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

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 , 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 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 Developing the collection Over 130 years of public and private We deliver excellence through and venues investment in museums in Birmingham educational programmes, our The world has changed since Birmingham have created an outstanding collection, conservation services, and by initiating Museum & Art Gallery was opened one of the great regional collections specialist networks, including in 1885 as a public service for the of the United Kingdom that reflected New Art West Midlands – a network edification of local artisans. Public Birmingham’s status as the Second City of universities, galleries, artists and funding is in sharp decline. Demographic of the British Empire. This collection is curators. changes are shrinking the professional one of the city and region’s greatest We are developing new relationships middle classes who traditionally formed assets. Maximising the potential of with communities that are informing the core audience for museums. this asset for community cohesion, how we collect, what we collect, and Museums are competing with many education, regeneration and tourism how we interpret the collection through other leisure choices. Today’s audiences can only be achieved through working co-produced displays, exhibitions and are still interested in the unique offer of in collaboration with others. We will activities. We will be experimental in museums – real objects as sources for prioritise time and resource to creating trying out new approaches to engaging learning, inspiration and entertainment new collaborations, to teach and with communities and audiences. We – but what they want is less hushed support the next generation of museum are not afraid to take risks in order to reverence, more social experience. professionals, to offer expertise through learn, improve and deliver to the Birmingham Museums Trust needs to consultancy and to disseminate what we AIM 3 highest standards. radically redefine how to use the city’s learn to the sector. historic cultural assets in order to engage Growing and diversifying We are founding members of Culture modern audiences. Birmingham now has audiences Central, the new cultural development one of the most diverse and youngest We will use our assets to grow audiences, agency for Birmingham. We initiated populations of any city in Europe. We offering a consistently excellent the English Civic Museums Network to need to know more about our collection customer experience. There is spare support museum leaders in developing and our visitors so that we can improve capacity in all our venues. Our audience strategies for civic museums to thrive our services to attract new audiences development plan sets out how we will in the current economic climate. Our and increase our capacity for generating reach beyond our traditional visitors to partnerships with the University of income. This includes strengthening attract more families, young people and Birmingham and Birmingham City the historic partnership with the Higher tourists. We will engage Birmingham’s University are bearing fruit in the form Education sector, using the collection for young and diverse communities in of a new collection research framework teaching and research. and a joint Masters with Birmingham decision-making about the collection Understanding the collection and venues City University. and venues, supporting health and more profoundly, and in particular well-being, placemaking and the growth recognising the links between different of constructive local identities. We will objects and collection areas, are make opportunities for learning and essential. The Survey of Significance creativity based on these assets – onsite, of the collection currently under way through outreach and online. We will will help to realise the potential of the embed Birmingham Museums in the life collection, supporting an assessment of the city and region. We will reflect of the condition, quality and context the city’s globally important culture and of our heritage assets and identifying heritage through programming in the areas for collection rationalisation and UK and internationally, raising the city’s future acquisitions. We are working international profile and becoming a with the University of Birmingham and destination for cultural tourism. We will Birmingham City University to develop a bring new objects and ideas to venues research framework that will improve our and audiences in the city, and work with knowledge and understanding of other arts organisations to develop a the collection. Finally we will use planned vibrant contemporary art programme capital projects to make the collection that reflects Birmingham’s young, more accessible, both physically and digital and diverse community. digitally. 20 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 21

AIM 4 AIM 5 Building a sustainable business Investing in people We will run Birmingham Museums Trust We will acknowledge the value we efficiently and within its means, setting place on our Board members, staff and and measuring performance against volunteers. We will reward staff at a fair clear targets. This is the fundamental level according to our available resources. point upon which everything we want to We will recognise and celebrate the achieve depends. We need to develop contributions of trustees, staff and to become a cultural business. Caring volunteers. New ideas, initiative and for a major public collection represents creativity that advance our strategic a very substantial overhead. Although objectives will be encouraged and we have reduced our staffing costs and acknowledged. introduced a new operational model for We will identify the skills we need to the heritage sites, our heritage assets deliver this strategy and ensure that are inherently expensive to care for and we have them through recruitment, unprofitable to manage. We need to training and development, informed be able to charge admission fees that by our performance management reflect operating costs. processes. We will deliver the Staff We will complete the audit of operations, Engagement Action Plan and measure identifying costs, benefits and reporting its impact through future staff surveys. requirements. As part of this process, we We will actively work to create a diverse will review the balance of operations and workforce and give due regard to career their contribution to strategic objectives. progression and succession planning. We will continue to review and improve Our priorities will be worked into a our business processes, particularly in succession of detailed, fully costed financial, HR and project management. annual budget and service plans. We will quantify and assess potential Different elements of each will be rolled new reliable income streams and we out over the seven years of delivery of must diversify so that we are no longer this strategy. dependent on a small number of major sources of income. Fundraising for investment to support growth will be essential, and in the medium- to long- term Birmingham Museums Trust should aim to build an endowment. We do not know of any major urban museum service that survives without public funding, endowment or philanthropic support. Benchmarking indicates that for most independent museums admissions income is the most important component of earned income, with venue hire the second most important. We need to get better at recognising and exploiting commercial opportunities, identifying which activities generate the highest levels of surplus and distinguishing genuine barriers from imaginary ones. We will capture innovation and entrepreneurialism to realise the potential of our heritage assets and our people. 22 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 23 Signature projects

We have identified a number of projects that contribute to one or more of the priorities. They have been planned in accordance with Management of Museum Project procedures and together they represent an extremely innovative and exciting programme that will grow visitor numbers, develop the collection and increase trading income and consolidate Birmingham Museums Trust’s national and international reputation.

A Museum for Birmingham – Birmingham Museum & Art Gallery redevelopment

The Museum for Birmingham will be the on a transformational and ambitious first museum in the world to reinvent redevelopment of the Birmingham a major traditional collection as the Museum & Art Gallery to create a venue common, shared heritage of a young, of international stature that delivers multi-cultural city. The Museum will improvements across: explore the city’s artistic, scientific, • visitor experience and industrial heritage using objects, • public access to collections social oral histories, images and aspects of intangible cultural heritage that • collections care tell stories – sometimes painful and • back-of house facilities controversial stories – about why and • operational costs how people came to Birmingham, and • income generation their experiences of growing up, living and working in the city. We plan to submit a Stage 1 Heritage Lottery Fund bid in 2017, aiming at a Birmingham Museums Trust will completed project in 2023. work with Birmingham City Council 24 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 25

The Big Store Thinktank – museum of The Museum Collection Centre has science and industry reached capacity. There have been major Thinktank is an award-winning science problems with water ingress and it is museum with over 200 hands-on exhibits likely to be adversely affected by the over four floors, a digital Planetarium adjacent HS2 rail project. In addition and outdoor science garden. Over storage conditions for oil paintings the coming years, we will deliver and works on paper at Birmingham an ambitious programme of major Museum & Art Gallery are inadequate. redisplays and improvements at We will begin long-term planning for Thinktank to develop it as a museum of the relocation of the entire collection science and industry, and grow visitors in stages to a new modular store and income. The programme has five on a brownfield site, with space for strands, developed in partnership with expansion to accommodate additional Birmingham City University, Millennium collections. We will co-locate back of Point Trust and other STEM, community house operations such as business and educational partners: and collection records, conservation, 1. A Design Innovation Centre for curatorial and technical support to create schools, undergraduates, researchers a regional centre for collections care and and local businesses research. The new store will be publicly accessible, with learning and object 2. Digital planetarium upgrade and study spaces. related displays, including improved corporate and public hire spaces 3. A new 1000m2 ‘Minibrum’ gallery targeting under-7s and exploring health and wellbeing in a major city; 4. New natural science, medical and trades & industries displays 5. Relocation of main entrance, a new shop and café to improve visitor access and orientation 26 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 27

Heritage Sites Development Masterplan

We will develop masterplans for our heritage sites that build on the unique character of each site. We will focus each venues’ strengths and individuality to broaden our offer and use our resources most wisely.

Aston Hall is a magnificent Jacobean mansion situated in a public park to the north of Birmingham. This important site will be developed to provide a full day’s visit experience. Visitors will learn the stories of the Hall’s rich past and the part it played in the country’s history through a living history approach. We will seek to develop the grounds including improved interpretation of the site’s archaeological ruins. We will also complement visits with an improved tearoom offer. Outside visiting hours, will become a luxury wedding venue.

Museum of the Jewellery Quarter is a perfectly preserved traditional jewellery workshop that offers lively factory tours all year round. Future focus will be on promoting the museum to tourists and the group travel market. The new Smith & Pepper café will attract tourists visiting the city’s famous Jewellery Quarter and we will work with local jewellers and artists to develop bespoke ranges and a boutique shopping experience with an improved and interactive gift shop. 28 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 29

Set amongst gardens and orchards, is an icon of the Industrial Blakesley Hall is an exquisite example Revolution. Carefully restored, this of a traditional timber –framed Tudor elegant Georgian house features period home and one of the oldest buildings in room interiors with fine collections of Birmingham. At Blakesley, we will grow silver, furniture and paintings. It offers local engagement, particularly with visitors a fascinating view of the home families. The gardens will host an events of 18th century Birmingham industrialist programme based on play and outdoor and entrepreneur Matthew Boulton activity and in the Hall we will create a which was used as a regular meeting new family resource room and use our place for the Lunar Society. Located in collection to tell the story of the house the Handsworth area of Birmingham, and local area. We will promote Blakesley Soho House will be developed with a Hall to local businesses as an ideal venue strong community focus in mind. We will for lunch breaks and away-days. offer site tenancies, exhibition space, workshops and events to partners and will seek to engage with local and regional businesses through room hire and corporate volunteering.

Sarehole Mill was the childhood The ruins at are the playground of author J.R.R Tolkein remains of a 700 year old moated who cited it and nearby Moseley Bog medieval manor house. Today it is as inspiration for his classic works The an Ancient Scheduled Monument of Hobbit and The Lord of the Rings. The national importance with a visitor 250-year-old working water mill will centre that offers activities and events become better used by those in the for families. Community archaeology surrounding area as we expand the projects will help to bring the site tea room to cater for local walkers to life and an extended volunteer and residents and develop our events programme will enable us to open the programme around popular favourites site more frequently for local residents, such as Middle Earth Weekend, the community groups and schools. Pumpkin Flotilla, regular markets and our Baking Experience Days. We will position the Mill as an idyllic natural venue where everyone can enjoy the outdoors and learn about artisan milling through hands on demonstrations. 30 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 31

Arts Council Collection Museums for Health National Partners Programme and Wellbeing Birmingham Museums Trust Birmingham Museums Trust has a strong will deliver its largest and most track record in supporting the health ambitious programme of modern and wellbeing of communities through and contemporary art from 2017 to working with partners specialising 2019. As one of five national partners, in public health and social care. Our Birmingham Museums Trust’s dynamic programmes include those designed programme of critically acclaimed to support people with autism and exhibitions, commissions and artist Asperger’s, mental ill-health, social interventions will showcase the Arts isolation, dementia, and those caring for Council Collection alongside the city’s others. We will benchmark and measure collection across five of our venues and the impact of our work and use this through touring exhibitions. We will research to advocate for the benefits lead a bespoke national art education of museums for health and wellbeing framework and demonstrate best and build our capacity for even practice in engaging young and diverse greater impact. audiences with contemporary art, exploring new approaches to digital Inspire: the Young Creatives engagement and putting Birmingham Museums Trust at the forefront of Arts of Birmingham Award delivery in the museum sector. Launched in 2016 in celebration of Birmingham City Council’s Year of Touring Exhibitions Arts and Young People, the annual art Waterhall Centre for competition seeks out new talent among We plan a rolling programme of national Contemporary Art and children and young people living in and international touring exhibitions, Birmingham and celebrates the diversity, Creativity raising the profile of Birmingham’s civic creativity and ideas of local young artists. We will develop the Waterhall Gallery museum collection and generating The competition invites responses to the at Birmingham Museum & Art Gallery as new income. They will include a major question ‘What inspires you?’ and is open a thriving centre for contemporary art touring exhibition showcasing the to a diverse range of entries including and creativity, through partnerships with Pre-Raphaelites and their followers, photography and fashion, film and five universities, New Art West Midlands, organised with the American Federation performance art. artists and arts organisations from of Arts, and a UK touring exhibition of Birmingham and the region. Birmingham the Staffordshire Hoard. An exhibition Museums Trust will continue to play a on James Watt is under consideration. leading role in the development and promotion of contemporary visual arts across the West Midlands. 32 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 33

Collecting Birmingham Collecting Birmingham is a three-year community engagement project to collect objects that tell stories about people growing up, living and working in Birmingham. This Heritage Lottery Fund project is reshaping the city’s collection through supporting communities to take decisions about what is collected and how it is interpreted. New community relationships are being fostered through the project; building a legacy for Birmingham Museums Trust beyond the project’s completion in 2018.

Birmingham Festivals Building on the success of Heritage Week in 2015 and 2016, we will deliver a city- wide festival celebrating the heritage and sharing stories of Birmingham Taught Masters with Research Framework with people and places. The festival will Birmingham City University University Partners showcase the diverse tangible and The nature of museums is changing Birmingham Museums Trust is intangible heritage of the city and and there is a need for creative and developing a research framework in reflect the city’s growth and continuing innovative leaders in museum practice. partnership with the University of development. Funding will be sought Birmingham City University and Birmingham and Birmingham City to deliver the festival in 2017 to 2019, Birmingham Museums Trust are jointly University, opening up the city’s with the view to creating a sustainable launching a unique, practice-based collection and our museum practice funding model for the festival by 2020. postgraduate course which responds to academic research. To inform the We will actively participate in other city to the growing need for museum research framework, Birmingham festivals, including the Jazz festival, professionals to be multi-skilled and Museums Trust is mapping all the Colmore Food Festival, Flatpack, Hidden commercially aware, offering project collection areas represented by the Spaces, Birmingham Cocktail Weekend, experience and skills development in 800,000 objects in the collection, and Birmingham Weekender. Through real museum roles. The MA Innovation and assessing their significance by commissioning artists of international & Leadership in Museum Practice course international standards. The most repute, we will seek to lead large- began in September 2016. comprehensive survey undertaken of scale, outdoor events of extraordinary the collection in over 130 years will be spectacle that engage new audiences an invaluable tool for management, with the city’s heritage and raise research and interpretation awareness of Birmingham Museums on an international scale. 34 • ACHIEVING OUR GOALS ACHIEVING OUR GOALS • 35

Strategic Aim Timescale Signature Project Lead 1 2 3 4 5 Start Finish

A Museum for Birmingham ✓ ✓ ✓ ✓ ✓ Director 2016 2023

The Big Store ✓ ✓ ✓ ✓ ✓ Director 2016 2023

Thinktank – museum of science and industry ✓ ✓ ✓ ✓ ✓ Collections 2016 2019 • A Design and Innovation Centre • Digital planetarium upgrade • ‘Minibrum’ gallery • New natural science, medical and trades & industries displays • Relocation of main entrance, a new shop and café

Heritage Sites: Masterplan for Development ✓ ✓ ✓ ✓ ✓ Commercial 2016 • Aston Hall • Blakesley Hall • Museum of the Jewellery Quarter Business Development Systems Digital Lab The Culture Change Project • Our Customer Relationship Management We will create, manage and promote We will identify the skills we need • Soho House database will enable us to understand our digital assets to reach the widest to deliver this strategy and provide • Weoley Castle what our visitors enjoy and value possible audience, making our digital opportunities for our workforce to about their experiences, which will assets freely available for all through learn new ways of working that are Taught Masters with Birmingham City University ✓ ✓ ✓ ✓ Collections 2016 ongoing improve communications, marketing open licences. Moving from being digital collaborative, entrepreneurial and and income generation. The project publishers to becoming digital enablers, creative. We will deliver our staff Birmingham Festivals ✓ ✓ ✓ ✓ Commercial 2017 2020 will create a cross-site ticketing we will work in partnership with others engagement action plan and continue system for all venues by March 2017, to deliver a programme of ‘digital lab’ to monitor the engagement of staff and supporting communications and experiences to experiment with different volunteers with the organisation. We will Collecting Birmingham ✓ ✓ ✓ ✓ Engagement ongoing 2018 marketing, fundraising, and commercial ways of engaging people with the deliver our plan for equality and diversity, income generation needs, and a single collection through digital technologies. focusing on workforce composition, Digital Engagement ✓ ✓ ✓ ✓ Engagement 2016 ongoing stakeholder database able to record We will invite audiences and partners recruitment, team-building, training and manage customer information. to contribute to this work, and invest in and development, and the introduction Museums for Health and Wellbeing ✓ ✓ ✓ ✓ Engagement 2017 ongoing the infrastructure to support this way of of a framework of career preparation working. Through research partnerships activities including volunteering, and the capital projects we will provide work placements, traineeships and Inspire: the Young Creatives of Birmingham ✓ ✓ ✓ Engagement 2016 2023 digital access to the collection. apprenticeships. Waterhall Centre for Contemporary Art and Creativity ✓ ✓ ✓ ✓ Collections 2016 2019

Arts Council Collection National Partners Programme ✓ ✓ ✓ ✓ ✓ Collections 2016 2018

Research Framework with University Partners ✓ ✓ ✓ ✓ ✓ Director 2016 ongoing

Touring Exhibitions ✓ ✓ ✓ ✓ Collections 2016 2023

Business Development Systems ✓ ✓ ✓ Development 2016 2017

Finance and The Culture Change Project ✓ ✓ ✓ 2016 ongoing Corporate For more information visit: birminghammuseums.org.uk Contact us: 0121 348 8000 [email protected]