rates, local educational attainment and skills levels are still well below the national average; the welfare bill per capita is the highest in the UK. As the whole country suffers the consequences of a deep recession, and now severe cuts in public expenditure, fragile cities like Liverpool are threatened anew by adverse and profound social consequences.
This is a hugely challenging environment for NML. Locally, people are at risk of suffering from social tensions, lack of social cohesion, anti-social behaviour, loss of confidence and aspiration, pressure on families and relationships, high stress levels.
NML carries a very great responsibility in terms of delivering first class museums that, as part of a wider pattern of cultural provision, can help create “social capital” in the area, enhancing well being, confidence and social connectedness. In a period of recession and public spending cuts this responsibility grows even greater, and NML can help mitigate the social consequences of adverse economic conditions.
We are committed to facing up to this social responsibility, and our determination to provide free access to all of our exhibitions, events and activities, allied with the highest quality standards and enormous variety, is at the core of this commitment.
In doing all this we will:
widen participation in our activities, thereby fulfilling our social objectives, especially by attracting diverse audiences
ensure that we offer educational opportunities to people of all ages and backgrounds
as the major cultural business in the region which is also a prime tourist asset, achieve economic benefits through developing cultural tourism, and by helping build a strong image for Liverpool and the city region
pursue research programmes that lead to greater knowledge about our collections, and promote the exceptional quality of our collections
improve our visitors’ experience by upgrading our buildings, displays, and facilities, offering quality and variety
strive to create an organisational culture that motivates our team and enables us to work effectively and in harmony, acknowledging that it is only through the commitment of staff that we achieve success
seek actively to increase the diversity of our workforce
be alert to social, economic and technological change to ensure we remain focussed and relevant
work in partnership with other agencies – education, arts, business, public bodies
behave in an ethical manner at all times, promoting sustainable practices
manage risk in a positive and effective manner
use our resources wisely and augment them wherever we are able, providing real value for money.
In pursuing a strategy of combining significant audience growth and diversity with the highest levels of professionalism, we acknowledge that this has radically changed the culture of NML, and has created a challenging working environment. This environment is characterised by regular review of the way we do things, by the pursuit of new ideas and methods, and by the constant re-examination of traditional museum practices.
Recent successes in terms of massive audience growth, combined with rising standards of collections care, demonstrate the validity of this approach, and we are determined to continue to pursue this strategy.
Despite current and future funding uncertainties, notably in terms of government finances, it is in our capacity to manage ourselves bravely and imaginatively, and to move forward on many fronts at the same time, that our future value and success lies.
Extract from National Museums Liverpool Strategic Plan 2010–11, issued 23 July 2010.
APPENDIX B
Version of NML Vision and Beliefs Approved by Trustees
Vision and Beliefs
NML is one of the world’s great museum services. We are active locally, regionally, nationally and internationally, reflecting our unique status as a national institution based in a major regional city
Vision: We will be progressive and outward looking, exciting and inspiring people in ways that are inclusive and challenging
We believe that:
NML has a responsibility to the whole of society. Everyone, regardless of age, identity, ability or background, has a right to expect that we will be enjoyable and welcoming, providing routes to discovery, awareness and learning for all
NML is committed to study, care for and enhance our world-class collections, making them accessible to all.
NML is a creative, energetic and dynamic organisation which must be managed imaginatively and effectively. We are prepared to identify and embrace opportunities, to experiment, take risks and use innovative approaches to achieve our aims.
NML must always be modern, radical and responsive. We will build on our strengths, but we thrive on change. We believe in continuous assessment, transparency and openness, listening and reacting to our users, and in improvement of all that we do
Teamwork and co-operation is valued and inherent in all that NML does. We will create a working environment where respect for different roles and talents is paramount, and all staff feel motivated, promoting quality, trust and integrity
NML grows stronger through partnerships, community, cultural, educational and business. We will build such relationships wherever it helps us achieve our aims, while helping others achieve theirs.
Author’s own collection
Notes
1 1 Now TWAM, having added responsibility for Tyne and Wear Archives.
2 2 The principal architects of the extraordinary changes at TWM during the 1990s were John Millard, Neil Sinclair, John Wilks, Sharon Granville, Alex Saint, and Alec Coles, though many others made important contributions. I should like to acknowledge all TWM staff of that period for their remarkable contribution to helping change the nature of British museums.
3 3 I gave a paper with the title of “The Museum as an Agent of Social Change” at the Annual Conference of the Museums Association in Liverpool in September 1993, to an audience of fewer than 10 people.
4 4 Letter, Joe Ging to the author, March 3, 1993.
5 5 I should like to record my thanks to the Chairs of Tyne and Wear Museums during my directorship, especially Newcastle councillors Barney Rice and Don Price, to the Vice-Chairs throughout this period, Sunderland councillor Ralph Baxter, and to David Cobb
