operation is funded by the Council, but the cost of maintaining and operating the bus collection is being assisted by the Hamilton Quarter, which has set aside a budget of £20,000 pa annum for fleet management, and a further £20,000 pa for the Curriculum Packet, which relies on the London Routemaster bus at present, although bus no.152 will shortly be available to take over some of the duties. However, these sums will not be available after March 2002.
The Council will need to replace the Hamilton Quarter’s contribution towards maintenance of the buses, and the operation of the Curriculum Packet. Income generation will become increasingly more important in order to cover running costs and keep on top of maintenance.
The Heritage Skills company could be asked to pay rent for the area of the building they occupy, which will provide some income and help to offset running costs. Increased hiring of the buses will bring in more income, as would some of the other ideas mentioned above.
f:\select\08_01_02\cullei020108rep6a.doc 61 APPENDIX 5
BIRKENHEAD HERITAGE TRAIL Marketing Strategy
f:\select\08_01_02\cullei020108rep6a.doc 62 INTRODUCTION
Marketing is one of the most important parts of the management and development of museums. It is what brings together the museum and its visitors. Without marketing a museum might do no more than preserve its collections.
Most museums aim to use marketing to educate the public, who must therefore be offered something appealing and persuaded to take up the offer.
For most museums, marketing has another purpose, to generate income. Even if a museum is free to visit, visitor numbers can effect shop sales, catering income and the value which funding agencies place on museums.
Museums have a central role to play in sustaining and developing cultural, social, educational and economic well being.
They hold great richness and diversity of resources for the whole spectrum of learning, from the formal education to the self-renewal gained from the chance encounter of a book, painting or forgotten fact.
The marketing strategy for Wirral Museums, collectively known as The Birkenhead Heritage Trail has been developed to reflect the different sites and products and the needs of the different target markets for those sites and products. The strategy identifies generic and specific marketing requirements for the service in terms of:
1.0 Definition of products and services, generic and site/service specific
2.0 Market research and analysis requirements
3.0 Definition of target markets
4.0 Monitoring and Evaluation Systems
5.0 Specification of publicity requirements
6.0 Identification of internal and external communication channels and methods of distribution
f:\select\08_01_02\cullei020108rep6a.doc 63 1.0 THE HERITAGE TRAIL AS A PRODUCT
The Birkenhead Heritage Trail consists of:
1.1 The Williamson Art Gallery and Museum 1.2 Wirral Museum at Birkenhead Town Hall 1.3 The Wirral Archives Service 1.4 Birkenhead Priory 1.5 Pacific Road Arts and Exhibition Centre 1.6 Taylor Street Bus and Tram Depot 1.7 Egerton Bridge 1.8 Shore Road Pumping Station 1.9 The Tramway.
Descriptions of the sites can be found in the main section of the Business Plan. Many of the sites can be defined differently in terms of the ‘product’ to be marketed. Namely:
1.1 The Williamson Art Gallery and Museum:
¨ Gallery displaying long term exhibitions from the Borough’s collection ¨ Gallery displaying temporary exhibitions of local and regional interest ¨ Meeting space for local groups ¨ Performance space ¨ Learning resource
1.2 The Wirral Museum
¨ Museum celebrating the local history of Wirral ¨ Meeting rooms ¨ Performance space ¨ ‘Cinema’ space ¨ Party/reception venue ¨ Learning resource ¨ The building also houses the Registrar’s office
1.3 Wirral Archives Service
¨ Family history ¨ Local history ¨ Cammell Laird Archvie ¨ Learning resource
f:\select\08_01_02\cullei020108rep6a.doc 64 1.4 Birkenhead Priory
¨ Museum explaining the founding of the Priory and the history of the site ¨ Performance space ¨ Outdoor performance area ¨ Meeting room ¨ Viewing point for panoramic views of Liverpool and the river ¨ Learning resource
1.5 Pacific Road Arts and Exhibition Centre
¨ Performance space ¨ Conference venue ¨ ‘Fairs’ venue ¨ Exhibition space ¨ Learning resource
1.6 Taylor Street Bus and Tram Depot
¨ Heritage and non-heritage bus fleet ¨ Heritage trams ¨ Exhibition space for vehicles
In addition to specific products the Heritage Trail has a number of services to offer to both internal and external customers:
¨ Advice on Data Protection and Freedom of Information Acts ¨ Technical support for events ¨ Advice on the origin and the need for valuation of paintings and artefacts ¨ Advice on the conservation of artefacts and paintings ¨ Advice on the conservation and origin of documents ¨ Advice on the need for valuation of documents ¨ Photographic/reprographic services for documents, artefacts and paintings ¨ Research services and advice on research methods.
2.0 MARKET RESEARCH AND ANALYSIS
Prior to the appointment of the Marketing Officer with a direct responsibility for the marketing of the Birkenhead Heritage Trail, in the autumn of 2000, there had been no systematic market research undertaken, either of the needs of the market nor of the impact of any marketing activity.
Since the Officer has been in post a test campaign for periodical advertising has been launched with the following publications having been used.
f:\select\08_01_02\cullei020108rep6a.doc 65 ¨ Retired and Living in Wirral. Monthly magazine aimed at the older generation.
¨ The Holiday Magazine High profile, mid-market travel and leisure publication. Out from Early Spring to end of summer. 220,000 distribution to 46 towns and cities throughout the UK. Advertisement and free editorial.
¨ Kids Direct - Wirral, Chester & North Wales A summer publication given out free to children in primary schools. Full-page advertisement and free editorial.
¨ Something 4 Kids – Merseyside and Chester A summer publication given out free to children in primary schools. Advertisement and free editorial.
¨ Merseyside Family Magazine A4 full colour magazine provided free to schools, parents and carers of primary school children. Distribution 53,000. Advertisement and free editorial.
¨ Business Reporter Periodical. Editorial and advertisements to highlight specific events such as the opening of Wirral Museum and the 100th Anniversary of Birkenhead Tram.
¨ Let’s Go Magazine A free publication produced by the Wirral Globe and distributed in May highlighting events and things to do during the summer. Advertisement and free editorial.
¨ Buzz Magazine Free listings magazine highlighting entertainment, Good Pub Guide, Leisure and Culture. Adverts with free editorials. Distributed throughout Wirral via Sport Centres, Libraries, Clubs, Hotels, Pubs, community Centres, Shops and Tourist Information Centres.
¨ Good Pub Guide, Leisure and Culture Distributed throughout Wirral to sports centres, libraries, clubs, hotels, pubs, community centres, shops etc. Advertisements with free editorial.
¨ Going Places – Spring & Summer Edition Glossy, full colour free tabloid paper covering Cheshire, Merseyside, Staffordshire, Wrexham and North Wales.
The impact of this periodical advertising campaign will be assessed over the next six months. Existing networks and partnerships have also been analysed to identify ways to achieve the maximum benefit from membership, both in terms of market research and distribution of promotional material and information.
f:\select\08_01_02\cullei020108rep6a.doc 66 Mersey Partnership
As a member of Mersey Partnership the Marketing Officer has attended Mersey Conference Bureau meetings to gain an insight into the local market and collect information on how the Partnership can assist in market research, in particular their research database. The Partnership can also contribute to the distribution of promotional material and information.
North West Tourist Board
The Birkenhead Heritage Trail is now also a member of the North West Tourist Board. This along with membership via the Wonderful Wirral Consortium provides us with a double hit of distribution of promotional material.
The membership includes:
¨ Distribution of Heritage leaflets to 250 northern TICs ¨ Free event listings on their web pages ¨ Free listings in the Main Holiday Guide,
In addition they can be used for free advice on:
¨ Sources of financial assistance and grant aid. ¨ Marketing and developing advice ¨ Free planning advice
MARKETING ON THE WEB
Wirral MBC has recently up-dated their web pages, creating a more efficient means of public access to service information. At present there is only minimal information with regards to the Wirral Museum Service and the Birkenhead Heritage Trail, but plans are being well advanced to develop a museum web site working with the private sector linked via the MBC site by September 2002.
Whilst the web site cannot replace the sense of place that is often important to the experience of visiting a museum or gallery, it does allow the visitor to plan and anticipate visits and give them the chance to research further before, during and after the visit.
It is anticipated that the web site will inspire sections of the community who might have never visited a museum to be regular visitors, whether real or virtual. The site will provide access to collections, exhibitions and services for all existing and potential users, regardless of their physical and educational abilities.
f:\select\08_01_02\cullei020108rep6a.doc 67 In addition the museum web site will:
¨ Offer educational materials as a link to the classroom ¨ Attract business for commercial services such as venue hire ¨ Fundraising ¨ Encourage loan or gift of artefacts ¨ Recruit volunteers and staff ¨ Online sales of museum shop merchandise ¨ Establish a database mailing system of past and present visitors and target specialised groups, enthusiasts and group tour promoters
Once the museum site has been developed links will be created to other museum web sites via subject links and heritage trails and other compatible interest sites in both the public and private sector.
3.0 TARGET MARKETS
One of the easiest ways to segment the market is by age. Therefore potential visitors to the Birkenhead Heritage Trail can be categorised in groups with broad-based characteristics.
0-5 Too young to choose to go a museum, but introduced by Parents.
6-14 Ideal target for school trips and school projects
15-30 Difficult to target, possibly far too busy with social lives.
31-40 Very concerned with education and keen to take their children somewhere.
41-55 Pressure at work, life’s a bit busy. Possibly go to a museum on holiday.
55+ People looking for interesting and stimulating activity with time during the day.
f:\select\08_01_02\cullei020108rep6a.doc 68 4.0 MARKETING STRATEGY THREE YEAR ACTION PLAN
PROJECT RESOURCE IMPLEMENTATION DATE
1. Assess impact of In-house March 2002 advertising campaign
2. Produce and distribute Existing March 2002 Heritage Trail leaflets.
3. Produce a high quality Museum In-house plus Private September 2002 Service web site. Sector Sponsorship
4. Analyse market research and produce leaflets targeting In-house March 2002 certain groups.
5. Establish a user feedback Existing September 2002 process.
6. Design and produce new promotional material :- Existing September 2002
i. As a Learning Resource " across all sites.
ii. For the Heritage Trail. "
iii. For Room Hire. "
iv. For live venues. "
7. Design and produce Exhibitions Existing and Grants December 2002 to promote the Heritage Trail at appropriate Trade Fairs.
8. Identify and purchase a range Existing budgets and May 2002 of branded goods to be offered Private Sector for sale to visitors. involvement.
9. Investigate and improve Internal and External December 2002 distribution channels.
10. Undertake a competitor Existing March 2003 analysis.
11. Produce a pricing policy Existing May 2002
12. Produce an Advertising Existing October 2001 Scheme.
f:\select\08_01_02\cullei020108rep6a.doc 69 Appendix 6
C EMERGENCY PROCEDURES
C.1 WILLIAMSON ART GALLERY
CONTENTS
1 Introduction
2 General considerations
3 Fire
4 Evacuation of building
5 Bomb including threat
6 Flood
7 Other damage to building
8 Theft
9 Attack
10 Aftermath
Appendixes
A. Key holders and other emergency numbers
B. Other staff
C. Advisers & suppliers
f:\select\08_01_02\cullei020108rep6a.doc 70 1. INTRODUCTION
1.1 Following the preparation of a collection management policy for the Williamson Art Gallery. This emergency procedure plan forms the second part of a staff manual to cover all aspects of work (customer care and collection care) at the museum.
1.2 The written documentation will be supported by training for all members of staff but will provide the basis of behaviour in given situations. Staff should be made aware of all these procedures and any other appropriate guidelines, codes of practice, etc. Produced or endorsed by Wirral Borough Council.
1.3 A brief STAFF GUIDE TO EMERGENCY PROCEDURES will be produced based on this plan to facilitate its use.
1.4 AIM To provide in the event of any emergency for the co-ordinated course of action which will safeguard life and property and allow for the maximum continuity of function.
1.5 DEFINITION Any-one, or a combination, of a number of emergencies, natural or man-made, may occur :
General (a) Fire (b) Explosion (c) Flood (d) Other damage to building
Personal (e) Theft (f) Attack
1:6 THREAT The threat or expectation of any emergency should be reported to the senior member of staff on duty (referred to as the controller). He is responsible for placing staff on emergency stand-by and subsequent events.
1:7 RESPONSIBILITY The following people will take command of an emergency situation: (a) Curator (b) Senior Keeper (c) Senior Museums Assistant
1:8 When the museum is closed the above should be contacted immediately.
1:9 PRIORITIES The priorities in the event of an emergency should be:
(a) To prevent loss of life or injury to staff or public (b) To ensure that the alarm is raised quickly and efficiently (c) To preserve the safety and security of the museums collections
1:10 Given the size of the collections, nature of the building, etc, it is not considered practical to move the collections during an emergency.
1:11 With advance notice, or in the aftermath of such a situation, storage should be arranged outside of the building if necessary. This should either be for important items, if appropriate storage space is available, or for lesser items that may free safe storage within the building. f:\select\08_01_02\cullei020108rep6a.doc 71 1:12 The curator may categorise collections so that particularly important items are known and marked as such.
1:13 CONTROL The CONTROL POST is the museums reception desk, this should become the focal point for all activities in an emergency situation. The controller will take up this post and control all activities from here.
1:14 It is the controller’s responsibility to appoint wardens and to ensure that specific duties have been carried out to his satisfaction.
2. GENERAL CONSIDERATIONS.
2:1 RESPONSIBILITY Under health and safety regulations all staff have a responsibility both for their own welfare and that of their colleagues.
2:2 By virtue of their position in a museum all staff are also assumed to have a responsibility for the safety and security of the collections, and any member of the public making use of the building and the collections.
2:3 PRESERVATION OF INFORMATION Indexes, archives and records are generally safe from damage inside cabinets. Accession books etc., are particularly important and should be kept in flameproof, secure cabinets. Computerised records should also be afforded safe storage and kept in non-magnetic cabinets.
2:4 Collection items should always be returned to their recorded location as soon as possible after use (photography, research, exhibition, etc). If the location is changed, even if only temporarily, this must be recorded.
2:5 "Loans out" information must be scrupulously kept, to avoid any misunderstanding or losses.
2:6 WORKING PRACTICES Offices, desks, etc., should be kept as tidy as possible to avoid loss of important information and minimise the risk of fire.
2:7 Rubbish should not be allowed to accumulate, as this would represent a fire hazard.
2:8 Areas around electrical equipment, switches, etc., are to be kept free from storage of any material.
2:9 SMOKING Smoking should be restricted to staff rooms only.
2:10 CONTRACTORS Contractors, volunteers, researchers etc., who are liable to be using non-public areas of the museum, are to be accompanied by a member of staff at all times. They should be bound by the same museum rules as members of staff and be acquainted with the procedures as outlined in this plan.
2:11 SAFETY PRECAUTIONS ETC. f:\select\08_01_02\cullei020108rep6a.doc 72 Appropriate staff should read and be made aware of Wirral Borough Council’s SAFETY HANDBOOK.
2:12 TESTS All statutory tests as listed below should be co-ordinated by the curator, however, the general supervision of the test should be in the charge of the senior museums assistant, or his nominated deputy, as part of his normal duties, and a log book kept with details of maintenance, tests and faults duly reported.
2:13 The automatic fire alarm system should be tested once each week, preferably on a regular day, unless the building is closed on that day. All sounders and detector heads should be inspected to ensure their correct operation.
2:14 Emergency lighting should also be tested weekly by following the procedure in the safety handbook.
2:15 An evacuation drill should be held at least once every six months.
2:16 Any and all faults revealed by tests, drills etc., should be reported IMMEDIATELY.
3. FIRE
3:1 DISCOVERY In the event of fire the person discovering it should, IF SAFE TO DO SO use the nearest fire extinguisher at hand and shout "FIRE" until help arrives. If possible, they should also activate the nearest fire alarm button, if the automatic fire alarm has not already sounded.
3:2 IF NOT SAFE to use an extinguisher they should raise the alarm at the reception desk and inform the controller.
3:3 The second person on the scene should immediately raise the alarm if this has not already been done and ensure that the controller is aware of the situation.
3:4 ALARM. In the event of the fire alarm sounding the controller should staff the control post and take charge of the situation.
3:5 The automatic alarm, a constant high pitched buzzing noise, will sound if one of the break- glass or smoke detectors is activated. The control panel will indicate zone 1, 2, 3 or 4 as appropriate.
3:6 On hearing this alarm all staff should be on emergency stand-by. All telephone calls should cease to free phone lines.
3:7 EMERGENCY STAND-BY. When this condition is called all staff should cease their work and, without running, proceed to the control point in an orderly fashion unless they are dealing directly with the fire or prevented from proceeding. They should not collect belongings unless immediately to hand.
3:8 As soon as the controller is certain that staff are aware of the emergency stand-by condition, the alarm should be silenced.
3:9 The controller will instigate a search of the appropriate area to determine whether or not the alarm is genuine.
f:\select\08_01_02\cullei020108rep6a.doc 73 3:10 The controller will also note from the "IN-OUT BOARD" by the control point which staff are present in the building for a "roll call" in the event of an evacuation.
3:11 Any staff not required for the search should wait by the control point for confirmation of a false alarm, or for instructions regarding evacuation of the building.
3:12 Any members of the public who query the noise, etc., should be told not to be worried but that an emergency standby condition is in force. If they wish to leave the building they should not be prevented from so doing.
3:13 FIRE If the alarm is genuine staff will be informed of the fire's whereabouts and issued with instructions. Any staff not required for the evacuation of the building should leave and assemble in the car park as far from the building as possible.
3:14 The fire brigade will have been called automatically when the alarm signal was triggered. If this is not the case, if for instance the alarm was switched to AUXILIARY, then, on confirmation of the fire, the alarm should be triggered and switched off auxiliary, calling the fire brigade.
3:15 On arrival the Fire Brigade will take complete charge and will need to know :
(a) Has the building been evacuated ? (b) Where is the fire ? (c) Is the cause known ? (d) Is there anything particularly dangerous or sensitive in that area ?
The controller should ensure that he/she is able to answer these questions to the best of their ability.
4 EVACUATION OF BUILDING
4:1 SIGNAL Evacuation of the building is signalled by operation of the manual alarm bell while the building is in emergency stand-by condition.
4:2 PROCEDURE. PUBLIC ROOMS The controller will appoint 2 members of staff to evacuate public rooms.
4:3 One will walk through galleries 1, 2, 3, 4 and 5 closing doors behind him/her and showing people to the front entrance (via gallery 14).
4:4 The other will walk through galleries 13, 10, (11), 9, 8, 7, closing doors behind him/her and showing people to the front entrance (via galleries 5 & 14 ).
4:5 They will meet in gallery 6. If it has been unsafe to use the front entrance people should be shown out of the building via this fire door.
4:6 During this process, members of the public should be reassured and asked not to run or panic as this might cause further problems.
f:\select\08_01_02\cullei020108rep6a.doc 74 4:7 If the fire door in gallery 6 remains unopened and it is not necessary to use it, then it should be left closed. The 2 staff should continue to work together, closing doors behind them and ensuring that the building is being vacated, through galleries 5, 4, 14 to the front entrance. They should then report to the controller.
4:8 If the fire door in gallery 6 has been opened or if it is necessary to use it, then a member of staff must remain in sight of the open door, unless it is unsafe to do so, in order to maintain its security.
4:9 REMEMBER THE OIL STORE AND BOILERS ARE BY THIS DOOR.
4:10 Anyone leaving by this door should assemble in the museum car park and ensure their presence is recorded.
4:11 PUBLIC MEETINGS If any of the galleries is in use for a public meeting when the alarm is raised care should be taken not to create a state of panic. Societies should nominate a steward to aid museum staff in the event of any emergency. On hearing the emergency stand-by signal the steward should go to the control post to await further instructions. On hearing the evacuation signal he/she should assist staff in clearing the room involved.
4:12 PROCEDURE - NON PUBLIC ROOMS During the emergency stand-by condition the controller will note the presence or absence in the building of staff members.
4:13 Staff should, during this condition, proceed to the control point and consequently all non public areas should be evacuated before the formal evacuation signal is given. The exceptions are where staff are dealing directly with the fire or where they are prevented from reaching the control point.
4:14 On hearing the evacuation signal staff should leave the building by their nearest exit unless, they are required to help with the evacuation of the public rooms.
4:15 Staff will, whenever possible, leave by the front entrance and assemble in the museum car park. In the event of being prevented from using stairs or reaching the front entrance the alternatives are:
(a) Basement, store 6 (assemble in car park) (b) Basement, rear doors (assemble in car park) (c) Ground floor, gallery 6 (assemble in car park) (d) Ground floor, curators office window into internal quadrangle (e) First floor, staff room window on to roof (f ) First floor, stationery store on to roof
4:16 Once opened it is not possible to secure these exits from the outside. It is the responsibility of the person opening the exit to ensure that it is not used to breach the security of the building.
4:17 Any non-staff members in non-public rooms should be accompanied by a member of staff who is responsible for escorting them to safety.
4:18 The controller should be the last person to leave the building re-assuring him or herself that the security of the building is not at risk. He/she will take a staff roll-call upon arrival at the car park assembly point and await the arrival of the emergency services, if they have not already appeared. f:\select\08_01_02\cullei020108rep6a.doc 75 4:19 The controller should have the key to the Mather Road gate in their possession to allow vehicular access to the rear of the building if required.
4:20 RE-OCCUPATION The Fire Brigade will inform the controller when it is safe to return to the building and no attempt to return should be made without the express permission of the controller.
4:21 If the building cannot be made safe and secure following the emergency, to the controller’s satisfaction, arrangements should be made for 24 hour staffing until security can be fully re- established.
5. BOMB
5:1 THREAT A person receiving a phone call of a bomb threat should inform the senior member of staff on duty immediately and confidentially.
5:2 As soon as it is made clear by the caller that a bomb threat is being made, the recipient should let them finish their message without interruption. If any response is necessary keep it very brief. While the caller talks, get the message EXACTLY and also listen for clues as to the callers :
(a) Sex and approximate age (b) Condition affecting speech, such as drunkenness, anger, laughter, excitement or incoherence (c) Peculiarities of speech, such as, accent, speech impediment, mispronunciations, tone and pitch of voice (d) Background noises present during the call, such as music, traffic, talking, machinery etc.
5:3 When the caller has given the message try to keep them in conversation. The following are key questions and should be asked if possible, but only after the caller has given his message.
(a) Where is the bomb located ? (b) What time will it explode ? (c) What does it look like ? (e) When was it placed ? (f) Who are you ? (g) Where are you ?
5:4 Note whether the caller repeated the message or any part of it. Note the exact time of the call. Write the message down. Immediately notify the controller who will notify the police. Repeat the message exactly that you have received and then fill in the other details you were able to receive.
5:5 BE CALM, LISTEN CAREFULLY, REPORT EXACTLY
5:6 SEARCH After receipt of a bomb threat the controller will instigate a discreet search of the building using volunteers, concentrating on the areas that have public access.
f:\select\08_01_02\cullei020108rep6a.doc 76 5:7 Any person discovering a suspicious package should NOT TOUCH OR MOVE IT. They should tell to the controller who will then clear the area and secure it.
5:8 Should the controller need to evacuate the building then he/she should activate the fire alarm for emergency standby condition, and then press the evacuation signal. He/she will then call the police if they have not already been called.
5:9 POSTAL BOMB Any package received through the post and considered suspicious should be shown to the controller immediately. He/she will call the police if it is agreed that the package is suspicious.
5:10 EXPLOSION In the event of an unexpected explosion, controlled evacuation of the building should begin immediately, directing people away from the affected area. The controller will ensure that the appropriate emergency services have been contacted and will supervise the evacuation. In general, rescue work should be left to the trained personnel of the emergency services.
6. FLOOD
6.1 Flooding is unlikely to be a problem in any but the basement area. Storm damage and subsequent roof leaks can usually be contained before they can cause any damage to the collections.
6.2 Any person discovering a flood should IF POSSIBLE take immediate evasive action. If collection items are under threat but are not yet affected they should IF IT IS SAFE TO DO SO be removed to a place of safety. The alarm should be raised as soon as possible.
6:3 The location of mops, buckets, brooms, shovels, etc., which may be used to deal with water should be known to all staff.
6:4 Source of flood should be traced and cured as soon as possible, or at least tamed, by staff IF POSSIBLE. The controller will arrange for complete professional repair as soon as possible.
6:5 If necessary, workmen will be called for emergency repair (see appendix c).
6:6 When surplus water has been disposed of and source of the flood dealt with, the curator will advise on the use of de-humidifying equipment to restore correct levels of humidity.
7. OTHER DAMAGE TO BUILDING
7:1 It is impossible to predict every eventuality that may befall the museum building. In each instance the controller is responsible for taking the appropriate action.
7:2 Damage to part of the building, for example ceiling collapse or damage to skylights, may necessitate the closure of that room or area. Danger of structural collapse may demand complete evacuation of the building.
8. THEFT
8:1 While security is the specific responsibility of the museum assistants it should be in the fore-front of the mind of every member of museums staff. f:\select\08_01_02\cullei020108rep6a.doc 77 8:2 WHEN OPEN Any member of staff suspecting that a theft has taken place should immediately communicate their suspicions to the controller who will commence the appropriate investigations.
8:3 Any person discovering a suspicious situation or what they believe to be a theft taking place should raise the alarm IMMEDIATELY. It is better to prevent a theft than to put the collection at risk or have to investigate it afterwards. They should only intervene IF IT IS SAFE TO DO SO.
8:4 If a suspect is within the building then the police should be called immediately. The building may be closed for a short time and people prevented from leaving the building until help arrives, all exits should be guarded.
8:5 If a suspect is seen leaving the building they should be prevented from doing so ONLY IF IT IS SAFE TO DO SO. Their description should be noted as carefully as possible, as should the details of any vehicle and the direction of his escape. This information should be communicated to the police on their arrival.
8:6 A theft can take place and the thief be away in less than 60 seconds, any action needs to be immediate but the controller should be informed and take control of the situation at the earliest opportunity.
8:7 POWERS OF ARREST Staff have no greater powers of arrest than members of the public.
8:8 A person of whom staff are suspicious may not be detained unless there is evidence that a crime has definitely been committed.
8:9 WHEN CLOSED The police will call on the first named key holder in the event of an alarm. He/she will meet police at the front entrance, the police will already have checked the outside of the building for anything suspicious.
8:10 On entering, the alarm should be silenced and the control panel checked for details. The offending area should be checked and any emergency situation dealt with under police advice.
8:11 If no cause for alarm is found then the remainder of the building should be checked, the alarm reset and the building locked.
9. ATTACK
9.1 ASSAULT Actual assault or the threat of assault, with or without weapons, should be taken very seriously. Staff are not expected to perform heroics in the normal line of duty and their first priority is to prevent the loss of life or injury to staff or members of the public.
9:2 Whilst a reasonable amount of force may be needed to restrain an attacker, retaliation by way of physical assault is both unacceptable and unlawful.
9:3 The person at the reception desk should IF IT IS SAFE TO DO SO sound the manual alarm bell (the same used to signal the evacuation when the museum is in emergency standby condition). f:\select\08_01_02\cullei020108rep6a.doc 78 9:4 On hearing this alarm all staff should attend the reception desk and offer any immediate assistance which may be required or await instructions from the controller.
9:5 The controller should notify the police immediately or as soon as it is safe to do so, giving all the appropriate details and the names of any witness.
9:6 Suspicious situations should be treated as in 6:3 etc.
9:7 FIRST AID In the event of any injury the first aid officer should be notified as soon as possible. He/she will make the injured person feel comfortable and call for medical aid if it is required.
9:8 The procedure for recording and reporting accidents should be followed giving as much detail as possible.
9:9 DAMAGE TO COLLECTIONS Acts of vandalism in museums are rare and usually the product of an unstable mind. Any person who is found or suspected of causing deliberate damage should be handled with care and the police notified.
9:10 Accidental damage to collections is a much more likely occurrence. If the perpetrator of such damage is known then a note of their name and address should be taken together with a brief statement of events. There is nothing to be gained from recriminations once the damage is done. If the person who caused the damage is reluctant to give their name then explain to them that it is needed simply for insurance reasons.
9:11 Any and all damage to collections, however and wherever caused, should be reported to the curator and the keeper of conservation so that action may be taken to prevent further damage. Any item affected by damage should be removed to a safe place, taking care that further damage is not caused during removal. If in doubt about handling an item then leave it to a trained member of staff.
10. AFTERMATH
10:1 DAMAGE TO BUILDING Following an emergency the safety and security of a building needs to be re-established as soon as possible. 24 hour staffing should be arranged until the situation is returned to normal.
10:2 The return to normal functioning of the building should be adopted as soon as possible. There should be a strong presumption that normal opening will continue even if only part of the building can be used and that it is safe to do so.
10:3 During the working week any building repairs, etc., should be notified through the building maintenance section of the Department of Education & Cultural Services. The degree of urgency should be emphasised.
10:4 When other help is unavailable emergency plumbers, glaziers, etc., may be called at any time.
10:5 DAMAGE TO COLLECTIONS Any and all damage should be reported immediately to the curator and the Senior Keeper so as they can take the necessary remedial action. f:\select\08_01_02\cullei020108rep6a.doc 79 10:6 All collections should be checked to ensure the safety of their storage locations and moved to entirely safe locations if necessary. This will include removal of collection items from the building if this is considered necessary.
10:7 Emergency measures will be taken for any damaged items. These measures may include freezing, washing, slow drying, etc., carried out under the strict control of the curatorial staff. Dehumidification and humidification should only be used under the strict advice suitably qualified conservator.
10:8 Any damage should be noted in detail, especially if it should lead to the disposal or destruction of any collection items. Insurance section of the finance department should receive full details together with values so as claims may be made against losses. The Audit section should also be informed.
10:9 INJURY Any event causing injury or nearly doing so, or any hazardous situation, should be reported to the department’s safety officer who will take action or offer appropriate advice. Records should be kept in the accident book and on accident forms that are kept at the reception desk.
10:10 GENERAL Any other event of an unusual or interesting nature should be noted in the incident book kept at the reception desk for future reference. Such events would include vandalism (outside or inside the building), suspicious activity, attempted theft, (including the car park), unusual or suspicious enquiries and visitors, violent or particularly argumentative visitors, complaints, etc.
10:11 The procedures outlined in this schedule should be reviewed at regular intervals, especially following an emergency or alteration to the building or its equipment. Any failings or amendments should be noted and alterations communicated to all staff.
f:\select\08_01_02\cullei020108rep6a.doc 80 APPENDIXES
APPENDIX A. Key holders’ list and other emergency numbers
1. Curator 2. Senior Museum Assistant 3. Senior Keeper
Police Ambulance 999 In Emergency Fire Brigade Wirral Metro Security
APPENDIX B. Other staff
1. Principal Museums Officer 2. Principal Librarian 3. Senior Inspector 4. Assistant Keeper 5. Safety Officer 6. Director
APPENDIX C Advisers & suppliers
1. North West Museum & Art Gallery Services 2. National Museum & Art Galleries on Merseyside 3. Lady Lever Art Gallery 4. Police (non emergency) 5. Fire Brigade (non emergency) 6. Ambulance Service (non emergency) 7. Building Maintenance (office hours only) 8. Boiler Maintenance 9. Locksmith 10. Glazier/boarding up 11. Plumber 12. Electrician 13. Storage space 14. Van hire 15. Dehumidification 16. Freezing 17. Newsprint 18. Polythene sheet
f:\select\08_01_02\cullei020108rep6a.doc 81 BIBLIOGRAPHY
Cunha, G.M. and Cunha, D.G. Conservation of library materials, a manual and bibliography, on the care, repair and restoration of library materials, 1971.
Merseyside Police, Crime Prevention Department. Protection against bomb attacks (no date)
Stanworth, H. & Stainton, S. The National Trust Manual of House Keeping, 1984.
Thompson, J.M. Manual of Curatorship ; a guide to museum practice, 1986
Upton, M.S. and Pearson, C. Disaster Planning and Emergency Treatments in Museums, Art Galleries, Libraries Archives and Allied Institutions. 1978
Wirral Borough Council Department of Leisure Services & Tourism. Safety Policy, (no date)
Wirral Borough Council Department of Leisure services & Tourism Reports of the Customer Care working party. 1978
Wirral Borough Council Department of Leisure Services & Tourism Williamson Art Gallery & Museum Fire & Emergency Procedures - Staff Guide 1988
Wirral Borough Council Department of Personnel & Management Services. Personnel handbook, (no date)
C.2 Other venues
Detailed safety procedures for all venues are under preparation.
f:\select\08_01_02\cullei020108rep6a.doc 82 D ANALYSIS OF COLLECTIONS
1 SIZE OF COLLECTIONS
Fine Art Water-colours 2647 Oils 1220 Prints 1850
Ceramics British 918 Local 255 Oriental 257 Unaccessioned 357
Silver & textiles 408
Silver (Bebington / Wallasey) 400
Glass & Sculpture 357
Ethnography 170
Domestic 620
Oriental 153
Archaeology 476
Coins 646
Tokens & Medallions 306
Military 646 + Mineral Collection 850
Postcards 272
Wirral Artefacts 340
Unaccessioned items 720
TOTAL 13725
ESTIMATED VALUE approx. £20 million, new valuations due to be completed 2002.
f:\select\08_01_02\cullei020108rep6a.doc 83 E Documentation
1 Recataloguing 2 Documentation categories 3 Manual systems 4 Computerised systems 5 Proposals 6 Documentation procedure
1 Recataloguing
In the early 1980’s a comprehensive recataloguing exercise was undertaken over a 5-year period which achieved almost complete registration of all items in the collections. The initial entries were made in 1912 and followed a numerical sequence. This convention has been continued. The authority is known to have collections formed since the 1870's and a backlog of documentation must have existed from the beginning. Recent acquisitions are awaiting preparation of new computerised systems to allow streamlined documentation procedures.
The resulting catalogue places items into the following categories :-
A Those items for which a number is known and can be identified within the existing listings.
B Those items for which a number is not known and therefore have been allocated a provisional "unaccessioned number". These take the form of page numbers with line letter references. For example item BIKGM: 100f is the item listed on the sixth line of page 100.
C Those items which are listed but have not been identified in the recataloguing exercise.
The next stage in the recataloguing exercise was to match items in category B. above with listings and descriptions in the record ie. items which have no identity number.
Following this it will be possible to establish :-
A A list of previously unaccessioned items which can be formally transferred to the permanent collections.
B A small number of items which have previously been listed as missing. In some cases these have been traced and returned to the collections.
2 DOCUMENTATION CATEGORIES
To summarise the collections presently consist of :-
Accessioned items in numerical order of acquisition
Unaccessioned but listed items
Missing items
f:\select\08_01_02\cullei020108rep6a.doc 84 3 MANUAL SYSTEMS
The card system in use is that published by the Museum Documentation Association.
4 COMPUTERISED SYSTEMS
The documentation system that has been in use has been ‘DBASE 4’, a system that has performed well as simple checklist information. A new system, CALM 2000, is at present being installed, which is fully compatible with Wirral Archives Service and will enable material to be drawn together from both parts of the Wirral Museums collections, and the Wirral Library network. This will enable more comprehensive records to be maintained on computer in addition to the card index.
5 PROPOSALS.
1 To maintain the card index system.
2 To transfer listings to computer.
3 To use these listings for insurance purposes.
4 To attempt further identification of "missing items".
5 To transfer previously unaccessioned items to the permanent collections.
6 To improve the standard of entries on both the manual and computerised systems.
f:\select\08_01_02\cullei020108rep6a.doc 85 F STORAGE
1 EXISTING COLLECTIONS
The service centre for the Wirral Museums Service will be concentrated as previously in the Williamson Art Gallery & Museum. This includes cataloguing, storage and conservation. The main emphasis will be on the consolidation of collections rather than a radical expansion.
Reference to 4.1 (collection size) will indicate some 13,500 items of which some 10% may be on display at one time. A large proportion of the balance may be unsuitable for display (reference only or requiring conservation) - another 50%. This will indicate the need for more space rather than more collections.
As a result the brief for new museum buildings provides more space for existing collections and avoids the need for the acquisition for new collections for which there would be little space and little resource for collection management.
Note that the new transport museum buildings, is designed for items on loan rather than permanent collections. Transport care will be the responsibility of owners. However a small number of artefacts will be added to the collections as part of the attraction.
Collection storage is maintained as follows :-
* All locations at Williamson Art Gallery unless otherwise stated.
* Excludes items on permanent or temporary display, although storage locations should be kept vacant whilst items are displayed or loaned.
Water-colours framed (local) Racking in store 6 (bays 20-25) Prints unframed (local) Solander Boxes(conservation studio) Framed national Racking in store 6 (bays 1-19) Unframed national Solander boxes above bay 6 in store 6 Oils Small Racking store 6 (bays 26-50) Large Pallet racking in the centre of store 6 Ceramics Local and national Cabinet storage in store 5. Textiles Solander and other units in store 5 Silver Safes in store 6 Glass Cabinet storage in store 5 Sculpture High priority Store 5 Low priority off-site Ethnography Store 5 Domestic Shelving in store 4 Oriental Store 5 Archaeology Store 5 Coins Safe in store 6 Tokens & medallions As above Military Store 5 Minerals Store 4 Postcards Gallery library Vehicles with gallery ownership Baxter collection at the Williamson Art Gallery , Pacific Road Arts & Exhibition Centre, Taylor Street Bus & Tram depot.
f:\select\08_01_02\cullei020108rep6a.doc 86 G TRAINING
Training records will be maintained by the department showing relevant training and experience for all staff. Reviews of training will be made by the personnel officer, Department of Libraries, Museums and the Arts who will take any necessary action by arranging access to internal and external courses.
Copies of relevant certificates will be kept in a training file.
1 AIMS AND OBJECTIVES
The main objective of the Authority's training policy is to increase the overall effectiveness of the organisation by improving job performance and by introducing flexible management styles as a means of gaining the commitment of staff to the pursuits of excellence.
Within this overall objective there are a number of sub-objectives:-
1. To ensure that a sufficient supply of skilled employees are available to meet existing demands.
2. To improve the performance standards of people in their present jobs.
3. To meet the organisation's future needs resulting from promotion, resignation and retirement.
4. To meet changes in working practices or organisational structure.
5. To meet changes arising out of development and new technology.
6. To increase the flexibility of the workforce.
7. To meet the demands of employees for their own personal and career development.
8. To make a significant contribution towards improving the effectiveness of the organisation through management and organisational development.
2 TYPES OF TRAINING
Wherever possible, and within financial limits, external training courses and educational facilities which may be available will be provided to supplement on-the-job training and internal courses. Employees are encouraged to make full use of the four types of training available.
1. ON-THE-JOB-TRAINING - provided to ensure that all staff can perform their job to the agreed standard of performance and with safety.
2. QUALIFICATION TRAINING - provided to enable staff to study for an appropriate qualification which is relevant to their present job.
3. INTERNAL SHORT COURSES - organised by the Personnel Department and tailored to the core skills and to meet specific organisational training needs.
4. EXTERNAL SHORT COURSES - provided to update the professional/technical knowledge and skills of members of staff. f:\select\08_01_02\cullei020108rep6a.doc 87 3 IDENTIFICATION OF TRAINING NEEDS
3.1 Training needs are identified as:-
1. "Core" training applicable to all staff at their level.
2. Specialist training applicable to staff in particular sections or services.
3. Training in response to new developments, new technology or changes in legislation or procedure.
4. Individual training where a member of staff's particular skills, knowledge or attitude require improvement.
3.2 On the basis of an annual training needs analysis carried out jointly by Chief Officers, an allocation will be granted to meet the demands for qualifications training and external short courses within each department . Central funds will be available to meet the identified needs for internal courses.
Training needs within the section will be met subject to the availability of these courses.
3.3 Regular assessment of training needs of the section will be carried out. All staff will have the opportunity to discuss their training and highlight their needs either through the Personnel Department, staff meetings or team briefings.
4 TRAINING RECORDS
A training record will be established for all new staff on which will be recorded all training completed, courses attended, relevant qualifications gained and training needs.
5 TRAINING PROGRAMME
5.1 All new staff will be given a copy of the In-Service Training Programme, to be completed in the first six months, and to be retained by the individual.
5.2 During the first year of service, as part of the training programme but subject to the availability of resources, PROFESSIONAL STAFF will be trained in:-
1. Health and Safety at Work 2. Discipline at Work 3. Supervisory Management 4. Customer Care and Quality Awareness
All staff will have the opportunity for experience in the specialist sections, where relevant.
5.3 During the first year of service, as part of the training programme but subject to resources, other staff will be trained in:-
1. Background information and departmental organisation 2. Health and Safety at Work 3. Dealing with the Public 4. Customer Care and Quality Awareness
f:\select\08_01_02\cullei020108rep6a.doc 88 6 QUALIFICATION TRAINING
6.1 Each year nominations will be sought, subject to the resources being available, for qualification training in the following courses:-
1. Certificate in Management Studies 2. National Examination Board in Supervisory Management 3. City and Guilds (Various) 4. BTEC (Public Administration) 5. Certificate in Playleadership 5. Museum Attendants Certificate or alternatives 6. Museums Diploma or alternatives
6.2 Other applications will be considered on their individual merits.
6.3 A copy of all local college prospectuses are available through Information Services or via the Principal Officers.
7 INTERNAL SHORT COURSES
7.1 APPOINTMENTS PROCEDURE SEMINAR (EQUAL OPPORTUNITIES): All staff who take part in the interview and selection process must first attend this course.
7.2 INTERVIEWING FOR STAFF CAREER DEVELOPMENT: All staff who will be involved in interviewing under the Career Development Interview Scheme must attend this course.
7.3 OTHER COURSES: These are organised by the Central Training Unit. Staff will be nominated to attend relevant courses whenever possible.
8 PROFESSIONAL DEVELOPMENT
8.2 Professional journals are available at the Williamson Art Gallery and Wirral Museum.
All staff will be advised as to their individual opportunities presently in the form of GNVQ qualifications.
9 FIRST AID TRAINING
9.1 First Aid Training is encouraged to provide the section with adequate cover at all venues.
9.2 A four day course is available through the Central Training Unit leading to a full certificate enabling staff to become registered first aiders. Nominations are considered where it is appropriate to have qualified first aiders. A small payment is made with salary for certificate holders. The certificate is updated every three years.
9.3 A one day course, "Emergency Treatment of Casualties", is also available. Nominations are regularly sought to maintain First Aid Cover.
f:\select\08_01_02\cullei020108rep6a.doc 89 10 RETIREMENT
All staff due to retire within five years may attend courses which discuss finance, leisure activities, health and voluntary work in preparation for retirement. Alternatively a "Course Package" is available for those not wishing to attend.
11 EXAMINATION AND STUDY LEAVE
Leave of absence with pay for an approved examination for revision purposes will be granted equivalent to the number of days in the course required.
12 GENERAL POLICY
A full description of the Authority's training policy and further details regarding conditions of assistance and the payment of expenses are available in the Personnel Handbook.
13 QUERIES
All queries and requests for further information regarding training should be addressed to the Principal Librarian (Staff) or the Principal Museums Officer.
f:\select\08_01_02\cullei020108rep6a.doc 90 H REVIEWING
1 This procedure ensures the monitoring, reviewing and periodic updating of the Collection Management Plan.
2 The written statement of policy will be reviewed and/or amended by Wirral Borough Council within a period of not more than five years. Following the present review the next will be completed by September 2006. This will involve the Head of Libraries, Museums & Arts, the Principal Museums Officer and the Curator of Museums along with the appropriate keepers. Minutes of the meeting will be kept and will be used to assess the correct use and effectiveness of the Collection Management Policy.
3 At the end of each financial year during that period:-
1. All staff will be asked to read or re-read the Collection Management policy.
2. Each member of staff will be invited to provide written recommendations to the management group as to any suggested changes to the Collection Management Plan.
3. Such recommendations that are received will be considered by the Museum Management Team and any relevant alterations authorised by this group will be effected by the Principal Museums Officer.
f:\select\08_01_02\cullei020108rep6a.doc 91