National Museums Scotland Nms (2013) 25 Board of Trustees

NATIONAL MUSEUMS SCOTLAND NMS (2013) 25 BOARD OF TRUSTEES

INTERNATIONAL STRATEGY 2013-2018

- EXECUTIVE SUMMARY -

Purpose of Paper

This paper proposes the future strategic direction of international activity by National Museums Scotland, for Trustees’ comment and approval.

Short Summary

An International Framework was approved by the Board in 2008, which focused primarily on Collections-related work. Over the past year, a comprehensive analysis of the full range of our international activity has been undertaken, along with external consultation to assess models and learning points from elsewhere. A detailed report of this analysis is available on request.

This paper broadens our international perspective, to reflect multiple areas of delivery and potential. It celebrates the range of international activity current at National Museums Scotland, and reflects progress made since 2008 in both profile and programme.

Having reviewed current delivery, other models, and the potential for development, the three key strategic questions are:

1 What are the drivers, benefits, opportunities and challenges of international working for National Museums Scotland? 2 What capacity and resources should we dedicate to sustaining or extending this work? 3 What is our model for delivery, in the short, medium and longer term?

This International Strategy aims to answer those questions, suggesting priorities for development over the next five years.

Recommendations

Trustees are asked to:

• Consider the role of international working as a driving strategic theme for National Museums Scotland, which merits focused attention, realigned priorities and resources

• Comment on and, as appropriate, approve the direction set out in the attached paper.

Catherine Holden Director of External Relations 31 May 2013

NATIONAL MUSEUMS SCOTLAND NMS (2013) 25 BOARD OF TRUSTEES

INTERNATIONAL STRATEGY 2013 - 2018

1 INTRODUCTION

An international perspective is implicit in our National status, and explicit in our international collections, in our global research themes (from biodiversity to cross-cultural social history) and in our Strategic Framework. This sets out:

• our Mission - ‘we preserve, interpret and make accessible for all, the past and present of Scotland, other nations and cultures, and the natural world’ • our Vision - ‘connecting Scotland to the world and the world to Scotland’ • our Values - particularly Generous, Collaborative and Forward Thinking

In 1857 our founding Director George Wilson wrote: “The Museum which I have been commending to you is not a museum of Scottish Industry, but a museum of the world in relation to Scotland. It cannot be less than this; and as this it will increase our civilisation, and add to our power to civilize… Seeing that in our veins runs the mingled blood of I know not how many unlike races, it would be very strange if it were otherwise. To no one nation has been given the monopoly of genius, constructive skill or practical sagacity.”

Analysis of our current international engagement demonstrates that we are indeed fulfilling this vision of our original founder – both at home and abroad.

However it has not been clear where international working sits alongside our other priorities. While there has been a healthy range of activity across the organisation, there has been little strategic assessment, direction, co-ordination, or dedicated central resource. Work towards this Strategy has gathered a much fuller picture of the current situation, and aims to guide a programme which delivers stronger returns for each action, is more clearly resourced, and is placed at the heart of our priorities.

2 AIMS

The four main aims of our international working are:

• increased profile and influence; • wider public engagement; • collections development and knowledge; and • enriching and complementing our expertise.

This may be summarised more simply as Reputation and Reach (with Revenue a less immediate driver at this stage of development).

More detailed objectives, grouped by Strategic Theme, are:

Collections • Fill gaps in our international collections, for research or display, to tell new stories. • Increase access to our objects and expertise in multiple countries, at home and abroad. • Extend our ‘intellectual reach’ - learning more about our collections from experts (both source communities and leading academics); increasing access to others’ collections.

• Develop world renowned research that attracts the best thinkers to work with us.

Audiences • Engage larger and more diverse audiences at our museums and online. • Remain relevant to diverse Scottish audiences with global interests. • Increase international tourist visits and revenue to our museums. • Facilitate international learning and thinking, onsite and online.

Connections • Build our international reputation, influence and contacts. • Attract more and different partners, gain access to distinguished scholars and curators. • Secure loans and create exhibitions of international stature with leading institutions, which draw international media and audiences. • Win practical support from international contacts with local expertise and networks. • Work with the Government and its agencies to enhance Scotland’s reputation abroad, where this also benefits our goals. • Maximise international media coverage.

People and Resources • Bring fresh ideas and new perspectives to improve our practice. • Share our skills and knowledge with peers internationally. • Cascading learning to the sector and National Museums Scotland colleagues. • Potentially increase support and donations, from a broader base. • Potentially generate income from collection exhibitions, advice and/or training.

3 THE STORY SO FAR

Our international aspiration is articulated most clearly in our Strategic Framework under the theme ‘Connections’ – a commitment to ‘building more strategic relationships, both nationally and internationally’. However all of our Strategic Themes and Aims, and many of the underlying objectives, are being fulfilled internationally – and/or have the potential to do so. This is outlined in Appendix 1, with full details in the International Strategy Research Report (available on request).

3.1 Strengths

National Museums Scotland has many assets to support further international success:

• our National status. • our ambition to ‘connect Scotland to the world and the world to Scotland’. • our global collections (including pre-eminent and iconic objects with global resonance). • our global connections (through advice, research, loans and exhibitions). • internationally relevant research themes. • a track record of success in museum development – most recently the profile and positive perceptions of the National Museum of Scotland transformation. • an international visitor base at the National Museums of Scotland and War. • a growing digital audience and media profile.

A number of our current priorities bring with them international dimensions. For example:

• ten new permanent galleries for internationally significant Art & Design and Science & Technology collections, the subsequent development of the Ancient Egypt and Far Eastern galleries, and longer term the tourist appeal of re-developed Scotland galleries.

• special exhibitions - from Mammoths of the Ice Age from Chicago to Ming: The Golden Empire from Nanjing and Game Masters from Australia, home-grown exhibitions on the Russian Arctic Convoys, Japanese Theatre Prints and The Scottish Empire at War, and longer-term concepts around our Pacific collections and a fossil exhibition with China.

• our new Digital Media Strategy

• international research initiatives

3.2 Opportunities

Key market opportunities include:

• the Scottish diaspora • wider interest in (and warmth towards) Scotland, its thinkers and pioneers, celebrities and distinctive cultural ‘markers’ (from bagpipes, kilts and tartan, to golf and the Celts). • the tourist appeal of Edinburgh, strongly associated with heritage and culture. • diplomatic representation from 55 countries in Edinburgh, multiple Twin City relationships, some active cultural institutes and some cultural diversity in the Scottish population, bringing new perspectives and contacts. • a Scottish Government committed to national heritage, tourism and international profile1.

And more widely:

• widespread use of the English language (though this has its limits). • the growth and potential of digital technology, facilitating long-distance working and communication with mass audiences through text, images, audio and video. • increased partnership working across the sector. • developing countries’ plans to create and transform museums, and the pre-eminent reputation of the UK in this sector. • public confidence and trust, and 'good news' stories to offer the media and diplomatic partners, particularly in troubled times.

3.3 Organisational challenges: capacity

International working is currently pursued in relative isolation by a wide range of individual staff in multiple departments. The small National Partnerships team of two supports some individual projects, agreed case-by-case, with externally funded project staff. Part of the Director of External Relations’ role has been recently allocated to developing a strategic overview.

While a number of priority projects bring international benefits, others (such as the reconfiguration and new build at the National Museums Collection Centre, and our major Estates backlog programme) are primarily domestic. Our exhibition and events programme is serving our Museum audiences highly effectively, but absorbing capacity at full stretch across multiple departments.

1 This includes a Diaspora Engagement Plan, a recently updated International Framework (focused on economic growth), and specific plans for Canada, China, Europe and the EU, India, Pakistan, South Asia, and the United States of America. International Development prioritises Malawi, led by a new role of Minister for External Affairs and International Development. Tactical links are also pursued with other countries - such as the rotating EU Presidency, the Gulf States, Russia and the Commonwealth (towards the 2014 Games in Glasgow).

These demands limit the extent to which we can expand our global horizons in the medium term. For instance, we have already had to curtail international exhibition touring, and severely limit loans (in 2012 we made just one loan to China and five to Europe)2.

Organisational restructuring over the last 10 years, including several recent rounds of voluntary redundancy, has also reduced resource and time available for new initiatives. Our overall head count is smaller than some London-based nationals so spare capacity is very limited.

Budget pressures have seen cuts to departmental spend, including travel. The central International budget is just £8k this year.

In contrast, our multi-disciplinary coverage almost gives us too many options – with the danger that we spread ourselves thinly, achieving tactical successes but no real impact in any area.

To make our international working more impactful, choices need to be made. It will be necessary to reallocate resources, find additional funding, and/or refocus some of our existing plans.

3.4 Sectoral challenges

Scotland’s other tourism assets, like its landscape and Festivals, means that museums and other attractions can be overlooked by national promotion abroad. For the Travel Trade, free entry at our flagship museum is an issue, as is its diversity – tour operators want a focused visitor offer, delivered quickly within a wider itinerary, which earns commission.

Competition is also a factor. As one consultee said: “You are fighting for attention - in competition with other countries, and with other institutions in your own country. You have to tackle this in a purposeful and proactive way”. In a 2012 National Museums Directors’ Council (NMDC) survey, member institutions reported activity in 36 countries. The leading institutions, such as the British Museum, Victoria & Albert, Natural History Museum and Tate, are courting similar partners to ourselves. They have a higher profile and a longer track record, with more established strategies and relationships, significant exhibition touring experience, higher budgets, larger teams and dedicated staff shaping and delivering international programmes. Tate, the V&A and the Imperial War Museum all have Heads of National & International Programmes. The British Museum has a Director of International Engagement, and a team of 15. Internationalism is seen as core to their ethos (the BM is a 'museum of the world, for the world'), making this central to planning and budgeting. Edinburgh University likewise say that ‘internationalisation’ is “top of the Principal’s agenda”.

3.5 Wider challenges

International working brings with it a number of intrinsic challenges, including

• physical distance - building relationships, even in the digital age, requires investment in reasonably regular visits, in one or both directions, with the opportunity to see what is being done elsewhere., and informal face-to-face time, building trust and common ground.

• cross-cultural working - the need to be open to risk and the unfamiliar, doing things differently, flexibility and political astuteness, and valuing equality and inclusivity. Other obvious barriers include legal, financial, time zone and linguistic differences, visa issues and governmental bureaucracy. “Learning as much as leading” was a phrase used by one

2 From 2003 to 2015 around 620 objects reached 106 different venues in 22 countries (an average of 48 a year to 5 countries). Nearly three-quarters went to four countries: Canada, Germany, the US and France. Nearly half were from our World Cultures collections, a quarter from Scotland & Europe and another fifth from Archaeology, with few loans from Natural Sciences or Science & Technology.

consultee for this Strategy, with the related need to build staff skills and knowledge, find partners or employ consultants who can advise and facilitate.

Risk also needs to be carefully managed – whether loss or damage to collections, liability for advice given, financial, or reputational. As institutions like the LSE have found, ethical and political issues can bring the wrong kind of profile.

International engagement therefore takes care, and more time and money than similar work at home. This is multiplied by the number of different countries in which you operate.

4 STRATEGIC CONTEXT

This paper has been informed by extensive desk research and external consultation over the past year among peers and advisors active and expert in the field. These included the British Council, the National Museums Directors’ Council, the Foreign & Commonwealth Office, Scottish Government, Creative Scotland, Edinburgh University, and a selection of leading UK and international museums.

It is clear from these conversations that the bulk of international activity for museums centres on four areas: loans, research, touring exhibitions and online development. Training and consultancy is a growing area (both mission-driven and profit generating), as is working with governments and national agencies in cultural diplomacy. A range of models are being pursued by national museums across the world, at every level up to the wholesale ‘Guggenheim franchise’ approach. An overview of key UK museum activity can be found in Appendix 2.

Further research or advice would be needed to fully understand trends in international museum exchange. The challenges of economic recession and the rising costs of staging exhibitions, shipping and insurance, plus political instability in some countries, are balanced by growing international travel and education standards, sector competition for high profile loans and visitors, and an appetite for new museums and galleries. Developing nations (such as China, Brazil and the Middle East) have launched hugely ambitious museum development programmes recognising the value to international reputation, cultural diplomacy and high- spending cultural tourism. Many of these developments need special exhibitions, and we have found a shortage of high-quality, medium-sized touring ‘product’ on the market.

Some consultees for this Strategy felt that to be taken seriously as a national museum, and to attract high calibre partners, senior staff and leading researchers have to be active players on the world stage. Wider reputation and credibility could even be diminished, by implication, if we do not take up this opportunity – and particularly now, using the National Museum of Scotland success as a springboard.

4.1 Guiding principles emerging from discussions with consultees

• ‘Less is more’ – Edinburgh University advised “partner with the best, or those on the up – and not too many.”

• Focus – Chester Zoo involve 80 staff on 60 conservation projects a year, spending £1m per annum - but just 10 are prioritised as ‘Flagship’ projects “where we can make the most difference”.

• From the top – to cement the big relationships cultivation must be at CEO and senior government level. Senior time is needed, travelling, learning and cultivating opposite numbers. “You have to ration time back at base – but this can be an empowerment opportunity for your teams”.

• Return on Investment – distinguish genuine partnerships from commercial transactions. The former offers lower prices, more longevity, greater breadth of involvement, mutual benefit – but are more complex to manage.

• 'We didn't plan it this way, but...' – flexibility and opportunism is important. Build on chance encounters and interest from potential partners and/or funders; projects often develop organically, driven by particular individuals.

• One size does not fit all – different institutions have different aims, needs, policies, budgets, skills, levels of development, types of visitors and styles of engagement. Different individuals have different characters, skills and styles of working. “Think carefully about who suits you. In terms of interests, size, budget, it’s best to be at least approximately equals.”

5 FUTURE DIRECTION

National Museums Scotland is in a strong position to consolidate or expand its international programme. The focus of the programme however should focus on support and delivery of core Strategic Priorities.

Our three Masterplans have been confirmed as our priority over the next three years. These do not involve all staff, but key departments are heavily committed for the National Museum of Scotland until summer 2016, the National Museum of Flight until spring 2016, and the National Museums Collection Centre until spring 2015.

We can focus international work around these projects. A staged approach will be required for any other international expansion, working with staff less involved with these projects and with those ‘released’ as projects are completed. Having achieved the first phase of the transformation of the National Museum of Scotland in 2011, for instance, our World Cultures and Natural Sciences staff now have fewer capital commitments than others – and these two departments have some of our strongest international assets. We can also focus effort on warm relationships we already have, such as exhibition or research partnerships.

Incremental development has been the model used to build momentum by even the largest institutions. The Victoria & Albert started by commissioning a feasibility study from a consultant. The British Museum first employed a six-month freelance to draft an international business plan (seen as a ‘working hypothesis’), before taking him on permanently, creating tangible goals, revising the plan significantly, building a large team, and turning what was previously unbudgeted speculative income into financial targets. They moved forward with one major country at a time, learning “through trial and error” and revising their approach as they went.

A proportionate ‘evolution’ is therefore suggested, and our initial focus should be on maximising the impact of what we already do. The phases could be outlined as:

A Maximise the impact of what we already do - increase communication, increase effectiveness, gain more leverage.

B Increase what we do gradually – reprioritising existing resources.

C Increase what we do more significantly – securing new resources (time, money, skills).

For B and C we would scope and cost potential expansion areas, agreeing how options would be resourced, before moving forward.

Actions for each phase are proposed in section 7 below.

We will learn as we progress, and assess the return on investment. Subject to success, to drive forward a fully functioning, high profile, well-co-ordinated and effective International Strategy may mean that ultimately we choose to invest larger budgets, support staff and more cross- organisational time to this area.

(Note: This Strategy focuses on initiatives which reach outwards to the wider world. Engaging international tourist visitors at home is covered in the Marketing & Communications Strategy, and is therefore referenced only briefly.)

6 DELIVERING THE STRATEGY

6.1 International Strategy Group

We plan to establish a new International Strategy Group to support better cross-organisational working and a stronger strategic focus. The group will help sustain awareness of current activities, agree priorities, and focus attention and resource in these ‘flagship’ areas. Members will: oversee the delivery and development of this Strategy; ensure annual plans and resources align with other priorities (including Exhibition and Research Strategies); and review progress on delivery. They would also assist in developing partnerships and sourcing funding.

The Group will be chaired by the Director of External Relations, and bring together the Director of Collections, two Keepers in rotation (initially World Cultures and Natural Sciences), the National Partnerships Manager, the Director of Public Programmes and the new Head of Exhibitions & Design. Other staff will be invited to address particular agenda points, along with external guests to speak about their own practice and respond to our plans, and bring additional expertise, insights and contacts.

Meetings would be twice a year, reported to the Executive Team and to the Board through the established Director’s Report to Trustees.

6.2 Working with partners

To maximise impact, we will align our international programme with national agendas and funders’ priorities, ‘camping on’ partners’ initiatives where this would help us deliver more effectively, or cost effectively. Partners can bring advice, contacts, funding, or other support to devise and deliver formal joint activity. They range from the Scottish Government to the British Council, from individual Consulates to networks like Scottish Development International (SDI), other national collecting bodies and performing arts companies, and key city bodies like Festivals Edinburgh, Edinburgh University and the City of Edinburgh Council.

6.3 Financing the strategy

Our international relationships are likely to be a mix of mission-driven, funder-supported, and later some profit-centred. The former would be delivered at cost to us, or at best break-even, but are likely to be smaller initiatives which deliver other benefits.

The first two phases of this Strategy assume working within current resource – albeit prioritising allocations where necessary.

Further developments will need new resource – bidding for project-funded investment (internal or external) for initiatives which will enable us to learn and grow. A range of external sources of funding have initially been identified, and further work will be done to expand this in due course.

An area of obvious potential is the interest of the current Scottish Government in enhancing the country’s international reputation abroad. In a letter to the Board Chairman in 2012, the Cabinet Secretary for Culture & External Affairs said “I am willing to consider further how we might work with the national collections to support key international activity”. She currently provides generous support to overseas tours by national performing arts companies, and of course our own project with Museums of Malawi (interestingly funded through the Government’s ‘International Reputation’ strand).

7 ACTION PLANNING

This plan outlines draft high level actions, to be developed with the Leadership Team and the International Strategy Group. It assumes an incremental approach over five years.

7.1 Maximise the impact of what we already do

Action Owner Year

Create an annual International Plan, compiling topline Director of External 2013/14 actions identified as priorities in Departmental Plans. Relations, with support of National Partnerships

Establish templates/processes for regular reporting of data Director of External Dec and projects, to improve internal awareness, maximise Relations, with 2013 opportunities for leverage, support our focus on priorities support of National and feed wider (internal and external) communication. Partnerships

Create an International Communications Plan as part of Communications Mar annual Corporate Communications Plan, covering internal Manager 2014 and external channels, and creating key messages, clear lines on our international collections, data and a ‘story bank’ promoting angles of greatest strength and interest. Maximise international coverage for capital projects / major exhibitions with external agency support. Expand international information online and keep updated. National 2013/14 Partnerships

Build database of key international stakeholders and Director of External 2013/14 communicate with segments as appropriate. Relations

Log international travel plans, to enable Directors/Heads to Director of External identify clusters, synergies and new ways to maximise Relations/National benefit. Partnerships/staff

Equip all staff travelling on behalf of the organisation with a Communications Mar flexible Information Pack to communicate National Manager, working 2014 Museums Scotland effectively to international contacts. with Design team as required

Audit current use of budgets (central, departmental and Director of Finance 2013/14 project bids) and recommend financial structure to focus & Planning resource on priority activity, perhaps considering a more centralised International Engagement Fund.

Work proactively with colleagues and external contacts to Director of External 2013/14 maximise the impact of partnership working (see 6.2) Relations/Directors

Audit international networks (e.g. ICOM) and recommend Director of External appropriate representation Relations/ Colleagues

Ensure loans are credited impactfully at venues, and work Head of Collections with venues on other ways to maximise profile / impact. Services/Comms team Propose key performance indicators (KPIs) to support Director of External 2013/14 agreed actions and focus on priorities. Relations

7.2 Increase what we do by reprioritising existing resources

Action Owner Year

Support the new Digital Media Strategy, investing in skills Head of Digital Ongoing and channels. This will deliver a strong return, and is how Media peers and potential partners will assess and experience us from afar. Promote and track international and mobile usage, and set KPI to develop further.

Host an ‘International Working’ symposium for Scottish National 2013/14 museums at NMoS, with guest speakers, to share best Partnerships practice in Scotland and the UK, build connections / Manager synergies, and support the new Museums Galleries Scotland National Strategy3.

Review engagement of international visitors at our Head of Visitor 2013/14 museums (such as foreign language provision and staff Operations / Visitor training/resources), and implement any identified Operations improvements. Manager

Critically assess what we can offer that is the most Director of External 2014/15 distinctive and desirable on the world stage. Relations with LT

Develop a ‘heat map’ to direct future priorities and Director of External 2014/15 resource allocation, assessing areas of potential to deliver Relations working existing strategic priorities, and focusing on those which with Leadership are relatively easy to realise. Likely to focus on building Team and National Memoranda of Understanding with a small number of Partnerships team existing partnerships (e.g. research or exhibition partners). Consider small initiatives now which could lead to bigger things later, and reciprocity – what can we offer to get the same or more in return.

Critically assess the infrastructure required to deliver – Directors 2013/14 including National Partnerships team capacity to give more support to international programme.

3 MGS Aim: ‘Develop a global perspective using Scotland’s collections and culture’ and Objectives: ‘Increase the ways in which the sector can share Scotland’s collections and culture with visitors to Scotland and people abroad’ and ‘Promote greater understanding of other cultures through collections’

Propose programme, recommending staff involvement and Director of External 2014/15 other resourcing. Relations with Leadership Team. Agree priorities, and related realignment of other activity Director and 2014/15 and resources. Executive Team. Sustain international themes for our public programmes Heads of Public Ongoing and invite more international speakers/performers/artists. Programmes Complete and roll-out the Tourism Action Plan outlined in Marketing Manager 2013/14 the approved Marketing & Communications Strategy.

Review and cost options for more / targeted multi- Head of Digital 2013/14 language provision online. Media

Develop a five-year Loans Strategy, which clarifies criteria Head of Collections 2014/15 for selecting venues to maximise delivery of strategic aims Services / Loans and return on investment (conservation, packing etc). team / National Consider options for larger relationships with fewer major Partnerships partners. Recommend a new policy, costing methodology Manager and fee structure for charging for loans (where appropriate – policy to include other ‘return on investment’ criteria). Gather sample Memoranda of Understanding (which are National 2013/14 delivering tangible outcomes) to help establish a flexible Partnerships team template for our use. Develop a ten year fundraising plan for the US, with Head of 2013/14 specialist consultancy support. Development

Identify potential projects for NMS Charitable Trust Director of 2014/15 funding, then discuss with Chair and Secretary of NMSCT External Relations, before submitting bids. working with colleagues

7.3 Increase what we do more significantly, securing new resources

Action Owner Year

Develop a more ambitious ‘heat map’ to direct shifts in Director of External 2015/16 priorities and changes in resource allocation, focusing on Relations with areas of significant potential to deliver our aims, which Leadership Team need greater effort to realise, probably over a longer timeframe, with external support. Recommend a manageable number of Flagship partnerships and projects. Draft business cases for a single major project, or a series Director of External 2015/16 of initiatives over several years, and pitch to Cabinet Relations Secretary for significant Scottish Government support.

Update the 2010 Touring Exhibition Feasibility Study, Director of Study in commissioning an external consultant (with project Public 2014/15, funding) to: assess demand; recommend tour-able Programmes / establish ‘products’; identify potential partners, venues and funding Head of Exhibitions MOUs in (including Scottish Government and HLF); establish & Design (touring 2015/16, business models; and initiate one or two pilot tours. Likely experience?) tour/s focus: ‘flat art’; World Cultures and Scottish collections from during planned gallery closures. 2016/17

Update the 2006 Advice Policy, developing business National 2015/16 model for training and consultancy. Includes: assessing Partnerships capacity and options for outsourcing/backfilling; identifying Manager areas of greatest demand; policy for profit-generating and mission-driven activity; costing approach; scale of fees. Quick win: consider options for repurposing NMSE Ltd training in the Middle East, and model/materials developed for Malawi and domestic Knowledge Exchange Training.

Secure funding to continue to employ PR support Head of Marketing promoting priority projects internationally. & Communications

Research and recommend sources of funding to support Development 2015/16 new activity, and maintain central database of funds Researcher / applied for and secured. National Partnerships

Catherine Holden Director of External Relations 31 May 2013

Appendix 1

Outline of Current Contribution to our four Strategic Themes and 13 Strategic Aims

Collections

1 Collecting - acquisitions with international connections, commissions from international contemporary artists; collecting and fieldwork abroad and with international partners. 2 Access to objects & expertise - hosting international peers on fact-finding visits and research placements; organising, hosting, attending and presenting at international conferences and workshops (at home and abroad); refereeing for international journals. 3 Improving preservation – internationally funded conservation and analysis projects.

Audiences

4 Inspiring programming - special exhibitions and events with a strongly international flavour, whether touring, home-grown or developed in partnership. 5 Broadening audience participation – NMoS now one of the best attended museums in the world; building online engagement; growing tourist attendance at our museums4. 6 Digital engagement with collections – growing online content and audiences through multiple channels5; however only 30% of current web traffic is from overseas (nearly half from the US) and content is almost exclusively in English.

Connections

7 Maximising partnerships – fieldwork and collecting; specialist research; ‘idea gathering’ / fact finding trips to peer institutions; targeted international fundraising and media relations; Scottish Government liaison; hosting British Council-led delegations, VIP/politician meetings and tours. 8 Extending the reach of collections – loans; sharing skills and knowledge with peers (notably India, Malawi). 9 Raising profile – significant increases in international media coverage6; joining the Art Newspaper’s global Top 20; shortlisting for European Museum of the Year; becoming a ‘must-see’ in guidebooks, inflight magazines and online7; representation at London-based international events; circulation of Explorer magazine and our Annual Review.

People and Resources

10 Leading and realising people’s potential - international trips (“travel gives you tremendous energy, and ideas come from that” – quote from an SDI exporter) 11 Increasing income – some major international donors; some distribution of NMSE Ltd Publishing titles (US, Canada and through global online retailers); approximately a third of our online shop orders (with a higher transaction value); some international hospitality and events; some paid consultancy (e.g. in the Middle East on customer service). 12 Improving our estate – international peers seeking advice on renovating historic buildings, estates management and budgeting 13 Embedding sustainability - energy benchmarking with museums internationally; using video conferencing and online collaboration tools to reduce travel / carbon footprint.

4 27% of our 2012/13 visitors were from overseas, with considerable variation by locality: War 62%, Scotland 31%, Flight 10%, Rural 4%. We welcomed visitors from nearly 50 countries, with half coming from five countries: the United States (20%), France (11%), Spain (7%), Australia (7%), Germany (5%). 5 Over a fifth of our website traffic now comes from mobile or tablet devices - vital for tourists. 6 Nearly 10% of NMoS re-launch coverage was international, providing over 98 million opportunities for people to see, hear or read about us 7 NMoS has over 2500 Trip Advisor ratings to date - 94% are ‘Excellent’ or ‘Very Good’

Appendix 2

Overview of International Working by Museums

The bulk of activity centres on three areas:

• loans – in both directions. • research - collections and other research / fieldwork with academic and source communities, joint submissions to international journals, awards of research fellowships. • touring exhibitions – whether exhibitions from permanent collection, shown at the source venue then sold elsewhere; exhibitions jointly devised and using joint collections which go to the joint partners’ venues; or joint exhibitions sold to a range of other venues; or collections exhibitions created specifically to tour8.

Other modes of engagement reported include:

• collections documentation and conservation projects. • providing advice to organisations which are establishing new museums or improving existing facilities; helping create or advise on new displays. • events - including international performances, seminars, conferences, science shows in museums and schools - in UK and other cities. • running international prize exhibitions or festivals, involvement in international showcase events such as Expos and Biennales. • education programmes (e.g. an EU-funded programme on how to engage older people), working with artists, schools and immigrant or source communities. • ‘idea harvesting’ and sharing – visits to exchange information and build understanding, sharing skills/expertise and good practice, advice and assistance. • more formal training, Masterclasses and consultancy. • staff exchanges. • helping mitigate risk to cultural property in unstable regimes. • contributing to political diplomacy - building relationships with organisations in countries where governments seek opportunities or face challenges. In the words of the British Council director Martin Davidson, culture “acts as a bridge between nations, breaks down barriers and crosses political divides, allowing people worldwide to relate to our common humanity”. Politicians often seek to link official visits with cultural events, where discussions can continue informally.

A range of specific examples are listed in the full International Strategy Research Report - available on request.

8 Tate identifies touring exhibitions as “the main opportunity to generate income to support our non- income-generating international initiatives”. In the face of cuts, museums are increasingly targeting relatively wealthy countries, like China, Japan, Australasia and the Middle East, to offset their losses.