Five Year Strategy (2014 – 2019)

TRAMWAY MUSEUM SOCIETY

FIVE YEAR STRATEGY (2014 – 2019)

March 2014

Approved by …………………………. Chairman

Next review due by …………………………….2015

TRAMWAY MUSEUM SOCIETY FIVE YEAR STRATEGY (2014 – 2019)

Contents Page

1 Our Vision for the Future 2 2 Context and Background 2 2.1 The Society, the Village and the National Museum 2 2.2 Statement of Purpose 3 2.3 Key Aims 3 2.4 Statement of Values 4 2.5 Guiding Principles 4 3 Situational Analysis 6 3.1 The Visitor Attraction Market 6 3.2 Income 6 3.3 Human Resources 8 3.4 Recent Achievements 8 4 Strategic priorities 8 5 Key Projects 11 6 Operational Plan 14 7 Financial Plan 17 8 Monitoring and Review 18

Appendix 1 20 Consultation Appendix 2 22 SWOT Analysis Appendix 3 National Strategic background for Museums 26 Arts Council England’s priorities for the Museum sector

1. Our Vision for the future For more than 50 years the Tramway Museum Society, from acquiring disused quarry premises at Crich for storing and operating tramcars, has grown to a very prestigious Nationally recognised Museum with a Designated Collection and which attracts around 100, 000 visitors each year. This has been achieved in many respects with a clear documented vision with regard to both the tramcar collection and the development of the Museum environment. The total commitment and passion to preserve and demonstrate function and form of tramcars by a core of volunteers has resulted in the creation of a street scene based visitor attraction. With this in mind the following vision has been defined: “To be the best heritage tramway experience in the world.” This vision will not be achieved without commitment and planning, significant time, money, and human endeavour being invested. Crucial for this unifying vision is the need for it to be embraced by all, otherwise the efforts will be dissipated and the future of the Society and its collections will be compromised.

2. Context and Background 2.1 The Tramway Museum Society, the Crich Tramway Village and the National Tramway Museum The Tramway Museum Society is a company limited by guarantee (no 744229) and a registered charity (no 313615), which owns and operates the Crich Tramway Village, home of the National Tramway Museum. Its collections of tramcars, tramway equipment, street furniture, tramway related artifacts, books, photographs, films, electronic records and papers are Designated as of special significance and are of national and international relevance. It is a fundamental aspect of the Society’s purpose that tramcars are demonstrated in service for visitors and to this end, the Society maintains an operating tramway about one mile in length. The Tramway Museum Society celebrated its 50th anniversary in 2005 and then of its establishment on the current premises in Crich, Derbyshire in 2009. The premises in themselves are of local historical significance. The Registered Office and administration of the company and the Tramway Village are located in the village of Crich in the Borough of Amber Valley in Derbyshire.

2.2 Statement of Purpose To maintain for the benefit of the nation an operating tramway museum. To promote the permanent preservation of tramway vehicles and equipment, and items of general transport interest (either historic, scientific or educational) and to work as necessary with other institutions, societies and bodies, having similar aims, in any part of the world. To promote and further the study of, and research into, tramways and other forms of transport.

2.3 Key Aims The collection, its conservation and demonstration At the core is the conservation of the designated collection of tramcars and their operation to demonstrate form and function. The promotion of tramway heritage The development of urban environments has been heavily influenced by the introduction of tramways. This has lead to an intrinsic link between tramways and many of the major social history events that have occurred in these urban environments. By harnessing the hugely rich social history stories the Museum can bring to life the collections in a way that makes the subject real, accessible and compelling for all, ensuring that the Museum has relevance to the public long after those with first hand experience of the first generation tramways have gone. Financial stability This has to be the cornerstone for all that the Society undertakes. Without the security that this brings the whole existence of the museum is put into question. The Society therefore looks to operate effectively and efficiently, operating within financial means but equally recognising the need for investment at appropriate times to ensure future growth in revenue and continued stability. Visitor enjoyment Ensuring that every visitor; whether they are a member, enthusiast or day tripper, is treated like a VIP. Service to be excellent at all times, the experience of the museum exceeding expectations every time and that having been to the museum all visitors will want to come again and tell/bring their friends. The experience to be consistently excellent throughout the season. Investment in our people As with any organisation the people who make it happen for the visitors are crucial. The Society must invest in our most expensive and valuable asset to realise the potential and the vision for the future. Clear roles, responsibilities, objectives and reviews are to be in place with appropriate support in the form of training, mentoring and recognition. Happy, well informed and motivated staff will deliver tenfold that of a de-motivated, ill-trained and unenthusiastic group. 3

2.4 Statement of Values Keeping history alive The Tramway Museum Society safeguards unique, comprehensive, historical and intellectual collections, presented as a resource through which the public and our members can actively participate in a critical aspect of our social, technical, cultural history. Giving education and entertainment to others. The Tramway Museum Society provides an integrated, inclusive and accessible experience for all visitors in which education and entertainment are indivisible. Adopting a pioneering approach. The Tramway Museum Society is driven by a continuing pioneering spirit, creating a living, working museum which maintains and enhances our position as an international centre of excellence and as a leader and influencer throughout the museums and heritage world. Ensuring the financial stability of the organisation. The Tramway Museum Society utilises business techniques and best practice to endeavour to establish continuity and stability of income and ensure the sustainability of a museum and collection of outstanding quality and international reputation. The Society operates within a ‘not for profit’ business structure and all surpluses are utilised for the ongoing development of the organisation. Gaining our own satisfaction from achievements and relationships. The Tramway Museum Society brings together a wide range of committed volunteers and employees to use their comprehensive range of skills and knowledge in the furtherance of the museum and Society’s objectives. It is intended at all times that this will be in a spirit of mutual respect, friendship and enjoyment.

2.5 Guiding Principles Accountability The Society will be transparent in all that is undertaken, to ensure that the Society operates with due financial diligence and appropriate safeguarding of our collections, staff, volunteers and visitors. Excellence

Everything undertaken by the Society will be to the highest standard that can be afforded in terms of time, human resources and funding. Integrity The Society will be respectful, considerate and amenable to all people engaged with. The Society will deliver on what has been promised. Affordability The Society will work within the finances available, adjusting developments to resources accordingly. Co-operation The Society will work together with all partners internally and externally to ensure delivery of the Muesum purpose.

3. Situational analysis 3.1 The Visitor Attraction Market In order to establish a clear picture of the organisation’s market position quantitative and qualitative research has been commissioned to provide a depth of understanding of the Crich visitor base and insights into their experience of the Tramway Village. The research was conducted in August 2013 and the findings are summarised in Appendix I and have been used to guide the marketing activity of this plan. The overall view from those who have visited Crich Tramway Village is that it is ‘a good day out’, while non-visitors are only dissuaded by travel distance and a general lack of knowledge. As with all attractions, weather plays a significant role in the visitor’s decision to spend their precious leisure time at Crich Tramway Village. Crich Tramway Village would appear to achieve optimal desirability when the weather is ‘not too bad, not too good’. In really good weather Crich Tramway Village is competing against other good weather options such as the seaside; really bad and the outdoor elements of the offer at Crich Tramway Village become a barrier. For almost all the hero of the day is the tram ride however the frequency of availability at peak times is critical in ensuring visitor satisfaction. The offer once experienced is generally seen to be good value, however due to the low awareness and limited understanding of the offer, initial assessment is not as favourable, with the general view being held that pricing is expensive. The overall view of a ‘good day out’ is perhaps helped by the lack of awareness of offer and subsequent surprise at the scale of the site and the number of trams, etc. however there are issues in three key areas: Some areas seriously under-deliver – catering and the entrance = improved execution and delivery required Some areas are under-visited – Exhibitions and Discovery centre = improved communication and impact Some areas are rather isolated – the far end (Glory Mine) of the site = there needs to be a focal point/destination

3.2 Income Earned income Crich Tramway Village currently attracts approximately 100,000 visitors per year resulting in a turnover from entrance fees of approximately £1 million, which is insufficient to maintain and operate the site in the long term. The exact level of income raised each year varies according to economic and climatic conditions. Entrance fees and incentives are reviewed prior to the start of each season using visitor feedback and economic forecasts. Direct income is supplemented by the trading profits of the Tramway Museum Services (R&C) Ltd, a subsidiary trading company that was established to encompass activities that not regarded as part of the primary purposes of the Society. These activities to include: Catering and retail services for visitors to the museum, members and staff Sale of knowledge, information, shop stock and intellectual property such as photographs, models, postcards, information, and in other formats.

Innovative approaches to the use of the internet as an outlet for commercial exploitation of the Collections to be researched and put in place. Commercial use of the Crich Tramway Village facilities, including improved restaurant services, conference venue hire, wedding venue and a range of commercial services to be provided by the workshop. Gift Aid The Society participates in the Gift Aid scheme, enabling income tax to be reclaimed on donations and on entrance to the Museum. This makes a positive contribution to the income of the Society, but is not always exploited to the fullest extent possible. Grants Grants funding has been used to support many aspects of Museum development, including both academic and professional projects (e.g. Library and photo archives) and for infrastructure development to enhance the intellectual outreach and visitor experience. Commercial Sponsorship Investment is sought from suitable commercial organisations, particularly those with historic tramway connections, both for tramcars and other Museum projects, provided always that this investment compromises neither the Museum’s authentic Tramway Village setting nor the historic visitor experience. Finance from Members Income from Members’ subscriptions broadly covers the cost of meeting certain of the Society’s statutory requirements – organisation of the Annual General Meeting and publication of the Annual Report and Accounts. It also finances the quarterly Journal, sent to all Members and the monthly Contact newsletter, sent to Members who request it. A separate fund, Subscriber Plus, is maintained and Members are encouraged to supplement their basic subscription by regular donations for use on smaller capital projects around the Tramway Village. Funding of Tramcar Restoration. The Tramway Museum Society does not currently finance the majority of the restoration of tramcars in its collection. Tramcar restoration is funded by charities: The Tramcar Sponsorship Organisation (TSO), specifically established to restore and repair tramcars in the Society’s collection, and the London County Council Tramways Trust (LCCTT), established to restore and repair a representative selection of London tramcars. Other organisations such as the Scottish Tramway and Transport Society, the Fylde Tramway Society, and the Leeds Transport Historical Group also contribute from time to time.

3.3 Human Resources The Tramway Museum Society employs a team of approximately 30 staff who provide professional expertise and continuity to the business. The Society has an extensive volunteer workforce, drawn from its membership of approximately 2000 people, 10% of whom actively contribute. The Board of Management of the Society is currently drawn exclusively from the membership of the Society and operates within Charity Commission requirements and guidelines. A training strategy has been developed facilitating appropriate structured progression for all volunteers and staff. The Society has detailed and extensive policies and procedures in place for the support and development of its paid employees. Comparative protocols will be in place for volunteers by June 2014 A revised Management Structure for the business has been developed, illustrating the complimentary roles of employees and volunteers, clarifying their respective responsibilities and maximising the contributions of all parts of the Society, working together effectively. The Board of Management is developing a system of skills auditing and continuity planning to ensure appropriate skills are maintained. This may include consideration of co-option from outside the membership of the Society where necessary.

3.4 Recent Achievements Major capital projects 2010 to 2013

Renovation of the Stone Workshop building at the centre of the Museum to create the Stephenson Workshop Exhibition area and a Learning Centre with a capacity for some fifty students. Creation of a Century of Trams major exhibition redisplay within the Exhibition Hall New exhibition relating to George Stephenson and also the advent of tramways in the United Kingdom, within the new Stephenson Workshop Exhibition area. Improvements to Victoria Park and Bandstand area Construction of Sam Harrison House for overnight accommodation for Society volunteers Restoration of London United Tramways tramcar 159 Restoration of Cardiff Corporation works tramcar 131 8

Outreach projects

Loan of Cardiff water car 131 to Blackpool Transport Services to provide rail grinding services for the new tramway Loan of Chesterfield horse tramcar 8 for Chesterfield festival 2013 Loan of Grimsby and Immingham tramcar 15 for Immingham Docks anniversary 2013 Loan of Southampton tramcar 45 for Kimberley anniversary 2013 Loan of Cardiff Water Car 131 to Beamish Living Museum for a festival in 2012 Loan of Glasgow tramcar 1068 to Beamish Living Museum for a festival in 2013 Loan of Blackpool tramcar 167 to Beamish Living Museum for a festival in 2014

Awards and grants

Sandford Award for Education DDEP grant for the major exhibition redisplay in the Exhibition hall HLF grant for the Stephenson Workshop Exhibition and Learning Centre Red Wheel plaque, Transport Trust

4. Strategic Priorities The above situational analysis suggests that the following areas should be priorities for the future development of the Museum. Collection Review To establish a clear understanding of the scope of our future collection and what this means for the organisation. To review all aspects of our collection to establish how this fits with the scope and de-accession where appropriate. To conduct a review of all condition surveys on all tramcars held within the collection and define plans appropriate for the future maintenance of the collection and operation of the tramway.

Key Projects (see 5. Below) Significant landmark projects will be identified and scheduled into the annual plans that will raise the profile of the organisation to the key audience groups. These will look to enhance the reputation of the organisation and provide improved visitor experience ensuring the stepwise progress towards the vision. 9

These projects will look to involve partners; locally, regionally and nationally in their development to enhance their sustainability. Learning from each of these projects will be gathered, shared and integrated into all future project activity.

Fundraising A fundraising professional to be secured on contract to develop a strategy to enhance the current adhoc process and ensure the opportunities are not missed. This will include a formalised legacy programme to secure the maximum benefit from the goodwill of the many members of the Society.

Skills Development To assess the skills available throughout the organisation and those required for the delivery of the Five Year Strategy. To put in place appropriate training to meet the needs of the requirement. To provide funds for individuals to take on home learning to support their development that will enhance their ability to deliver the business needs.

Membership and engagement To review all aspects of the membership scheme and the means of engaging with them by conducting research into their requirements and preferred means of delivery. This will help inform plans for the future offer and how this can be delivered costs effectively. To conduct a full cost benefits analysis of the scheme in its current form to assess how it delivers the needs of the organisation. To review comparable membership schemes including the pricing structures, benefits and size of membership to provide a benchmark for evaluation of our own existing scheme and any future proposals.

Innovative initiatives and projects To encourage staff and volunteers to submit ideas for innovative initiatives and projects that can be completed within the strategic period. The assessment of the ideas will be against the business objectives and will be carried out at the start of the planning period for the following year. To ensure that money to deliver projects is ring-fenced and available to allow for rapid response to mid-year opportunities (exceptions to the planning programme) if necessary.

5. Key Projects – Areas under consideration for development for 2015 onwards The following projects have been considered by the Board and/or Development Committee and have been accepted in principle as desirable additions to the Tramway Village. They do not all form part of the current business plan but should be taken into account in developing any current proposals.

New Depot A new tramcar depot constructed on land owned by the Society. This would provide additional storage space reducing pressure on current facilities and provide further exhibition space. Such a building would also provide accommodation well apart from existing buildings, reducing the risks to the tramcar collection of any fire outbreak in the existing depot complex.

Development of Cottages – Entrance and Retail The Museum Street forms an essential backdrop to the operating tramway. A concept which has been discussed in general terms, but not fully developed, is the construction of a row of cottages between the Red Lion alley and the Bowes Lyon Bridge. Initial broad proposals have been that the street level floor would provide either shops and/or exhibition space (perhaps a cottage as used by a tram driver or quarryman), while the upper storey, with access off the quarry approach road, could provide living/holiday accommodation for use by members. With a more significant and pressing need for improved entrance and retail facilities the use of any upper floors should now be for this alternative purpose in conjunction with office space. Catering facilities also need to be considered to allow the footprint of land with the existing café to be used for development with the Town End area.

Development of Library and Archives Development of the Library will be necessary to retain not only donated collections of materials but also to hold archive material from the new generation of tramways in the United Kingdom. The commercial nature and methods of franchising modern tramway systems is not conducive to their retention of historical records. To allow for library and archive expansion the current building would continue to be suitable provided all general offices are located elsewhere within the Museum. This scheme is in line with proposed developments both to the north of the Red Lion and Town End development on the east side.

Development of Town End east bank By relocating principal catering in a new facility such as the development of cottages, above, the existing building can be removed to allow a major development which could extend from Town End to the Red Lion. Such a development, with two story height or more, could allow many of the facilities of the Museum to be enhanced. Behind an appropriate street façade it could incorporate some or all of exhibition space, storage, offices, play area, retail and catering.

Rationalisation of the Museum Store The Museum Store fulfils a number of useful storage purposes - large exhibits, engineering spares, surplus equipment, accessories, small items etc. The Collections within it are in urgent need of accurate identification, classification and a more rational layout. This task could be undertaken as a major funded project or as a professionally-led volunteer project undertaken in stages. Ideally, the Society would seek to emulate the London Transport Museum and Birmingham City Museums in having a tidy store which could occasionally be opened to visitors under supervision.

Extension of the Museum Street The development of the street beyond the Bowes – Lyon bridge to incorporate street furniture and other features present by the 1930’s has been progressed in stages. Improvements at Victoria Park having been one phase. Development will provide further opportunities to interpret the tramway and its environment and any additional buildings associated with future phases of development in this area would be used to enhance curatorial, learning, administration or retail activities.

IMMEDIATE MID-TERM LONG-TERM Key projects; New entrance building Lead smelter Steam tram operational Car park enhancements Woodland walk refresh Cinema Improved catering facilities Web-site refresh Bandstand curve renewal Children’s play areas Dreadnought restoration Fish and chip shop Signage Interlace renewal Stephenson Place –track Annual maintenance programme Cliffside to Wakebridge South Track renewal Full online booking functionality renewal Manchester Bogie car Visitor research Theatre Edwardian Hses and shops Disabled access compliance PW/Overhead exhibition Caravan park Smith’s hole reinforcement New depot Memorial Hall Beer cellar New offices Conference facilities Buggy storage Glory mine development/layout Winter site clean up (trackside dumping removed; store or skip)

Innovative Greater access to trams Site- wide audio interpretation initiatives and Guided tours Classroom to Edwardian look and feel projects Workshop demos Member and Volunteers comms Vintage vehicles (egMike Party tram Sutcliffe Buses) Woodland walk nature trail + illumination Simulators (controller) Work with colleges to deliver skills we Signage require by providing grant funding for Allotments students etc UDE improvements and extended Handling centre roll out Heritage uniforms (designs by Derby Town End info boards College) Tramway advertising on site

6. Operational Plan/ Key Activities 2013-2019

31/3/2014 31/3/2015 31/3/2016 31/3/2017 31/3/18 31/3/19 Accreditation 50 th 60th TMS New exhibition Accreditation update Accreditation Curatorial Electric Temp Exhibition prog research pre 2019 C&C plan anniversary Accession of AWB C&C plan C&C plan Backlog plan Temp Exhibition collection to be C&C plan Backlog plan Backlog plan prog completed Backlog plan Temp Exhibition Temp Exhibition prog C&C plan C&C plan prog Backlog plan Backlog plan Restoration Start LCC 1 LCC 1 LCC 1 Start Tram B Tram B Small/medium infill Demonstration 8 year 8 year 8 year conservation 8 year conservation 8 year conservation 8 year conservation exhibits conservation conservation overhaul – 3 overhaul – 3 overhaul – 3 overhaul – 3 overhaul – 3 overhaul – 3 Attitude statements Attitude statements Attitude statements Attitude statements Attitude Attitude Condition surveys Condition surveys Condition surveys Condition surveys statements statements Condition Condition surveys surveys Track/ Smith’s hole Interlace under Cliffside to Glory Mine Future Stephenson Place overhead reinforcement bridge Wakebridge South Layout street/track renewal Renewal o/h programme o/h survey o/h programme o/h programme o/h programme o/h programme DC supply Power supply upgrade

Journal articles Journal articles Journal articles Exhibition Publications 50 year comm Blog catalogue Journal articles Journal articles Blog Blog Blog Journal articles Blog

Key stages New curriculum Fully contextualised Fully contextualised Fully contextualised Fully contextualised Education heritage learning heritage learning heritage learning heritage learning experience experience experience experience

31/03/14 31/3/2015 31/3/2016 31/03/17 31/3/18 31/3/19

Infrastructure Improve Improve/ new Outdoor play New entrance Woodland walk North of the bridge Street and entrance at gate depots and Town End building with improvements 1930’s development amenities Soft play area insulation Improved catering Car park Beer cellar Lead smelter facilities enhancements Glory mine Offices Signage development exhibition space Buggy storage /layout Disabled access compliance

Marketing the Digital media Family activities Key market Marketing the Marketing the Marketing Museum expansion Marketing the Museum development Museum Museum Diversity Full online Events Marketing the Events Events Digital booking Digital media Museum Digital media Digital media functionality Events Visitor research Digital media Own transport Visitor research On line sales Visitor research arrangements 60 th year events

Publications and Accessibility review Improved access Publications and Publications and Accessibility electronic media for all electronic media electronic media Second access Accessibility review tram

Partnership Establish Awareness raising Awareness raising Awareness raising Awareness raising Fund raising review fundraising team Strategy and Entrepreneurial Entrepreneurial Entrepreneurial Entrepreneurial action plan for partnerships partnerships partnerships partnerships fundraising and legacies Partnership review Partnership review Business Derwent valley Crich Village Local enterprise Local enterprise Derbyshire strategic Local enterprise Partnerships Preferred Coach partnerships partnerships partnership partnerships suppliers companies Derby college (5 attractions) Visit Peak District Rotary/WI relationships

31/03/14 31/3/2015 31/3/2016 31/03/17 31/3/18 31/3/19

Skills Customer service Skills transfer H&S training H&S training H&S training H&S training development; training (Electrical, Mech, Equipment training Equipment training Equipment training Equipment training Safeguarding Civil eng) Skills development Skills development Skills development Skills development New media Individual CPD Individual CPD Individual CPD Individual CPD Trustee training H&S training

Membership Review Volunteer Board restructure Annual recruitment Annual recruitment Annual recruitment committees recruitment Annual recruitment day day day Accommodation strategy day Transport days Transport days Transport days Improvement Volunteer Transport days Social events Social events Social events agreements Social events exhibitions Enthusiasts day Increase active Revised Contact number by 50% and Journal Staff & Annual thank you Annual thank you Annual thank you Annual thank you Annual thank Annual thank you volunteer event event event event you event event reward and Ex-driver/ Ex-driver Ex- Ex-driver/conductor Ex- Ex- recognition; conductor day /conductor driver/conductor day driver/conductor driver/conductor day day Performance day day related pay

7 Financial - Indicative Costs for Development Plan 2013-2019.

2013 31/3/2014 31/3/2015 31/3/2016 31/3/2017 31/3/2018 31/3/2019 Visitors numbers 95 000 103 000 105 000 106 000 108 000 110 000 112 000 Costs £ Salaries 578 000 645 000 722 000 776 000 828 000 880 000 940 000 Utilities and 156 000 157 000 162 000 168 000 173 000 179 000 186 000 maintenance Administration 82 000 55 000 57 000 59 000 62 000 65 000 68 000 Restoration and 52 000 44 000 47 000 49 000 53 000 57 000 62 000 demonstration Running costs 348 000 354 000 442 000 499 000 551 000 605 000 660 000 Learning 5 000 8 000 8 000 8 000 8 000 10 000 10 000 Marketing 124 000 90 000 94 000 98 000 103 000 108 000 112 000 sundry 27 000 33 000 24 000 25 000 26 000 28 000 30 000 Curatorial 15 000 7 000 10 000 11 000 12 000 13 000 15 000 vat 33 000 44 000 50 000 50 000 50 000 55 000 55 000 Total 1 420 000 1 437 000 1 616 000 1 743 500 1 867 000 2 000 000 2 138 000 Restoration 180 000 215 000 240 000 150 000 150 000 Capital Projects 110 000 145 000 80 000 250 000 350 000 200 000 250 000 DC supply 250 000 Track/ohead 52 000 24 000 30 000 40 000 30 000

Income £ Visitor income 846 000 813 000 840 000 860 000 880 000 900 000 900 000 retail 209 000 260 000 320 000 360 000 400 000 440 000 480 000 catering 296 000 336 000 409 000 482 000 545 000 610 000 680 000 other 61 000 73 000 69 000 69 000 69 000 69 000 69 000 legacy 11 000 18 000 120 000 100 000 125 000 140 000 160 000 Total 1 423 000 1 357 000 1 758 000 1 871 000 2 019 000 2 159 000 2 289 000 Net 3 000 (82 000) 142 000 127 500 152 000 159 000 151 000 Secured 180 000 215 000 240 000 150 000 150 000 Restoration /external funding Partnership and 150 000 230 000 100 000 150 000 heritage funding

8. Delivery, monitoring and review The strategy will be delivered through a detailed set of action plans for each of the 5 years. Issued at the start of each financial year these plans will include specific measurable and time defined targets, and will identify the resource required for their delivery. The Societies AGM will provide the form for the formal annual presentation of results with the regular Board meetings providing the means for reporting on progress throughout the year enabling the Directors to evaluate progress against the clearly established Key Performance Indicators (KPIs).

Assessment of performance against KPIs

Area This Qtr Last Qtr Conservation projects Red/amber/ Red/amber/ How many projects and whether they are on time against the project plan green green

Collection items on loan How many items are on loan to other museums against the agreed target

Membership Increasing the membership from x to y with a net return from each member after all costs deducted of z

Operating to budget Are all departments working to budget

Fundraising Target of x £000s

Total visitors How many visitors vs budget for the year

Paying visitors How many paying visitors vs budget for the year

Training 18

How many staff have successfully attended and completed training programmes

Staff wellbeing Set target for staff health

Visitor satisfaction Percentage of visitor who would recommend CRICH TRAMWAY VILLAGE to friends

Appendix I Market Research

In order to establish a clear picture of the organisation’s market position quantitative and qualitative research was commissioned to provide a depth of understanding of the Crich visitor base and insights into their experience of the Tramway Village. The quantitative research was conducted online with the qualitative consisting of interviews held on-site over two days (15th and 16th) in August 2013. The detailed findings have been used to guide future strategy and marketing activities and an abridged overview of is provided here. Awareness nationally of Crich Tramway Village at 20.8% is below optimum levels sitting as it does significantly behind other national transport museums (National Railway Museum 83.4% and London Transport 81.3%) but more crucially below local competitors such as the Black Country Museum (34.4%), Heights of Abraham (33.8%) and The Midland Railway Centre (24.9%). This will clearly have a significant impact on the number of people selecting Crich Tramway Village (CRICH TRAMWAY VILLAGE) when making choices for their leisure time activities. This lack of national penetration is reinforced by the levels of people who have previously visited CRICH TRAMWAY VILLAGE (12.3%) with only a quarter of these having visited in the last 2 years, whilst over half had not visited in the past 5 years. This would suggest that CRICH TRAMWAY VILLAGE is not seen, on a national perspective, as somewhere you regularly visit and once you have ticked it off your list there are limited motivators to repeat that experience. However, when you look on a regional basis the picture is more positive with awareness of CRICH TRAMWAY VILLAGE sitting at a healthy 66.7% with 41.7% of those saying they have visited. Repeat visits are strong within the regional audience as a result of the higher awareness in general, greater understanding of the offer and proximity. It should be noted that the importance of visiting and the subsequent word-of-mouth endorsement is a significant factor in people choosing to come to CRICH TRAMWAY VILLAGE for the first time. Lack of awareness and resultant knowledge/understanding of the offer and therefore what to expect at CRICH TRAMWAY VILLAGE for the admission fee is a major barrier to trial and in an environment where consumers are constantly seeking out value-for-money in all aspects of their lives the risk of not knowing what to expect will play heavily on the decision making process. The audience displays a slight male bias but where there is a real polarisation is in the age profile with 45-54 and 55+ groups having significantly greater awareness (almost double) of CTVand experience of visiting. These people tend to form the bulk of the visitors leading multi- generational family groups, with grandparents and grandchildren being important constituents. Beyond the core tram enthusiast these family groups are still driven by an interest in heritage rail and/or transport but they also apply value judgements built up from other visitor attraction experiences so are not as forgiving about poor facilities as the hard-core enthusiast will be. The over-arching view from those who have visited CTVis that it is ‘a good day out’. For those non-visitors the only real blockers appear to be travel distance and a general lack of knowledge. This clearly has to shape the geographic targeting of the marketing activity with the concentration of effort needing to be focus on the East Midlands, South Yorkshire, Northern areas of the West Midlands and Southern portion of the North West. By creating this focus increased frequency of message is essential to get over the general lack of knowledge and resultant inertia born out of risk aversion amongst the potential visitor.

As with all attractions weather plays a significant role in the visitor’s decision to spend their precious leisure time at that venue. CTV would appear to achieve optimal desirability when the weather is ‘not too bad, not too good’. In really good weather CTV is competing against other good weather options such as the seaside; really bad and the outdoor elements of the offer at CTV become a barrier. For almost all the hero of the day is the tram ride however the frequency of availability at peak times is critical in ensuring visitor satisfaction. The offer once experienced in generally seen to be good value however due to the low awareness and limited understanding of the offer initial assessment is not as favourable with the general view being held that pricing is expensive so any thought of price increases would appear to inadvisable. The overall view of a ‘good day out’ is perhaps helped by the lack of awareness of offer and subsequent surprise at the scale of the site and the number of trams, etc however there are issues in three key areas:  Some areas seriously under-deliver – catering and the entrance = improved execution and delivery required  Some areas are under-visited – Exhibitions and Discovery centre = improved communication and impact  Some areas are rather isolated – the far end (Glory Mine) of the site = there needs to be a focal point/destination The research has reinforced the belief that there is real potential to up the ante and grow the visitor numbers and experience to move from what is a:

‘good day out’

to a

‘Great day out’

Appendix II Analysis of Strengths, Weaknesses, Opportunities and Threats The tables which follow illustrate the current attributes and future prospects of the Museum which will influence its ability to achieve its goals. It identifies those ongoing Strengths which it can build on, Weaknesses which it must address, Opportunities which can be sought out, and Threats which it would do well to avoid.

Strengths Weaknesses Building/Location: Building/Location:  The premises are owned by the Society.  The infrastructure of the premises is expensive to maintain.  The premises are well located with plenty of space and in a picturesque  There are internal limitations to the use of the premises. spot in the heart of Derbyshire.  The geographical location of the premises away from major centres  The Society has a good operating base with serviceable buildings and of population makes it difficult to visit. facilities. Collection: Collection:  The Society owns a world class collection of trams and other artefacts,  The collection is highly specialist. which is complimented by outstanding interpretation and high quality  There may be too many trams in the collection, with heavy storage demonstrations and educational activities and maintenance implications.  The collection is of national significance, and is projected as a National Collection.

Organisational Development and Finance: Organisational Development and Finance:  The Society is financially independent.  There is a lack of assured funding.  The Society is subject to prudent financial control by its managers.  The economic position remains fragile.  The Society enjoys a strong image with high recognition, and has a solid  Management control systems are not yet fully developed. reputation which gives it a strong negotiating position.  The Society is weak on people skills.  There is a forward looking and future-orientated perspective shared by  There may sometimes be a tendency towards complacency management and staff.  Effective Health and Safety systems are in place.

Staff/Management: Staff and Management:  Staff skill levels are high.  The Society is unable to pay enough staff to carry out the jobs  Staff retention is high, with many long-serving committed and professional required. staff members.  There are limited opportunities for staff progression.  Management and staff pull together well in crisis situations.  There is no effective succession strategy in place for management or staff.  There is a lack of diversity among both paid staff and managers.

Strengths Weaknesses Members and Volunteers: Members and Volunteers:  There are large numbers of dedicated and highly skilled volunteers.  Numbers of regular active members are lower than they need to be.  A lot of work is being done by a small number of volunteers.  The age profile of members and volunteers.  Key skills are lost when people leave.  Volunteers are increasingly less willing to carry out mundane tasks.  People have a lack of free time to give to the Society.  There is a lack of training opportunity for volunteers, particularly a shortage of suitable mentors.  Problems exist in understanding the respective roles and relationships between members and staff, and members are sometimes guilty of unhelpful interference in staff’s professional duties.  There is sometimes poor communication between teams including competitiveness, “silo mentality” and trivial arguments.

Visitors and the Visitor Experience: Visitors and the Visitor Experience:  Outstanding, well presented facilities.  Interpretation could be improved.  Well organized and imaginative educational activities enhance the visitor  Customer care could be improved experience. Marketing and Audience Development:  Publicity and marketing is successful in attracting large numbers of visitors.

Building/Location: Building/Location:  Further opportunities exist to exploit the scenic location of the Village, and  If petrol prices increase fewer people may be prepared to travel to more options which can be opened up in the premises (i.e. woodland out of the way locations such as Crich. walks).  There is increasing difficulty in travelling to Crich by rail and bus.  The central geographic location can be exploited more fully.  The local population and income of the area is growing.  The Society is located close to a new World Heritage site, which will attract more tourists to the area generally.

Strengths Weaknesses Collection: Collection:  The collection can be promoted as a National Collection.  The infrastructure is ageing.  There is a general and growing interest in nostalgia which will promote  There is increasing difficulty in obtaining materials and spare parts. interest in the history of trams.  Collection can be adapted to portray different aspects of social history.

Opportunities Threats Organisational Development and Finance: Organisational Development and Finance:  There are opportunities for different forms of commercial trading based  Costs of operation are high. on exploitation of elements of the collection as merchandise etc.  There is a high cost in improving the facility as the cost base rises  Income can be generated from different and more commercially effective with every new development. use of the Society’s assets, including hiring out artefacts and selling  Legislation is becoming increasingly complex and bureaucratic to technical skills. deal with, particularly in the case of Health and Safety.  Commercial growth can be developed by extending trading through the  Costs of insurance are increasing. café and the workshop facilities.  The current claims culture is threatening.  Disease outbreaks or other natural disasters could drastically affect visitor numbers.  Changes in the charity taxation rules could affect income.  The 2012 Olympics will see opportunities for fundraising decline for the Heritage sector. In looking at new sources of income and new activities the Society may encounter “Mission Drift”.

Staff and Management:  Key skills could be lost and be difficult to replace due to the industry declining

Members and Volunteers: Members and Volunteers:  Opportunities exist for using members more effectively.  Key artisan skills could be lost and be difficult to replace as older members are no longer available

Opportunities Threats  If the Society and its work does not appeal to younger people its source of volunteers may diminish.  The population that remembers first generation trams is declining.

Visitors and the Visitor Experience: Visitors and the Visitor Experience:  Growth of modern trams in cities could stimulate new interest.  Maintaining and exceeding visitor expectations may become more challenging.

Marketing and Audience Development: Marketing and Audience Development:  Advertising of the Museum and Village, and spin-off activities can be made  Income for leisure activities is volatile and dependent on the state of more effective. the economy and disposable incomes, with a wide range of varying  Greater use can be made in marketing of the need to increase awareness factors. of alternative transport systems.  The institution of the family and “family days out” is declining.  There is a general increase in mobility across the population, which may  Visitor numbers are vulnerable to adverse weather conditions. enable visitors from further afield to travel to Crich.  As environmental issues impact on air travel the domestic tourism market should increase.  Wet weather activities can be given a higher profile.

Appendix 3 National Strategic background for Museums Arts Council England’s priorities for the Museum sector

Arts Council England’s priorities for the Museum (and Libraries) sector Goal 1: Excellence is thriving and celebrated in museums Feedback from our conversations suggests that for museums, as much as for the arts, it is the quality, range and relevance of the offer, and the imaginative programmes that involve and engage people with it that is the foundation of their ongoing success. Some of our museums are recognised as being among the finest in the world and we want all our museums to take their place with the finest. But as with the arts, excellence does not just happen; it requires a steadfast commitment, particularly at times of economic hardship. Without this commitment, the achievements of museums would diminish and audiences would suffer.

Goal 2: More people experience and are inspired by museums Museums enrich people’s lives. They play a critical role in creating empowered and informed citizens and they hold an incalculable importance within places and communities, promoting understanding and cohesion and inspiring pride. Everyone should have the right to benefit from the collections and knowledge that public funding supports within museums and libraries.

Goal 3: Museums and libraries are sustainable, resilient and innovative Public investment in museums is reducing and there are many changes happening in the communities they serve. The future growth and success of museums … depends on them adapting to these changes. It depends on the Arts Council working in partnership with co-funders to make the case for proper future investment.

Goal 4: The leadership and workforce are diverse and highly skilled Unless the museums workforce is diverse and highly skilled, it will not reach its potential. To make an enduring contribution to civic life, museums must be staffed by people who both reflect and can inspire the communities that they serve. Diversity in the workforce is important to museums building diverse collections and developing new perspectives. And the ongoing development of an ever-wider range of skills is essential to enabling these sectors to adapt to change.

Goal 5: Every child and young person has opportunity to experience the richness of museums Museums contribute to the development and well-being of children and young people. They provide learning resources and experiences that can fuel children’s curiosity and critical capacity, as well as helping them to challenge and understand their place in the world. Access to the knowledge, experiences and treasures within our museums and libraries is every child’s birthright. This is essential to inspiring future audiences and the next creative generation.