Our core value is that we aspire to be world class in what we do. Properties in Care Business Plan

Transcription

1 Our core value is that we aspire to be world class in what we do Properties in Care Business Plan

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3 1.0 CONTENTS 1.0 Introduction Activities and Actions Staffing and Resources 20 PIC Business plan

4 1.0 INTRODUCTION 2 Properties in Care is responsible for the conservation and presentation of 345 of the most inspirational and iconic places within Scotland We manage them within Historic Scotland on behalf of the Scottish Ministers, for the benefit of people living in and visiting Scotland. Our monuments range from standing stones to abbeys and castles and all provide an insight into Scottish history and the people who shaped the development of our country. 2 PIC Business plan 2009

5 1.0 INTRODUCTION 3 The current economic environment is turbulent Properties in Care is organised in four branches which are responsible for conserving these monuments and presenting them to the public: Conservation and Maintenance, Major Projects, Understanding and Access and Visitor Services and Business Development. This business plan highlights some activities these branches will undertake over the next year and looks ahead over the next five years to identify how we intend to meet our aims. however we aim to build on recent successes this year by focusing on what we do well, ensuring our business is working to the best of its ability and by harnessing the energy and positivity of all who work within Properties in Care PIC Business plan

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7 1.0 INTRODUCTION HISTORIC SCOTLAND MISSION Historic Scotland is an Executive Agency of the Scottish Government. Our mission is: To safeguard Scotland s historic environment and to promote its understanding and enjoyment The Corporate Plan is available to download from our website and outlines the wider objectives of the agency and how Properties in Care feeds into these. Historic Scotland is funded mainly by the Exchequer but the Agency generates around a third of its income from Properties in Care and other commercial activities. Seventy-eight of our sites generate income from admissions, retail, functions and other commercial enterprises. Historic Scotland attained Investor in People status in 1997 and continues to invest in training and development of our staff. PIC Business plan

8 1.0 INTRODUCTION PROPERTIES IN CARE Properties in Care has five aims: l l l l l To care for, protect and enhance properties in care To secure greater economic benefit from properties in care To help enjoy properties in care To achieve continuous improvement To contribute to the wider objectives of the Agency and the Scottish Government. 6 PIC Business plan 2009

9 1.0 INTRODUCTION We work towards meeting these aims through our branches: Conservation and Maintenance (C&M): This branch is responsible for conserving and maintaining the 345 properties in the care of the Scottish Ministers. It employs 350 staff across the country with a wide range of disciplines ranging from the Monument Conservation Unit (MCU) and their management teams and other building specialists and a factoring team. The Monument Conservation Unit work on a conservation and maintenance programme across our estate informed through condition surveys and a network of regular inspections by a cross disciplinary team. Major Projects Major Projects is responsible for developing and managing large capital projects. The team is currently managing the conservation and presentation of the Royal Palace at Stirling Castle at a total cost of 12m due to be complete by Easter The team also manages the capital budget for large-scale presentation and business development projects across the estate. Understanding and Access Understanding and Access (U&A) is responsible for the understanding of our properties and their collections in line with national and international standards. The teams within this branch are Cultural Resources, Collections and Photography, Education and Interpretation. They work together to enhance and disseminate our knowledge of the properties in our care and their associated collections. The work underpins PIC s work on the monuments and helps to ensure that access to the sites and information about them is of high quality and readily available. Visitor Services and Business Development Visitor Services and Business Development (VSBD) is responsible for 78 of our properties in care and growing commercial income from these sites. This branch employs up to 380 staff in high season. The visitor services team is responsible for site staff and the service our visitors receive. The commercial team drives income through activities including retail, admissions, travel trade, membership, corporate and private hospitality, events and catering. The marketing and media team promotes our properties and publicises the work of PIC in conserving, presenting and opening them to the public. It also supports the commercial objectives of VSBD. The development team drives commercial analysis and strategy development for the branch. PIC Business plan

10 2.0 ACTIVITIES AND ACTIONS Protect and Enhance Properties in Care The work in this area relates to: l C&Ms conservation work to the monuments and supporting work to inform decision making and distribution of resources. l Development of operational policies to standardise work practices. l Working with partners on the management of World Heritage Sites which include our monuments. 8 PIC Business plan 2009

11 2.0 ACTIVITIES AND ACTIONS AIM PROJECT Sponsor ACTION LONG TERM OBJECTIVE To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs To care for protect and enhance PICs CONSERVATION: Condition Surveys - revisit programme C&M Timetable and programme of review and renewal in place CONSERVATION: C&M Works programme Conservation Programmes prioritised and identified across C&M CONSERVATION: Development of Monument Management Plans (MMP) C&M Implementation of second stage of pilot study ongoing Framework to be in place by March 2010 COLLECTIONS - U&A To set out and start Conservation implement a long-term strategy for the care and management of Trinity House and its contents COLLECTIONS Documentation and Research U&A To increase the number of fully catalogued objects in Vernon, the collections database, by 25% (based on the end-of-march 2009 figure COLLECTIONS Risk U&A To review collections risk Management assessment documentation compiled in 2005/6 and update assessments for at least 20 sites Links of Noltland prehistoric settlement, Westray U&A To finalise the conservation strategy, including further targeted rescue excavations POLICY: Operational Policy U&A Provide operational policy access, admissions, works for conservation and works and biodiversity of PICs and their collections including the natural environment policy POLICY: Operational policy development U&A To prepare & disseminate 2 new collections maintenance plans WHS: Antonine Wall U&A Work with the partners to review the preparation and implementation of the plans for management, landscape, access and interpretation WHS: Heart of Neolithic Orkney (HONO) U&A To revise the statement of outstanding universal value for the HONO WHS, and to re-establish the WHS research committee in line with the Management Plan objectives Ongoing Rolling programme of work Develop a programme to create a MMP for each PIC site To ensure a sustainable longterm future for the Trinity House collections and to introduce it to a wider public audience To create and maintain comprehensive records of all cultural objects held at PICs and to control and monitor their movements To remain constantly vigilant against all risks of loss or damage to the collections held at PICs To implement appropriate physical conservation measures, coupled with full excavation of prioritised areas which cannot be protected On going up to date policies kept in place To develop and maintain on open review a series of collections-related operational policies Secure the sustainable conservation and interpretation of the Antonine Wall WHS Secure the sustainable conservation and interpretation of the Orkney WHS PIC Business plan

12 2.0 ACTIVITIES AND ACTIONS To Secure Greater Economic Benefit from Properties in Care This work relates to commercial activities which raise our overall income. The actions below reflect the ongoing work of a number of teams within VSBD as well as our involvement with one-off initiatives such as Homecoming PIC Business plan 2009

13 2.0 ACTIVITIES AND ACTIONS 11 AIM PROJECT Sponsor ACTION LONG TERM OBJECTIVE Secure Greater Economic Benefits from PICs GROWING SALES - Homecoming 2009 VSBD Successful delivery of the Homecoming programme including Party at the Palace event at Linlithgow, family trails & publication and Homecoming Pass Commitment to partnership working across the sector Secure Greater Economic Benefits from PICs GROWING SALES - Income Target VSBD Achieve our overall sales target of 24m. Continue to grow our overall income in line with existing targets Secure Greater Economic Benefits from PICs GROWING SALES - Income Target VSBD Achieve a 78% value for money rating from visitors (audited via self completion questionnaires) Commitment to track VFM rating amongst visitors Secure Greater Economic Benefits from PICs GROWING SALES - Income Target VSBD New product development to contribute towards boosting retail sales at Edinburgh Castle and estate wide. Achieve retail turnover of 6m. Continue to grow our retail sales on the back of the retail strategy Secure Greater Economic Benefits from PICs GROWING SALES - Joint Industry Working VSBD Delivery of HPG Action Plan Commitment to partnership working across the sector Secure Greater Economic Benefits from PICs GROWING SALES - Membership Target VSBD Membership target of 100,000 members Retain target of 100,000 members by 2010/ Secure Greater Economic Benefits from PICs GROWING SALES - Stanley Mills Major Project VSBD Achieve revised Year 2 business plan targets Income of 110,750 by Secure Greater Economic Benefits from PICs MAJOR PROJECTS Stirling Castle Visitor Reception Project MP Integrate and upgrade all visitor reception and ticketing facilities, including new website and marketing initiative to achieve and accommodate projected rise in visitor numbers and increased income Completion of Visitor Reception Project by Spring 2011 Easter event at Stirling Castle Queen Anne room, Edinburgh Castle PIC Business plan

14 2.0 ACTIVITIES AND ACTIONS To Help People Value, Understand and Enjoy Properties in Care. The actions outlined below indicate the diverse nature of our work in: l Ensuring our properties comply with access and health and safety legislation. l Developing properties within our estate to enhance the visitor experience. l Investing in off-site access to information. l Conducting and publishing research to enhance our knowledge of our estate. l Running an education programme to fit the needs of learners. l Enhance the presentation of our sites and collections. l Providing access to images held by Historic Scotland. 12 PIC Business plan 2009

15 2.0 ACTIVITIES AND ACTIONS AIM PROJECT Sponsor ACTION Long Term Objective To help To help To help To help To help To help To help To help To help To help LEGISLATION: DDA Visitor health and safety related programmes C&M Undertake national smoothing within the project programme Monument Access Group continue to meet and agree priorities for funds ECVR & STANLEY MP Complete the PPE s for the ECVR Completion July 2009 MILLS PPE S and Stanley Mills Projects EDINBURGH CASTLE MP Undertake review of the Completion Dec 2009 DEVELOPMENT PLAN Edinburgh Castle Development Plan MAJOR PROJECT: MP Complete the options appraisal Completion by April 2013 Maeshowe visitor and business plan, gain HSB centre approval, appoint the design team, gain planning approval and negotiate land purchase MAJOR PROJECT: Stirling Castle Palace Project MP Implement the Stirling Castle Palace Project, with particular emphasis on the main contract work, furnishings, experience delivered by the new costumed interpreters and the facilities available for visitors Completion of the Major Project by Spring 2011 AID UNDERSTANDING U&A Develop and publish three microsites including Pictish Stones Trinity House AID UNDERSTANDING: U&A Develop a PIC agenda in line with Programme of projects to be Ongoing research the wider HS research strategy developed AID UNDERSTANDING: U&A To implement the use of the PIC To better inform PIC heritage heritage management database conservation management management database (HERMAN) initially within CRT, decisions (HERMAN) and plan its further development and roll-out within PIC Capture all relevant spatial boundary data for GIS AID UNDERSTANDING: Publication of archaeological projects U&A Complete post-excavation projects on 5 major archaeological investigations at PICs to archiving and/or publication stage, as appropriate Clear the backlog of unpublished reports to achieve the dissemination of important results EDUCATION U&A Deliver 73,000 free education Continuation of the visits each year programme PIC Business plan

16 2.0 ACTIVITIES AND ACTIONS To help To help Contribute to the wider objectives of the agency and SG To help To help To help To help To help To help To help EDUCATION: Activity U&A Provide a Curriculum for Excellence focused programme of schools activities for pupils aged 3-18 at 28 sites across Scotland and expand audiences at 2 sites EDUCATION: Measure U&A To achieve a continued success measure through survey of 93% on quality of education visits EDUCATION: Schools U&A Provide a schools outreach outreach programme programme throughout Scotland for 20 primary schools in areas of multiple deprivation or rural isolation EDUCATION: Resources U&A Provide 10 new resources to enhance independently led visits to PIC including 2 on-site resource boxes and 10 downloadable printed preparatory resources LEGISLATION: DDA U&A Develop a programme of work to Audit Programme build on access audits to provide remote access for monuments and areas of monuments not physically accessible PRESENTATION OF SITES U&A Develop and implement an agreed programme for the signage project PRESENTATION U&A To continue to add digital images OF SITES: Image onto Piction at an average rate of Management 1,000 images per month and to increase the number of images available on Historic Scotland Images by 1,500 before the year end PRESENTING THE PAST U&A Provide 500 days of public programmes to engage visitors and communities with monuments and Scotland s past PRESENTING THE PAST: Guidebooks publication U&A Produce official souvenir guides and similar publications at a rate of six to ten per year, depending on size and agreed schedule DELIVERING WORLD VSBD 87% of our staffed Properties in CLASS SERVICE Care (or 67 sites) to maintain 4 or 5 star status in the VisitScotland Quality Audit Ongoing project Ongoing monitoring and feedback Continuation of the programme Ongoing project To share images resources widely throughout HS and to develop a high-quality on-line image library available to all 88% of sites to achieve 4/5 star status by 2010/11 14 PIC Business plan 2009

17 2.0 ACTIVITIES AND ACTIONS To help DELIVERING WORLD CLASS SERVICE - Edinburgh Castle Visitor Reception Project VSBD Achieve 90% service rating for admissions team at Edinburgh Castle Sustain 90% customer satisfaction at Edinburgh Castle To help DELIVERING WORLD CLASS SERVICE - First Impressions Project VSBD Evaluate First Impressions pilot sites, develop design guide and define programme for other development sites. Rolling programme of small scale site projects to refresh arrival/visitor reception facilities To help DELIVERING WORLD CLASS SERVICE - Mystery Visits VSBD Achieve our Mystery Visit target of 88.5% Target of 89.1% by 2010/11 St Vigeans Museum before renovation St Vigeans Museum with work completed PIC Business plan

18 2.0 ACTIVITIES AND ACTIONS To Achieve Continuous Improvement We are committed to enhancing our business through improving business practices. This is undertaken through: l Business reviews or healthchecks to inform and develop strategy for particular business areas. l Improving business critical systems. l Achieving industry accreditation for museums. l Continuing to market our properties in a variety of ways. 16 PIC Business plan 2009

19 2.0 ACTIVITIES AND ACTIONS 17 AIM PROJECT Sponsor ACTION LONG TERM OBJECTIVE Achieve continuous improvement EFFICIENCY PROGRAMME PICMG To continue to feed into the Efficient Government Programme identifying and delivering savings where possible across PIC. Ongoing programme Achieve continuous improvement BUSINESS REVIEWS PICMG Undertake business reviews in key areas including IT Strategy and Marketing. To achieve better working practices and provide synergy across business areas Achieve continuous improvement COLLECTIONS Museum Accreditation U&A To submit applications for museum accreditation for at least two PICs and to prepare further applications for at least 2 more sites To achieve and maintain the standards required under the MLA Museum Accreditation scheme Achieve continuous improvement CIP: Incident Response C&M Roll out incident response programme across estate Ongoing Achieve Continuous Improvement MARKETING: PR Strategy VSBD To achieve media cuttings which are 96% positive Achieve increase to 97% by To enhance HS reputation and brand awareness Achieve Continuous Improvement MARKETING : Homecoming 2009 VSBD To monitor the success of activity around Homecoming 2009 To develop the legacy of Homecoming Achieve Continuous Improvement MANAGING RISK PICMG Monitor and update PIC risk register on a quarterly basis at PICMG Ongoing PIC Business plan

20 2.0 ACTIVITIES AND ACTIONS To Contribute to the Wider Objectives of the Agency and the Scottish government We will continue to develop in line with the aims of the agency and Scottish Government with particular focus on contributing to local economies and communities across Scotland. Our work will continue to feed in to the Scottish Government National Outcomes to support the Government s purpose. 18 PIC Business plan 2009

21 2.0 ACTIVITIES AND ACTIONS AIM PROJECT Sponsor ACTION LONG TERM OBJECTIVE Contribute to the wider objectives of the Agency and SG EDINBURGH CASTLE TATTOO STANDS MP Assist in the development of the proposals and conditions for the use of the esplanade by the EMTC Completion October Contribute to the wider objectives of the agency and SG PICMG Continue to be assessed under the Green Tourism Business Scheme Continuation of programme Contribute to the wider objectives of the Agency and SG NATIONAL OUTCOMES PICMG Report annually against National Outcomes Align fully with Scottish Government Junior Guides at Stanley Mills PIC Business plan

22 3.0 STAFFING AND RESOURCES STAFFING AND RESOURCES Our staff are our most important resource. Over the coming year we will continue to develop them, communicate with them and recognise their successes. Training will continue to be available to all staff across a wide range of topics. 20 PIC Business plan 2009

23 ACTIVITIES AND ACTIONS 3.0 STAFFING AND RESOURCES 21 The success of the senior management development programme has ensured this will also be offered throughout the year. We will also support initiatives of Historic Scotland colleagues which will influence the way in which we work. We will continue to wok hard with partners to build and develop relationships and bring added value to the historic environment, its protection and people s enjoyment of it. We work with a variety of organisations including Historic Properties Group, destination management organisations, numerous friends groups and community partnerships around the estate. Our budget of 36.8m is split between branches in similar proportions to last year although many key projects remain unfunded. Building flexibility into PIC budgets will be a key challenge in the coming year. PIC Business plan

24 3.0 STAFFING AND RESOURCES 22 AIM PROJECT Sponsor ACTION LONG TERM OBJECTIVE 3.1 Staffing & Resources DEVELOPING STAFF - Special Achievement Awards PICMG PIC to support the Agency s Special Achievement Award scheme, spending the allocated budget for the year Commitment to rewarding and recognising staff 3.2 Staffing & Resources DEVELOPING STAFF - Computers for Sites VSBD Five more sites connected electronically to SCOTs 3 As many staffed sites connected to Scots 3 as possible 3.3 Staffing & Resources DEVELOPING STAFF - New Uniforms VSBD New uniforms for Stirling Castle and the rest of the Estate by March 2010 To roll out our new brand identity/brand colours 3.4 Staffing & Resources CELEBRATING SUCCESS PICMG Action plan from each branch by 2009 for communication and celebrating success Reward and recognise staff 22 PIC Business plan 2009

25 3.0 STAFFING AND RESOURCES 23 Salaries PICHQ 172,510 Conservation and Maintenance 8,750,918 Major Projects 503,165 Understanding and Access 1,344,798 VSBD 7,890,516 TOTAL 18,661,907 Other DRCs PICHQ 275,368 Conservation and Maintenance 2,914,489 Major Projects 33,000 Understanding and Access 126,900 VSBD 1,211,991 TOTAL 4,561,748 Current PICHQ 188,232 Conservation and Maintenance 4,443,961 Major Projects 0 Understanding and Access 971,500 VSBD 2,910,908 TOTAL 8,514,601 Capital PICHQ 15,000 Conservation and Maintenance 420,000 Major Projects 4,411,000 Understanding and Access 93,000 VSBD 150,000 TOTAL 5,089,000 Total Budgets PICHQ 651,110 Conservation and Maintenance 16,529,368 Major Projects 4,947,165 Understanding and Access 2,536,198 VSBD 12,163,415 TOTAL 36,827,256 PIC Business plan

26 Historic Scotland Longmore House Salisbury Place Edinburgh EH9 1SH +44 (0) The House 5/06 Produced from sustainable material The House 5/09