IWM Corporate Plan 2017–20

Introduction

In 2017, IWM reaches its centenary. Over the 100 years since our foundation, we have continued to lead on our mission of developing and communicating a deeper understanding of the causes, course and consequences of war. This plan reflects our response to the opportunity and challenge for IWM in terms of the impact we have on people’s lives.

Our vision is to help people, as global citizens, make sense of an increasingly unpredictable world. We do this, in part, by helping people have a deeper understanding of the connections between past conflict and the contemporary world. This is about exploring the way war has shaped the local and the global, about appreciating diverse views, and about challenging our audiences to become ready to engage in difficult decisions for themselves, their communities and their world.

‘The museum was not conceived as a monument of military glory, but rather as a record of toil and sacrifice . . . of the immeasurable sacrifices and supreme national effort which . . . as we all hope, laid firm and deep the foundations of a new and better world’.[1][1]

It is now as we enter our second century that IWM also needs to develop its own voice, providing a forum, enabling questions to be asked and answered, leading and enhancing contemporary debate and speaking with a confident and authoritative voice about the world around us and the conflict it inherently creates. This will largely manifest itself through the delivery of a new, innovative and outward facing learning and engagement programme that uses the lens of global citizenship to invite debate, develop critical thinking and deep engagement with our subject matter. The launch of IWM’s Institute for War and Conflict Studies in 2017 will maximise the impact of our global citizenship learning programme and research activities by creating and nurturing sustainable partners and audiences for IWM.

People connect with us in a wide variety of ways; through visiting one of our branches, through online engagement, through volunteering, through becoming a member, in supporting us by making a donation or perhaps by participating in a learning session. Critical to us building on and sustaining these connections will be IWM’s capacity to innovate, to continue to reach beyond the boundaries of our museum and our website through partnerships and collaboration, to embed change with ambition and to build a resilient organisational culture that is increasingly confident and dynamic. These are the ways in which IWM will remain relevant and impactful. And the bedrock of this work will be our teams; making sure that they are skilled and confident – proud of our work in the knowledge that what IWM does is making a difference to people’s lives now and for generations to come.

Diane Lees, CBE

Director-General[1][1] The Rt Hon Sir Alfred Mond (Chairman) in the opening address of IWM in June 1920

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1. Our strategic aims

Imperial War Museums is a global authority on conflict and its impact on people’s lives. We collect objects and stories that give an insight into people’s experiences of war, we preserve them for future generations, and we bring them to today’s audiences in the most powerful way possible at our five branches (IWM London, IWM Duxford, IWM North, Churchill War Rooms and HMS Belfast) and across our digital channels. By giving a platform to these stories, we aim to help people understand why we go to war and the effect that conflict has on people’s lives. Our vision is to be a leader in developing and communicating a deeper understanding of the causes, course and consequences of war. Using the personal stories and experiences in our unique collections, our objective is to challenge people of all ages to look at war and conflict from different perspectives.

Our three strategic aims are to:

Prioritise our audiences – we create excellent, inspiring and relevant visitor and learning experiences. As a result, people have a deeper understanding of the causes, course and consequences of war and its impact on all of our lives. We pride ourselves on the excellent customer service we provide across all of our work

Increase our financial sustainability – we will secure our long-term financial viability and create an entrepreneurial and dynamic working culture. As a result, we will build our income and financial flexibility so that we can continue to invest in our offer. We will improve our financial performance, build our resilience and strengthen IWM as a result

Deliver effective stewardship of our collection – we will develop and care for our collection through effective management, building expertise, maximising access and improving storage. As a result we will ensure our collections and knowledge remain relevant and accessible for audiences now and for generations to come, not least, by maintaining the momentum around reviewing and developing our collection

In developing our CP17, we have carefully considered both risk and opportunity and how we respond to both. We have also framed this Plan in the context of our long term ambition over the next 10 years and beyond. Our planning is informed by, and takes account of, government priorities, from driving economic growth and sustaining excellence, to encouraging participation and access for all. We believe we have a strong part to play in making Britain a secure, prosperous, tolerant and outward-facing country.

2. What are we all about?

We are one IWM – a single organisation made up of five unique branches and underpinned by our core values to be courageous, authoritative, relevant and empathetic. Our collections are vast and rich. We look after them in perpetuity on behalf of the nation. We aim to make them, together with our branches (some of which are historic sites), accessible to the widest possible audience through exhibitions, research, digital activity, learning programmes, tours, handling sessions, filming, lectures and many other different activities. Whilst much of our public offer is free of charge, some of what we do is charged for. The revenue we generate is essential to our ongoing operation, particularly in the context of reducing government funding in real terms. The profit that we make is re-invested into our programmes and activities to ensure that we continue to deliver our vision and mission.

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There is no admission charge to visit IWM London and IWM North. At these branches, which both cover the full IWM remit (looking at conflict from 1900 to the present day), we offer permanent exhibitions, updated on a periodic basis, together with an exciting programme of changing temporary exhibitions. At IWM London, we also offer a separate programme of temporary exhibitions, some of which are charged for. At Churchill War Rooms, HMS Belfast and IWM Duxford, we charge for admission. Our ticket prices are regularly benchmarked with similar organisations and we offer concessionary rates (for example, for booked groups). We regularly undertake market research to inform our programming and to ensure that we are meeting visitor needs and expectations.

We offer a wide range of public engagement and learning services and programmes as well as exciting opportunities for people to get further behind the scenes. These range from hosting an event with us at one of our unique venues, to booking a private tour, or even a flight in a historic aircraft at IWM Duxford. We have an active volunteering programme, where people get directly involved in our work and a membership scheme for those who want to regularly support us, engage with us, and enjoy the fantastic benefits we can offer.

3. Our achievements to date

The First World War Centenary Partnership Programme has continued to build in strength and through our network of member organisations we delivered hundreds of screenings of IWM’s The Battle of the Somme film. This allowed us to open up our collections to new and diverse audiences nationally and internationally. Evaluation showed that the screenings were popular and well-received, encouraged debate and conversation amongst audiences, and helped people learn more about the Battle of the Somme, the First World War, propaganda and conflict. We worked with Laura Rossi to present a short version of The Battle of the Somme film screened with a live orchestra as part of the official Somme commemorations at Thiepval memorial on 1 July. To mark the Centenary of the end of the Battle of the Somme, we held a special live screening of The Battle of the Somme film accompanied by Laura Rossi’s score performed by the BBC Concert Orchestra at the Royal Festival Hall on 18 November 2016.

Our collections continue to inspire and engage audiences across the globe. We made a significant contribution (lending some 90 items) to the National Museum of the Royal Navy’s major exhibition 36 Hours: Jutland 1916, The Battle That Won The War, which opened in May 2016. In March 2016, Truth and Memory opened at York Art Gallery. The largest exhibition of First World War art for 100 years, this exhibition was toured nationally having first been shown at IWM London. John Singer Sargent’s masterpiece, Gassed, left the IWM in 2016 for a five-venue tour of the United States and Canada. We also made several high profile collection loans to cultural organisations across Ireland in the lead-up to the centenary of the Easter Rising, all the time strengthening our brand and reputation as a nationally and internationally renowned museum.

Across our branches we have run a vibrant and diverse programme of excellent exhibitions and programmes. Our major exhibition, Real to Reel: A Century of War Movies, opened as part of the Night Before the Somme event – a major evening opening at IWM London with theatre, music and poetry which attracted thousands of visitors. The illumination of the façade of IWM North on the same evening generated a high volume of social media activity for IWM. At IWM North, Fashion on the Ration: 1940s Street Style opened on 27 May following its successful run at IWM London. At Churchill War Rooms, Undercover: Life in Churchill’s Bunker reopened on 20 July following a refresh of the exhibition design and content. Our smaller, temporary exhibitions at IWM London received strong critical acclaim. The IWM Contemporary show, Nick Danziger,

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Eleven Women Facing War opened in February and was selected by The Daily Telegraph as one of the best photography exhibitions of 2016. This was followed by Edward Barber: Peace Signs in May, which achieved a five star rating from Time Out. Edmund Clark: War of Terror opened at IWM London on 28 July with a well-attended private view, followed by IWM Contemporary: Mahwish Chishty which received excellent reviews. In December 2016 our contemporary conflict display Afghanistan: Reflections on Helmand opened at IWM London.

In March 2016 we launched the redeveloped American Air Museum (AAM) at IWM Duxford. The Museum gives our audiences insights into the men, women and children whose lives were affected, and often transformed, by the aircraft on display. The AAM website continues to engage a large audience of registered users who have been actively editing and contributing material to the site. At IWM North we have upgraded the Big Picture Show – the immersive digital experience in the Main Exhibition Space – improving the quality of experience for our visitors and the offer for corporate hospitality clients.

2016 saw us reach a major milestone in our volunteering programme with the completion of a three-year, multi partnership, HLF funded project if: Volunteering for Wellbeing. The volunteers, all at risk of social exclusion, benefited significantly from the programme. We have used a Social Return on Investment (SROI) methodology to demonstrate the wider social and economic value of the project and we are now working to continue its legacy through future our Volunteering Strategy.

Our transformation programme has progressed with changes to our public facing learning and engagement and content and narrative teams to ensure that we are truly audience-focused. The Cultural Change Ambassador Network (CCAN) continues to champion our cultural change agenda. A series of ‘Notes Day’ workshops took place across IWM during summer 2016, inviting all staff and volunteers to engage with the cultural transformation of IWM and an action plan is now is being taken forward. We have introduced three new apprentiship roles in partnership with Manchester Metropolitan University. Our HR team have delivered an organisation-wide pay and grading review, ensuring that there is transparency and parity of pay across IWM.

We have continued to focus on improving our estate and the visitor experience. Alongside awarding a new Facilities Management contract in 2016, we have also prepared a masterplan for IWM Duxford, which our Board of Trustees has now signed off. The masterplan sets out the long-term vision for the development of IWM Duxford, ultimately positioning it as one of the leading, must-see visitor attractions in the East of England. The second phase of Transforming IWM London has commenced with the appointment of key project consultants and the start of a major fundraising campaign to deliver new Second World War and Holocaust Galleries due for completion by 2020. Collections storage and movement planning to support this project is well underway, including a major project to improve storage facilities at IWM Duxford. We have continued to make great strides in the effective development and management of our collections, most notably with the successful award of Archive Service Accreditation.

Over the past year there have been instances where our performance and the delivery of planned activity has not met CP16 targets or planned timeframes. The completion of a Human Resouces (HR) Strategy and associated Training and Development Strategy has been delayed, as we have focused heavily on supporting ongoing change projects alongside the delivery of the pay and grading review. We have made good progress in analysing training needs across our teams, while an internal HR review, undertaken by our internal auditors, has given us a clear way forward for the strategic development of this business function. Our plans to deliver a

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Stakeholder Strategy have also stalled largely as a result of the learning review and changes to responsibilities within delivery departments.

Our commercial performance has been mixed in what has proved to be a challenging year, with areas of the business reliant on visitor numbers most affected and we are monitoring this closely. The IWM London exhibition Real to Reel: A Century of War Movies received outstanding reviews and press coverage on opening and was a high-quality offer. In terms of performance it did not draw audiences as expected. It has been difficult to maintain press and audience engagement with Fashion on the Ration at IWM North, due to its lengthy run. At IWM Duxford attendance of our Air Show season was disappointing, not meeting expected visitor or income targets despite a high quality of offer. A new Flying Display Director has since been appointed, with the new team working very closely with our commercial and marketing teams on a strategy to improve the programme and build profile and audiences. We continue to evaluate our successes and challenges, learning from mistakes made and putting plans in place to grow engagement among our target audiences and commercial customer base.

4. Doing things differently

We have made major changes to our staffing structure over the last two years. We recognise that our people are an essential ingredient in our success and place heavy emphasis on evolving our ways of working. Part of this is about how we become a learning organisation where we are increasingly outward-facing, building partnerships, as well as experimenting with new ideas and then evaluating and learning from their success or otherwise. We also know that ongoing change, in particular, new ways of working (as our Culture Change Ambassadors Network help us find new ideas to try) will be an important part of how IWM continues to operate. We want to work in an increasingly agile and responsive way so that we are positioned to capitalise on opportunities and effectively manage risk, building our organisational confidence as we go.

Our new HR Strategy will include a strong focus on training and development so that we effectively support all staff to increase their skills, knowledge and understanding. We are placing particular emphasis on leadership skills during the initial phases of this work, along with ideas that will help us truly embed our brand values. Alongside this, we are delighted to be offering further apprenticeship opportunities across several different areas of our operation, including IT, exhibitions and major project work. We recognise the link between staff accommodation and embedding culture change and as we continue to develop the narrative at IWM London – delivering the masterplan that will transform the branch – and move staff and collections to support this programme, we are taking the opportunity to create new office space at All Saints, accelerating this project over the next two years.

To ensure that we remain relevant, we must strive to increase the breadth of our audiences, staff, volunteers and supporters so that we can be truly representative of the communities that we serve. We need to think about diversity, access and equality and how we commit to building this into our thinking and planning to achieve change over the long term.

Working in partnership with individuals, organisations and key stakeholders will strengthen our position, open up our perspective and bring mutual benefit. At the heart of this will be the launch of the IWM Institute for War and Conflict Studies during 2017. The Institute will bring together our research, learning and programming activity so that we maximise both our impact and our standing within the academic and cultural sector. We will invite active dialogue and lead debate internally and externally to help challenge our thinking and make sure that we keep striving to evolve, create, review and improve. The Institute will help us to lead new thinking, building

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expertise and understanding across a range of partners and activities through a range of channels and activities.

We have made huge progress over recent years in reviewing, documenting and digitising our collection, as well as continuing to deliver major storage upgrade projects. We have a more sustainable and dynamic collections management approach, strategically shaping our collection by identifying key acquisitions and managing the targeted disposals programme. We are also working hard to build and share research, knowledge and understanding around our collection. The coming years will also see us continue in the delivery of our Contemporary Collecting Strategy so that our collection reflects contemporary conflict and supports us in building on the notion of global citizenship as a lens for learning and engagement. Our aim is to hold our collection accountably and so that we can exploit it fully for audience and user benefit.

In terms of collections storage, we have a strategy that will deliver wholesale change at IWM Duxford, ensuring that both large and small collections objects are stored in the correct environmental conditions and laying the foundations for the delivery of the masterplan at Duxford.

We are developing a new Digital Strategy which sets out how digital can become so embedded in IWM that it becomes business as usual. This digital transformation will mean that we successfully build up capability and processes across the whole of IWM. Our particular opportunity and challenge in increasing our digital ways of working, processes and platforms is to create immersive and joined-up digital enhancements of our objects, exhibitions, events and other activity or commercial offers.

We also know that there is an ongoing need to closely monitor our cost base, seek all possible efficiencies, maximise profit and build financial sustainability, as set out in our Financial Strategy (see page 17). This is essential so that we can continue to invest on our collection, our programming and our offer. Our Estates Strategy sets out how we will manage and maintain our property assets over the next 10 years. We will continue to focus on maximising the return on our investment (in terms of financial, audience, collections and brand impact) through the delivery of our Commercial Strategy. This is fundamentally about increasing customer loyalty and as a consequence, securing our net profit levels and financial sustainability over time.

5. Looking ahead

This Corporate Plan describes how, between 2017–18 and 2019–20, work towards our long-term strategic goals will continue. It lays the foundation for major development at our branches over the next decade and beyond. During CP17 we have major projects that will take us forward as an organisation. Our highest priorities are:

o Transforming Imperial War Museum London phase two; o Delivering our collections storage masterplan at IWM Duxford and related

Accommodation Strategy at All Saints; o Implementing our Customer Relationship Management system and; o Achieving the outcomes of the public engagement and learning review so that we use a

global citizenship lens to achieve greater impact with our audiences, develop innovative programmes and embed learning in all that we do

By 2030, we will have completed major masterplanning exercises to upgrade each of our branches and the majority of associated change will have been implemented. This work will focus on improving the visitor experience and achieving this will also help us to build our

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commercial returns through admissions income at the charging branches and as a result of secondary spend, for example, in the cafes and shops at all of our branches. At IWM London, we will create new Second World War and Holocaust galleries and these are due to open in 2020. For financial capacity reasons, we have decided to review the timing of our plans in terms of creating the new entrance at IWM London and will focus on completing the full interpretative change set out in the masterplan including new Cold War and Conflict Now spaces. In the medium term this will mean creating new art galleries at Levels 3 and 4 once we relocate the Holocaust Exhibition.

Our collections management approach is increasingly responsive, such that our world-leading collection remains relevant to our audiences, and is dynamic, accessible and usable. By 2030, our storage masterplan for our collection will be complete and the objects in our care will be in the right place and stored in the correct environmental conditions. Crucial to this will be the ongoing digitisation of our collection. This Plan sees us make significant progress in generating digital content for access and preservation purposes and linking this to a coherent and ambitious Digital Strategy which by 2030 will mean that digital ways of working are fully embedded.

In terms of public engagement, learning and exhibitions, we will adopt a truly audience-focused approach, delivering programmes and activities that are innovative, sector-leading, impactful and sustainable. Over the coming years, we will focus on becoming a learning organisation with clearly defined audiences and high quality, targeted and innovative learning programmes so that by 2030, this change will be fully embedded and will mean that we have revolutionised our approach to learning and engagement, prioritising our audiences in all that we do.

Our commercial ambition is substantial. Along with effectively managing our fixed costs, building net profit will be a primary lever in ensuring that we are financially sustainable over the long term. The performance measure table at page 21 illustrates that over a 15-year period, we are seeking to build our income by a margin. By 2030, our CRM system will be well established, the IWM membership scheme will be thriving and very well supported, and net profit through commercial activity (including our corporate events, retail, public catering, licensing and publishing activity) will be at £10 million per annum.

Along with increasing self-generated income and net profit, we will also continue to deliver our Estates Strategy. By 2030, we will have addressed our substantial backlog in capital maintenance, systems and infrastructure projects.

Our masterplanning goals are stretching and ambitious. Our success in delivering major capital change will be contingent on bringing stakeholders, and in particular, funders, with us. Over the next three years, we will create and embed a clear, targeted Stakeholder Strategy that identifies the primary influencing and advocacy relationships that support our business and those that we will nurture at each of our branches. We will also build unrestricted giving by focusing our energy on maintaining these important relationships. The creation of the IWM Institute will focus our research and programming output and allow us to build up endowment funds to support this core work.

Allied to this, our impact and reach is amplified by working in partnership. By 2030, we will have a National and International Partnership Strategy that is fully embedded, describing how we support and nurture strategic partnerships that bring rich mutual benefit.

Using our three strategic goals, the table below illustrates the activity that we plan to deliver during CP17, laying the foundations for achieving our long term plans, and the impacts and outcomes we expect.

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6. Our priorities and planned activity during CP17

Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)

PRIORITISING OUR AUDIENCES

1.1 Public programming across all branches

Develop and deliver a targeted Public Programmes, Engagement and Learning Strategy with a seasonal and integrated approach – this will be presented to the Board of Trustees in December 2017

Exhibition highlights during this Plan period include displaying the Poppies: Wave and Weeping Window at IWMN and IWML from September 2018

Our own centenary in 2017 provides a unique opportunity to re-engage existing audiences and to connect with new audiences

We will build our audience evaluation activity so that we understand, better meet, and exceed their needs, expectations and motivations

We will offer a seasonal, responsive and innovative programme across all branches

Our planning will be holistic and we will repurpose content (research, curation, collections management, digital, planning, commercial, marketing and communications)

We will have a well-established evidence base and a good understanding of our impact (desired and actual)

We will have loyal audiences because our approach will have relevance and resonance

The values of global citizenship will be embedded in our work

We will lead and enhance contemporary debate on the world around us and the impact of conflict on it and we will constantly challenge thinking (our own and that of our audiences)

1.2 First World War Centenary Partnership Programme

We will continue to lead and support the highly successful First World War Centenary Partnership Programme (with over 3,700 member organisations from 62 different countries)

We will finalise our legacy plans for the Programme ensuring we sustain and build on the model of working and the key strategic partnerships we have forged

We will update our Partnership Strategy to reflect this work. This will be presented to the Board in July 2018

The legacy of our immensely successful and impactful five year centenary programme will be well established. We will build on the successes and momentum of work to date enabling and strengthening our own and our partner organisations through this way of working (see section 1.6 International Working below for further details).

1.3 Digital Strategy

We will develop and implement a Strategy that focuses on creating a high quality, holistic and integrated user experience

The Digital Strategy will be presented to the Board of Trustees for approval in July 2017

Our digital and physical offers will be linked, cohesive and engaging

Digital ways of working will be fully embedded We will offer multi-channel experiences (creating

product in our digital studio) and different forms of delivery through learning, collections, commercial and public activities and programmes

1.4 Masterplanning

Transforming IWM London phase 2 is our major audience facing project and new Second World War and Holocaust galleries are due to open in September 2020. We will also create new learning, event, and corporate spaces at IWML

The IWMD masterplan was approved by the

The full IWML masterplan will be complete – including the creation of new art galleries and the chronological treatment of the IWM remit, rising through time in the IWML building. This will mean a substantially upgraded visitor experience and a total shift in the overall financial sustainability of

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Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)Board of Trustees in September 2016. The phased delivery of the IWMD masterplan includes incremental change to the site to significantly upgrade the visitor experience. The Collections storage projects undertaken in CP17 will enable this work

2017 marks the centenary of IWMD itself and we will take this opportunity to explore the history and relevance of our living airfield with the widest possible audience

Our investment strategy at IWMN includes a refocused and enhanced exhibition programme. We will open a major new art exhibition, Wyndham Lewis, at IWMN in June 2017

New investment at CWR includes the creation of the Churchill and the Middle East exhibition opening in October 2017 and a feasibility study around upgrading the central interactive lifeline in the Churchill Museum taking place during 2017–2018 and audio-visual (AV) upgrades completed by 2019

We will create a mini-masterplan for CWR that factors in the need to maintain audience levels alongside building our corporate events business and net revenues. This will be presented to our Board of Trustees in December 2017

We will create a mini-masterplan for HMSB; this will include a total upgrade of the interpretation on board, and the piloting of a new streamlined visitor experience model using volunteer support and engagement. This will be presented to our Board of Trustees in December 2017

IWML The IWMD masterplan will have progressed

significantly and the transformation of the site will have started, driving higher visitor numbers and beginning to increase long term financial sustainability

The impact of a consistently focused, targeted and high quality exhibition, public engagement and learning offer will mean that we build loyal and highly engaged audiences at IWMN

The CWR mini-masterplan will be complete. We will maintain a high quality visitor experience, including ongoing investment in the Churchill Museum and maintenance of the historic rooms. This will be balanced with the need to sustain the financial sustainability of the site through visitor admissions income and corporate events

The HMSB mini-masterplan will be complete with a fundamental shift in the visitor experience that allows us to build audience levels alongside ongoing support for our commercial business (in particular corporate events) on board

1.5 Stakeholder Strategy

We will launch a new Stakeholder Strategy that brings our work together and focuses on helping to position us, responding in particular to the external opportunities, risks and issues that may impact our operation. This will be presented to our Board of Trustees in July 2018

We will focus on creating the capacity for us to challenge and lead debate, building our reputation and influence

We will be clearly positioned and will have a strong, influencing voice both directly and through our network of advocates and partners

1.6 International Working

The development and delivery of a National and International Strategy in 2018 will focus on advocacy, positioning and the impact of our national and international working

Through the strategy we will identify next steps to ensure we build on the momentum and successes of First World War Centenary partnership work– widenning our focus so that we incorporate all the work of IWM, the Institute and interests of our fivel

We will have a new National and International Partnership Strategy that is embedded into our ways of working and defines our role in terms of soft power and influence clearly

We will use this Strategy to extend our reach and to establish and nurture powerful connections

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Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)branches in London, Manchester and Cambridgeshire going forward

1.7 IWM Institute for War and Conflict Studies

We will launch the IWM Institute in autumn 2017, bringing together our research, expertise and public programming so that we are able to demonstrate our impact in the broadest sense and on an international platform

Working in partnership, the Institute will help us to push boundaries so that we pioneer new thinking, spark and lead debate and build support for our activities and programmes

The IWM institute is an established, well respected source of new thinking, critical thinking and debate on war and conflict

We engage a broad range of stakeholders in the work of the Institute and build strong support year on year

We will have built endowment funds that continue to support, and allow for the ongoing expansion, of this work

BUILDING FINANCIAL SUSTAINABILITY

2.1 Change programme

Our Financial Sustainability Strategy identifies the need to build on the change programme and ensure that we effectively manage our fixed costs, build net profit and increase our financial flexibility. This will be updated for consideration by our trustees in September 2017

The next phase of our change programme focuses heavily on new ways of working. We will also continue to support the Culture Change Ambassadors Network so that our our ways of working evolve

We will implement new HR and Training and Development Strategies (these will be presented to the Board in March 2018) but we will continue to change and evolve our ways of working throughout the CP17 period

We need to ensure that we are working efficiently and effectively. Part of this will continue to be careful cost control as well as supporting current and new revenue streams and business development

We will have a staffing model and organisational culture that supports effective and productive cross departmental working

Our workforce will be fully flexible, with the right resource in the right place, and salaries commensurate to expertise and professional skills

In terms of our HR approach, we will have a clear framework of expectation, behaviours, recognition and rewards

Our training approach will mean that our people are highly engaged and motivated

2.2 Volunteers

We have ambitious plans and seek to make best use of our available resource

Volunteers provide incredible support to IWM and add value in key strategic areas of our operation

We have a strategy that shows how we will build on successes to date and this will launch in April 2017

The Strategy will help us to build support and ensure that we continue to offer life-enhancing opportunities to our volunteers

We will be recognised nationally and internationally for our pioneering work with volunteers across our organisation and beyond

2.3 Commercial Strategy

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Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)

Our Commercial Strategy will be updated for approval by the Board in September 2017

The Strategy will continue to focus on building customer loyalty. We will achieve this by having a greater understanding of what motivates our customers and by improving our customer experience. Our CRM project is the cornerstone of this work and phase one is due to launch in the first half of 2017 with the introduction of the core system and online sales functionality for images and licensing

Over the next three years a rationalisation of commercial functions will ensure that we remain focused on building profit, that we operate a flexible and responsive commercial operation and that we build our digital sales capability

We also plan to launch our new membership scheme during summer 2017

Our Commercial Strategy will mean that we continue to operate with a wide portfolio of revenue streams

We will be in a position to fully exploit our assets and digital channels will be crucial to this

Our commercial net profit will be £10m+ We will have built a loyal and engaged

membership base

2.4 Fundraising

We have an ambitious programme of major projects and in the immediate future, our fundraising focus is on supporting Transforming IWML phase 2

We will deliver a development and fundraising strategy that links to our ongoing stakeholder work and helps us to build unrestricted income

We will generate endowment monies and research funding through the operation of the IWM Institute

We will build philanthropic support with an ongoing focus on high profile capital campaigns that allow us to deliver our ambitious and audience-focused masterplanning projects across the branches

We will also build our unrestricted fundraising income and this will mean that we will have increasing financial flexibility as we build up our reserves

2.5 Estates Strategy

We have a 10 year Estates Strategy that sets out how we manage our property portfolio and capitalise on this by effectively exploiting our assets. This will be refreshed for Board review in September 2018. The backlog of investment in our infrastructure and plant continues to present challenges

We will continue to take a risk-based approach to estates investment. The FM team will focus on supporting the delivery of our major projects including a new staff accommodation strategy (delivering substantial change with new build at our All Saints site during between 2017 and 2019) but will continue to use our lifecycle data to upgrade and replace plant and equipment as required

Our backlog in investment will largely be addressed and we will have made major progress in managing our strategic risk

We will have sufficient funding to deliver ongoing lifecycle work and development

Our estate and infrastructure is modernised, efficient and effective and we have the means to sustain this position

2.6 Information Technology

We have set aside resource so that we can continue to modernize our business by investing

Our systems and infrastructure will be fit for purpose, reflect ongoing business need. They will

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Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)in our Information Technology (IT) infrastructure but again, this is by prioritising the highest risk activity first

Priorities during this Plan period include key infrastructure and network upgrades

We will also look at systems and upgrades that support us in modernising our business and ensuring we remain fully compliant

In 2017 this work includes upgrading Digital Asset Management storage and our Storage Area Network

be flexible, secure and responsive (future proofed) as we evolve and develop our ways of working

Again, we will have sufficient funding to deliver ongoing development work that meets our business needs

EFFECTIVE STEWARDSHIP OF OUR COLLECTION

3.1 Collections management

We are approaching 100% inventory of our collections, meeting a key accountability need – this work will be completed by 2018

Our inventory will be maintained as new items enter IWM's management control

We will progress reconciliation of objects with their full records, prioritising work that supports Transforming IWML phase 2 and the collections storage project at IWMD

Our inventory will continue to be fully maintained as new items enter IWM's management control

We will have completed the reconciliation process activity during by 2021–22

3.2 Collections storage

Allied to the next phase of Transforming IWM London, we are investing c£7million in our collections storage programme on the north side of IWMD which will be completed by 2021

As part of this work and to support the delivery of our masterplan, large object storage and conservation will also be in place at IWMD by 2020

The storage strategy will be complete with a new campus model created at IWMD and all of our collection stored in correct environmental conditions

3.3 Collections digitisation

We are making progress in the strategic digitisation of our collection (for access, preservation and commercial purposes) but our collections are vast

We will continue to focus on the highest digitisation priorities

We will also make major progress in conservation terms, for example, the Victor project at IWMD and ongoing work on HMSB following survey work undertaken in 2016–17

We will have made major progress with a higher proportion of our collection digitised as we continue to prioritise content in terms of commercial, access and preservation needs

3.4 Contemporary collecting

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Immediate plans (CP17 activity ) Long term strategy (10 year view and outcomes)

We have identified the importance of contemporary collecting and an updated strategy reflecting this prioritisation will be presented to the Board in December 2017

We are thinking about how we connect our curatorial activity to public outputs, building and sharing our knowledge and understanding internally and of course, with our audiences

Our approach to contemporary conflict will be framed by thinking around the values of global citizenship (a key theme to have emerged from the learning and engagement review) and this will be further developed through our public engagement, learning and programming work

We will collect strategically to fill gaps in the collection where they relate to the Holocaust and Second World War and our planned new galleries

This links to our plans for the IWM Institute and to the Public programmes, engagement and learning strategy to be presented to the Board in December 2017

Our strategy for contemporary collecting will be well established, properly resourced, responsive and effective

This will support our programming across a range of activities and ensure that we remain relevant to our audiences

3.5 Compliance

We have made major progress with our compliance and accountability activity this year, which supported with our successful Accreditation Scheme renewal and Archive Service Accreditation

We will continue to review all policies, plans and procedures to ensure that they remain current and support staff

We will contribute to and implement any necessary changes as a result of the implementation of SPECTRUM 5

A complete programme of seven management checks for core collections activity will be implemented

Our core collection management check programme will be fully embedded

We will have renewed ACE Accreditation and Archive Service Accreditation at the agreed cycles

We will be alert to changing external validation schemes to maintain our standards

3.6 Knowledge mapping

Through the development of our Training and Development Strategy, we are identifying opportunities to build knowledge with our curatorial teams and across the full breadth of our collection

Our focus moving ahead will be to build knowledge, especially where we have identified gaps and opportunities, using in-house expertise and partner organisations

We will have a balance of expertise and experience across all areas of our remit

All curatorial teams will have a strong focus on public engagement and public output

Our research activity will feed directly into public outputs

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7. Risks and opportunities

Threats to the financial resilience of IWM will continue to prevail over this Plan period and uncertainty will shape the UK economy in 2017, largely due to the unknown impact of Brexit. The outlook in terms of economic growth for the year ahead is conservative with the average UK GDP growth estimates at 1.3 per cent, (down from 2 per cent in 2016). This might impact IWM as slow economic growth could result in Government pressure to further reduce public spending. Additional pressure may also result from rising inflation. This is likely to affect our commercial performance as customer confidence reduces. Significant cost pressures include increased business rates.

In combination, these financial pressures significantly threaten the achievement of our objectives and the provision of services and activities along current lines. In terms of mitigating controls, we are positioned to manage as a result of the Change Programme which has given us greater financial flexibility through a reduction in fixed costs. In CP17 we have set aside a higher level of contingency as a buffer against these risks and financial uncertainty with £3 million allocated over the Plan period.

The economic context does provide us with opportunities which we have planned to maximise over this period. A devalued pound brings opportunities for audience growth. Visit Britain have forecast buoyant international inbound volume and spend in 2017 on the basis that the prevailing exchange rate could act as an incentive for potential leisure visitors to come to Britain. Visit Britain predict 38.1 million visits, which is an increase of 4 per cent on the 2016 forecast; and £24.1 billion in visitor spending, an increase of 8.1 per cent on 2016. Furthermore this trend could see the return of the staycation effect, where UK families choose to remain at home rather than travel abroad, presenting opportunities for a growth in domestic audiences. In 2018–19 the end of the First World War Centenary and high impact programming around our Remembrance and Renewal season is an opportunity for increased profile and audience engagement.

We have prioritised IT investment where it mitigates cyber security risks as any breach could have serious reputational repercussions for the museum. In CP17 funding continues to support a programme of testing and works to protect the integrity of our network and the assets and information that we hold. On a broader level the current security level for terrorism is severe, meaning that an attack is highly likely. While there is little we can do to remove this threat completely, we have taken every measure we can to ensure that the appropriate levels of vigilance and checks are in place. We are investing in upgrades to our security systems and continue to keep our Business Continuity Plans up to date with a regular regime of testing. Our Audience Development Plan identifies audiences which are more resilient in the unfortunate event of a terrorist incident on British soil and how we might adapt our marketing plans accordingly.

IWM has a large estate which requires significant investment and resource to manage. Whilst we continue to invest in our buildings and infrastructure this is necessarily determined on a risk and priority basis. Projects to be delivered during CP17 include investment in our collections storage at IWM Duxford. This will fulfill one of the fundamental principles of IWM’s Estates Strategy – the relocation of collections material to IWM Duxford – and is an enabler of the Transforming IWM London phase 2 project. Most significantly it will see an estimated 80 per cent of our collections stored in appropriate conditions by the end of this Plan period (currently less than 30 per cent). Such projects may mean short-term disruption for staff and our operations but bring about substantial future gains for IWM, not least by effectively managing the risk around damage to our collection.

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Our staff are our most valuable asset and we continue to build our working culture so that we improve our daily working lives. The start of CP17 marks two years since our new staffing structure was implemented in April 2015. Since that time much progress has been made, with centralised teams working more efficiently and effectively across all areas of IWM. A regime of continued change and improvement has now become a norm, and during CP17 we will focus on engendering culture change. This will be informed by our Cultural Change Ambassador Network (CCAN) who have a remit to bring about changes to our working culture. Over this period we will also see new ways of working, with a greater appetite for being experimental and taking risks with our public programming as we take steps to become a learning organisation – learning from mistakes, trying different things and unleashing the creativity of our staff.

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8. Impact and outcomes

In terms of strategic objectives, we are seeking to achieve the following:

Prioritising our audiences

We will create excellent, inspiring and relevant visitor and learning experiences and people will have a deeper understanding of the causes, course and consequences of war and its impact on all of our lives

Using global citizenship as a lens for programming, audiences will make personal connections to our content and ideas

We will build and engage loyal audiences, partners and supporters, using the IWM Institute to channel our research work into a public offer that is dynamic and responsive to audience feedback

We will cement our profile as an innovative, influential, internationally renowned museum through excellent product and customer service of the highest standard and we will nurture and build key partnerships for mutual benefit

We will be leaders in our field with a reputation for excellence and innovation

Building our financial sustainability

We will secure our long-term financial viability and create a flexible, entrepreneurial and dynamic working culture

We will incrementally build our income and net profit levels, increasing our financial flexibility so that we can strengthen IWM and continue to invest in our public offer over the long term

Delivering effective stewardship of our collection

We will develop and care for our collection

We will ensure our collections and knowledge remain relevant and accessible for audiences now and for generations to come

Every year we will work towards having fully accessible and accountable records and images of our collection so that we can maximise the value of these assets

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9. Our Financial strategy

Financial overview

We have created a Plan that balances income and expenditure over a three-year period. Our trading income increases by 7 per cent over the Plan period, peaking during 2018–19 when we expect our visitor numbers and associated income streams to lift as a result of the Poppies and the close of the First World War centenary period. We forecast that we will generate £75K in trading income over the Plan period. Grant in Aid is shown at a flat level through to 2019–20. Whilst running costs, combined with priority investment, reflect the impact of inflation over the next three years, our salary budget (which remains a substantial proportion of our fixed costs) reduces marginally over the Plan period starting at c. £17.9 million (it is higher in year one reflecting the inclusion of some key fixed term posts that support business development and change) and levelling at £17.6 million by year 3. Contingency funds total £3 million over the three-year period and this provides us with some flexibility should we need to respond to an unexpected event.

CP17 Financial overviewFigures shown £000s 2017–18 2018–19 2019–20 CP17 TotalIncomeTrading income 23,846 25,953 25,586 75,385

External funds 8,119 8,590 20,258 36,967

Grant in Aid 19,742 19,742 19,742 59,226

LIBOR 1,615 1,096 15 2,726

Subtotal 53,322 55,381 65,601 174,304

ExpenditureRunning costs 22,757 22,386 21,875 67,018

Priority investment 9,979 14,891 26,040 50,910

Salaries 17,895 17,641 17,609 53,145

Apprenticeship levy 78 77 76 231

Contingency 1,000 1,000 1,000 3,000

Subtotal 51,709 55,995 66,600 174,304

Priority investment

This Plan provides investment to meet our strategic objectives through the delivery of our major projects and other specific, high priority activity. This is the activity that will drive IWM forward over the next three years, laying the foundations for our long term success, supporting our ongoing business transformation.

The breakdown of this investment is shown in the table below. A total of £50.9 million is set aside over the next three years. Two-thirds of this funding is channelled towards activity that is audience-focused including our exhibitions and public programming as well as the delivery of the next phase of our masterplan at IWM London. With this, we are seeking to build our impact on our audiences year on year.

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Work to build our financial sustainability includes investing in our estates and infrastructure as well as developing new systems that will help us modernise our business. As well as building commercial return, this will help us manage our fixed cost base (systems and infrastructure) more effectively. Just under one fifth of our priority funding is set aside over the Plan period to support this.

Almost one quarter of our priority funding goes into improving collections management, including a major phased collections storage project at IWM Duxford to ensure that we provide the correct environment for both large and smaller collections objects and facilitate the implementation of the IWM Duxford masterplan. Other activity includes collections management and digital image systems development, documentation and digitisation work and object conservation.

CP17 Priority investmentFigures shown £000s 2017–18 2018–19 2019–20 Total %Prioritise our audiencesTransforming IWM London phase 2 1,988 5,205 18,124 25,317 50%

Public programming across our branches 1,564 2,078 1,498 5,140 10%

Stakeholder relationships 76 66 55 197 <1%

Customer services project 20 20 20 60 <1%

IWMD Masterplanning 225 - - 225 <1%

Digital Strategy 173 67 67 307 1%

Sub Total 4,046 7,436 19,764 31,246 61%Increase our financial sustainabilityCustomer Relationship Management (CRM) system

542 145 133 820 2%

Facilities management and security 880 906 1,050 2,836 6%

Commercial development projects - 250 - 250 1%

IT infrastructure 300 40 40 380 1%

Accommodation Strategy 200 2,000 2,000 4,200 8%

Sub Total 1,922 3,341 3,223 8,486 17%Deliver effective stewardship of our collectionCollections storage project IWM Duxford (Northside)

3,121 1,694 472 5,287 11%

Collections management strategy 691 620 518 1,829 4%

Collections large object storage project IWM Duxford

200 1,800 2,064 4,064 8%

Sub total 4,012 4,114 3,054 11,180 22%

Total 9,980 14,891 26,041 50,912

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Commercial activity

IWM has a broad commercial income base including retail, public catering, corporate hospitality and events, admissions (for special exhibitions, programmes and events), publishing and collections sales and licensing. Since launching our Commercial Strategy in 2013, we have been building our net profit levels incrementally. In the current financial year (2016–17) we forecast we will generate a net profit of £5 million through commercial activity and £8.3 million in admissions income. Net profit in year one of the Plan (2017–18), is forecast to be £4.6 million and we estimate that admissions income will be £11.3 million (generated through ticketing to our charging branches).

IWM’s Commercial Strategy is focused on building customer loyalty. We will achieve this by having a greater understanding of what motivates our customers and by improving our customer experience. Our CRM project will form the cornerstone of this work. Over the next three years a rationalisation of commercial functions will ensure that we remain focused on building profit, that we operate a flexible and responsive commercial operation and that we build our digital sales capability.

CP17 Trading incomeFigures shown £000s 2017–18 2018–19 2019–20Café commission 1,034 1,235 1,092

Corporate Hospitality 1,548 1,663 1,728

Air shows 1,800 1,895 1,950

Admissions 11,328 11,800 12,179

Exhibition admissions 366 713 -

Fees 1,802 1,909 1,934

Membership 65 97 131

Sales (retail, image sales, publishing) 5,009 5,727 5,589

Other income (including royalties from collections) 893 915 983

Total income 23,845 25,954 25,586

Sensitivity analysis

In performing a sensitivity analysis, we have calculated that any further cuts to Grant in Aid (exceeding 5 per cent) will eliminate the annual contingency funds set aside entirely, leaving us exposed to risk given the necessarily limited investment we are able to make in our estates and infrastructure. It would also eliminate the financial headroom created by the change programme where we have successfully re-engineered our finances by reducing fixed costs and increased self-generated income.

Regarding self-generated income, we have a wide portfolio of income generation activity. Given the increased profile of IWM, this can be considered to be robust. The implementation of a Customer Relationship Management system will bolster this and help reduce costs further. Our catering contracts carry minimum guarantees and insurance protects us against the risk of serious business interruption.

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A decline in audience numbers at our charging branches will impact on self-generated income, for example, a 20 per cent reduction means c. £2.3 million less in gross income. This will seriously impact our financial resilience and again, erode the progress we have been able to make through the delivery of the change programme. Our programming, press and marketing activity, as well as the continued quality of our product and high levels of visitor satisfaction, mitigate this risk to some degree.

Should annual utility costs increase by a third, this would eliminate more than half of our annual operational contingency budget of £1 million have set aside across each year of CP17. In light of geopolitical instability, there may continue to be fluctuations in oil prices (although at the time of writing they are at a significant low), so we will continue to monitor utility costs carefully. Over the total Plan period, we have set aside £5.4 million to cover our utility costs across our branches.

Construction inflation remains high and this will impact on our ambitious masterplanning across the IWM estate. At IWM London, we are preparing for the delivery of phase two of our masterplan to create new Second World War and Holocaust galleries and at IWM Duxford, we are preparing a masterplan for delivery over the coming years.

In the event of one of more of the factors above materialising and precipitating a major financial shift, we would look to use contingency funds (which represent 2 per cent of total expenditure) or re-phase the major projects that are in train. Longer term, we are seeking to substantially build our reserves and increase our financial resilience.

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IWM performance measures 2017 – 2018 2018 – 2019 2019 – 2020 2030

1. AUDIENCE IMPACT

Quality1.1 Likelihood to recommend (definitely) 75% 76% 77% 85%1.2 Rated visit good (excellent only) 63% 65% 67% 80%Connectivity1.3 Number of visitors (‘000s) 2,407 2,712 2,567 3,5001.4 Number of web visits (‘000s) 6,500 7,000 7,500 10,0001.5 % repeat visitors 32% 34% 36% 40%1.6 % first time visitors 70% 67% 65% 60%1.7 % visitors who expected their visit to be excellent 22% 24% 26% 30%1.8 % overseas visitors 44% 44% 44% 44%1.9 Formal learner numbers: facilitated and self-directed visits to the museum

by visitors under 18 in formal education (‘000s)100 100 100 100

1.10 Informal learner numbers: instances of visitors under 18 participating in on site organised activities (‘000s)

150 155 160 175

2. FINANCIAL SUSTAINABILITY

Income2.1 % self-generated income 67% 68% 69% 75%2.2 Admissions income (gross) £11.3m £11.8m £12.2m £15m2.3 Commercial net profit £4.6m £4.8 £5.2 £10m2.4 Unrestricted fundraising £1.2m £1.2m £1.2m £2m2.5 SPV (global and by branch) (including admissions, gift aid exhibitions

ticketing, retail and café; excludes air shows)£4.50 £4.75 £5.00 £10.00

2.6 Donations income per visitor £0.19 £0.21 £0.23 £0.30Expenditure2.7 Staff costs £17.6m £17.4m £17.4m £17.9m2.8 Non staff costs £32.6m £35.6m £45.9m £49.0m

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IWM performance measures 2017 – 2018 2018 – 2019 2019 – 2020 2030

2.9 Total restricted funds £5.2m £7.1m £19.0m £30.0m

3. EFFECTIVE STEWARDSHIP OF COLLECTIONS

Collections management3.1 Proportion of collection with accountable location record 40% 50% 55% 100%3.2 Propotion of collection with access and acquisition data record 30% 45% 60% 100%3.3 Proportion of collection digitised for preservation (sensitive material or at

risk of degrading)50% 57% 64% 100%

3.4 Proportion of collection digitised for access purposes (public engagement and learning, exhibitions, research)

1.6% 2.0% 2.4% 5.4%

3.5 Proportion of collection stored in appropriate environmental conditions 22% 77% 80% 100%3.6 UK loan venues 90 95 100 150

4. WAYS OF WORKING

Training and development4.1 Average training days 3.0 3.5 4.0 12.04.2 Training spend per employee £300 £400 £500 £7504.3 Number of apprentices 10 12 15 20Staff diversity4.5 Proportion of staff members from BAME background 6% 8% 10% 20%4.6 Proportion of staff members reporting a limiting disability 6% 7% 8% 15%

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