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BIRMINGHAM MUSEUMS TRUST Seven-Year Plan 2016 –2023

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BIRMINGHAM MUSEUMS TRUST Seven-Year Plan 2016 –2023 BIRMINGHAM MUSEUMS TRUST Seven-Year Plan 2016 –2023 To reflect BIRMINGHAM to the world & the world to Birmingham 02 • SEVEN-YEAR PLAN CONTENTS • 04 “ By the gains of Industry we Contents promote Art” 04 BIRMINGHAM MUSEUMS TRUST 06 VISION 08 CORE PURPOSE 10 GUIDING PRINCIPLES 12 STRATEGIC PARTNERSHIP 14 ACHIEVING OUR GOALS 16 STRATEGIC AIMS 22 SIGNATURE PROJECTS 04 • BIRMINGHAM MUSEUMS TRUST BIRMINGHAM MUSEUMS TRUST • 05 BIRMINGHAM MUSEUMS Birmingham Museums Trust was We have secured several major set up in 2012 as an independent grants, and we have forged Trust charity to manage the city’s museum important new partnerships. collection and venues on behalf However, public funding is declining of Birmingham City Council (BCC). more rapidly than expected. Over Our two main sources of public the period of Birmingham Museums funding are BCC and Arts Council Trust’s existence the proportion of England (ACE). We earn over 60% income it represents has reduced of our turnover from a range of from around 50% to around 30%. sources: admission fees, membership Further reductions are probable in subscriptions, donations, trading the future. Birmingham Museums income, sponsorship and grants. Trust is a cultural business and We are successful on many fronts. we need to examine the options Our visitor numbers are growing for a new business model that and are up by 25% since we started accomodates reducing public operating to 1.2 million visits a year. funding. This Seven-Year Plan Our audiences are becoming more reflects the results of audience diverse. Our trading company’s research, staff consultation, and performance is improving year on discussions with Board members and year, yielding a return of 25% on our major stakeholders, BCC, ACE turnover of over £2 million. and the Heritage Lottery Fund. 06 • VISION VISION • 07 To reflect Birmingham to the world and the world to Birmingham. Birmingham City Council and Birmingham Museums Trust have a shared understanding of the vision and future strategy of Birmingham Museums for the next hundred years that will: • Reflect Birmingham to the world, • Play a leadership role among and the world to Birmingham, the city’s and region’s cultural contributing to place-making and organisations and maximise local identity the potential of a great multi- VISION • Care for and develop the disciplinary collection collection, balance the demands • Work with international partners of public access in the present with • Maintain and present buildings the need to preserve the collection to provide first-class visitor for future generations experiences • Document and research the • Foster a culture of innovation collection, to support the creation and entrepreneurship and create of engaging and stimulating a more diverse income base content through fundraising and • Embed community engagement commercial development and participatory practice • Develop a diverse and highly • Deliver learning, inspiration and trained workforce enjoyment through varied public programming, including displays, exhibitions, workshops, courses, publications and digital media • Attract growing and increasingly diverse audiences of residents and visitors and enhance its reputation as a cultural destination 08 • CORE PRINCIPLES OF BIRMINGHAM MUSEUMS TRUST CORE PRINCIPLES OF BIRMINGHAM MUSEUMS TRUST • 09 core To showcase our outstanding collections and venues and to inspire learning, creativity and enjoyment for citizens of Birmingham and PURPOSE visitors to the region. of Birmingham Museums Trust Education is part of our charitable We make the collection physically objective and lies at the heart of our and intellectually accessible to all activity. Birmingham Museum & Art our audiences. Gallery was set up in 1885 with the The city has entrusted Birmingham explicit aim of teaching the artisans Museums Trust with the of Birmingham to improve their responsibility of caring for its manufactures by showing them the collection and the buildings in best in art and design. The focus may which it is stored and displayed. have changed, but using real objects The City of Birmingham’s museum for learning is still at the heart of holdings represent one of the what we do. three great historic regional Museums enable people to learn collections of the United Kingdom. from the past to understand the The collection consists of over present and foresee the future. 800,000 objects, from the earliest They provide spaces where people fossils to Watt’s engines and 21st- can explain their differences to each century conceptual art. Most of the other. We use the city’s collection collection is Designated as being to reflect what is unique about the of national significance. Six of our culture and heritage of Birmingham nine venues are Listed buildings, within a global context. We promote and one is a Scheduled Ancient Birmingham to local, national and Monument. We are the stewards of international audiences, and we use this extraordinary range of public our venues to showcase new ideas assets. We will use them to realise from the rest of the world. our vision. 10 • GUIDING PRINCIPLES GUIDING PRINCIPLES • 11 Inclusivity Birmingham Museums Trust is for everyone. Excellence We strive to be leaders and innovators, offering great experiences to our customers. Working Together We work in partnership and support each other to achieve guiding more for our audiences. Trust Birmingham Museums Trust can be trusted to deliver on our promises and plans. Sustainable We are entrepreneurial and put sustainability at PRINCIPLES the core of our practices. 12 • STRATEGIC PARTNERSHIPS STRATEGIC PARTNERSHIPS • 13 Collaborating with others is fundamental to the sustainability of Birmingham Museums Trust. We work with numerous organisations across all areas of the business, including arts and culture partners, over 200 community groups and individuals, higher education, funding and media, commercial and trading, international sector and collection partners, and our Friends strategic and volunteers. PARTNERSHIPS Over the next 7 years we will Key areas for partnership • Communities (however defined) develop our partnerships development are: • Local businesses, the Greater further to meet the following • Key funding partners, Birmingham Birmingham Chamber of criteria for joint working: City Council, Arts Council England, Commerce, Colmore BID, Local • Contributes to the common Heritage Lottery Fund and Enterprise Partnership, Argent Millennium Point Trust good of Birmingham • Tourism, media and digital • Sector partners in arts and heritage, partners, Visit England, ALVA, • Expands engagement and Culture Central, National Portfolio Marketing Birmingham, BBC, diversifies audiences Organisations, Historic England, social media ‘superfans’, Heart of • Enhances resources and Arts Council Collection, New Art England Attractions surplus income West Midlands, National Trust • Significant individuals • Develops both organisations • Trusts and foundations including • Health sector and disability groups, Clore Duffield Foundation, Garfield NHS, RNIB, Autism West Midlands Weston Foundation, Esmée Fairbairn Foundation, Paul Hamlyn Foundation, Wellcome Trust and public funders such as Big Lottery. • Educational institutions, local schools, Birmingham City University, University of Birmingham, University College London 14 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 15 ACHIEVING our goals 16 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 17 AIM 1 AIM 4 Strategic aims Leading in excellence Building a sustainable business • Teaching and supporting the next • An audit to determine the full costs and generation of museum professionals benefits of each area of the organisation’s • Training, consultancy and publishing best- operations and a plan to build sustainability We will fulfil our purpose and vision by taking practice resources for the sector • Entrepreneurial culture and innovative forward detailed actions that meet five key strategic • Leading and participating in cultural approach at all levels of the business aims. This will drive forward the strategy and make networks and festivals • Support services that enable managers to a fundamental difference to the future success of • Influencing the future of the sector take the necessary decisions to deliver our Birmingham Museums Trust. charitable aim AIM 2 Developing the collection and venues AIM 5 Investing in people • Capital projects that deliver our purpose at Birmingham Museum & Art Gallery and • Sound governance structures and Thinktank Science Museum continuous Board, staff and volunteer • A masterplan for each of the heritage sites development • A research framework for the collection • A diverse and highly trained workforce • Improving digital and physical access to the • A framework of career preparation collection activities for young people AIM 1 LEADING AIM 3 IN EXCELLENCE Growing and diversifying audiences • Putting visitors at the centre of our business • New approaches to collecting, AIM 2 programming, digital engagement and DEVELOPING THE communications to reach the people and COLLECTION AND VENUES communities of the city and region • Positioning Birmingham Museums as a focal point for contemporary art AIM 3 • Supporting national health, wellbeing and GROWING AND education policies • National and international initiatives DIVERSIFYING AUDIENCES that contribute to the common good of Birmingham AIM 4 BUILDING A SUSTAINABLE BUSINESS AIM 5 INVESTING IN PEOPLE 18 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 19 AIM 1 AIM 2 Leading in excellence
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