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National Museums NI Annual Review 2021-WEB ANNUAL REVIEW 2020/21 1 ANNUAL REVIEW 2020/21 National Museums NI is made up of four diverse museums and serves as a custodian of the 1.4 million objects within the National Collection. Our founding legislation establishes that National Museums NI has the following responsibilities with reference to the heritage of Northern Ireland: • To care for, preserve and add to the collections CONTENTS • To ensure that the collections are available to the public through exhibitions, effective interpretation 06 Our Vision, Mission & Journey and availability for research and study 08 Our Impact In 2020/21 • To promote the awareness, 10 Temporarily Closed, appreciation and understanding of: Always Here Reopening Museums Together - Art, history and science 18 Exhibition Highlights - The way of life and traditions 22 of people 26 Developing the Collections - The migration and settlement 30 Enabling & Supporting our People of people 32 Keeping a Future Focus The purpose of this review is to reflect on how National Museums NI has met these responsibilities in the financial year ending 31st March 2021. 2 3 A NOTE FROM THE CHAIRMAN OF THE BOARD OF TRUSTEES As Chairman of the Board of Trustees of National Museums NI, I am delighted to be able to present to you the Annual DIRECTOR’S Review 2020/21. The last 12 months have been extremely challenging for National Museums NI and I can only anticipate that WELCOME the shadow of the pandemic will pervade as we look forward to the year ahead. As Trustees, we recognise that keeping and building momentum in these volatile and I’m sure that I am not alone in feeling that the past twelve I also reflect on how we have also uncertain times will be a key challenge. months have been an endurance test – for me, for our managed to keep moving forward organisation, for the wider sector and for society at large. To and making progress. We have Despite this challenge, however, I can highly meet the demands of this test, maintaining perspective has balanced the immediacy of the commend what National Museums NI has been critical for us to continue to survive and thrive – this is current situation with maintaining achieved. This Annual Review reflects a temporary and it will end, it has brought good as well as bad, momentum around realising our spirit of working together through adversity, and positive progress has and is still being made. long-term ambitions. We have indisputable commitment to the cause and completed strategic development a restlessness for progress. With these traits With perspective in mind, I welcome this Annual Review as an frameworks for both Ulster so clearly evident, I believe that we can look opportunity to step back and reflect. I reflect on how we have Museum and Ulster American Folk forward to a future where our museums and responded as an organisation to unprecedented challenges, Park, and have made significant collections support improvements in health navigating through unchartered waters to best support and steps forward towards our exciting and wellbeing, build skills and confidence stay connected to our audiences and our people. The closure redevelopment project at the and stimulate learning and enjoyment. and reopening of our museums on several occasions has been a Ulster Folk Museum. Importantly substantial programme of work which, as visitor feedback and we have also developed a new Looking back on 2020/21, I take staff surveys evidence, has been delivered very successfully. Corporate Strategy 2021-25 which confidence in the strong foothold and We embraced the opportunity to highlight and celebrate key will re-energise our transformative forward momentum that the organisation aspects of our work that more clearly demonstrate our core journey within the new societal has built in recent years, and which it purpose, for example: showcasing the ongoing relevance context in which we operate. sustained throughout the last 12 months. and success of key programmes such as Making the Future This resilience has enabled an effective and Reimagine Remake Replay; launching our Access For So, faced with testing times, I am navigation of this current pandemic and will All initiative on reopening; developing and rolling out our extremely proud of how we have continue to enable even further progress in new virtual education programme; creating more relevant adapted and stepped up to the the year ahead. online content through social media and virtual exhibitions; mark, despite the challenges in our developing new partnerships such as the conflict legacy way. Working together as one team Miceal McCoy network; and, being more proactive in stating our position and across our organisation and with Chairman of the Board of Trustees commitments to key issues within the sector such as Black partners, we have every reason as Lives Matter, decolonisation and biodiversity conservation. an organisation to be hopeful and excited for the future. Kathryn Thomson Chief Executive 4 5 OUR VISION OUR JOURNEY OUR In the past five years, spurred by our passion for our museums and collections, National Museums NI has embarked on an ambitious programme of transformation to ensure that we MISSION achieve the maximum public benefit through everything we do. Through our transformative agenda we are actively rethinking • Develop, manage and care the role of museums in our society. We want to connect people for our collections to benefit to their interests and ambitions in a deeper way. But we also current and future generations. recognise that societal norms are changing in terms of lifestyle, identity, the climate emergency and the economy; and that this • Make our collections accessible requires us to change too. to the widest possible audiences. We believe that our museums can set an example in adapting to change, encouraging debate, promoting reconciliation and • Play a leading role in the supporting diversity and sustainability. We need to be able to economic and social wellbeing react as well as reflect. and future of this place. • Build an organisation where people feel valued. CELEBRATE WHO WE ARE, TELLING THE STORIES OF OUR PAST, CHALLENGING OUR PRESENT AND SHAPING OUR FUTURE 6 7 OUR IMPACT IN 2020/21 SOCIAL The Covid-19 pandemic and resultant societal lockdowns have, unsurprisingly, had a detrimental effect on our ability to provide ECONOMIC full public access to visitors in 2020/21, but we are confident that IMPACT we will maintain our standing and play our part in the recovery IMPACT when normal levels of economic and social activity return. Our collections belong to everyone. Our economic impact was however still very positive during a difficult year with activity maintained and, in some cases, enhanced Through the pandemic we have been Through the economic where it was safe and possible to do so. extending our reach - particularly to impact of our museum those less likely to be connected with Throughout 2020/21, we actually increased our employment activities we promote us already - to give the widest possible levels with 239 full time equivalent staff now on either permanent economic health, or fixed term contacts, as well as providing employment and audience access to ideas and activities sustainable tourism and work experience to a large number of people through temporary that bring a sense of enjoyment and job creation. arrangements. fulfillment and promote new skills. Our average median salary is currently £23,000 per annum and we continue to make employer contributions to the NI Civil Service Pension Scheme for our scheme members. Our median Physical visits to our museums have been our traditional salary is above both the NI average, and the average annual measure of success. It stood to reason that more visits meant earnings in the council areas in which we operate. greater impact. However, the pandemic has changed the playing field in terms of how we measure success. We have not Following the initial closure of our sites in 20/21, Senior been able to welcome our normal levels of physical visitors due Management made the decision to pay our furloughed staff to several enforced closures during the year. In terms of on-site 100% of their normal pre-Covid salary despite the Coronavirus visitors we welcomed 64,076 visitors this year, which was 38% Job Retention Scheme only providing for a 80% rebate on gross behind our business plan target of 104,000 visitors which was salary, and the cost of employers’ National Insurance and pension set before the second and third extended phases of enforced contributions not being covered by the scheme. closure from October 2020 onwards. During 2020/21 we put special measures in place to maintain However, in response to the closure of our museums, we continuity and promptness of cash flow to our suppliers. We also successfully transitioned to a digital engagement model acted quickly to make payments through the Covid-19 Supplier and are proud of the impact with new audiences beyond Relief Scheme, to support business survival and protect jobs in our traditional visitors (see pages 10-17 for more detail). The the very uncertain early days of the pandemic. participation of audiences from lower socioeconomic groups remained steady at 21% (2018/19: 22%) versus a target of Through our commercial activities and construction work at our 25%. We remain committed to improving this figure over the sites, we endeavor to engage local Small to Medium Enterprises coming years as we diversify our museum activities and tackle (SMEs) and self-employed businesses whenever possible. With barriers to museum engagement. We are also committed to support from our funders, we delivered capital investment of over promoting and pursuing policies of environmental, employee £4.6 million in 2020/21 allowing us to carry out a range of estate and social importance, as well as respect for human rights, improvements and acquire equipment, IT and specimens – vital anti-corruption and anti-bribery matters.
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