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Five Year Strategy (2014 – 2019)

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Five Year Strategy (2014 – 2019) TRAMWAY MUSEUM SOCIETY FIVE YEAR STRATEGY (2014 – 2019) March 2014 Approved by …………………………. Chairman Next review due by …………………………….2015 1 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 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 2.2 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 4 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. 5 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.
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