National Museum Wales Operational Plan 2014-15

Amgueddfa Cymru – National Museum Wales

Operational Plan 2014/2015

Contents

1.0 Introduction 3

2.0 Our Purpose and Priorities 7

3.0 Core Commitments 10

4.0 Strategic Initiatives to be delivered during 2014/15 13

5.0 Evaluation 31

Appendices

A Remit Letter

B Research Programme

C Learning, Participation and Interpretation Programme

D Exhibitions Programme

E Financial Issues

1.0 Introduction

1.1 The general context

Amgueddfa Cymru – National Museum Wales (Amgueddfa Cymru) is an independent chartered body and a registered charity, which receives its principal funding through grant-in-aid (GIA) from the Welsh Government as a Welsh Government Sponsored Body (WGSB).

This plan, agreed between Amgueddfa Cymru and the Welsh Government, sets out our main work during the financial year April 2014 to March 2015. It has a dual purpose in providing:

• us with a clear summary of our work-plan for the coming year, and a framework that will allow us to measure success in matching our Vision objectives; and

• the Welsh Government with a summary of our activities and milestones during 2014/15, showing how these will contribute to the Government’s own objectives in the year ahead.

1.2 The planning context

Back in 2005/6, we consulted widely on our Vision of creating a ‘world-class museum of learning’. Our underlying, long-term strategic commitments are outlined in the Vision Statement, published as a separate document and on our website, which describes the future direction of our work and aspirations for development over the next decade and beyond. Amgueddfa Cymru has now been have been working towards its current 10 year Vision for 9 years. Therefore during the year, we will work on a new Vision for 2015/16 onwards.

The Vision Map (top-level shown in Figure 1), which is our corporate plan, outlines ten key objectives for the organization over the next three years, that are specifically targeted at enabling us to achieve our Vision. These key objectives map onto the Welsh Government’s strategies and objectives (Table 1 in Section 2.0), describe our aspirations and our future commitments and provide a strong framework for our activities. Progress on each key objective is achieved through a number of strategic initiatives.

This Operational Plan is aligned with a range of action plans relating to key strategies and underpinned by a suite of detailed departmental objective plans, similarly structured around the ten key Vision Map objectives, which identify the detail of the strategic initiatives for year 1 of the current version of the Vision Map.

Figure 1 Amgueddfa Cymru’s Vision Map 2014/15-2016/17

1.3 The financial context

The UK economy has faced severe challenges in recent years. While there are signs of recovery, public purse strings have been, and are still being, tightened. The current financial climate poses unprecedented challenges for every public sector organization in Wales, and Amgueddfa Cymru is no exception. Public sector budget deficits will have a significant effect on our operations.

Despite these financial challenges, we continue to demonstrate the many ways in which we make a positive contribution to Wales and to the lives of the people of Wales. This Operational Plan for 2014/15 does reflect choices between competing forms of delivery, many of which have positive roles to play in Wales. We will continue to manage our financial affairs prudently during 2014/15 and will plan to continue to meet the challenges of the years ahead so that front-line delivery is maintained as far as possible and the Vision continues to be delivered.

Our revenue Grant-In-Aid (GIA) was reduced by 4.3% over the three years to 2012/13, a reduction of over 10% in real terms. A further reduction of £300k over 2014/15 and 2015/16 has been announced. Our capital maintenance grant was decreased by £325k (35%) in 2011/12 and

continues at this reduced level. Similarly, there has been a considerable reduction in the specimen acquisition grant of 50% per annum over the same period, to £538k per annum.

We need in excess of £350,000 each financial year to fund incremental progression for eligible staff. Grant-in-aid will therefore continue to be eroded in real terms in future years if it remains static in cash terms.

We made significant progress in the three years to 2012/13, making budgetary savings of over £1.3m, and reduced costs by investing in schemes to reduce our energy costs. We continue to explore other efficiency savings.

However, as a result of reduced income and increasing costs, in 2012/13 we identified that we needed to find £2.5m in savings and additional income over the following three years.

As staff costs account for 80% of our budget, with a further 10% spent on energy and business rates, we have very limited flexibility in the way our money is spent. The structure of the organization was reviewed in order to meet the projected deficit.

During 2013/14 we have been implementing a Change Programme involving a refocus of our resources in line with our strategic priorities to strengthen certain areas of our work and make savings. The Change Programme is designed to achieve cumulative salary savings of £2.25m over three years. Income from non-GIA sources is projected to increase by a cumulative £0.25m over three years, based on increased income from fundraising, research and introducing charging for facilitated visits and some specialist services.

Despite the measures above, and in response to increasing costs and further budget reductions announced for 2014/15 and 2015/16 we need to find additional savings of £900k over the forthcoming 3 years, through further salary reductions. A plan to achieve these savings is currently being produced.

We have invested considerable time, effort and expertise in developing our commercial activities over the last few years, increasing profits for our trading activities to approximately £0.5m per annum. However this turnover is exposed during difficult economic conditions. During 2013/14 we have tried to alleviate this as far as possible through our marketing activities, which have focused on highlighting free admission, to maintain strong visitor numbers.

The measures described above enable us to minimise the impact of the revenue GIA reductions and make allowance for our contribution to new developments such as the redevelopment of St Fagans. However we will continue to make the case for the maintenance of existing budgets in order to avoid service cuts in the future. The budget reductions have had a serious impact on our estate maintenance work. Although the Welsh Government have announced a one-off capital injection of £500k for 2014/15 this is only a temporary alleviation of this impact. We have reviewed, and will continue to review, our buildings maintenance programme in order to provide a schedule that will maintain both safe access to our sites and investment in our ICT infrastructure.

The reductions in the specimen acquisition grant have hampered the ability to add to the collections and are severely hampering our ability to lever in funds on the back of the specimen acquisition grant, something we have been particularly successful at over the last few years. Nevertheless we will continue to seek out potential sources of public and private funding. 5

Given the continuing economic uncertainty in the UK in general, it is essential that we match our expenditure to the available resources in the short term, and in the medium term build a more resilient organization that is flexible and more able to withstand future financial cuts. In the longer term, we will review other areas of expenditure that help to provide greater stability for our staff in future years.

2.0 Our Purpose and Priorities

2.1 Our Purpose

The charitable object of Amgueddfa Cymru, as stated in our Charter (revised 2006), is the advancement of the education of the public

(i) primarily, by the comprehensive representation of science, art, industry, history and culture of, or relevant to, Wales and (ii) generally, by the collection, recording, preservation, elucidation and presentation of objects and things and associated knowledge, whether connected or not with Wales, which are calculated to further the enhancement of understanding and the promotion of research.

2.2 Our Priorities for 2014/15

2.2.1 Amgueddfa Cymru’s strategic priorities

As already noted in section 1.0, our long-term strategic commitments are outlined in both the Vision statement and the three-year Vision Map.

Our in-year priorities are in the redevelopment of St Fagans (sections 4.1 and 4.3), developments at the National Museum Cardiff (4.1), implementation of the Change Programme (4.7), income generation (4.9 and 4.10), tackling child poverty (4.3 and 4.5), audience-related, collections and research-related strategy development (4.2, 4.4 and 4.8) and in developing our partnerships (4.6). Partnerships which are mutually beneficial and lead to outcomes greater than those which the individual partners could achieve on their own are a key priority for Amgueddfa Cymru during 2014-15 and beyond.

2.2.2 The Welsh Government’s strategic agenda

The Welsh Government’s strategic agenda since 2011 has been embodied in the Programme for Government, an outcomes-focused document that seeks to ensure that ‘creating the Wales of the future is something that involves all of us’. Our work has clear synergies with the Welsh Government’s wider strategic agenda, and we will make an important contribution to the delivery of the following specific commitments in Programme for Government:

• Further develop St Fagans as a significant cultural attraction and visitor gateway to Wales • Maintain free admission to Amgueddfa Cymru – National Museum Wales in order to maximise impact; and • Develop the potential of digital media to promote culture through the People’s Collection Wales website and other online initiatives.

In addition, we are committed to promoting and contributing to the delivery of the Welsh Government’s Museums Strategy for Wales 2010-2015 (see also section 4.6.1), which is a key document in setting out the strategic direction for the museum sector in Wales over the next four years. Our objectives contribute to the delivery of a wide range of Welsh Government strategies, as shown in Table 1 below.

Table 1. Mapping the Vision priority areas, Vision Map objectives and Welsh Government Strategies they support Delivered through Vision Map objectives Supporting Welsh Government Strategies Vision Priority 1: Creating living museums ... where the collections tell their stories more clearly, and visitors experience life in the past and present and explore a variety of possible futures. We will develop our family of world-class national museums Programme for Government: Growth and to inspire learning and connect people with the past, present sustainable jobs; Education; Environment and and future. sustainability; The culture and heritage of Wales; We will communicate collections and collective memories Living Wales programme; Climate Change through relevant, meaningful and enriching storytelling. Strategy; Cultural Tourism Strategy; Iaith Fyw, Iaith Byw. Vision Priority 2: Developing flourishing collections ... that are well used, sustained and growing. We will develop our family of world-class national museums Programme for Government: Growth and to inspire learning and connect people with the past, present sustainable jobs; Education; Environment and and future. Sustainability; The culture and heritage of Wales; We will deliver an international reputation. Living Wales programme; Cultural Tourism We will engage with defined priority audiences. Strategy; We will deliver contemporary and relevant, world-class Iaith Fyw, Iaith Byw. collections and research. Vision Priority 3: Finding paths to make sense of the world ... using a variety of media suitable for diverse learning styles, to create equality of access to the collections. We will engage with defined priority audiences. Programme for Government: Growth and We will communicate collections and collective memories sustainable jobs; Public services in Wales; through relevant, meaningful and enriching storytelling. Education; Equality; Tackling poverty; We will implement virtual and new media solutions. Environment and Sustainability; The culture and heritage of Wales; Anti-poverty action plan; Digital Wales Strategy; Living Wales programme; Child Poverty Strategy. Vision Priority 4: Learning through sharing ... our plans with visitors and jointly developing the ways in which we work, to provide meaningful access to the collections for the diversity of peoples who have made Wales their home. We will engage with defined priority audiences. Programme for Government: Public services in We will deliver contemporary and relevant, world-class Wales; Education; Equality; The culture and collections and research. heritage of Wales; We will communicate collections and collective memories Cultural Tourism Strategy; Tourism 2020; Child through relevant, meaningful and enriching storytelling. Poverty Strategy; Iaith Fyw, Iaith Byw. We will expand our community, strategic and financial partnerships. Vision Priority 5: Communicating ... so that Amgueddfa Cymru – National Museum Wales becomes known worldwide as a centre of learning and international quality. We will deliver an international reputation. Programme for Government: Growth and We will communicate collections and collective memories sustainable jobs; Public services in Wales; through relevant, meaningful and enriching storytelling. Education; The culture and heritage of Wales; We will deliver contemporary and relevant, world-class Iaith Fyw, Iaith Byw. collections and research. We will expand our community, strategic and financial partnerships. We will implement virtual and new media solutions We will advocate for public, political and financial sustainability. Vision Priority 6: Growing though learning ... by embedding and celebrating learning skills at the very heart of all our work We will promote, maintain and develop talent, professional Programme for Government: Growth and skills and core competencies in our staff. sustainable jobs; Public services in Wales; The We will expand our community, strategic and financial culture and heritage of Wales; partnerships. Iaith Fyw, Iaith Byw. Vision Priority 7: Building our resources ... so that we have a strong and solid base, from which we will be able to deliver our Vision for the next decade and beyond. We will advocate for public, political and financial Programme for Government: Growth and sustainability. sustainable jobs; The culture and heritage of We will ensure a strategic and commercial approach to the Wales;

Delivered through Vision Map objectives Supporting Welsh Government Strategies development and allocation of resources. One Wales: One Planet; Climate Change Strategy; Cultural Tourism Strategy.

In addition to our core work as laid out in our Charter, and legal and accreditation obligations (see Section 3.0), the Welsh Government’s priority areas for Amgueddfa Cymru as stated in the Remit Letter (Appendix A) for the coming year are:

To enable and promote access to the Museum’s collections and services throughout Wales by all members of society, paying particular attention to the needs of disadvantaged communities and minority groups.

To deliver the capital projects, and programmes of activities, that have been identified as priorities within the Museum’s Vision for the future, and to identify additional funding streams for their delivery.

To deliver an expanded programme of partnership activities, including with the other WGSBs in the Minister’s Portfolio, in order to make the Museum’s collections more widely accessible throughout Wales and to contribute to the delivery of a more joined-up heritage and culture service.

To develop the national, UK and international profile of the Museum, and to promote Wales on the world stage.

To enhance and manage the Museum’s collections, estates and resources effectively.

The activities that will deliver objectives in these areas over the coming twelve months are highlighted in section 4.0 Strategic Initiatives 2014/15. The Remit Letter objectives are flagged among our full range of activities with an asterisk (*).

3.0 Core Commitments

Our work as Wales’s national museums body involves a number of core delivery commitments. This section outlines those things that we must do year on year in order to meet our statutory, legal, charter, accreditation and governance obligations.

An asterisk (*) indicates objectives and tasks specifically required in the Remit Letter (Appendix A).

During 2014/2015, we will continue to:

• ensure that we are governed according to the Royal Charter and the Nolan principles *

• ensure that we undertake public engagement and consultation, in line with our Charter

• develop and care for the national collections, held in trust for the people of Wales, in line with international collections management and storage standards and operate within a legal and ethical framework for collection development (acquisition and disposal policies) *

• be a centre for research excellence, with IRO (Independent Research Organisation) status, and provide expertise and a Welsh perspective on all collection areas to organizations and individuals throughout Wales, the UK and internationally

• provide the fullest possible access, both actual and digital, to the collections and the knowledge associated with them *

• care for loans from other museums and organizations to the highest standards

• open the seven national museums to the public without charging for entry *

• retain our status as an accredited museum

• ensure the security of the collections

• loan the national collections to venues throughout Wales, the UK and internationally

• be represented on major committees and panels

• maintain a diverse and representative workforce

• support staff development through training, continuing professional development and succession planning

• implement the Child & Vulnerable Adult Safeguarding (formerly Child Protection) Strategy and procedures

• encourage volunteers through a comprehensive volunteer programme

• develop, support, maintain and manage ICT infrastructure, associated systems and services to deliver secure, efficient and effective systems that offer value for money

• ensure that all of our sites are welcoming, well maintained, clean and safe environments for all visitors, staff and stakeholders

• maintain listed buildings entrusted to our care in accordance with statutory requirements

• work sustainably, in accordance with Section 79 of the Government of Wales Act 2006; we are committed to Sustainable Development, ensuring not only that our sites and plans are sustainable but also provide education for sustainable development through interpretation of the collections *

• ensure equality in all that we do, in accordance with Section 77 of the Government of Wales Act 2006, and the public sector equality duty included in the Equality Act 2010 *

• promote the Welsh language in the way we do business and through our learning programmes, as set out in section 78 of the Government of Wales Act 2006, and the Welsh Language Act 1993 *

• provide advice to coroners and administrators of Treasure Cases in Wales in line with the Treasure Act

• operate the Portable Antiquities Scheme in Wales *

• maintain the National Waterfront Museum in accordance with the terms of the rolling, 25- year legal agreement with the City & County of Swansea, as defined in the Operational Agreement of 6 October 2005

• work in partnership, supporting the duty that the Welsh Government has under sections 73, 74 and 75 of the Government of Wales Act 2006, to promote the interests of Local Government, the Voluntary Sector and Business sector *

• deliver our own Child Poverty Strategy in line with The Children and Families (Wales) Measure 2010 *

• ensure that we meet Freedom of Information, Data Protection, Environmental Information Regulations and Health & Safety legislation

• ensure compliance to statutory obligations in relation to Information Retention Management, Information Security and Intellectual Property Rights

• manage all construction projects to ensure compliance with all statutory and regulatory requirements

• ensure that both corporate and operational plans are in place to meet both the Welsh Government’s requirements as laid out in the Remit Letter and our own strategy objectives and that these are monitored and evaluated

• ensure public accountability i.e. regularity and propriety through compliance with our finance and procurement regulations, internal controls and liaison with internal audit

• ensure payments are made to staff and suppliers and that prompt payment targets are achieved in line with statutory duties 11

• produce our (and our trading subsidiary’s) statutory report and accounts

• ensure compliance with taxation law and completion of tax returns i.e. VAT and PAYE

• complete all other statutory returns i.e. Charity Commission

• take appropriate steps to ensure the long-term sustainability of the Museum Pension Scheme. *

4.0 Strategic Initiatives to be delivered during 2014/2015

An asterisk (*) indicates objectives specified within the Remit Letter (Appendix A).

The People of Wales

4.1 We will develop our world-class museum spaces to inspire learning and connect people with the past, present and future

4.1.1 Continue the physical redevelopment of St Fagans as part of the Making History project. * MR

Milestones:

Undertake physical redevelopment at St Fagans in line with the project plan and strategies. In particular:

• commence construction of Gweithdy and the main building, subject to HLF approval and planning conditions discharge, by July 2014

• construct and open a new version of the Celtic Village, based on excavations at Bryn Eryr, starting by April 2014

• begin reconstruction of a medieval court of the princes, based on Llys Rhosyr, by September 2014

• establish site LAN backbone fibre and new server room by December 2014

• continue to raise awareness of redevelopment (internally and externally) through a dedicated communications plan, updated by July 2014

• develop interpretive content for galleries and orientation spaces, RIBA stages F and beyond by March 2015.

4.1.2 Continue concept development and make progress towards establishing the National Museum of Natural History at National Museum Cardiff. * JL/PW

Milestones:

• Develop an action plan for the concept development stage by September 2014. • Define key audiences and an interpretive vision and develop a community engagement plan by March 2015.

4.1.3 Complete the National Museum Cardiff ground floor Masterplan. DA/MR

Milestones:

• Establish the scope of the Masterplan study and agree budget and programme by June 2014. Procure appointment of architects on basis of best value and appoint successful team to commence study by September 2014.

4.1.4 Develop a strategy for the future development of the National Roman Legionary Museum as part of the interpretation of Roman Caerleon and its surrounding area, working in partnership with Cadw and other national agencies. * JL

Milestones:

• Following consideration of advice on timing from the HLF and the Welsh Government, establish a corporate group to oversee the process of establishing an internal risk register, and develop a communications plan that will enable future engagement by Cadw and other national agencies at the appropriate time. • Develop a community engagement plan by March 2015.

4.1.5 Rebuild the Vulcan pub and Taffs Well Police station at St Fagans. MR

Milestones:

• Install newt fence and start ground works for the Vulcan pub and Taffs Well Police Station by September 2014, subject to planning approval. Define key audiences and interpretive vision for Vulcan pub and Taffs Well Police Station by March 2015.

4.2 We will deliver an international reputation

4.2.1 Implement Amgueddfa Cymru’s International Strategy by implementing year 1 action plan. * DA/All

Milestones: Produce year 1 action plan by April 2014 for implementation during 2014/15.

4.2.2 Promote Amgueddfa Cymru’s lead role in collections and research activity on the world stage in the sciences, art and history. * PW

Milestones: Engage in wide-ranging activities to promote our key role, including for example:

• maintain a profile in the Global Heritage Stone Project through submission of a proposal for Welsh slate to be designated as a Global Heritage Stone Resource, attendance at key meetings and supporting other candidate applicants with their submissions • host the UK Museums Association Conference (October 2014) and the Society for the Preservation of Natural History Collections (SPNHC) (June 2014).

Appendix B summarises research activity

4.2.3 Deliver the new US art tour in conjunction with the American Federation of Arts (AFA). * MR

Milestones:

• Work with the AFA to deliver the landscapes touring exhibition to four venues commencing January 2015. Proactively seek engagement with the media internationally to promote the exhibition and raise the profile of Amgueddfa Cymru in the US. Develop retail opportunities arising from the tour by October 2014.

4.2.4 Contribute, through a continued programme of cultural exchange and dialogue, to develop the strategic link between Wales and the Chongqing region of China. * JL

Milestone:

• Support the development and delivery of the exhibition Nature’s Chant to National Museum Cardiff from the Three Gorges Museum, Chongqing for delivery in 2016.

Representing Wales

4.3 We will engage with defined priority audiences (families, tourists and young people)

4.3.1 Begin delivering the Activity Plan for the St Fagans Project, working participatively with target audiences and partners. * MR/JL

Milestones:

• Work with agencies and organizations through Participatory Forums to develop and deliver the learning and participation programme as outlined in the Activity Plan Action Plan for 2014/15. As appropriate, pilot activities at Amgueddfa Cymru museums across Wales. • Work with voluntary organizations to provide volunteering placements across all aspects of the work, including the construction work. In particular, recruit and manage a pool of volunteers to work on Bryn Eryr by December 2014 and initiate a programme to train volunteers in collections care by March 2015. • Work with the colleges identified in the Activity Plan Action Plan to provide apprenticeships and work placements to NVQ 2 students and to provide ‘upskill training’.

4.3.2 Progress the Paul Hamlyn Foundation Our Museum initiative by working with partners in the third sector to develop volunteer opportunities matched to the needs of audiences. JL

Milestones:

• Work with ten community partners to meet the year 3 milestones as laid out in the project plan by March 2015. Share the learning from the project and roll out the methodologies across Amgueddfa Cymru and beyond.

4.3.3 Support Welsh Government agendas for inclusion and anti-poverty by developing strategic community partnerships to broaden and deepen social participation of defined target audiences, working with Communities First and other key agencies, locally, regionally and nationally. * JL/ALL

Milestones:

• Conduct an audit to ascertain all Amgueddfa Cymru community partnerships with input from all curatorial departments by December 2014. • Develop and implement a Community Engagement Action Plan by March 2015. • Establish Youth Forums at each site by December 2014. • Continue working with the Welsh Government to support the Baroness Andrews Review and embed recommendations once published.

4.3.4 Develop and implement a Visitor Studies Strategy to inform audience development planning. JL

Milestone:

• Develop Visitor Studies strategy, and review the related Public Engagement and Consultation policy by March 2015.

4.3.5 Promote Amgueddfa Cymru’s leading national role in learning, participation and interpretation. * JL

Milestones:

• Develop a new Learning & Participation Strategy by December 2014 that contributes to Welsh Government priorities. • Develop an Interpretation Strategy by March 2015. • Continue working with the Welsh Government to support the Baroness Andrews Review and embed recommendations once published.

4.3.6 Review Amgueddfa Cymru’s Child Poverty Strategy action plan and work with the Welsh Government to help develop a co-ordinated response to the recommendations in the Baroness Andrews Review on the role of culture and heritage bodies in tackling poverty. * JL

Milestones:

• Review Amgueddfa Cymru’s Child Poverty Strategy throughout 2014 in the light of new recommendations and implement activities as noted in the action plan by March 2015. • Continue working with the Welsh Government to support the Baroness Andrews Review and embed recommendations once published. • Work with the Welsh Government on phase 2 of the consultation and in developing the Curriculum for Wales. • Work with the Welsh Government in reviewing and embedding the recommendations from the Arts in Education Review.

4.3.7 Map and review development of strategic partnerships across Wales to ensure a wider and more even spread of service by Amgueddfa Cymru for the people of Wales. MR/DA

Milestone: • Complete review by December 2014.

4.4 We will deliver contemporary and relevant world-class collections and research.

4.4.1 Review and revise Amgueddfa Cymru’s Collections Strategies confirming priorities for future collecting. * PW

Milestone:

• Complete by March 2015, engaging with a range of stakeholders.

4.4.2 Review the Research Strategy. * PW

Milestone:

• Undertake the review by December 2014, preparing a first draft report for the Board of Trustees by March 2015.

See Appendix B for a summary of the research programme.

4.4.3 Complete the review of systems and responsibilities for Collections Management including developing a strategic plan for conservation and undertaking an evaluation and review of storage in line with the major redevelopment projects. * PW

Milestones:

• Complete the strategic plan for conservation by March 2015. • Establish a revised structure of Collections Management committees to ensure fulfilment of our legal and ethical requirements in relation to the collections. • Review the delivery of library services across AC-NMW by December 2014 and develop a sustainable funding model. • Undertake an Intellectual Property Rights (IPR) health check by April 2014 and implement consequent action plan so that IPR is managed effectively to support increasing access to the collections.

4.4.4 Further develop online access to collection and research databases in particular to broaden the scope of collections and research databases. * PW

Milestones:

The longer-term development of collection databases online will be dependent on the outcome of the Digital Strategy (see 4.8.1). Milestones for this year include:

• Deliver collections content for St Fagans. • Complete development and testing of the Image Management System by March 2015. • Develop content for Rhagor in tandem with People’s Collection Wales and the St Fagans redevelopment project. • Make the Welsh Mills database available through People’s Collection Wales. • Complete the St Fagans gardens plant database for staff and provide public access by December 2014. • Investigate the development of an online digital resource of the Brymbo fossil plant collection in collaboration with the Brymbo Heritage Group by September 2014.

4.4.5 Post-technical refresh of People’s Collection Wales (PCW), implement learning strand action plans and explore the potential of PCW for engagement and collecting at St Fagans (year 1). * JL

Milestones:

• Revise and finalise the PCW Learning Strategy by April 2014 and review membership of Learning Advisory Panel by June 2014. • Revise and implement the learning strand action plan to include closer working relationships with the St Fagans redevelopment project, the BBC, HWB and the PCW Content strand. • Contribute to the delivery of the PCW Business Plan for 2014-15 and the new PCW strategy for 2014-17. • Continue to lead on Learning, Audience Development and Marketing and Technology strands of the PCW programme.

4.4.6 Build on Independent Research Organisation (IRO) status to increase research capacity and form links to other HE Institutions (HEIs), submitting funding bids to AHRC and NERC and other bids for external funding in partnership with HEIs. PW

Milestones to include:

• Underpin our IRO status by preparing a range of proposals and applications for collaborative research projects. • Appoint a Head of Research by September 2014.

Furthermore, maintain active links to a range of other HE institutions through research summarised in Appendix B.

4.4.7 Lead the work of History Wales Public Engagement group to develop collaborative initiatives and strategic partnership working across the sector. DA

Milestones:

• Take forward recommendations building on the recent research commissioned by the group for examining the public’s understanding and engagement with Welsh history.

4.4.8 Contribute to the delivery of the Welsh Government’s framework A Living Wales – the Natural Environment. PW

Milestones to include:

• Explore partnerships with key agencies in Wales (e.g. Natural Resources Wales, British Geological Survey, Wales Biodiversity Partnership etc.) in relation to the Welsh Government Nature Funding Programme (subject to funding approval). • Prepare a bid for funding via the Wales Biodiversity Partnership to develop conservation strategies for habitats for threatened bryophytes by March 2015.

4.4.9 Support the work of Cadw in delivering the Historic Environment Strategy for Wales and in contributing to the development of the Heritage Bill. * PW

Milestones:

• Ensure representation on the Historic Environment Group (HEG) and support for the Historic Environment Strategy for Wales, as planned.

4.5 We will communicate collections and collective memories through relevant, meaningful and enriching storytelling.

4.5.1 Implement the Exhibitions Strategy, monitor/review commissions and implement a business planning process for the exhibition programme with coordinated marketing strategy. JL

Milestone:

• Finalise Exhibitions Strategy by June 2014 and begin implementation. • Introduce and monitor new exhibition business planning procedures, amend accordingly and roll out final system by March 2015.

The Exhibitions Programme for 2014/15 is presented in Appendix D

4.5.2 Undertake a research project and develop an exhibition to celebrate the tercentenary of Richard Wilson. PW

Milestones:

• Deliver the exhibition Richard Wilson and the transformation of European Landscape Painting at National Museum Cardiff, opening in July 2014, together with an associated activities programme including at least one academic conference. • Pilot and evaluate ways of including family friendly displays as part of the exhibition. • Develop a Press & PR plan by May 2014 to promote the exhibition to UK and international audiences and support the exhibition with merchandising.

4.5.3 Implement project plans and strategy for reflection on the centenary of the start of First World War (FWW). Continue to plan for the whole of the project delivery phase (2014-2019). Contribute to the Welsh Government’s First World War Centenary Programme Board as Amgueddfa Cymru is a key contributor to the national Cymru’n Cofio Wales Remembers 1914- 1918 programme. JL

Milestones:

• Launch the Amgueddfa Cymru WW1 centenary exhibition programme with Efforts and Ideals: Prints of the First World War at National Museum Cardiff in August 2014, The Horse at War at the National Roman Legion Museum in June 2014 and Cychwyn Cofio at the National Slate Museum from July 2014. • Produce digital content for the Amgueddfa Cymru website, social media, the programme of exhibitions and People’s Collection Wales by June 2014. • Contribute to Welsh Government First World War Centenary Programme Board.

4.5.4 In line with the Exhibitions Strategy action plan for 2014/15, deliver a rolling programme of refreshment and temporary displays at all museums. JL

See Appendix D, Exhibitions Programme, for details.

4.5.5 Continue a programme of temporary exhibitions for rotating displays for Amgueddfa Cymru and at agreed partnership venues, and integrate new temporary exhibition spaces at St Fagans. JL/MR

Milestones:

• Install the exhibitions Peter Blake (May to September 2014) and Natural Images (October 2014 to March 2015) at Oriel y Parc. • Deliver current touring exhibitions, in particular Archaeopteryx at Newport Museum (until June 2014), and The Fabulous Mineral Collection of the Countess of Powys at Wrexham Museum (to June 2014).

4.5.6. Work collaboratively to deliver Artes Mundi VI, building on the success of the internationally acclaimed Artes Mundi V.

Milestone: • Deliver Artes Mundi VI by November 2014.

Improving our performance

4.6 We will expand community, strategic and financial partnerships *

4.6.1 Support CyMAL as it takes forward the Welsh Government’s Museums Strategy for Wales. * DA/MR

Milestones to include:

• Provide support to CyMAL in taking this forward, as a key member of the Strategy steering group and deliver on actions in Amgueddfa Cymru’s Welsh Government Museums Strategy Action Plan. • Work closely with the Federation of Art Galleries and Museums in Wales and support their development. • Play an active role in the steering group and delivery of the Federation’s Linking Natural History Collections project, hosting the project officer. • Develop a memorandum of understanding for partnerships between local and national museums.

4.6.2 Extend Amgueddfa Cymru’s partnerships work (years 1-3) and deliver the next phase of Sharing Treasures. * MR

Milestones to include:

• Work with CyMAL and partners on the delivery of Sharing Treasures projects including with Llangollen (Valle Crucis exhibition, June 2014 to January 2015) and Chepstow/Abergavenny (Tintern and Llanthony Abbey exhibitions, May to September 2014). • Deliver a scoping study and pilot project for ArtShare Wales by December 2014.

4.6.3 Broaden access and participation with museums and collections, via formal and informal programming. JL

See Appendix C, Learning Programme, for details.

4.6.4 Support Pembrokeshire Coast National Park Authority (PCNPA) through their Oriel Y Parc gallery and Snowdonia National Park Authority (SNPA) as they develop plans to create an interpretation centre at Yr Ysgwrn. * MR

Milestone:

• Participate in and contribute to SNPA project planning and liaison teams on a regular basis. Continue to support PCNPA and deliver exhibition programme at Oriel y Parc by March 2015. • The National Wool Museum to work with Oriel y Parc in delivering cross-promotional opportunities, that have been identified by September 2014.

4.6.5 Build our relationships with the local authorities and other cultural institutions of Wales’s major cities including Cardiff City Council, Wrexham County Borough Council and the City & County of Swansea to develop collaborative initiatives (years 1-3). * MR

Milestones to include:

• Support and engage with Wrexham and Cardiff Story Museums through loans, exhibitions, skills-sharing and training. • Continue to support the current major refurbishment of the Glynn Vivian Art Gallery by providing advice, hosting their conservator and borrowing and displaying key paintings and objects at National Museum Cardiff to keep these in the public eye.

4.6.6 Work with Gwynedd County Council and other partners to support the bid for World Heritage Status for the slate areas and the ongoing relationship with the slate heritage partnership. MR

Milestones:

• Undertake Amgueddfa Cymru’s commitment to the Memorandum of Understanding to be signed by all partners. • Lead, as agreed with partners, elements of the public consultation process. • Contribute to and facilitate meetings of the Llechi Cymru/Slate Wales heritage partnership. • Work with partners to promote the shared aspirations of the commercial and heritage slate sectors in Wales.

4.6.7 Continue to work with Visit Wales 2020 Tourism Strategy to promote and enhance the profile of Amgueddfa Cymru’s collections, programmes and major projects. JL

Milestones: • Ensure Amgueddfa Cymru is represented at the Cultural Tourism Partnership group. • Incorporate St Fagans’s function as a ‘gateway’ to other heritage sites in the interpretation at St Fagans and link into the Welsh Government’s Cultural Tourism Strategy. • Retain an active role within the European Route of Industrial Heritage on behalf of all three of our museums that are Anchor Points. • Continue working as part of the regional tourism groups/partnerships around each of the national museum sites.

4.6.8 Continue to explore opportunities for collaboration and partnership with other public bodies to ensure that Amgueddfa Cymru delivers the best possible service to the people of Wales in the most effective and efficient way. * All

Milestones: Set up appropriate links and report regularly on progress to CyMAL and in particular:

• Collaborate with Wildlife Trusts, Local Biological Record Centres and local authorities in Wales to deliver activities within the OPAL project. • Support the Portable Antiquities Scheme (PAS) Cymru (partnership with CyMAL and Cadw), and contribute to the PAS Research Advisory Committee. • Progress an All-Wales Digital Heritage Strategy with the National Library of Wales and other partners. • Complete a Memorandum of Understanding with the National Library of Wales relating to operational issues. • Continue discussions with the BBC and S4C on potential public engagement and digitisation collaborations.

4.6.9 Engage actively with professional UK and international museum and cultural organizations, ensuring the interests of museums in Wales are represented. DA

Milestones:

• Sustain ongoing contacts with the national museums of Scotland, Northern Ireland and the Republic of Ireland. • Actively participate in the work of the National Museums Directors’ Conference and the Museums Association. • The National Waterfront Museum to host the annual conference of the British Association of Friends of Museums in October 2014. • Participate in the Natural History Collections UK Consortium activities, in partnership with a network of other UK museums.

4.7 We will maintain and develop talent, professional skills and core competencies in our staff.

4.7.1 Reinforce our commitment to the development of apprenticeships and opportunities for skills development for the unemployed, through a range of partnership initiatives. MR

Milestones:

• At St Fagans, work with Construction Skills to provide work placement opportunities under the Shared Apprenticeship Scheme and appoint two apprentices to work on Llys Rhosyr. • At Big Pit, implement the next stage of the Succession Plan by developing an engineering training scheme to enable the existing apprentices at Big Pit to continue their education to Engineer level. Recruit two mining engineering students and train them to Mine Manager level. Develop a plan for introducing green labour and training them as miners. Recruit a replacement Electrical Engineer. • Continue the Roman pottery curatorial training placements in conjunction with the Roman Society.

4.7.2 Continue incremental roll-out of competency based framework for Performance Development Reviews (PDRs) across the organization. NW

Milestones: • Continue phased roll-out by March 2015. In addition to the competency framework, at Big Pit implement a new competency management system arising out of the work of the HSE’s Safe Manriding in Mines Committee.

4.7.3 Maintain IIP at Big Pit, the National Waterfront Museum, the National Roman Legion Museum, St Fagans, the National Wool Museum and the National Slate Museum, and work towards obtaining IIP at National Museum Cardiff. NW/MR

Milestone:

• Continue to work with our advisors to ensure we maintain our accreditation at sites during the year and undertake IIP diagnostic for National Museum Cardiff by December 2014.

4.7.4 Develop a new corporate Learning & Development strategy and introduce new leadership and management programmes reinforcing organizational commitment to the highest standards of leadership and management skills. NW

Milestones:

• Develop Learning & Development strategy by September 2014. Introduce Leadership & Management Training Programme from April 2014.

4.7.5 Continue to implement the Change Programme engaging with staff and consulting with them. * DA/All

Milestones:

Complete implementation of the structural elements of the Change Programme by December 2014.

4.7.6 Continue to implement the Internal Communications Plan to ensure open and responsive communications with staff. DA

Milestone:

• Implement year 2 of the Internal Communications Plan.

4.7.7 Undertake a review of redundancy and job evaluation policies. NW

Milestone:

• Complete review by December 2014.

4.7.8 Undertake a review of the Pension Scheme. NW

Milestone:

• Complete review by March 2015.

4.7.9 Undertake review of current front-of-house operations. MR

Milestone:

• Complete review by December 2014.

4.7.10 Consult on changes to premium payments and the introduction of the living wage. NW

Milestone:

• Complete process by December 2014.

4.8 We will implement virtual and digital media solutions.

4.8.1 Develop a Digital Strategy, reviewing Amgueddfa Cymru’s organizational digital infrastructure in line with the digital aspirations and to meet audience and organizational needs. * NW/JL

Milestones:

• Develop and consult on a long-term and ambitious digital strategy for Amgueddfa Cymru by December 2014. • Implement the Digital Content Strategy in line with the action plan for 2014/15. • Specify, purchase and install middleware to facilitate access to collection data to deliver a variety of digital resources. • Pilot a new Electronic Document & Records Management System by October 2014.

4.8.2 Lead delivery of the People’s Collection Wales initiative working with the Welsh Government and partners. * JL

Milestones:

• Manage and lead the Federated Partnership for the People’s Collection Wales to ensure the delivery of the People’s Collection Wales Business plan 2014/15. This will include leading on marketing, learning, technology and project management strands of the programme. • Continue to host the Programme Manager at the National Slate Museum and work with the refreshed system to increase user contributions and to support projects across Amgueddfa Cymru.

4.8.3 Deliver the Esmée Fairbairn Foundation-funded historic photography digitization project Natural Images (year 1). PW

Milestones:

• Oversee the delivery and completion of the Natural Images project and work to secure a project legacy and deliver the associated temporary exhibition at National Museum Cardiff and Oriel y Parc from February 2015.

Financial success

4.9 We will advocate for public, political and financial sustainability.

4.9.1 Support Trustees in their advocacy work through regular briefings, appropriate literature and training. DA

Milestones:

• Continue to produce advocacy briefings to Trustees approximately every two months along with regular PR and communications messages. Organize at least one Trustee training event by December 2014.

4.9.2 Arrange and host advocacy initiatives and events to enable Amgueddfa Cymru to work with and have dialogue with key influencers in Wales. DA/ALL

Milestones:

• Undertake a review of key corporate stakeholders and influencers by July 2014. • Prepare a calendar of advocacy opportunities for 2014/15 by April 2014 to include national events such as the Urdd and National eisteddfodau, exhibition openings and activities already planned for 2014/15.

4.9.3 Implement Advocacy Strategy for Amgueddfa Cymru. DA

Milestones:

• Continue to hold regular meetings of the internal advocacy forum to support the implementation of the Advocacy Action Plan arising from the revised strategy.

4.10 We will ensure a strategic and commercial approach to the development and allocation of resources

4.10.1 Work with the Welsh Government to ensure funds are in place to enable Amgueddfa Cymru to achieve its Vision. NW

Milestones:

• Update financial plans for the medium-term (3 years) and longer-term forecasts for 10 years which, despite grant funding cuts and erosion in real terms, can produce a balanced budget, while maintaining core delivery by April 2014.

4.10.2 Develop a new Vision for the future for Amgueddfa Cymru. DA

Milestone: Develop the Vision for consultation by September 2014. Publish final Vision by December 2014.

4.10.3 Champion sustainability across Amgueddfa Cymru. * MR

Milestones to include:

• Attain the SEREN Scheme Level 3 award. • Monitor energy usage at each site and continue programme of continuous improvement in energy efficiency. • Monitor the impact of seasonally adjusted set points on reliability of mechanical plant to achieve defined RH parameters; establish a programme for seasonal adjustment of set points; trial a programme of overnight shut-downs of plant at National Museum Cardiff; initiate a programme of rolling improvements to display environments in historic houses at St Fagans to reduce energy consumption and improve care of the collection. • Continue planned programme of gradual lighting upgrades to LED through the galleries at National Museum Cardiff.

4.10.4 Work with the Board of Trustees and the Development Board to maximise external funding for our capital plans (years 1-3) and in particular deliver the fundraising strategy for the development of St Fagans.* DA

Milestones:

• Work with the Board of Trustees and the Development Board to identify and support bids for external funding. • Hold 4 Development Board meetings per year. • Update the St Fagans fundraising strategy and roll out year 2 of the fundraising campaign. • Hold 1 event in north Wales and 1 event in London to cultivate support. • Meet funding targets and milestones.

4.10.5 Implement the updated Enterprises Development Plan. * MR

Milestones:

• Report progress quarterly (May 2014, July 2014, Nov 2014) and update and review to the Enterprises Ltd Board in February 2015. 30

• Develop a new Enterprises development strategy, working with the Board to establish an action plan for delivery by December 2014. • Continue development of e-commerce including the online shop.

4.10.6 Investigate commercial product development opportunities and continue to implement income generation strategies. * MR/All

Milestones to include:

• At the National Wool Museum, continue to produce the Heritage Production range of woven textiles and knitting yarns and explore new opportunities. • At St Fagans, continue the development of breeding livestock and meat marketing. Implement strategies for income generation using the additional land acquired. • Develop a concept for a tablet application to explore the potential cost benefits of the app marketplace.

5.0 Evaluation

Approach to delivery As requested within the Remit Letter, we will report progress against the delivery milestones on a quarterly basis. In addition, we will monitor and evaluate our performance using a range of quantitative and qualitative measures set out in the EvAluAtE toolkit, which is summarised in Section 5.0 of this plan. We will use this to measure the success of our work against all our Vision objectives, and to drive our ongoing improvement and development as a ‘learning organization’.

Qualitative indicators

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

We will develop How do we Maintenance of Loss of VAQAS External quality Annually MR our world-class compare against VAQAS awards awards marques: JL museum spaces recognised VAQAS to inspire external learning and standards? Quality Badge for Failure to obtain Quality Badge connect people Learning Outside Quality Badge for for Learning with the past, the Classroom Learning Outside Outside the present and the Classroom Classroom future.

How satisfied are Positive feedback Negative issues Survey work Every 3 years MR our general about well-run, raised and critical visitors? welcoming comments Comments Next 2015 books museums Annually Report by site

Social media and travel review websites Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

An international How aware are our Excellent Poor awareness of Participation in Every 3 years, or DA reputation key stakeholders awareness of Amgueddfa Cymru Opinion Surveys more frequently of our reputation Amgueddfa Cymru objectives and and brand? objectives and activities Focus group type activity activities measured through survey/focus groups

What contribution Wide range of Poor international Periodic survey Annually DA does Amgueddfa international representation of staff of Cymru make to representation and attendance and international activity involvement events and conferences?

Are Amgueddfa Excellent Very few members Regular survey Every 3 years DA, NW Cymru staff representation on of staff of staff members of relevant represented on internationally internationally internationally recognised recognised recognised professional professional bodies professional bodies? bodies

Contemporary Are appropriate Amgueddfa Cymru Amgueddfa Cymru Narrative Annually PW and relevant sector standards successfully loses accreditation updating on collections and adhered to and accredited as a as a museum in accreditation

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings research standardised museum in line line with and Museums monitoring with Collections Collections Trust Association procedures taking Trust standards standards (PAS place? (PAS 197). Active 197). Collection Strategy Group involvement with No contact with sector leaders sector-wide including the collections Museums standards groups. Association Collection Strategy group.

Are all collections Collections Collections Narrative report Annually PW items databases meet databases not fit- on collections appropriately the needs of a for-purpose databases with accessioned? range of users public access

Is there a diversity Wide range of Narrow range of Narrative report Annually PW of opportunities users accessing users getting highlighting

provided for the national limited access to range of people to engage collections across the national enquiries with the the range of collections across supported by collections? subject areas for the range of quantitative data variety of purposes subject areas on the number

of enquiries Annually PW Narrative report

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

giving examples of the different ways in which stakeholders interact with the collections not on display

What is the Amgueddfa Cymru Few Amgueddfa Narrative report Annually PW professional staff editing range Cymru staff editing on staff standing of of journals and journals and books representation curatorial and books on national conservation Poor committees, staff? Good representation on working parties representation on national etc. wide range of committees and relevant national working parties. committees, working parties etc.

Is a wide-ranging Wide-ranging Narrowly focused Narrative report Quarterly (to the PW and relevant research research on the research Board). research programme, which programme with [See quantitative programme being is being published little publication indicators re undertaken? for a range of output. publications] audiences

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

Engage with Are we targeting Actual audience Profile skewed Survey work Every three years MR priority our priority profile and (next 2015) audiences audiences? representative of unrepresentative our target of our target audiences audiences

Communicate How are we Diverse audiences Generic learning GLOs Case Quarterly JL collections ensuring that the enjoying similar or outcomes (GLOs) Study work. through relevant right level of the same projects not met To include some and enriching engagement is and events Only specific learning and all storytelling. taking place with (targeted at wide learning styles exhibitions visitors, from new range) in equal catered for users through to measure projects and one specialist from each audiences, which Generic learning site/department outcomes met per year is not compromised by Diverse learning the requirements styles catered for of the other?

How satisfied are Positive feedback Negative issues Surveys and Annually JL our formal about well-run raised and critical reports education educational comments visitors? programmes and welcoming museums

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

Partnerships Are our Positive feedback Poor feedback Narrative report Annually MR Partnership from partners from partners summarising Programme highlighting range giving criticism of work and initiatives of areas for Amgueddfa Cymru outcomes successful? celebration generated by the Partnership Programme

Are we successful Positive feedback Poor feedback Case Study Annually PW when we provide with positive with very few reports professional learning outcomes learning outcomes Narrative report training or advice for external users for external users to external to give flavour of bodies? range and importance

Maintaining and Does Amgueddfa IIP status IIP status not External quality All sites to NW developing talent, Cymru invest in achieved/ achieved/ marquee: obtain/maintain IIP professional its staff and their maintained withdrawn Investors in by 2015/16 then skills and development? People renewed regularly competencies

What are the Wide range of Very little Recognition of Annually NW achievements of activity and achievement staff’s wider Amgueddfa success reported contribution (via Cymru staff? recognised and HoDs) reported celebrated across at Divisional

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

the organization Meetings

Are Amgueddfa Good range of Generally poor Internal staff Every 3 years NW Cymru staff positive comments comments and survey (next 2014) content and feedback satisfied in their work?

What range of Evidence that No evidence of Report Every 3 years NW succession succession succession (next 2014) planning is in planning is in place planning in place place? across most departments.

Effective What is Good Poor Focus group Every 3 years or DA Advocacy Amgueddfa understanding of understanding of type activity (e.g. more frequently if Cymru’s role and strategic role and strategic Director General necessary reputation among focus of focus of hosted key partners? Amgueddfa Cymru Amgueddfa Cymru receptions for among key among key Culture Sector) partners partners IPSOS/MORI type surveys

Strategic and What resources Significant Few resources Scale of funding Annually NW Commercial have been resources identified identified for re- available for re- resources identified for for redirection to direction to Vision direction to new redirection to

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

Vision resources? Vision resources resources Vision priorities.

Are the customers Customers Customers Survey to be Linked to feedback MR of our shops and generally very disappointed by incorporated from survey work cafes satisfied satisfied with the the quality of the within wider with what is on quality of the offer offer visitor survey. offer? Enterprises Ltd to feed into preparation of questionnaire

Are we achieving Genuine decrease No decrease or Narrative report Annually MR our carbon- in carbon increase in carbon on areas where reduction emissions as a emissions as a progress being commitments? result of our result of our made supported activities activities by figure giving % reduction in carbon emissions

What external Maintainance of Loss of Seren External Annually MR sustainability Seren Scheme. Scheme Level 3 Accreditation marques have we Achieving Level 3. achieved?

How are we BREAM ‘Excellent’ Poor BREAM Part of Building In line with all new MR ensuring that all rating. rating. Regulations construction work new construction issued for new 39

Key Objective Qualitative What achievement looks like Measures Frequency of Director indicators measurement responsible Good Shortcomings

work is fully Zero Carbon projects sustainable? standard.

At least 10% recyclable materials

Quantitative indicators

For each of these quantitative indicators, achievement will be measured through the meeting of agreed targets.

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

We will develop Number of visits* Total number of visits to 1,590,000 Quarterly JL our world-class Amgueddfa Cymru Director museum spaces museums. This indicator General’s Report includes the number of to inspire learning (DGR) formal education visits. and connect people with the past, present and future

Number of return Number of visits made by Not applicable Surveys every 3 JL visits visitors who have visited years. previously (next 2015)

An international Total number of Total number of loans at Quarterly PW 475 reputation loans start of year and number of loans made during year

Number of Total number of venues to Quarterly PW venues to which which loans made at start of 310 loans made year and new venues to which loans made during across the world* year (DGR)

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

Total number of Total number of loans for Quarterly PW display purposes loans for display 35

Total number of Total number of loans for 32 Quarterly PW loans for research purposes research

Percentage of Percentage of accredited Quarterly PW accredited museums in Wales that museums in have loans from Amgueddfa Cymru collections Wales that have 50% loans from Amgueddfa Cymru collections

Number of Number of collaborations Quarterly DA international between Amgueddfa Cymru collaborations and an international partner 100 (outside UK) (DGR)

Contemporary and % of collections Number of objects/lots Quarterly PW relevant computerised to documented to inventory 51% collections and inventory control standards expressed as a percentage of the total research standard number in the collection

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

(DGR)

Number of Number of research projects Quarterly PW research projects underway at the start of the 200 year + number of new (DGR) research projects started in year

Number of peer- The number of peer Annually PW reviewed articles/ reviewed articles, books and books/ scholarly catalogues Reported annually scholarly published by Amgueddfa – no target catalogues Cymru staff published Number of peer The number of peer reviews Annually PW reviews provided provided by Amgueddfa Reported annually by Amgueddfa Cymru staff – no target. Cymru staff

Engage with Number of visits Number of visits by priority Three yearly Three yearly JL priority audiences by priority audiences audiences

(DGR)

Number of Number of events targeted 700 Quarterly JL activities targeted at priority audiences

at priority

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

audiences

(DGR)

Communicate Number of formal Number of visits to 205,000 Quarterly JL collections education visits* Amgueddfa Cymru through relevant museums as part of a (DGR) recognised curriculum or and enriching qualification storytelling

Number of Number of visits when 200,000 Quarterly JL ‘added-value’ visitors have chosen to

learning visits * actively participate in an activity that is in addition to (DGR) the permanent or integral interpretation of a building, display or exhibition.

Number of The number of participants 30,000 Quarterly JL participants in in learning opportunities

off-site learning (based on our museums, activities * collections or work), not taking place at one of our (DGR) museums but facilitated or organized by a member of museum staff, volunteer or partner.

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

Partnerships Number of active Number of partnership Annually MR partnership relationships at the start of projects the year plus the number of 25 (strategic, partnership relationships financial, built during the year community)

(DGR)

Maintaining and Percentage of Number of staff in receipt of 40% Quarterly NW developing talent, staff in receipt of training and development professional skills training and during the financial year and competencies development expressed as a percentage of the total number of staff (DGR)

Number of Number of volunteers in 230 Quarterly MR/JL volunteers place at the start of year +

numbers of new volunteers (DGR) quarter by quarter

Number of Number of opportunities 20 Quarterly MR/JL advertised advertised for volunteer

volunteering positions roles

(DGR)

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

New Media Number of The number of website visits 1,400,000 Quarterly JL Solutions website visits *^ calculated using Google Analytics (DGR) ^ = new method of measurement 2014/15 Effective Number of Number of attendees at Quarterly DA advocacy attendees at targeted advocacy events, targeted expressed in relation to the advocacy events number of invitees and the 1000 number of events, (DGR) supported by a narrative on the purpose of events

Number of Number of partnerships Annually DA partnerships arising directly from resulting from advocacy initiatives 6 advocacy initiatives

Strategic and Research income Research income generated £170,000 Quarterly PW Commercial as a result of partnerships (DGR) resources

Profit returned The net profit (having £355,195 Quarterly MR from Enterprises taking into account Ltd costs) raised through Enterprises Ltd within the (DGR) financial year

Key Objective Quantitative Definition Annual target Reporting cycle Director Indicator 2014/15 responsible

Funding Income raised through TBC Quarterly DA generated by fundraising within the

Development financial year Department

(DGR)

Corporate indicators

Overarching the Vision Map, there are a number of key corporate areas in which we will evaluate our work. These are Diversity, Health & Safety, Welsh Language Mainstreaming and Public Engagement & Consultation. The indicators for these are listed in the table below.

Key Corporate Corporate indicators Director Area Responsible

Diversity Narrative report on diversity NW

Health & Safety The number of RIDDOR reported accidents / incidents per annum. TARGET = less than 5 MR

Welsh Language Narrative report on levels of satisfaction with service among Welsh speakers and non-Welsh NW speakers

Public Narrative report on public engagement and consultation activity JL Engagement & Consultation

Appendices

A Remit Letter

B Research Programme

C Learning Programme

D Exhibitions Programme

E Financial Issues Appendix A: Remit Letter

Appendix B: Research Programme

Research underpins all the functions and the credibility of a national museum. Many of the specialised fields covered by our staff are not supported strongly in Welsh universities (industrial archaeology, art history, numismatics, taxonomic natural sciences and the study of material culture for example). We therefore have a pivotal role to play in the understanding of the heritage, culture and natural environment of Wales and its place in the world, and supporting increasing public and popular interest in these areas. We are recognised by both the Arts & Humanities Research Council and the Natural Environment Research Council as an Independent Research Organisation.

A wide range of research activities will continue in 2014/15, supporting the themes of our acquisition and exhibition programmes as well as our other core activities. Only a selection of projects are presented here, some of which continue over more than one year. Research activity is fostered and monitored by a Research Board, which aims to ensure that research is directed strategically in support of our Vision.

Among our research projects that will be pursued during the year are:

Life: understanding our planet and environments

• The character and significance of low-grade metamorphism in Wales and related geotectonic settings worldwide (with the University of Bristol and Universidad de Buenos Aires). • Evolution and affinity of Peri-Gondwanan terranes in Anglesey and Llŷn and their role in the evolution of southern Britain and eastern Avalonia (with the British Geological Survey, Dresden Natural History Museum, Acadia University Nova Scotia and the University of Western Ontario). • The characterisation and formation of Lower Palaeozoic–hosted manganese deposits in Wales in comparison with contiguous units in north-eastern Canada. • A reappraisal of the geochemistry of Lower Palaeozoic volcanic rocks of Wales for the interpretation of magmatic and mineralization events associated with closure of the Iapetus Ocean (with Cardiff University and the British Geological Survey). • A taxonomic analysis of Esthonioporata and Trepostomata bryozoans for the international Treatise on Invertebrate Paleontology project (with Trinity College Dublin and The Natural History Museum). • An investigation of Upper Ordovician faunas, trilobites and crinoids from the Slade and Redhill Formation, Llanddowror, Carmarthenshire (with Naturalis Museum, Leiden). • An examination of early Silurian (Aeronian) bryozoan faunas of north-eastern Iran, to provide insights into the faunal recovery patterns in temperate latitude Gondwana after the terminal Ordovician mass extinction (with Golestan University, Iran). • The systematics of Polychaeta from a newly discovered hydrocarbon cold seep on the Rockall plateau (with Marine Science Scotland and the University of Copenhagen). • The systematics of chemosynthetic Bivalvia, mostly descriptions and morphology of the Thyasiroidea. (partners include Aviero University, Portugal, Louisiana State University, Universite Pierre at Marie Curie Paris and Norway Institute of Marine Research). • Collections-based taxonomic and evolutionary research on terrestrial molluscs of Britain and Ireland (especially Wales) and the tropics (collaborators include Cardiff University, the Conchological Society of Great Britain & Ireland, Natal Museum, South Africa, the National Museums of Kenya, University Museum of Sao Paolo, Brazil and Carnegie Museum of Natural History, USA). Recent funders include the Leverhulme Trust. • The phylogeny, taxonomy and biogeography of Amazon rainforest insects (with Instituto Nacional de Pesquisas da Amazônia (INPA), Brazil). • The taxonomy, systematics and behaviour of Shovelhead worms (Magelonidae) (with Centre d’Estudis Avançats de Blanes and University of Bergen). • An appraisal of past and present palynological research at Amgueddfa Cymru. • Contributions to the taxonomy and phylogeny of Dance Flies (Empididae) and their role in understanding the biogeography of post Gondwanaland continental spreading in the southern hemisphere (with the Museum d’histoire naturelle de Paris).

• The taxonomy and systematics of plant sap sucking insects: handbook to the British Auchenorrhyncha and a monograph of the soft scale insects of the Palaearctic and oriental regions. • The phylogenetics of British saddle oysters – DNA project with aid of a grant from the Conchological Society.

Origins: making sense of the present by putting people in touch with their past.

• The Palaeolithic settlement of Wales: publication of excavations undertaken at Cathole Cave, Gower and analysis of data collected during excavations at Hoyle’s Mouth and Little Hoyle Caves, Pembrokeshire. • Mesolithic Wales: continuation of the post-excavation research programme of the early Mesolithic settlement and later Prehistoric round house at Burry Holms, Gower. • Late Bronze Age settlement at Llanmaes, Vale of Glamorgan: post-excavation research, drafting of interim overview article and completion of GIS archive. • ‘Technology at the Transition’: research on Iron Age and Roman metalwork and glass, exploring the relationship between the technologies and arts of peoples in transition. • Creation of a set of online articles about later prehistoric artefacts/groups with Atlantic European connections supporting ‘Atlantic Europe in the Metal Ages: questions of shared language’, a major AHRC-funded research project on archaeology, linguistics and genetics at the Centre for Advanced Welsh and Celtic Studies. • Research on Bronze and Iron Age hoarding and votive practice in Wales: Burton, Langstone, Portable Antiquities Scheme/Treasure. • Post-excavation research on the Roman town at Caerwent: reports on courtyard house, Romano-Celtic temple and the forum-basilica (with Cardiff University) and Bulmore civil settlement. • Research on early medieval/Viking Age settlements and culture in Wales: Llangorse Crannog and Llanbedrgoch. • ‘Free Reins and Guiding Hands: Chariot fittings from Western and Central Britain’, an AHRC-funded Ph.D studentship in partnership with the University of Leicester • Origin and significance of the rhyolitic and doleritic bluestone component from Stonehenge using petrography and whole and mineral geochemistry (with University College London, Open University and Aberystwyth University). • The petrology of Neolithic lithic implements from Wales: a research and access project to provide modern interpretations to support artefact provenance studies, including providing web-based information for non-geological researchers. • Cataloguing and publishing a hoard of medieval coins from Abergavenny acquired through the Treasure Act. • Metal mine site surveys in west and south Wales, improving understanding and establishing a typology of features: Cadw-funded publication with Dyfed Archaeological Trust and Royal Commission on the Ancient & Historical Monuments of Wales. § The Great War: Britain’s Efforts and Ideals: a series of 66 lithographic prints commissioned by the Ministry of Information in 1917. To be displayed in 2014 as part of our FWW programme.

Belonging: representing people’s memories, cultural experiences and what it means to live in 21st- century Wales.

• The historical background of Taffs Well Police Station and law and order in Wales. • Essays on shipbuilding: From Sail to Steam and HMS Hamadryad in Reclaiming History from the Sea (with the Royal Commission on the Ancient & Historical Monuments of Wales). • 'I hope to have a good passage': the letter book of Captain Daniel Jenkins, 1902-11, an edition of the daily letter book of a Cardiff tramp steamer master held in the industry collections. • Dating and cataloguing 19th-century Welsh costume dolls held in public collections around the UK and at St Fagans to meet the public demand for authoritative information. • A collaborative Ph.D studentship with the University of South Wales on the history of photography in Wales, exploring the creation of Amgueddfa Cymru's photographic collections within the wider context of the development of the medium.

Creativity: celebrating the creativity of art and artist, inventor and invention and the ideas that have inspired our world.

• The exhibition Landscapes by J.D. Innes: Beauty Most Wild, including his early watercolours, landscape painting in Wales and France and his working relationships with Augustus John and other artists. • A gold cup of 1662 and its context: presented to Welshpool parish church by Thomas Davies, agent of the East India Company in West Africa and plantation owner on Barbados. • Welsh ceramics, including aspects of social history, manufacturing methods and factory organization, to coincide with the bicentenary of Welsh porcelain. For an Amgueddfa Cymru book and the reinterpretation of the Welsh Ceramics Gallery. • The materials and techniques of Richard Wilson, his contemporaries and followers, for the artist’s tercentenary exhibition in 2014. § The work of the pioneering glass artist Maurice Marinot (1882-1960), in preparation for the exhibition Maurice Marinot: A Passion for Glass and an article on Marinot's work in UK and Irish public collections. • Joint supervision of a Combined Doctoral Award Ph.D studentship with Aberystwyth University on the Welsh artist Ivor Davies and the Destruction in Art movement in the context of the 1960s avant-garde. In preparation for a major exhibition in 2015. • Contribute to the nationwide ‘Aspire programme’ of cross-cutting research on the artist John Constable (1776-1837), focused on the painting Salisbury Cathedral from the Meadow, 1831, on view at National Museum Cardiff in 2014. • The influence of patronage and politics on the style and history of botanical illustration. • Decorative stones of the British Isles: definitive documentation of ornamental stone used in architectural and decorative art contexts (with partners from across the UK and Ireland, led by Amgueddfa Cymru and Oxford University Natural History Museum).

Futures: engaging with and debating issues that will shape tomorrow’s world.

• Fossil plants: their taxonomy, evolution and role in the interpretation of climate change past and present, through an International Geological Correlation Project investigating eastern and western European Carboniferous floras. • Diatom floras of the British Isles, with special reference to the ecology of Welsh rivers and the development of an online identification tool for freshwater diatoms (with the Natural History Museum, National Botanic Garden of Belgium, Public Research Centre Gabriel Lippmann Luxembourg, Trento Natural History Museum, Italy, Department of Environment Aquatic Ecology Centre, Kathmandu University, and Scottish Environment Protection Agency). • Developing the first comprehensive faunistic account of Diptera from complex tropical environments to develop a model of the origins of biodiversity hotspots and the likely impact on them of climate change (with Queen Sirikit Botanic Garden and Mahasarakham University, Thailand).

• British Overseas Territory biodiversity programmes on the fauna and flora of the Falkland Islands (with the Wales Environment Hub, Bangor and supported by the Shackleton Foundation and the Falkland Island Trust).

Museum Practice

• The preservation of biomolecules in fluid-preserved collections. • Pesticide residues in natural history collections. • Analysis, comparison and experiment on the replication of the Mold Cape in gold. • The representation of communities, including under-represented ones, through co-curated displays and projects. • Quarterly research seminars reflecting on photography and the museum throughout 2014/15 (in collaboration with University of South Wales). • Joint supervision of Ph.D research project and preparation of a display examining the potential of 3D scanning and print technologies to foster new forms of artist engagement with museum collections, with a specific focus on the ceramics collections.

Appendix C: Learning, Participation & Interpretation

The following strategic areas will underpin the Learning, Participation & Interpretation department’s portfolio of work over the next three years.

As the largest provider of learning outside the classroom in Wales Amgueddfa Cymru is well placed to play a prominent role in the cultural learning developments in Wales. As a museum we are committed to working long term to better use our collections and skills to support the Welsh Government’s agendas particularly regarding education, equality, tackling poverty, the Welsh language, the environment and sustainability.

1. Formal Learning (Early Years & Key Stage 2 )

Key Aim: To develop strategic and systematic collaboration with Education through the Welsh Government and Local Authorities

Activity Output Outcome

1.1. Deliver a comprehensive bilingual programme for A clearly defined core An exciting and high quality programme for the Foundation Phase and Key Stage 2 in line with the programme for primary schools primary schools, which meets the needs of the National Curriculum for Wales and the numeracy and formal learning community literacy frameworks New bilingual resources and activities to support the teaching Income generated through core programme, and learning of STEM (Science, and funding sources maintained Technology, Engineering and Strategic relationships with PGCE colleges and Mathematics), year one of the other key stakeholders established First World War programme and Artes Mundi Amgueddfa Cymru recognised as a sector leader Continued Professional Development courses for teachers

1.2. Establish a primary teacher forum and other Review and evaluate resources The aims and objectives of the formal learning methods of consulting with pupils and teachers to

better understand user needs and activities requirements are met

Participatory forums sustained and actively engaged with developing programmes

Programmes devised for and with specific target audiences

1.3. Inform and respond to consultations re the primary Reports and reviews collated The primary schools programme meets the WG curriculum and assessment arrangements for Wales and submitted to the WG recommendations and frameworks

2. Formal Learning (Secondary Schools & Colleges)

Key Aim: To develop strategic and systematic collaboration with Education through the WG and local authorities

Activity Output Outcome

2.1. Deliver a comprehensive bilingual programme for A clearly defined core An exciting and high-quality programme for Key Stage 3 and post-14 years old study in line with the programme for secondary secondary schools, which meets the needs of National Curriculum for Wales and the WJEC courses schools the formal learning community

Bilingual resources and Income generated through programme, and activities to support the Welsh funding sources maintained Baccalaureate, year one of the Strategic relationships with further educational First World War programme and colleges and other key stakeholders established Artes Mundi

Placements, work experience and apprenticeship

programmes, as part of the St Fagans redevelopment project

2.2. Establish a secondary school teacher forum and Review and evaluate resources Aims and objectives of the formal learning other methods of consulting with pupils, students and and activities requirements are met teachers to better understand user needs Participatory forums sustained and actively engaged with developing programmes

Programmes devised for and with specific target audiences

2.3. Inform and respond to consultations re the Reports and reviews collated The secondary schools programme meets WG secondary curriculum and assessment arrangements and submitted to the WG recommendations and frameworks for Wales

3. Family Learning (Including families and young people)

Key Aim: Amgueddfa Cymru is welcoming to families and young people, in particular those we find currently hard to reach

Activity Output Outcome

3.1. Audit current family learning programmes Action Plan for family learning An exciting and engaging family learning opportunities established as part programme, which meets user needs of the new Learning Strategy by November 2014

3.2. Deliver a comprehensive bilingual programme for Bilingual resources and The core programme meets the needs of families and young people activities produced families and young people

3.2. Work with the Informal Learning Forum and A network of family learning Local and national partners sustained employ other methods of consulting with families and partners across Wales young people to better understand user needs established, with memorandums Projects and events devised for and with specific of understanding between key target audiences partners e.g. Flying Start and A range of strategic partnerships support new Families First programmes, facilitate visitor-focused interpretation and increase participation by target audiences

4. Adult learning (Including HE/FE and well being)

Key Aim: Amgueddfa Cymru supports the adult learning agenda for Wales.

Activity Output Outcome

4.1. Audit current adult learning programmes and Action Plan for adult learning An exciting and engaging programme, which partners opportunities established as part meets the needs of adults and adult learning of the new Learning Strategy by providers November 2014

4.2. Deliver a comprehensive programme Placements, work experience An exciting and engaging programme , which and apprenticeship meets the needs of the adults and adult learning programmes, as part of the St providers Fagans redevelopment project

Pilot programmes established; further explore ways of supporting Welsh for Adults courses

4.2. Work with the Informal Learning Forum and Network of adult learning Local and national partners sustained employ other methods of consulting with adults and partners across Wales adult learning providers to better understand needs established e.g. Niace Projects and events devised for and with specific target audiences

Range of strategic partnerships support new programmes, facilitate visitor-focused interpretation and increase participation by target audiences

5. Poverty & Social impact

Activity Output Outcome

5.1. Audit all current community engagement work and Draft Community Engagement Realign resources to meet the needs of the WG partners Strategy and Action Plan to anti-poverty agenda direct and encompass activity across all departments Amgueddfa Cymru recognised as a sector leader

5.2. Programme bilingual activities as set in the Child Programme delivered against Programme meets targets set in Action Plan

Poverty Strategy Action Plan and Anti-Poverty agenda Action Plan Increased numbers and diversity of participants in learning programmes in accordance with Key Findings informed and shared Performance Indicators and identified targets with key agencies and partners Key agencies and partners established and Explore ways of measuring maintained impact of our work with HE institutions

5.3. Pilot ways of embedding the Our Museum model Establish the frameworks for co- Long-term relationships and engagement with across all areas of work working with communities agencies and communities

Shared learning from the St Cultural Change Fagans redevelopment project

5.4. Establish Youth Forums at each museum and Projects and events devised for Cultural Change further develop the Participatory Forums and with specific target audiences Range of strategic partnerships support new programmes, facilitate visitor-focused Staff Learning and Development interpretation and increase participation by target audiences

6. Interpretation and Equality

Activity Output Outcome

6.1. Draft Interpretation Strategy First draft complete by March Amgueddfa Cymru is more relevant to the 2015; implementation and roll- people of Wales

out 2016 Improved interpretation with increased accessibility and participation for different audiences

6.2. Deliver RIBA Stages E, F and G gallery Pilot new gallery content and Interpretation meets the needs of target interpretation as part of the St Fagans redevelopment interpretation through the audiences medium of Welsh and English by March 2015

Multiple narratives and user contributions embedded as part of display

Deliver training for staff re best practice in interpretation New bilingual toolkits and Increased ability of staff to communicate and and equality frameworks to support interpret the collections and develop high quality interpretation interpretation

7. Evaluation and Performance Management

Activity Output Outcome

7.1. Audit PIs collation process and establish a Implementation of internal Better mechanisms for capturing data common format and framework across AC collation framework from April 2014 Monitor, evaluate and report against Key Performance Indicators and AC strategies

7.2. Draft Evaluation Strategy for AC Draft prepared by March 2015– Evaluation established as a key requirement of implementation and roll out all/sample programmes and exhibitions 2016 More coherent and effective approach to evaluation

8. Digital Learning

Activity Output Outcome

Develop a coherent strategy for digital learning to Draft prepared by March 2015; More coherent and effective approach to digital support the Digital Strategy implementation and roll-out learning 2016 Increased and improved digital and web-based programmes and resources

Provide new content for Learning webpages, Twitter Establish digital learning Numbers using Learning webpages increased and blogs leads/champions within the organization Increased and improved digital and web-based programmes and resources

Deliver the Learning Strand programme for the Activities delivered against Digital resources meet the needs of the formal People’s Collection Wales as outlined in the Forward Forward Plan learning community Plan for 2014/15 Strategic relationships with key stakeholders maintained including HWB

9. Visitor studies (work developed with the Marketing Department ac AC)

Activity Output Outcome

Develop a Visitor Studies strategy Draft prepared by March 2015; Improve understanding re nature of audiences implementation and roll-out 2016

Appendix D: Exhibitions Programme

Apr 14 (Easter May 14 Jun 14 Jul 14 Aug 14 Sep 14 Oct 14 Nov 14 Dec 14 Jan 15 Feb 15 Mar 15 – 20th) (Easter 5th April) Natural Images Landscapes by J.D. Innes: Beauty Most Wild Efforts and Ideals: Prints of the First World War Esmée Fairbairn Project 12 Apr-20 July 2014 2 Aug-4 Jan 15 24 Jan-19 Apr 15 Welsh Identity and the Sculpture of 11,12 and 13 Richard Wilson - The Transformation of European A Maurice Marinot: A Passion for Glass Ivor Roberts-Jones (1913-1996) shut for 5 July – 26 Oct 20 Dec 2014 – 7 June 2015 7 Dec-11 May 2014 redecoration National Dylan Thomas Theme First World War Portraits Musem Dec 2013-summer 2014 2 Aug-11 Jan ‘15 Cardiff Wales: A Visitation 22 Feb-7 Sept ‘14 Artes Mundi 6

Andrea Buttner (Colwinston Commission) Simon Pope 25 Oct 2014-22 Feb 2015 22 Feb-8 June 21 June-7 Sept Wildlife Photographer of the Year Seeing Nature

29 Mar-22 Jun 19 July-April St Fagans Pinhole Photography PROV Pinhole Photography PROV Swans Uni Locws Comm post-grads RESERVED FOR WORLD WAR ONE SCHOOL AND COMMUNITY SHOWS

response PROV Large Object Display – Caravan and Car PROV Matt Wright Locws Welsh Industry and the Great War National Photosp 12 Apr-1June Swansea Met 12 October 2014-15 March 2015 Waterfront Uni shows heres Museum PROV Mimosa and Patagonia? The Wakelin Award Fab at 40 – development of Industrial Museums Crawshay Portraits? Esmée Fairbairn? Crawshay (Glynn Vivian Art Gallery) 3 May-24 Aug Calch? Adriano Candelori? Portraits? 6 Sept-4 Oct PROV DATES (PROV) Calch? Adriano Candelori? PROV PROV Feb-May When Dai became Poppies for Remembrance Tommy Big Pit 19 July 2014-8 Feb 2015 14 Feb 2015-6 Sep 2015 National Roman Colours The Horse at War Death at a Distance Roman 2 Oct-26 June 27 June-30 January 31 Jan-15 Oct Legion Star object – TBC Star object – TBC Star Object – TBC tbc Museum 14 Mar-30 Jun 1 Jul-16 Oct 17 Oct-TBC National March-June 2014 Annie & Ian Slate photography exhibition – Cychwyn Cofio (Starting to Remember) July 2014-June 2015 Museum Dyffryn Nantlle National Dark cloud over the woollen industry Wool 1 Jul 2014-29 Nov 2014 Museum

Oriel y Picturing Castles Peter Blake Natural Images (Esmée Fairbairn Project)

Parc 16 Nov-5 May 16 May-Sept 2014 October 2014-March 2015 4 Aug 1914 Key Dates outbreak of war Touring British Landscapes US Tour National

Events

Appendix E: Financial Issues

DRAFT REVENUE INCOME & EXPENDITURE ACCOUNT

2013/14 2014/15

£' 000 £' 000

INCOME

Revenue Grant in Aid 22,436 22,236

Transfer from Trading Subsidiary

Recharges 162 162

Profit Returned to Amgueddfa Cymru 432 402

Other Income 1,362 1,627

Transfer from Private Funds 45 45

Transfer from SPG (re HBU Staff costs) 54 54

Cash Carried Forward

Earmarked 1,295 0

General 3,334 1,932

TOTAL INCOME 29,120 26,458

EXPENDITURE

Staff Costs 19,356 18,934

Operating Costs 6,545 5,504

Retained Provision 1,932 323

Transfer to Capital Masterplanning 7 0

Transfer to St Fagans Redevelopment Project 180 897

Change Programme Costs 1,100 800

TOTAL EXPENDITURE 29,120 26,458

Comments:

• The 2013/14 figures are as the final agreed original budget. • This is the draft budget position as at 31 January 2014. The budgets for 2014/15 are still under review. The cash carried forward will not be finalised until the end of April 2014. • Assumptions have been made with regard to the pay award for 14/15 but no agreement has been finalised • Other income includes £546k contribution from the City & County of Swansea towards National Waterfront Museum running costs. • Trading Subsidiary profits include a decrease in 2014/15 due to the impact of the St Fagans redevelopment project works. • Other income includes an increase in 2014/15 due to increasing income from research, fundraising and charging.

DRAFT CAPITAL INCOME & EXPENDITURE ACCOUNT

2013/14 2014/15

£' 000 £' 000

INCOME

Capital Grant in Aid 600 1,100

Transfer from Revenue Contingency 135 0

SNHM Redevelopment Grant in Aid 1,855 1,625

Friends/Specific Donations 10 0

TOTAL INCOME 2,600 2,725

EXPENDITURE

Main Programme 411 750

NMC Upper West Wing 0 0

St Fagans Redevelopment Project 2,065 2,765

TOTAL EXPENDITURE 2,476 3,515

B/FWD SURPLUS/(DEFICIT) 666 790

SURPLUS/(DEFICIT) IN YEAR 124 (790)

C/FWD SURPLUS/(DEFICIT) 790 0

Comments:

• This is the draft budget position as at 31 January 2014. The cash carried forward will not be finalised until April 2014. • The capital budget is subject to constant revision. The 13/14 figures are the revised capital budget as at 31 December 2013. • Capital Grant in Aid for 2014/15 includes a one-off additional £500k

DRAFT SPECIMEN INCOME & EXPENDITURE ACCOUNT

2013/14 2014/15

£' 000 £' 000

INCOME

Specimen Grant in Aid 538 538

Cash Carried Forward 683 146

Contributions 0 0

TOTAL INCOME 1,221 684

EXPENDITURE

Fieldwork & Department Allocations 278 355

St Fagans HBU (including HBU Staff Costs) 172 54

St Fagans Redevelopment Project 500 150

Special Purchases:

Centenary Fund Partnership 25 25

Art Special Purchases 90 90

Eisteddfod Project 10 10

Reserve 146 0

TOTAL EXPENDITURE 1,203 684

Comments:

• This is the draft budget position as 31 January 2014. The cash carried forward will not be finalised until later in April 2014. • The 2013/14 figures are as the final agreed original budget. • Expenditure on St Fagans Redevelopment Project includes carried forward under-spend from 2013/14. • Additional contributions towards specific purchases have been received in 2013/14 and are expected to be received in 2014/15; both the contributions and purchases are excluded from the figures above.