Rutland County Council
Catmose, Oakham, Rutland, LE15 6HP. Telephone 01572 722577 Facsimile 01572 758307 DX28340 Oakham
Meeting: CABINET
Date and Time: Tuesday, 15 November 2016 at 9.30 am
Venue: COUNCIL CHAMBER, CATMOSE
Corporate support Natasha Brown 01572 720991 Officer to contact: email: [email protected]
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A G E N D A
APOLOGIES FOR ABSENCE
1) ANNOUNCEMENTS FROM THE CHAIRMAN AND/OR HEAD OF THE PAID SERVICE
2) DECLARATIONS OF INTEREST
In accordance with the Regulations, Members are required to declare any personal or prejudicial interests they may have and the nature of those interests in respect of items on this Agenda and/or indicate if Section 106 of the Local Government Finance Act 1992 applies to them.
3) RECORD OF DECISIONS
To confirm the Record of Decisions made at the meeting of the Cabinet held on 18 October 2016.
4) ITEMS RAISED BY SCRUTINY To receive items raised by members of scrutiny which have been submitted to the Leader (copied to Chief Executive and Democratic Services Officer) by 4.30 pm on Friday 11 November. REPORTS OF THE DIRECTOR FOR RESOURCES
5) QUARTER 2 FINANCIAL MANAGEMENT REPORT (KEY DECISION)
Report No. 191/2016
(Circulated under separate cover)
6) MID-YEAR REPORT ON TREASURY MANAGEMENT AND PRUDENTIAL INDICATORS 2016/17 Report No. 197/2016 (Pages 5 - 24)
7) REPORT OF THE CHIEF EXECUTIVE
8) PERFORMANCE MANAGEMENT REPORT - QUARTER 2 2016/17 Report No. 194/2016
(Circulated under separate cover)
REPORT OF THE DIRECTOR FOR PLACES (DEVELOPMENT AND ECONOMY)
9) MUSEUM FORWARD PLAN Report No. 201/2016 (Pages 25 - 100)
REPORTS OF THE DIRECTOR FOR PLACES (ENVIRONMENT, PLANNING AND TRANSPORT)
10) HIGHWAYS ASSET MANAGEMENT PLAN (KEY DECISION)
Report No. 160/2016 (Pages 101 - 144)
11) HIGHWAYS CAPITAL MAINTENANCE FUNDING (KEY DECISION)
Report No. 202/2016 (Pages 145 - 148) 12) ANY ITEMS OF URGENT BUSINESS To receive items of urgent business which have previously been notified to the person presiding.
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MEMBERS OF THE CABINET: Mr T King Chairman Mr T Mathias Mr R Clifton Mr R Foster Mr O Hemsley Mr D Wilby
SCRUTINY COMMISSION:
Note: Scrutiny Members may attend Cabinet meetings but may only speak at the prior invitation of the person presiding at the meeting.
ALL CHIEF OFFICERS PUBLIC NOTICEBOARD AT CATMOSE CORPORATE SUPPORT TEAM
Report No: 197/2016 PUBLIC REPORT CABINET
15 November 2016 MID-YEAR REPORT ON TREASURY MANAGEMENT AND PRUDENTIAL INDICATORS 2016/17
Report of the Director for Resources
Strategic Aim: Delivering Services within the Medium Term Financial Plan
Key Decision: No Forward Plan Reference: FP/290716/02
Exempt Information No
Cabinet Member(s) Mr T C King, Leader and Portfolio Holder for Finance Responsible: and Development
Contact Debbie Mogg, Director for 01572 758358 Officer(s): Resources [email protected]
Saverio Della Rocca, Assistant 01572 758159 Director (Finance) [email protected] Ward Councillors Not Applicable -
DECISION RECOMMENDATIONS
That Cabinet notes the contents of the report. 1 PURPOSE OF THE REPORT
1.1 Revisions to the regulatory framework of treasury management during 2009 introduced a requirement that the Council receive a mid-year treasury review report in addition to the forward looking annual treasury strategy and backward looking annual treasury report required previously.
1.2 This report meets the requirement above and incorporates the needs of the Prudential Code to ensure adequate monitoring of capital expenditure plans and the Council’s prudential indicators (PIs). The treasury strategy and PIs were contained in report 07/2016 which was approved by Council on 12 January 2016.
1.3 The underlying purpose of this report also supports the objective in the revised CIPFA Code of Practice on Treasury Management and the Department of Communities and Local Government (DCLG) Investment Guidance that Members receive reports on and adequately scrutinise the treasury management service.
2 BACKGROUND AND MAIN CONSIDERATIONS
2.1 The Council’s mid-year treasury report in Appendix A has been revised from the previous year to make it more accessible to readers whilst still fulfilling its core statutory objectives. It includes information on the performance of the treasury management service. The key points to note for the six months to 30 September 2016 are:
The Council has only invested with approved institutions;
The Council has made a return on investment of 0.81% compared to the LIBOR rate of 0.53% through investing larger amounts for longer periods – a change agreed in the strategy;
The Council has not undertaken any PWLB external borrowing in the six months to 30 September 2016. The Council was offered and accepted an interest free loan from Salix of £420k to part fund the upgrading of street lighting. The Council is still below its authorised limit for borrowing of £28m; and
No external debt was repaid early as there was not a financial business case to do so. In recent times, the total premium (i.e. the charge for repaying early) for the Council’s debt portfolio has increased from £12m to £21m (at 30th September) in response to low interest rates.
3 CONSULTATION
3.1 No formal consultation is required.
4 ALTERNATIVE OPTIONS
4.1 This report is for noting, there are no alternative options. 5 FINANCIAL IMPLICATIONS
5.1 There are no financial implications arising from this report.
6 LEGAL AND GOVERNANCE CONSIDERATIONS
6.1 The report meets the requirements of both the CIPFA Code of Practice on Treasury Management, the CIPFA Prudential Code for Capital Finance in Local Authorities and the Council’s Financial Procedure Rules. The Council is required to comply with both Codes through Regulations issued under the Local Government Act 2003.
6.2 The Council’s treasury management activities are regulated by a variety of professional codes and statutes and guidance:
The Local Government Act 2003 (the Act), which provides the powers to borrow and invest as well as providing controls and limits on this activity;
The Act permits the Secretary of State to set limits either on the Council or nationally on all local authorities restricting the amount of borrowing which may be undertaken (although no restrictions were made in 2012/13);
Statutory Instrument (SI) 3146 2003, as amended, develops the controls and powers within the Act;
The SI requires the Council to undertake any borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in Local Authorities;
The SI also requires the Council to operate the overall treasury function with regard to the CIPFA Code of Practice for Treasury Management in the Public Services;
Under the Act DCLG has issued Investment Guidance to structure and regulate the Council’s investment activities; and
Under Section 238(2) of the Local Government and Public Involvement in Health Act 2007 the Secretary of State has taken powers to issue guidance on accounting practices. Guidance on Minimum Revenue Provision was issued under this section on 8 November 2007.
6.3 The Council’s Treasury Management Strategy explains how it complies with this legal framework.
7 EQUALITY IMPACT ASSESSMENT
7.1 An Equality Impact Assessment (EqIA) has not been completed because the report does not represent the introduction of a new policy or service or a change / review to an existing policy or service. 8 COMMUNITY SAFETY IMPLICATIONS
8.1 There are no community safety implications.
9 HEALTH AND WELLBEING IMPLICATIONS
9.1 There are no health and wellbeing implications.
10 CONCLUSION AND SUMMARY OF REASONS FOR THE RECOMMENDATIONS
10.1 The report summarises treasury management performance in the year and meets the requirements set out in 1.1.
11 BACKGROUND PAPERS
11.1 Statement of Accounts 2015/16
11.2 Quarter 1 Finance Management Report
11.3 Quarter 2 Finance Management Report
12 APPENDICES
12.1 Appendix A - Treasury Management Mid-Year Report
12.2 Appendix B - Capita Commentary on the six months to 30 September 2016
12.3 Appendix C - Glossary
A Large Print or Braille Version of this Report is available upon request – Contact 01572 722577. Appendix A. TREASURY MANAGEMENT MID-YEAR REPORT 2016/17
1 OVERVIEW OF STRATEGY
1.1 What is Treasury Management?
1.1.1 Treasury management is the term used to describe the way a Council manages the cash it needs to meet both its day-to-day running costs and borrowing for capital expenditure. The treasury management function for a council will make the arrangements to borrow and invest money either over the short or the longer term in order to ensure that it has money available when it needs it.
1.1.2 CIPFA defines treasury management as“…the management of the organisation’s investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks”.
1.2 What framework or rules do we need to follow?
1.2.1 In making arrangements for treasury management, a council is required to follow CIPFA’s Treasury Management Code. The Code aims to help ensure that councils manage the significant risks associated with the function while also ensuring the council receives value for money.
1.2.2 The council approved a Strategy in January 2016 (report 07/2016) which covered;
borrowing strategy, including capital plans (including prudential indicators);
a minimum revenue provision (MRP) policy (how residual capital expenditure is charged to revenue over time); and
the treasury management strategy (strategy guidelines for choosing and placing investments, the principles to be used to determine the maximum periods for which funds can be committed, what specified and non specified investments will be considered how the investments and borrowings are to be organised) including treasury indicators.
1.2.3 Councils need to prove that they are complying with the Prudential Code and this is done through a series of prudential indicators that are set locally and approved at the same time as the council sets its budget for the following year. 2 TREASURY PERFORMANCE
2.1 How much have we invested during 2016/17?
2.1.1 The Council receives lots of income from council tax, business rates and central government. The majority of council tax and business rates payments are received between April and January, with expenditure being fairly static throughout the year.
2.1.2 During the first half year investments have ranged from £24.4m to £32.3m. The table below shows the level of investments held at 30 September 2016 and the forecasted balances to the end of the Financial Year.
Investments Investments Forecast 31-Mar-16 30-Sep-16 Investments 31-Mar-17
£000 £000 £000 UK Banks (f) 7,000 16,000 17,000 UK Building Societies (f) 11,000 8,000 2,000 Overseas Banks (f) 1,000 0 0 Money Market Funds (v) 1,366 854 1,400 UK Call Accounts (v) 4,228 4,026 0 Total Fixed Interest 18,000 24,000 19,000 Rates (f) Total Variable Interest 2,366 854 1,400 Rates (v) Total Investments 20,366 24,854 20,400
2.1.3 Most of the Council’s investments are made at fixed interest rates over 6 -12 months. For cash flow purposes, some funds are held in instant access accounts (or accounts where funds can be accessed at short notice).
2.1.4 The revised budget position for investment income is:
Original Received Revised Estimate to Estimate 2016/17 30-Sep-16 2016/17 £000 £000 £000 Investment Income 208 118 210 Other Interest 12 25 25 Received * Total 220 143 235 * The Council also receives interest from sources other than investments. A Housing Association is recharged the principal and interest for loans that the Council has made to it, the final payment will be in 2051/52. In 2016/17 £13k was received from the sale of buses and from the delayed sale of Barleythorpe Hall. 2.2 Did we invest in line within approved rules?
2.2.1 Like us as individuals, the Council will invest surplus money in various ways to get a return on balances thus generating extra income. As per our overall objectives, we ensure that these surplus balances are managed in a way to maximise the income potential whilst having regard to security risk.
2.2.2 The Council’s investment strategy primary objectives, in order of importance are:
safeguarding the re-payment of the principal and interest of its investments on time – losing any funds like in the case of Icelandic banks would be very significant in this financial climate;
adequate liquidity – the Council does not want to run short of money so it cannot pay its bills or does not have money available to make investments in capital expenditure;
maximising the investment return – this is clearly important but the Council does not want to maximise returns at the expense of the first two objectives.
2.2.3 The Council has only invested in agreed specified and non-specified investments listed in Appendix B, paras 1.8 and 1.11 of the Treasury Management Strategy. The current investment counterparty criteria selection approved in the Treasury Management Strategy Statement is meeting the requirement of the treasury management function.
2.3 How has the Council investments performed to Quarter 2?
2.3.1 The Code of Practice on Treasury Management requires the Council to set performance indicators to assess the adequacy of the treasury function over the year. An example of a performance indicator often used for the investment treasury function is internal returns above the 3 month LIBOR rate (the average interbank interest rate at which a selection of banks on the London money market are prepared to lend to one another). The Council monitored performance against the LIBOR rate for the first six months of 2016/17 and the results are shown below.
2015/16 2016/17 (Q1) 2016/17 (Q2) (Cumulative) RCC Returns (%) 0.71 0.82 0.81 LIBOR (%) 0.59 0.56 0.53
2.3.2 The Council is currently outperforming the LIBOR rate and this reflects the decision made in 2016/17 Treasury Management Strategy to increase the higher maximum levels of investments within the middle limit category for UK banks from £2m to £5m.
2.3.3 The reduction of the Bank Rate on 4 August 2016 from 0.50% to 0.25% has resulted in a reduction in interest rates for investments. The majority of current investments, however, were made before this reduction and £10m of the portfolio was invested at 1.05% for 364 days in the first quarter of 2016/17. The effect of the reduction in interest rates will be more noticeable in 2017/18, when the interest received will reduce. The Medium Term Financial Plan was adjusted for this in the Quarter 1 Finance Management Report (133/2016).
3 PRUDENTIAL (BORROWING AND DEBT) INDICATORS
3.1 Why do we borrow?
3.1.1 Councils borrow to fund capital expenditure or refinance/reschedule existing borrowings e.g. replace one loan with one at a lower rate.
3.1.2 Effectively, the Council works out its capital expenditure plans and then calculates how much it needs to borrow having considered whether it should fund capital expenditure using other options.
3.2 What is our Forecast Capital Expenditure in 2016/17 how will we fund it?
3.2.1 The Council’s forecast capital expenditure for 2016/17 is £8.3m. The Quarter 2 report (191/2016) contains detailed analysis of the revised capital programme and financing. The £8.3m was financed as per the table below. The financing need represents an increase in borrowing requirements.
2016/17 2016/17 2016/17 Treasury Original Revised Strategy Estimate ** Estimate Estimate* £000 £000 £000 Capital Expenditure 11,337 7,027 8,292 Financed by: Capital Receipts 0 306 806 Capital Grants & 9,953 5,325 5,770 Contributions Revenue 180 186 186 Total Financing 10,133 5,817 6,762 Net financing need for the 1,204 1,210 1,530 year * The Treasury Management Strategy report was presented to Cabinet on 12 January 2016, before the Capital Programme was approved. Borrowing requirement however only increased by £6k. ** The 2015-16 Outturn Report 109/2016 updated the Capital Programme with 2015/16 carry forwards and additional capital schemes.
3.2.2 The £1,530k net financing need will be used to fund expenditure in relation to Digital Rutland £1,110k and the street lighting upgrades which are being part funded from a Salix loan agreed in Report 01/2016. The movements between the original and revised estimate is as follows: £000 Original Estimate 1,210 Street Lighting Upgrades – Salix Loan 420 OEP Solar Panels (100) Revised Net Financing 2016-17 1,530
3.2.3 The 2016/17 revised estimate for capital expenditure has increased from the 2016/17 original budget. The main reasons for this are Oakham Library/Visions £680k and the additional investment at Oakham Enterprise Park £500k.
Summary £000 Approved Capital Programme 2016/17 1,814 Approvals, Reprofiling and Carry Forwards 2016/17 - Outturn Report 2015-16 5,213 - Quarter 1 Report 831 - Quarter 2 Report 434 Revised Estimate 8,292
3.2.4 All of the movements are explained fully in the Quarter 1 (Cabinet report 133/2016) and Quarter 2 (Cabinet report 191/2016) Finance Management Reports.
3.3 What was the Council’s borrowing need (the Capital Financing Requirement)?
3.3.1 Any prudential in a given year is added to the Council’s Capital Financing Requirement. The revised forecast for 2016/17 is and this is explained in paragraph 3.2.1.
3.3.2 The Council’s Capital Financing Requirement (CFR) is simply the total capital expenditure which has not yet been paid for from either revenue or capital resources. It is essentially a measure of the Council’s underlying borrowing need. The CFR is reduced every year as the Council incurs a ‘borrowing charge’ in the Revenue Account which reduces it (this is called Minimum Revenue Provision).
3.3.3 The Council’s CFR forecast for 2016/17 is shown below, and represents a key prudential indicator. 2015/16 2016/17 2016/17 Actual Original Revised Estimate Estimate £000 £000 £000 CFR – 1 April 23,936 22,724 22,724 Movement in Year - Net financing need for the year (from table at para 3.2.1) 249 1,210 1,530 MRP (864) (897) (897) Voluntary Revenue Provision (VRP) (597) 0 0 Total Movement in Year (1,212) 313 633 CFR – 31 March 22,724 23,037 23,357
3.4 What is the current level of debt and how might it change?
3.4.1 The Council currently has loans outstanding of £22.436m of which £21.386m are long term loans with the Public Works Loans Board (PWLB). PWLB is managed as part of the UK Debt Management Office, which is a HM Treasury Executive Agency. The remainder comprises a Salix Loan of £420k repayable in 2020 and a Local Enterprise Partnership loan, which matures in 2023. The actual loan is for £630k over 10 years but is shown in the accounts at a concessionary rate which increases year on year until the final year where the full value is recognised. All PWLB loans have been borrowed on a maturity basis. Interest payments are made every six months on equal instalments throughout the term of the loan, with the principal being re-paid on the maturity date, the first maturity will be 19 January 2034. There has been no additional external debt taken out during the first six months of 2016/17.
3.4.2 The overall debt position is monitored continuously and advice provided by Capita Asset Services to identify opportunities for the repayment or restructuring of debt. No such opportunities were identified as cost effective during the period. Repayment of debt is subject to either a premium or dividend equating to the difference in interest payable for the remainder of the term of the loan and that which could be earned by the lender on a new loan for the same period. Recent rates have been significantly lower than that of debt in the current portfolio, making any premiums too high to be beneficial to the authority.
3.4.3 The latest advice from Capita, the Council’s Treasury management advisors, indicate that the premium at 30 September 2016 was £21.855m. This would mean it would cost £21.855m in addition to the £21.386m principal totalling £43.241m, in order to repay the Council’s PWLB loans.
3.5 What borrowing limits did we set and how did we comply?
3.5.1 The Council cannot simply borrow indefinitely. There are a number of prudential indicators to ensure the Council operates its activities within well-defined limits. The indicators focus on two key aspects: Setting limits to control borrowing; and
Assessing the affordability of the capital investment plans.
3.5.2 In addition, we also set limits on interest rate exposure.
3.5.3 Controlling borrowing prudential indicators
3.5.4 The Council needs to ensure that its gross debt does not, except in the short term, exceed the total of the CFR in the preceding year plus the estimates of any additional CFR for 2016/17 and the following two financial years. This indicator is important as it effectively measures whether your actual external debt exceeds your need to borrow. If it does, then it could suggest that Councils have been borrowing for revenue purposes or when they do not need to do so. Where gross debt is likely to exceed the CFR then Councils need to explain why
3.5.5 In the Councils case, in 2018/19, the Council may be in an “overborrowed” position as shown in the table below. This position can be explained as follows:
a. The position has not materialised from borrowing for revenue purposes, which this indicator is a key test of. Since 2008 when the Council borrowed £4m PWLB for the by-pass, the Council has taken only two loans i) an interest free loan from the Local Enterprise Partnership to contribute to the purchase and renovation of Oakham Enterprise Park (£630k); and ii) a Salix loan at 0% for Street Lighting upgrades (£420k). This borrowing is for capital purposes and not to fund revenue.
b. The Council has also made voluntary contributions to reduce its CFR as a means of reducing the capital financing charge on the revenue account. In 2013/14 the application of unused Capital Receipts was used to reduce the CFR by £1.4m and in 2015/16 to repay the advance borrowing in relation to Adult Soccer a reduction of £597k. If the Council had not done this, the CFR would be £2m higher and the revenue account would receive a higher capital financing charge.
c. Ideally, to reduce interest costs, the Council would have preferred to use capital receipts etc to repay external debt. However, there has not been a viable business case to do so. The Council would have to pay a premium to repay early, which would cost the Council in the long term more than repaying in line with the current loan on maturity.
2015/16 2016/17 2017/18 2018/19 Actual Estimate Estimate Estimate £000 £000 £000 £000 Gross Debt 22,016 22,436 22,436 22,436 Capital Financing 22,725 23,357 22,485 21,637 Requirement (CFR) Under / (Over) 709 921 49 (799) borrowing 3.5.6 A further key prudential indicator represents a control on the maximum level of borrowing. The Council approved the Authorised Limit of £28m. This represents a limit beyond which external borrowing is prohibited, and this limit needs to be set or revised by the full Council. It reflects the level of external borrowing which, while not desired, could be afforded in the short term, but is not sustainable in the longer term.
3.5.7 An additional Indicator is the Operational Boundary – this is the maximum amount of money a council expects to borrow during the year. This is lower than the authorised limit and acts as a useful warning sign if it is breached during the year, which could mean that underlying spending may be higher or income lower than budgeted. The council approved an operational boundary of £23.000m within the 2016/17 Treasury Strategy.
3.5.8 The graph overleaf compares the levels of External Debt (Para 3.6.5), Authorised Limit (3.6.6), Operational Boundary (3.6.7) and Capital Financing Requirement (3.6.5).
Comparison of Borrowing Parameters to Actual External Borrowing
29,000
28,000
27,000
26,000
25,000
24,000
23,000
22,000
21,000
20,000 2015/16 2016/17 Budget 2016/17 Forecast 2017/18 2018/19 External Debt Authorised Limit Operational Boundary
3.5.9 Affordability Prudential Indicator
3.5.10 The previous section covered the overall capital and control of borrowing prudential indicators, but within this framework prudential indicators are required to assess the affordability of the capital investment plans. These provide an indication of the impact of the capital investment plans on the Council’s overall finances.
3.5.11 One of the key affordability indicators is the ratio of financing costs to net revenue stream. This indicator helps a council identify if borrowing costs become too high as a proportion of its budget. This is important as borrowing costs always have to be paid and are very hard to cut if resources fall. Original Estimate Forecast Quarter 2 2016-17 2016-17 £000 £000 Financing Costs Capital Financing Costs 1.931 1.931 Interest Receivable (0.213) (0.235) A 1.718 1.696 Revenue Stream Government Grants 6.017 7.179 Retained Business Rates 4.251 4.770 Council Tax 22.075 22.172 B 32.343 34.121 Ratio (A divided by B as a percentage) 5.31% 4.97%
3.6 Treasury Activity Limits
3.6.1 There are four treasury activity limits, which were previously prudential indicators. The purpose of these are to contain the activity of the treasury function within certain limits, thereby managing risk and reducing the impact of an adverse movement in interest rates. However if these are set to be too restrictive they will impair the opportunities to reduce costs/improve performance. The indicators are:
Upper limits on variable interest rate exposure – This identifies a maximum limit for variable interest rates based upon the debt position net of investments. Upper limits on fixed interest rate exposure – Similar to the previous indicator this covers a maximum limit on fixed interest rates. Maturity structures of borrowing – These gross limits are set to reduce the Council’s exposure to large fixed rate sums falling due for refinancing, and are required for upper and lower limits. Total principal funds invested for greater than 364 days – These limits are set with regard to the Council’s liquidity requirements and to reduce the need for early sale of an investment, and are based on the availability of funds after each year-end.
2016/17 2016/17 Original Estimate Revised Estimate £000 £000 Interest rate exposures Upper Upper Limits on fixed interest rates 25,000 25,000 Limits on variable interest rates 7,500 7,500 3.6.2 Maturity Structures Of Borrowing – These gross limits are set to reduce the Council’s exposure to large fixed rate loans (those instruments which carry a fixed interest rate for the duration of the instrument) falling due for refinancing
Maturity structure of fixed interest rate borrowing 2016/17 Upper Lower Under 12 months 25% 0% 12 months to 2 years 25% 0% 2 years to 5 years 20% 0% 5 years to 10 years 20% 0% 10 years and above 100% 0% Maximum principal sums invested > 364 days 25% Appendix B. Capita Asset Services Commentary on The Economy and Interest Rates
1 ECONOMICS UPDATE
1.1 UK GDP growth rates in 2013 of 2.2% and 2.9% in 2014 were strong but 2015 was disappointing at 1.8%, though it still remained one of the leading rates among the G7 countries. Growth improved in quarter 4 of 2015 from +0.4% to 0.7% but fell back to +0.4% (2.0% y/y) in quarter 1 of 2016 before bouncing back again to +0.7% (2.1% y/y) in quarter 2.
1.2 During most of 2015, the economy had faced headwinds for exporters from the appreciation during the year of sterling against the Euro, and weak growth in the EU, China and emerging markets, plus the dampening effect of the Government’s continuing austerity programme. The referendum vote for Brexit in June this year delivered an immediate shock fall in confidence indicators and business surveys, pointing to an impending sharp slowdown in the economy. However, subsequent surveys have shown a sharp recovery in confidence and business surveys, though it is generally expected that although the economy will now avoid flat lining, growth will be weak through the second half of 2016 and in 2017.
1.3 The Bank of England meeting on August 4th addressed this expected slowdown in growth by a package of measures including a cut in Bank Rate from 0.50% to 0.25%. The Inflation Report included an unchanged forecast for growth for 2016 of 2.0% but cut the forecast for 2017 from 2.3% to just 0.8%. The Governor of the Bank of England, Mark Carney, had warned that a vote for Brexit would be likely to cause a slowing in growth, particularly from a reduction in business investment, due to the uncertainty of whether the UK would have continuing full access, (i.e. without tariffs), to the EU single market. He also warned that the Bank could not do all the heavy lifting and suggested that the Government will need to help growth by increasing investment expenditure and possibly by using fiscal policy tools (taxation). The new Chancellor Phillip Hammond announced after the referendum result, that the target of achieving a budget surplus in 2020 will be eased in the Autumn Statement on November 23.
1.4 The Inflation Report also included a sharp rise in the forecast for inflation to around 2.4% in 2018 and 2019. CPI has started rising during 2016 as the falls in the price of oil and food twelve months ago fall out of the calculation during the year and, in addition, the post referendum 10% fall in the value of sterling on a trade weighted basis is likely to result in a 3% increase in CPI over a time period of 3-4 years. However, the MPC is expected to look thorough a one off upward blip from this devaluation of sterling in order to support economic growth, especially if pay increases continue to remain subdued and therefore pose little danger of stoking core inflationary price pressures within the UK economy.
1.5 The American economy had a patchy 2015 with sharp swings in the growth rate leaving the overall growth for the year at 2.4%. Quarter 1 of 2016 disappointed at +0.8% on an annualised basis while quarter 2 improved, but only to a lacklustre +1.4%. However, forward indicators are pointing towards a pickup in growth in the rest of 2016. The Fed. embarked on its long anticipated first increase in rates at its December 2015 meeting. At that point, confidence was high that there would then be four more increases to come in 2016. Since then, more downbeat news on the international scene and then the Brexit vote, have caused a delay in the timing of the second increase which is now strongly expected in December this year.
1.6 In the Eurozone, the ECB commenced in March 2015 its massive €1.1 trillion programme of quantitative easing to buy high credit quality government and other debt of selected EZ countries at a rate of €60bn per month; this was intended to run initially to September 2016 but was extended to March 2017 at its December 2015 meeting. At its December and March meetings it progressively cut its deposit facility rate to reach -0.4% and its main refinancing rate from 0.05% to zero. At its March meeting, it also increased its monthly asset purchases to €80bn. These measures have struggled to make a significant impact in boosting economic growth and in helping inflation to rise from around zero towards the target of 2%. GDP growth rose by 0.6% in quarter 1 2016 (1.7% y/y) but slowed to +0.3% (+1.6% y/y) in quarter 2. This has added to comments from many forecasters that central banks around the world are running out of ammunition to stimulate economic growth and to boost inflation. They stress that national governments will need to do more by way of structural reforms, fiscal measures and direct investment expenditure to support demand in the their economies and economic growth.
1.7 Japan is still bogged down in anaemic growth and making little progress on fundamental reform of the economy while Chinese economic growth has been weakening and medium term risks have been increasing.
2 INTEREST RATE FORECASTS
2.1 The Council’s treasury advisor, Capita Asset Services, has provided the following forecast:
2.2 Capita Asset Services undertook a quarterly review of its interest rate forecasts after the MPC meeting of 4th August cut Bank Rate to 0.25% and gave forward guidance that it expected to cut Bank Rate again to near zero before the year end. The above forecast therefore includes a further cut to 0.10% in November this year and a first increase in May 2018, to 0.25%, but no further increase to 0.50% until a year later. Mark Carney, has repeatedly stated that increases in Bank Rate will be slow and gradual after they do start. The MPC is concerned about the impact of increases on many heavily indebted consumers, especially when the growth in average disposable income is still weak and could well turn negative when inflation rises during the next two years to exceed average pay increases.
2.3 The overall longer run trend is for gilt yields and PWLB rates to rise, albeit gently. An eventual world economic recovery may also see investors switching from the safe haven of bonds to equities. However, we have been experiencing exceptional levels of volatility in financial markets which have caused significant swings in PWLB rates. Our PWLB rate forecasts are based on the Certainty Rate (minus 20 bps) which has been accessible to most authorities since 1st November 2012.
2.4 The overall balance of risks to economic recovery in the UK remains to the downside. Downside risks to current forecasts for UK gilt yields and PWLB rates currently include:
Monetary policy action reaching its limit of effectiveness and failing to stimulate significant sustainable growth, combat the threat of deflation and reduce high levels of debt in some major developed economies, combined with a lack of adequate action from national governments to promote growth through structural reforms, fiscal policy and investment expenditure. Weak capitalisation of some European banks. A resurgence of the Eurozone sovereign debt crisis. Geopolitical risks in Europe, the Middle East and Asia, increasing safe haven flows. Emerging country economies, currencies and corporates destabilised by falling commodity prices and / or Fed. rate increases, causing a further flight to safe havens (bonds). UK economic growth and increases in inflation are weaker than we currently anticipate. Weak growth or recession in the UK’s main trading partners - the EU and US. 2.5 The potential for upside risks to current forecasts for UK gilt yields and PWLB rates, especially for longer term PWLB rates include: -
The pace and timing of increases in the Fed. funds rate causing a fundamental reassessment by investors of the relative risks of holding bonds as opposed to equities and leading to a major flight from bonds to equities. UK inflation returning to significantly higher levels than in the wider EU and US, causing an increase in the inflation premium inherent to gilt yields. Appendix C. Treasury Management Glossary of Terms
Authorised Limit (Also known as the Affordable Limit): A statutory limit that sets the maximum level of external borrowing on a gross basis (i.e. not net of investments) for the Council. It is measured on a daily basis against all external borrowing items on the Balance Sheet (i.e. long and short term borrowing, overdrawn bank balances and long term liabilities). Balances and Reserves: Accumulated sums that are maintained either earmarked for specific future costs or commitments or generally held to meet unforeseen or emergency expenditure. Bank Rate: The official interest rate set by the Bank of England’s Monetary Policy Committee and what is generally termed at the “base rate”. This rate is also referred to as the ‘repo rate’. Basis Point: A unit of measure used in finance to describe the percentage change in the value or rate of a financial instrument. One basis point is equivalent to 0.01% (1/100th of a percent). In most cases, it refers to changes in interest rates and bond yields. For example, if interest rates rise by 25 basis points, it means that rates have risen by 0.25% percentage points. If rates were at 2.50%, and rose by 0.25%, or 25 basis points, the new interest rate would be 2.75%. Bond: A certificate of debt issued by a company, government, or other institution. The bond holder receives interest at a rate stated at the time of issue of the bond. The price of a bond may vary during its life. Capital Expenditure: Expenditure on the acquisition, creation or enhancement of capital assets. Capital Financing Requirement (CFR): The Council’s underlying need to borrow for capital purposes representing the cumulative capital expenditure of the local authority that has not been financed. Capital Receipts: Money obtained on the sale of a capital asset. Credit Rating: Formal opinion by a registered rating agency of a counterparty’s future ability to meet its financial liabilities; these are opinions only and not guarantees. Counterparty List: List of approved financial institutions with which the Council can place investments with. Debt Management Office (DMO): The DMO is an Executive Agency of Her Majesty's Treasury and provides direct access for local authorities into a government deposit facility known as the DMADF. All deposits are guaranteed by HM Government and therefore have the equivalent of a sovereign triple-A credit rating. Gilts: Gilts are bonds issued by the UK Government. They take their name from ‘gilt- edged’. Being issued by the UK government, they are deemed to be very secure as the investor expects to receive the full face value of the bond to be repaid on maturity. LIBID: The London Interbank Bid Rate (LIBID) is the rate bid by banks on Eurocurrency deposits (i.e. the rate at which a bank is willing to borrow from other banks). LIBOR: The London Interbank Offered Rate (LIBOR) is the rate of interest that banks charge to lend money to each other. The British Bankers' Association (BBA) work with a small group of large banks to set the LIBOR rate each day. The wholesale markets allow banks who need money to be more fluid in the marketplace to borrow from those with surplus amounts. The banks with surplus amounts of money are keen to lend so that they can generate interest which it would not otherwise receive. Maturity: The date when an investment or borrowing is repaid. Money Market Funds (MMF): Pooled funds which invest in a range of short term assets providing high credit quality and high liquidity. Minimum Revenue Provision (MRP): An annual provision that the Council is statutorily required to set aside and charge to the Revenue Account for the repayment of debt associated with expenditure incurred on capital assets. Voluntary Revenue Provision (VRP): An additional contribution over and above the MRP that the Council can choose to make to reduce the CFR which in turn will reduce the MRP for future years. Non Specified Investment: Investments which fall outside the CLG Guidance for Specified investments (below). Operational Boundary: This linked directly to the Council’s estimates of the CFR and estimates of other day to day cash flow requirements. This indicator is based on the same estimates as the Authorised Limit reflecting the most likely prudent but not worst case scenario but without the additional headroom included within the Authorised Limit. Prudential Code: Developed by CIPFA and introduced on 01/4/2004 as a professional code of practice to support local authority capital investment planning within a clear, affordable, prudent and sustainable framework and in accordance with good professional practice. Prudential Indicators: Prudential indicators are a set of financial indicators and limits that are calculated in order to demonstrate that councils' capital investment plans are affordable, prudent and sustainable. They are outlined in the CIPFA Prudential Code of Practice. They are indicators that must be used to cover the categories of affordability, prudence, capital spending, external debt/borrowing and treasury management. They take the form of limits, ratios or targets which are approved by Council before 1 April each year and are monitored throughout the year on an on-going basis. A council may also choose to use additional voluntary indicators. Public Works Loans Board (PWLB): The PWLB is a statutory body operating within the United Kingdom Debt Management Office, an Executive Agency of HM Treasury. The PWLB's function is to lend money from the National Loans Fund to local authorities and other prescribed bodies, and to collect the repayments. Revenue Expenditure: Expenditure to meet the continuing cost of delivery of services including salaries and wages, the purchase of materials and capital financing charges. (Short) Term Deposits: Deposits of cash with terms attached relating to maturity and rate of return (Interest). Specified Investments: Term used in the CLG Guidance and Welsh Assembly Guidance for Local Authority Investments. Investments that offer high security and high liquidity, in sterling and for no more than one year. UK government, local authorities and bodies that have a high credit rating. Supported Borrowing: Borrowing for which the costs are supported by the government or third party. Temporary Borrowing: Borrowing to cover peaks and troughs of cash flow, not to fund capital spending. Unsupported Borrowing: Borrowing which is self-financed by the local authority. This is also sometimes referred to as Prudential Borrowing. Yield: The measure of the return on an investment. Report No: 201/2016 PUBLIC REPORT CABINET 15TH NOVEMBER 2016 MUSEUM FORWARD PLAN
Report of the Director of Places (Development and Economy)
Strategic Aim: Creating an active and enriched community Creating a brighter future for all
Key Decision: No Forward Plan Reference: FP/080716/01
If not on Forward Plan: Chief Executive Approved N/A Scrutiny Chair Approved Reason for Urgency: N/A
Exempt Information No
Cabinet Member(s) Cllr O Hemsley – Portfolio Holder for Culture and Responsible: Tourism
Contact Officer(s): Paul Phillipson, Director of Place 01572 758321 (Development and Economy) [email protected] Robert Clayton 01572 758435 [email protected] Ward Councillors All
DECISION RECOMMENDATIONS
That Cabinet:
1. Approves the Museum Forward Plan, in order to set the direction for the service in the next 3 years, and enable the Museum to apply for renewal of its Accredited status
1 PURPOSE OF THE REPORT
1.1 To seek Cabinet approval for the Museum Forward Plan, attached as Appendix A. The Forward Plan sets the direction for the Museum Service for the next 3 years, and enables the Museum to apply for renewal of its accredited status.
2 BACKGROUND AND MAIN CONSIDERATIONS
2.1 Rutland County Museum currently holds the status of Accredited Museum under the Arts Council England framework http://www.artscouncil.org.uk/supporting-museums/accreditation- scheme-0. The scheme sets out nationally-agreed standards, which demonstrate the holder provides an appropriate standard of collections care, management and visitor service.
2.2 The Accreditation Standard requires that the Museum has an in date Forward Plan, which has been formally approved by the Governing Body of the organisation. The current Forward Plan for Rutland County Museum expires this year, and a fully revised document has been drawn up (attached as Appendix A), using the Arts Council England guidelines.
2.3 The Accreditation Scheme is intended to inspire the confidence of the public, funders and governing bodies. Over 1,700 UK museums are accredited. Museums are invited to periodically reapply and demonstrate how they continue to meet this national standard.
2.4 Being an Accredited Museum demonstrates that a Museum meets agreed standards, but is also important because only Accredited Museums are eligible to bid for Strategic Funding from Arts Council, and bids to other funders such as the Heritage Lottery Fund are significantly less likely to succeed if an organisation is not accredited.
2.5 Many museums will only lend objects and exhibitions to museums that have achieved the Accreditation Standard. The British Museum has agreed to create and lend a replica of one of the Oakham Castle horseshoes from its collection, on the basis that the museum has accredited status. Accreditation status has enabled the Museum service to benefit from the following funding:
Table 1
Heritage Lottery Funding for the restoration of £2,165,000 2015-19 Oakham Castle 2016-18 Arts Council England Museum Resilience £29,837 Fund – Intern Programme 2015-16 ACE Museum Resilience Fund – Intern Pilot £73,000 Programme 2013-14 ACE Renaissance Strategic Support Fund £85,000 2012-13 ACE Renaissance Strategic Support Fund £100,000
2.6 There is no fee for accreditation. Museum staff are presently working on completing the other required documentation for the submission deadline, and are utilising support from an ACE appointed Accreditation Advisor. It is estimated that the time required to deliver accreditation is around 100 hours of officer time per annum.
2.7 If Cabinet does not support the application for Accredited Status, Rutland County Museum would need to inform Arts Council England of this decision, and would need to withdraw from the ACE funded Internship scheme, which is due to provide a paid intern to the Museum to support service development in 2016/17. The Museum Service would become ineligible to apply for ACE funded schemes, and would be unlikely to receive future Heritage Lottery Funding support for projects and acquisitions. A number of lenders of key collection exhibits (such as the Great Seal of Elizabeth I and the Oakham School collection) may reconsider their loans in the context of the Museum not meeting nationally-agreed standards.
3 OPTIONS CONSIDERED
3.1 Given the potential loss of ability to bid for grants, and loss of accredited status, the option of not developing an updated Forward Plan has been rejected.
4. CONSULTATION
4.1 The attached Forward Plan has been drawn up in consultation with the Arts Council England Accreditation Advisor, Museum Development East Midlands, and the Friends of Rutland County Museum and Oakham Castle. It has been reviewed by the Portfolio Holder for Culture and Tourism; the Leader of the Council; and by the Senior Management Team. Their comments have shaped the final document.
5. FINANCIAL IMPLICATIONS
5.1 Applications for accreditation do not incur a fee. Arts Council England provides advisor support and assessment of applications free of charge.
5.2 Creation and management of the required documentation is part of the core work of the Museum, and as such accreditation does not entail additional expenditure and resources. The work is estimated to require around 90 hours of time from the Collections Manager, and 10 hours of time from the Head of Culture & Registration per annum.
5.3 If accreditation is not retained, there will be a significant risk that future funding streams will not be available to the County Museum, including future Heritage Lottery funding.
6 LEGAL AND GOVERNANCE CONSIDERATIONS
6.1 There is no statutory requirement to provide a museum service; however, the Arts Council England Accreditation Scheme requires that the Forward Plan is approved by the appropriate governing body, which in this case is the Cabinet of Rutland County Council. To that end, the attached Forward Plan requires Cabinet approval. 7 EQUALITY IMPACT ASSESSMENT
7.1 The Forward Plan covers access issues within its SWOT analysis, and has actions identified under Aims 6 and 7 to improve access. Equality impact assessment screening has been carried out. No issues were identified, and a full equality impact assessment is not required.
8. COMMUNITY SAFETY IMPLICATIONS
8.1 There are no community safety implications
9 HEALTH AND WELLBEING IMPLICATIONS
9.1 The Forward Plan sets out how the Museum Service has a beneficial impact on the wellbeing of the local community in the “Community Impact” section of the Audience Research Appendix.
10. ORGANISATIONAL IMPLICATIONS
10.1 Environmental implications
The Forward Plan notes steps to reduce the environmental impact of the operation of the Museum in section 2.7.4.
10.2 Human Resource implications
Adoption of the Forward Plan has no human resources implications.
10.3 Procurement Implications
Adoption of the Forward Plan has no procurement implications.
11. CONCLUSION AND SUMMARY OF REASONS FOR THE RECOMMENDATIONS
11.1 It is recommended that Cabinet approve the Museum Forward Plan. Approval will allow the Museum Service to complete the documentation requirements of the Accreditation Scheme, and submit an application for renewal by the timescales required by Arts Council England.
12 BACKGROUND PAPERS
12.1 Arts Council England provides further documentation on the Accreditation Scheme and its requirements online at http://www.artscouncil.org.uk/accreditation-scheme/about- accreditation
13 APPENDICES
13.1 Appendix A – Rutland County Museum Forward Plan 2016-2020 A Large Print or Braille Version of this Report is available upon request – Contact 01572 722577.
Rutland County Museum
Forward Plan
2016 – 2020
From the Rutland County Museum Collection: Medieval gold finger ring with garnet gemstone. 12th to 14th century date Ref: OAKRM:2015.8
1 Contents 1 Introduction...... 4 1.1 Purpose of this Document ...... 4 1.2 Mission Statement ...... 4 1.3 Background to the Museum ...... 5 1.4 Review of 2013-2016 ...... 6 2 Situation Review ...... 7 2.1 Premises ...... 7 2.1.1 Opening hours ...... 7 2.1.2 Attendance ...... 8 2.1.3 Learning & Outreach ...... 9 2.2 Collections Management...... 10 2.2.1 The Collection ...... 10 2.2.2 Collections Development Policy ...... 10 2.3 Partnerships ...... 11 2.3.1 Friends of Rutland County Museum and Oakham Castle ...... 11 2.3.2 Rutland Local History and Record Society ...... 11 2.3.3 Arts for Rutland ...... 12 2.3.4 Local Strategic Partnership ...... 12 2.3.5 Other partnerships ...... 12 2.4 Staff ...... 12 2.5 Volunteers ...... 14 2.6 Museum Budget ...... 14 2.7 Strategic Background ...... 14 2.7.1 Corporate and Local Priorities ...... 14 2.7.2 Environmental Sustainability ...... 15 3 Key Challenges facing the Museum ...... 16 3.1 The role of the Museum ...... 16 3.2 Exhibitions ...... 16 3.3 Collections ...... 16 3.4 Marketing ...... 17 3.5 SWOT analysis ...... 18 3.6 PESTLE analysis ...... 25 4 Audience Development ...... 27 4.1 Audience Development Priorities ...... 27
2 4.2 Potential audiences ...... 28 4.2.1 Day visitors and tourists ...... 28 4.2.2 Local population ...... 28 5 Strategic Aims and Action Plan ...... 30 5.1 Strategic Aims ...... 30 5.2 Action Plan ...... 30 Appendix 1 Financial Summaries ...... 37 Museum Services 2016-17 Budget ...... 37 RCC Medium Term Financial Plan for Budget Setting ...... 39 Appendix 2 Visitor Survey Report 2015/16 ...... 40 Appendix 3 Museum Standard Provision and Sector Priorities ...... 41 Permanent Exhibitions ...... 41 Special Exhibitions ...... 41 Museum & Heritage Sector Priorities ...... 41
3 1 Introduction
1.1 Purpose of this Document
The aim of this Forward Plan is to direct the work and development of Rutland County Museum for the period 2016 to 2020. Progress against the previous Forward Plan has been reviewed (see section 1.4), as have developments in the broader strategic context. This included a review of relevant documents produced by Rutland County Council (including the Cultural Strategy), Arts Council England, the Museum Association and other bodies. Audience research is regularly carried out, and the results were considered in the formulation of this document (see Appendix 2). The Mission Statement was reviewed and the strategic aims of the Museum for the coming years were identified. A plan detailing actions that will help deliver the strategic aims and objectives for the Museum was formulated and the resource implications indicated. This plan has been reviewed and approved by the Cabinet of Rutland County Council.
1.2 Mission Statement
Rutland County Museum exists to preserve and improve access to the heritage of Rutland, and to increase interest and knowledge of the area.
We promote exploration of the history of Rutland through our collections, sites, and expert staff for inspiration, learning and enjoyment. We collect, safeguard and make accessible artefacts and records, and hold these items in trust for future generations.
Based on the Mission Statement, the Objectives of the Museum are to:
1 Engage Rutland residents and visitors with heritage and culture 2 Safeguard the long term care of our collections and sites 3 Actively collect and conserve items relating to Rutland, the surrounding area and its people 4 Interpret these collections through regular exhibitions, displays and events 5 Provide learning opportunities to our communities and visitors through work with schools, groups and individuals 6 Provide expert information and advice to users 7 Improve access and use of the collections and sites
In delivering these objectives, the Museum strives to provide equality of access. It delivers experiences that are active, enjoyable and stimulating - enhancing the cultural, creative and intellectual life of the community. The museum service helps to enhance the environment of Rutland by preserving historically important items, and providing access to information about the heritage of the County.
The Museum also supports and promotes the activities of the network of voluntary heritage organisations in the County, seeking to ensure the maximum profile and impact for heritage, conservation and learning.
Section 5 details the actions we will take to achieve these objectives.
4 1.3 Background to the Museum
Rutland County Museum is an Accredited Museum under the scheme operated by Arts Council England (ACE), previously managed by the Museum Libraries and Archives Council (MLA). In 2016/17 Rutland County Museum will submit an application to retain its Accredited status. Museums must meet the Museums Association 1998 definition of a Museum to be eligible for Accreditation:
“Museums enable people to explore collections for inspiration, learning and enjoyment. They are institutions that collect, safeguard and make accessible artefacts and specimens, which they hold in trust for society”.
Rutland County Museum’s collections were founded upon two previously existing collections that were transferred to the museum when it was opened in 1967. A collection relating to rural life had been formed by Mr E G Bolton from Casterton Secondary Modern School in Rutland, while the Oakham School collection, which is on long term loan to the Museum, was principally based on local archaeological finds. These two themes have continued to be the focus of the Museum’s collecting since it opened in 1969, although there are also collections of materials related to other disciplines and fields of interest.
Although the collections are predominantly sourced around the locality of Rutland, some material is of regional origin. The Oakham School collection included a small amount of archaeological material of wider British origin and, in a very few instances, of foreign provenance. Since the Museum was founded, the focus has been on strengthening the collections of local origin. In addition, RCM holds collections of photographs, printed ephemera, and social history archive material. When written archives are offered for deposit, a decision on the best location for the care of the archive is agreed with the Record Office for Leicester, Leicestershire and Rutland to ensure the provision of archive care to the appropriate standards.
The most significant asset safeguarded by the Museum Service is Oakham Castle. The Castle is a Scheduled Ancient Monument with two Grade I Listed Buildings, including the finest Norman Hall in Northern Europe to survive in virtually its original form. The Great Hall was built by Walkelin de Ferrers, a Norman baron, between 1180 and 1190. It stands within walled earthworks, and remains of an earlier motte and bailey castle are also visible. Although by the early 16th century many of the castle buildings were ruinous, the Great Hall continued in use as a courtroom. Assize courts were held until 1970, and Magistrates Courts until 2001. Today, Crown Courts still take place on a biannual basis. The Castle has become a very popular wedding venue, both for Rutland residents and others. The first wedding took place in February 1996.
Over 200 horseshoes hang on the walls of the Castle. These represent the unique custom that every peer of the realm, on their first visit to Oakham, must forfeit a horseshoe to the lord of the manor. The custom has been followed for at least 500 years and probably originated soon after the Norman Conquest. The oldest surviving is the large elaborately wrought horseshoe donated by Edward IV in about 1470. Although displayed in the Great Hall, the horseshoes remain the property of the Lord of the Manor.
5 In 1974 Leicestershire County Council took over Rutland, and for 23 years the Museum was part of Leicestershire Museums Service. In 1997 Rutland became a Unitary authority and reasserted its role in providing Museum services. In 2017, Rutland will celebrate 20 years of independence.
1.4 Review of 2013-2016
In 2014 Rutland County Council was successful in its most significant project to date – the bid for £2,165,000 funding from the Heritage Lottery Fund for the restoration of Oakham Castle. Delivery of this unprecedented scheme is now well underway, with the capital works due to complete before the end of 2016, and a major programme of activities and events already generating significant visitor numbers. The works have been a long term goal of the service since its inception, and the enthusiasm and engagement of local residents, visitors and workers has already exceeded our expectations. The delivery of the project will include full evaluations and assessments, as required by the funders.
The Museum successfully bid for Arts Council England Resilience Funding in 2015 as part of a consortium with Mansfield Museum, to pilot and develop paid internships. The project has been highly successful, with the interns developing and delivering a range of outreach and school-based activities, and providing significant support for collections management. In 2016 a widened consortium, now led by Culture Syndicates, and including Rutland County Museum, Mansfield Museum and 4 other services, was successful in bidding for an extended programme of internships.
VAQAS (Visitor Attraction Quality Assured Service) Accreditation has been maintained to date, with annual improvements made to the visitor experience.
The programme of Special Exhibitions at the Museum has grown substantially, and now features both high quality in-house exhibitions and local art exhibitions, attracting new visitors and generating a small revenue return for the service.
The schools and learning programme continues to develop, with around 900 school pupils visiting per year and over 1,700 visitors attending the family workshops.
Core opening hours have been maintained at the Museum, but the Castle project has enabled the re-introduction of Sunday and Bank Holiday opening at the site, which we anticipate will significantly improve visitor numbers.
The Museum has hosted the CAMRA Beer Festival annually since 2011, and the event continues to attract large numbers of visitors who would otherwise not have accessed the Museum.
The other major area of work that has been undertaken in this period is a series of WWI commemorations; the Museum Service has been highly active in supporting the work of the Lord Lieutenant of Rutland’s Committee for the Commemoration of the First World War. The service has delivered innovative and engaging exhibitions and events, and through a small Heritage Lottery Fund grant has enabled the creation of a volunteer-led and impressively extensive interactive website, www.rutlandremembers.org
6 2 Situation Review
2.1 Premises
In physical term Rutland County Museum consists of:
An entrance area with shop, reception, visitor information centre and a Special Exhibition Gallery A central display area with exhibits, mezzanine gallery, and retractable seating unit for 188 people together with performance and cinema projection facilities Colonel Noel Suite for meetings and education visits Museum Garden Courtyard outdoor display area with large agricultural exhibits Workshops Poultry Hall display area with mixed social history displays including justice, dairying, transport, schooling, blacksmithing and the history of printing The Store, a glass fronted storage area allowing visitors to see the extent of the reserve collections. South Street Store, a storage facility with rolling stack housing mainly non sensitive archaeology
Above the museum are a suite of offices used by museum staff and by other employees of Rutland County Council.
The Museum also manages Oakham Castle, which consists of:
Oakham Castle Great Hall No.1 Court Castle Grounds (the Inner Bailey) Curtain Wall (earthwork ramparts and limestone wall) Castle Gateway
The Castle is currently being restored with a £2.16m Heritage Lottery Fund grant.
2.1.1 Opening hours
Both sites are open throughout the year.
Rutland County Museum is open Monday, Wednesday, Friday & Saturday 10.00 – 16.00
Oakham Castle is open Monday, Wednesday, Thursday, Friday & Saturday 10.00 – 16.00 Sundays 12.00 – 16.00
Oakham Castle is also open for summer Bank Holidays.
Admission to both sites is free of charge.
7
2.1.2 Attendance
Rutland County Museum and Oakham Castle attract between 46,000 and 56,000 visitors per annum. As a result of budgetary pressures, opening hours have gradually reduced from 41 hours per week for each site in 1997-98 to 24 hours per week for the Museum and 30 hours per week for the Castle in 2015/16, which has had an impact on numbers. Visits in 2015/16 were significantly impacted by the closure of the Castle for refurbishment; however the refurbishment is already resulting in very significant increases in visitors for 2016/17, with over 6,000 visitors attending in August alone.
Table 1: Visitor numbers 1997-2015
Rutland Oakham Year County % change % change Total Castle Museum 1997-98 23,775 - 38,564 - 62,339 1998-99 24,863 5% 31,400 -19% 56,263 1999-00 19,377 -22% 29,002 -8% 48,379 2000-01 18,409 -5% 32,456 12% 50,865 2001-02 16,891 -8% 31,461 -3% 48,352 2002-03 14,733 -13% 27,008 -14% 41,741 2003-04 14,334 -3% 32,385 20% 46,719 2004-05 16,705 17% 37,981 17% 54,686 2005-06 17,248 3% 37,764 -1% 55,012 2006-07 14,672 -15% 36,374 -3% 51,046 2007-08 17,602 20% 33,286 -9% 50,888 2008-09 18,819 7% 32,250 -3% 51,069 2009-10 20,163 6% 34,706 8% 54,869 2010-11 21,757 8% 33,147 -4% 54,904 2011-12 20,683 -5% 35,609 7% 56,292 2012-13 21,862 6% 30,672 -14% 52,534 2013-14 16,789 -23% 32,982 7% 49,771 2014-15 18,502 10% 28,401 -14% 46,903 2015-16 20,087 8% 11,714 -59% 31,801
Rutland County Museum Oakham Castle
40,000 35,000 30,000 25,000 20,000
15,000
10,000 5,000 0
1998-99 1999-00 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 1997-98 8
2.1.3 Learning & Outreach
Rutland County Museum currently provides a varied and well-supported programme of learning activities and workshops consisting of:
1. Formal Learning Programme
Facilitated workshop sessions which last for around two hours and are led by the Heritage and Learning Officer. These link to the taught history curriculum in primary schools and include sessions appropriate for Foundation, Key Stage 1 and Key Stage 2 pupils. They can also be adapted to suit particular learning needs. Nine themes are currently available: Romans in Rutland (Key Stages 1 and 2) Homes in the Past – Before Electricity (Foundation) Victorians – It’s all in a Hard Day’s Work! (Key Stages 1 and 2) World War Two – Life on the Home Front (Key Stage 2) A Seaside Holiday (Foundation and Key Stage 1) Christmas is coming! (Foundation and Key Stage 1) Down on the Farm (Reception and Key Stage 1) Stone Age to Iron Age: Prehistory made Easy (Key Stage 2) First World War – Your Country Needs You! (Key Stage 2)
2. Outreach
Two taught outreach sessions have been developed which are led by the Heritage and Learning Officer. These are delivered to one class at a time and sessions last from between 1.5 – 2 hours: Stone Age to Iron Age : Prehistory Made Easy (Key Stage 2) First World War: Your Country Needs You! (Key Stage 2). This session includes a pop up exhibition which is delivered and displayed at the school. The exhibition can be hired in one week sessions.
Loans boxes are available for hire by both schools and community groups. Two themes are currently available: Traditional Toys Mystery Victorian Objects
3. Informal Family Activity Programme
Facilitated workshop sessions, usually craft based, led by the Heritage and Learning Officer. These largely take place during the school holiday periods and occasionally at weekends. Family trails and hunts are also provided throughout the year. A broad range of themes and topics are covered: Holidays and Festivals (Chinese New Year, Easter, Halloween, Christmas) History Based (Traditional Toys, Egyptians and Romans) National Events (Queen’s Jubilee, Greeks and the Olympics) Wildlife and Nature
9 Themed Storytelling and Crafts (in partnership with Rutland Libraries)
4. Formal Programme of Talks and Lectures
A programme of evening talks and lectures are organised by the Friends of Rutland County Museum and Oakham Castle and the Rutland Local History and Record Society. A broad range of specialist speakers cover a range of local history topics. The talks are open to members and non-members.
The museum also runs a series of daytime lectures on the topic of Rutland and Leicestershire Archaeology. These are run by the museum in conjunction with Peter Liddle MBE
2.2 Collections Management
2.2.1 The Collection
The Collections Development Policy was drawn up in 2014 in accordance with Arts Council England guidelines (June 2014). Rutland County Museum holds the following collections:
Table 2: Collections Category Collections Archaeology Archaeology relating largely to Rutland from all periods. A large part of this collection consists of the Oakham School Collection which was loaned to the museum when it opened. This loan was formalised in 2016. The Museum is the depository for archaeological archives for the County. Agricultural A large collection, originally part of the Bolton Collection. The History collection has grown over time, particularly when the Museum was part of Leicestershire County Council. Includes: ploughs, tractors, hand tools and seed drills etc. Archive Small amount of archival material mostly relating to objects Records within the collection, archaeological sites, maps and postcards. Archival services for Rutland are provided by the Record Office for Leicester, Leicestershire and Rutland under the terms of a Joint Arrangement, which is where the bulk of the records relating to Rutland are preserved. Social History Collection of items from domestic and personal life; trade and industry; leisure and social life; local government and amenities Photography Collection of photographs and negatives of the local area, including a major collection of photographs and postcards
The Museum’s collection also includes firearms, coins, costume, and palaeontology.
2.2.2 Collections Development Policy
The approved Collections Development Policy (formerly known as Acquisitions and Disposal Policy) states that the Museums themes and priorities for future collection
10 should be as follows:
Costume and textile related to Rutland Artwork from significant local artists or showing local scenes of high quality and historical interest Archaeological finds and related archives from past and future sites Crime & Punishment themes relating to Rutland but particularly Oakham Castle Items relating to war/conflict for Rutland individuals both on the home front and in action (including but not exclusive to WWI and WWII) Items relating to RAF, Army and Missile bases of Cottesmore and North Luffenham Sport and pastimes including foxhunting, riding, art and craft General social history objects that help to tell the story of Rutland life and add to the interpretation of displays and exhibitions
Handling objects will be acquired for use by school groups, external groups as part of loans boxes and at special events. These objects will not be accessioned into the permanent collections. They will be added to a separate handling collection list.
2.3 Partnerships
As well as attracting tens of thousands of visitors per annum to the two sites, the Service also works in partnership with a range of organisations that help it deliver particular services and activities to niche markets and audiences.
2.3.1 Friends of Rutland County Museum and Oakham Castle
The Friends aim to support the development and activities of the Museum, raise funds for the purchase of new exhibits and promote Rutland to residents and visitors.
They arrange lectures, visits, field trips and social events and offer members the chance to assist the Museum. Lectures are held throughout the year in conjunction with the Rutland Local History & Record Society, usually on Thursdays. The Friends are a registered charity (No. 1109417).
The Friends have raised over £190,000 for the work of the Museum since 1973, helping the Museum to buy and fit out additional premises, facilities and exhibitions and to acquire many items for the Museum’s collections. The Friends have also provided funding of £10,000 to support the current Oakham Castle Restoration Project, and have been represented on the Project Board at all stages during project development and delivery. There are currently over 100 members of the Friends.
2.3.2 Rutland Local History and Record Society
Rutland Local History Society was formed in the mid-1930s. In 1991 it combined with Rutland Record Society (founded 1979) and in 1993 with the Rutland Field Research Group for Archaeology and History (founded 1971) to form Rutland Local History and Record Society, which has a world-wide membership. There are several sub-groups and societies represented through the RLHRS, including the Archaeological Group and Village History societies.
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The Society organises lectures, social events and visits throughout the year, and works with the Museum service on projects and promotions. It publishes an annual journal, the Rutland Record, and occasional special publications, such as the major work “Heritage of Rutland Water”. The society rents an office space in the museum, and makes extensive use of the museum facilities.
2.3.3 Arts for Rutland
Arts for Rutland is an organisation committed to leading, promoting and supporting the arts in Rutland. It consists of a committee and representatives of arts organisations and individuals. It organises the annual "Rutland Open" and “Rutland Youth Open” exhibitions at Rutland County Museum.
2.3.4 Local Strategic Partnership
The Local Strategic Partnership coordinates the vision and planning for the whole of Rutland. The Museum Service is represented by the Head of Culture and Registration on the Culture and Leisure Theme Group, which also draws members from the FRCMOC and RLHRS.
2.3.5 Other partnerships
Other successful community partnerships include ongoing work with Oakham in Bloom to ensure the floral beauty of Oakham including the Castle and Museum, and Oakham Festival which holds an annual celebration of arts events, many located at Oakham Castle.
From a heritage perspective, the Museum is actively involved with GoSLAM (Group of Small Local Authority Museums), East Midlands Museums Service, the East Midlands Museum Development Network, and the Leicestershire and Rutland Heritage Forum. We also work closely with Rocks by Rail, Leicestershire Museums Service, Historic England, Oakham Town Council, and Discover Rutland.
The Museum is a member of the Museum Association, Rural Museums Network, Social History Curators Group, the Chartered Institute for Archaeology’s Archaeological Archives Group and GEM (Group for Education in Museums)
2.4 Staff
The management and operation of Rutland County Museum and Oakham Castle is integrated with Rutland’s Cultural Services, which also operates the county’s library service. The Head of Culture and Registration manages the Collections Manager and Learning and Heritage Officer. Front of House staff are managed by the Operations Manager. Volunteers are managed by the individual member of staff responsible for the volunteer’s particular area of work. These roles are shown in the diagram overleaf.
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Team Structure
Culture Administrator Amanda Vye
Collections Manager Technical Assistant Lorraine Cornwell Richard Allen 0.54
Heritage & Learning Museum Interns Officer 0.73 x 3
Emma Warren
Operations Manager Linda Healey 0.5
Senior Assistant Casual Anna A-Clark 0.89 Visitor Assistants Assistants Paula McKillop
Robert Clayton Robert Cate Carter 0.41 Jeremy Hall 0.64 Peter Hale Castle Activity Adele Johnston 0.39 Martha Clewlow Manager Jayne Williams 0.39 Carolyn Bushell Head of Culture Registration & Head of Culture Charlotte Widgery Henry Dawe 0.73 Claire Passmore Castle Learning Castle Marketing Jayne Hale Officer Officer Jane Burditt Vacant
Library & Heritage Manager Emily Barwell
2.5 Volunteers
The Museum has a highly successful volunteer scheme, which now includes 17 regular volunteers and a number of occasional volunteers working on specific tasks. Volunteers work to high standards and provide important additional capacity to the service, including researching and delivering guided tours of the Castle, recording and conserving textile collections, researching, interpreting and re-packaging archaeological collections, documentation of ephemera collections, development of displays and working to conserve agricultural machinery. Opportunities for additional volunteer work are reviewed as they arise, and are taken up where there is staff capacity to support activity.
2.6 Museum Budget
The tables in Appendix 1 show the current Museum Budget, and Rutland County Council’s Medium Term Financial Plan. The budget allocation for Museum Services is incorporated under the Places Directorate in the MTFP (row 2). Museums and heritage are key visitor attractions for Rutland, and are important for the generation of income through tourism.
2.7 Strategic Background
2.7.1 Corporate and Local Priorities
The Museum Service contributes to Rutland County Council’s Strategic Aims particularly “Sustainable Growth”, “Reaching our Full Potential”, and “Safeguarding, Health & Wellbeing” Its Strategic Objectives include:
● Support our communities to access cultural, recreational and volunteering opportunities ● Support the promotion of Rutland as a place to visit ● Ensure our Market Towns are vibrant and attractive to both residents and visitors ● Continuing to support the development of a vibrant Voluntary, Community and Faith sector
The Museum Service also has a strong role to play in helping to deliver the Local Strategic Partnership Culture & Leisure Theme Group’s Priorities:
● Events - maximising the range of activities in Rutland to ensure vibrant and diverse cultural and sporting opportunities for all sections of the community ● Venues - maximising the use of our assets, from major venues like Rutland Water, Oakham Castle, Catmose Sports and Uppingham Theatre, to our valuable parks and greens, village halls, historic sites, beautiful villages and busy market places ● Participation - increasing volunteering and attendance by supporting and directing residents and visitors to the opportunities in Rutland ● Publicity - improving range and reach of materials using both traditional print, media and social networking ● Coordination - ensuring that promotional work is coordinated in order to avoid duplication of effort, event clashes, and to maximise the reach of our message
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Tourism is a key industry for Rutland, attracting over 1.6 million visitors per annum, worth around £93.4 million, and directly supporting over 1,500 jobs. Rutland County Council has published a Tourism Vision, which aims to develop Rutland as a key tourism destination with 3 main objectives:
Recognise and enhance the Rutland offer Identify, attract and satisfy Rutland’s key audiences Ensure a Sustainable Future for Tourism in Rutland
As the Museum Service operates 2 of the main visitor attractions in Rutland, we work closely with Discover Rutland, the county’s Destination Management Organisation, to ensure the profile of our offer is marketed to potential visitors, and will continue to invest in promoting the heritage and environment of the County.
2.7.2 Environmental Sustainability
Rutland County Council has a strong commitment to ensuring that its operations are environmentally sustainable, and has adopted a Carbon Management Plan and Climate Change Action Plan. The Museum participated in the Green Museums Programme, led by Groundwork Derby & Derbyshire, which developed an Environmental Report for the service. We have adopted the findings, and have undertaken phased improvements in the service, including the replacement of lighting in the main Riding School area with LED lighting (completed in 2010) and complete replacement of the Museum boilers and heating system (completed in 2015) to improve efficiency and reduce carbon production. This programme is included in our Action Plan (see Section 5.2 Aim 2), and includes phased replacement of the balcony lighting.
15 3 Key Challenges facing the Museum
3.1 The role of the Museum
Museums are much more than simply repositories for artefacts relating to the history of place or subject. While the collections are central to a Museum's core function (without the collections there is no Museum) our focus has been directed at the active interpretation of the collections and development of audience engagement activities beyond the traditional range of events.
3.2 Exhibitions Although the Museum’s semi-permanent exhibitions have been updated and altered over the years, the themes within these displays have changed little. These themes are relevant to Rutland and to its particular visitor demographics, but there is a clear need to review and re-orientate the museum spaces in a much more dynamic and engaging manner. The service has a medium-term ambition to relocate all rural history exhibits out of the main Riding School area, and to transform the space in to an engaging interactive exhibition area, highlighting major aspects of Rutland’s history, including the creation of Rutland Water, the county’s military history (including the construction of the Riding School itself in response to the Napoleonic Wars) and the significant archaeological specimens which the Museum houses.
The rural life and farming exhibits would be re-housed within the Courtyard display area. This would lead into the remaining social history objects and displays that would be set out in a possible street scene within the Poultry Hall exhibition hall.
The Special Exhibitions programme allows the Museum to exhibit objects that the Rutland community would not normally be able to see, thus enhancing the overall Museum offer and raising cultural aspirations. A changing programme of exhibitions and activities reflecting local interests will show the Museum’s commitment to consolidating and diversifying its audiences. The Heritage & Learning Officer and Collections Manager produce the in-house exhibitions, drawing on local, regional and national subjects. Recent examples include a series of exhibitions commemorating the First World War, a 1950s exhibition, and an exhibition marking the 50th anniversary of the 1966 World Cup. Working with local groups also allows the museum do display exhibitions that have special links to the local community. Exhibitions have included Life in Langham 1914- 1918, Belton at War, Oakham and Melton Canal and the Stamford Embroiderers Guild.
A recent addition to the semi-permanent display area in the museum has been the Rutland Earthquake display. A joint project with the Leicester Literary and Philosophical Society, the University of Leicester and the British Geological Survey, it allowed the museum to produce an interactive display highlighting earthquakes in Rutland, regionally and throughout the world.
3.3 Collections
Collections care and management is a business critical core function of the Museum. Ensuring the collections receive due care and development helps to ensure the long term 16 viability of the service, and safeguards the heritage of Rutland for future generations. Due to the nature of the historic Museum buildings and listed status, it is not possible to provide perfect environmental conditions for the collections; however the Museum Service does strive to provide the best that it can within the building constraints and budgets available to it. Storage and display areas all contain temperature and humidity monitors and objects are stored and displayed in the most suitable areas for their long term preservation. The introduction of dehumidifiers has dramatically improved the conditions within the archaeology store and the museum continues to look for ways to improve conditions in the main store.
The plan to address the documentation backlog has proved to be unrealistic with current staffing levels. A paid internship (funded by Arts Council England) has been working with the Collections Manager to help consolidate the work previously done on the inventory. A review of the collections is now underway, using the inventory as a basis, with an external company for support. It is believed that this will help to tie up many of the inconsistencies within the inventory and catalogue. In turn this will feed into a more resilient plan for the future of the collections.
The Museum houses a nationally important rural life collection, as published in the Museums & Galleries Commission 2000 publication “Farming, Countryside and Museums”. This situation review noted that amongst other assets, the seminal objects in the collection are objects and documents relating to Richard Westbrook Baker http://thelivingvillage.co.uk/baker.php, and the 1916 Saunderson Model G Tractor https://en.wikipedia.org/wiki/Saunderson_Tractor_and_Implement_Co.
3.4 Marketing
A key challenge for the Museum is raising awareness of the services it offers, given the limited resources available for marketing. There is a dual emphasis on attracting local residents, and visitors to Rutland. The Museum operates both as a tourist attraction and a community facility. Significant work is ongoing in partnership with the RCC Tourism Team to ensure marketing publicity is reaching potential visitors and current non-users.
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3.5 SWOT analysis
The table below presents key issues facing the Museum using a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis.
Table 4: SWOT analysis Strengths Weaknesses Opportunities Threats Exhibitions & Interpretation Nationally important rural life The Museum displays are The Heritage Lottery Fund bid Insufficiently high quality / collection static with few interactive offers a major opportunity to unchanging displays risk It is the only museum which elements improve interpretation at the customer dissatisfaction tells the story of Rutland Technical information Castle and reduce likelihood of Unique Horseshoe collection regarding farm machinery Major reorientation of the repeat visits at the Castle needs improved exposition Riding School exhibition area Availability of staff and Regular and diverse special There is a lack of Re-interpretation and roofing volunteer time to produce exhibitions program interpretation suitable for of Courtyard area changing exhibitions Collaboration with local groups people with visual impairments Improve and enhance exhibits Costs of mounting major to produce locally significant The rear of the Poultry Hall / display areas using relevant exhibitions loaned from exhibitions area lacks proper structure items from the Museum stores other museums Staff with experience of and interpretation or provided on loan from other producing exhibitions on very Limited capacity to museums limited budgets publicise exhibitions, Development of external Rich reserve collection of therefore getting visitors exhibition programme e.g. objects through from Stone through the door to visit Langham History Group Age right up to mid-20th exhibitions and Melton to Oakham century to draw upon for Canal Group. exhibitions. Significant scope for developing new partnerships as a result of scoping for WWI commemorations
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Strengths Weaknesses Opportunities Threats Collections Management All collections records are The South Street Store & Museum staff have good The main display areas have available on the MODES Main Hall Store does not networks for additional help on-going heating and database have efficient storage and advice regarding items environmental problems which The majority of all lighting has spaces & in need of such as conservation and are difficult to rectify in such now been upgraded to LED insulation professional archaeology an historical building and other environmentally Not all of the items in the advice etc. friendly options, including collection fit the Museum’s Further development of motion sensors Acquisitions Policy and could the collections website to Stores and display areas be considered for disposal exploit and enhance continue to be upgraded access to the collections and developed Major project underway to update the Museum’s location indexes from the object inventory Staff & Volunteers Visitor feedback shows high As a very small Museum Staff commitment to the Over-reliance on volunteers levels of satisfaction with the Service, there are limited Service is high and many are can reduce the resilience and quality of the customer service numbers of professionally prepared to work additional responsiveness of the service received from Front of House qualified staff hours at short notice to ensure staff Management time for the service is delivered Following the introduction of volunteer supervision is at a Opportunities to train both staff the Volunteer Scheme, premium and volunteers increase ability volunteers are now providing Development of projects can to deliver high quality services much needed support be slow with limited capacity Staff work across areas of Uptake of training professional expertise e.g. opportunities is limited by education, exhibition and capacity to keep services graphic design, market operating research, retail, website design
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Strengths Weaknesses Opportunities Threats Location Located in Rutland's largest The Museum is situated Linkage with the newly Museum is not centrally centre of population with good behind a large wall which refurbished Oakham Castle located and therefore not road and rail links reduces its visibility from the can be used to drive highly visible to town centre There is a main bus stop main street, and away from increased visitor numbers visitors immediately outside the the immediate town centre and Museum railway station Finances & Income streams Rutland County Council Insufficient in-house financial Charging for major events Risk of corporate and national continues to support the resources to fund major Castle HLF restoration will budgetary pressures on provision of museums museum redisplays or allow for once in a lifetime services Free admission outreach programme improvements to reduce costs Reductions in external funding Strong support from the Under-utilisation of and generate revenue streams Friends of Rutland County marketing Population of Rutland is Inability to secure funding Museum Retail generation is sub- relatively affluent, therefore required to update exhibition The Museum has successfully optimal in terms of spend per there should be opportunities areas attracted Arts Council England head to increase spend Risk of lack of capacity to funding for project work Increase partnership working engage with wider local, Good variety of stock with other Council run facilities regional and national agendas available in the museum / services in the town, in the future shop embedding working with the Failure to engage with wider The Museum and Castle have library service Museum community and key multi-purpose spaces Increase partnership working stakeholders in the future available for educational and volunteering with external activities, meetings, organisations community events outside opening hours
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Strengths Weaknesses Opportunities Threats Audiences The Activities Programme The rural nature of the county Increase penetration of Increased competition from attracts additional visitors to means that there is a small markets, particularly local other attractions and ways of the Museum who would not population within a one hour residents, day visitors spending leisure time otherwise have come drive-time of the Museum (the Develop a regular events Some anti-social behaviour in The Museum and Castle both primary catchment area) programme the Castle grounds provide information for day Visitor refreshments are not Develop additional resources Rising costs of transport for visitors / tourists to Rutland offered except on Friday linking to the National visitors and schools School group visits and mornings Curriculum children’s activities Increase number of consistently have healthy educational material and attendance figures. Many of games available - either in these are regular repeat hard copy or online visitors and visit a wide Changes to National range of events. Curriculum Museum & Castle have Reaching new audiences their own stand-alone through Twitter, Facebook and websites other social media Access The entrance to the Museum No clear marketing strategy Explore joint marketing Interpretation for visually and the lift to the upper floor Events are fairly ad-hoc and opportunities with other tourist impaired / sensory disabled provide good physical access poorly marketed attractions in Rutland / persons is poor and ensure that the building is Signposting within town centre museums in the East Midlands Closure on Tuesdays, DDA compliant not clear Develop a marketing strategy Thursdays and Sundays and Access Audit is being updated Opening hours are limited Rutland is increasing its profile Bank Holidays for the museum and no Museum Sunday as a tourist destination through gives a negative impression opening the work of Discover Rutland for tourist visitors
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Strengths Weaknesses Opportunities Threats Buildings and Maintenance Both the Grade I listed Museum requires significant Both sites are highly attractive Maintenance backlog at Oakham Castle and the Grade investment to address listed buildings of architectural Rutland County Museum II Riding School which houses maintenance issues and to significance Poor standard of access and the Museum are attractive, ensure long term viability The sites provide highly insulation of South Street historic buildings with spaces Configuration of site and appropriate venues for the Store that are sympathetic to a wide Listed building status limits display and understanding of range of uses scope for improvements to heritage materials Both sites have CCTV external signage and There are opportunities to coverage and alarm systems permanent displays redesign the sites to offer new New heating system Integration of security systems facilities and improve impact incorporated in main museum could be improved to enhance Ongoing project to update Security display cases on balcony with Lack of insulation and new LED lighting regulation of humidity within main hall store
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3.6 PESTLE analysis
The PESTLE analysis considers the external forces that affect the site or may affect it in the future, both in positive and negative ways. These are organised under Political, Economic, Social, Technical, Legal and Environmental factors. Although the external factors identified within the PESTLE analysis cannot be directly influenced or affected by the Museum, it is important that these drivers are considered in the planning of services.
Table 5: PESTLE analysis
Political Economic English Heritage has strong interest Competition from other attractions for in the future of Oakham Castle due to visitors (including education groups) its status as a Grade I Listed Building Benefits from increased cultural and & Scheduled Ancient Monument on heritage tourism, with strong Rutland their At Risk register brand in place Strategic fit with government / Aspiration of Uppingham community Heritage Lottery Fund agendas to develop a heritage site in the town promoting access and social Close to the A1 and A47 major inclusion roadways Changes to museum policy following Varied Arts offering and many structural changes to national bodies independent retailers drawing visitors including the incorporation of wanting something a little different Museums within the Arts Council remit GCGP Local Enterprise Government policies based Partnership yet to have a clear around a shift from universal impact on the heritage sector allocations of funding to bidding Weak growth of local, regional and for scarce resources National economy Increasing pressure on local authority Rising costs of rural living budgets as a result of reduced (particularly transport) central government support and Increased competition from increased social care pressures neighbouring (non-heritage) tourism Major push for volunteer involvement attractions and out of town shopping but limited management capacity for further expansion Social Technological Competition from other demands on Increased use of ICT offers an people’s leisure time opportunity to improve understanding Changing values and attitudes to of and access to the heritage through heritage and what is relevant / valued the use of innovative media by public Increasing use of the internet to plan Change of personnel at Kendrew visits / seek information and research Barracks will bring a different Increasing channel shift of consumers population with new expectations to using internet and mobile technologies for social contact
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Continuing growth of ageing and commerce population in Rutland presents Techniques for digitisation and budgetary pressures but also exploitation of collections are opportunities for heritage / developing but have cost implications reminiscence projects in terms of equipment / skills / time Increased demands from residents in More volunteers have ICT skills social care settings for outreach which will improve sharing and services and opportunities from use dissemination of research findings of personalised budgets Increased use of IT requires more Heritage services in competition with advanced and responsive IT support other leisure activities such as sports and maintenance and shopping Conservation requirements limit some Strong local food and drink offer – approaches to interpretation and traditional English atmosphere display e.g. returning machinery to working condition.
Legal Environmental Health & Safety Requirements can Extreme weather – and forecasts of be bureaucratic and time-consuming this can severely limit visitor numbers Consideration for child protection and Heating and climate controls for vulnerable adults needed in any stores extension of service e.g. for Bike racks – part of our green reminiscence work credentials Awareness of copyright issues in Unspoilt countryside and links to interpretation and reproduction or numerous walking/cycle routes may digitisation of archive materials is assist in marketing our ethos essential Data Protection Act compliance – mailing lists and archiving of loan data
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4 Audience Development
One of the key issues for the Museum and Castle is how footfall can be increased given resource constraints and strong competition from neighbouring heritage and leisure venues. Development work requires resources in terms of time and staffing. There are significant opportunities to reach new audiences through learning and outreach work, meeting the Council’s objective of increasing community participation in cultural activities.
The Museum Service has worked with the Audience Agency, as part of the East Midlands Heritage Cluster, to undertake research in to our existing and potential audiences. The full report is included as Appendix 2, and has informed the development of this plan.
4.1 Audience Development Priorities
Attract new audiences through selected outreach work Given the developing arts support function of Rutland County Council, the improvement of arts delivery is a key development. There are clear benefits in collaborations between the Museum and the creative sector.
Increase existing markets As a free Museum, the absence of an admission charge removes a key financial barrier, however increasing access to, and engagement with the Museum is not limited to actual visitors.
Identify and, where possible, remove barriers to access and engagement The Heritage Lottery Fund guidelines on producing audience development plans identifies barriers as being organisational, physical, sensory, intellectual, cultural and financial. The development of this Forward Plan has incorporated a review of organisational barriers.
Develop online & remote access for audiences There is significant potential to increase use of the Museum website. Future website developments could include virtual tours of the Museum, educational games and quizzes, e-cards and possibly an online shop. Digitisation of the collection is a long-term aspiration for the Museum, and the establishment of an online collection will greatly enhance opportunities for members of the public to access the collections virtually, regardless of whether or not they live locally.
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4.2 Potential audiences
4.2.1 Day visitors and tourists
Global Tourism Solutions (UK) Ltd has produced an analysis report for Rutland County Council on visitor numbers to the County and impact for the period 2009-2015. In 2015 Rutland welcomed approximately 1.75m visitors, 86% of which were day visitors. These visitors stayed a total of 2.28m days. Numbers have shown a gradual increase since 2009, where 1.63m visitors were recorded. Of visitors who stayed in the County, 60,000 (24%) stayed with friends or relatives, 134,000 stayed in serviced accommodation (hotels), and 56,000 stayed in non-serviced accommodation (self-catering, camping etc.)
These figures indicate that the largest potential market for the Museum and Castle is day visitors, but there are also substantial opportunities for promotion in hotels, campsites, and with local residents, to encourage them to bring visiting friends and relatives to our sites.
4.2.2 Local population
The nature of Rutland’s population has been taken in to consideration as part of our development of our marketing, audience development, visitor and retail offer:
Rutland is a sparsely populated area with significant numbers of people living in relative rural isolation. The population at the time of the 2011 Census was 37,400, living in 16,765 households (based on Council Tax returns) There is a slightly lower than national average proportion of the population in the 0-15 (19%) and 20-44 (28%) age groups, whereas the proportion of the population aged 45 and over (48%) is higher than average for the East Midlands region (ONS – 2011 Census, Usual Resident Population, All Persons) 97.2% of the Rutland population has a white ethnic background compared to 28
89.3% of the East Midlands population and 85.5% of the population of England (ONS - 2011 Census) Rutland is the fourth least deprived local authority area in England, ranked 149th of 152 local authorities in 2015, where 1 is the most disadvantaged (Communities and Local Government – English Indices of Deprivation 2015) The 2015 ONS Wellbeing Analysis gave Rutland a score of 7.65 for levels of happiness, against a UK average of 7.33. The happiest area in the country scored 8.00 and the most unhappy scored 5.99, indicating that Rutland is in the upper segment of the country for wellbeing There are very low levels of unemployment in Rutland (2.8%) compared to the regional average (5%) (ONS – Employment and Unemployment Jan 2016), with just 112 JSA claimants at this date. Median gross weekly pay in Rutland in 2015 was £558.70 for persons living in Rutland, compared to £492 in the East Midlands. This is equivalent to £29,052 per annum, before deductions. However, for those working in the County, the average was £434 per week, or £22,568 per annum, indicating that a significant number of people living in Rutland work in higher wage jobs outside of the County, whilst people who work here earn less. (ONS – Annual survey of hours and earnings) Average house prices are £228,858, compared to £136,893 for the East Midlands (Land Registry – House Price Index Report - Rutland Council vs All England and Wales, Nov 2015) indicating that Rutland is a relatively expensive area to purchase property, which has an impact on the demographics of the county. Median monthly rents are £625 per month, against an East Midlands figure of £525, again indicating the cost of living in the county.
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5 Strategic Aims and Action Plan
5.1 Strategic Aims
The Museum’s strategic aims are listed below. Each strategic aim relates to a key activity area of the museum:
Audience Development Strategic Aim 1: Increase the cultural engagement of Rutland residents, both directly with the museum and castle, and supporting arts, sports and library services in delivering the aims of the Cultural Strategy
Collections Management Strategic Aim 2: Safeguard the long term care of the collections and sites Strategic Aim 3: Actively collect and conserve items relating to Rutland, the surrounding area and its people Strategic Aim 4: Interpret these collections through regular exhibitions, displays and events
Learning & Outreach Strategic Aim 5: Provide learning opportunities to our communities and visitors through work with schools, groups and individuals
Resource Management Strategic Aim 6: Provide expert information and advice to users, improving staff performance and satisfaction by supporting continuous professional development
User Services Strategic Aim 7: Improve access and use of the collections and sites
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5.2 Action Plan
Aim 1: Increase cultural engagement Objectives Action Measure Responsibility Timescale Resources To generate new Deliver a varied Support at least 3 Head of 2016-2020 Staff & volunteer audiences programme of cultural performance events at the Culture & time events Museum per annum Registration Promotions budget To improve residents’ Deliver major new See Castle Activity Plan Castle Activity 2016-2020 Staff & volunteer satisfaction programme of events at Manager time Oakham Castle Promotions budget To increase the Partner Arts for At least 1 arts exhibition per Collections 2016-2020 Staff time attractiveness of Rutland in arts annum at Rutland County Manager Rutland as a tourist exhibitions Museum location Provide venues for At least 3 cultural activities Head of 2016-2020 Staff & volunteer cultural activities delivered per annum Culture & time including supporting Registration Oakham Festival Contribute to marketing Develop 1 new Head of 2016 new Castle Staff time cultural activities in publication per annum Culture & leaflet Promotions Rutland through in- promoting the museum or Registration 2017 new budget house publications and castle Museum leaflet leaflets 2018 new Castle booklet 2019 new Museum booklet
Actions relating to Oakham Castle are included to give a full picture of the work of the Museum Service, but are not part of Museum Accreditation.
Aim 2: Safeguard the long term care of collections and sites Objectives Action Measure Responsibility Timescale Resources To ensure the viability Adhere to SPECTRUM 100% of items recorded Collections 2016-2020 Staff time and resilience of the collections using approved Manager Collections museum management documentation procedures management standards budget To achieve value for Review and update Complete revision of Collections 2016-2017 Staff and volunteer money through best Emergency / plans; disseminate to staff Manager time practice Contingency Plans and volunteers Renew Accreditation Achieve Award of Collections 2016-2017 Staff time To reduce risks Accreditation 2016/17 Manager associated with poor Deliver Restoration of Successful conclusion Head of 2016-2019 Staff time maintenance Oakham Castle Project of capital works and Culture & Match funding launch of site Registration Work with volunteers Programme of regular care Collections Annual rolling Staff time to maintain and in place Manager programme Maintenance conserve collections budget Ensure the Museum Undertake Collection Collections December 2018 Staff Time, Collections align with Review Manager Collection Budget the Collections Development Policy Un dertake sustainable Upgrade lighting Head of 2016-2019 Premises budget, improvements to the Improve insulation Culture & collections budget Museum stores & Control relative humidity Registration and grant displays application
Aim 3: Actively collect and conserve items relating to Rutland Objectives Action Measure Responsibility Timescale Resources To ensure important Implement Collections Adhere to policy in 100% of Collections 2016-2020 Staff time artefacts and Development Policy cases Manager Collections information about the budget local area are Conservation of Undertake conservation Collections 2016-2020 Staff time accessible to future collections work on at least 5 items per Manager Collections generations annum budget Work with FRCMOC to Acquire 100% of agreed Collections 2016-2020 Staff and volunteer identify and source appropriate items as Manager / time appropriate additions opportunities arise FRCMOC Acquisitions budget to the collections (Friends)
Aim 4: Interpret collections through exhibitions, displays and events Objectives Action Measure Responsibility Timescale Resources To increase Resource & deliver Deliver at least 1 in-house Collections 2016-2020 Staff and volunteer engagement of programme of special special exhibition per Manager/ time residents with the exhibitions annum at the Museum Heritage & Promotions heritage of Rutland Learning Officer budget
Review and update Upgrade at least 1 Collections 2016-2020 Staff time To generate increased programme of permanent exhibition area Manager & Collections audiences permanent exhibit per annum Heritage & Management upgrades / minimum Learning Officer budget standards Work with FRCMOC & Support at least 4 lectures Collections 2016-2020 Staff and volunteer RLHRS to deliver / events per annum by Manager / time interpretative events FRCMOC / RLHRS FRCMOC / RLHRS
Aim 5: Provide learning opportunities to our communities and visitors Objectives Action Measure Responsibility Timescale Resources To increase Update learning & Reviewed policy in place Heritage & August 2017 Staff time knowledge and outreach policy and activated Learning Officer research on the Develop and improve Review and update at Heritage & 2016-2020 Staff and volunteer heritage of Rutland sessions and resources least 1 topic per annum Learning Officer time Learning budget To provide a formal Continue development Introduce 1 new workshop Heritage & 2016-2020 Staff and volunteer learning programme of holiday activities theme per annum Learning Officer time with supporting and workshops Learning budget resources Develop Reminiscence Introduce at least 1 new Heritage & 2016-2020 Staff time sessions / resources topic per annum Learning Officer Learning budget To encourage lifelong learning, through Publicise sessions Produce 2 school leaflets Heritage & 2016-2020 Staff time appropriate and and 6 family workshop Learning Officer Learning budget sustainable flyers per annum programmes Deliver Castle Learning See Castle Learning Plan Castle Learning Annual rolling Staff and volunteer Programme Officer programme time To deliver learning Learning budget programmes externally of the museum environment
Aim 6: Provide expert information and advice to users Objectives Action Measure Responsibility Timescale Resources To increase Encourage staff to Staff engaged in research Head of Culture 2016-2020 Staff time knowledge and extend personal and personal improvement; & Registration Training budget research on the knowledge and encouraged to obtain heritage of Rutland expertise through relevant qualifications to programme of CPD support the museum To improve access to Review and update 100% of appraisals Head of Culture 2016-2020 Staff time collections and Personal Development completed and identified & Registration Training budget information Reviews and training actions implemented plan To generate increased Expertise provided by Deliver annual volunteer Library and 2016-2020 Staff and volunteer audiences volunteers and celebration event; Heritage time external partners Undertake annual Manager recognised and evaluation of exploited volunteer work Improve staff Monthly meetings and Head of Culture 2016-2020 Staff and volunteer communication regular staff reviews in & Registration time through meetings and place and outcomes reviews, including joint actioned service planning with libraries Maintain quality Undertake annual Mystery Operations 2016-2020 Staff and volunteer assurance for visitor Shopping or VAQAS Manager time services process and act on outcomes where possible All staff and volunteers Deliver refresher training Operations 2016-2020 Staff and volunteer maintain high every 2 years; Manager time customer care Deliver mystery shopper standards activity / user satisfaction surveys annually
Aim 7: Improve access and use of the collections and sites Objectives Action Measure Responsibility Timescale Resources To increase Improve online access Add at least 25 items to Collections 2016-2020 Staff time knowledge and to collections and online access per annum Manager research on the information heritage of Rutland Improve physical Undertake access audit Head of Culture 2016-2020 Staff time access to sites every 3 years; & Registration Premises Budget To improve access to Deliver prioritised actions collections and information Ensure museum Undertake annual Head of Culture 2016-2020 Staff and volunteer development is programme of & Registration time To generate increased informed by consultation with users audiences users & non-users
Appendix 1 Financial Summaries
Museum Services 2016-17 Budget Account Description Budget Total
Cost Centre 5704 Museums Service £251,900
R1000 Salaries - Basic Pay £116,500
R1001 Salaries - National Insurance £12,800
R1003 Salaries - Overtime £3,800
R1006 Salaries - Superannuation £26,600
R1064 Unsocial Hours £3,000
R2075 Grounds Maintenance - Contract £500
R2100 Electricity £8,000
R2101 Gas £9,000
R2300 Business Rates £29,600
R2401 Water Services - Metered £700
R2701 Window Cleaning £200
R3300 Public Transport £200
R3400 Car Mileage £500
R3403 Use of Volunteer's Transport £600
R4000 Tools and Equipment £1,300
R4006 Furniture - Repair and Maint £4,100
R4310 Newspapers and Magazines £100
R4402 Services - General Licences £1,000
R4515 Publicity £3,400
R4701 Subscriptions £1,000
R8000 Capital Charges - Depreciation £68,800
R9203 Sale of Publications -£300
37 R9323 Fees - Room Hire -£3,200
R9650 Internal Transfers -£36,300
Cost Centre 5705 Oakham Castle £50,400
R2075 Grounds Maintenance - Contract £8,100
R2100 Electricity £2,200
R2101 Gas £6,900
R2300 Business Rates £10,200
R2401 Water Services - Metered £600
R2701 Window Cleaning £200
R4000 Tools and Equipment £500
R4402 Services - General Licences £1,600
R8000 Capital Charges - Depreciation £14,200
R9203 Sale of Publications -£400
R9323 Fees - Room Hire -£30,000
R9650 Internal Transfers £36,300
Cost Centre 5706 Records Office £51,100
R5011 TPP - Local Authorities £51,100
Cost Centre 5707 Museum Trading -£4,300
R4318 Goods For Resale £6,100
R9203 Sale of Publications -£1,600
R9207 Sale of Souvenirs -£8,800
Cost Centre 5715 Learning And Outreach £11,400
R1000 Salaries - Basic Pay £8,800
R1001 Salaries - National Insurance £800
R1006 Salaries - Superannuation £1,800
Total for Section Museums £360,500
38 RCC Medium Term Financial Plan for Budget Setting
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Appendix 2 Visitor Survey Report 2015/16
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Audience Finder: East Midlands Cluster Rutland Museum 2015/16 Visitor Survey Report
Research Team June 2016
1
Contents About this report ...... 4
Background ...... 4 What this report contains ...... 5 Sample size and margins of error ...... 5 Notes on level of reporting ...... 5 Previous visit ...... 7
Attendance in the past 12 months ...... 7 Motivations for attendance ...... 8 Cultural Activity ...... 10
Overnight stay ...... 11 Community Impact ...... 13
Profile ...... 14
Demographics ...... 15
Sex ...... 15 Age ...... 15 Ethnicity ...... 16 Disability ...... 16 Geo-demographic profile ...... 17
Audience Spectrum ...... 17 Geography ...... 18
UK/Overseas ...... 18 UK region ...... 18 Local authority ...... 19 Drive distance ...... 20 Drive time ...... 20 Mapping ...... 21
Appendix i – Glossary ...... 23
Appendix ii – 2015/16 standard questions and answer codes ...... 24
2
Appendix iii - Organisations contributing to each benchmark ...... 27
Further Information & Contacts ...... 28
3
About this report
Background
Working together as a geo-cluster, the East Midlands cluster used the Audience Finder research framework to collect quantitative data on their visitors for 12 months in 2015/16. Participating museums are:
Buxton Museum D.H. Lawrence Heritage Derby Museum Kettering Museum Mansfield Museum Newstead Abbey Nottingham Castle Pickford’s House Rutland Museum The Silk Mill Wollaton Hall
The research
The participating organisations identified a set of key themes they wanted to explore using primary research and a set of research questions were chosen accordingly. Fieldwork was carried out between April 1st 2015 and March 31st 2016 and was conducted using interviewer led approach with venue staff (or volunteers) using full questionnaires. The following organisations contributed to the East Midlands cluster results:
Buxton Museum Derby Museum Kettering Museum Mansfield Museum Newstead Abbey Nottingham Castle Pickford’s House Rutland Museum
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The Silk Mill Wollaton Hall
What this report contains
This report presents the individual findings for Rutland Museum compared to the cluster average result. The findings within this report relate to respondents that have visited the venue within the data collection period.
Analysis relating to questions that are bespoke (i.e. created specifically for an individual organisation’s questionnaire) or have non-standardised answer codes, is not provided in this report. For this data and for any literal/open-text responses please refer to your initial topline report and raw data Excel file (if this has not already been provided, please request this data from the Visitor Finder Research Team).
Please note that only technical guidance is included in this individual report. Commentary and cluster facilitator insight is provided within the East Midlands Cluster 2015/16 Visitor Survey Report. If you wish to discuss your individual results, please contact your cluster facilitator to arrange a surgery session.
In order to present the data in a legible format, it is not always possible to provide cluster data labels within some graphs. This information will be provided within the East Midlands Cluster 2015/2016 Visitor Survey Report.
Sample size and margins of error
The fieldwork was conducted by Rutland Museum via face-to-face surveys. In total, 396 questionnaires were completed over the data collection period; this gives a margin of error of 5% at the 95% confidence level. For questions with fewer responses, this margin of error will be greater, and for questions where responses diverge from 50%, it may be smaller. The base figure is given below each graph to indicate the number of responses for the respective question. Bases are shown in the following format - your organisation, the cluster.
Please refer to Appendix i: Glossary for an explanation of margin of error and confidence levels.
Notes on level of reporting
The data presented within this report has been cleaned to meet Audience Finder benchmarking standards. This means that any responses given by audience members under the age of 16 have
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not been included. Individual and cluster results presented within this report may differ slightly to the results displayed on your Audience Finder dashboard due to the data cleaning process and external data sources that may have been added to the benchmark.
Cluster results have been created for all questions where at least three organisations asked that question. Further information on the organisations that contributed to the cluster benchmarks can be found in Appendix iii - Organisations contributing to each benchmark.
Please note, the cluster average is taken from the averages of all members of the cluster: i.e. it suggests what a 'typical' member of the cluster would look like. It doesn't take into account how big the audience of each member of the cluster is (using weighting of results), so it doesn't describe the overall audience of the cluster.
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Previous visit
The following chart groups the responses to the previous visit question into first time visitors, lapsed visitors (last visit more than a year ago) and visitors that have been within the past 12 months compared to the cluster average.
Had you visited Rutland Museum before?
First time visitors 28% Last visited more than one year ago 34% Visited on another occasion in the last 12 months 50%
57%
17% 15% Inner doughnut shows cluster average. Outer doughnut shows your results.
Base (organisation & cluster): 369 & 2,667
Attendance in the past 12 months
The following table shows, of those respondents that have attended in the past 12 months, the median number of visits compared to the cluster average median and the cluster highest and lowest median.
East Midlands cluster highest 7
Rutland Museum 4
East Midlands cluster average 4
East Midlands cluster lowest 3
Base (organisation & cluster): 104 & 834 - Excludes first visits
7
Motivations for attendance
The following graphs compare 2015/16 Rutland Museum survey respondents’ motivations and main motivation for attendance compared to the cluster average.
Which of the following describe your motivations for visiting today?
0% 20% 40% 60% 80%
33% To spend time with friends/family 41%
59% To learn something 38%
34% To enjoy the atmosphere 30%
34% To be intellectually stimulated 27%
Visiting museums is an important part of who I 44% am 25% 33% To be entertained 24%
24% To be inspired 22%
20% To do something new/out of the ordinary 20%
18% To entertain my children 15%
19% To educate/ stimulate my children 15%
8% To escape from everyday life 13%
22% For reflection 12%
10% For peace and quiet 12%
3% For a special occasion 7%
5% For academic reasons 7%
3% For professional reasons 5%
11% Other 10%
Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 386 & 2,821
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And which of these was your main motivation for visiting today?
0% 5% 10% 15% 20% 25%
To spend time with 12% friends/family 23%
23% To learn something 10%
Visiting museums is an 10% important part of who I am 8%
6% To entertain my children 7%
To do something new/out of 4% the ordinary 7%
6% To enjoy the atmosphere 6%
To educate/ stimulate my 10% children 6%
6% To be intellectually stimulated 5%
4% To be entertained 4%
3% To be inspired 4%
1% For a special occasion 3%
1% For academic reasons 3%
1% To escape from everyday life 2%
1% For professional reasons 2%
1% For peace and quiet 2%
4% For reflection 2%
8% Other 8%
Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 380 & 2,699
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Cultural Activity
Local area activity
Which of these have you done in [area of interest] on this visit to Rutland Museum?
0% 10% 20% 30% 40% 50% 60% 70%
58% Visit a restaurant/café 47%
59% Shopping 38%
28% Visit a historic site 31%
17% Visit a pub/bar 18%
6% Other arts/cultural activity 14%
3% Work/study 8%
1% Attend a sporting event 2%
12% Other 8%
None of the above, I’m only visiting the 7% organisation/event 13%
Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 384 & 2,799
10
Reason for local area visit
Did you plan your trip to [area of interest], particularly to go to Rutland Museum?
100% 90% Rutland Museum East Midlands Cluster Average 80% 70% 60% 50% 39% 39% 40% 36% 34% 27% 30% 25% 20% 10% 0% Yes No Not applicable, I live in the area
Base (organisation & cluster): 387 & 2,794
Overnight stay
Did you stay overnight in [area of interest], somewhere other than your own home?
22% 37%
Yes No
63% 78% Inner doughnut shows cluster average. Outer doughnut shows your results
Base (organisation & cluster): 383 & 2,730
11
If yes, which of the following types of accommodation did you stay…?
100% Rutland Museum 90% East Midlands Cluster Average 80% 67% 70% 60% 54% 48% 50% 40% 30% 19% 20% 15% 7% 10% 0% With friends or family In paid accommodation Other
Base (organisation & cluster): 140 & 640
12
Community Impact
Rutland Museum is welcoming for the whole community
Rutland Museum 59% 38% 3%
East Midlands Cluster Average 54% 41% 4% 1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree
Base (organisation & cluster): 390 & 2,801
Rutland Museum encourages participation in community in the [area]
Rutland Museum 31% 41% 27% 1%
East Midlands Cluster Average 34% 42% 23% 1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree
Base (organisation & cluster): 390 & 2,781 Rutland Museum enhances the sense of community in the [area]
Rutland Museum 35% 46% 19%
East Midlands Cluster Average 34% 43% 22% 1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree
Base (organisation & cluster): 388 & 2,766 Rutland Museum is good for the [area]’s image
Rutland Museum 70% 29% 1%
East Midlands Cluster Average 64% 33% 3% 1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Strongly Agree Agree Neither agree nor disagree Disagree Strongly disagree
Base (organisation & cluster): 386 & 2,779
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Profile
Which of the following best describes your highest educational qualification?
0% 10% 20% 30% 40% 50% 60%
47% Degree & professional/vocational equivalents 51%
9% Other Higher Education below degree level 12%
10% A levels, vocational level 3 & equivalents 11%
9% Trade Apprenticeships 6%
GCSE/O Level grade A*-C (5 or more), vocational level 14% 2 & equivalents 9%
GCSE/O Level grade(less than 5 A*-C), other 3% qualifications at level 1 and below 4%
1% Other qualifications: level unknown 4%
8% No qualifications 5%
Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 385 & 2,709
Which of the following best describes your current occupational status?
0% 10% 20% 30% 40% 50% 60%
47% Employed: Full-time 51% 9% Employed: Part-time 12% 10% Self-employed 11% 9% Unemployed 6% 14% Full time student 9% 3% Retired 4% 1% Looking after home or family 4% 8% Long term sick or disabled 5% 0% Other 1% Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 387 & 2,766
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Demographics
Sex
Are you…
100% Rutland Museum East Midlands Cluster Average 90% East Midlands (2011 Census) 80% 70% 58% 60% 55% 49% 51% 45% 50% 42% 40% 30% 20% 10% 0% Male Female
Base (organisation & cluster & East Midlands population): 388 & 2,739& 4,533,224
Age
Which of the following age group do you belong to?
40% Rutland Museum 35% East Midlands Cluster Average East Midlands (2011 Census) 30%
25% 22% 22% 19% 20% 17% 17% 16% 15% 14% 14% 15% 12% 12% 11% 12% 12% 11% 10% 6% 5% 2% 0% 16 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 or more
Base (organisation & cluster & East Midlands population): 388 & 2,762 & 4,533,224 (graph does not include under 16s)
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Ethnicity
What is your ethnic group?
98% 100% 92% 89% Rutland Museum 90% East Midlands Cluster Average 80% East Midlands (2011 Census) 70% 60% 50% 40% 30% 20% 4% 6% 10% 0% 2% 2% 0% 1% 2% 0% 2% 2% 1% 0% White Mixed/Multiple Black or Black British Asian or Asian British Other
Base (organisation & cluster & East Midlands population): 375 & 2,721 & 4,533,224
Disability
Are your day-to-day activities limited because of a health problem or disability which has lasted, or is expected to last, at least 12 months?
100% Rutland Museum East Midlands Cluster Average 89% 90% East Midlands (2011 Census) 85% 81% 80% 70% 60% 50% 40% 30% 20% 9% 10% 9% 10% 5% 10% 2% 0% Yes, limited a lot Yes, limited a little No
Base (organisation & cluster & East Midlands population): 375 & 2,689 & 4,533,224
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Geo-demographic profile
The following profiling and geo-location analysis is based on all 2015/16 survey respondents that gave a fully completed and valid postcode.
Audience Spectrum
The following graph shows the Audience Spectrum profile of Rutland Museum’s 2015/16 survey respondents against the East Midlands cluster average and the profile of East Midlands. Please refer to Appendix i: Glossary for more information about Audience Spectrum.
40% Rutland Museum East Midlands Cluster Average 35% East Midlands (15+ population)
30% 25% 25% 22% 21% 20% 20% 20% 16%15% 16% 15% 15% 13% 12% 12% 11%12% 11% 10% 10% 8% 8% 5% 5% 5% 6% 3% 3% 5% 2% 2% 2% 2% 0% 0% 0% Metroculturals Commuterland Experience Dormitory Trips & Treats Home & Heritage Up Our Street Facebook Kaleidoscope Heydays Culturebuffs Seekers Dependables Families Creativity
Base (organisation & cluster & East Midlands population): 274 & 1,666 & 3,741,814
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Geography
UK/Overseas
2%
8%
UK Overseas
92% Inner doughnut shows cluster average. Outer doughnut shows your results. 98%
Base (organisation & cluster): 315 & 1,786
UK region
The following graph shows Rutland Museum 2015/16 survey respondents residence by UK region.
100% Rutland Museum 90% East Midlands Cluster Average 80% 73%
70% 61% 60% 50% 40% 30% 20% 14% 6% 6% 10% 4% 5% 3%4% 4%4% 4% 3% 3% 2% 2% 1%1% 1%1% 1%1% 0%1% 0% East West East North Yorkshire South London South Wales North Scotland Northern Midlands Midlands West and The East West East Ireland Humber
Base (organisation & cluster): 315 & 1,786
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Local authority
The following graph shows the Top 15 local authority ranked by cluster average. East Midlands postcodes only.
0% 10% 20% 30% 40% 50% 60%
Derby 1% 22%
Kettering 2% 21%
High Peak 1% 21%
Rutland 49% 17%
Mansfield 0% 15%
Nottingham 3% 13%
Melton 9% 9%
Ashfield 0% 8%
Broxtowe 0% 7%
East Northamptonshire 2% 6%
Amber Valley 0% 6%
Gedling 1% 5%
Rushcliffe 1% 5%
Erewash 1% 5%
Newark and Sherwood 2% 4%
Rutland Museum East Midlands Cluster Average
Base (organisation & cluster): 192 & 1,322
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Drive distance
Drive distance refers to the true distance taken to travel to a point by driving, taking into account roads and other geographical features. So, for example, a venue may just be 1 mile as the crow flies from an area, but due to a river this could actually equate to 5 “drive distance” miles, if there is no way to cross the river nearby. Similarly, road junctions and exits may alter the actual distance of a venue from an area.
60% Rutland Museum 55% East Midlands Cluster Average 50%
40% 36% 35%
30% 23% 20% 13% 11% 9% 9% 10% 4% 5%
0% 0 - 5 miles 5 - 10 miles 10 - 15 miles 15 - 20 miles Over 20 miles
Base (organisation & cluster): 306 & 1,735
Drive time
Drive time refers to the time it would take, in off-peak conditions, to reach a central point (usually a venue) by driving (i.e. using roads) from the surrounding areas. So, for example, a 60 minute drive time radius would show those areas that can theoretically drive to a point in 60 minutes or less.
45% Rutland Museum 40% East Midlands Cluster Average 41% 40%
35% 32% 30% 25% 25% 22% 20%
15% 12% 10% 8% 8% 7% 6% 5% 0% 0 - 15 minutes 15 - 30 minutes 30 - 45 minutes 45 - 60 minutes Over 60 minutes
Base (organisation & cluster): 306 & 1,735
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Mapping
Rutland Museum respondents 2015/16 dot map at full extent
This map shows the geographical distribution of all Rutland Museum 2015/16 survey respondents with a fully completed, valid postcode.
21
Rutland Museum respondents 2015/16 count map at regional zoom
This map shows a count, by postcode sector, of the 2015/16 respondents that gave a full and valid postcode, that appear within that sector.
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Appendix i – Glossary
Audience Spectrum
Audience Spectrum is a population segmentation and profiling tool which identifies the differences between attendance, participation and engagement as well as behaviours, attitudes and preferences at arts, museums and heritage organisations. Please refer to The Audience Agency website for more details.
Margin of error and confidence level
The margin of error (also called confidence interval) gives you an indication of how representative your sample is of your wider audience. For example, if you have a margin of error of 5% and 45% percent of your respondents are male, you can be "sure" that if you had asked the question of your entire audience, that between 40% (45-5) and 50% (45+5) would be male.
The confidence level tells you how sure you can be. It is expressed as a percentage and represents how often the true percentage of the population who would pick an answer lies within the margin of error. The 95% confidence level, the industry standard level used by the majority of researchers, means you can be 95% certain of your figures.
When you put the confidence level and the confidence interval together, you can say that you are 95% sure that the true percentage of males within your entire audience is between 40% and 50%.
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Appendix ii – 2015/16 standard questions and answer codes
Core questions
Have you visited [Museum] before? (Tick one only) Yes No If yes: Including today, how many times have you been to [Museum] in the last 12 months?
Are you… (Tick one only) Male Female Prefer not to say
Which of the following age groups do you belong to? (Tick one only) Under 16 16 – 24 35 - 44 55 - 64 Prefer not to say 25 – 34 45 - 54 65 or older
What is your ethnic group? (Tick one only) White British Mixed/multiple ethnic background Asian or Asian British White other Black or Black British Other* Prefer not to say *What other?
Are your day-to-day activities limited because of a health problem or disability which has lasted, or is expected to last, at least 12 months? (Tick one only) Yes, limited a little Yes, limited a lot No Prefer not to say
Do you live in the UK? (Tick one only) Yes No If you live in the UK, what is your postcode? If you live overseas, what is your country of residence?
Cluster questions
Which of these have you done or intend to do in [insert your Geographical Area of Interest here] on this visit to Rutland Museum? (Tick all that apply) Visit a restaurant/café Visit a historic site Visit a pub/bar Other arts/cultural activity – which? ______Other – what else? Shopping ______Work/study Attend a sporting event None of the above, I’m only visiting the organisation/event
24
Which of the following describe your reasons for visiting today? (Tick all that apply) And which of these was your main reason (Circle one only) To spend time with friends/family For reflection For a special occasion Visiting museums is an important part of who I am For peace and quiet To escape from everyday life To be intellectually stimulated For academic reasons To be entertained For professional reasons To be inspired To entertain my children To do something new/out of the ordinary To educate/ stimulate my children To learn something Other – please specify To enjoy the atmosphere ______
If you are visiting [insert your Geographical Area of Interest here] for the day or overnight, did you plan your trip particularly to go to [museum]? (Tick one only) Yes No Not applicable, I live in the area Are you staying overnight in [insert Geographical Area of Interest here], somewhere other than your own home? (Tick one only) Yes No
If yes, which of the following types of accommodation are you staying in and for how many nights? Please tick and state the number of nights spent With friends or family ______nights In paid accommodation (e.g. hotel) ______nights Other – please specify other ______nights
Which of the following best describes your highest educational qualification? (Tick one only) Degree & professional/vocational GCSE/O Level grade A*-C (5 or more), vocational level 2 & equivalents equivalents Other Higher Education below degree GCSE/O Level grade(less than 5 A*-C), other qualifications at level level 1 and below A levels, vocational level 3 & equivalents Other qualifications: level unknown Trade Apprenticeships No qualifications
Which of the following best describes your current occupational status? (Tick one only) Employed: Full-time Retired Employed: Part-time Looking after home or family Self-employed Long term sick or disabled Unemployed Other Full time student
25
To what extent would you agree or disagree with the following statements? (Please give one rating for each item) Neither agree Strongly agree Agree nor disagree Disagree Strongly disagree [museum] is welcoming for the whole community [museum] encourages participation in community life and events [museum] enhances the sense of community in [Area] [museum] is good for [Area]’s image
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Appendix iii - Organisations contributing to each benchmark
Buxton Derby Kettering Mansfield Newstead Nottingham Pickford's Rutland The Silk Wollaton Questions Museum Museum Museum Museum Abbey Castle House Museum Mill Hall
Previous visits/visits in the last 12 months Motivations All & Main Cultural activity Community Profile Gender Age group Ethnic group Disability Geographic benchmarks
27
Further Information & Contacts
For further information about how to interpret and apply these analyses:
Website visit www.audiencefinder.org Contact your facilitator ([email protected]) or The Audience Agency at:
London Office 2nd Floor, Rich Mix,
35-47 Bethnal Green Road, London, E1 6LA T 020 7407 4625
Manchester Office Green Fish Resource Centre 46–50 Oldham Street Northern Quarter Manchester M4 1LE
T 0161 234 2955
[email protected] www.theaudienceagency.org
Registered in England & Wales 8117915 Registered Charity No. 1149979
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Appendix 3 Museum Standard Provision and Sector Priorities
Permanent Exhibitions
Rutland County Museum has a large number of permanent exhibitions: Main Riding School: Revolution on the Farm, Washing Day and Farming Kitchen, Earthquakes, Spinning and Weaving Courtyard: The Farming Year Poultry Hall: Matkins Printers, Oakham Gallows, Transport, Blacksmithing, Schooling and Dairying Mezzanine Display: Small displays including First World War, Second World War, Rutland Constabulary, Roman Britain, Rutland Regiments, Archaeology and Palaeontology
Panels outlining different aspects of the history of Rutland are located at strategic locations throughout the site.
Special Exhibitions
In addition to the permanent displays, Rutland County Museum has a Special Exhibition Gallery where a changing programme of exhibitions is displayed. These are produced in-house using the reserve collections and often developed in collaboration with local voluntary and community groups. This display area is sited at the reception area of the Museum, so there is always a changing and interesting display to welcome visitors. This space also hosts art exhibitions, including the annual “Rutland Open” art show and Rutland Youth Open exhibition, which began in 2015.
Museum & Heritage Sector Priorities
The following table summarises the priorities for museums set by organisations in the Museum sector. This summary highlights that the key priorities for museums are:
Providing effective learning opportunities Promoting access and inclusion Ensuring better access to collections and that more collections are in active use Developing a skilled workforce Developing partnerships both within and outside the sector
Table 3: Museum Sector Strategic Priorities
Report Strategic Priorities Museums Association Museums agree to uphold the following principles: (2015) Code of Ethics Actively engage and work in partnership with existing audiences and reach out to new and diverse audiences Treat everyone equally, with honesty and respect Provide and generate accurate information for and with the public Support freedom of speech and debate
41 Use collections for public benefit – for learning, inspiration and enjoyment Maintain and develop collections for current and future generations Acquire, care for, exhibit and loan collections with transparency and competency in order to generate knowledge and engage the public with collections Treat museum collections as cultural, scientific or historic assets, not financial assets Act in the public interest in all areas of work Uphold the highest level of institutional integrity and personal conduct at all times Build respectful and transparent relationships with partner organisations, governing bodies, staff and volunteers to ensure public trust in the museum’s activities DCMS (2007) Museums will fulfil their potential as learning resources Understanding the Museums will embrace their role in fostering, exploring, Future: Priorities for celebrating and questioning the identities of diverse England’s Museums communities Museums’ collections will be more dynamic and better used Museums’ workforces will be dynamic, highly skilled and representative Museums will work more closely with each other and with partners outside the sector Museums Association Engagement – Museums should do more to expand the (2005) Collections for opportunities open to people to engage with collections. the Future More collections should be in active use and museums should improve the way they manage collections-related knowledge The Dynamic Collection – Museums should actively develop their collections, with a renewed commitment to acquisition as a key part of their role, and new strategic and funding approaches. Disposal should be seen as an integral part of collections development. Collections should be more mobile, seen in more venues both within the UK and internationally Museum, Libraries and People – providing more effective learning opportunities Archives Council (2004) Places – create inspiring and accessible learning Inspiring Learning for environments All Partnerships – building creative learning partnerships Policies, plans and performance – placing learning at the heart of the museum, archive or library
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Report No: 160/2016 PUBLIC REPORT CABINET
15th November 2016 HIGHWAYS ASSET MANAGEMENT PLAN
Report of the Director for Places (Environment, Planning & Transport)
Strategic Aim: Sustainable growth. Key Decision: Yes Forward Plan Reference: FP/050816/01 Exempt Information No Cabinet Member(s) Tony Mathias Responsible: Portfolio Holder for Places (Highways, Environment, Transport and Community Safety) and Market Towns Contact Officer(s): Dave Brown , Director for Places Tel: 01572 758461 (Environment, Planning & Transport), [email protected] Places Neil Tomlinson, Senior Highways Tel: 01572 758342 Manager [email protected] Ward Councillors All
DECISION RECOMMENDATIONS That Cabinet: 1. Approves the Highways Asset Management Plan (HAMP) attached in Appendix 1. 2. Authorises the Director for Places (Environment, Planning & Transport), in consultation with the Cabinet Member with portfolio for Highways, to update and revise the HAMP in accordance with review timescales.
1. PURPOSE OF THE REPORT
1.1 To seek Cabinet approval of the HAMP, attached as Appendix 1 to enable to Council to adequately respond to the Department of Transport (DfT) Incentive Questionnaire and be graded as a Band 2 Authority.
2. BACKGROUND AND MAIN CONSIDERATIONS
2.1 DfT has revised the format in which capital maintenance funding is issued to authorities in the form of the Self-Assessment Incentive Questionnaires. This is to ensure that authorities are incentivised to adopt good practise, as opposed to being legislated against.
2.2 The first self-assessment questionnaire was released on 22nd December 2015 and required returning by 31st January 2016. Rutland scored 41 out of 66. This score is categorised as Band 2. However, certain specific questions have to score 2 or above to achieve an overall score of Band 2. As a consequence, the Council has been categorised as Band 1 in the initial assessment.
2.3 A key area preventing the Council from reaching Band 2 status was the lack of a HAMP that had been updated and published within the last two years. The existing HAMP has been reviewed (see Appendix 2) and a new HAMP drafted by our consultants AECOM (see Appendix 1), in accordance with the Highways Maintenance Efficiency Programme (HMEP) recommendations.
2.4 A review is also underway of our asset management software (Horizons) to create detailed lifecycle plans and works programmes aligned to the revised HAMP. These will be included in the Highways Capital Programme that will be brought to Cabinet in early 2017.
3. CONSULTATION
3.1 Customer satisfaction surveys were undertaken Countywide in March 2016 and the findings used to inform decisions on where to allocate spend. The return rate was around 10% of the population.
3.2 Over 85% of respondents placed the condition of the carriageway and footway asset as the most important area of highway maintenance
4. ALTERNATIVE OPTIONS
4.1 Doing nothing would result in the Council receiving lower capital maintenance grants in future years. Maintenance costs may also be higher if proper asset management techniques and procedures are not being employed in the management of the Council’s largest asset.
4.2 A revised HAMP could be approved at a later date However, the DfT questionnaire submission will need to be returned by December 2016. Without and updated HAMP the Council will remain as a Band 1 authority and lose funding.
5. FINANCIAL IMPLICATIONS
5.1 Achieving Band 2 would result in the Council receiving £400k of additional capital funding up to 2020/21 to supplement a reduction in the overall needs based formula allocation. This is shown in Appendix 3. This figure has already been incorporated in the Medium Term Financial Plan (MTFP) as the surface dressing patching works have been capitalised. This allows for savings to be made in the revenue budget.
5.2 Failure to reach Band 2 for 2017-18 would result in the loss of £48k of incentive funding and impact on identified revenue savings.
5.3 By approving and implementing the HAMP, the Council can begin implementing the strategies and developing the policies that will enable it to move towards Band 3. To achieve Band 3 the Council will need to demonstrate and gather data to evidence that the measures detailed in the HAMP and other areas of the DfT questionnaire are being used and acted upon.
5.4 If the Council was to reach Band 3 by 2019-20, a further £384k of funding would be available. The aim is to be a Band 3 authority by at least 2019-20.
6. LEGAL AND GOVERNANCE CONSIDERATIONS
6.1 The Highways Act 1980 Section 41 imposes on a highway authority the duty to maintain highways maintainable at public expense. The highway authority can use the special defence in Section 58 of the Highways Act 1980 if it can show that it has taken such care in all the circumstances as is reasonably required to secure that the highway is not dangerous to traffic.
6.2 The aim of the HAMP is to provide a structured approach to roads maintenance to enable highway authorities to operate, maintain and restore their highway assets to ensure that they meet their statutory duty and performance requirements.
6.3 Looking after the highways network is a national priority given its fundamental role in the economy. Highway authorities in England are required by the Department for Transport (DfT) to demonstrate they are making the best use of highway assets through Highway Asset Management Plans (HAMP).
6.4 The asset management approach enables an authority to look at all issues collectively and assists in targeting improvements and maintenance accordingly, to minimise deterioration and future risks and liabilities.
7. EQUALITY IMPACT ASSESSMENT
7.1 Equality Impact Assessment (EqIA) Screening has been completed. No adverse issues were found. A copy of the EqIA Screening can be obtained from Neil Tomlinson, Senior Highways Manager.
8. COMMUNITY SAFETY IMPLICATIONS
8.1 Ensuring the highway is maintained to an appropriate standard will contribute towards road safety.
9. HEALTH AND WELLBEING IMPLICATIONS
9.1 There are no Health & Wellbeing implications.
10. CONCLUSION AND SUMMARY OF REASONS FOR THE RECOMMENDATIONS
10.1 It is recommended that Cabinet approve the Highways Asset Management Plan. A Adopting these strategies and policies will allow the Council to achieve a minimum of Band 2 status in the DfT’s December 2016 Self-Assessment Incentive Questionnaire.
11. BACKGROUND PAPERS
11.1 There are no additional background papers to the report
12. APPENDICES
12.1 Appendix 1 – Highways Asset Management Plan Appendix 2 – HAMP Gap Analysis Appendix 3 – Indicative Incentive Funding
A Large Print or Braille Version of this Report is available upon request – Contact 01572 722577.
Appendix 1
Highway Asset Management Plan
Version & Policy Numbere Version 1.0 Guardian Neil Tomlinson, Senior Highways Manager 01572 758 342 Date Produced September 2016 Next Review Date September 2018
Approved by Cabinet TBC Appendix 1
RUTLAND COUNTY COUNCIL
HIGHWAYS ASSET MANAGEMENT PLAN
FOREWORD
We are pleased to introduce and endorse the second Rutland Highways Asset Management Plan.
Rutland is a great place to live, learn, work, play and visit. Our overriding aim is to make it even better in a sustainable way that builds on what we value. This is the vision we set out in our Corporate Plan.
Highways infrastructure is a key enabler for each component of our vision. It is vital for the social and economic wellbeing of our community. Within the Corporate Plan we have set an objective of continuing to maintain our road networkk as cost effectively as possible.
Our Highways Asset Management Plaan (HAMP) sets out how we wiill manage our highway infrastructure to support this vision and objective.
In adopting an asset management approach and producing a HAMP, we will use a longer term approach to achieve the best possible value for money ffor Rutland. This approach means focussing on proacttive maintenance to ensure thatt we:
Prioritise customer needs; Direct resource to where it is most effectively utilised; Provide transparent and accountable decision making.
Terry King Leader and Portfolio Holder for Finance and Development
+- Tony Mathias Deputy Leader and Portfolio Holder for Places (Highways, Environment, Transport and Community Safety) and Market Towns
Helen Briggs Chief Executive
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EXECUTIVE SUMMARY
Over recent years local authorities have been under increasing pressure to do more for less. Rutland is no exception. Our highways infrastructure is our largest asset and it is vital to the economic and social wellbeing of our community.
Our first Transport asset Management Plan was published in 2011. Since then we have embraced the principles of asset management. This has provided a strategic approach for the optimal allocation of resource to manage and maintain the highways infrastructure to meet the needs of our community.
This plan sets out our policy and strategy for highway asset management. It builds on the previous plan, reflecting the latest asset management guidance and practice. The objectives of the HAMP contribute to the objectives set down in the Corporate Plan 2016 – 2020 and the Local Transport Plan 3 2011 – 2026.
The objectives of the Highways Asset Management Plan are to:
• Minimise whole life costs through better planning; • Improve customer satisfaction; • Improve transparency in decision making; • Inform decision making; and • Decrease financial, operational and legal risk.
The Government, and the Department for Transport (DfT), has placed a greater emphasis on the need for asset management, demonstrated through the requirements of the Whole of Government Accounts and the DfT Incentive Fund. The HAMP addresses improvement areas to optimise our funding allocations.
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Appendix 1
Contents Page
FOREWORD 2 EXECUTIVE SUMMARY 3
1.0 INTRODUCTION 5
2.0 ASSET MANAGEMENT FRAMEWORK 5 3.0 COMMUNICATIONS 7 4.0 ASSET MANAGEMENT POLICY AND STRATEGY 8 5.0 PERFORMANCE MANAGEMENT FRAMEWORK 9 6.0 ASSET DATA MANAGEMENT 9 7.0 LIFECYLE PLANNING 10 8.0 WORKS PROGRAMMING 10 9.0 LEADERSHIP AND COMMITMENT 11 10.0 THE CASE FOR ASSET MANAGEMENT 11 11.0 COMPTENCIES AND TRAINING 11 12.0 RISK MANAGEMENT 12 13.0 ASSET MANAGEMENT SYSTEMS 12 14.0 PERFORMANCE MONITORING 12 15.0 BENCHMARKING 13 16.0 ASSET MANAGEMENT PLAN FOR 14 CARRIAGEWAYS 17.0 ASSET MANAGEMENT PLAN FOR FOOTWAYS 15
18.0 ASSET MANAGEMENT PLAN FOR CYCLEWAYS 16 19.0 ASSET MANAGEMENT PLAN FOR STRUCTURES 17 20.0 ASSET MANAGEMENT PLAN FOR HIGHWAY 18 LIGHTING 21.0 ASSET MANAGEMENT PLAN FOR TRAFFIC 19 MANAGEMENT SYSTEMS
22.0 ASSET MANAGEMENT PLAN FOR DRAINAGE 20 23.0 ASSET VALUATION 21 Appendix A – Highways Asset Management Risk Register 22
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1.0 INTRODUCTION
1.1 Highway infrastructure is vital to the social and economic well-being of Rutland. It is our largest asset with an estimated gross replacement cost of approximately £680M (Whole of Government Accounts (WGA) report 2015/16) for paved areas.
1.2 The HAMP is developed in accordance with the recommendations set out in the HAMP guidance published by the Highways Maintenance Efficiency Programme (HMEP) in 2013, and other associated and recommended guidance.
1.3 This plan sets out our approach to asset management. It defines the policy, strategy and plan to delivery our obligations and objectives.
1.4 We define highway infrastructure asset management as:
“A strategic approach that identifies the optimal allocation of resources for the management, operation, preservation and enhancement of highways infrastructure to meet the needs of current and future customers”
1.5 The objectives of the HAMP are to:
Minimise whole life costs through better planning;
Improve customer satisfaction;
Improve transparency in decision making;
Inform decision making;
Decrease financial, operational and legal risk.
2.0 ASSET MANAGEMENT FRAMEWORK
2.1 For the HAMP to be effective, robust and easily communicated an Asset Management Framework (AMF) has been developed in line with best practice guidance. The framework visually presents the relationships between asset management, national and local influences and the dependencies that are in place to deliver these services. This is approved and supported by senior decision makers and will ensure continual improvement to our highway asset management.
2.2 In the diagram below the ‘Context’ section lists the policies, guidance and constraints within which the local highway service is delivered.
2.3 ‘Planning’ describes the policies and strategies to be implemented.
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2.4 ‘Enablers’ identify the systems and processes that support the implementation of the asset management framework.
2.5 ‘Delivery’ describes the mechanisms in place to ensure the delivery of the overall policy and strategy and establishes a structture for continual improvement.
Note: OPEX = Operational Expendituure
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3.0 COMMUNICATIONS
3.1 Actively communicating and engaging with relevant stakeholders is crucial to the transparent implementation of our HAMP.
3.2 By implementing a two way communication process we will further enhance our understanding of our stakeholder needs and expectations, which also allows them to become increasingly aware of our commitment to highway asset management.
3.3 In support of our commitment to engaging with our stakeholders a stakeholder communication plan has been developed, which also relates to their role in the Asset Management Framework.
Stakeholder Communications Asset Management Framework Plan Stakeholder Context Planning Enablers Delivery RCC Members Approval Approval In Weekly and and accordance publication. publication. with Council Revisions as Revisions as cycle. required. required. RCC Residents Consultation Consultation As as required as required appropriate Rutland Parish Consultation Consultation As As relevant Councils as required as required appropriate to the parish Interest Groups Consultation Consultation Annually Annually as required as required Member of Consultation Consultation Consultation Consultation Parliament as required as required as required as required RCC Staff As As appropriate appropriate Emergency Consultation Consultation As Services as required as required appropriate Media Press Press Press Press releases releases releases releases Neighbouring As Authorities appropriate
3.4 In implementing our communications plan we will adopt the following principles:
All stakeholders will be kept informed of work on the network that will potentially affect them; We will use a variety of communications channels, including social media, to communicate with all media, residents, communities,
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voluntary and other public sector partners, stakeholders and businesses; We will use plain English, avoiding technical and engineering terms to residents; We will safeguard and maintain the reputation of the Council; We will demonstrate our ethical duty to be open and transparent.
3.5 In pursuit of our aim to be open and transparent we will publish the relevant highways policies, strategies, plans and work programmes on our public website. The website will be reviewed and updated on a regular basis.
4.0 ASSET MANAGEMENT POLICY AND STRATEGY
4.1 A critical component of the HAMP is the development of an asset management policy and strategy, which align with the corporate vision.
4.2 The policy is an overarching document which aligns with our Corporate Plan and Local Transport Plan (LTP) 3 objectives.
4.3 The strategic aims developed during the wide consultation on the Council’s Corporate Plan and LTP 3 are fully understood and integrated into the policy.
4.4 Our Highway Asset Management Policy is to:
Maintain a resilient highway network and minimise delays and congestions in order to support the existing and future social and economic needs of Rutland;
Manage existing highway assets in an environmentally friendly way and minimise adverse impacts on quality of life, and at the same time reduce our carbon emissions;
Ensure safe use of the highways infrastructure for our residents and visitors;
Improve quality of life for the residents and visitors of Rutland by providing a connected, reliable and safe highway network.
4.5 Our Highway Asset Management Strategy is to:
Minimise whole life costs through better planning;
Improve customer satisfaction through defined levels of service;
Improve transparency in decision making;
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Appendix 1
Make informed decisiion making;
Decrease financial, operational and legal risk.
5.0 PERFORMANCE MANAGEMENT FRAMEWORK
5.1 A clear and accessible performance management framework has been developed which supports the asset management strategy.
5.2 A series of national, regional and Rutland specific measures are used within this framework too identify areas of good performance and those in need of improvement.
5.3 Performance monitoring is covered in Section 14.0.
6.0 ASSET DATA MANAGEMENT
6.1 We will continue to utilise asset management data systems that comply with national recommendations.
6.2 Asset data is collected by internal and external resources. We will verify all data as follows:
Visual inspection data – Annual in-house random sample peer review, additional external reviews may be instructed at the discretion of the Senior Highways Manager; All pavement condition data recorded on the Horizons software – Annual external audit; SCANNER condition data – Internal QA audit withinn one month of receipt.
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6.3 Asset data held on our behalf by other authorities will be subject to the validation and audit procedures of those authorities.
7.0 LIFECYLE PLANNING
7.1 Lifecycle planning is the economic viability of an asset, or group of assets, over their entire lifespan. This provides clarity and oversight of the specific costs associated with implementing, maintaining and terminating each asset.
7.2 To date forward programming has been carried out on a condition needs basis to develop a 5 year rolling programme.
7.3 During the life of this HAMP we will develop a lifecycle planning approach to enable effective long term investment decisions to be made. This will build on the initiatives we are currently undertaking in respect to structures.
7.4 Our methodology will be based on “The Lifecycle Planning Toolkit” published by HMEP in November 2012.
7.5 Our strategy for all asset types will be to undertake preventive maintenance to extend the life of the asset.
7.6 The implementation of an effective lifecycle plan will support investment decisions and substantiate the need for appropriate and sustainable long term investment.
7.7 Lifecycle plans will be developed for the following asset types:
Carriageway; Footways Cycleway; Structures; Signals; Signs; Lighting; Markings; and Drainage.
7.8 The lifecycle plans will be monitored and updated by the Senior Highways Manager and the Portfolio Holder for Places (Highways, Environment, Transport and Community Safety) and Market Towns.
8.0 WORKS PROGRAMMING
8.1 A rolling medium term, i.e. 3 – 5 years, works programme for all asset types will be established and regularly updated. This will include both
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routine and planned maintenance works. Reactive (safety/emergency) works will be added as necessary.
8.2 This programme will be made available to the public and other stakeholder on our public website and other forums, following Cabinet approval.
9.0 LEADERSHIP AND COMMITMENT
9.1 Our senior decision makers have demonstrated their leadership and commitment to highway asset management by:
Adopting and endorsing this HAMP, including the Policy and Strategy; Annual budget setting at Council; Annual review of performance management at Cabinet; Annual review and approval of the rolling programme at Cabinet.
10.0 THE CASE FOR ASSET MANAGEMENT
10.1 The short, medium and longer term benefits of highway infrastructure asset management are widely understood and adopted by the industry.
10.2 Asset management supports the transparent allocation of capital investment for asset maintenance and development. It also justifies diverting and reallocating funds for particular assets.
10.3 The DfT Incentive Fund self-assessment questionnaire highlights the importance of asset management plans. In total 8 of the 22 questions relate to asset management. This HAMP addresses the themes of those questions.
11.0 COMPTENCIES AND TRAINING
11.1 The specific competencies necessary to successful implementation of our asset management have been identified. This will be monitored and updated by the Senior Highways Manager and the Portfolio Holder for Places (Highways, Environment, Transport and Community Safety) and Market Towns.
11.2 Both internal and external resource will be evaluated against these core asset management competencies to ensure Rutland has the right people in the right place to deliver its service.
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11.3 Personal development plans for staff will be linked to the required competencies and appropriate training identified as necessary to link with our business need.
12.0 RISK MANAGEMENT
12.1 Our approach to risk management follows the guidance contained in the HMEP Asset Management Guidance and the UKRLG Codes of Practice (10, 11, 12 and 13).
12.2 The risks have been categorised at three levels: Corporate Strategic and Tactical Operational.
12.3 A risk register has been developed and approved by Cabinet. The nominated overall owner of the register is the Senior Highways Manager. All identified risks will be managed to minimise their impact on Rutland and the management of the highway assets.
12.4 The risk register is shown in Appendix A.
13.0 ASSET MANAGEMENT SYSTEMS
13.1 For asset management to be effective it must be supported by quality data. A number of commercial off the shelf (COTS) systems are available that provide a range of functionality to support the asset management process. We have selected Horizons to be our prime asset management system. This is compliant with the requirements of UKPMS and other national standards and guidance.
13.2 Investigations are currently in hand to identify systems, to compliment Horizons for the management of visual condition (safety) inspections data.
13.3 Other asset management systems for defined asset types are detailed in Sections 16.0 to 22.0 later in this document.
14.0 PERFORMANCE MONITORING
14.1 Within the context of our performance management framework (Section 5.0) we will monitor our performance in achieving the asset management policy and strategy as set out in Section 4.0.
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14.2 The monitoring will consist of:
Strategic Monitoring – An annual audit to assess that the strategic outcomes are being achieved and that the approach to asset management has been documented and implemented. This will be carried out in conjunction with the completion of the DfT Incentive Fund self-assessment questionnaire and incorporate the results of the annual customer survey. An action plan will be prepared to address any issues arising and reported to Cabinet.
Performance Measures – A combination of national, regional and local measures will be used:
o Annual RCC Customer Survey – Reported to Cabinet Annually; o DfT annual condition data submission - Reported to Cabinet Annually; o DfT Incentive Fund questionnaire scoring – Reported to Cabinet Annually; o Midland Highway Alliance Term Maintenance performance indicators – Reviewed with the Term Contractor monthly, reported to Cabinet annually; o Rutland performance measures - Reviewed monthly by the highways Senior Manager, Director for Places and Portfolio Holder; reported to Cabinet annually.
15.0 BENCHMARKING
15.1 Benchmarking will be carried out at national, regional and local levels.
15.2 National: DfT Incentive Fund questionnaire scoring; DfT annual condition data submission.
15.3 Regional: DfT Incentive Fund questionnaire scoring; DfT annual condition data submission; Midland Highway Alliance Term Maintenance performance indicators.
15.4 Local: Rutland performance measures; DfT annual condition data submission.
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Appendix 1
16.0 ASSET MANAGEMENT PLAN FOR CARRIAGEWAYS 2007/08 16.1 Asset management of the carriageways will follow the principles of the Code of Practice for Highways Maintenance Management published by the UK Roads Liaison Group (UKRLG) (July 2005) and the Potholes Review published by the HMEP (July 2013).
16.2 The local road hierarchy and variations to the code of practice will published on the Rutland public website.
16.3 The road hierarchy adopted, in accordance with national standards, is:
Strategic/Main Distributor Secondary Distributor Link Road Local Access Road
The road hierarchy may not follow the road classification, but is based on Rutland’s social and economic needs.
16.4 The carriageway inventory and condition data will be maintained on the Horizons asset management system.
16.5 Condition data will be collected by:
SCANNER Survey - 100% of strategic/main distributor, secondary distributor and link roads per annum; Course Visual Inspection (CVI) – Approximately one third of the network per year; Sideways-force Coefficient Routine Investigation Machine (SCRIM): Approximately one third of the strategic/main distributor and secondary distributor road network per annum.
16.6 Local access roads that serve bus routes, schools, hospitals or have a high percentage of HGV usage will be regarded as a link road for the collection of condition data.
16.7 Our strategy will be to identify and prioritise planned works to maintain the network at the following levels:
Percentage of carriageway where Road Hierarchy planned maintenance is required Strategic/Main Distributor No more than 5% Secondary Distributor No more than 10% Link Road No more than 20% Local Access Road No more than 30%
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17.0 ASSET MANAGEMENT PLAN FOR FOOTWAYS
17.1 Asset management of footways will follow the principles of the Code of Practice for Highways Maintenance Management published by the UK Roads Liaison Group (UKRLG) (July 2005).
17.2 The footway inventory and condition data will be maintained on the Horizons asset management system.
17.3 The completeness of the footway inventory requires to be validated. A programme to validate the footway and cycleway inventory (location, length and width) will be carried out in conjunction with the condition inspections, over the next full cycle of inspections.
17.4 Footways will be inspected by coarse visual inspections (CVIs). The condition of footways will be assessed in accordance with the requirements of the Footway Network Survey.
17.5 The frequency of inspections will be determined by the functionality and scale of use of the footways.
17.6 Our strategy will be to identify and prioritise planned works to maintain the network at the following levels:
Percentage of Footway where Footway Hierarchy planned maintenance is required
Primary Walking Route No more than 5%
Secondary Walking Route No more than 10%
Link Footways No more than 15%
Local Access Footways (paved) No more than 20%
17.7 Maintenance requirements for public rights of way are not covered by this plan.
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18.0 ASSET MANAGEMENT PLAN FOR CYCLEWAYS
18.1 Asset management of cycleways will follow the principles of the Code of Practice for Highways Maintenance Management published by the UK Roads Liaison Group (UKRLG) (July 2005).
18.2 The cycleway inventory and condition data will be maintained on the Horizons asset management system.
18.3 The completeness of the cycleway inventory requires to be validated. A programme to validate the footway and cycleway inventory (location, length and width) will be carried out in conjunction with the condition inspections, over the next full cycle of inspections.
18.4 Cycleways will be inspected by coarse visual inspections (CVIs). The condition of footways will be assessed in accordance with the requirements of the Footway Network Survey or the carriageway over which they exist.
18.5 The frequency of inspections will be determined by the functionality and scale of use of the cycleways.
18.6 Our strategy will be to identify and prioritise planned works to maintain the network at the following levels:
Percentage of Cycleway where Cycleway Hierarchy planned maintenance is required Category A No more than 5% Category B No more than 15% Category C No more than 20%
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19.0 ASSET MANAGEMENT PLAN FOR STRUCTURES
19.1 Asset management of structures will follow the principles of the Code of Practice for Management of Highways Structures published by the UK Roads Liaison Group (UKRLG) (August 2013) and the ADEPT Bridge Condition Indicators (BCI).
19.2 Under a Service Level Agreement asset management of the highway structures is undertaken by Leicestershire County Council (LCC). This includes maintenance of records, condition inspections and the identification and prioritisation of planned works.
19.3 In accordance with the Design Manual for Roads and Bridges, Volume 3, Section 1, Part 4, BD 63/07 we have undertaken a risk assessment for the principal inspection interval for each structure. The principal inspection intervals will be not less than six years and not greater than 12 years. The risk assessment for each structure will be reviewed following the principal inspection.
19.4 Whilst there is a backlog of minor repairs to structures, dependent on prioritisation and funding, there are no major issues relating to the structures. Our asset management strategy for highways structures is therefore to maintain all structures in a steady state.
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20.0 ASSET MANAGEMENT PLAN FOR HIGHWAY LIGHTING
20.1 Asset management of highway lighting will follow the principles of the Code of Practice for Highways Lighting Management published by the UK Roads Liaison Group (UKRLG) (August 2013) and Rutland County Council Street Lighting Policy (February 2016).
20.2 The highway lighting inventory is recorded on an Excel spreadsheet and MapInfo (GIS system), including lamp type, column height, column type and column age.
20.3 Condition inspections will be in accordance with the recommendations of the Code of Practice.
20.4 Our asset maintenance strategy will be to:
Where identified from the condition surveys undertake a planned programme of column replacement;
To undertake a programme to replace existing lamps with LED lamps;
To implement a bulk lamp change for non-LED lamps on a three year cycle.
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21.0 ASSET MANAGEMENT PLAN FOR TRAFFIC MANAGEMENT SYSTEMS
21.1 Asset management of traffic management systems will be in accordance with the Design Manual for Roads and Bridges, Volume 8, Section 1, Part 2, TA 84/06, Code of Practice for Traffic Control and Information Systems for All-Purpose Roads (February 2007).
21.2 Under a Service Level Agreement (SLA) asset management of the traffic management systems is undertaken by Leicester City Council (LC). This includes maintenance of records, condition inspections and the identification and prioritisation of planned works.
21.3 Inventory and condition data is collected by LC, or contractors appointed on their behalf, and records maintained in Excel format.
21.4 A programme of traffic management system replacement has been undertaken and currently there are no planned works. This will be monitored and reviewed in the light of the annual condition survey by LC who will advise the Senior Highways Manager of any changes.
21.5 Our asset maintenance strategy is to maintain all traffic management systems in a steady state.
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22.0 ASSET MANAGEMENT PLAN FOR DRAINAGE
22.1 Asset management of highway drainage will follow the principles of the Guidance on the management of Highway Drainage Assets published by the HMEP (November 2012).
22.2 Gully inventory data is managed on the Kaarbon Tech GIS system. The completeness of other drainage asset data requires to be validated. Collection of further drainage asset data will be collected, as required, during the execution of works on the drainage system, for example, repairs, jetting, and CCTV. Priority will be given to GIS mapping the location of manholes, inspection chambers and outfalls to watercourses.
22.3 Our drainage asset maintenance strategy is to maintain the highway drainage system in a steady state, to mitigate the risk due to flooding.
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23.0 ASSET VALUATION
23.1 Valuation of our highway asset is a requirement for Whole of Government Accounts. The valuation is based on the guidance issued by the HM Treasury.
23.2 The asset valuation for 2015/16 was in the order of £680 million pounds. This is based on the valuation of carriageways, footways and cycleways, where sufficiently robust asset data exists.
23.3 For the submission of future asset valuations we will include other assets where robust data exists or there is a cost benefit in collecting data.
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APPENDIX A
Asset Management Risk Register
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Rutland County Council ‐ Highways Asset Management Risk Register
Overall owner: Senior Highways Manager
Ref Risk Uncontrolled Score Risk Control Measure Owner Controlled Risk Score Consequence Likelihood Risk Consequence Likelihood Risk Corporate C1 Overall Authority Approval of Portfolio owner / priorities result in Highways Asset Senior Highways inadequate ffunding to Management Plan Manager Medium Medium 12 Medium Very low 6 manage to highway and robust approach assets to the required to lifecycle planning level C2 Business interruption Emergency planning Emergency Medium Low 9 / business continuity planning officer / Medium Very low 6 planning in place IT Manager Strategic and Tactical S1 Buy‐in of decision makers Asset management Senior Highways and key stakeholders to framework and Manager the approacch for Medium Low 9 communications Medium Very low 6 highways asset plan management S2 Inadequate funding to HAMP in place Senior Highways
maintain the highway Manager High Medium 16 High Very low 8 asset to the required Incentive Fund Senior Highways
level. action plan in place Manager S3 Completeness of asset Key asset data Senior Highways data does not facilitate Medium Medium 12 identified Manager Medium Low 9 informed decision making S4 Insufficient resource Competency Matrix Senior Highways (including skills and in place Manager Medium Low 9 Medium Very low 6 capabilities) to deliver the required service.
Appendix 1
Ref Risk Uncontrolled Score Risk Control Measure Owner Controlled Risk Score Consequence Likelihood Risk Consequence Likelihood Risk S5 Not achieving a DfT Incentive Fund Senior Highways 9 Incentive Funding Band 2 Medium Medium 12 action plan in place Manager Medium Low
score S6 Legal Defence under Appropriate policies Senior Highways Section 58 of the High Medium 16 and procedures in Manager High Very low 8 Highways Act place Operational O1 Untimely procurement of Use of MHA Senior Highways services procurement models Manager Medium Medium 12 Medium Very low 6 Use of MHA PSP2 Senior Highways framework Manager O2 Asset failure Asset condition Senior Highways Severe Low 15 inspection regime in Manager Severe Very low 10 place O3 Supply chain failure to Project and contract Senior Highways deliver services High Low 12 management control Manager High Very low 8 procedures in place
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Risk Qualitative Matrix
Likelihood of Event Consequence of Event Occurring Occurring Negligible Low Medium High Severe Negligible 1 2 3 4 5
Very Low 2 4 6 8 10
Low 3 6 9 12 15
Medium 4 8 12 14 20
High 5 10 15 20 25
Low Key to Risks Medium High
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A large print version of this document is availabble on request
Rutland County Council Catmose, Oakham, Rutland LE15 6HP
01572 722 577 [email protected] www.rutland.gov.uk
Appendix 2 Strategic Consultancy Submitted to: Submitted by:
AECOM Rutland Council 12 Regan Way Catmose Chetwynd Business Oakham Park Rutland Chilwell LE15 6HP Nottingham NG9 6RZ United Kingdom
Rutland County Council
Review of the Highways Asset Management Plan
First Draft AECOM Rutland County Council Appendix 2Page i
Prepared by: Peter Waters Checked by: Jeff White Associate, Strategic Consultancy Technical Director, Strategic Consultancy
Approved by: Steve Finnie Technical Director, Strategic Consultancy
Rev No Comments Checked Approved Date by by
1 JW SF 07/06/2016
12 Regan Way, Chetwynd Business Park, Chilwell, Nottingham, NG9 6RZ, United Kingdom Telephone: 0115 9077159 Website: http://www.aecom.com
Job No Reference Date Created 60501443 Rutland County Council Asset Management Support 18 May 2016
Review of the Highways Asset Management Plan May 2016
AECOM Rutland County Council Appendix 2Page ii
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Review of the Highways Asset Management Plan May 2016
AECOM Rutland County Council Appendix 2Page iii
Executive Summary
The new DfT Highways Maintenance Funding formula and Incentive Funding allocation for 2015/16 – 2020/21 has placed increasing emphasis on the implementation of effective asset management practices within the local authority environment, with a significant percentage of “incentive” funding to be distributed according to the level of asset management implementation across their respective services.
Question 1 of the DfT Incentive Funding Questionnaire, “Does your local authority have an asset management policy and strategy for its highway infrastructure?” requires that a Highways Asset Management Plan (HAMP) has been either published or reviewed and updated in the last 24 months to achieve a level 2 score. A level 1 score for this question automatically results in an overall level 1 score for the authority.
The existing Rutland County Council (Rutland CC) HAMP was published in 2011 to the recommendations of the County Surveyors Society (now ADEPT). The HAMP has not been reviewed or updated since publication.
More recent guidance for the structure and format of a HAMP was published by the UK Roads Liaison Group, Highways Infrastructure Assessment Management Guidance Document, in 2013.
This report recommends that a new HAMP is published by Rutland CC, following the Highways Infrastructure Assessment Management Guidance Document recommendations, rather than attempt to review and update the existing document.
This will enable RCC to progress from a DfT Incentive Funding self-assessment questionnaire score of level 1 to level 2, whilst providing RCC a robust platform on which to base its’ asset management decisions.
A suggested structure for the new document is presented in Section 5.
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Contents
Executive Summary ...... iii 1 Introduction ...... 1 2 Approach ...... 2 3 Review Findings ...... 3 4 Recommendations...... 6
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1 Introduction
Rutland County Council (Rutland CC) is seeking to improve its asset management capabilities and DfT Incentive Funding Self-Assessment score. Rutland CC is currently achieving a score of level 1 and aspire to achieve an overall level 2 score in their next submission, for the 2017/2018 funding allocations. The detail for the next submission has yet to be announced by the DfT.
AECOM has been commissioned by Rutland CC through the Midland Highways Alliance PSP 2 framework to provide asset management support for achieving their strategic objectives.
Currently the scope of the support covers four areas:
Review of the Highways Asset Management Plan (HAMP);
Incentive Fund Questionnaire Review and Gap Analysis;
Review of Recording Highways Inspections; and,
Review of Horizons and Works Programmes.
This report relates to the Review of the Highways Asset Management Plan (HAMP). The report makes recommendations for actions to update the HAMP.
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2 Approach
AECOM has undertaken an independent review of the current Rutland CC Transport Asset Management Plan against the guidance laid down in the Highways Infrastructure Assessment Management Guidance Document, published by the UK Roads Liaison Group and the principles of ISO 55000.
The methodology for undertaking the review followed:-
Review the existing Rutland CC Transport Asset Management Plan o Standard / Guidance applicable to the document; o Applicable review dates; o Content coverage / structure; Identify recommendations of Highways Maintenance Efficiency Programme (HMEP) and other asset management good practice Define actions required.
The original brief required the production a gap analysis for the current Rutland CC documentation against the current guidance and standards and the development of an action plan to address the gaps identified. Following discussions with Rutland CC after an initial review of the document, it was agreed the gap analysis and action plan to address the gaps were not required.
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3 Review Findings
The existing HAMP is entitled “The Transport Asset Management Plan” and was published in 2011. It was prepared in accordance with the recommendations set out in the “Framework for Highways Asset Management” published by the County Surveyors Society (now ADEPT) in 2004.
The document has not been reviewed or updated since publication.
The document is structured as follows;
1. Introduction
2. Inventory
3. Levels of Service
4. Performance Gaps
5. Lifecycle Plans
6. Decision Making
7. Implementation Plan
The existing Transport Asset Management Plan was prepared based on the best information available at the time. There are gaps in the methodologies, data and asset types included, which were to be addressed in the Implementation Plan development programme.
Whilst the Highways Infrastructure Asset Management Guidance Document (HIAMGD) was only published two years after the TAMP it reflects the gathering maturity of highways asset management and PAS 55, later to be incorporated into ISO 55000, Asset Management.
The HIAMGD recommends that an Asset Management Plan should contain;
Section Heading Section Content Gap Analysis with TAMP
Executive Summary A summary of the key results of the There is no Executive Summary HAMP in terms of the investment required with the various assets broken down by each year of the HAMP period. It should also illustrate the financial profile for predicted asset performance and the funding required. It should be written and presented in a manner that is appropriate for senior decision makers and non-technical readers.
Introduction Provides the background to the HAMP Does not cover the funding including purpose, historical context arrangements, relationship with all including budgets, funding/financing relevant organisational documents, arrangements, relationship with other key roles and responsibilities, organisational documents, a summary definitions of the key asset types of key roles and responsibilities and covered or a brief description of the definitions of the asset types covered. following sections. A brief description of each section of the HAMP and their contents should also be included.
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Section Heading Section Content Gap Analysis with TAMP
Asset Management Policy, Strategy A summary the strategic goals and There are no clear asset management and Levels of Service levels of service that are relevant to policy, strategy and levels of service. the HAMP.
Performance Management A description of the performance There are no clear performance measures in order to monitor measures to monitor performance performance against its levels of against the asset management policy, service. This section should also strategy and levels of service. provide details of current and any expected changes in future network demand and any adaptation to environmental changes through the impact of climate change that are likely to impact on the performance required.
Asset Information and Data A summary of the assets included and The TAMP only covers carriageways, excluded, providing explanations for bridges, footways and cycleways and any exclusion. The summary should street lights. Estimates of quantity include a breakdown of assets by have been made for carriageways and type, group, sub-group and footways and cycleways based on OS components. Ideally visualisation data. The approach to data collection, should be provided for each asset condition monitoring and data strategy type/group to describe construction or is not covered. renewal dates, material types and other important asset characteristics. This section should also document the approach for collecting data and monitoring the condition of the assets, including any data strategy.
Lifecycle Planning The approach adopted for lifecycle The TAMP states that Lifecycle plans planning should be documented. It are required. should include; the assumptions made including cost/unit rates used, There is no approach to lifecycle performance requirements, planning documented. maintenance needs, the decision making process e.g. minimising whole life costs, the proposed maintenance strategy, including the treatment strategy and the timing of interventions. Visual displays of work quantities and costs per year for each asset group and sub-group should also be provided.
Investment Strategies Details of the funding required to There is no investment strategy, but deliver the lifecycle plan, the forward the document does refer to the LTP and annual works programme, capital maintenance block and including the amounts needed to revenue funding. sustain the current and enhanced levels of performance if appropriate. The breakdown of the financial plan should align with the work types and volumes. The plan should also include the impact of different levels of funding on network performance, whole life costs, etc. It should provide information to support the budgets
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Section Heading Section Content Gap Analysis with TAMP
required for managing the asset.
Work Programming Work required to manage and operate Capital works programme for the the network at the required period of the TAMP are given. There performance levels. The section is no supporting information. summarises how the works programme was developed and prioritised and describe the work volumes (by asset type, group and subgroup), work type and phasing (by year of the HAMP period).
Overall risk implications of the plan Details of the risks in managing The TAMP states that risk assessment highway infrastructure assets. This will be carried out as part of each includes risk to individual assets, lifecycle plan and the areas of risk to including critical assets and how these be covered. There is no detailed risks are being mitigated. It should assessment of risk in the Plan. also link to the corporate approach to risk management. In addition it also includes risks to overall delivery of the plan.
Performance monitoring Details of how the HAMP performance Not covered. will be monitored and the results fed back into the asset management planning process. It can also identify potential improvements and how they will be managed.
Appendices – as required. More detailed information to support There are no appendices with the HIAMP as relevant. supporting information.
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4 Recommendations
The existing Transport Asset Management Plan was prepared in accordance with the recommendations of the “Framework for Highways Asset Management” which has since been superseded by the Highways Infrastructure Asset Management Guidance Document. The existing Transport Asset Management Plan has not been revised or updated since publication in 2011 and covered the period 2011 to 2013 and is therefore now outdated.
The DfT Incentive Funding requires an Asset Management Plan to have been reviewed and updated within the last 24 months prior to submission of the self-assessment questionnaire.
Current asset management guidance recommends a more robust approach for Highway Asset Management Plans.
It is recommended that a new HAMP is produced following the guidance set down in the Highways Infrastructure Asset Management Guidance Document;
A suggested structure for the new HAMP is given below. Based on good practice it is an enhancement on the Highways Infrastructure Asset Management Guidance Document and will address the issues identified in the Incentive Funding Questionnaire and Gap Analysis report. The chapter headings content should be tailored to suit the needs of Rutland County Council.
Chapter
1 Executive Summary
2 Introduction
3 Asset Management Framework
4 Communications
5 Asset Management Policy & Strategy
6 Performance Management Framework
7 Asset Data Management
8 Lifecycle Planning
9 Works Programming
10 Leadership and Commitment
11 The Case for Asset Management
12 Competencies and Training
13 Risk Management
14 Asset Management Systems
15 Performance Monitoring
16 Benchmarking
17 Asset Management Plan for Carriageways
18 Asset Management Plan for Footways and Cycleways
19 Asset Management Plan for Structures
20 Asset Management Plan for Highway Lighting and Traffic Management Systems
21 Asset Management Plan for Drainage
22 Asset Valuation
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Appendix 2
About AECOM
AECOM (NYSE: ACM) is a global provider of professional technical and management support services to a broad range of markets, including transportation, facilities, environmental, energy, water and government. With approximately 100,000 employees around the world, AECOM is a leader in all of the key markets that it serves. AECOM provides a blend of global reach, local knowledge, innovation, and collaborative technical excellence in delivering solutions that enhance and sustain the world’s built, natural, and social environments. A Fortune 500 company, AECOM serves clients in more than 100 countries and has annual revenue in excess of $6 billion.
More information on AECOM and its services can be found at www.aecom.com.
AECOM 12 Regan Way Chetwynd Business Park Chilwell Nottingham NG9 6RZ United Kingdom
Appendix 3
Indicative incentive element by “band” of self-assessment
Total needs/formula Band 3 (highest Band 2 (medium allocation (£) band = 100% of band =100% of Band 1 (lowest band announced in December maximum maximum = 100% of maximum Rutland UA 2014 incentive) incentive) incentive) 2015-16 1,907,000 2016-17 1,748,000 106,000 106,000 95,000 2017-18 1,696,000 159,000 143,000 95,000 2018-19 1,535,000 320,000 224,000 96,000 2019-20 1,535,000 320,000 160,000 32,000 2020-21 1,535,000 320,000 96,000 0 1,224,000 728,000 318,000
Report No: 202/2016 PUBLIC REPORT CABINET
15th November 2016 HIGHWAYS CAPITAL MAINTENANCE FUNDING
Report of the Director for Places (Environment, Planning & Transport)
Strategic Aim: Sustainable growth. Key Decision: Yes Forward Plan Reference: If not on Forward Plan: Chief Executive Approved 28/10/2016 Scrutiny Chair Approved 28/10/2016 Exempt Information No Cabinet Member(s) Tony Mathias Responsible: Portfolio Holder for Places (Highways, Environment, Transport and Community Safety) and Market Towns Contact Officer(s): Dave Brown , Director for Places Tel: 01572 758461 (Environment, Planning & Transport), [email protected] Places Neil Tomlinson, Senior Highways Tel: 01572 758342 Manager [email protected] Ward Councillors Oakham North West - Mr R Gale and Mr A Mann Ryhall and Casterton - Mr C Parsons and Mr D Wilby
DECISION RECOMMENDATIONS That Cabinet: 1. Approves the completion of additional Capital Maintenance Works in the 2016-17 financial year at Manor Lane, Barleythorpe and The Drift, Ryhall, totalling £280k, using savings from previous 2016-17 schemes. 2. Authorises the Director for Places (Environment, Planning & Transport), in consultation with the Cabinet Member with the portfolio for Highways, to utilise savings made within programmed Capital Maintenance schemes for works from the approved indicative Capital maintenance programme or other schemes defined as essential to highway safety.
1. PURPOSE OF THE REPORT
1.1 To seek Cabinet approval for the utilisation of £280k of savings from the 2016-17 maintenance schemes for use on further Capital maintenance works.
2. BACKGROUND AND MAIN CONSIDERATIONS
2.1 The Highways Capital Maintenance Programme was approved by Cabinet on 15th March 2016 (report 01/2016) with maintenance spend of circa £550k.
2.2 Through continued collaboration and involvement with our Term Service provider, further investigative work on two of the sites resulted in significant savings to the initial target costs that were used to formulate the initial programme.
2.3 Clipsham – The required construction depth was reduced through the adoption of proprietary materials, resulting in a saving on material costs and scheme duration, thereby saving £98k.
2.4 A6121, Essendine – Full reconstruction was planned, however following further investigation it was possible to reduce the depth of construction, reducing material costs and delivery time, thereby saving £200k.
2.5 Schemes have been worked up using an in-situ recycling process to carry out full repairs to Manor Lane, Barleythorpe (£180k), and The Drift, Ryhall (£98K), totalling just under £280k. This will ensure a carriageway life of around 20 years.
2.6 A full programme of works for 2017-18 and a forward programme to 2019-20 will be brought to Cabinet in early 2017.
3. CONSULTATION
3.1 Consultation has taken place with the Ward Member, and residents on The Drift, Ryhall, who have raised serious concerns over the poor condition of the access to their property.
3.2 Manor Lane Barleythorpe was identified as in very poor condition by the highway inspector during routine safety inspections.
4. ALTERNATIVE OPTIONS
4.1 Do nothing. This would result in a significant under spend on this years’ Capital maintenance programme. The areas for the proposed schemes would deteriorate further, generating more complaints and potentially cost significantly more to repair at a later date.
4.2 Undertake the works in 2017-18. The areas for the proposed schemes would deteriorate further over winter, and potentially cost more to repair.
5. FINANCIAL IMPLICATIONS
5.1 Do nothing – The funding is not ring fenced and could be used elsewhere in the authority, although the Council has to demonstrate where the highway capital maintenance allocation and incentive fund allocations have been spent. The saving could be carried forward into the 2017-18 Capital Maintenance Programme. Additional funding would be required to redress further deterioration. The full extent of additional funding would only be known after winter. Up to £10k/site could be spent on temporary repairs, with no guarantee of longevity.
5.2 Carrying out the works in a planned, target costed manner before winter will result in reduced ongoing maintenance costs for both sections of road for up to 20years, and lessen the likelihood of insurance claims along both sections of the network.
5.3 Any remaining savings will be reported on at the end of Quarter 3 and a request made to carry the funds forward to 2017-18.
6. LEGAL AND GOVERNANCE CONSIDERATIONS
6.1 The Highways Act 1980 places a duty on the council to maintain the public highway under section 41. Breach of this duty can render the council liable to pay compensation if anyone is injured as a result of failure to maintain it. There is also a general power under section 62 to improve highways
6.2 In accordance with Financial Procedure Rules, Cabinet must approve any changes up to £1million in the Capital programme.
7. EQUALITY IMPACT ASSESSMENT
7.1 An Equality Impact Assessment (EqIA) Screening has been completed. No adverse issues were found. A copy of the EqIA Screening can be obtained from Neil Tomlinson, Senior Highways Manager.
8. COMMUNITY SAFETY IMPLICATIONS
8.1 Maintaining the highway will contribute towards road safety.
9. HEALTH AND WELLBEING IMPLICATIONS
9.1 There are no Health & Wellbeing implications.
10. CONCLUSION AND SUMMARY OF REASONS FOR THE RECOMMENDATIONS
10.1 It is recommended that Cabinet approve the spend of £280k on the undertaking of the schemes to Manor Lane, Barleythorpe, and The Drift, Ryhall, to prevent the further deterioration of both sections of highway and improve the road quality for highway users, and prevent the likelihood of insurance claims from known defects.
11. BACKGROUND PAPERS
11.1 There are no additional background papers to the report
12. APPENDICES
There are no appendices to this report
A Large Print or Braille Version of this Report is available upon request – Contact 01572 722577.