FORWARD PLAN 2015-2017
CHELMSFORD MUSEUMS
Chelmsford Museum
the Essex Regiment Museum
1
1. Introduction
Chelmsford Museums is part of the Communities Service directorate of
Chelmsford City Council. The Essex Regiment Museum’s collections are
owned by the Trustees of the Essex Regiment Museum, but it is run by the
Council under a 25 Year Management Agreement (1999-2024). Both
Museums are separately Accredited. The Museums are housed in
Oaklands House in Oaklands Park in Chelmsford, partly in a Victorian
mansion, and partly in an extension opened in 2010.
Service Profile
Key assets
Chelmsford Museum founded 1835
 Moved to Oaklands House in 1930
 Essex Regiment Museum added in 1973
 Sandford Mill Engine House developed as an industrial ‘open store’ and educational
resource from 1989
 Museum stores moved to the corporate store at South Woodham Ferrers in 2007
 Enlarged museum building, including new Essex Regiment Museum, at Oaklands
opened January 2010
Trends of use
 Relatively high levels of use for a local ‘community based’ museum. The Museums
at Oaklands were the 5th most visited site in the East of England in 2013 (61,965)
Service / quality accreditation
 Chelmsford Museums are fully accredited under the Accreditation Scheme (now
managed by Arts Council England), which sets out nationally agreed standards for
museums in the UK. Achieving accreditation provides quality assurance, a
framework for improvement planning, and it ensures that effective management and
operating arrangements are in place.



Chelmsford Museums at Oaklands Park is fully accredited with VAQAS.
Chelmsford Museums at Oaklands have Learning Outside the Classroom status.
Museum staff accredited as Arts Award Facilitators; Museum is a registered centre.
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2. Statement of Purpose
We will continue to build an inspirational museums service, focussed on Chelmsford,
and worthy of the City and its district in the 21st century, which stimulates a wide variety
of quality visitor and learning experiences.
We will:






Collect, document, preserve, exhibit and interpret the human, industrial,
artistic and natural history of the district for the benefit of the local community
and its visitors
Ensure the best curatorial care for the collections, for their storage, display
and interpretation.
Provide opportunities for different people to learn, and to satisfy their curiosity
in a fun and friendly environment.
Provide and renew appropriate permanent and temporary exhibitions, events
and activities for our visitors and users
Strengthen our working relationships with our partners
Provide excellent customer care for all our visitors
The collections, displays, learning and research opportunities will be recognised, wellknown and well-regarded within the community.
Education
In terms of education and learning, the following statement was agreed by the Museum
Policy Panel and Cabinet, Feb 2005):
Learning from a museum experience is a valued outcome for all parts of the
community. It pervades all areas of museum provision and outreach, and all
audience types and age groups. School teaching linked to National Curriculum
requirements is one important element. It is achieved through a variety of means,
including formal teaching, display interpretation, special events, workshops and
publications. The museum environment has a direct impact on the quality of this
experience.
Vision Statement
We will be an inspirational resource for local people and communities
The Essex Regiment Museum (Charity No 1045474)
The charitable purpose of the Essex Regiment Museum is to own, enhance, conserve
and display a collection of artefacts and archive material relevant to the Essex
Regiment and its successors in order that current and future generations may fully
appreciate the service given by the Regiment and the sacrifices made by its members.
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3. Review of previous Forward Plan
At the time of writing the last Forward Plan for Accreditation in 2006/7, the Museums
Service was in a state of considerable flux, about to embark on an extension to
Chelmsford Museum which would double its size, and provide a brand new Essex
Regiment Museum; undertake a Staff Structure Review and achieve budgetary salary
savings, and simultaneously move to a new centralised store.
3.1
New extension (Former Key Aim 2). This opened in January 2010. The
extension provides a fully accessible entrance/exit, foyer with shop, lift and
toilets and the following new provision :
 Bright Sparks, an interactive exhibition about Chelmsford’s industries
(Former Key Aim 7)
 A new Temporary Exhibition Room, allowing the old one to be converted
into an Art Gallery (Former Key Aim 9).
 An Education Room/meeting room (Former Key Aim 6)
 A new Essex Regiment Museum and small Essex Yeomanry gallery
(Former Key Aim 8)
 Energy saving measures including a ground source heat pump, reuse of
rain water for irrigation and movement sensitive lighting.
 Refreshment room with vending machines
 Refurbishment in the Victorian House of 4 social history rooms.
 Improvement of Victorian House insulation and limited air conditioning
Outside carparking was expanded and new perimeter and park signage was
installed.
The project achieved ‘Secured By Design’ status with Essex Police, and a ‘good’
BREEAM status.
The cost of the project, £4.9m, was met by Chelmsford Borough Council , with a
£100,000 contribution from an Appeal launched by the joint Trustees of the
Essex Regiment Museum and Essex Yeomanry.
3.2
Visitor figures in the first 12 months of opening reached 72,000 (up from an
average of 40-45,000). Annual figures have since consolidated at over 61,000,
and are still rising annually.
3.3
VAQAS accreditation was achieved in May 2010 and is retained.
3.4
A staff structure review (the first since 1987) was carried out in 2009, and
was implemented in 2010. It had been intended to be budget-neutral but the
Museum was required to contribute to Council savings. The overall effect was to
lose two curators – Art and Natural Sciences, and their specialisms were
absorbed into the remaining curators’ roles. An intended junior collections officer
role was cut before it could be advertised.
The Front of House staffing structure was altered, with the appointment of a
Visitor Services Manager, and the loss of a Senior Museum Assistant.
4
The education offer was enhanced with the appointment of a Learning Services
Manager to replace a vacant education/marketing post. Two part time
Education Officers, and a pool of casual freelance teachers and volunteers, were
recruited in 2013, creating a holistic education team (Former Key Aim 6)
3.5
A new central store (Former Key Aim 4) in an industrial warehouse in South
Woodham Ferrers was bought freehold by the Council in July 2006, and fitted
out with a mixture of fixed, roller, art and heavy duty racking. Five old museum
stores were vacated and the contents moved in from August 2007, accompanied
by a deinfestation programme of wooden, textile and other organic items.
Prior to the move, a small rationalisation programme was agreed by the Council,
and the disposals policy invoked, which resulted in a small number of transfers
to other museums, and disposals of duplicate social history items.
3.6
Sandford Mill (Science Education Centre and open Store) has continued to
develop (Former Key Aim 5), with the development of science kits which are
used in schools, and minor improvements to the environment with replacement
heating and new secondary glazing. A passenger lift was successfully inserted
into the Engine House there in 2009.
3.7
New Collections Management software. Following a comparison of available
systems, the EMu programme provided by KE Software was selected, and
existing data from the old Informix system was transferred in January 2009. The
new system is not only more expansive, but is capable of carrying images and
other multimedia. The system now has over 72,000 entries (29,300 for the
Essex Regiment Museum, and 43,400 for Chelmsford Museum).
Some 8,600 images have been attached so far.
3.8
One key aim ( 3), ‘to investigate the potential of other venues in the town centre
of Chelmsford, as and when they may become available, in which to site
smaller, changing exhibitions,’ was only partially achieved, with an exhibition of
photographs of the former bus station mounted in a redundant shop during an art
festival. Given the extension and store projects, coupled with a staff restructure,
this was not achievable, and will remain something where staff can react
positively to suggestions, if resources permit, but not proactively seek out.
Specific to the Essex Regiment Museum
3.9
The old Essex Regiment Museum was closed to the public in the spring 2008,
and its contents emptied, ahead of demolition of the old extension in summer
2008, and the construction of the new extension, housing the new Essex
Regiment Museum. This opened in January 2010, and was officially opened by
HRH the Duke of Gloucester on 25 February 2010.
A joint Appeal by the Trustees of the Essex Regiment and the Essex Yeomanry
raised £100,000 towards the capital works.
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4. Analysis of our environment
Political
Following a Lottery rejection and comments from the HLF in 2004, the then
Chelmsford Borough Council examined the out-of-town location of the museum, but
following positive market research, it made an informed decision to remain at
Oaklands and develop there. The Council invested nearly £5m of capital funding
starting in 2008/9 to provide the new extension. This is remarkable given that the
worldwide recession was simultaneously beginning.
It was accompanied by a staff structure review, designed to be more
visitor/customer focussed and to generate some savings. This achieved an overall
reduction in net costs to the Council in the region of £36,000 pa.
The Council remains committed to Chelmsford Museums, and in providing free
access for visitors.
There are no known specific threats to the Service currently.
Economic
Capital investment by the then Chelmsford Borough Council in the redevelopment
and extension of the Chelmsford and the Essex Regiment Museums spread over
2008, 2009 and 2010 totalled £4.8m.
Revenue expenditure on museums services has been relatively static over the last
five years in real terms. In 2013/14, income exceeded its target by £26,000.
Recovery ratios are relatively low (but increasing) reflecting the policy of free
admission to the museum, with only elements of the education and activity
programme and room rental chargeable; other forms of income generation are
donations, shop and vending machine takings.
Social
The enlarged museum is a local community asset, in which a new sense of pride is
being nurtured. In 2012, Chelmsford was made a City, and this has created a new
sense of civic pride in which the museum is playing its part. Visitors, schools and
other community groups (e.g. cubs and scouts, and U3A classes) are visiting in
increased numbers and are making use of the new meeting rooms available for hire.
Volunteers are increasingly being used and the Friends of Chelmsford Museums
continue to provide both funding and practical assistance.
The visitor numbers at Oaklands have increased significantly since the opening of
the new building in January 2010. In 2013/14, a total of 61,965 visits were recorded
- a rise of about 50% from the pre-2010 levels. Figures including all visitors and
wider users of the service, including those at Sandford Mill, exceeded 100,000 for
the first time in 2010/11.
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The list of existing partnerships within the local community and wider region is
growing (see Appendix1). The museum plays an important role in a number of
different sectors, including education, local tourism and culture, business, the
military, and the voluntary sector.
The museum is largely used by multi-generational families, making several return
visits each year. Other specialist groups include veterans of the Essex Regiment,
and of Chelmsford’s past industries. The museum has the data from a MOSAIC
postcode analysis by Experian, but this has yet to be analysed or used to its full
potential.
Technological
The Museum is serviced by the Council’s ICT Department. The 2010 extension
project provided interactives and gallery computer databases, but the older displays
remain lacking in digital content.
Environmental
The urban setting of the museum , and the limited carparking available within Oaklands
Park, places a constraint on the scale of events that the museum can put on.
The extension scheme provided a ground source heat pump, super insulation within the
Victorian House roof, and other energy saving methods.
The Phase 2 Lottery bid offers further opportunities to improve energy efficiency, and
introduce LED lighting.
Legal
The Museum and associated buildings (Sandford Mill, South Woodham Ferrers store)
are owned freehold by the Council. The Museum is serviced by the Democratic and
Legal team from the City Council.
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Chelmsford Museum and the Essex Regiment Museum SWOT analysis
STRENGTHS
WEAKNESSES
Free admission. Increasing visitor
figures. Good (but limited) income
generation
Low grade catering offer.
Friendly welcoming environment. High
level of customer care, and Tripadviser
feedback. VAQAS accredited.
Lack of interactives and use of digital
technology in old building limits ability for
deeper visitor engagement
Staff experience and expertise
Use of social media and
communications/marketing not fully
exploited.
Varied programme of temporary
exhibitions and events/activities with
local links encourages repeat visits.
Lower quality visitor offer in old building
Remote location away from city centre
High value benefit of local authority
service support
Scale of events limited by availability of
parking
High level community engagement
through active volunteer and Friends
teams
Lack of volunteer co-ordination and
supervision availability inhibits effective
volunteer contribution.
New 2010 extension sets quality
standard for future development
Valued education service, backed up by
Learning outside the Classroom quality
badge
Set in Oaklands Park, a green flag and
heritage flag quality open space
Good reserve collection storage facilities
Unique science education programme
and facilities at Sandford Mill
Specific to Essex Regiment Museum
The Essex Regiment Museum is the
acknowledged authority on the
Regiment.
Active and comprehensive family history
research support by Curator and team of
volunteers.
Good working relationship with Trustees
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OPPORTUNITIES
THREATS
HLF Lottery bid (subject to funding).
Phase II redisplay proposals for
redisplays, including more interactive
exhibits & use of digital technology.
Better interpretation of Victorian House.
HLF bid failure and/or inability to invest in
building infrastructure, older displays,
and interactives will impair visitor offer
HLF Bid to include a public café/kiosk
HLF bid will improve the infrastructure of
the Victorian building (heating, alarms,
lighting, communications etc)
Loss of financial support from Ministry of
Defence for Essex Regiment Museum
planned for 2017
Any future requirement to reduce City
Council level of financial support
Phase 2 project will provide an
enhanced visitor offer and widen
audiences, including on-line browsing of
collections.
Phase 2 project will integrate Oaklands
Park and Museum into a more coherent,
single visitor destination
Continuing to build on the new public
pride in the Jubilee City of Chelmsford
New History and Science National
Curricula offers new opportunities to
work with schools
Make more of volunteer opportunities by
developing a voluntary volunteer coordinator
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Chelmsford Museums Risk Management Assessment
Relating to museums in Oaklands Park, Science education store and centre at Sandford Mill, and store at South Woodham Ferrers
item
generic
impact
likelihood
mitigation
Major fire, flood,
civil emergency,
or theft
Catastrophic
(building &
collections)
Low
Building alarms and management system in place; recent checks by
Crime Prevention Officer and National Museums Security Adviser; Fire
Risk Assessments actions carried out; Membership of Harwell Disaster
Recovery service; Business Continuity Plan in place & tested. Salvage
List in place for Fire Brigade.
ICT Systems fail
High (forcing
temp closure)
Low/Medium
Business Continuity Plan in place and tested. ICT systems are backed
up daily. Being part of Local Authority gives resilience.
Health & Safety
public issue
Severe, leading Low
to loss of
confidence,
and potential
legal action
Risk assessments in place and checked annually; Legionella and
Asbestos registers and plans in place. Managers are IOSH-trained and
First Aid trained (with refreshers) . Staff are trained Fire Marshalls.
QLM external H & S Audit held, autumn 2014.
Loss of key staff
from illness,
death, retirement,
resignation or
redundancy
High (exhibition
& events
programme,
collections
management,
loss of
expertise)
Low
Permission to replace key posts sought before retirements or in case of
resignations
Discovery of
building structural
problems
Severe (cost,
closure to
public)
Low
Annual Programmed maintenance survey inspections, cyclical
maintenance programme and budgets.
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Cut in Council
expenditure;
income targets
not achieved
High (potential
museum
closure; staff
redundancies)
Low/Medium
Maximising income generation
High (loss of
partnership
funding)
Medium
Would seek Council funding on phased basis to carry out limited
redisplays and building infrastructure improvements.
Specific
HLF bid fails
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Financial contribution by Chelmsford City Council
Museums Actuals
2005/06 2006/07 2007/08 2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
£
£
£
£
£
£
£
£
£
Income (shop, education,
project grants, donations etc)
-29,490
-37,950
-36,440
-29,550
-48,750
-69,140
-60,770
-62,730
-78,600
Expenditure (direct)
531,890 572,150 566,100 614,390
606,010
605,480
577,180
594,560
599,900
Net Local Authority support
502,400 534,200 529,660 584,840
557,260
536,340
516,410
531,830
521,300
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5 Consultation and analysis of views
The Museum consults in a number of ways :

Via its Museum Friends Committee and Members

Via a Teachers Forum which meets at the museum every quarter

Ongoing on-line comments form on our website.

Via a comments leaflet which is on display at the museum at all times

Via a customer satisfaction survey undertaken in 2011.

Via the Council’s City Life newspaper, the Citizens Panel and Youth Panel.

Via the Chelmsford Access Group
In addition, a survey has been available at the museum over the past 12 months
asking for visitors’ comments about the proposed Lottery-funded redisplay of the
older parts of the museum . Some 60 responses have been received (November
2014) and these have informed the Curators’ initial plans. A number of respondents
have also joined a Focus Group, which has convened to consider potential
developments (November 2014) .
Since March 2014, the SHARE Museums East consultation card has been used, and
144 have been completed (November 2014).
An Audit and report looking at the museum’s family friendly credentials was
undertaken in 2012/13 by Jo Graham (funded by Museums East of England) and a
number of family-friendly initiatives were introduced as a result.
If successful, Stage 1 of the Lottery-funded development work will include
appointment of an Audience Development consultant, whose remit will be to consult
with focus groups, specialist groups, users and non users. This will also make use
of the MOSAIC data supplied by Experian in 2008 and 2011 as part of projects
funded by Renaissance East of England.
Analysis
The main comments received from visitors is the lack of a café at the museum. 78%
commented on this in the SHARE survey in 2014. Given the continuing demand for
it from our visitors, and the potential for drawing in new customers from users of
Oaklands Park and beyond, a refreshment facility features in the Stage 1 Lottery
project. Advice has been received from Fiona Boyd Thorpe.
The second most common comment is a perceived lack of publicity and public
knowledge about forthcoming events. Opportunities are taken to advertise events
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and exhibitions through posters, flyers, gate banners, free listings and adverts. From
2013, the Museum has commissioned ‘Take one Media’ to distribute 25,000 copies
of the annual events leaflet at key venues in the county. The Museum has a
facebook page, and started using Twitter during later 2014.
A separate information leaflet promoting the Essex Regiment Museum is being
prepared by the Curator for design and printing in 2015.
Other reactive responses

More interactive exhibits for children. We are aware that the older part of the
Museum is not very interactive, and this will be a priority for change in the
Lottery-funded redisplay project which features in the Aims and Objectives.

Lack of parking. Some 36 parking spaces are provided in the park, which is
surrounded by housing. Additional spaces can be provided on a grass
overflow area (weather permitting), and outside on nearby streets. Many
visitors walk or use the good bus service, but the issue does dictate against
larger events. Discussions to be held with the nearby Chelmsford 6th Form
College about use of their carpark at off-peak periods.
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6 Key Aims
The development plan for 2015-2017 will focus on the following key issues;6.1
To retain Accredited status with Arts Council England for both the Chelmsford
Museum and the Essex Regiment Museum.
6.2
To provide quality permanent and temporary exhibitions
6.3
To build a sustainable economic framework for Chelmsford Museums for the
future
6.4
To provide excellent customer care for all our visitors
6.5
To increase participation in Chelmsford Museums by all sectors of the
community
6.6
To provide excellent collections management
6.7
To continue to respond to initiatives aimed at developing the future
development of Sandford Mill as a local visitor destination
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7
Specific Objectives and actions 2015-17
Objective
7.1
Actions.
Who
Note progress is monitored at staff
performance appraisal meetings,
Management Team Meetings and
Staff monthly progress meetings.
End date
Cost
Measure
NW
End Feb 2015 None
Successful
outcome
NW and
others
May 2015
Consultant
fees, from
revenue
Success
If Stage 1 bid is successful at HLF
Board meeting, move into
Development Phase
September
2015
Stage 1
contribution
from revenue
Seek Council capital funding and
submit Stage 2 bid to HLF
Autumn 2016
To retain Accredited status with Arts Council England for both the Chelmsford Museum
and the Essex Regiment Museum.
7.1.1. Prepare the documentation
Submit Accreditation applications to
required to ensure re-Accreditation ACE
by the end of February 2015, and
abide by principles required to
retain Accredited status.
7.2
To provide quality permanent and temporary exhibitions
7.2.1
Complete Phase 2 of the redisplay
of Chelmsford Museum, with the
refurbishment and redisplay of
Oaklands House, dependent on the
availability of funding.
(i)
Renewal and redisplay of
the geology, natural
history, archaeological
story of Chelmsford,
decorative arts (ceramics
Prepare Stage 1 Bid to the Heritage
Lottery Fund and submit
If Stage 2 bid is successful, move into
Delivery Phase
success
Winter 2017
Stage 2
partnership
funding – future
Cabinet report
16
and glassware) galleries
(ii)
Addition of new displays,
including costume, toys,
and the history of
Oaklands House
(iii)
Use of appropriate digital
& interactive technology
Prepare and agree annual timetables MMT
of temporary exhibitions
Annually for
publication in
events leaflet
7.2.2
Continue to provide a varied
temporary exhibition programme
7.3
To build a sustainable and resilient economic framework for Chelmsford Museums for the
future by investing in improvements
7.3.1. Update the building infrastructure
Works will feature in the Stage 1 and
required to run Oaklands House for 2 HLF bids.
the care, health and safety of
visitors, the staff and the museum Seek Council partnership funding
collections (including heating,
alarms, lighting, Building
Management System, and
humidifiers) as part of the Phase 2
redisplay project and subject to
funding.
NW
May 2015
NW
2015/16
7.3.2
NW
May 2015
Explore and provide (subject to
funding) an income-generating
refreshment facility for visitors to
both the Museum and Oaklands
The bid for a cafe/kiosk facility will
feature in the Stage 1 HLF
application.
revenue
Public
comments
favourable
HLF /CCC
partnership
funding
Successful
HLF bid
Partnership
funding
agreed
HLF /CCC
partnership
funding
Successful
bid
Successful
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NW, PVD Summer 2015 Concession
income
Park.
Manage a temporary summer
concession to operate a kiosk in
Oaklands Park
7.3.3
Improve our retail offer.
Investigate production of publications NW, IL
for sale in shop
7.3.4
Continue to develop income
generating streams to the best of
our ability, given constraints
including limited car parking and
the principle of free admission for
our visitors.
Investigate potential for launching a
corporate membership support
scheme
Replace hot drinks vending machine
Investigate potential for commercial
sponsorship of exhibitions and events
Investigate viability of acquiring
wedding licence at Chelmsford
Museum (and covering its costs)
7.3.5
Uphold the Museum’s Approach to Investigate further energy saving
environmental
sustainability, measures during Phase 2 of the
especially with regard to ensuring museum redevelopment
NW, IL
May 2015
(HLF stage 1
bid)
HLF /CCC
partnership
funding
December
2016
Revenue
concession
and public
reaction
Souvenir
guidebook
printed
(2017)
Scheme
launched if
agreed
NW, IL,
Summer 2015 Uncertain
M.Owers
New facility
in place
NW, IL
Ongoing
Potential
income
Income from
commercial
sponsorship
IL
Ongoing
£1700 licence
(3 year life)
NW
2015-2017
HLF /CCC
partnership
funding
Public
interest level
equates to or
exceeds
costs
Funding
enables work
to proceed
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the
‘green’
credentials
of
improvements to the building
infrastructure and the provision of a
refreshment facility (see 7.3.1-2)
7.4
To provide excellent customer care for all our visitors
7.4.1
Seek to retain VAQAS
accreditation annually.
7.4.2
Continue to induct new staff in
Induction training for new staff
customer care training, and to train
our front of house staff in the
Periodic refresher of Welcome Host
Welcome Gold programme.
training
Annual renewal of membership,
including mystery shopping report
IL
annually
£200 revenue
pa
Accreditation
retained
IL
ongoing
revenue
Staff fully
trained
NW &
others
ongoing
7.4.3
Adhere to the Council’s Equal
Opportunities Policy, and take up
opportunities for demonstrating
equality and diversity in our
programme.
Take up of opportunities which arise.
7.4.4
Provide an excellent and fully
accessible experience for disabled
persons without hindrance or
barrier
NW
Consider and implement
recommendations in the Access Audit
for Chelmsford Museum and Park
(subject to funding and practicality)
7.5
To increase participation in Chelmsford Museums by all sectors of the
community
7.5.1
Attract new and repeat participation Review the future temporary
and visitors, by reviewing our
exhibition programme at Museum
exhibition and indoor and outdoor Management Team meetings
MMT
Equality &
diversity
engrained in
our thinking
and
programme
March 2016
revenue
Recommend
ations
carried out.
Ongoing
revenue
Good
feedback of
programme
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events programme annually to
ensure it provides a relevant, high
quality and attractive draw.
7.5.2
Consider Friends’ proposal for an
annual open art exhibition curated by
the Friends
Ensure that the marketing and
Keep the Museum website up to date
promotion of Chelmsford Museums
is maximised within available
Review website pages with authors
resources, including the use of
social media.
Introduce e-newsletter and manage
mailing list
Make use of free listings
7.5.3
Explore ways with our Friends
organisation, and through the use
of an Audience Development
consultant (subject to funding for
the Phase 2 project), for increasing
participation by volunteers.
NW, MC
For the
2017/18
programme
HOS,
?intern
Ongoing
NW
March 2015
NW &
others
June 2015
ALL
Ongoing
None
Friends
agree to run
art exhibition,
and
successfully
held.
Good
feedback
Introduced
and good
take up and
feedback
Analyse data from previous MOSAIC consultan 2016
postcode projects (Experian) , subject t
to HLF funding for Audience
Development Consultant
Lottery-funded
consultancy
Analysis
complete
and key
audiences
targeted
NW
Consider with the Friends a
programme of volunteer-led Museum
Guided tours.
Dec 2015
Revenue
Appoint an Audience Development
Consultant (as part of HLF
development phase)
2015/6
HLF /CCC
partnership
funding
Friends
agree to
pilot,
volunteers
trained
Create voluntary post of volunteer coordinator
2017/18
Appointed
2017/18
More use
made of
Improve potential for volunteer
Appointed.
20
volunteers
placements
7.5.4
Continue to increase participation
in formal and informal educational
activities at both Chelmsford
Museum and Sandford Mill,
particularly for school-age children
in the district of Chelmsford.
Deliver new Stone Age to Iron Age
sessions
YL, NW
& others
From Jan
2015
Revenue (staff
costs) &
income from
schools
Good take
up from
schools
Deliver INSET Days in partnership
with ECC
RF, YL
2015 and
beyond
Revenue (staff
costs), plus
income from
ECC
Held; good
feedback
NW, YL,
Learning
Team,
new
Curator
2015/16 and
beyond
Ensure the ability of the service to
continue its educational programme
at Sandford Mill following the
retirement of the current Curator
Prepare pond dipping area at
Sandford Mill, subject to funding and
Biodiversity Management Plan
Seek external funding for conversion
of owl house at Sandford Mill as a
natural science classroom
Invite members, hold initial meeting,
discuss membership, scope,
aspirations of the group
RF,
Steve
Plumb
Revenue
(staffing
budgets)
2016
NW, YL,
RF
2015/16
NW
December
2015
7.5.5
Create a Museum Development
Advisory Group of key
stakeholders.
7.6
To provide excellent collections management, and public access to the collections.
7.6.1
Ensure that the objects in our care
Maintain rolling programme of market NW
c.£5,000
Revenue,
Friends, grant
aid
Educational
programme
able to
continue
unaffected.
Pond created
and
populated
with wildlife.
Funding
c. £3,000, grant enables
aid
conversion
revenue
Successful
meeting and
future for
group
Glass
£1,000 revenue Glass re2015/16; other
valuation
21
are properly documented, stored,
insured, and conserved where
necessary, to ensure their long
term preservation.
testing valuations of different parts of
the collection
areas as
available
Develop programme of contemporary MC
collecting (particularly in every day
technology)
Ongoing
Continue to identify, train and deploy
volunteers for data entry on EMu
Ensure that up to date lists of items
on public display at Chelmsford
Museum, the Essex Regiment
Museum and Sandford Mill are
created/update.
Work through “Eri’s list” of un-located
collections not on Emu, using
volunteers working at the store
Increase public access to the
collections by making available
information and images on parts of
the museum collections via the
internet, through the EMu software,
Revenue
Curators
End July 2015 None
Curators
and
Volunteer
s
Dec 2017
subject to
availability of
staff and
volunteers
None
NW
After Lotteryfunded
temporary
placement
c.£3,000,
funding source
to be identified
2017/18
HLF /CCC
partnership
funding
Employ a temporary Documentations NW
Officer, subject to HLF Stage 2 bid,
to clean up data, and oversee transfer
to IMu (Emu on-line)
New items
accessioned
Progress
made with
inputting
Regiment
collections
onto Emu
NW,MC,I Ongoing
DH
Investigate periodic access to a
Natural Sciences Curator from
another local museum
7.6.2
undertaken
Eri’s list
reduced by
75%
Access and
funding
agreed
Successful
bid and
appointment
Databases
22
display database kiosks, and
Regiment personnel databases.
Work with ICT and Firmstep to
complete transfer of display
databases to new on-line forms, and
add new entries as and when ready
7.7
To continue to respond to initiatives aimed at developing the future
development of Sandford Mill as a local visitor destination
7.7.1
Respond to initiatives from inside
and outside Chelmsford City
Council, designed to develop
Sandford Mill as a local visitor
destination, by improving public
access and facilities.
As objective (ability to use initiatives
to develop site further)
NW, IDH, March 2015
MC
Capital funding
(CCC)
transferred
successfully
NW,
ongoing
Curator,
Planners
Dependent on
initiative
Development
progress
enabled.
23
Forward Plan actions – specific for the Essex Regiment
Museum, 2015-2017
Objectives under the Chelmsford Museum Forward Plan will also affect the Essex
Regiment Museum. Below are listed those actions specifically for the ERM.
1.0
Accreditation
1.1
Retain Accreditation status for the Essex Regiment Museum
2.0
Temporary Exhibition Programme
2.1
Commemorate the Essex Regiment and the Essex Yeomanry’s involvement
in WW1.
2.2
Prepare and launch temporary exhibition, ‘Desert Boots - the Essex
Regiment in the Middle East’ (centenary of Gaza campaign)
2.3
Work With Liverpool University to prepare touring exhibition on wartime
commemorations in 2018.
3.0
Volunteers & ICT
3.1
Continue to identify and deploy volunteers for data entry on EMu
3.2
Work with ICT staff to move the spreadsheet data on the Regiment
Personnel display database kiosk to its new website, and augment with new
entries.
4.0
Promotion
4.1
Prepare and print new promotional leaflet for the Essex Regiment Museum.
5.0
Trustees
5.1
Attend bi-annual meetings of the Trustees of the Essex Regiment Museum ,
and represent Chelmsford City Council.
6.0
Collections Management
6.1
Prepare a list of contents of items on display in the Essex Regiment
Museum
6.2
Reconcile the list of military objects accessioned by Chelmsford Museum
since 1970 and not currently located on the EMu collections management
system.
6.3
Prepare a list of shelf/box contents in the store at South Woodham Ferrers
24
6.4
Commission a valuation of weapons for insurance and audit purposes.
6.5
Apply for registration with the Government Indemnity Scheme, and seek its
insurance cover on the loaned Regiment collections
8 Resource Plan
A family tree of the museum staff resources (employed by Chelmsford City Council)
is attached as Appendix 2
Chelmsford City Council has Investors In People Gold accreditation. We aim to
ensure that our staff, including our front of house team, is motivated and trained to
deliver a quality level of service, through an induction process, and ongoing
appropriate training courses (such as Welcome Gold), and through performance
review. Performance is monitored in a formal annual review procedure.
Budgets are agreed by the Council in February for the year starting in April, and are
based on previous years. Inflation is added annually to a small number of budget
lines, particularly utilities, and salaries according to any Council-wide agreed
increases. Otherwise, budget lines are static. There are opportunities throughout the
year to adjust and vire amounts between headings.
9 Date of Review
The Forward Plan shall be reviewed annually by Officers, and shall form the basis for
annual staff workplans (Personal Performance Appraisals). The replacement Plan
will be brought to the Cabinet Portfolio Holder for approval (February 2018).
25
Appendix 1 Partners
Partnerships are two way relationships. In some instances, a partnership is purely
about networking, disseminating information, and advocacy. Other partnerships will
be primarily about the seeking and provision of grant aid. Successful partnerships
will always incorporate mutual benefit. Our strategic partners with whom we currently
conduct business are:
Chelmsford City Council
Leisure & Heritage Service, including Hylands Estate ,and Cultural Services
 Parks Service
 Mayors Office
 Planning Conservation Officers
 Economic Development Team
Apprenticeship providers such as IXION
Anglia Ruskin University
Army Museums Ogilby Trust
Art Fund
Arts Award
Arts Council England
BBC
Bridgman Art Library
British Museum
Chelmsford Amateur Radio Society
Chelmsford Star Co Op
Childrens University
English Heritage (archaeological storage)
Essex Bee-keepers Association
Essex County Council Heritage Development team
Essex Heritage Trust
Essex Libraries
Essex Museum Development Officer
Essex Numismatic Society
Essex Record Office
Essex Regiment Museum Trust
Essex Yeomanry Trust
Friends of Chelmsford Museums
Glass Circle
Heritage Lottery Fund
Interact, at Moulsham Mill
Kids in Museums
Marconi Veterans Association
Ministry of Defence
Moulsham Traders Association
Museums East of England (MEE)
Museums Essex
Portable Antiquities Scheme
Public Catalogue Foundation
Radio Officers Association
Schools & colleges
SHARE East of England
V & A Purchase Grant Fund
26
Appendix 2
27