IWM Corporate Plan 2020–25No other museum tells stories that matter more than these.

We’re making a great museum. It has been a hundred years since King George V opened our doors in Crystal Palace on 9 June 1920. Since our founding in the midst of the First World War, our role has been at the nation’s heart with a mission to preserve and tell the stories of all kinds of people, from Britain and its then empire. We are now a family of five museums, continuing to show the impact of conflict on people’s lives.

Our Corporate Plan (CP20), covering the period 2020-25, takes us into the next decade to provide a safe, impartial and non-judgemental place for people to try to make sense of the world around them. We will continue to engage with audiences through conversations that ask difficult questions, facilitate debate and encourage exploration. Our important work helps to ensure no one is forgotten or excluded from history to become invisible to those who engage with us. This grows ever more essential as past conflicts become no longer part of life-memory. We will continue to reach people through our programming, partnerships and remarkable collections; including our film and sound archives and unique reference library.

Looking after our incredible collection is key to a successful future. Within this plan we are increasing efforts to digitise more of our collection which will bring more of it to the public, as well as generate extra income to re-invest in further digitisation and preservation of our collections. For example, we will be using royalty funds from the Peter Jackson film, They Shall Not Grow Old to invest in digital conservation of our most vulnerable collections and to refresh our First World War galleries with the innovative Lives of the First World War permanent digital memorial.

Our audiences are at the heart of what we do, so we are developing innovative models for supporting IWM that enable visitors to become more engaged and invested in our museum. We have adopted the cause message ‘No other museum tells stories that matter more than these. Be part of it’ to inspire audiences to not only visit IWM but to contribute too. Our new ambitious membership strategy will act as an avenue for increased support and engagement and the income it generates will help us to continue to do our important work.

Understanding the impact we have on our audiences and our communities is vital for us to fully comprehend our influence. To do this we have spent considerable time in financial year 2019/20 establishing how we best measure our social impact. We are now putting a framework in place to better illustrate the significance our activities have for the public and society. This will help us to make better decisions about how we want to prioritise activities in the future and to demonstrate the influence of our work to funders.

Our work continues to be guided by four important values:

- We are Courageous: We’re confident and have the courage to challenge the established wisdom, championing debate and innovative approaches

- We are Authoritative: our deep and dynamic knowledge of our rich collections makes us the first port of call on the history of modern conflict and sets standards of excellence in everything we do.

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- We are Relevant: we strive to make everything we do relevant to contemporary society, while maintaining a balanced and impartial point of view

- We are Empathetic: we’re sensitive to people’s emotions, respecting different points of view and the deeply embedded national and international significance of our collection.

However we cannot deliver our plan and achieve our ambitions without financial support. Our grant-in-aid funding from government is unknown beyond the first year of this plan. To provide robustness the plan is based prudently on a low inflation increase year on year thereafter to core resource and capital grants. The effect of this is flat funding in real terms year on year. This is not enough to deliver on our ambitions.

We have made our case to government that the real term effect of grant reductions over the last 10 years is a decrease of 43%. Our efforts of income generation and delivering efficiencies has allowed us to manage the deficit. However, in reality this is simply enabling us to keep current services running. The consequence of this prolonged and sustained underinvestment is a seriously declining estate and core collections that are on the verge of being lost forever through deterioration and degradation. Of the new investment sought for the estate over 70% of this will be incurred outside of London.

As we move forward into the next decade the brand and profile of IWM has never been higher. Throughout this corporate plan, we will see the results of our planning but our museum’s success is dependent on both our financial sustainability and our staff and their diverse range of skills. As many of our staff move into the new Parkside building, we will implement smarter working practices across all of our offices, bringing people together to collaborate and achieve a better life balance. We will continue to ensure that all staff can develop and grow in their roles. They can feel proud of their work at IWM in the knowledge that what we do is making a difference to people’s lives now and for generations to come.

Diane Lees, CBE Director-General

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1. Our strategic aims

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

Our strategic aims are to:

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

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

Build our brand – we will build our reputation as a global authority and our ability to deliver our purpose and vision by providing high quality products, services and experiences. The strength of our brand is directly related to the scale of impact we are able to achieve

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

In developing this Plan we have carefully considered both risk and opportunity and how we respond to both, so that our long-term ambition over the next 10 years and beyond is realised. Our planning is informed by, and takes account of, government priorities, from driving economic growth, digital capacity and innovation; to working in partnership and encouraging participation and access for all. We have a strong part to play in making Britain a secure, prosperous, tolerant and outward-facing country. Our collections tell the stories of people who have lived, fought and died in conflicts involving Britain and the Commonwealth, and we build relationships which reflect and explore this international perspective.

2. What are we all about?

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

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

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

3. Our achievements this past year

Our work over the past year is creating the building blocks for our future with investments across our organisation.

Work continues on our Transforming IWM London Phase 2 project which will deliver our new Second World War Galleries and the National Museum of the Holocaust in Britain.. Composed of six individual spaces that will tell the story of the conflict chronologically, exploring its global scale and impact upon people and communities, the new galleries will reveal how whole societies were drawn into the war through mobilization, direct attack and occupation. We will be the first museum in the world to connect Second World War with Holocaust galleries. In making this connection, a 783kg V-1 flying bomb will be suspended between the two new galleries, presenting an arresting symbol of how the Holocaust and the Second World War are interconnected.

Our accommodation strategy will enable us to convert office space into public facing galleries at IWM London, whilst creating new, open plan working environments for our staff. The new Parkside building, opening its doors in 2020, will provide a collaborative working environment for our creative programming teams.

We have established our new, ambitious new collecting strategies which will inform our collection priorities for CP20-25. Those strategies cover, respectively, the First World War and Early 20th Century Conflict, The Second World War and Mid-20th Century Conflict, Cold War and Decolonisation and Contemporary Conflict. Each strategy is different to suit the needs of each collection although all the strategies share common values.

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We have restructured our Commercial team to build a Fulfilment function; to facilitate the addition of a Commercial Events, Experiences and Catering team and to migrate the Visitor Experience team into Commercial enterprises. We want to engage better with our audiences and have been implementing a new customer relationship management (CRM) system, which is key to permitting us to stay in touch and communicate better with our members, visitors and supporters. This work continues into 2020.

In June 2019, we marked the 75th anniversary of the D-Day landings, with moving events taking place at HMS Belfast, IWM Duxford and Churchill War Rooms to highlight the roles that the historic sites played in the D-Day campaign. The flight display Daks Over Duxford, which was hosted in partnership with Daks Over Normandy, finished with over 30 Dakota aircraft taking off for a spectacular cross-channel flight and parachute landing in Normandy on 6 June. On HMS Belfast, visitors were able to step into the shoes of those involved in the D-Day campaign through interactive activities. We went beyond our museum walls for this national moment and installed a life-sized Spitfire model in the atrium at London Bridge station and digital screens at Waterloo Station, displaying archive footage and interviews with veterans.

Our ‘seasons’ approach to programming has continued, with a successful ‘Culture under Attack’ programme of activity. The three exhibitions, What Remains, Art in Exile and Rebel Sounds, achieved 113,000 visitors. We undertake audience evaluation and use this to help with the development of our future activities.

At IWM North, as part of our Conflict Now series, Yemen Inside a Crisis, was the UK’s first exhibition to address Yemen’s on-going conflict and humanitarian crisis and showcased around 50 objects and photographs, many of which were exclusively sourced from Yemen for this exhibition. Yemen: Say Hello to Connect, a travelling digital artwork and interactive experience took the conversation beyond the museum walls and around Manchester, inviting audiences to connect with the real issues people faced in Yemen.

We opened a new sector-leading storage facility at IWM Duxford for our document and paper collections, with world-class technical environment controls and record low carbon emissions. This relocation outside of London has made IWM Duxford our collections hub.

4. Doing things differently

Telling remarkable stories in innovative ways

Our vision is to deliver the best possible visitor experience at all IWM branches, raising the standards of and ambition for our programming. Through topics that connect to conflict in broader terms such as refugees and aid workers, and by employing immersive design, striking object display, interactivity to tell personal stories, we will create sector-leading and memorable experiences for audiences.

After a successful season at IWM North, we will be touring ‘Yemen: Say Hello to Connect’ to sites around the UK, continuing to ensure audiences see this important interactive experience. There is huge interest in taking this work both to cultural venues and beyond to sites such as the Liverpool Arab Arts Festival and train stations where it can be used as a tool for placemaking and community cohesion.

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Our new Collections Strategies will enable us to shape our collection to meet audience needs both now and in the future. We recognise that our audiences are becoming ever more diverse - ethically, politically and culturally. Our collection must match this diversity if it is to remain relevant. We must amplify under-represented voices in our collection, not least those from former colonies and countries where Britain has exerted influence to show IWM’s commitment to global citizenship. We will support our audiences to appreciate diverse views and challenge our audiences to engage in difficult discussions. IWM embraces the broadest definition of conflict, one that is not rigidly relegated to inter-state actions or narrowly-defined ‘wars’. Our Collecting Strategies are not simply acquisition strategies. They embrace the enhanced documentary references of existing objects in the collection to unlock multiple stories associated within them. We will work to develop approaches to bringing these stories to our online audiences in new and imaginative ways.

At IWM North, we will hold an exhibition that will explore the portrayal of modern conflict through the work of renowned ‘trans-media’ journalist Tim Hetherington. An award winning photographer, Hetherington wanted to ‘connect with real people, to document them in real circumstances, where there are no neat solutions’; contrasting with the more sensationalist depictions of conflict often presented in popular culture, social media and news journalism.

We will continue to grow our reputation for courageous and relevant programming through Conflict Now, a strand of powerful and challenging temporary exhibitions exploring stories and topics of contemporary concern through innovative interpretive approaches to display. These are aimed more toward developing audiences, and growing IWM’s reputation as a thought-leader and providing audiences with a trusted voice to navigate and be active in challenging conversations. For example, the exhibition in 2022, Sexual Violence in Conflict, will explore the use of sexual violence as a ‘weapon of war’ and in 2023 the exhibition will be on the conflict in Northern Ireland.

We are planning further high-profile exhibitions for London in 2022, 2023 and 2024 that explore populist themes. The ambition is to attract large numbers from our development audiences, whilst also appealing to our core audiences. These exhibitions will be accompanied by events, digital activities, marketing and communication campaigns, associated retail and a potentially a publication. Additionally, we will explore transferring these exhibitions to IWM North and developing a commercial touring programme that generates income to reinvest in our public programme, given the fact that the exhibitions subject matter is likely to have broad appeal in the UK and beyond. A feasibility study into commercial touring will help to illuminate this potential.

Working as a thought-leader, IWM Institute

The IWM Institute for the Public Understanding of War and Conflict seeks to increase public understanding of war and conflict through ground-breaking research projects, inter-disciplinary relationships and partnerships, and by inspiring innovative public engagement which challenges perceptions of IWM and pushes the boundaries of museum practice. The IWM Institute is an ‘Innovation Centre’ that will challenge perceptions focusing on historical perspectives on contemporary issues and legacies of Empire.

We will deliver a programme that grows IWM’s reputation as a thought-leader for all issues around conflict. Working alongside our Seasons programming, the Institute will examine global issues in innovative ways, providing audiences with a trusted voice to navigate and be active in these challenging conversations. Topics that will be explored will include sexual violence and

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Northern Ireland. We will seek out partnerships and collaborations, like that modelled with AHRC for the Refugees Season, so that knowledge exchange will serve our audiences and relieve cost.

Building on the successes of the pilot programme in 2019 the IWM Institute will develop an annual events programme for large audiences This new series will help IWM to deliver on its mission to deepen public understanding of the cause, course and consequences of war; prioritise our audiences (particularly development audiences) by inspiring innovative and cutting-edge public programming. Each event will be led by academic expertise, but will be fundamentally interdisciplinary in nature. We will focus on thought leadership on issues of war and conflict (with particular emphasis on seasons, anniversaries, research strands (notably legacies of empire) and museum practice, as well as giving historical context to contemporary issues.

Upgrading our technology and digital activities

We will be tackling our biggest commercial challenges in ticketing, e-commerce and marketing automation, by accelerating our digital transformation programme. We will develop our digital content, in particular, to provide new streams of content to support our shift to a supporter-led operating model and digitally-enabled commercial activity including e-commerce, image sales, and events. Our digital projects will maximise the potential and value of customer data captured by IWM’s CRM system, to deepen audience insight and drive engagement.

We are on a journey to make our content more digitally available and accessible. We will also be using royalties from the Peter Jackson film, They Shall Not Grow Old, towards further digitisation of our archive, including the purchase of a new 4k film scanner which will allow us to accelerate the pace of this important work. Digitisation will not only allow us to preserve our important collections for future generations, but also allow the public to have greater access to them. By 2021, people will be better able to search the content of our collections online. By 2024, we will have widened and deepened use by making as much content available for use and reuse as possible, whilst ensuring the future preservation of our vulnerable twentieth century collection for everyone.

We will upgrade our First World War Galleries with additional content so that they continue to provide the best possible visitor experience. We will be investing in an on-screen version of ‘Lives of the First World War’, our permanent digital memorial, that will be added to the final section of the First World War Galleries. Visitors will be given access to the rich and extensive content of the database and receive a more personal and human connection to the First World War. We will also upgrade the Trench area of the galleries, by adding a new high level AV sequence and expanding on the content of the current projection.

Investing in new commercial activities

IWM currently offers a range of events and experiences, varying in scale from sleepovers to private tours. As the market is changing from buying things to buying experiences, this creates a significant opportunity for IWM to develop new events and experiences across all of our branches.

Smarter working

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The modernisation of our working environment and practices, in part facilitated by new and refurbished accommodation, will mean that we will be working more collaboratively with colleagues from across the museum. We will be engaging with a consultant to support the move to our new Parkside building, and to work with us on the roll out of the new ways of working to other branches.

We will build upon our project management standards to develop programme management as discipline across IWM to allow us to manage activity through a central portfolio. We will integrate resource management into our project management, planning and reporting processes and support all teams to consistently manage activity as programmes. By 2025, a standardised approach to programme management will become the foundation of our planning and reporting.

5. Our priorities and planned activity during CP20

We have a five-year planning cycle which allows us to formulate a longer-term view of the work and outputs that will move us towards realising our strategic goals. CP20 builds on the foundation we have for funding our highest priorities:

Transforming IWM London phase two – delivery of new Second World War Galleries, The National Museum of the Holocaust in Britain and new learning facilities

HMS Belfast interpretation refresh Implementing our Digital Transformation Strategy and supporting new ways of working Transforming IWM Duxford Phase one; Battle of Britain Zone Building a digital future for our collection Implementing our HR Strategy and Volunteering Strategy Parkside Staff accommodation project (London) and smarter working across IWM Upgrades to the FWW galleries: introducing the Lives content and revisiting the Trench

experience An improved visitor experience in the central room at the Churchill War Rooms

In 2020 we will hold the Duxford Air Festival (May) linked to VE Day 75 and the Battle of Britain 80 Air show (September). At IWM London, we will exhibit, Refugees, Forced to Flee which will include a powerful Ai Wei Wei commission. At IWM North in 2020 we will exhibit, Aid workers: Ethics under Fire.

We will continue our mission to transform our branches and modernise the way we work. Through our masterplans we will deliver joined up experiences across all our sites that create excellent days out for all our customers. We will develop our financial sustainability in multiple ways and build our reputation as the place to go to discover and debate why conflict has and continues to shape our lives and world.

We will dramatically improve the offer for core audiences on HMS Belfast and at IWM Duxford in conjunction with their masterplans, reimagining the interpretation and developing new experiences. We will create change that enhances visitor engagement, establishes their profile as must-see destinations and ensures they are talked about as a great day out.

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At IWM Duxford, we will re-open the Operations Room as an immersive experience which will provide important STEM learning. We will continue to invest in further viewing platforms to allow visitors to get closer to some of the star objects throughout the hangars.

On HMS Belfast, we are planning the next phase of the interpretation refresh. We will continue to ‘repopulate’ the ship with stories of people who worked on-board and using the principle of ‘in this place, at this time’ to anchor the approach. These changes will improve the experience greatly, particularly for families, and enhance its reputation for value for money. We will introduce a trail of interactive moments that take their cue from the gun turret experience and that have STEM learning embedded as an additional draw for families and schools.

Across all of our branches, we will be implementing a more rigorous maintenance programme that fixes the interactive exhibits, improves the lighting and foregrounds the visitor experience.

We will conduct a review of the audio guide system, including its business model, to deliver a renewed multimedia guide that provides new ways of telling our stories tailored to the visitor experience.

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6. Our priorities

CP20 Planned activity Long term strategy (2030 outcomes)

BUILDING FINANCIAL SUSTAINABILITY

1.1 Smarter working

We will implement our HR Strategy, to become an employer of choice; enable development and career progression; ensure a diverse, effective and competent workforce

Our move to Parkside will give us a more collaborative staff area and will be rolled out across branches throughout CP20 as advised by our consultant for smarter working

The Methods of Working Governance Board will ensure that we are working efficiently and effectively

We will support the important role and work of our Culture Change Ambassadors Network so that our ways of working evolve and build a positive working culture

We will build upon our project management standards to develop programme management across IWM to allow us to manage activity through a central portfolio.

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

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

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

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

Our staff are clearly working to organisational priorities

1.2 Commercial Strategy

We will work to deliver on our Income Generation Strategy

We will operate a flexible and responsive service, build our digital sales capability and grow commercial net profit.

The successful expansion of our membership programme will build customer loyalty through a cause messaging approach

Further phases of our CRM project will be rolled out as part of our Digital Transformation programme which will enable greater understanding of what motivates our customers

We will work to develop commercial events to bring in different audiences, make use of our unique spaces, and diversify income. Events in the pipeline include ‘Make Do and Mend’ workshops and ‘The Bunker Experience’ at Churchill War Rooms.

The hotel development at IWM Duxford will progress and be delivered in CP20

We will review our catering options as the current contracts come to an end in 2022 to ensure we protect this important income

Commercial net profit will be £10m+ from a wide portfolio of revenue streams

We will meet and exceed customer expectation with the provision of excellent and accessible booking, sales and membership services.

Our hotel at IWM Duxford complements the visitor offer and adds to our diverse revenue streams

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CP20 Planned activity Long term strategy (2030 outcomes)1.3 Fundraising

At the beginning of the Plan our fundraising focus is on supporting Transforming IWM London phase two

We will deliver a fundraising strategy that links to ongoing stakeholder engagement and supports our ambitious programme of major projects

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

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

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

1.4 Estate Strategy

We are working towards a new, ten-year Estate Strategy that sets out how we manage our property portfolio and exploit our assets effectively

This will see the introduction of new ways of working, following an asset management approach, where we develop, operate, maintain/ upgrade our estate assets in the most cost-effective manner.

Our FM team will focus on supporting the delivery of our major projects including a new staff accommodation at All Saints (Parkside) and delivery of Transforming IWM London phase two; and Transforming IWM Duxford

Our forward maintenance register will inform planning and lifecycle priorities over the next 10 years.

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

We will have sufficient resource directed towards delivering planned and prioritised lifecycle work and development

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

1.5 Information Technology

Our priority in CP20 is to support the implementation of our Digital Transformation Strategy. This will modernise our business operation and support commercial development

IT lifecycle investment is directed towards infrastructure development prioritised by risk

In CP20 we will continue to deliver key infrastructure and network upgrades (network storage, telephone system, Wi-Fi coverage)

We continue to invest significant resource to protect IWM from cybercrime. In CP20 we will renew our Cyber Essentials accreditation.

Our systems and infrastructure will be fit for purpose, reflect ongoing business need, commercial product development and service provision. They will be flexible, secure and responsive (future proofed) as we evolve and develop our ways of working

PRIORITISING OUR AUDIENCES

2.1 Public programme

Our plans for IWM London will further embed the seasonal programme for development audiences, ensuring that IWM’s voice is relevant and resonant for the new audiences we need to

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

Our planning will be holistic, with clearly defined target audiences and outputs (content driven

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CP20 Planned activity Long term strategy (2030 outcomes)sustain our future. The next step is to develop a strand of programming that seeks to drive audience numbers and to generate income through ticket sales.

IWM’s exceptional seasons programme will drive audience engagement and deliver our Audience Development Strategy to grow core audiences and nurture developmental audiences.

Highlights in 2020 include our season on Refugees across both branches in 2020–21. In 2021–22 IWM North will feature a Tim Hetherington exhibition and the IWM London season is dedicated to ‘War Games’ (working title)

Reinterpretation of the public accessible Hangars at IWM Duxford will be undertaken as we start to implement and further develop the IWM Duxford masterplan

Reinterpretation of the HMS Belfast visitor route including a trail of interactive STEM interpretation through HMS Belfast that will engage family visitors.

through our academic research, curation, collections management development and digital, planning; seamlessly joined-up with our commercial strategy and marketing and communications plans)

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

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

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

2.2 Public Engagement and Learning

In CP20 we will continue to deliver our Public Engagement and Learning Strategy and review and revise as the Strategy period comes to an end during the Plan

Our schools programme will ensure that IWM becomes the place to explore and debate issues that matter to the world we live in

We will launch new Holocaust and Second World War learning programmes and resources. The programme will support teachers with how to interpret our challenging subject matter and how to engage young people with the Holocaust as it fades from living memory

Our programme for adult audiences will establish IWM as the place for experimentation and engaging with contemporary conflict

We will work with strategic partners to extend our reach and impact

We will evaluate and measure the impact of our programme

We will be sector leaders in public engagement, and history and conflict education

Our programmes will be relevant, inspiring and original and give teachers and students the chance to explore and understand the impact of conflict on their place in the world

IWM will be established as an innovative place for STEM learning for schools drawing on the unique attributes of our collections, historic sites and stories we hold

2.3 Digital Transformation

Implementation of our Digital Transformation Strategy will address replacement of legacy systems with infrastructure that truly supports our business aspirations (including integrating our CRM system).

It will build and develop digital skills amongst all staff.

We will create impactful digital outputs that resonate with our audiences as we deliver our

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

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

different forms of delivery through learning, collections, commercial and public activities and programmes; opening up audience access and reach significantly

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CP20 Planned activity Long term strategy (2030 outcomes)public programme and new Second World War Galleries and The National Museum of the Holocaust in Britain at IWM London

2.4 Masterplanning

Transforming IWM London phase two is our next major audience facing project. In CP20, the construction and fit out of new Second World War Galleries will continue, The National Museum of the Holocaust in Britain and learning facilities will commence and launch in February 2021

We are developing plans for the next phase (three) of Transforming IWM London; and business cases for key phases of the IWM Duxford masterplan (Transforming IWM Duxford)

Our plans for Churchill War Rooms will balance the need to maintain audience levels alongside ongoing investment in the Churchill Museum and maintenance of the historic rooms

HMS Belfast investment in CP20 will include an upgrade of the interpretation on board, and the planning of major public engagement projects.

In CP20, we will deliver the Parkside project, our new staff accommodation block in London that will facilitate new, flexible ways of working through open planned office space and hot desking facilities

We will develop the Visitor Pavilion at HMS Belfast to attract visitors walking on the Southbank and better welcome visitors to the ship.

The IWM London masterplan will deliver a logical, intuitive and chronological visitor journey for IWM London audiences. It will have addressed the substantial legacy of underinvestment in systems and infrastructure so fixed costs are manageable; while increasing the proportion, richness and variety of our collections that are on display. This will mean a substantially upgraded visitor experience, sustained audience growth and a total shift in the overall financial sustainability of our flagship branch

The IWM Duxford masterplan will have progressed significantly and the transformation of the site will have started, driving higher visitor numbers and beginning to increase long term financial sustainability. We will have formal protection of the site, of both the air and ground

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

We will maintain a high quality visitor experience at Churchill War Rooms

There will be a complete fundamental upgrade to the HMS Belfast visitor experience that allows us to substantially build audience levels and commercial business, integrated with the conservation and maintenance priorities

2.5 Exhibitions upgrade Production of aircraft viewing platforms within the

Hangars at Duxford to enable visitors to view inside aircraft cockpits.

We will reopen the Operations Room at Duxford, with refreshed STEM content.

We will use royalties from They Shall Not Grow Old to upgrade our First World War Galleries which opened in 2014 will benefit from further investment to ensure they continue to provide the best possible visitor experience.

We will refresh the visitor offer of the Main Exhibition Space (MES) at IWM North and provide changes that will drive new audiences and encourage visitor engagement. This includes an update of content in the Silos- including the Silo focusing on Empire & Commonwealth, which will introduce more BAME voices and non-British narratives into the MES, working with participatory groups and IWM Institute research projects.

Building on the success of the Art Hang in 2019

We will work to deliver the best possible visitor experience at all IWM branches, raising the standards of and ambition for our programme.

Our plans for IWM London will further embed the seasonal programme for development audiences, ensuring that IWM’s voice is relevant and resonant for the new audiences we need to sustain our future.

We will dramatically improve the offer for core audiences on HMS Belfast and at IWM Duxford in conjunction with the masterplans, reimagining the interpretation and developing new experiences.

We will develop the programme at IWM North with profile and audience as key drivers, with innovation at the heart of our approach. We will upgrade and update the content and experience in the entrance area and Main Exhibition Space in targeted ways to create change that appeals to local audiences and we will focus on replacing outdated silos with new research and stories

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CP20 Planned activity Long term strategy (2030 outcomes)we will continue to refresh the art displayed in the IWM North MES, showcasing IWMs rich collection and look to introduce an art trail.

We will begin to develop new content for the Big Picture Show at IWM North, editing and refreshing current films, delivering a new film to showcase IWMs own archive, exploring new stories as part of a varied programme of films and providing marketable change in the MES.

We will deliver the reinterpretation of the HMS Belfast’s 2 Deck with work on the Galley, Bakery, NAAFI canteen and Sick Bay and develop plans for reinterpreting HMS Belfast’s Mess Decks, Laundry and Torpedo Flat.

We will improve the overall customer experience and accessibility of Churchill War Rooms by improving lighting and seating in the central room. We will also introduce light-touch interpretive elements, including a scale tactile model of the site, supporting visitors’ understand the architecture of Churchill War Rooms, and their location within it.

We will investigate and test new types of multimedia guide technologies, and undertake evaluation into potential narrative options. We will ensure that we have a robust understanding of our visitor needs, and what the best new technological offer could be that will provide a high quality visitor experience at the three charging sites.

At CWR we will invest to ensure a world-class visitor experience is sustained into the future, we want to continue to upgrade experiences and spaces to meet this, including AV upgrades in the Churchill Museum

We want to invest in the infrastructure that supports our ambitious programme and that drives down costs. The continued purchase of reusable, flexible showcases will enable more cost effective delivery. We will continue to invest in LED lighting across all branches.

EFFECTIVE STEWARDSHIP OF OUR COLLECTION

3.1 Collections Management and Care

Our inventory record, and data on the condition of our collections, will be maintained and upheld as new items enter IWM's management control

We are making progress in the strategic digitisation of our collection (for access, preservation and commercial purposes), prioritised according to our major projects

Our Digital Futures project will digitise 1.8 million items in the next 5 years. Our focus will be on images, film and sound. For late twentieth century conflicts these highly vulnerable media need to be digitised to ensure their long term preservation. During the life of this project we will monitor the rate of deterioration and use a rapid response budget so that the programme can be responsive.

Condition information will drive a programme of preventive care and conservation projects, so as to support masterplanning and inform preservation digitisation priorities.

Our process of collection development will be intelligent and holistic, identifying items that are duplicates or unnecessary examples of type, but also seeking suitable alternative homes for these

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

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

The storage strategy will be complete with the majority of our collections stored in correct, energy efficient environmental conditions to safeguard our collections for future use

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CP20 Planned activity Long term strategy (2030 outcomes)items, where other organisations can use them to provide opportunities for display or engagement. We will ensure that we continue to meet accreditation standards in all aspects of our work.

3.2 Collections Access

In CP20 we will build on progress made in collections accountability and care to enable internal and external users identify, select and use our collections with ease

We will progress our digitisation on demand project for film delivery, which will inform which model we follow to efficiently deliver this service to our users and customers

Our Collection Search function will be relaunched, enabling all users to identify and select from our entire collection

Access to our collections will have significantly opened, with users able to select and use with ease.

This will maximise opportunities for commercial licensing and sales which will significantly contribute to IWM’s financial sustainability

Masterplanning and gallery development (and the collecting and conservation activity that underpins this) will see a wider range and depth of our collection on public display

3.3 Collections Development

We will continue to profile parts of the collection which can be selected for public access and the areas of our collection that need further development to widen and deepen use

We will support masterplan objectives, through collecting strategically to fill gaps in the collection where they relate to the Holocaust and Second World War and through a major digitisation drive

Our collection review programme facilitates greater access to our collections as our default practice is to disperse vehicles or aircraft not required in our collection to publically accessible organisations rather than closed storage

Our curators are stewards of the collection and guarantors of its continuing global relevance. They will continue to enhance and open up this world-class asset through the implementation of new strategies for the development of the collection, and by facilitating and enabling all other teams in the museum to embed historical and curatorial authority in their work.

Collecting strategies will be completed and inform acquisition planning and funding streams

The strategic development of our collections supports programming across a range of activities and ensures that we remain relevant to our audiences

BUILD OUR BRAND

4.1 IWM Institute for the Public Understanding of War and Conflict

We will fully launch the IWM Institute for the Public Understanding of War and Conflict in 2020 following a successful pilot which began in 2018.

Through closer engagement with the academic sector and by bringing together our research, and expertise we will be able to demonstrate our impact in the broadest sense and on an international platform

The IWM Institute will develop an annual events

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

We engage a broad range of stakeholders in the work of the Institute

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

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CP20 Planned activity Long term strategy (2030 outcomes)programme for audiences of 150+. This new series would help IWM to deliver on its mission to deepen public understanding of the cause, course and consequences of war; prioritise our audiences (particularly development audiences) by inspiring innovative and cutting-edge public programming.

The Institute will launch its podcast titled Conflict of Interest.

4.2 Working in partnership for maximum impact

We will implement our Partnerships strategy which will identify how we build on the momentum and successes of high profile work partnership work to date (including IWM’s First World War Partnership Programme)

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

We will use this strategy, along with the role of the IWM Institute (see above) to extend our reach and to establish and nurture powerful connections

4.3 Second World War Partnership Programme

In CP20 we will continue to deliver the Second World War and Holocaust Partnership programme, funded by the NLHF, alongside Transforming IWM London 2. The Programme will facilitate greater public understanding of the Second World War and Holocaust, by sharing diverse regional stories on a national stage and engaging new audiences across the UK, and deliver lasting impact for IWM and partners through the exchange of knowledge and skills.

In CP20 IWM and all eight partners will commence activity, launching public programming, a skills and networking programme, and digital engagement. At least two partner venues will host Digital Traineeships

Our position as global leaders in the contemporary interpretation of national and international commemoration is cemented

We are sector leaders in developing dynamic networks; and the planning and delivery of coordinated cultural programmes. This truly enables us to fulfil our mission to develop a deeper understanding of the causes, course and consequences of war

4.4 Volunteers Volunteers provide incredible support to IWM and

add value in key areas of our operation In CP20 we will take a step-change in our

volunteer programme by growing our volunteers by 67%. We will do this by recruiting more volunteer team leaders to ensure our volunteers are well supported.

We will be delivering our volunteering strategy that ensures we continue to offer life-enhancing opportunities to our volunteers, grow volunteer participation and contribution, attract from a more diverse pool of volunteers, and that we evidence the positive gains volunteering has on the delivery of IWM strategy

Through our volunteering programme we will reach out and proactively involve more people and communities in the work we do and our subject matter

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

4.4 Knowledge mapping

Our Learning and Development Prospectus will We will have a balance of expertise and

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CP20 Planned activity Long term strategy (2030 outcomes)routinely be reviewed to identify and address training needs and opportunities to build knowledge

experience across all areas of our remit All curatorial teams will have a strong focus on

public engagement and public output Our research activity will feed directly into public

outputs4.5 Compliance

We will continue to review all policies, plans and procedures to ensure that they remain current and support staff. We remain compliant with all GDPR rules

We will keep abreast of changes in regards to Brexit

We will maintain Cyber Essentials certification Our Collections Management standards will fully

meet all legislative requirements, quality standard schemes (as set out by The National Archives, Arts Council England and Digital Preservation Coalition) and ethical guidance (as set out by the Institute of Conservation and Museum’s Association)

We will undertake work to remain complete with CAA Air Navigation Service Provider (ANSP) and Meteorological (MET OFFICE) including upgrading our ATC weather monitoring equipment.

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

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

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7. Risks and opportunities

The priorities and planned activities for CP20 outlined above respond to our top organisational risks. Investment has been carefully directed to buffer IWM against external factors, which in this Plan include financial threats and ones associated with cyber-reliance and public security.

In terms of risks to IWM’s financial resilience, UK GDP growth (est 1.2% in 2020 and 1.7% in 20211) is expected to remain subdued, despite more clarity around Brexit. Global trade tensions and the possibility of higher interest rates could exert economic pressure which may result in further public spending reductions in the next Comprehensive Spending Review. Inflation is projected to be above the Bank of England's 2 per cent target (2.5 per cent in 2020), which could impact commercial activity if consumer spending reduces. We have set aside contingency of £5.75 million over the five-years to safeguard us against financial deterioration. The delivery of an Income Generation Strategy and leverage of an entrepreneurial fund ensure that we continue to embrace opportunities for commercial growth and meet audience expectation and needs. Reducing fixed costs is also an integral risk mitigation.

IT security and lifecycle investment protects us from the constantly evolving threat of cyber-attacks and the reputational and business interruption risk presented by this threat materialising. We have achieved Cyber Essentials accreditation which gives us a level of assurance. Conversely while cyber-reliance exposes us to operational risk, emerging technologies and digitisation presents us with enormous opportunity to widen access, facilitate commercial growth and work more efficiently and collegiately. These opportunities are being maximised with the implementation of our Digital Transformation Strategy.

Changes in exchange rates, terrorism, or infectious diseases may impact audience behavior; in particular visits from abroad or the domestic families market. Our planning is agile enough to mitigate the threat to audience levels, informed by our Audience Development Strategy, which identifies more resilient and diverse audiences. In addition, we have taken every measure we can to ensure that the appropriate levels of vigilance and checks are in place across our five branches.

Internal threats involve the management of our considerable estate and replacement of IT legacy systems; specifically the significant funds required to manage and upgrade so as to bring fixed costs down to an acceptable level. Activities in some areas have been paused in order to progress our major projects and programmes in CP20. Whilst timelines can be extended, significant lack of timely investment may result in decreasing visitor satisfaction, escalating maintenance costs or increase the risk to systems failure/asset degradation. Increased contingency and our Exceptional Control Bid process ensure that exposure to this risk is minimised. Long-term masterplanning and delivery of the Estate Management Strategy ensure that in the longer term, this risk will reduce.

Our staff are key to the successful delivery of the Corporate Plan. We continue to invest in the business systems and professional development that enables all IWM staff and volunteers to possess the requisite knowledge, skills and tools; and the empowerment that this brings. Continued change and improvement has now become a norm, and during CP20 we will continue to bring about culture change. The delivery of a new staff accommodation block – Parkside – at All Saints in London, longer-term gains of our Digital Transformation and upskilling of staff and the work of our Cultural Change Ambassador Network will bring positive changes to our working culture and reduce adverse risks to staff motivation and productivity.

1 EY Item Club, January 2020

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8. Impact and outcomes

We know the important role we play as a national museum, looking after our amazing collections and telling remarkable stories to our audiences. It’s important for IWM to be able to evidence the impact we have on our communities and wider society (UK and Global). To enable us to do this better we have embarked on an important project working with Sonnet Advisory and Impact CIC to measure our social impact. The project will deliver a framework to measure and better demonstrate our impact and report on this framework throughout the plan. The results of the reporting will enable us to improve our planning as we prioritise investment into the activities that give the best value.

We’ve also commissioned consultants from Hatch Regeneris Ltd to undertake research to look at our economic impact to the communities around our branches and beyond. This work will mean that we can evidence the extensive economic reach and benefits all of our sites provide to their regions to our stakeholders – both locally and nationally.

Integral to improving the understanding of our impact, we have restructured how we monitor performance throughout our corporate governance. Each Governance Board will have its own performance dashboard which will include measures and performance indicators for inputs, activities, outputs, outcomes and impact. The strategic boards’ outcome measures will then be reported to SMT for review, with ELT reviewing the impact measures. This new model of working will encourage better conversations at the relevant governance level, help identify where any issues are occurring, and review the outcomes and impact for each area of our activity.

9. Our Financial Strategy

The Museum’s financial strategy is to:

1. Increase self-generated income, and the net contribution therefrom,2. Reduce fixed costs and manage the cost base efficiently, 3. Increase the financial robustness of the organisation, providing greater financial

flexibility for the future.

This Corporate Plan delivers on all of these strands. The overriding ambition is to ensure that additional reserves are created of over the course of the plan period. As well as providing further financial robustness to the organisation it will enable the Transformation IWM London 2 project to be fully underwritten if the remaining fundraising ambition for that project is not achieved.

CP20 Financial overviewFigures shown in £000s

2020-21 2021-22 2022-23 2023-24 2024-25 Total

IncomeTrading income 30,578 32,869 34,710 37,222 39,504 174,883

External funds 4,527 1,445 1,311 1,307 1,331 9,921

Grant in Aid 22,155 20,367 20,672 20,983 21,297 105,474

Subtotal 57,260 54,681 56,693 59,512 62,132 290,278

Expenditure Operational 27,476 27,263 27,497 27,819 28,406 138,461

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CP20 Financial overviewFigures shown in £000s

2020-21 2021-22 2022-23 2023-24 2024-25 Total

Expenditure

Project investment

20,751 6,156 5,236 4,926 4,144 41,213

Salaries 22,883 21,548 21,380 21,634 21,674 109,119

Contingency 1,050 1,100 1,150 1,200 1,250 5,750

Subtotal 72,160 56,067 55,263 55,579 55,474 294,543

CP20 Financial Summary Figures shown in £000s 2020-21 2021-22 2022-23 2023-24 2024-25 Total Net Position Income less Expenditure (14,900) (1,386) 1,430 3,933 6,658 (4,265)

Loan Finance from DCMS / (Repayment)

3,000 (1,000) (1,000) (1,000) (2,246) (2,246)

IWM contribution from Reserves

12,960 1,326 (355) 15 15 13,961

Net Cash Flow 1,060 (1,060) 75 2,948 4,427 7,450Cumulative Net Cash Flow 0 75 3,023 7,450

In delivering the financial strategy:

Income: Over the course of the plan income from trading will grow by 29% in cash terms representing a real term growth of 20%. IWM has a broad commercial income base including retail, public catering, corporate hospitality and events, private tours, admissions, membership, air shows, publishing, brand licensing and media sales & licensing. Key to us achieving our objective to grow net profit from commercial activities is investment in our infrastructure and systems so that that we are able to deliver an integrated, digitally responsive commercial operation.

External income is that from fundraising in the main. The first year is focused on completing the capital campaign for Transformation at IWM London, which has just over £1.5 million to achieve the full target. New campaigns and channels of unrestricted support will be developed as part of a new fundraising strategy. This will be presented to trustees later in 2020. Income from these is not included in the Corporate Plan at this stage.

Grant-in-aid funding from government is unknown beyond the first year. To provide robustness the plan is based prudently on a low inflation increase year on year thereafter to core resource and capital grants. The effect of this is flat funding in real terms year on year. This is insufficient for our needs.

The case has been made to government that the real term effect of grant reductions over the last 10 years is a decrease of over 40%. In cash terms this requires a minimum of £10 million p.a.

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new funding to restore the value of funding to previous levels from now onwards. This deficit has been made good through our own efforts of income generation and delivering efficiencies. This reality is that this is simply enabling us to keep current services running. The consequence of this prolonged and sustained underinvestment is a seriously deteriorating estate and core collections that are on the verge of being lost forever through deterioration and degradation. Of the new investment sought over 70% of this will be incurred outside of London.

Overall the funding mix for income is 66% self-generated for the totality of the plan period with 34% from government, taking to account the reserve funding from donations received for existing capital projects.

Expenditure:

The cost base is being controlled carefully across the plan. Operational expenditure reduces by 4% in real terms in year 5 compared to the first year. Efficiencies are being achieved to deliver year on year savings. Operational expenditure now includes lifecycle investment for security and ICT systems as “business as usual”. Salary expenditure includes a number of fixed term posts for the first year only which are related to the Transformation project. Nevertheless expenditure will reduce by 5% in real terms thereafter with staff able to benefit from the introduction of more flexible employment terms. Project investment is funded primarily through fundraising in the first year with core funding provided in the following years.

Overall the mix for expenditure is 47% on operational expenditure, 14% on project investment, 37% on salaries with a contingency of 2% for the full period of the plan. Financing:

The objective of delivering an increase to reserves is delivered with an increase of just under £7.5 million over the course of the next 5 years. Financing for the Parkside project has been achieved through a loan of £5 million from the Department for Culture, Media and Sport Museum Loan Fund in order to facilitate cash flow. This has been approved by Trustees previously. £3 million of the funding was drawn down in 2019/20 with the remainder in 2020/21. The loan is paid back in full during the plan period with the period of payback adjusted to 5 years formally. An earlier payback is permitted without penalty and this is what is provided for in the Corporate Plan.

Project investment:

Project investment of £41.2 million over the five-year period, supports the transformation of our business. It drives IWM forward by funding masterplanning and major projects, high profile activity and the infrastructure development that underpins this. A breakdown of the projects can be found in table 9.2 below. The successful delivery of these projects make us more resilient, by building audiences and commercial return, and helping us manage our fixed cost base more effectively.

Table 9.2

CP20 Project Investment Figures shown £000s 2020–21 2021-22 2022-23 2023-24 2024-25Transforming IWM London phase 2 11,447 555

Parkside 1,354 20

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CP20 Project Investment Figures shown £000s 2020–21 2021-22 2022-23 2023-24 2024-25Digital Transformation Programme 1,020 300 300 300 300

HMSB Masterplan 362 245 332 93

Public Programme 1,125 1,185 795 675 25

IWMD Masterplan 469 208 27 1,027 1,027

Dynamics of War 100

IWM North 220

Digital Preservation 636 713 561 393 409

New and Permanent Gallery Upgrades

215490 870 25

Facilities management, airfield and security programme of works

2,894 2,047 2,037 2,072 2,037

IWM Institute 99 108 38 38 38

Commercial and marketing development projects

415 210 224 239 244

IT infrastructure & systems 255

HR and Procurement strategic initiatives

118 53 30 42 42

Documentation 22 22 22 22 22

Total 20,751 6,156 5,236 4,926 4,144

Sensitivity analysis

In performing a sensitivity analysis, we have calculated that any further cuts to Grant in Aid (exceeding 5 per cent) will eliminate the annual contingency funds set aside entirely, leaving us exposed to risk given the necessarily limited investment we are able to make in our estates and infrastructure. This would result in us having to consider the introduction of charging at our free admission sites or closing one of our branches.

Regarding self-generated income, we have a wide portfolio of income generation activity. Given the increased profile of IWM this can be considered to be robust. The implementation of the Digital Transformation programme, including the Customer Relationship Management system, together with the membership scheme will both bolster this. Our catering contracts carry minimum guarantees and insurance protects us against the risk of serious business interruption.

A decline in audience numbers at our charging branches will impact on self-generated income, for example, a 20 per cent reduction means £3 million less in gross income. This will seriously impact our financial resilience and erode the progress we have been able to make through our income generation and efficiency delivery. Our programming, press and marketing activity, as well as the continued quality of our product and high levels of visitor satisfaction, mitigate this risk to some degree.

Should annual utility costs increase by a third, this would eliminate more than half of our annual operational contingency budget that we have set aside in each year. In light of geopolitical

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instability there may continue to be fluctuations in oil prices so we will continue to monitor utility costs carefully.

Some of our cost base is subject to possible hikes and super inflation, especially with the continued uncertainty around Brexit. This could impact on our ambitious masterplanning across the IWM estate. We have sought to minimise exposure to foreign currency fluctuations where this is deemed most likely.

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

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IWM performance measures 2020-2021 2021-2022 2022-2023 2023-2024 2024-25

1. FINANCIAL SUSTAINABILITY1.1 Self-generated income 62% 64% 65% 65% 66%1.2 Commercial net profit (inc. admissions) £20.5m £22.6m £24.2m £26.2m £28.1m1.3 Fixed Costs 62% 62% 61% 61% 60%1.4 Staff turnover 27.5% 25 % 25 % 20% 18 %2. PRIORITISE OUR AUDIENCES

2.1 Rated visit excellent 68% 75% 75% 75% 76%2.2 Number of visitors (‘000s) 2,626 3,084 2,878 3,070 3,1542.3 Number of unique web visits to iwm.org.uk (‘000s) 11,000 12,000 13,000 14,000 15,0002.4 Repeat visitors 37% 40% 40% 40% 40%2.5 Overseas visitors 46% 46% 46% 46% 46%3. BUILDING OUR BRAND

3.1 % of active marketplace that agree IWM’s global citizenship statement2 65% 66% 67% 68% 69%

3.2 Visitors who expected their visit to be excellent 28% 40% 40% 40% 45%3.3 Proportion of Visitors from BAME background 10 % 10 % 10 % 11 % 11 %3.4 Proportion of Visitors members reporting a disability 10 % 11 % 11 % 12 % 13 %3.5 Proportion of Visitors members reporting as C2DE 20% 20% 21% 22% 22%

4. EFFECTIVE STEWARDSHIP OF COLLECTIONS4.1 Content level framework records online 1.2 million 1.5 million 1.7 million 1.7 million 1.7 million 4.2 Digital assets available for use and reuse 300,000 500,000 800,000 1 million 1.3 million4.3 Proportion of collection stored in appropriate environmental

conditions81% 88% 88% 88% 88%

2 This performance indicator measures the net % of active museum/attraction visitors agree with the statement: “Imperial War Museums helps people, as global citizens, make sense of an increasingly unpredictable world – exploring the way war has shaped the local and the global community, appreciating diverse views, and challenging audiences to become ready to engage in difficult decisions for themselves, their communities and their world.”

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