CORPORATE MANAGEMENT PLAN
(UPDATED OCTOBER 2002)
AIM , OBJECTIVES AND ORGANISATION
1 Royal Naval Museums - Mission Statement
The stated mission for the Museum, as one of the four designated Naval Museums, is;
· to provide an effective and accessible repository, both now and in the future, for the heritage of the Navy
· to raise public awareness of The Royal Navy Submarine Service
· encourage scholarship and research into the Royal Navy Submarine Service.
2 High Level Objectives
· to maintain and manage a public museum and library of all aspects of submarine endeavours
· to preserve, promote and assist in the display and understanding and enjoyment by the public of the Submarine Collection and all other property, artefacts, and others having relevance to the history of the submarine service of the Royal Navy forming the content of the museum from time to time
· to uphold the traditions of the submarines service of the Royal Navy; to perpetuate and commemorate its deeds; to honour and preserve the memory of those who have participated in the service; and to act as keeper of the regimental heritage of the service
· to relieve distress or need amongst past and present members of all ranks of the submarine branch of the Royal Navy and their dependants.
3 Aim
The aim of the Submarine Museum is;
TO FULFIL ITS MISSION AS ONE OF THE FOUR DESIGNATED MUSEUMS OF THE ROYAL NAVY AND TO ACHIEVE THE MAXIMUM POSSIBLE UNDER THE TERMS OF ITS DEED OF TRUST WHILST MAINTAINING ITS CURRENT CHARITABLE STATUS AND FINANCIAL VIABILITY.
Strategic Management
Operational Management
Strategic Management is concerned with making decisions upon:
The scope of the Museum’s activities
The allocation of major resources
Implications of change for the Museum
Approving the Corporate Management Plan (CMP)
Review of progress against the CMP
Responsibility for Strategic Management is vested in the Board of Trustees.
Sub-Committees of the Board may be established to deal with specific subjects.
Operational Management is concerned with the implementation of Trustee Policy and the day to day running of the Museum. Responsibility for Operational Management is delegated to the Director.
SECTION
ONE
CHAPTER
TWO
BACKGROUND
1. The Submarine Museum exists as the living monument to a proud Service that has made, from its inception to the present day, a significant contribution to the security of the Nation, both in peace and war.
2. The Submarine Service has been, and remains, an elite and somewhat self-contained world; as a result the role of submarines can be misunderstood, underestimated, or neglected. As the shopwindow of the Service, the Museum has the opportunity to correct this through fostering interest, and providing facilities for education and research. This places on the Museum the responsibility to maintain an institution of the highest possible quality in terms of presentation and organisation.
3. Inherent in the Service’s history is what is best about the British. Innovation, dedication, determination, teamwork and comradeship, underpinned by a willingness to make the ultimate sacrifice for the security of the nation. These are strong messages that can be translated both through the informal educative route of viewing the collection on display, and a more direct approach to children through the National Curriculum in History and Science. The latter is of particular significance in that few other local Heritage institutions have the potential that RNSM has in this field, and the theme of The Submarine and Science will be a key feature of both our Education Policy and a future Gallery
4. In addition to its status as a memorial to those who have passed on, RNSM serves as a focus for living submariners, whether retired or still serving. It contains voluminous records on individual submarines and submariners, and houses a wealth of diverse artefacts. The Trust provides charitable funds for ex-submariners and their people in need. With the recent demise of HMS Dolphin, the requirement for a corporate identity for the Service has heightened, and the Museum has been identified by Flag Officer Submarines as ‘Regimental Headquarters’, which further enhances the significance of the institution.
5. To fulfil the remit of keeper of the Heritage of the Submarine Service, with all that implies, it is essential that the Museum remains financially viable in an increasingly competitive world against alternative recreational and educational activities, in an era of uncertain long term external grant funding, and a public that may lack spending confidence. It is imperative therefore that the Museum’s finances are well managed, that all potential sources of funding are pursued with vigour, and every sensible opportunity for expansion and improvement is taken.
6. The Submarine Museum is but one of a number of Heritage attractions in the Portsmouth area. In order to promote the Harbour as a 'visitor destination', avoid wasteful competition and duplication of effort, it makes eminent sense to share and pool resources whenever it is appropriate. In particular membership of the Portsmouth Harbour Consortium is an essential plank of the overall marketing strategy, and close relationships with the Royal Naval Museum and 'Explosion at Priddy's Hard' should be fostered and maintained.
7. These are considerable challenges that can only be met through sound management, single-minded purpose and vision.
HISTORY
OF THE MUSEUM
8. The Royal Navy Submarine Museum was formed as a modest “Submarine Branch Collection” under a Deed of Trust dated 11 September 1963. It was registered as a charity on 12 February 1970. Three small rooms were assigned for the collection above the Chapel in HMS Dolphin.
9. In 1977, with the number of displays starting to grow rapidly, the Museum as by then it had become, moved to larger and more attractive premises in Rosario Block, HMS Dolphin. However public access was still greatly restricted by security considerations within the submarine base.
10.In 1978 the Trustees decided that the time had come to move out of HMS Dolphin, to construct a purpose built Museum and to place HMS Alliance, loaned by MoD for a period of 60 years, ashore where visitors could then enter through doors cut in the pressure hull rather than using the normal awkward hatches.
11.A public appeal was therefore launched in 1978 and a new Deed of Trust was formulated, titled the “Submariners Memorial” on 23 April 1979: a new charity was thereupon registered, No. 277960. The stated purpose of the Trust was to beach HMS Alliance, adapt land and buildings (outside HMS Dolphin but adjacent to the northern boundary) as a new Museum, and to provide funds for assisting in caring for needy past and present submariners and their dependants.
12.By 1982 sufficient money (about £410,000) was raised by the Appeal for these purposes. In May 1983 Admiral Sir John Fieldhouse formally opened the new complex.
13.In 1982 Holland 1 was put on display.
14.In April 1985 the Museum became subject to a Designation Order.
15.With all past objectives met, the Trustees set a new aim in 1987: to support the Submarine Service. This implies a particular eye on future recruiting, as well as promoting a greater public understanding of past and present activities. Educational activities have thus begun to play a much greater part in the overall business of the Museum in order to meet this aim.
16.A new Giftshop was built in 1990.
17.The layouts of both floors of the main museum building were completely revised in 1991/92 with the help of a grant of £20k from the Museums and Galleries Commission.
18.Both periscopes and the Captain’s cabin from HMS Conqueror (decommissioned SSN) were installed in the Museum.
19.In late 1993 Holland 1 was discovered to be suffering from severe metal corrosion, and a rescue package initiated.
20.In 1994 the galleries were given a new layout with the
theme of From Pirate to Peacekeeper.
21.In June 1997, the National Heritage Lottery Fund, while recognising the importance of the Collection and agreeing with the overall concept of works, declined an application for Lottery Funding for the Museum’s development. A phased application for individual elements of the plan was invited.
22.In August 1998 the Historic Roadway was restored under the auspices of the Millennium Walkway. The Centennial appeal was launched.
23.In October 1998 the new Weapons Gallery was opened to the public.
24.In July 1999 NHLF Stage 1 approval was given to Phase
1A of the overall Development Plan, The
Conservation and Interpretation of Holland 1.
25.In 2000 the Museum acquired the redundant Telephone
Exchange and introduced two new exhibitions - The History of Attacking
and The History of Escape.
26.In 2000, with the help of HLF, BAE Systems and others, work started on the Holland 1 Gallery.
27.In October 2000 the Museum converted its tenure from a 30 day-notice licence to a 39 year lease.
28.In early 2001 Torbay Block was underpinned and double-glazed by MoD.
29.In May 2001 The Holland Gallery was formally opened by Countess Mountbatten of Burma.
30.In August 2001 Torbay Block was reorganised, new offices were constructed, and the collection moved to the ground floor.
31.In September 2001 the expanded Car Park was moved adjacent to Torbay Block.
32.In September 2001 a stage 1 bid for The Fieldhouse Building was submitted to HLF.
33. In February 2002 the Museum achieved Phase II registration with Re:Source
34. In April 2002 a new staff room was added
35. In May 2002 a new Cafeteria Annex was added
36. In July 2002 HLF advised the Museum that its Stage 1 bid for the development of the Fieldhouse Building had been successful
SUMMARY OF THE COLLECTIONS
37.The Royal Navy Submarine Museum currently holds collections of the following material:
Submarine Hulls
Submarine Ordnance
Submarine Rescue and Salvage
Submarine Shore Training
Firearms and Ordnance
Books
Documents
Medals
Models
Personal Memorabilia
Photographs
Ship Relics
Uniforms
Visual Art
China
Audio visual material
Memorials
34.The Trustees Collecting and
Disposal Policy is defined in the ‘Collections Management Policy Document’,
which is maintained by the Curator. The policy abides by the guidelines
established by the MGC/Re:source and is reviewed every five years by the Trustees.
SECTION TWO
CHAPTER ONE
BUSINESS MODEL
1 The Business Model is a tool for developing the museum’s performance management regime in the light of strong expectations that spending Departments should be able clearly to demonstrate the output and outcomes from their expenditure, and how these relate to the departmental objectives of access, education, inclusion and value for money. The Business Model provides benchmarks that are reflected in the Corporate Management Plan through the action plans. An annual review of activity (based on Performance Indicators) should be conducted in order to ensure the maintenance of standards and/or to enhance performance. The following headings of activity are used for each facet of the Museum’s work:
· Aims
· Outputs
· Outcomes
· Best Practice
2 The headings of activity are
· Collection Development
· Collection Documentation
· Collection Storage
· Conservation
· Development
· Display and Interpretation
· Education
· Financial Management
· Governance
· Human Resources Management
· Information Systems Management
· Library and Archive
· Major Projects
· Marketing
· Operations and Maintenance
· Public Relations
· Research
· Security
· Special Services
· Strategic Planning and Performance Management
· Visitor and User Services
3 COLLECTION DEVELOPMENT
Aims
· to add to the collections in accordance with the collection policy
· deaccession where necessary to maintain optimal long term utility of collections
Outputs
· collection policy
· changes in collections
Outcomes
· collections in line with institutional objectives
· enhanced collections
· enhanced value for money
· public excitement about collections
· support for UK Heritage
Best Practice
· collection policy formulated iaw institution’s mission and mandate
· collection development plan
4 COLLECTION
DOCUMENTATION
Aims
· register items for audit purposes and ease of identification
· record information about the items to aid understanding and object management
Outputs
· computerised database including archives and images
· stocktaking records
Outcomes
· auditable, accessible and manageable collections
· accountability
· enhanced intellectual access
· value-added collections
Best Practice
· compatible policy and procedures for all SPECTRUM procedures
5 COLLECTION STORAGE
Aims
· to ensure the long term preservation of the collections through the provision of secure and environmentally appropriate storage while maintaining easy access to students and the interested public
Outputs
· storage of items in appropriate conditions
· location of items fully documented
· items easily accessed
Outcomes
· physical well-being of stored collection
· appropriate ease of access to items
· reliable information on where items are stored
Best practice
· maintenance of collections in appropriate physical environment
· accurate recording of location to permit easy access
· measures to achieve efficiency and effectiveness in use of space use and collection management
6 CONSERVATION
Aims
· mitigation of decay process through preventative measures to ensure stable environmental conditions for storage and display
· remedial treatment to make objects intelligible for display or study
Outputs
· conservation plans
· environmental guidelines, controls and monitoring systems
· stable items
· displayable items
· condition audits
Outcomes
· arrested deterioration of collections and thus maintenance of scholarly, evidential and financial value
· enhancement of value of items
Best practice
· iaw variety of documentation
7 DEVELOPMENT
Aims
• to maintain or improve conditions/services
for the collections/visitors
• to ensure
that major projects are properly managed to achieve objectives in a timely and
cost-effective manner.
Outputs
• an option
appraisal
• a cost
appraisal
• a cohesive
development plan
• a supporting
fund-raising campaign
• completed
projects that are to time, specification and within budget
Outcomes
• funds raised
• improved
value in core aims of Museum
• improved
visitor appeal
• improved
cost effectiveness
Best practice
• activities
take into account both financial and non-financial considerations
• developing
comprehensive and detailed specifications
• acting on post-completion evaluation and
snagging
• strong,
dedicated project management which continually monitors and reports on progress
against plan
• proper use
of external expertise
• effective
procurement
8 DISPLAY AND
INTERPRETATION
Aims
· maximise physical, social, and intellectual access to the collections in ways that educate, engage, challenge, inspire and entertain the public whilst informing them about the institution’s mission
Outputs
· displays in house or elsewhere
· support materials
· live interpretation
· publications, broadcasts, lectures, events
· outreach programmes
· merchandising
Outcomes
· visitor satisfaction
· collections accessible to wide audiences
· reputation of institution enhanced
· users learning from, enjoying and being stimulated and inspired by the collection
· visits and other forms of access/use
· visitor spend on collection-related materials
· enhancement of users visual literacy
· conversion of potential into actual visitors
Best Practice
· constant evaluation and development of evaluation culture
· achievement of ‘wow’ factor
9 EDUCATION
Aims
· provide opportunities for high quality life-long learning for all
Outputs
· visits by educational groups
· events (school lectures)
· teaching programmes
Outcomes
· stimulation, inspiration, engagement in issues
· increased learning activity and understanding
· better educated visitors and users
· experience and educational qualification
Best practice
· offering a range of programmes using different methods of communication to audiences to serve differing styles, background knowledge and interests, making connections which encourage and enhance learning through a programme of opportunities for progression
10 FINANCIAL MANAGEMENT
Aims
· be accountable to Trustees, Sponsor Department, and the public
· achieve value for money in terms of economy, efficiency and effectiveness
· maximise revenue generation
Outputs
· business plan
· budgets
· management reports and accounts
· financial accounts
· internal audit reports
· invoices
· cash flow
· timely payments
· staff payment
· total expenditure
· self-generated income
· total of GiA