2007/08media.vam.ac.uk/media/documents/legacy_documents/file_upload/39718_file.pdf(2007/08 –...

Strategic Plan 2007–2012

2007/08

Mission

As the world’s leading museum of art and design, the V&A enriches people’s lives by

promoting the practice of design and increasing knowledge, understanding and enjoyment

of the designed world.

Key strategic objectives

• To provide optimum access to collections and services for diverse audiences, now and in

the future

• To be acknowledged and respected as the world’s leading museum of art and design

• To promote, support and develop the UK creative economy by inspiring designers and

makers, and by stimulating enjoyment and appreciation of design

• To operate with financial and organisational efficiency

What we value

• Generosity

• Imagination

• Coherence

• Rigour

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V&A Strategic Plan 2007–2012: 2007/08

Foreword by the Director

2006/07 closes as the most successful year ever for the V&A in terms of audience – 2.87

million visits to the V&A at South Kensington, the V&A Museum of Childhood and the V&A

Theatre Museum; 19.4 million visits to our websites and 0.54 million visits to V&A

exhibitions on tour throughout Great Britain and internationally. Thus, taking into account

object loans, publications and trading, a great many people around the world have directly

benefited from the rich resource that is the V&A – our collections animated by our mission

to share with others our own knowledge and enthusiasm for creative design in all its forms.

The V&A is rightly seen as a successful organisation, evidenced by beautiful and engaging

galleries such as the Jameel Gallery of the Islamic Middle East and Sculpture in Britain; by

welcoming, bustling public spaces such as the Museum of Childhood, the Madejski Garden

and the Café; by an exhibition programme that combines the academic with the popular

and the past with the contemporary such as Leonardo: Experience, Experiment and Design, At

Home in Renaissance Italy, Twilight: Photography in the Magic Hour, Kylie – The Exhibition,

Uncomfortable Truths and Happy Birthday Miffy; and by events such as the weekend

celebrations of Islamic cultures, the 60s Underground Lost and Found event, Exhibition Road

Music Day, Carnival, COLLECT and many, many more.

Those of us inside the organisation know that this success is a result of immensely hard

work by everyone within the Museum and our many supporters and collaborators outside it.

In a climate of tight funding and difficult decisions, their efforts have been all the more

remarkable and appreciated. I extend to all staff my sincere thanks for their contribution

throughout the year.

Our challenge now is to sustain and consolidate this success. Fundamental to this is making

the case to Government for public funding because without adequate core resources we will

be unable to maintain even the current level of public benefit. We must continue to build

our reputation for excellence in all we do, at our London sites and beyond. This not only

extends our user ‘market’ and influence, but also enhances our capacity to access additional

resources, e.g. funding, expertise and collections.

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For the coming year our priorities are:

• To promote the international reputation of the V&A

• To consolidate and promote the Museum’s role in the creative economy, as a key source

of inspiration and reference for artists, designers and makers

• To effect significant improvements in IT systems

• To strengthen the V&A presence and performance online

• To confirm and progress plans for the Theatre Collections

• To effect the move of study collections to the new site at Dean’s Hill, Wiltshire (subject to

confirmation)

• To deliver/progress FuturePlan projects especially the Medieval & Renaissance Galleries

and the Education Centre

• To deliver the headline public programme

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Contents

Mission, strategic objectives and values 1

Foreword by the Director 3

Introduction 7

The planning process 7

Financial position 9

Key performance indicators 11

Table 3: Summary of key strategic objectives and 2012 outcomes 16

Table 4: Access & Audiences 20

Table 5: National & International 30

Table 6: Creative Design 38

Table 7: Efficiency & Effectiveness 42

Budget summary 2007/08 48

Notes on the budget 2007/08 50

Appendices: Management staff and structure 54

Board of Trustees and Committees 54

Management Board and Committees 55

Organisational chart 56

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Introduction

The planning process

1 From 2005 the V&A has conducted strategic planning on a five-year horizon, rolling

forwards every two years. This year the period covered by the Plan moves on to cover

2007/08 – 2011/12. As one would expect, the four key strategic objectives remain

essentially the same, with some minor adjustment to the wording. Above the key

strategic objectives, the Museum’s mission statement has been reviewed to produce a

new mission statement – to be found at the beginning of this document. Below them

sit ‘themes’, the primary purpose of which is to break the top-level objectives into more

meaningful and manageable elements. For each theme, long-term goals are set, some

with specific targets associated with them, and these now relate to 2012. The activities

that help the Museum achieve its objectives are outlined in the columns for short-term

(2007/08 – 2008/09) and medium-term (2009/10 – 2010/11) milestones. Naturally,

there is more detail in the first period.

2 The V&A Plan is part of a suite of corporate documents. If it is thought of as the

beginning of the planning cycle, the circle is closed by reports on performance – how

we did against our plans. The main reporting documents are:

• The Annual Report & Accounts

• Annual Report against the DCMS/V&A Funding Agreement

• The V&A Annual Review

These may be accessed via the Intranet Document Library, the V&A website or by

contacting the V&A Directorate. The V&A planning cycle is illustrated schematically

on the next page.

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3 The Annual Report & Accounts and the Funding Agreement reports are the main ways

in which the V&A demonstrates accountability for the public money it receives and

that it has managed its resources well. The Funding Agreement with the Department

for Culture, Media & Sport (DCMS) can also be found on the Intranet and V&A website.

It maps V&A objectives and activity against DCMS strategic priorities and sets

performance targets in some areas (discussed further at pages 11-15).

4 The introduction to the Plan document customarily includes a statement about the

impossibility of representing all Museum activity, in particular the core, day-to-day

work that underpins the project-based or public-facing outputs. In recognition of this,

departmental plans will be made accessible to all staff via the Intranet. These will be

based on the plans submitted as part of the budget/planning round last autumn and

will contain information on local priorities and projects. Internal publication of

departmental plans is part of a drive to make planning processes more transparent and

integrated.

5 Finally, an even more significant caveat. In 2007 the Government will complete a

Comprehensive Spending Review (CSR07) that will dictate central funding from

2008/09 to 2010/11. All V&A planning depends upon the outcome. This is discussed

further in the next section.

Financial position

6 Discussions about CSR07 have been taking place throughout 2006/07, within the

Museum, between the V&A and DCMS, and in the wider cultural sector. The V&A, along

with other sponsored bodies, has provided evidence to DCMS to build its case to

Treasury. After DCMS has been notified of its overall funding allocation in the summer

of 2007, it will decide on grants to its sponsored bodies, including the V&A. It is

therefore unlikely that we will know our Grant in Aid (GIA) levels before late 2007.

7 We are preparing for, at best, modest annual cash increases in line with general

inflation as measured by the Consumer Price Index (CPI) (2.7% at January 2007).

However, even this would be a poor result for the Museum because our costs are rising

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The V&A planning cycle

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September• Budget/Plan

timetable &template

• Budget seminars

October • MB Residential• Review progress• Scan horizon• Set priorities

November• Planning

workshops• Budget/Plan

returns

December• Budget meetings

Jan – Mar• Deliberation &

negotiation

March• Budget and

targets agreed

April• Plan published

Monitor performanceEvaluateAdjustReport

Table 1: Grant in Aid 2005/06 – 2007/08 (£000s)

2005/06 2006/07 2007/08

Resource 36,733 36,862 38,527

Capital 1,500 2,250 3,250

Total 38,233 39,112 41,777

Key performance indicators (KPIs)

12 The DCMS/V&A Funding Agreement 2005/06 – 2007/08 includes a Balanced Scorecard,

as proposed by DCMS. This is a management tool that breaks down the KPIs under

different headings to cover the organisation’s full range of activities. The V&A Balanced

Scorecard includes:

- Seven Core Targets – DCMS KPIs that have annual quantitative targets set against

them under the Funding Agreement for 2005/06, 2006/07 and 2007/08;

- plus 20 Other DCMS Performance Indicators – quantitative DCMS KPIs that are

regularly reported on, but which do not have targets set against them;

- plus 15 V&A Measures – KPIs proposed by the Museum that will be reported

regularly to DCMS; may be quantitative and/or qualitative.

In addition, efficiency and access projects must also be summarised in the Funding

Agreement reports, and these reports are prepared for DCMS twice per financial year:

half-year (April – September) and year-end (April – March).

13 The Balanced Scorecard is given below in boxes 1 – 4. Normally a balanced scorecard

would be shown as four quadrants, but here the KPIs are listed consecutively for

greater clarity. They are numbered so that they can be cross-referenced with the

objectives and milestones in tables 4 – 7.

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at a higher rate than CPI. A rise of 2.7% in the money we receive would, therefore,

actually represent a cut in real terms, compared to the funding levels of 10 years ago.

Over the three-year funding period, the accumulated deficit would be £3 – 4 million.

And there is a real possibility that the scenario could be even worse.

8 The V&A is already implementing cost-cutting measures wherever possible. By the end

of 2006/07 we will have saved at least the targeted £0.7 million on staffing, and the

new combined heat and power system that we share with the Natural History

Museum will cut fuel costs by £100,000 per year. These savings contribute to total

accumulated savings of £3.9 million by the end of 2007/08. In addition, one of the

outcomes of moving the Theatre Museum out of the Covent Garden site is net savings

of c. £0.5 million: further saving will be realised when the premises are finally vacated,

releasing funds for development of the Theatre Collections at South Kensington and

through the web and touring exhibitions.

9 The V&A will continue to seek efficiencies and, in anticipation of lean years ahead, cost-

savings in 2007/08 will be even more important. But it must be acknowledged that the

more savings are made, the harder subsequent savings are to achieve. There are also

ancillary impacts, with staff being increasingly stretched, opportunities missed and

seemingly non-essential work accumulating into backlogs that become essential (and

more expensive to resolve) at a later date. This sense of ‘storing up trouble for later’ has

been masked by the Museum’s public success, but it has been true of IT systems and

certainly remains true for other areas such as building maintenance and collections

documentation.

10 The V&A has spelled out to DCMS the severe and widespread problems that cuts in

core funding would cause, being very clear that public benefits would suffer, both

immediately and in the long-term.

11 The basis of forward planning, then, is that we know our GIA for 2007/08 (table 1):

beyond that, until the CSR07 outcome is known, we can only use broadly similar figures

for funding levels. The budget for 2007/08 is given in summary at pages 48-53.

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Box 3ACCESSDCMS Strategic Priority 1: To further enhance access to culture and sport for children and givethem the opportunity to develop their talents to the full and enjoy the benefits ofparticipation.DCMS Strategic Priority 2: To increase and broaden the impact of culture and sport, to enrichindividual lives, strengthen communities and improve the places where people live, now andfor future generations, specifically by increasing the number accessing museums andgalleries collections by 2% (PSA3).Core Targets:

KPI8 Total number of visits to the Museum site/sKPI9 Number of web-site visits (unique users)KPI10 Number of UK adults aged 16 and over from lower socio-economic groups

attending the MuseumKPI11 Number of children aged 15 and under attending the Museum site/sKPI12 Number of children aged 15 and under in on- and off-site organised educational

sessions

Other DCMS Performance Indicators:KPI13 Number of adult visits (all sites)KPI14 Number of over-60s visitsKPI15 Number of repeat visits in the last 12 monthsKPI16 % of collection internet-availableKPI17 % of time openKPI18 Number of learners in on-site educational programmesKPI19 Number of learners in off-site educational programmesKPI20 % of UK visitors aged 16 and over from an ethnic minority backgroundKPI21 % of UK adults aged 16 and over from lower socio-economic categoriesKPI22 Number of UK venues to which objects from the collections are loanedKPI23 Number of overseas venues to which objects from the collections are loanedKPI24 Number of venues in England to which objects from the collections are loanedKPI25 % of visitors who thought the museum overall was good/very good

V&A Measures:KPI26 Number of users (actual + web + outreach)KPI27 Number of UK visitors from lower socio-economic categories attending Museum

sitesKPI28 Number of UK black and ethnic minority visitors attending Museum sitesKPI29 Number of visits to V&A touring exhibitions and co-operative exhibitionsKPI30 Scope of partnerships with regional museums (qualitative and quantitative)KPI31 Number of visits to Museum sites by school pupilsKPI32 Progress towards a more diverse Museum personnel

Box 1STEWARDSHIPCore Targets: N/AOther DCMS Performance Indicators:

KPI1 % collection stored in correct environmental conditionsV&A Measures:

KPI2 Scope of acquisitions (number, value, significance)KPI3 Results and actions arising from annual audit of collections KPI4 Progress in implementing security improvements: number of incidents

of theft/damage

Box 2SCHOLARSHIP AND RESEARCHCore Targets: N/AOther DCMS Performance Indicators: N/AV&A Measures:

KPI5 Scope of research activity and outputs related to the V&A’s collections, includingsome/all of:• Gallery developments• Exhibitions• Number of publications

- of which, peer-reviewed- of which, published by VAE

• Number of Research Fellowships, exchanges etc.• Number of externally-funded research projects• Number/proportion of successful research funding applications

KPI6 Number of postgraduate students on collaborative programmes based in the V&A KPI7 Number of occasions of advice to public bodies

(e.g. Capital Taxes Office, MLA, HLF)

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2005/06 result 2006/07 2006/07 2007/08(actual) target result target

Total number of actual visits 2,196 2,300 2,875 2,550to Museum site/s (excluding SK 1,903 2,573virtual visits) TM* 167 145

MoC** 123 154Blythe House 3 3

Number of children aged 15 251 245 300 320and under attending the SK 156 201Museum site/s TM* 29 29

MoC** 66 70

Number of children aged 15 119 123 148 170and under in on- and off-site SK 59 77organised educational TM* 13 30sessions MoC** 47 41

Number of UK adults 127 120 169 140aged 16 and over from SK 105 149lower socio-economic TM* 8 8groups attending the MoC** 14 12Museum sites (NS-SEC groups 5-8)

Number of web-site visits 11,581 12,000 19,398 14,000(user sessions)

Net income from trading *** £ 2,769 £4,056 £4,977 £4,834(estimate)

Efficiency savings £2,300 £3,500 £3,498 £3,900(cash + non-cash)

* Theatre Museum site at Covent Garden closed to the general public on 6 January 2007; education programmes and tours continue to summer 2007

** MoC closed from 31 October 2005 to 9 December 2006*** Trading income KPI comprises: income from the trading subsidiary (net profit covenanted to the Museum); exhibition admission fees

and touring fees; education course fees and income from joint postgraduate courses; income from loans; restaurant commission

Table 2: Funding Agreement Core Targets (all figures in 000s)

14 The outturns and targets for the core targets in the current Funding Agreement are

given at table 2. The full set of results against all the KPIs in the Balanced Scorecard

can be found in the annual reports against the Funding Agreement.

Note: In the following tables that summarise the Museum’s Plan, programme, titles anddates are subject to confirmation

Box 4BUSINESS EXCELLENCE AND EFFICIENCYDCMS Strategic Priority 3: To maximise the contribution that the tourism, creative and leisureindustries can make to the economy, specifically by improving the productivity of thoseindustries by 2008 (PSA4).DCMS Strategic Priority 4: To modernise delivery by ensuring our sponsored bodies are efficientand work with others to meet the cultural and sporting needs of individuals andcommunities, specifically by achieving at least 2.5% efficiency savings on our DEL in each yearof SR2004.Core Targets:

KPI33 Net income from trading KPI34 Efficiency savings

Other DCMS Performance Indicators:KPI35 Grant-in-Aid per user (actual + web + outreach)KPI36 Grant-in-Aid per visit (actual)KPI37 Revenue generated from sponsorship and donations etc. per visit (actual)KPI38 Non-Grant-in-Aid income (total – GIA) per visit (actual)KPI39 Average number of days lost in sickness absence per employee, excluding long-

term sickness absenceKPI40 Number of overseas visits

V&A Measures:KPI41 Scope of activities to promote, support and develop the creative industries (CI)

(qualitative and quantitative), including:• Number of visits by CI professionals and teachers• Number of visits by students• Events programme • Scope of commissions in the CIs

KPI42 Progress towards long-term sustainability targets, including:• Reducing carbon emissions by 2,000 tonnes per annum from 2007 • Carbon-neutral by 2020• Energy consumption reduced by 25% by 2010

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2012 OUTCOMES

A1.1. V&A is one of the most-visited museums/galleries in the UK: over 3 million visits to all sites

A1.2. FuturePlan: 80% of public spaces at South Kensington redeveloped since 2001 under FuturePlan

A1.3. The public offer balances the needs of different audiences, based on understanding of their requirements and expectations

A2.1. Physical, intellectual and sensory access to the collections improved through FuturePlan gallery developments

A2.2. Public Programme makes V&A collections accessible (ref. National & International)

A2.3. Long-term storage issues resolved, including increased access to study collections

A3.1. Sustained capacity for learning about, and engagement with, creative design, art, history and exploration of the culturesrepresented in our collections

A3.2. High take-up of V&A learning and community programmes

A4.1. Increased website use: 34 million visits

A4.2. V&A’s website is the best in the world for art and design and a model for user participation

A4.3. V&A resources are the most widely-used for creative design in education

A4.4. People do more business with the V&A online (e.g. shop, donate, join, book)

A4.5. Digital interpretation increasingly available in galleries

B1.1. Key strategic partnerships with overseas organisations in place and delivering benefits in terms of audiences, professionaldevelopment and revenue

B1.2. V&A websites usage substantially increased (ref. A4.1)

B1.3. V&A is a respected global brand for art, design and cultural history and thereby promotes the UK creative economy

B1.4. International activity generates revenue (e.g. through trading, professional fees, sponsorship and donations)

B2.1. Plans for enhanced temporary exhibition capacity well-advanced

B2.2. V&A collections and programmes reflect and respect the cultural diversity of London and the UK

B2.3. Cultural diversity of V&A personnel more closely aligned with local or national profiles (depending on role)

B2.4. V&A programme supports the London Cultural Olympiad

B3.1. FuturePlan acknowledged as placing the V&A at the forefront of design, scholarship and museum practice

B3.2. Research outputs enrich the V&A programme and are disseminated appropriately

B3.3. Staffing structures and processes are aligned to organisational need and behaviour reflects the Museum’s values (ref.CulturePlan in Efficiency & Effectiveness)

B3.4. V&A recognised as one of the key authorities in its sphere of influence and as an advocate for the museum, education,research and cultural sectors

B4.1. People can engage with the V&A wherever they live in the UK

B4.2. Increased capacity within the V&A and the wider sector to deliver public benefit through sharing skills, expertise andcollections

B4.3. Thriving collaborations with regional museums and other organisations

Table 3 continues

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STRANDS

A. ACCESS &AUDIENCES

B. NATIONAL &INTERNATIONAL

To provide optimum access tocollections and services fordiverse audiences, now and inthe future

To be acknowledged andrespected as the world’sleading museum of art anddesign

STRATEGICOBJECTIVES

THEMES

A1. The V&A continues to build audiences in both size and diversity

A2. The V&A’s collections are accessible to all

A3. People enjoy themselves, learn and find inspiration at the V&A

A4. The V&A is a visitor-focused e-museum

B1. The V&A is an international organisation

B2. The V&A helps to promote London as a world city

B3. The V&A’s reputation is based on excellence

B4. The V&A is a nationwide Museum

Table 3: Summary of key strategic objectives and 2012 outcomes

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2012 OUTCOMES

C1.1. V&A brand widely recognised and services sought out by users as a source of enjoyment, study and inspiration in art anddesign (ref. Access & Audiences)

C1.2. The role of the V&A in promoting creativity for wider social, educational and economic benefit is understood and widelyrecognised

C1.3. Creativity is valued in V&A personnel and manifested in practice

C2.1. Contemporary programme thriving at V&A sites

C2.2. Theatre Collections being used effectively: archives, display at South Kensington, touring exhibitions and web presence

C2.3. Substantial advance in the development of new spaces in the Boilerhouse Yard development for key priority collections:Fashion & Textiles, 20thC Design

C3.1. Increased awareness and use of V&A resources among creative industry professionals, teachers and students

C3.2. V&A is a significant client, patron and showcase for the creative industries in the UK and overseas

C3.3. V&A is a place for debate, opinion and curiosity about creative design, promoting design literacy and informed consumerchoice

C3.4. V&A works with Government Departments and other organisations to grow the UK creative economy

C3.5. The V&A actively conducts and promotes research into the links between the creative industries, museums, academia andother stakeholders

D1.1. V&A is an integrated organisation with shared values and vision and a clear strategy that is widely understood by staff

D1.2. V&A’s values are manifested through its people and operations

D1.3. Comprehensive, integrated and transparent system of corporate planning and review in use

D2.1. Levels of non-grant income increased and opportunities for income-generation maximised

D2.2. Operational and capital costs are minimised by constant scrutiny for efficiency and best value

D2.3. Digital technology is used to improve efficiency

D3.1. The Museum’s carbon footprint reduced by 2,000 tonnes year on year: carbon-neutral by 2020

D3.2. Museum procurement adheres to sustainability policy and principles

D3.3. All FuturePlan developments make a significant contribution to achievement of the Museum’s challenging carbonreduction targets

D4.1. Physical security improvement programme complete and well-maintained: no incidences of theft or malicious damage

D4.2. Integrated collections management systems in place

D4.3. Collections held in appropriate conditions, taking account of environmental sustainability

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STRANDS

C. CREATIVEDESIGN

D. EFFICIENCY &EFFECTIVENESS

To promote, support anddevelop the UK creativeeconomy by inspiringdesigners and makers and bystimulating enjoyment andappreciation of design

To operate with financial andorganisational efficiency

STRATEGICOBJECTIVES

THEMES

C1. Creativity is at the core of the V&A’s purpose and values

C2. The V&A’s public offer reflects central position of creativity in theMuseum’s values

C3. The V&A is a key player in the UK creative economy

D1. The V&A is a joined-up organisation

D2. The V&A delivers good value for all investment in it

D3. The V&A is increasingly an environmentally sustainable organisation

D4. The V&A’s collections assets are well protected and managed

Table 3: Summary of key strategic objectives and 2012 outcomes (continued)

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A1.s1. 2.8 million visits to all sites in 2008/09

A1.s2. Plans for use of the Theatre Collections agreed: announcement spring 2007. To includeDisplay at South Kensington, probably galleries 103-106 Enhanced web presence and useTouring exhibitions programmeLearning programmes at South Kensington from autumn 2007Archive at Blythe House

A1.s3. FuturePlan: South Kensington:Major gallery renewal projects:

Room 94: from Jul 2007 continues as temporary exhibition space or reverts to display of tapestriesNew Contemporary Space in Room 48, open Nov 2007Jewellery Gallery open May 2008Room 40 (Fashion Court): superficial refurbishment, Apr 2007Long-term display of Theatre Collections in Rooms 103-106Make improvements to the British Galleries, e.g. lighting

Sackler Education Centre at the Victoria and Albert Museum (V&A Education Centre) open Apr 2008

Brief for Boilerhouse Yard site development finalised spring 2007: to RIBA Design Stage D by end 2009.To include space for:

Temporary exhibitionsDisplay of fashion and textiles Display of 20th century designPotential for additional space for: display of photography, catering, retail, offices

Plans agreed for other FuturePlan developments:Rooms 17-20 + associated office and learning spaces converted to galleries for Asian sculpture, new acquisitionsand temporary display and a Visitor Centre

Consider feasibility of further development at the V&A Museum of Childhood

KPI5

KPIs8-15

KPI20

KPI21

KPIs25-28

KPI32

KPI41

Table 4 continues

KPIsShort-term milestones (2007–2009)

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Strategic objectiveTo provide optimum access to collections and services for diverse audiences, now and in the future

A1. The V&Acontinues to buildaudiences inboth size anddiversity

A1.1. V&A is one of the most-visited museums/galleries inthe UK: over 3 million visits toall sites.

A1.2. FuturePlan:80% of public spaces at SouthKensington redeveloped since2001 under FuturePlan

Construction of new buildingon Boilerhouse Yardunderway

A1.3. The public offer balances theneeds of different audiences,based on understanding oftheir requirements andexpectations

(Ref. Efficiency & Effectivenessfor Access, Inclusion &Diversity Strategy)

A1.m1. 3 million visits to all sites per annum

A1.m2. Theatre Collections Plan implementation

A1.m3. FuturePlan : South Kensington: Major gallery renewalprojects:

Medieval & Renaissance Galleries open Nov 2009Ceramics Galleries (Phase 1) open Sep 2009Ceramics Galleries (Phase 2) to RIBA Design Stage ERooms 17-20 developments open 2009/10

FuturePlan: Project for new building on Boilerhouse Yardsite progressing: procurement underway

FuturePlan: Feasibility studies underway for furtherdevelopments, focusing on spaces freed by BoilerhouseYard project

Table 4: Strand A: Access & Audiences

Theme 2012 outcomes Mid-term milestones (2009-2011)

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A1.s4. Public Programme temporary exhibitions and displays, South Kensington, e.g.:Main Exhibition Courts:

Surreal Things, Mar – Jul 2007The Golden Age of Couture, Sep 2007 – Jan 2008Lee Miller, Sep 2007 – Jan 2008Thomas Hope, Mar – Jul 2008China Design Now, Mar – Jul 2008Cold War Modern, Sep 2008 – Jan 2009

Contemporary Space: Kylie – The Exhibition , Feb – Jun 2007; Out of the Ordinary: Spectacular Craft, Nov 2007 –Feb 2008; Artists’ Books, Apr – Jun 2008; Fashion and Sport, Jul – Nov 2008; Issey Miyake, Jan – Apr 2009

Other Contemporary: Uncomfortable Truths installations, Feb – Jun 2007; Simon Periton commission in Tunnel,Jan – Dec 2007; annual garden commission

Room 94: James ‘Athenian’ Stuart, Mar – Jun 2007; Fabergé, Oct 2007 – Feb 2008 (tbc)

Gallery 40: New York Fashion, Apr – Sep 2007; Ikat Fabrics, Oct 2007 – Mar 2008; The Supremes, May – Oct 2008;Imperial Robes from the Kremlin, Nov 2008 – Mar 2009

Prints and Drawings: A Show of Emotion, Dec 2006 – Sep 2007; Mapping the Imagination, Oct 2007 – Jun 2008

Other displays: Hans Schleger; fashion magazine design; Sian Bowen; V&A/RIBA Architecture Gallery; BeatrixPotter; Asante Goldweights; ‘The Constructed Book’

Public Programme temporary exhibitions and displays, MoC, e.g:Picass0 – Histoire Naturelle, Mar – Jun 2007; Feel the Force, Jul – Nov 2007; Mad About Space, Nov 2007 – Aug2008; Kid Size, Apr – Jul 2008; Olympic Posters, Jul – Sep 2008; Children’s Fashion, Oct 2007 – Jan 2008; I Spy, Jan –Apr 2009; Children and Slavery, Apr 2007 – Mar 2008

KPI5

KPIs8-15

KPI20

KPI21

KPIs25-28

KPI32

KPI41

Table 4 continues


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Temporary exhibitions2011/12: South Kensington

Aesthetic Movement,Apr – Jul 2011Jewellery, Sep 2011 – Jan 2012(tbc)

A1.m4. Public Programme temporary exhibitions and displays,South Kensington, e.g:

Main Exhibition Courts:Baroque, Apr – Jul 2009Diaghilev and the Ballets Russes, Oct 2009 – Jan 2010(Theatre Collections)Maharajahs, Mar – Jul 2010 (tbc)Walpole, Mar – Jul 2010Quilts, Sep 2010 – Jan 2011

Contemporary Space: Design Art, Jun – Oct 2009; DigitalResponses, Nov 2009 – Feb 2010; World Expos, Apr – Jun2010

Gallery 40: Ascot, Apr – Aug 2009; 80s Fashion, Sep 2009 –Jan 2010

Public Programme temporary exhibitions and displays,MoC: to be announced

Table 4: Strand A: Access & Audiences (continued)


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A1.s5. Digital and online communications reviewed to maximise brand awareness:Review marketing of the V&A websites Build expertise in digital marketingAdd more content in languages other than EnglishSearch engine optimisationExperiment with text to email

User representation involved in planning and evaluation of developments and programmes as per Evaluationand Visitor Research, Strategy and Diversity Action Plan, e.g:

Disability and social inclusion: maintain V&A Access Group (includes RNIB, Mencap, RNID and others) and V&Astaff group with a mental health sub-group, Stretch (prisoners), Capital A, East Potential (vulnerable youngpeople), Crisis and St Mungo’s (homeless people) Culturally diverse communities: Black heritage (Africa Image Alliance, The Shrine, Yaa Asantewaa and otherCarnival groups, Urban Enterprise Network); Intercultural ( Fo Guang Hong Temple, Institute for Study of MuslimCivilization, Spiro Ark, Institute of Jainology); Asian Programme (Bhavan Institute for Indian Art and Culture,Club Khali, Maharaja Duleep Singh Centenary Trust, Rich Mix, Camden Chinese Community Centre etc);. MoCWorld in the East End Gallery programme (Somali, Bengali, Vietnamese, Turkish groups etc.)Schools/children: e.g. MoC Children’s and Teachers’ panels; Consultations re V&A Education Centre

Audience Development Plan for South Kensington agreed Oct 2007: map programme against audience sectors:targets agreed for key sectors; agree priorities for market research

MoC Audience Development Plan implemented: years 1 and 2.

A1.s6. Agree long-term aims re cultural diversity of the V&A workforce, summer 2007

Projects to increase ethnic/cultural diversity of museum personnel underway, initiated by the V&A or inpartnership, e.g.:

Capacity Building and Cultural Ownership – V&A in partnership with diverse communities (HLF-funded)Core Heritage Skills Training Programme for BME arts organisations, with Mayor of London’s Commission andMLA LondonArts Council England ‘Inspire’ fellowship programmeYoung Graduates in Museums and Galleries Museums Association ‘Diversify!’ placement programme

KPI5

KPIs8-15

KPI20

KPI21

KPIs25-28

KPI32

KPI41

Table 4 continues


27









A1.m5. Increased marketing via, and for, the websites

V&A brand is more appealing to a broader audience: usersand potential users are more aware of what the V&Aoffers: Access, Inclusion & Diversity Strategy (ref National& International)

MoC Audience Development Plan implemented: year 3

A1.m6. Increased cultural diversity of V&A personnel

More diverse pool of potential museum sector recruits



30


A1.s7. Community and social inclusion programmes targeted at under-represented audience groups, e.g.:Talks, tours, workshops and special projects for people with visual/hearing impairments, learning disabilities andmental health service users, vulnerable young people at risk, homeless people Outreach sessions to community groups, day centres and disability clubs e.g. OREMI (black mental health group),Merton Vision (visually impaired group)Intercultural programme – art and language programme for ESOL students including refugees;intercultural/interfaith tours for youth and community organisations, faith organisations; Peace andEnvironment weekend (Oct 2007) and Festival of Light (Nov 2007)Black Heritage programme – year-round gallery trails/gallery talks linking historical collections to slavery, 2007;special monthly events e.g. Ghana 50 Festival, Songs Of Freedom, Carnival Mas camp and adult carnival, IraAldridge event, Slavery and Surrealism Asian programme – Vaisakhi (April 2007), Sitar festival (May 2007), India Rising Programme (Aug/Sep 2007),Chinese festivals/week-ends alongside China Design Now (2008) DfES/DCMS strategic commissioning project – work with NCH, the children’s charity, and V&A UK Partnership forImage & Identity, 2007/08

Develop strategy for sustaining cultural diversity work after completion of HLF-funded ‘Capacity Building andCultural Ownership’ project in autumn 2008

A1.s8. Continue planned structural and service developments towards improved disability access (ref. Disability ActionPlan), e.g:

British Sign Language course for V&A staffSustain and develop events programme: 59 talks/workshops for people with disabilities; new awareness-raisingevents

Develop and implement a disability equality scheme in line with DDA legislation

Retain ‘Two Ticks’ positive about disabled people status

A1.s9. Other equality initiatives:Develop a gender equality scheme, Apr 2007Establish lesbian, gay, bisexual and transsexual working group

A2.s1. FuturePlan gallery developments and exhibitions use latest thinking and generate research into collections andmuseum practice:

Gallery development as above at A1.s3 Exhibitions as at A1.s4, B1.s3, B4.s2Partner in Centre of Excellence for Teaching and Learning Through Design (CETLD) (ref. Creative Design)

A2.s2. New VAE titles published, including leading works associated with exhibition programme and FuturePlandevelopments: 20 in 2007/08; 20 in 2008/09

A2.s3. Complete study of potential for collaboration with the British Museum on making study collections moreaccessible, spring 2008

KPI5

KPIs8-15

KPI20

KPI21

KPIs25-28

KPI32

KPI41

KPI5

KPI8

KPIs10-15

KPIs17-21

KPIs26-28

KPI32

Table 4 continues


29




A2. The V&A’scollections are accessibleto all






A2.1. Physical, intellectual andsensory access to thecollections improved throughFuturePlan gallerydevelopments

A2.2. Public Programme makesV&A collections accessible(ref. National & International)

A2.3. Long-term storage issuesresolved, including increasedaccess to study collections

A1.m7. Sustain and develop community and social inclusionprogrammes targeted at under-represented audiencegroups: new audiences established

A1.m8. Continue planned structural and service developmentstowards improved disability access, e.g:

Vertical circulation improved through installation of newlifts as part of the Medieval & Renaissance Galleries andIronwork Galleries projects

Retain ‘Two Ticks’ positive about disabled people status

A2.m1. Research for FuturePlan gallery developments andexhibitions:

Gallery developments as at A1.m3Exhibitions as at A1.m4, B1.m3, B4.m2

A.2.m2. Sustain and develop publications programme

A2.m3. Continue to review storage issues, with emphasis onaccess and collaboration



32


A3.s1. Continued development of Learning Programmes, South Kensington, e.g:Priority is programme development for the V&A Education Centre (see A3.s2)Summer programme for adults, ‘Summer in the City’

Continued development of Learning Programmes, MoC, e.g:Art Breakers, Gifted & Talented initiative, artist-led workshops for secondary pupils; Wonder Tots

Develop Learning Programmes for the Theatre Collections

A3.s2. Programme for V&A Education Centre from April 2008:Increased capacity and facilities for digital resources, practical workshop/studio sessions and museumresidencies. Also new dedicated seminar rooms and auditorium. Capable of independent opening times.

A3.s3. Community and Inclusion Programmes at all sites continue to reach new and under-represented audiences, e.g:Dance/film performances, acquisition, displays of work, art workshopsParticipative intercultural festivals – carnival, Vaisakhi, Chinese New Year etcWork with community groups and partners such as East Potential (national charity that supports vulnerableyoung people to independence), Mencap, music and club scene, GLA

A4.s1. Increase website use:24 million visits in 2007/0828 million visits in 2008/09

A4.s2. Add to digital collections content (ref D2.s4):50,000 records in Search the Collections by Apr 2009Develop Theatre Collections online Create websites for major exhibitions using latest researchPartnership with National Archives to create Victorian site for schoolsContinue programme of putting teaching and learning resources online

Introduce new or improved functionality to facilitate access:Develop web portal for education sector to support new V&A Education CentreInvestigate use of wireless, PDAs and mobiles in galleries and study facilities (CETLD project)Implement remote electronic image and file transfer for NAL users

Initiate multimedia interpretation strategy in 2007/08: focus on FuturePlan projects, Jewellery Gallery and V&AEducation Centre

Progress technical integration of electronic services and functions to present seamless interface for users:Agree strategy covering V&A and VAE for development and alignment of all online commercial offers, anintegrated e-commerce function and digital marketing.Membership tickets (exhibitions and non-exhibition events), gifts (inc. Gift Aid) in 2007/08

Participate in international web collaboration on Islamic collections, ‘Museum With No Frontiers’

Implement policy (agreed 2006/07) of free academic use of V&A images

KPIs10-15

KPIs18-21

KPIs26-28

KPI31

KPI41

KPI9

KPI16

KPI26

KPI33

KPI34

KPI35


31



A3. People enjoythemselves,learn and findinspiration atthe V&A

A4. The V&A is avisitor-focusede-museum

A3.1. Sustained capacity forlearning about, andengagement with, creativedesign, art, history andexploration of the culturesrepresented in our collections

A3.2. High take-up of V&A learningand community programmes

A4.1. Increased website use:34 million visits

A4.2. V&A’s website is the best inthe world for art and designand a model for user-participation

A4.3. V&A resources are the mostwidely-used for art anddesign in education

A4.4. People do more business withthe V&A online (e.g. shop,donate, join, book) (ref.Efficiency & Effectiveness)

A4.5. Digital interpretationincreasingly available ingalleries

A3.m1. Sustain and develop Learning Programmes:New year-long course: “Early Christian to Gothic Art”,starts Sep 2009

A3.m2. V&A Education Centre fully operational and successful

Visitor Centre (formerly referred to as ‘Learning Zone’)opens 2009/10

A3.m3. Sustain and develop Community and InclusionProgrammes

A4.m1. Increase website use:31 million visits in 2009/1033 million visits in 2010/11

A4.m2. Implement systems integration project

Use new core systems to create subject databasesthroughout the website

Launch CIS online (D2.m4)

Multimedia interpretation strategy implementation: focuson FuturePlan projects: Ceramics Galleries

Implement e-commerce and digital marketing strategy

Increase the range and variety of images available todownload

Table 4: Summary of Strand A: Access & Audiences (continued)


33


Strategic objectiveTo be acknowledged and respected as the world’s leading museum of art and design

B1. The V&A is aninternationalorganisation

B1.1. Key strategic partnershipswith overseas organisationsin place and deliveringbenefits in terms ofaudiences, professionaldevelopment and revenue

B1.2. V&A websites usagesubstantially increased (see Access & Audiences, A4.)

B1.3. V&A is a respected globalbrand for art, design andcultural history and therebypromotes the UK creativeeconomy

B1.4. International activitygenerates income (e.g. trading, professionalfees, sponsorship anddonations)

B1.m1. International Strategy: evaluation and review

B1.m2. Sustain and develop relationships with key partners inChina, US and India

Aim to develop new international partnerships

B1.m3. International touring exhibitions and major loansprogramme sustained :

Confirmed V&A touring exhibition:Cold War Modern to Germany or Italy, Apr – Jul 2009;Toronto, Sep 2009 – Jan 2010; Ottawa, Mar – Aug 2010Confirmed major loan: 60 alabaster sculptures tomultiple venues in the US

B1.m4. Sustain and develop V&A publications in foreignlanguages

B1.m5. Promote new brand for Licensing internationally

Table 5: Strand B: National & International

Theme 2012 outcomes Mid-term milestones (2009–2011)

34


B1.s1. International Strategy: promote role of national museums, and V&A in particular, in cultural diplomacyWork with DCMS, other Government Departments and other national museums, building on Demos reportProduce international advocacy leafletDevelop data collection and reporting systems

B1.s2. Sustain and develop relationships with key partners in China, US and IndiaParticipate in UK contribution to Shanghai Expo 2010Develop exhibition on Expo movementOffer V&A exhibitions to selected venues

Opportunities for other off-site development investigated as they arise

B1.s3. International touring exhibitions programme 11 shows to 22 venues confirmed

Vivienne Westwood to San Francisco, Feb – May 2007;Cinema India to Melbourne, Mar – May 2007; Sydney, Jun – Oct 2007Modernism to Washington DC, Mar – Jul 2007Medieval and Renaissance Treasures to Toronto, Jun – Sep 2007; New York, May – Aug 2008;Atlanta, Oct 2008 – Jan 2009Japanese Prints to 6 venues in Japan, Apr 2007 – Aug 2008Surreal Things to Rotterdam, Sep 2007 – Jan 2008; Bilbao, Mar – Aug 2008Indian Life and Landscape to 3 venues in India from Sep 2007 Lee Miller to Philadelphia, Jan – Apr 2008Art Deco to Melbourne, Jul – Oct 2008International Arts & Crafts to Kyoto, Sep – Nov 2008Masterpieces in Ceramics from the V&A to Toronto, Jan – Apr 2009

Some of the above and at least 5 other shows offered to other international venues

International co-operative exhibitions and major loans:Indian Temple Sculpture to Barcelona, Jul – Nov 2007; Madrid, Dec 2007 – Mar 2008Misty Albion: Fashion of Past Centuries to Moscow Sep – Nov 2008Rhenish Stained Glass, Cologne; Summer of Love: Art of the Psychedelic Era, New York; British Vision: Observationand Imagination in British Art, Gent; Napper and Frith: A Photographic Journey in Iberia in the NineteenthCentury, Barcelona; Moghul Art, Jerusalem; Self and Other: Portraits from Asia and Europe, Osaka + 2 othervenues; Export Lacquerware, Kyoto + another venue

B1.s4. V&A publications in foreign languages: 8 titles 2007/08; 8 titles in 2008/09

Increase international distribution of publications (e.g. publication to accompany touring exhibition Medieval &Renaissance Treasures)

B1.s5. Develop new brief for Licensing programme that articulates the V&A brand visually

KPI5

KPI8

KPI23

KPI26

KPI29

KPI33

KPI38

KPI40

Table 5 continues


36


B2.s1. FuturePlan: as above at A1.s2, A1.s3 and A3.s2, especially:New temporary exhibition spaces in development of rooms off 17-20 and the Boilerhouse YardNew Asian Sculpture gallery in rooms 17-20

Refresh display of Asian galleries:Room 47 e (China) : re-labelling, improve lighting and 3D designRoom 44 (T T Tsui Gallery, China): graphic re-interpretation and object rotation

B2.s2. Support the Exhibition Road development led by RBKC and development of the Exhibition Road tunnel

Participate in related, but independent, Exhibition Road Cultural Group (ERCG):Run co-ordinated programmes: annual Music Day, Jun; Family Party Day; Engage 2007Produce and maintain websiteDevelop programme for Cultural OlympiadBuild links with other London cultural quarters and the Mayor of London’s office

Celebrate the 150th anniversary of the V&A on current site and development into world leader

B2.s3. Public programme represents diverse cultural interests, e.g:Uncomfortable Truths: the Shadow of Slave Trading on Contemporary Art and Design – exhibition, gallery trails,conference and Friday Late View: Feb – Jun 2007 China Design Now – exhibition Mar – Jul 2008, part of wider China Festival in the Museum and across thecountry to launch Cultural OlympiadCold War Modern, Sep 2008 – Jan 2009 Displays: Asante Goldweights from Ghana; Ikat Fabrics; Imperial Robes from the Kremlin; Issey MiyakeChildren and Slavery (Children in Trouble Gallery, MoC) Fashion in Motion and Friday Late View: ‘India Rising’ Aug 2007; Chinese FiM 2008Conference on the Islamic Middle East, ‘Patrons, Makers and Traders’

B2.s4. Access, Inclusion & Diversity Strategy implementation, including:Review V&A personnel diversity: set goals for cultural diversity

KPI5

KPI8

KPIs10-15

KPIs18-21

KPI26

KPI27

KPI31

KPI32

KPI40

Table 5 continues


35



B2. The V&A helpsto promoteLondon as aworld city

B2.1. Plans for enhanced temporaryexhibition capacity welladvanced (ref A1.2)

B2.2. V&A collections andprogrammes, reflect andrespect the cultural diversityof London and the UK (ref. Access & Audiences)

B2.3. Cultural diversity of V&Apersonnel more closelyaligned with local or nationalprofiles (depending on role)

B2.4. V&A programme supportsthe London Cultural Olympiad

B2.m1. FuturePlan: as above at A1.m2, A1.m3 and A3.m2, especiallyNew temporary exhibition spaces in development ofrooms off 17-20 (open 2009/10) and the Boilerhouse YardNew Asian Sculpture gallery in rooms 17-20, open2009/10

Refresh display of Asian galleries:Room 44 (T T Tsui Gallery, China):improve AV installations

B2.m2. V&A supports the Exhibition Road development led byRBKC

Exhibition Road Cultural Group collaborates on projectsand programmes

B2.m3. Public programme represents diverse cultural andinternational interests, e.g:

Baroque, Apr – Jul 2009Diaghilev, Oct 2009 – Jan 2010

B2.m4. Diversity Strategy implementation (ref. Access & Audiences)

Table 5: Strand B: National & International (continued)


38


B3.s1. Continue to develop the collections through acquisition and research, with particular regard to FuturePlan, thepublic programme and collecting plans:

Submit bid/s to new HLF acquisition programme (subject to eligibility)Continue to advocate for increased public funding for acquisition by public collections

B3.s2. Research partnerships and grant income (in addition to ongoing projects, e.g. in support of FuturePlan andexhibition programmes):

Submit new research funding applications re FuturePlan developments and other projects: 2007/08 – Fashion &Textiles gallery, Medieval & Renaissance Galleries, Italian manuscripts; 2008/09 English tapestries, 20th centurydesign, French furniture. Possible additional bid/s relating to Theatre Collections and contemporary ChinesedesignSustain AHRC-funded Collaborative Doctoral Awards programme: confirmed studentships – 13 in 2007/08; 8 in2008/095 -7 workshops/symposia per year in support of the exhibition and display programme in 2007/8 (subject tofunding)Support c. 20 research fellowships, exchanges etc. with external partners per year

Compile Research Report online and publish Research Bulletin annually

B3.s3. Training & Development programmes to support organisational values and objectives Revised Performance Management system in operationDevelop V&A as Cultural Heritage Accredited Assessment Centre for National Vocational Qualifications (NVQ)Recruitment and diversity module added to Line Management training programme Internal talent management programme developedV&A IT competencies developedReview Assistant Curator Development ProgrammeDevelop research through secondments to the Research Department and running 3 research skills workshops peryear

B3.s4. Agree a V&A Advocacy Strategy, Jun 2007

Participate in NMDC and sector-wide advocacy initiatives, especially re CSR 2007

B3.s5. Develop professional and specialist expertise for museum personnel through partnership with higher educationinstitutions:

V&A/RCA postgraduate programmes in Design History (with Royal College of Art) : Examine feasibility of newstream for Asian art for academic year 2008/09RCA/V&A postgraduate Conservation Programme (with Royal College of Art and others): review programme in2007/08MA in Museum Education (with University of London Institute of Education)Develop plans for a research fellowship in museum learning

KPI2

KPI5

KPI6

KPI7

KPI25

KPI39

KPI40

Table 5 continues


37



B3. The V&A’sreputation isbased onexcellence

B3.1. FuturePlan acknowledged asplacing the V&A at theforefront of design,scholarship and museumpractice

B3.2. Research outputs enrich theV&A programme and aredisseminated appropriately

B3.3. Staffing structures andprocesses aligned toorganisational need andbehaviour reflects theMuseum’s values (ref D1)

B3.4. V&A recognised as one of thekey authorities in its sphere ofinfluence and as an advocatefor the museum, education,research and cultural sectors

B3.m1. Continue to develop the collections through acquisitionand research

B3.m2 Sustain and develop research programme throughpartnership and grant income

Deliver 2 major conferences per year

Compile Research Report online and publish ResearchBulletin annually

B3.m3 Sustain and develop Training & Development programmesto support organisational values and objectives:

Produce web-based training and development tools andmaterialsSuccession planning issues being addressed

B3.m4. Review V&A Advocacy Strategy

Participate in NMDC and sector-wide advocacy initiatives

B3.m5. Develop professional and specialist expertise for museumpersonnel through partnership with higher institutions:

V&A/RCA postgraduate programmes in Design History(with Royal College of Art)RCA/V&A postgraduate Conservation Programme (withRoyal College of Art)MA in Museum Education (with University of LondonInstitute of Education)



40


B4.s1. Review V&A UK Strategy, Feb – Oct 2007

B4.s2. National touring exhibitions programme 10 shows to 12 venues confirmed:

Must-have Toys (MoC) to Truro, Feb – May 2007Khel – Toys from India (MoC) to Wigan, May – Jul 2007Clementina, Lady Hawarden to Powys, Sep – Oct 2007Contemporary Photography to Norwich, May – Jun 2007; Finchley, Jan – Mar 2008 Uncomfortable Truths to Salford, Jun – Sep 2007; Hull, Sep 2007 – Jan 2008 Where Are We? to Sheffield, Sep 2007 – Jan 2008Vivienne Westwood to Sheffield, Aug – Dec 2008Seeing Things to Sheffield, Aug – Nov 2008Fashion and Sport to Liverpool, Jan – Apr 2008 Medieval and Renaissance Treasures to Sheffield, Jan – May 2009

Some of the above and other shows continue to be offered to other UK venues

UK major loans:Photographing Britain, 1840s to the Present, London + 1 other venue; Gallé and the Origins of Art Nouveau,Barnard Castle; Art Treasures in Manchester – 150 Years On, Manchester; The Age of Enchantment: Beardsley,Dulac and their Contemporaries, London

Loans process:Review loans process re efficiency and cost recoveryExamine potential to expand long loans programme (MA Effective Collections initiative)

B4.s3. Partnership with Sheffield Galleries & Museums Trust (SGMT); joint SGMT / V&A Action Plan, 2007-2009including:

Temporary exhibitions as above (B4.s2)Permanent acknowledgement of partnership at Millennium GalleriesResearch collaboration on Barnard archive (subject to funding)Potential collaboration on Godfrey Sykes commemoration with Sheffield Hallam University (tbc)

Agree new relationship with SGMT on expiry of current contract in 2009

B4.s4. Consolidate UK Partnership with: Tyne &Wear (NE); Manchester (NW); Birmingham (WM); Brighton & Hove (SE)alongside SGMT (Y&H) via Memoranda of Understanding:

Sustain Image and Identity project in 2007/08 and decide future thereafter

Consider extending V&A UK Partnership and/or introducing different tiers

B4.s4. Maintain Subject Specialist Networks (SSN):Implement V&A-led SSN projects for Fashion and Theatre CollectionsMaintain momentum re first round Exploratory SSNs: Asia (Himalayas); Contemporary Design Participate in SSNs led by others, e.g: Japanese Collections, Chinese Collections, Contemporary Collecting

B4.s5. Skill-sharing programme developed:Market V&A T&D services, including NVQ programmeIdentify opportunities for UK Partners in V&A programme, starting with Collections ServicesRun new Nigel Spiers Internship Programme for retail and product development in association with the RoyalAcademy: 2 placements per year, 1 week each

KPI9

KPI16

KPI22

KPI19

KPI24

KPI29

KPI30


39



B4. V&A is anationwideMuseum

B4.1. People can engage with theV&A wherever they live in theUK

B4.2. Increased capacity within theV&A and the wider sector todeliver public benefit

B4.3. Thriving collaborations withregional museums and otherorganisations

B4.m1. Implementation of V&A UK Strategy

B4.m2. Sustain and develop national touring programme ofexhibitions and major loans:

Out of the Ordinary to Sheffield, Jun – Sep 2009Mad About Space exhibition to Sheffield and Edinburgh(tbc)Contemporary Photography to Bradford, Mar – Jun 2009;Hull, 2009Fashion and Sport to Coventry, autumn 2009

B4.m3. Sustain partnership with Sheffield Galleries & MuseumsTrust on basis agreed on expiry of initial contract

B4.m4. Sustain and develop UK Partnership collaborative projectsand programmes

B4.m4. Consolidate existing SSNs through collaborative projectsand programmes and examine feasibility of others

B4.m5. Programme of secondments, exchanges, placements andevents for the development of skills and expertise in placeamong UK and SSN Partners

Extend V&A T&D consultancy and services to buildcapacity and generate income



42


and by stimulating enjoyment and appreciation of design

C1.s1. Review marketing and communications to maximise awareness and impact of V&ADevelopment of media spokespersonsAdvocacy Strategy (ref. B3.s4)

C1.s2. Establish internal and external information and reporting systems projects and programmes that promote theUK creative industries and individual creativity

C1.s3. CulturePlan phase 3 to promote creativity within V&A working practices and realise potential of staff (seeEfficiency & Effectiveness)

C2.s1. Public Programme of exhibitions, displays and events (ref. Access & Audiences), e.g.:Exhibitions: Kylie – The Exhibition, China Design Now , The Golden Age of Couture Displays: Uncomfortable Truths; Simon Periton Tunnel installation; V&A Illustration Awards; New York Fashion;Artists’ Books; Issey Miyake (tbc); Hans Schleger; fashion magazine design; Sian Bowen; V&A/RIBA ArchitectureGallery; ‘The Constructed Book’Events programmes: Fashion in Motion: 3 in 2007/8; monthly Contemporary Friday LateAnnual events: COLLECT; Village Fete; Christmas tree

Learning & Interpretation Programmes (ref. Access & Audiences), plus: introduce museum residencies; ‘BigDesign’ weekend to launch V&A Education Centre; Conferences/symposia associated with Surreal Things, Coutureand Lee Miller exhibitions; Image & Identity; Inspired By

New spaces for ‘Design in Focus’ and ‘Creativity & Imagination’ gallery in MoC redevelopment phase 2: displayson children’s books and Peter Blake; future schoolwear project with London College of Fashion

Participation in Exhibition Road Cultural Group programme (ref B2.s2)

C2.s2. FuturePlan: Boilerhouse Yard site development; new Contemporary Space (ref A1.s3)

Theatre Collections: plan agreed and implementation underway (ref A1.s2)

KPI9

KPI15

KPI18

KPI25

KPI34

KPI39

KPI41

KPI5

KPI11

KPI12

KPI18

KPI19

KPI31

KPI41

Table 6 continues


41


Strategic objectiveTo promote, support and develop the UK creative economy by inspiring designers and makers,

C1. Creativity is atthe core of theV&A’s purposeand values

C2. V&A publicoffer reflectscentralposition ofcreativity inthe Museum’svalues

C1.1. V&A brand widely recognisedand services sought out byusers as a source ofenjoyment, study andinspiration in art and design(ref. strand A: Access &Audiences)

C1.2. The role of the V&A inpromoting creativity for widersocial, educational andeconomic benefit isunderstood and widelyrecognised

C1.3 Creativity is valued in V&A.personnel and manifested inpractice

C2.1. Contemporary programmethriving at V&A sites and as akey facet of UK working

C2.2. Theatre Collections beingused effectively: archives,display at South Kensington,touring exhibitions and webpresence

C2.3. Substantial advance in thedevelopment of new spacesfor key priority collections:Fashion & Textiles, 20thCdesign (ref. A1.2)

C2.4. V&A is recognised as a placefor debate, opinion andcuriosity about creativedesign

C1.m1. Increased media demand for V&A comment and opinion

C1.m2. Effective internal and external information and reportingsystems established: V&A creativity contribution is widelyknown among stakeholders

C1.m3. Review CulturePlan

C2.m1. Public Programme of exhibitions, displays and events (ref. Access & Audiences)

Sustain and develop Learning & InterpretationProgrammes, including enhanced capacity provided bynew V&A Education Centre at South Kensington andLearning Centre at MoC

C2.m2. FuturePlan: Progress plans for next phase of developmentaccording to agreed strategy

Table 6: Strand C: Creative Design


44


and by stimulating enjoyment and appreciation of design

C3.s1. Partners in creative industries awards: Classic Design Awards; V&A Illustration Awards; new V&A MoC awardplanned that would reward good design for children

Partner in Centre of Excellence for Teaching and Learning Through Design (CETLD): develop online resources forarchitecture/design students; new museum-based programmes and research into students’ use of museums

Complete pilot qualitative study of needs of creative industry users, Jun 2007. Implement recommendations inlarger-scale consultation

Develop Knowledge Transfer research programme/s with the creative industries

C3.s2. Collaborate with DCMS and other Government Departments to promote the role of museums, and the V&A inparticular, in the UK creative economy

Prepare for Shanghai Expo 2010: touring exhibition from 2008; collaborate over exhibition in Shanghai at Expo;contribute to development of UK presence

C3.s3. V&A commissioning promotes excellence and literacy in creative design by engaging a range of new andestablished practitioners:

FuturePlan projects as at A1.s3, A3.s2 and B2.s1, plus architectural competition for the new Boilerhouse YardbuildingCommissioned acquisitions and installations, e.g. Simon Periton, annual Christmas Tree, annual gardencommissionDisplays, e.g. Uncomfortable Truths

Produce book of commissions from top designers and artists to commemorate 150th anniversary of theMuseum on current site

C3.s4. V&A works with partners to promote contemporary practitioners commercially:COLLECT (Crafts Council); Village FeteLicensing Retail (e.g. ‘Cherry on the Cake’ collection, Crafts Council display in Shop)

KPI2

KPI5

KPI16

KPI30

KPI41


43


Strategic objectiveTo promote, support and develop the UK creative economy by inspiring designers and makers,

C3. V&A is a keyplayer in theUK creativeeconomy

C3.1. Increased awareness andappropriate use of V&Aresources among creativeindustries professionals,teachers and students

C3.2. V&A is a significant client,patron and showcase for thecreative industries in the UKand overseas

C3.3. V&A is a place for debate,opinion and curiosity aboutcreative design, promotingdesign literacy and informedconsumer choice

C3.4. V&A works with GovernmentDepartments and otherorganisations to grow the UKcreative economy

C3.5. The V&A actively conductsand promotes research intothe links between the creativeindustries, museums,academia and otherstakeholders

C3.m1. Sustain and promote creative industries’ use of V&A andacknowledgement of V&A role

Sustain and develop Learning programmes:

Partners in creative industries awards: Classic DesignAwards; V&A Illustration Awards; V&A MoC Award

Use results of creative industry consultation in newdevelopments

Develop and sustain Knowledge Transfer researchprogramme/s with the creative industries

C3.m2. Collaborate with DCMS and other GovernmentDepartments to promote the role of museums, and theV&A in particular, in the UK creative economy

Participate in Shanghai Expo 2010: touring exhibition;exhibition at Expo itself

C3.m3. V&A commissioning promotes excellence and literacy increative design by engaging a range of new andestablished practitioners:

FuturePlan projects as at A1.m3, A3.m2 and B2.m1Commissioned acquisitions and installations

C3.m4. V&A works with partners to promote contemporarypractitioners commercially

Table 6: Strand C: Creative Design (continued)


46


D1.s1. CulturePlan implementation continues as a springboard to widespread improvements in employee engagement:Phase 3 (2007/08) programme agreed via Champions network, Apr 2007Revised induction materials produced

Internal communications: Intranet re-designed, including definitive staff directory, from Apr 2007

D1.s2. Healthy workplace strategy introduced: focus on stress and flexible working in 2007/08

Retain ‘Investors in People’ status: assessment Jun 2007

D1.s3. Improve planning/reporting cycle:Audit Committee Risk Management recommendations implementedEnsure Reviews and Strategies identified in 2007/08 planning round are completedEstablish regular corporate performance reports

Continue to develop Business Continuity Plan, including consideration of:Emergency switchboard, website and IT facilitiesEstablishment of Recovery Centre/s and study collection site/sCollections salvage operation

Ensure issues of access, inclusion and diversity integrated into corporate and departmental strategic planning:Act on findings of Diversity Audit conducted in 2006

KPI34

KPI39

Table 7 continues


45


Strategic objectiveTo operate with financial and organisational efficiency

D1. V&A is ajoined-uporganisation

D1.1. V&A is an integratedorganisation with sharedvalues and vision and clearstrategy that is widelyunderstood by staff

D1.2. V&A’s values are manifestedthrough its people andoperations

D1.3. Comprehensive, integratedand transparent system ofcorporate planning andreview in use

D1.4. Business Continuity Plan inplace to enable effectiveresponse to, and recoveryfrom, emergency situations

Table 7: Strand D: Efficiency & Effectiveness


D1.m1. CulturePlan continues as an embedded initiative

D1.m2. Further implementation of healthy workplace strategy

Retain ‘Investors in People’ status

D1.m3. Planning cycle embedded as tool for continuousmonitoring of progress on corporate goals

Suite of integrated V&A corporate strategies and policiesin place

Business Continuity Plan fully developed and understood

48


D2.s1. 3-year Efficiency Delivery Plan agreed with DCMS completed (Gershon Review requirements): total cumulativesavings (cash and non-cash) of £3.9 million by end 2007/08.

Agree new programme of efficiencies with emphasis on co-operation with other South Kensington museums

New pay deal agreed, autumn 2007

New regional storage site at Dean’s Hill, Wiltshire:Negotiation completed satisfactorily, late spring 2007Object moves commence spring 2007 to end 2008

D2.s2. VAE net profit covenanted to the Museum – £1.78 millionCorporate Hire income maximised especially through FuturePlan developments: Wednesday evenings availablefrom 2007; Education Centre from Apr 2008

Re-structure of VAE company 2007/08

D2.s3. Development priority targets 2007/08:FuturePlan: Medieval & Renaissance Galleries – £4 million; Ceramics Galleries – £1 million; V&A Education Centre– complete overall target of £4 million for capital costs plus ongoing fundraising for programme; Fashionfundraising event autumn 2007 – £500,000Membership: Corporate membership – £240,000; Patrons – £200,000; Friends – 15,000 members; surplus fromoverseas trips – £10,000Annual Fund – £20,000Public programme sponsorship – £300,000 (Surrealism, Couture, Lee Miller)

D2.s4. IT Strategy agreed, summer 2007. To include:Roll-out of desktop PCs, complete by Sep 2007Network stability and security substantially increased7-day Helpdesk service implementedContinue programme of server consolidation and virtualisation

Digital access to collections enhanced (ref A4):‘Search the Collections’: content increased to 50,000 objects by Apr 2009; new modules to deliver high qualityimages via Digital Asset Management system implementedVADAR : enhanced version released Apr 2007 (subject to training)Examine feasibility of a plan for systematic digitisation of the collections

V&A-led national museums web consortium for better use of web resources (Invest To Save):Create 100 Webquests (guided explorations) and 30 Creative Journeys by end of project, Mar 2009

D2.s5. Implement integrated e-commerce strategy (ref A4.s2)

Consider feasibility of collaboration with other national museums and galleries re web-based recruitment andother procurement opportunities

Online Finance systems:PACE 2 live late 2007Contracts & Purchasing site launched at start of 2007/08 to enable procurement managementInvestigate further options, including e-expenses system and fully-integrated accounting system

KPIs33-39

Table 7 continues


47



D2. The V&Adelivers goodvalue for allinvestmentin it

D2.1. Levels of non-grant incomeincreased and opportunitiesfor income-generationmaximised

D2.2. Operational and capital costsare minimised by constantscrutiny for efficiency andbest value

D2.3. Digital technology is used toimprove efficiency

D2.m1. Efficiency and cost-savings programme in place (scopedependent on CSR07 outcome)

D2.m2. Increased corporate hire VAE net profit covenanted to theMuseum

More opportunities for corporate hire income throughFuturePlan developments

D2.m3. Development performance on target

D2.m4 IT: Implement ‘desktop refreshment’ plan

Continue to evaluate emerging technologies

Launch CIS online (ref. A4.m2)

D2.m5. Identify other areas where web-based systems andpartnerships will improve service and efficiency

Table 7: Strand D: Efficiency & Effectiveness (continued)


50


D3.s1. V&A Sustainability Policy and Strategy agreed, autumn 2007Carbon emissions reduced by 2,000 tonnes per yearObject environment policy reviewed to reduce necessity for carbon-consuming systems (e.g. air-conditioningplant)South Kensington Consortium (ISB project led by NHM) on target to meet agreed goals

Cycle to Work scheme introduced

D4.s1. Physical safety and security maintained:Security improvements focused on perimeter, ground floor and British GalleriesFlood prevention works at MoCFaçade and roof works at South KensingtonFire Voice Alarm system overhaul

Progress on integrating presentation of collections management systems

Records and documentation systems maintained:Collections audits and spot checks undertaken regularly and results acted uponImplement two releases of the Collections Information System with new featuresComplete data loads for PDP catalogue records, Japanese Prints and Glass

Access to IT network – specifically CIS – in selected priority stores: South Kensington by Aug 2007; Blythe Houseby Nov 2007

D4.s2. Specified collections moved to new regional store at Dean’s Hill, Wiltshire

Improvements to Textiles and Dress study collections conditions

Work with other museums and organisations on conservation and collection care issues:Formalise arrangements for co-operation in conservation science between V&A, British Museum, NationalGallery and TateWith other NMGs, identify strategic priorities for conservation of movable heritage (ex libraries and archives)

KPI42

KPI1

KPI3

KPI4


49



D3. The V&A isincreasingly anenvironmentallysustainableorganisation

D4. Collectionsassets are wellprotected andmanaged

D3.1. The Museum’s carbonfootprint is reduced by 2,000tonnes per year: carbon-neutral by 2020

D3.2. Museum procurementadheres to sustainabilitypolicy and principles

D3.3. Effective waste-recycling is inoperation where the cost ofdoing so is not prohibitive

D3.4. All FuturePlan developmentsmake a significantcontribution to achievementof the Museum’s challengingcarbon reduction targets

D4.1. Physical securityimprovement programmecomplete and well-maintained: no incidences oftheft or malicious damage

D4.2 Integrated collectionsmanagement systems inplace

D4.3. Collections held inappropriate environmentalconditions, taking account ofenvironmental sustainability

D3.m1. Sustainability Policy implementation on target

Carbon emissions reduced by 2,000 tonnes per year

Energy consumption cut by 25% by 2010 compared to2005/06

D4.m1. Physical safety and security maintained

Records and documentation systems maintained:

Collections audits and spot checks undertaken regularlyand results acted upon

D4.m2. Improve the conditions in which V&A objects are held

Work with other museums and organisations onconservation and collection care issues

Table 7: Strand D: Efficiency & Effectiveness (continued)


V&A Budget summary 2007/08Table 8

Budget Centres Income Staff costs Operations TOTALCore Grant

Grant in Aid – unrestricted 38,527,000 38,527,000Grant in Aid – restricted – Capital 3,250,000 3,250,000

41,777,000 0 0 41,777,000Income

Donation boxes 250,000 250,000Patron Schemes & Corporate Membership 479,000 479,000RCA course income 136,500 136,500Investment income 120,000 120,000

985,500 0 0 985,500Trading

VAE Covenant 1,776,750 1,776,750Restaurant commission 145,000 145,000Other income 100,000 100,000

2,021,750 0 0 2,021,750Learning & Interpretation

Education course fees 423,100 0 0 423,100Learning & Interpretation 32,000 (1,657,222) (720,000) (2,345,221)Learning & Interpretation Subtotal 455,100 (1,657,222) (720,000) (1,922,121)Online Museum 0 (384,153) (145,000) (529,153)

455,100 (2,041,374) (865,000) (2,451,274)Exhibitions

Exhibition admission fees 1,603,367 0 0 1,603,367Exhibition touring fees 743,833 0 (569,620) 174,213Exhibition sponsorship 300,000 0 0 300,000Exhibitions expenditure 0 (739,821) (3,383,123) (4,122,944)Exhibition Subtotal 2,647,200 (739,821) (3,952,743) (2,045,364)Contemporary programme 210,000 (233,352) (560,000) (583,351)

2,857,200 (973,173) (4,512,743) (2,628,716)Departmental Spend

Collections acquisitions 6,000 0 (375,000) (369,000)Collections central 0 (569,121) (19,993) (589,114)Asia 0 (903,335) (31,304) (934,639)FTF/FIM 17,071 (826,677) (99,812) (909,418)SMCG 0 (1,135,044) (24,078) (1,159,121)Research 0 (328,526) (85,888) (414,414)Word and Image 8,500 (2,484,058) (135,421) (2,610,979)

31,571 (6,246,762) (771,494) (6,986,685)

Development 10,000 (1,000,000) (990,000)Friends of the V&A 0 0 0

10,000 0 (1,000,000) (990,000)

Property Services (691,768) (5,225,000) (5,916,768)PS Long Term Maintenance Plan 0 (500,000) (500,000)PS Accommodation Strategy 0 (610,000) (610,000)PS Storage Review 0 (120,000) (120,000)Property Services total 0 (691,768) (6,455,000) (7,146,768)Projects & Design 30,000 (1,018,866) (220,000) (1,208,866)

30,000 (1,710,634) (6,675,000) (8,355,634)

V&A Budget summary 2007/08

Budget Centres Income Staff costs Operations TOTALDepartmental Spend (continued)

Collections Services 200,000 (4,441,194) (520,000) (4,761,194)Human Resources 16,400 (615,939) (460,000) (1,059,539)Information Systems & Support 0 (840,019) (940,000) (1,780,019)Directorate 0 (670,725) (237,750) (908,475)Finance, Contracts & Purchasing 20,000 (710,383) (287,750) (978,133)Museum of Childhood 67,000 (604,309) (785,000) (1,322,309)Theatre Collections 92,500 (1,017,630) (615,000) (1,540,130)Public Affairs 5,000 (687,390) (685,000) (1,367,390)Security & Visitor Services 25,000 (3,574,622) (3,475,000) (7,024,622)Contingency 0 0 (1,120,000) (1,120,000)

425,900 (13,162,210) (9,125,500) (21,861,811)

Central SalariesSalary bonuses (100,000) (100,000)Cost savings 600,000 600,000

0 500,000 0 500,000FuturePlan, Other Capital, Targets

FuturePlan 0 (1,250,000) (1,250,000)FuturePlan donations (Annual Fund) 20,000 0 20,000Security Review (SecurePlan) 0 (300,000) (300,000)Business Continuity Plan 0 (80,000) (80,000)

20,000 0 (1,630,000) (1,610,000)

Surplus/(Deficit) before Exceptionals 48,614,021 (23,634,154) (24,579,736) 400,131

Surplus/(Deficit) after ExceptionalsCombined Heat & Power Sinking Fund 0 0Transfer from or (to) Restricted 0 0Repayment of funds borrowed for retirement scheme (300,000) (300,000)

Overall Result for the Year 48,614,021 (23,634,154) (24,879,736) 100,131

NB: Any small discrepancies in the sub-totals are due to rounding of the figures.

52


51


18 Exhibition ticket income

Income of £1,603k is derived from 3 main shows and total audiences of 340,000 in the

year, broken down as follows:

19 Exhibitions expenditure

From 2006/07, income from and expenditure on exhibitions is accounted for in the year

in which the particular exhibition is held. Costs incurred and income received in

connection with future exhibitions are deferred at the balance sheet date (31 March).

If a decision is taken not to proceed with an exhibition, the costs of that exhibition will

be written off in the year in which that decision is taken. This policy is consistent with

that followed by other museums and galleries and performing arts organisations.

Touring exhibitions are the cornerstone of the Museum’s International Strategy. In a

single year touring income may not cover the exhibitions’ costs, but tours cover a

number of years and over the total period they are expected to generate net income.

The income from a particular venue will be recognised in the year in which the

exhibition goes to that venue. The costs of these exhibitions are being written off in

the year in which they are incurred to be prudent, as it is difficult to predict all the

venues the exhibition might travel to.

54


Notes on the budget 2007/08

15 Introduction

The 2006/07 budget was, at the time of writing (February 2007), forecast to show a

deficit of £18,000, but it was hoped that this would be shifted to a modest surplus.

The budget for 2007/08 shows a surplus of £100,000.

The 2007/08 budget is based on the following assumptions:

• The central contingency has been set at £1.2m – an increase of £300k over 2006/07.

This is required by the Trustees’ Finance Committee to replenish the Museum’s

inadequate contingency funds.

• Operating and staff budgets have been reviewed in detail and cut back wherever

possible.

• Restructuring costs that may have to be incurred in 2007/08, arising from the

confirmation of our funding for the next three years, have not been included.

• Detailed financial plans for the years 2008/09 to 2010/2011 will be prepared once

the CSR07 settlement is known.

• The budget assumes no underwriting from Bequest Funds in 2007/08.

16 Grant in Aid

Under the 2004 Spending Review, the revenue and capital grant allocated to the

Museum for 2007/08 is £41,777k. This is an increase of £2,665k compared to 2006/07.

17 VAE covenant

V&A Enterprises budgets a turnover of £9.7m and a net profit of £1.78m.

The turnover from retail operations is budgeted to be higher than in 2006/07 because

of better performance in the main shop as a result of the success of the public

programme.

Publications and corporate hire are also expected to generate higher revenues than in

2006/07. Income from licensing and images are, however, expected to be lower than

2006/07 forecast levels.

53


Exhibition Visits IncomeFull Price Concession Free TOTAL

Surrealism 75,000 37,500 37,500 150,000 £765,957Golden Age 65,000 32,500 32,500 130,000 £663,830of CoutureLee Miller 18,000 24,000 18,000 60,000 £173,580TOTAL 158,000 94,000 88,000 340,000 £1,603,367

Table 9: Breakdown of ticket income for 2007/08 temporary exhibitions

23 Accommodation and storage

This budget includes:

• Accommodation moves consequent on the Medieval & Renaissance Galleries project

• Relocation of Theatre Collections staff

• Relocation of Theatre Collections objects

• New computer room for the NAL

• Start of object relocation from Battersea store, enabled by the occupation of a new

site in Wiltshire (subject to confirmation)

24 Restaurant commission

2007/08 will be the first full year of operation for the new café. The café has already

proved to be a success and it is anticipated that this will continue given the attractive

public programme. The 2007/08 budget reflects repayment by the Museum to the

caterers (Benugo) of their additional contribution to the capital cost of the new café.

25 Exceptional items

• CHP Sinking Fund: £200k of the balance remaining in the CHP Sinking Fund (arising

from previous shared arrangements for combined heat and power) is budgeted to

be received in 2006/07 from the Natural History Museum (£1m was received in

2005/06). This will leave approximately £50k in the Fund that will be held back as

contingency.

• Repayment of restricted funds: £300k borrowed from restricted funds to pay for the

retirement scheme in 2005/06 is budgeted to be paid back, with interest, in

2007/08.

56


20 Staff costs

2006/07 was the final year of a three-year pay deal and the award in that year was an

increase of 3.5% over the previous year. As the next pay deal is currently being

negotiated, the budget assumes the same percentage increase for 2007/08. The deal is

expected to be concluded in the autumn of 2007 and any increases will be backdated

to the start of the financial year.

As staffing accounts for the biggest proportion of the Museum’s costs, recruitment will

continue to be rigorously monitored via the Staffing Committee. Except in exceptional

circumstances, recruitment to vacant posts will be delayed, and not all posts will be

filled.

21 FuturePlan spend

Budgeted expenditure of £1.25 million is primarily for the Medieval & Renaissance

Galleries and the Contemporary space plus feasibility studies, consultants’ fees and

equipment purchases.

22 Departmental operating expenditure

Departments were asked to deliver a 5% year on year reduction in their operating

expenditure to fund a number of strategic priorities such as long-term maintenance

and unavoidable costs of inflation. However, an increase in allocations was made to a

number of departments, principally:

• Museum of Childhood – to cover the increased costs of 7-day opening and a full year

of operations;

• ISSD – to improve the IT infrastructure and replace 600 desktop computers.

The Theatre Collections operating budget includes increased spend on exhibitions, and

digitisation and archiving.

The net impact of the above factors on the total operating budget is a saving of £198k

compared to 2006/07. Departments are asked to continue to seek reductions in

spending and increases in income.

55


Management Board at April 2006

Mark Jones, Director of the V&A (Chairman)David Anderson, Director of Learning & InterpretationIan Blatchford, Deputy DirectorJulius Bryant, Keeper, Word & Image Paul Catlow, Director of Property ServicesAnupam Ganguli, Director of FinanceMoira Gemmill, Director of Projects & DesignAllan Hill, Head of Human ResourcesJane Lawson, Director of DevelopmentDiane Lees, Director, Museum of ChildhoodGeoff Marsh, Director, Theatre CollectionsBeth McKillop, Keeper, Asia (and Director of Collections from August 2007)Jo Prosser, Managing Director, V&A EnterprisesSue Ridley, Head of Security & Visitor ServicesNick Umney, Director of Collections ServicesDamien Whitmore, Director of Public AffairsChristopher Wilk, Keeper, Furniture, Textiles & Fashion Paul Williamson, Director of Collections (to August 2007) and Keeper, Sculpture, Metalwork,Ceramics & Glass

Committees of the Management Board

Committee ChairmanCollections Group Director of CollectionsFuturePlan Steering Group DirectorPublications Advisory Group Managing Director, VAEPublic Programme Group DirectorSafety and Security Committee Deputy Director Staffing Committee DirectorTraining and Development Advisory Group Head of Human ResourcesV&A UK Steering Group Diane LeesIT Executive Committee Ian Blatchford

Other senior staff groupsResource Group DirectorAccess, Inclusion & Diversity Steering Group Eithne Nightingale/Veronika HarrisInternational Strategy Group Beth McKillop

58


V&A Strategic Plan 2007-2012: 2007/08 Appendices

Management staff and structure

Board of Trustees at April 2007

Name Term expiresPaula Ridley OBE (Chairman) 31/10/07Edwin Davies OBE 1/2/10Rob Dickins CBE 30/9/07Professor Sir Christopher Frayling (ex officio)Jane Gordon Clark 31/3/08Betty Jackson MBE 5/12/08Professor Lisa Jardine CBE 16/12/07Rick Mather 30/10/08Peter Rogers CBE 5/8/08Paul Ruddock 3/5/10The Rt Hon Sir Timothy Sainsbury 16/12/07Dame Marjorie Scardino DBE 6/2/11Samir Shah OBE 5/12/08

In addition, Tom Dixon has been appointed a V&A Trustee from November 2007

Committees of the Board of Trustees

Committee ChairmanAudit Dame Marjorie ScardinoBuildings Strategy Peter RogersCollections Professor Lisa Jardine Development Paul Ruddock Finance Paul RuddockMuseum of Childhood Rob Dickins

57


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