HLF Application Royal College of Music Museum Brief for Project Business Plan for the Music Museum 1. Background 1.1 THE ROYAL COLLEGE OF MUSIC MUSEUM TODAY The Museum is open from 11.30am to 4.30pm, Tuesday to Friday, entrance is free and it receives over 8,000 external visitors a year. There are currently 3.6 FTE: a Curator, a Museum Administrator, a fixed term contract Digitisation Officer and Museum Assistant.. The Museum currently relies on 13 volunteers, who work half a day each, welcoming guests and providing information about the display and collections. As well as being open for public viewing, the Museum is a working collection that has, for a long time, been well-embedded into day-to-day learning and teaching of its own students, Additionally, it runs a busy programme of events for external groups of visitors. Last year, as well as regular activities, high profile events included the opening concert for Restore a Score (February 2015), part of the Raise the Roof Junior Gala (March 2015), and the public consultation event for the wider Courtyard project (April 2015). The Museum was also used to film a short video introduction for the BBC iwonder website, presented by Suzy Klein, (February 2015) and for a film by Korean Television documenting visually-impaired musicians. Alongside permanent displays there are special exhibitions related to music. Many of the instruments in the collection are in playing condition and can be heard during Museum concerts and events or during guided tours. The Museum hosts events for all ages, including hands on workshops designed for families for children and arranges visits for those with special needs. The Museum welcomes scholars and researchers and offers a special service to Higher Education Institutions with free sessions on musical instruments, musical iconography, research skills and the history of concerts. 1.2 ROYAL COLLEGE OF MUSIC MUSEUM COLLECTIONS Musical Instruments More than 1,000 instruments and associated items dating from c1480. It is one of the five earliest and largest collections of musical instruments in the UK, together with those of the British Museum, Edinburgh University, V&A and Horniman Museum. Music manuscripts and early prints The manuscript and early print collection consists of over 60,000 items. It is one of the five most significant music research collections in the UK, alongside the British Library, Royal Academy of Music, Oxford and Cambridge Universities. Paintings 1
The portrait collection is formed of c.130 paintings, with a focus on British portraits of musicians painted between the 18th -20th centuries. The collection of figurative arts is one of the three largest collections in the UK specialising in portraits of musicians, together with those at the National Portrait Gallery and at the Royal Academy of Music. Archives A substantial proportion of the archival holdings is made up of personal collections of musicians. Books The RCM s collection of books contains many early treatises on music, with the earliest volumes dating from the mid-17th century. Programmes The RCM Special Collections houses the second largest collection of programmes in the UK more than 600,000 items dating from the early-18th to the early-21st centuries. 2. Project Aims To create a flagship music museum both nationally and internationally and for the museum s local community To restore and reveal the many facets of the collections for public enjoyment and understanding To increase the number and diversity of visitors both to the site and remotely To improved collections care and promote sustainable management In order to relocate the museum and improve interpretation, learning and engagement, the Royal College of Music are preparing a first round bid to the Heritage Lottery Fund under the Heritage Grants programme to be submitted in August 2015. Included in the bid will be a request for development funding to prepare and carry out further plans and design prior to the submission of the second round bid. The Museum is therefore seeking a budget estimate to complete a Project Business Plan. If the lottery bid is successful, this brief will be developed and detailed tenders sought in October 2015 prior to commissioning the work, which will need to be carried out between 1 December 2015 and 31March 2016 3. THE BRIEF The proposed project business plan will set out the financial and organisational aspects of the project: show how we have assessed the full financial implications of undertaking the project; show how we propose to meet any new financial commitments arising from it; show how we have assessed the impact the project will have on RCM and its finances; and show what changes we will make to ensure that the outcomes of the project can be delivered and will be maintained for the long term. The plan should cover the whole period during which HLF pay the grant and five years following project completion. 2
3.1 Required Project business plan contents (Sections 1-11) Section A Executive summary It should include: A brief description of the project; A summary of the project proposals and outcomes The key elements of the Museum s strategy for assuring the long-term financial future of the project, describing how any costs that continue after the end of HLF funding will be met, and the effect that the project will have on the organisation s present financial position; How we will ensure that the organisation is sufficiently resilient to deliver the project and maintain the outcomes it creates after it has ended. A summary of the main risks facing the project while it is in progress and after it has been completed, and the ways in which you will manage those risks. Section B About the Museum - Structure and Operation Provide information on the structure, objectives and activities of the Museum including: when and why it was started; its purpose and aims (including mission statement); its legal status the names of any other entities with which it has a formal association its organisational structure. the extent of any delegations by the governing body to committees and/or individuals; the organisation s management structure, decision-making processes and lines of communication and reporting. Provide a simple organogram/ network diagram to show governance, management and staffing structures; the number and roles of paid staff (; the role of volunteers (give estimates of the number of regular volunteers, the tasks they do within the organisation, and the total number of hours they work on each task every year); and describe the present arrangements for funding the Museum s regular activities. For each activity, give the source of the funding. Summarise the Museum s main recent achievements, including brief details of any projects it has carried out recently of a similar scale/nature to the scheme to which the business plan relates. Section C Development of your project Give a clear summary of the history of the project, and explain why it is needed. Describe, in chronological order, how the project has been developed from its beginnings to date, and the consequences of it not going ahead. List any studies, research and consultation relevant to the project that has been carried out. Section D Strategic background Explain: what outcomes the project aims to achieve, and the difference the project makes for heritage, people and communities? why we want to achieve these outcomes? 3
what is the expected lifespan of the outcomes created by the project? Explain how our intended project outcomes relate to: the organisation s purpose and aims the objectives set in the organisation s overall strategic/business plan; other local or national projects or initiatives; and local, regional and national strategies Section E Project details. A description of the main elements of the project, explaining how these relate to each other.. Detail as to how the new museum will be used. This should include a schedule of the principal spaces, giving details of their use, the area they occupy (in square metres) and, where relevant, capacity).. A project plan that lists all the relevant works or activities to be funded by the project.. A critical path, which sets out the order in which events must take place for the project to run on schedule. Section F Market appraisal Describe the current market what is the profile of the museum (is it of local or national interest, is it well-known)? Is it valued by a wide cross-section of the public or a more limited special-interest group? How many customers we have had each year over the past ten years? What proportion are family groups/ schools? What are the demographics of the current audience (age, gender, income, education, occupation)? Where do they live locally, from the surrounding region, or from further afield, in this country or overseas? What proportion of customer contacts are repeats? Show we know our market on a national or regional basis, is it growing, falling or remaining stable? How does this relate to our experience? Are there any national socio- economic trends or policies that will have any impact on your market? What would be the impact of change in the political, economic, social and technological environments in which we operate? What sort of people does our research identify as our potential target market? Section G Financial appraisal This section will provide a general financial assessment of the project, supported by an appendix that includes:. a forecast project income and expenditure account;. a forecast project cash flow statement; and. statements of assumptions underlying the forecasts. Explain the basis of each item of income or spending, and prepare tables or spreadsheets setting out the income and spending on a monthly basis for the first year and then by quarter for the 4
remainder of the project. Give schedule details of each of the anticipated sources of income, and the expected level of income from each. Explain the basis of these figures, relating this to our market analysis. Include a breakdown of the capital, revenue and overhead costs for the project. The basis of these costs should be clear and based on evidence from reliable sources, and detailed in a cost plan. Identify all the potential costs that our project will create and estimate what those costs will be each year of the project. Section H Governance, management and staff Demonstrate that governance and management structures have clearly defined roles and responsibilities, and are likely to deliver the project efficiently and effectively. Demonstrate that the governing body of the organisation agrees that the project is in accordance with its forward strategy, and has discussed the implications for the organisation, and has discussed and approved the project business plan. Explain the extent of board-level involvement in the project. Show how many post holders are employed in each position and whether they are full-time, part-time or volunteers. Each post holder set out on an organogram should be listed on an accompanying schedule, which summarises the purpose and functions of that role. Explain also the roles volunteers play in the delivery phase;. how many volunteers are likely to be involved;. how many volunteer hours are included in the project; and. how volunteers will be managed and who will do this. Section I Assessing risk Include a full risk analysis as appropriate for the project. Section J Monitoring and evalua ng your project A framework for monitoring progress and evaluating the outcomes associated with your project, plus a timetable and outline approach to evaluation. Section K Organisa onal impact. Describe how the project will have an impact on the Museum, the wider organization and its finances for a period of five years from the end of the project.. how any additional costs created by the project are to be funded on a continuing basis. Tabulate the nature and value of these additional costs. Where the project is expected to lead to reduced expenditure (e.g. reduced energy expenditure, productivity gains due to ICT), include the costs of the savings in the tabulation to give the planned net additional cost/saving;. any additional volunteer input that will be required, both in additional numbers of hours to be worked, and the number of additional hours required. You should also indicate how and from where will these volunteers come, and the impact on your volunteer management and training arrangements;. any changes in governance (e.g. board composition or committee structure) or management (e.g. variation in individual duties or responsibilities) consequential upon 5
the project.. any other material change in how the organisation will be managed as a consequence of the project - describe the project s financial implications by providing the following financial projections: -A statement of unrestricted funds financial activities, or of income and expenditure -The organisation s balance sheet -The assumptions on which the financial projections are based; and -A sensitivity analysis. In carrying out this financial impact appraisal: use the market analysis to give details of market size and the income generated. The assumptions should clearly show the basis on which the numbers have been calculated; base the analysis on the latest completed financial year (or the current year budget) and use this as a starting point for projections and include in the sensitivity analysis, the income items that are most critical to the organisation s success, are most uncertain, or contain the greatest risk. By adjusting these by percentages between 5% and 20%, depending on their nature and risk, it is possible to see the impact on the reported surplus. 4. Providing your methodology and estimates 4.1 Consultants are asked to provide your approach to developing a Project Business Plan for the Museum including costs for each stage of the work. This report should: set out how the plan will be approached, the method of working, and any matters not covered by the brief. include who will do the work, their experience, any arrangements for subcontracting parts of the work include the cost of the work. include a resource plan to breakdown chargeable hours between team members and a rate for each member that can be applied as a day rate. Include a timetable for the project, including milestones and dates, which takes account of the time needed to involve and consult people on drafts The cost and content of any work outside the specification of this brief which is regarded as additional or further work must first be agreed by both RCM and the Consultant before it is undertaken. 4.2 Consultants must demonstrate that they understand the significance and needs of the heritage. Suitable candidates will be short listed for interview. The lowest quote will not be accepted if this understanding is not demonstrated. Consultants should provide evidence of: Where you have undertaken similar work and details of previous work. In particular you will need to demonstrate experience in writing a museum Management and maintenance plan and in managing and maintaining historic buildings. Working within a multi-disciplinary team on heritage projects Professional insurance or indemnity cover. 6
4.3 The Final Project Business Plan must: Be complete to submit as a Second Round application to the HLF in March 2016. Be a written document illustrated with necessary schedules and plans Have 4 copies of the final report should be provided along with an electronic copy of the plan in Microsoft Word 7