ROYAL NAVY SUBMARINE MUSEUM

CORPORATE MANAGEMENT PLAN

(UPDATED OCTOBER 2002)

SECTION ONE

CHAPTER ONE

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

The objects and powers of the Trust Deed establishes that the Trust (The Royal Navy Submarine Museum) has been formed for the benefit of the public and for the purposes of educating the public in naval and social history and other matters relating to the defence of the realm, in particular:

· 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.

4 Management Organisation

There are two layers of Management for the Submarine Museum:

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

THE ROYAL NAVY SUBMARINE MUSEUM

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

· tax planning

· financial procedure guidelines

· level of reserves

Outcomes

· greater effectiveness

· greater understanding of cost drivers

· stronger financial controls

Best practice

· financial management should be part of a broader, medium term, corporate planning process which supports and prioritises the institution’s objectives

11 GOVERNANCE

Aims

· to provide leadership

· to ensure that the institution’s policy framework is established properly, regularly reviewed and implemented in line with the institutional mission and mandate

· to monitor the implementation of agreed plans and programmes

· to ensure that the responsibilities of accountability are fully met

· to manage risk

Outputs

· policy

· approved and regularly reviewed plans.

Outcomes

· well-governed institution

· maximum value for money

Best practice

· take an active interest in the financial management and performance of the institution

· appoint an Audit Committee

· follow the Museums Association’s Code of Practice

· follow OCPA guidelines

12 HUMAN RESOURCES MANAGEMENT

Aims

· to recruit, retain and develop staff of the highest calibre, to ensure excellence in the delivery of institutional programmes

Outputs

· job offers

· recruitment of staff

· retention of staff

· job descriptions

· training programme and training plans

· clear appraisal system against objectives

· fully staffed institution

· equal opportunities policy

Outcomes

Staff who are

· committed to the institution

· productive

· satisfied

· flexible

A culture that is

· ‘can do’

· meritocratic

· customer focused

· equal opportunity aware

Best practice

· the UK Quality Award for Business Excellence

· Investors in People

13 INFORMATION SYSTEMS MANAGEMENT

Aims

· deliver information systems to support the delivery of core and non-core activities

Outputs

· ICT strategy

· applications

· information and tools for work-top

· support to users

Outcomes

· greater productivity

· wider dissemination of information

Best practice

· systems are managed to support users on a day to day basis

· resources are identified to support and applications and technology

· ICT is used to facilitate the management of change

· ICT input is included in high level corporate strategic planning (eg website and e-commerce)

14 LIBRARY AND ARCHIVE

Aims

· to provide information, management and reference services for staff and external users

· to organise, manage, document and preserve institutional archives

Outputs

· well-organised, accessible, secure, well-preserved, well-catalogued library and archive items

· serving users

· information

· processing intakes

· collection acquisition

· query answering services

Outcomes

· researchers have access to supportive information

· archives are preserved and organised for use

· displays and other interpretative programmes are enriched

Best practice

· The library and archives should be managed by professional staff and managed to international (UNESCO) standards

15 MAJOR PROJECTS

Aims

· ensure major projects are properly managed to achieve objectives in a timely and cost-effective manner

Outputs

· completed projects which are to specification; to time; to budget

Outcome

· security of the collection

· greater access

· education

· visitor satisfaction

Best practice

· 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

16 MARKETING

Aims

· to build the audience generally and through targeting specific groups

· to disseminate information about the institution as widely as possible

· to achieve higher visibility for the institution

· to broaden funding support for the museum and its programmes

· to inform and broaden public understanding and support for the museum and its objectives

· to provide an opportunity for members of the public to develop a closer association with the museum in support of its mission

· to promote positive awareness of the institution with stakeholders (the public, the Submarine Service, the media, the academic community and the Sponsor Department)

Outputs

· marketing plan and marketing toolbox

· publicity campaign

· market research surveys and reviews of performance

Outcomes

· maintaining and enhancing public profile and awareness

· greater numbers of visitors

· understanding of existing and potential audiences

· funds and gifts in kind

· membership schemes

Best practice

· should be based on a regularly updated marketing strategy, formulated with input from research into existing and potential audiences, and evaluated through market testing to ensure maximum efficiency and effectiveness

17 OPERATIONS AND MAINTENANCE

Aims

· to maintain the fabric of buildings and facilities in a good state of repair

Outputs

· well maintained buildings

· clean buildings and gardens

Outcomes

· secure environment in which to hold collections

· safe environment in which to welcome visitors

Best practice

· undertaking periodical professional condition reports on all buildings and facilities to allow the development of a planned condition programme

· Health and Safety legislation

· Fire Certificate requirements

18 PUBLIC RELATIONS

Aims

· to achieve maximum media and press coverage

Outputs

· annual PR plan

· contact lists

· press releases

· joint ventures with other institutions

Outcomes

· free advertising

· profile raising

· reputation enhancement

· public goodwill

Best practice

· activities should be in line with an appropriate code of conduct

19 RESEARCH

Aims

· identify correctly, understand and enhance information yield of items, enriching interpretation and intellectual access and aiding future research

Outputs

· fuller and more accurate documentation

· information for dissemination in a variety of ways

· acquisitions for the collection

Outcomes

· value added collections

· better interpretation

· enhanced intellectual access

· enhanced staff expertise

Best Practice

· there should be a research policy with updated research plans and programmes

20 SECURITY

Aims

· to provide for the physical security of collections and premises, and the security and safety of staff and visitors

· as front-line staff in public areas to control public access and circulation and to provide courteous and accurate orientation information to visitors

Outputs

· consistent and effective guarding of collections in all areas of the museum

· courteous and effective management of public access to the collections

· provision of accurate information in response to public enquiries

Outcomes

· a secure environment for the collections

· well managed control of public access and circulation

· high level of public satisfaction

Best practice

· International Committee on Museum security (ICOM 1993)

· comprehensive risk audit for the collections

21 SOCIAL INCLUSION

Aims

· to help combat social exclusion

· to make the museum a local learning place

· to develop the museum’s role as an agent for social change

Outputs

· identification of people who are socially excluded

· assessment of current practice

· development of services and training of staff

Outcomes

· forging of partnerships with other organisations

· implementation and publicity of services

· evaluation, review and improvement of services

Best Practice

Centres for Social Change; Museums, Galleries and Archives for All; May 2000

22 SPECIAL SERVICES

Aim

· use staff expertise to provide specialist external advisory and analytical services in accordance with the Museum’s role as a national institution, responsible for sharing its expertise with the broader museum, academic and public world

Outputs

· advice

· contribution to committees

· standards

· service outputs (analyses)

Outcomes

· standard setting

· committee work

· professional esteem

· institutional reputation and profile

· enhanced intellectual capital

Best practice

· self generated

23 STRATEGIC PLANNING AND PERFORMANCE MANAGEMENT

Aims

· to ensure the institution is working in the most efficient and effective way to meet properly set institutional objectives

Outputs

· Corporate plans

· mission statement

· targets

· performance indicators

· appraisal systems

Outcomes

· a strategically managed organisation

Best practice

· structured and systematic approach to corporate planning cascading down from the institution’s mission to its objectives which are expressed in terms of the long, medium and short terms, and also in terms of priority

· the corporate planning process links to budget setting

· budget setting should be driven by cost drivers and well founded forecasts of income

· objectives should be monitored

· performance targets should be set

· achievements should be monitored and reported on

24 VISITOR AND USER SERVICES

Aims

· to ensure that visitors have a sense of being welcomed

· to ensure that visits are enjoyable

· to maximise physical, social and intellectual access

· to provide catering services to visitors and for events

Outputs

· information services (including signage)

· specialist query service

· comfort services (toilets, telephones, seats, cloakrooms)

· shop sales

· cafe sales

· venue hire

· special provision (disabled access, foreign language services)

· miscellaneous commercial services

· profit

· customer numbers

Outcomes

· satisfied visitors/users

· longer visitor stay

· support for marketing services

· enhanced profile with core constituency

· enhanced reputation

· ‘brand strength’

· generation of net revenue towards museum funding

· more spending by visitors

· net profit - less dependence on GiA

· development of corporate links

· attraction of new visitors

· sharing of staff expertise with users

· enhanced access to collections through purchase of relevant merchandise

SECTION THREE

CHAPTER ONE

SITUATION REVIEW

1 General

In order to construct a cohesive Management Plan to meet the ‘best practices’ of the Business Model and to identify other essential short term activities, it is necessary to have a good understanding of the organisation’s current performance and the likely effects of external influences. The following analysis highlights the strengths, weaknesses, opportunities and threats (SWOTS) that are to be exploited, alleviated, or avoided as appropriate.

2 Strengths

The Royal Navy Submarine Museum:

* is one of the six principal service museums and is the MoD designated museum of the Royal Navy Submarine Service.

* is distinct and unique, and is the leader in the world in its specialist field and in the range of public services it offers.

* is registered under the MGC/Re:source, making it eligible for all major grants and awards.

* enjoys both the moral and financial support of Hampshire County Council and Gosport Borough Council.

* is a cornerstone project of Gosport’s element of the Millennium Commission backed Renaissance of Portsmouth Harbour scheme.

* owns a wide range of attractions, historical artefacts, and archives. The collection includes two submarines on the NHSC Core Collection of Historic Ships of the United Kingdom (Holland 1 and HMS Alliance) and a third (HMS X24) which appears on the register of historic ships

* enjoys access from two directions (road and water). Its waterfront access will play an increasingly important part as a visitor conduit.

* has all the essential amenities (toilets, cafe, cinema, and gift shop) and a copious car park.

* has densely populated areas within the recognised day-trip catchment area radius of 30 miles.

* has a large number of schools within its catchment area.

* has a University on its doorstep providing opportunities for academic/project co-operation.

* has a dedicated team of employees and volunteers, driven by enthusiasm and innovation.

* is a member of the Portsmouth Harbour Consortium.

* it is the ‘Regimental Headquarters’ of the Royal Navy Submarine Service and enjoys a close relationship with the Type Commander, the serving members of the Submarine Flotilla, and is supported by an enthusiastic and active ex-servicemen’s association.

* has a modern computer suite and a well organised data-base.

* enjoys the support of an active Society of Friends.

* enjoys close links with the Historical Diving Society

3 Weaknesses

The Royal Navy Submarine Museum:

· relies heavily on Grant-in-Aid which is also small in comparison with other military museums, and therefore must attract a large number of visitors for it to fulfil all its remits (break even number 55,000)

· has limited access by road

· is physically separated by water from other major heritage attractions, which is a limitation until a new transport system is implemented.

· is short of attractions for the younger visitor.

· has limited facilities for the Disabled in HMS Alliance.

· displays its 3D collection in Museum buildings which are rapidly approaching their capacity and which lack quality.

4 Opportunities

Opportunities emerging are:

· the Museum is an integral part of Gosport’s element of the Renaissance of Portsmouth Harbour project which has the potential to increase numbers for the benefit of the Museum.

· accessibility to the National Heritage Lottery Fund.

· increasing public interest in the Submarine Service as its activities become more widely known through its Centennial Year activities.

· given its unique collection, it has a major role to play in the Portsmouth Harbour maritime story of ‘The Royal Navy through the Ages’.

· increasing opportunities for co-operation on education projects with other Heritage institutions in the area through the Portsmouth Harbour Consortium

· increasing opportunities for co-operating with the University of Portsmouth, most notably through the Holland 1 project.

· site improvement opportunities generated by Hampshire CC’s Regeneration of Older Urban Areas (ROUA) programme.

· co-ordination of tourist activities through Gosport Borough Tourist Plan.

· stronger links with a co-located MoD department.

· increasing emphasis on the educational role to be played by Museums. RNSMM is uniquely positioned to develop access for young people through science based displays.

· increasing Service emphasis on tradition in order to maintain standards and interest of serving personnel.

· The French connection

· improving transport links provided by an established water bus service and the LRT (Light Rapid Transit)

· making the intended Fieldhouse Building (possibly through lighting) impressive by day and night

5 Threats

The major threats are:

· not addressing those weaknesses within its power to correct. It is essential to:

1. Maintain/raise profile of the Museum through combination of global and local marketing; improving standards of attraction and visitor services.

2. Maintain the jetty to the highest standard and provide maximum cross-water attraction.

3. Play maximum part in Portsmouth Harbour Consortium to enhance effectiveness, integration and cohesion

4. Increase footprint and enhance scope of activities

5 Maintain progress on improving visual appearance

6 Improve access to all through both the Holland project and the Submarine and Science gallery in the Fieldhouse Building.

7 Address Disabled issues throughout the development.

· failure to expand facilities, thereby reducing the Museum’s attraction at a time when other heritage sites are increasing theirs with the inevitable consequence of reduced visitor numbers, with all that implies.

· failure to continue to justify an adequate level of Grant-in-Aid through the maintenance of worthy standards.

· potential pressure on Defence Budgets that may cascade down and impact on the level of Grant in Aid available

· failure to update computing and other management systems

· failure to keep abreast of trends in general museum development

SECTION THREE

CHAPTER TWO

STRATEGIC AIMS AND RELEVANT ISSUES

1 Purpose of the plan

The purpose of this plan is to set strategic objectives for the period 1 April 2002 - 31 March 2012 that will guide the work of the Museum. The objectives and targets listed in Chapter 4 of this section are drawn from three sources; firstly from the targets set by the Board of Trustees in the Development Plan and Business Plan; secondly from analysis of the Museum’s strengths and weaknesses; and thirdly from Performance Indicators The ability to meet Management Plan objectives is wholly dependent on the provision of sufficient resources. This plan is based on resources allocated in FY 2000/2001; any subsequent in year adjustments to this settlement will dictate to what extent these objectives are achievable.

2 Strategic aims

The following are the strategic aims of the Museum:

(1) To develop a Museum that attracts an increasing number of visitors and to provide those visitors with a worthwhile experience through the execution of the Development Plan, Education Policy, and Marketing/PR policies.

(2) To make as much of the collection as accessible as possible to all.

(3) To enhance the collection through the mechanisms set out in the Trustees Collecting Policy

(4) Through demonstration in performance continue to attract and justify the highest possible level of Grant-in-Aid and external financial support.

(5) To increase revenue levels and maintain an adequate cash reserve in accordance with the Financial Plan.

(6) To provide funds for the relief of hardship among past and present submariners and their families.

3 Critical Factors

· Achieving the support of the National Heritage Lottery Fund for all phases of the Development Plan.

· Progressing Archive and Collection documentation to an appropriate standard

4 Key Issues to be addressed

· Fund-raising for the Appeal

· Maintaining/increasing visitor numbers

· Enhancing educational aspects of the Museum to include core curriculum activities and to improve its attraction for younger visitors

· Improving physical/intellectual access for disabled visitors

· Continuing conservation of the collection

· Continuing the cataloguing of the documentary, artefact and photographic collection

· Increasing the contribution of commercial activities.

SECTION THREE

CHAPTER THREE

PERFORMANCE INDICATORS

1 Introduction

In common with most of the public sector, museums are being asked to demonstrate greater accountability for their use of public money in their business activities.. The favoured method of demonstrating accountability is through Performance Indicators (what gets measured is what gets done)

2 Definition

‘Business’ means all the main activities occurring within the Museum, it is not simply the financial aspects of its activities. Therefore it is necessary to develop a long term strategy that addresses the whole range of the operation, and identify appropriate PIs that will influence our decision making processes in an appropriate direction as well as demonstrate to the Board and Staff (and others) how effectively and efficiently it is conducting its business and meeting its goals.

3 External Performance Indicators

The pan-Naval Museums external PIs that have been agreed with NP(Sec)2 - the Sponsor Department - and which come into force from April 03 are (Annex A):

1. User numbers: Objective: Access & Inclusion. Quantitative outcome measure. Total visitor numbers to be broken down into

(1.1) Total visitor numbers (including educational groups):

(a) Adult %

(b) Children%

(1.2) Web site usage

(a) Number of visits

(b) Estimate of pages viewed per visit

(1.3) Enquiries for research purposes received/answered

(a) Correspondence in response to written and verbal enquiries, broken down as follows

· Letters/faxes

· E-mails

(b) Personal visits to the Archive/Library

2. Grant in Aid per visitor: Objective: Value for Money. Quantitative measure of effectiveness. Broken down as follows:

(a) Total numbers

(b) Numbers excluding organized school groups

3. Grant in Aid as proportion of total operating spend: Objective: Value for Money. Quantitative measure of effectiveness.

4. Self-sufficiency indicator: Objective: Value for Money. Measure of independence of body from public funds in relation to total operating expenses. To include:

(a) Total net income from all internal revenue generating activities. Income includes admission fees, fundraising, donations, private grants. Bank interest and forms of public funding should be excluded.

(b) Proportion of net income of total operating spend.

5. Customer satisfaction: Objective: Excellence and Education. Essentially qualitative. DCMS aim to develop methodology further: PI is likely to be further refined at a later date.

6. Number of pre-booked school parties/educational groups: Objective: Education. Aim to show various programmes offered by museum, both on and offsite, and take-up rates by different age groups of children. Broken down into:

(a) Primary

(b) Secondary

(d) Further education

4 Internal Performance Indicators

In the main the external performance indicators cover business aspects of the Museum's total activity. In order to assess progress/activity on curatorial matters, the following PI figures will be presented to the Trustees every December (Annex B).

· progress of the Development Plan

· % of collection documented to appropriate standard

· student visitor numbers/degree of satisfaction

· amount of research monies raised

· amount contributed by the Giftshop

· grant allocated to RNBT

Annex A to

Chapter 3 Section 3

RNSM CMP

EXTERNAL PERFORMANCE INDICATORS RESULTS - 2001/2002

Visitor numbers

1997/98

1998/99

1999/00

2000/01

2001/2002

63,110

57,500

62,527

Adult 17374

OAP 6962

Child 22369

67,468

Adult 21298

OAP 7356

Child 22931

78,276

Adult 45069

OAP 8752

Child 24455

Ratio of self-generated income to GiA

Year	Trustee Income	Grant-in-Aid Income	% Total Revenue GiA	% Total Revenue Trust
97/98	156,000	316,000	67%	33%
98/99	157,000	367,000	70%	30%	36%
99/00	177,000*	437,000**	71%	29%
00/01	209,000*	436,000	68.5%	31.5%
01/02	259,000	485,000	65%	35%

(* excludes Appeal Fund income. ** excludes capital grant for disabled lift)

GiA subsidy per visitor

Year	GiA - visitors	GiA per visitor	GiA - Trust per visitor
97/98	£316,000 - 63,110	£5.00	£2.13
98/99	£367,000 - 57,500	£6.38	£3.65
99/00	£437,000 - 62,527	£6.98	£4.15
00/01	£436,000 - 67,468	£6.46	£3.36
01/02	£485,000 ~78,276	£6.20	£3.25

Visitor Satisfaction

Year	% Good/Very Good	No of written complaints
97/98	95%	2
98/99	92%	1
99/00*	95%	1
00/01	See report	1
01/02**	99%	1

(*Hampshire Benchmarking Project marketing research: **Southern Tourist Board))

Number of children visiting in pre-booked school parties*

Year	Number
97/98	2,221
98/99	4,018
99/00*	3,260
00/01*	3,906
01/02*	4,243

(*excluding CACTO)

Number of photographic research enquiries received*

Year	Number
97/98	311
98/99	280
99/00	311
00/01	268
01/02	353**

(*invoices dispatched; **100 centenary related)

SECTION THREE

CHAPTER FOUR

ACHIEVEMENTS AND SHORT TERM OBJECTIVES

1 Achievements 2000/01

· Attended six outreach events

· Provided six evening lectures

· Participated in SEMS sponsored Benchmarking project (Phase 11)

· Completed negotiation for lease

· Achieved Stage II approval from HLF for Holland 1 Project. Building started Sept.

· Provided disabled lift in main gallery building.

· Appointed Education Officer

· Created Classroom within Torbay Block

· Undertook Ladies Day

· Continued to develop Centennial Planning

· Continued to develop website

· Produced new leaflet

· Underpinned Torbay Block and double-glazed throughout

· Assisted in production of Royal Mail stamps

· Assisted in production of Royal Mint PMC

· Established seat on Portsmouth Harbour Consortium

· Appointed Documentation Consultant

· Completed Feasibility Study for John Fieldhouse Building

· Completed visitor reception area/ticket office

· Fronted for MoD during Kursk incident

· Acted as conduit for the Kursk Appeal

· Advanced significantly towards Centennial Appeal fundraising target

2. Achievements 2001/02

Attended six outreach events
Provided six evening lectures
Formally opened Holland 1 Building
Completed documentation project
Submitted Stage 1 Bid to HLF for Fieldhouse Building
Completed numerous projects for Centenary Year (see Annual Report 200112002)
Produced new leaflet
Tripled size of car park
Appointed Keeper of Artefacts
Published the Ashmore Diaries as The Forgotten Flotilla
Developed classroom activities for schools
Developed on site activities for families ilies
Developed training for Guides
Revamped and updated Torbay Block including re siting of Archives
Updated website (now 10,000 hits per day)
Contributed to The Queen and Her Navy travelling photographic exhibition
Conducted survey on HMS X24
Developed Risk Register
Published Investment Policy
Achieved Phase II registration with Re:source
Moved Biber under cover
Moved Cutlet under cover
Remounted Dalgety Canoe
Completed 'education entrance'

3. Achievements 2002/03

Mounted L24 periscope in Weapons Gallery
Resited Argonaut into Diving Gallery

· Completed signposting project for whole site

Pedestrianised the site
Provided new Cafeteria Annex
Provided new Guides Room
Published Submarines and Deep Sea Vehicles
Mounted Spies, Saboteurs and Scouts exhibition
Developed Haslar Avenue interpretation
Enhanced interpretation of Holland 1 Gallery
Inaugurated HMS Alliance Conservation Project
Purchased Marquee for on site family events
Received HLF Stage 1 approval for Fieldhouse Project

4. Aims for the immediate future (2002/03/04)

Increasing number of visitors/raising profile (Aim 1)

General

· Attend 'outreach' events

· Update the Website (www.rnsubmus.co.uk)

· Progress cross harbour activities particularly the Waterbus

· Re assess partnership with Explosion in view of its downsizing of operation

· Publish Sir Arthur HezIet's British and Allied Submarine Operations during WW1I

· Develop new sign posting scheme to replace Gateway Model

· Introduce a more aggressive Marketing Campaign

Education

Increase marketing of Science in Submarines package
Maintain classroom activities for schools
Maintain on site activities for families
Undertake 'Special Needs Schoolchildren' partnership project

Attraction

Develop Diving Gallery
Submit HLF Stage II bid for Fieldhouse Project (target date Mar 03)
Introduce AV into DivinglEscape Gallery

· Introduce A V into Attack Gallery

Introduce AV into Weapons Gallery
Refurbish Cinema (seats, décor)
Move Reclaim Diving Bell

Strengthen links

Contribute to the UK Maritime Collections Strategy
Contribute to RNM(P)s '20th Century Project'
Director to attend National Museums Directors Conference as Naval Museums representative during 2002
Develop History of Royal Navy Timeline

Make the collection accessible to all (Aim 2)

Review and update text labelling of displays (KOA)

Update website

Respond to 300 photographic requests for info (target)

Respond to 1000 research requests (target)