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Page 1: Havering Museum Access & Audience Development Plans ......8 SWOT Analysis 44 9 Monitoring, Evaluation & Resources 51 ... Audience Development Plan: Section 2, Situational Analysis
Page 2: Havering Museum Access & Audience Development Plans ......8 SWOT Analysis 44 9 Monitoring, Evaluation & Resources 51 ... Audience Development Plan: Section 2, Situational Analysis

Havering Museum Audience Development & Access Plans:

Audience Development Plan

Matthews Millman Ltd with Cassie Herschel-Shorland NRAC consultant

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Contents Page

1 Introduction 1 2 Situational Analysis 4 3 Contextual Analysis 10 4 Product 14 5 Price & Place 30 6 People 32 7 Promotion 41 8 SWOT Analysis 44 9 Monitoring, Evaluation & Resources 51

10 Action Plan 54

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Havering Museum Access & Audience Development Plans Audience Development Plan: Section 1, Introduction

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1 INTRODUCTION

Matthews Millman and Cassie Herschel-Shorland have been commissioned by the London Borough of Havering and Havering Museum Ltd (the Museum) to develop an Audience Development and Access Plan to support a bid to the Heritage Lottery Fund for a new Museum in Romford.

1.1 Business Objectives

The business objectives of the project are as follows:

Provide robust, objective evidence upon which the Audience

Development and Access Plans are based; Provide realistic and achievable targets to inform the wider business

planning process; Develop strategies that are both easily understood and have practical

application in the shorter as well as longer term; Ensure that all recommendations are fully compliant with HLF

requirements; Ensure that all research and consultation is conducted to the highest

professional standards in compliance with the code of conduct of the Market Research Society;

Establish an inclusive approach that embraces the full range of potential markets and partners for the new Museum; and,

Provide a strong legacy of research and consultation tools, as well as a network of contacts, that can easily be used during the development of the new Museum.

1.2 Research Objectives

1.2.1 Audience Development Plan

The objectives of the Audience Development Plan are:

Provide a detailed analysis of Social, Technological, Economic and Political context within which the new Museum will operate (STEP analysis)

Identify comparators and competitors Develop an analysis of Strengths and Weaknesses of the operating

context, and Opportunities for and Threats to the project (SWOT analysis)

Identify core geographic catchment and options for market development

Evaluate attractions of and barriers to visiting the Museum Identify means of capitalising upon these attractions and overcoming

barriers Provide recommendations on Product: including core and special

education programmes, onsite and offsite activities, considerations for location and built environment

Provide recommendations on Price: a pricing strategy that meets access and income requirements

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Provide recommendations on People: realistic visitors targets, together with core, developmental and experimental market segments

Provide recommendations on Promotion: an appropriate deployment of individual elements of the promotional mix

Identify appropriate levels of resource (human, financial, capital) to deliver the ADP

Provide recommendations on monitoring and evaluation of the ADP

1.2.2 Access Plan

The nine objectives of the Access Plan are as follows:

set out strategies and actions for access to an inclusive museum service;

outline an informed approach to meeting legal duties; set best practice standards for access and inclusive design; identify potential barriers to access that may be physical, sensory or

intellectual; consider potential social, cultural and financial barriers to access; provide recommendations to remove, reduce or avoid potential barriers

to access that may be physical, sensory or intellectual; set up consultation with local disabled people; provide a tool by which the Museum can establish responsibilities for

reasonable actions, plan timescales and indicate resource implications; and,

provide measures to monitor outcomes of the Access Plan

1.3 Methodology The methodology used for the preparation of the Audience Development Plan comprised:

Desk research; Structured face to face interviews with the general public at population

points throughout the London Borough of Havering; Postal survey to the Friends of Havering Museum; An online survey hosted on a Romford local history website; Depth telephone interviews with Museum Board members; Depth telephone interview with representative from Local Education

Authority; and, Qualitative research comprising 2 focus groups – one with Museum

attenders and one with non-attenders in the area.

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1.4 Samples The process and outcomes of this research were restricted by a narrow six- week timescale. Total samples were: Table 1: Methodology & Samples

Methodology Total Sample Face to Face Survey 102 interviews in the following locations:

Romford: 25 Rainham: 25 Harold Hill: 25 Hornchurch: 27

Postal Survey 29 (a 54% response rate) Online Survey 24 (hosted on local history website) Depth telephone interviews with Board members 10 Depth telephone interview with L.E.A 1 Focus groups with museum attenders and non attenders

2 groups x 9 people in each

1.5 Reporting Outputs

The documents produced by Matthews Millman as a result of this process are:

Audience Development Plan (this document) Access Plan Appendix One: Market Appraisal Appendix Two: Quantitative research Appendix Three: Qualitative research

1.6 Report Structure

The structure of this Audience Development Plan (the ADP) has been informed by guidelines provided by the HLF and is designed to take account of key elements of the marketing mix. It begins with a Situational Analysis of the proposed Havering Museum offer, including its vision statement, aims and heritage merit, together with its audience development policy and approach to customer service.

Thereafter, in order to set the context of the Plan, a brief summary of the Social, Technological, Economic and Political context (STEP analysis) within which the Museum will be operating is provided. Product development strategies are described, followed by pricing and opening hours; an analysis of market potential and a quantified segmentation of the market; a promotional strategy; and an evaluation of the project’s Strengths, Weaknesses, Opportunities and Threats (SWOT). This document concludes with a section describing monitoring and evaluation processes and marketing resources, together with an action plan that provides a summary of the main points of the strategy.

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2 SITUATIONAL ANALYSIS 2.1 Havering Museum: Significance & Value 2.1.1 Background

Proposals to establish the Havering Museum have been under consideration for several years. As part of the regeneration of Romford Town Centre, premises have been identified in the former local brewery, and initial funding has been allocated to support the work required to create the Museum. This will be an independent organization which will rely upon income from admissions, events, retail and sponsorship, and from funding applications.

2.1.2 Premises

The premises identified as a home for the new Havering Museum comprise the ground floor of one of the few remaining structures of the Romford Brewery. This building of yellow stock brick was constructed in several phases around 1900, and straddles the river Rom which provided the brewery’s water supply. None of the brewing equipment survives within the building, but its 1890’s mahogany bar with mirrored panels has been preserved and will be reinstated in the Museum.

2.1.3 Collections

Objects which record and illustrate the local history and archaeology of Havering are held by the Borough Council's Local Studies Library and Havering Museum Limited, and have also been identified in the collections of several other museums. The material in the Local Studies Library includes watercolours and prints by A B Bamford which were displayed in a museum run by Hornchurch UDC until 1953 as well as objects preserved with the aim of housing them in a future museum. The important Hornchurch Hoard of 13th century silver pennies is currently on loan to Chelmsford Museum but will be returned for display in the new Museum. Havering Museum Limited has made a small collection, mostly donated by local people. This comprises ephemera and illustrations, material relating to the history of the Brewery and other local manufacturers. The British Museum holds two Saxon glass drinking horns from Rainham and several others excavated items from the Havering area. It has indicated that it would be agreeable to lending such objects, including one of the drinking horns (the other is on display), providing that the Museum can meet the security and conservation conditions required. The Museum of London holds archaeological excavation archives from the area, including a number in the process of being transferred from the former Newham Archaeology Service (Passmore Edwards Museum) which is now closed. Finds from these holdings will be made available on loan on similar conditions.

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These objects range over many centuries, from prehistory to the present and though the quantity is not large, they are worthy of display and provide a rich resource around which to build the museum.

2.2 Vision & Aims 2.2.1 Vision

The vision for the new Museum is to be a leading local history museum through bringing together, and telling the stories of the local communities, local people and contrasting population centres in the London Borough of Havering.

2.2.2 Aims The aims of Havering Museum are to:

enable local people and visitors to the Borough to engage with Havering’s local history;

deliver high quality facilities for discovery and inspiration as well as

formal and lifelong learning;

play a central role in delivering a rich mix of activities and experiences for visitors to Romford Town Centre;

work in partnership with other cultural organisations and local

communities to develop exhibitions and activities;

act as a ‘gateway’ for access to other museums in Havering;

help to raise the profile of cultural and leisure provision in the London Borough of Havering as a whole; and

increase resident satisfaction with museums in the borough.

2.3 Location

The location of the proposed Museum places it at the heart of Romford Town Centre, and a short walk from the historic market which was established in the 1240s. It is close to shops and restaurants, and to the British Rail overground connecting Liverpool Street Station to destinations in Essex and East Anglia. Romford Town Centre is also served by 22 regular bus routes (numbers 5, 66, 86, 103, 128, 165, 174, 175, 193, 247, 248, 252, 294, 296, 347, 351, 365, 370, 496, 498, 499, 500). Both the railway and bus stations are within a short distance of the proposed museum site. The 128, 165 and 496 bus routes all stop at Romford Brewery. A controlled parking zone operates in the Town Centre and there are seven council run pay car parks within walking distance of the proposed museum site.

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2.4 Services & Facilities for the Public Full details of proposed services and resources for the new Museum are provided in section 4 below. The main features will be:

ramp to entrance with a display of local events; market display; shop; reception/pay desk; toilets including disabled w.c and baby changing facilities; education room; area for shopping store and cloaks; information screen and seating; permanent displays; temporary exhibition area; and, audio visual projections.

2.5 Management & Key Stakeholders

2.5.1 Management

The Museum will be managed by an independent body, Havering Museum Ltd. This currently comprises Board Members, and is supported by a Friends’ organisation.

2.5.2 Key Stakeholders and Initiatives1

The key stakeholders for this development, those who will form potential delivery partners for this ADP, and initiatives with which the new Museum will engage include:

i) Local Authority & politicians

Local Authority; Culture and Leisure Services (especially the Arts

Service and the Historic Buildings and Landscapes Service; Local Authority departments across Education, Libraries (especially

Local Studies), Regeneration & Renewal, Sport and Youth; and, Elected Members.

ii) Community and Access Groups2

Faith groups; Havering Association of People with Disabilities (HAD); and, Havering Access and Advisory Group; Havering Residents Association; Havering Twinning Association; Netmums – provides information and support for other local mothers,

Sensory Disability Team; and, Romford Lions Club

1 This list has been informed by research undertaken for Appendix 1, Market Appraisal 2 This list has been informed by research undertaken for the Access Audit and Access Plan, in particular by consultation with Havering Association of People with Disabilities (HAD)

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iii) Culture, Leisure & Heritage3

Eastbury Manor House; Fairkytes Arts Centre; Havering and East London Ramblers Heritage Lottery Fund (HLF); Hornchurch Hillfield Rocket Team Hornchurch Photographic Society Local Authority Museums in Greater London, particularly Redbridge

and Hackney; London Hub museums; Museums, Libraries and Archives Council (MLA); Queens Theatre Hornchurch (and Hornchurch Cultural Quarter); Rainham House (National Trust); Romford Photographic Society; Upminster Camera Club; Romford markets; Upminster Library Reading Group; Upminster Tithe Barn; Upminster Windmill; and, Wykeham Singers.

iv) Local History Societies

Romford History email discussion group; Romford and District Historical Society; Friends of Havering Museum; and, East of London Family History Society.

v) Formal Learning4

Local Education Authority; 65 primary schools, 18 secondary schools (5 with sixth forms); 4 special needs schools; 2 independent schools (primary and secondary); 4 independent schools

(primary only); University of East London (Barking, Dagenham, Stratford campuses); University of Greenwich; and, Goldsmith’s College

vi) Health/Environment5

Age Concern; Every Child Matters’ initiatives; Fit for Life network; Primary Care Trusts and family centres; Parkland/green space including Gidea Park, Thames Chase Forest

Centre; Hainault Forest Country Park; and, Wellgate Community Farm.

3 See: Appendix 1, Market Appraisal sections A1.5 and B1 and B2 4 See Appendix 1, Market Appraisal section A1.2.1 5 See Appendix 1, Market Appraisal section A1.5.1

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vii) Sport

Central Park Leisure Centre; Chafford Sports Complex; and, 2012 initiatives/London Organisation Committee for the Olympic

Games (LOCOG).

viii) Youth & Older people initiatives6

Creative Partnerships; Every Child Matters; Havering Children’s and Young People’s Plan and Youth Service

Annual Delivery Plan; Sure Start; YMCA; and, Young People’s partnerships and volunteering. Opportunity Age; and, Sure Start to Later Life.

ix) Romford Town Centre and Market

The Town Centre Manager; The Liberty; The Brewery; The Romford Town Centre Partnership; and Market Traders.

2.6 Audience Development Policy

2.6.1 Policy

The Audience Development Policy for the new Museum will be to:

adopt the social model approach to access and inclusion; involve and consult with deaf and disabled people; remove or minimize physical, sensory and intellectual barriers to

access; aim to meet best practice for access and inclusive design where

feasible and within available resources; reach out to and engage with people from all parts of the Borough of

Havering; give an experience that crosses physical and intellectual boundaries;

and, provide a flexible, professional resource for a range of different

learning and communication styles.

6 See Appendix 1, Market Appraisal section A4.2.1.2 and 4.2.1.3

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2.6.2 Customer Service The Havering Museum will aim to:

provide a polite, friendly, professional and inclusive service; publish and adhere to guarantees for response times in accordance with

LBE policy; listen to, learn from and incorporate the views of the people who visit;

and, take a holistic approach to meeting the needs of its users, including customer care training (for staff and volunteers), cultural orientation

and access awareness, disability equality and communication skills training.

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3 CONTEXTUAL ANALYSIS

This section of the Audience Development Plan provides a summary of operating context for the new Museum in Havering7.

3.1 Social Context

The London Borough of Havering is the second-largest London Borough. It has an ageing population and is generally affluent when compared with other London boroughs and the English Local Authority indices as a whole. Havering has a low Black, Asian, Minority Ethnic (BAME) population compared to other London boroughs, and is home to relatively high proportions of retired residents compared to Greater London as a whole. The highest proportions of Havering residents are classified in lower managerial and professional occupations and intermediate occupations or as social grade C1. The Borough’s demographic will be greatly influenced by developments for both the Thames Gateway and for the 2012 Olympic and Paralympic games. Plans include 5,000 new homes and 15,000 new jobs. The Havering Zone for Change (covering Rainham Marshes, South Hornchurch, Elm Park, and Winnington) also plans for 1,825 new houses and 4,000 new jobs. Transport impacts will include extensions to the Docklands Light Railway, the Jubilee line and Silvertown, and also the Crossrail link. Infrastructure developments include the growth of the financial centre at Canary Wharf; the urban village on Greenwich Peninsula; and the Olympic village. In addition, transport improvements for the Borough have been supported by £2.91 million of investment from the Mayor of London. There are an estimated 250,000 regular shoppers to Romford Town Centre and the Romford Market Strategy highlights plans for developing a more focal point in the Town Centre, branding and signing, and the use of the square for car parking on non market days. There are a number of additional leisure attractions / facilities in Havering as well as plans to create a cultural quarter in Hornchurch, building upon the success of the Queen's Theatre. With regard to wider trends, the Department of Culture, Media and Sport’s (the DCMS) national survey, Taking Part, indicates that 51% of the respondents in London have visited a museum or gallery in the last 12 months, higher than any other English region.

3.2 Technological Context

Changing leisure trends in the UK present leisure attractions and facilities with new challenges in terms of providing a variety of users with a quality product that represents both value for money and value for time. In 2006, 57% of the

7 See Appendix 1, Market Appraisal for full details

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households in Great Britain had Internet access at home, an increase of 26% since 2002. As a result of this increase in ICT provision, the Museum sector is developing new ways of attracting virtual visitors in the comfort of their own home. The switchover from analogue to digital signals is due to take place in 2012 for London, and will increase the range of digital media and specialist television channels available in every household. According to OfCom, digital TV penetration has recently increased to 80% and a government scheme is being introduced, funded by the licence fee, to assist households with elderly or disabled people living in them with the digital switchover. In addition wireless technology, mobile phones and personal data assistants / handheld computers will provide opportunities for the Museum sector to work with emerging technologies.

3.3 Economic Context

London accounts for 15% of the total UK employment and for 18% of the UK's GDP, with economic activity more focused on financial and business services and less on manufacturing and the public sector them for the UK as a whole. London has also recently had the highest rate of annual growth of employment in creative industries of any region in the UK. In Havering gross weekly pay was £518.70 in 2006 compared to £540.80 in Greater London and £449.60 for Great Britain. Havering's retail and leisure study (2006) predicts significant growth in leisure spending, the majority of which is likely to be spent in food and drink establishments. Thames Gateway is the largest regeneration area in the country, with the London part of the Gateway set to accommodate around 250,000 additional jobs and 140,000 homes by 2016. In the London Plan (2004), Romford is designated as an area for regeneration and a focus of major investment. Furthermore the London Olympics in 2012 are expected to generate enormous economic benefits for the UK and London and in particular East London that will last beyond 2012.

3.4 Political Context

Cultural policy is becoming increasingly prominent, led at a national level by DCMS and more specifically the Museums, Libraries and Archives Council (the MLA). The vision for the Museum and Gallery sector is that it will fulfill an integral role in education, learning and skills development among people of all ages, and that it will contribute to community cohesion, economic development and foster creativity. At a regional level, London's cultural strategy 'London - Cultural Capital - Realising the Potential of a World-Class City' (April 2004) identifies four key objectives: excellence, creativity, access and value, all underpinned by the principle of diversity. In Havering, the Borough Council's cultural strategy focuses on town centres, children and young people and community cohesion.

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3.5 Potential Market for Havering Museum8

3.5.1 Population Size

The map9 below illustrates three drivetime areas surrounding the site for the proposed museum10.

Map 1: Drivetime areas

The population in each of these catchments is as follows:

the 10 minute drivetime area has a population of 127,003; the 15 minute drivetime has a population of 335,886; and, the 30 minute drivetime has a population of 1,620,743.

3.5.2 Population Profiles

all the drivetimes have a similar proportion of men (48%) and women

(52%);

the age profiles of all the drivetimes are very similar: just over 40% of the population in each of the areas is aged 25-54 years. The 10 and 15 minute drivetime have slightly higher proportions of people aged 65 and over (17%) compared to the 30 minute drivetime (14%);

the proportion of the population describing themselves as ‘White’

decreases considerably as the size of the catchment areas increases: 94% of people in the 10 minute drivetime area describe themselves as

8 See Appendix 1, Market Appraisal 9 See Appendix 1 Market Appraisal for individual maps 10 Romford Old Brewery

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‘White’; 90% describe themselves as ‘White’ in the 15 minute drivetime area; 77% describe themselves as ‘White’ in the 30 minute drivetime area;

correspondingly, the 30 minute drivetime area is home to higher

proportions of ‘Asian or Asian British’ people (12% compared to 5% in the 15 minute and 2% in the 10 minute drivetime area) and ‘Black or Black British’ people (8% compared to 3% in the 15 minute and 2% in the 10 minute drivetime area);

around half of the households within 10, 15 and 30 minutes drive of

the proposed museum site comprise married couples (50% in both the 10 and 15 minute and 45% in the 30 minute drivetime area). One person households account for around over a quarter of households in each of the three drivetimes;

over 60% of the population in each of the catchment areas are

employed, although people in the 10 minute drivetime area are slightly more likely to be employed (64% compared to 61% in the 15 minute and 60% in the 30 minute drivetime area). People living in the 30 minute drivetime area are also slightly less likely to be retired (12% compared to 14% in both the 15 minute and 10 minute drivetime areas); and,

in terms of social grade, all three drivetime have quite similar profiles,

the largest being social grade category C1 with around a third of people from each drivetime being in this category. The remaining categories show an even spread with proportions between 15-20% throughout.

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4 PRODUCT 4.1 Positioning

The positioning of the new Havering Museum will rest primarily upon its identity as:

a local museum telling the stories of local history for local people

In response to public consultation the positioning of the new Museum will be encapsulated by the following organisational qualities11:

a friendly, welcoming organisation; an informal, relaxed experience; a place for discovery and learning; an organisation that engages in conversations with its visitors,

conversational and willing to answer questions; a social space for families, groups of friends and colleagues; and, a private space for thinking, quietness and reflection.

4.2 Product Engagement: Barriers to Attendance

4.2.1 Generic Barriers

The HLF has identified the following six possible barriers to public involvement in heritage and heritage sites:

Organisational Physical Sensory Intellectual Cultural Financial

The considerations for the proposed new Museum in Havering are analysed below, and means of overcoming potential barriers are embedded throughout the Audience Development and Access Plans.

11 See Appendix 3, Qualitative Research for perceptions of the new Museum

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4.2.2 Organisational Barriers Table 2: Organisational Barriers & Controls

Barriers Markets Controls Reliance on earned income might result in prohibitive admission charges

All Competitive ticket prices; free or reduced price entry for children; discounts for people with disabilities and those on income support

Independent organisations can be inward looking/lack accountability to the wider world/work to their own agendas and convenience

All Promote opportunities for volunteering and involvement; promote inside track opportunities and Friends; use Friends as ambassadors; work in partnership with other local organisations; develop media partnerships; implement high standards of customer care, volunteer training; conduct and publish formal evaluations verified by a third party

Small independent organisations often lack resources to raise wider awareness/reach out to the market place

All Promote opportunities for volunteering and involvement; use Friends as ambassadors; conduct talks/lectures offsite; work with other museums and cultural providers; develop media partnerships; implement procedures for data capture and keeping in touch with visitors; involvement and consultation with deaf and disabled people; development of online resources

Reliance on volunteer workforce can result in variable standards of delivery

All Recruit volunteers to specific job descriptions and skills specifications; Implement regular induction programmes, product knowledge updates, and customer care training; cultural orientation, access awareness, disability equality and communication skills training; adoption of social model approach

Limited/variable opening hours can restrict access and cause confusion

All Publish and maintain regular opening hours; be responsive to public demand for weekend opening and one evening opening per week

The organisational barriers principally relate to the Havering Museum’s status

as an independent organisation, reliant on the goodwill and help of volunteers. With little public subsidy, the organisation will necessarily be reliant on earned income via admissions and on retail. In addition it is often a struggle for small, independent organisations to generate wider awareness of their work.

Opening hours will necessarily be restricted by the proposed business model,

and also because of availability of volunteer staff.

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These constraints apply to all categories of visitor. They can be mitigated through a range of means, not least through competitive admission charges and free entry for specific market segments. The Museum can ensure that it maintains an outward looking perspective through broadening its pool of volunteers, promoting opportunities for involvement, the continued development of its Friends scheme and through building media partnerships. The development of its online resources will help the Museum to increase its reach, as will procedures enabling follow-up communication with visitors and a continuous programme of consultation with local people.

The Museum can also ensure that it responds to the demands of its local

population by opening at weekends and also on one evening per week.

4.2.3 Physical Barriers Table 3: Physical Barriers & Controls12

Barriers Markets Controls Town Centre parking

People living further away; people with disabilities

Publicise excellent public transport links; promote availability of Town Centre parking; Romford Market Strategy proposes use of market square for car parking on non market days; liaison with highway services for parking and drop-off

Town Centre safety

Older people Opening hours will be predominantly in daylight; promote other facilities in the area/fact that this is a central not a remote location

Signage/side approach with limited sight lines

All The Romford Market Strategy presents opportunities for improved signage; high visibility on outside of building (banners); strong signage with good contrast on glass entrance doors

Age of the building: not appealing / problems with adaptation

Younger people/people with disabilities

Strong signage/promotion as landmark in Town Centre; use of rich colour in banner / external decorative finishes; link with other Town Centre facilities; ensure that the Museum meets current inclusive design standards during development and fit-out

Internal circulation

All Internal signage system/multi-sensory wayfinding; interpretation to assist journeys through the Museum

12 See also Access Plan recommendations regarding parking, signage, pavements and entrances, and internal access

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Despite the plethora of bus routes in Romford Town Centre and good rail links it is inevitable that visitors from further away, and those combining a visit to the Museum with shopping or other activities will need to park. Indeed, parking emerged as a perceived barrier during the consultation process with local people13. The Romford Market Strategy has potential solutions to minimise these barriers, and the Museum will of course promote public transport links as well as car parking already available.

Other concerns emerging from public consultation relate to the need for bold

and consistent Town Centre signage, as well as high visibility on the front and sides of the building. Some older buildings also suffer from problems with front entrance access and internal circulation, but in the case of this new development the site should be fully compliant with the duties of the Disability Discrimination Act (DDA) and meet current inclusive design standards and Building Regulations Part M for access to buildings.

. 4.2.4 Sensory Barriers

Table 4: Sensory Barriers & Controls14 Sensory Barriers Markets Control Visual: light, wayfindings, interpretation

Visually impaired people

Best practice design and interpretation including good visual contrasts; interpretation providing a complete non-visual experience including audio description, tactile elements and object handling and talks; transcripts in large print; and access awareness/disability equality and communication training for volunteers and staff

Auditory Deaf, deafened, hard of hearing people

Best practice design and interpretation including visual information; text, transcripts, audio description, subtitles and possibly BLS; talks in BSL by local deaf people, interpreter and lip-speaker or spoken talks; training for volunteers and staff

Design proposals for the new Museum take full account of the importance of

providing a multi-sensory experience to enhance the enjoyment of all visitors. In particular, the proposals will take account of the need to provide a range of facilities for people with visual impairment, and people who are deaf, deafened or hard of hearing. Havering Museum has developed a Policy for Access, and will deliver this through the range of means described in the Access Plan.

13 See Appendix 3, Qualitative Research and also outcomes of consultation with Havering Association

for the Disabled for the Access Plan 14 See Access Plan for a more detailed description of these barriers and for recommendations

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4.2.5 Intellectual Barriers Table 5: Intellectual Barriers & Controls

Intellectual Barriers

Markets Control

Complexity of themes and / or stories from local history

All visitors not already aware of Havering’s history

The interpretation strategy will focus on local / human interest stories, with more technical supporting information available for professional visitors and those in further / higher education

Level of language used in interpretation/use of technical terminology

People with learning difficulties; people whose first language is not English; school students

Use of clear non-technical English for text and labels. Grouping of objects, use of images, tactile and other contextual materials, will provide clear ‘messages’ to viewers. Specialist materials targeted to all Key Stages will also be developed. The emphasis will also be upon hands on activities. Consideration will be given to providing translations of key texts. Talks and tours will also be provided.

The collections themselves and the interpretation strategy linking them will be

key to overcoming intellectual barriers. Additional support materials, guided tours and talks, will also be provided to ensure maximum access. The Havering Museum will also provide learning opportunities for people of all ages, with specific links to the National Curriculum and provision of bespoke materials for teachers at both primary and secondary levels.

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4.2.6 Cultural Barriers

Table 6: Cultural Barriers & Controls Cultural Barriers

Markets Control

Lack of experience of visiting museums

Non visitors The interpretation strategy will demonstrate the links between the past and present, ensuring relevance to how people live now. Promotion of links with family history. Provision of Question and Answer materials by way of an induction for first time visitors; volunteers will provide a friendly, informal welcome at the front entrance and be on hand to answer queries.

Collection content

BAME residents/new residents

The Museum will develop its collections in consultation with the full range of ethnic groups in the Borough. It will also seek to embrace the changing demography through its temporary exhibition programme, and through its accompanying activity programme.

Brewery Religious groups/parents of young children

Prominent promotion of the change of use of the building; communication of the role and function of the Museum as a place of learning and discovery

In common with many studies among non museum visitors, the public consultation for this Audience Development Plan revealed negative perceptions about the proposed Museum: it would not be relevant, would be boring, and would only cater for school children. However, when engaging with the proposed subject matter and its relevance to the present day these perceptions were reversed. There is also an increasing level of engagement with family history among the general public, and this is another area where the Havering Museum stands to benefit. An additional barrier that may affect some Black, Asian and Minority Ethnic groups (BAME groups) or parents bringing children is the perception of the brewery building itself. Strong branding of the site as a Museum for local people should help to offset any negative perceptions.

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4.2.7 Comparators15

The following museums were studied as comparators:

The Barnet Museum; Brent Museum (formerly Grange Museum of Community History); Bruce Castle; Chelmsford Museum; Church Farmhouse Museum, Hendon; Epping Forest District Museum; Hackney Museum; Redbridge Museum; Thurrock Museum; Valance House Museum, Dagenham; Vestry House Museum, Waltham Forest; and, Watford Museum.

Admission to all of the museums above is free, and visitor figures range from 3,000 at the low end (The Barnet Museum) to just under 45,000 at the high end (Epping Forest District Museum)16. Opening hours range from three to six days a week and from 10.00am at the earliest to 5.30pm at the latest. Some museums such as those in Brent and Hackney provide one late evening opening per week. Most offer educational facilities either free of charge or with nominal charges for handling sessions and special activities. They incorporate features that include:

links to the National Curriculum; school information/activity packs; two dimensional travelling displays; loan boxes; object handling sessions; workshop sessions; INSET training sessions; and, online resource

15 This information is taken from Appendix 1, Market Appraisal section B2 16 The latest figures available in some cases are for 2002/03 and in others for 2005/06

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Map 2: Comparators

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4.2.8 Competitors

The new Museum in Havering will not suffer from any direct competition from other local museum providers, and should benefit instead from forging links with those in neighbouring boroughs.

However, easy access to central London means that many people in the local area can visit national museums and galleries along with other cultural attractions, and may overlook a local museum in favour of these. This is supported by the findings of consultation with local museum attenders: while many are strongly in favour of a local museum, they are inclined to view this as a one-off visit rather than a regular part of their cultural or leisure portfolio17.

The most severe competition comes from the increasing range of learning and leisure choices available, not only as physical assets but also online. While spending on leisure is increasing, people are feeling increasingly time poor, and the residents of the London Borough of Havering have a range of other leisure options available. Shopping, in particular, is a growing leisure activity. However, the location of the new Museum provides Havering Museum Ltd with opportunities to develop close links with local traders, restaurateurs and leisure providers, rather than to view these as providing direct competition.

17 See Appendix 3 Qualitative Research

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Map 3 Competitors

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4.3 Product Engagement: General Visitors 4.3.1 Key Interests18

General visitors are interested in a range of proposed exhibitions, and are most interested in the following (presented in order of priority);

exhibitions about the history of the local area; art exhibitions; photography exhibitions; exhibitions about local people; historic room displays; interactive displays; and, personal accounts by local people.

They are least likely to be interested in online exhibitions. The following themes prove interesting to them (presented in order of levels of interest):

crafts and industries; art; war time; archaeology; old photographs; local people; the market and shopping; village, town and suburban life; and, transport.

Slightly lower proportions of the public in the survey are interested in sport and pastimes, although this theme proved of great interest to non museum attenders involved the qualitative research. Royal palaces and big houses, landscape and farming aroused least interest in both quantitative and qualitative research programmes.

4.3.2 Facilities & Activities19

Potential visitors to the new Museum show most interest in the following facilities and activities (presented in order of levels of interest):

tours of the museum; a place to research family or local history; and, displays of Havering’s history and heritage.

Other facilities that generated reasonably high levels of interest were a shop; activities for children; internet access; a space for community groups to use; and audio tours.

18 See Appendix 2 Quantitative Research sections 3.7 and 3.8, and Appendix 3 Qualitative Research 19 See Appendix 2 Quantitative Research section 3.6 and Appendix 3 Qualitative Research

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4.4 Product Engagement: Formal & Lifelong Learners 4.4.1 Formal Learners

The General Inspector of Learning and Teaching in the Local Education Authority (the LEA) welcomes the full range of proposed themes and activities. Formal links to the national curriculum are highlighted, but the Museum is also seen as an opportunity for involving vulnerable groups (particularly in Rainham and Harold Hill). Activities such as asking children in these areas to ask their grandparents about the past, and about experiences in the second world war, were mentioned.

4.4.2 Lifelong Learners

Respondents to the online survey posted on the local history website prioritised the following activities, exhibitions and themes20:

i) Activities

displays about Havering’s history and heritage; opportunities to research family and local history; tours of the Museum; and, audio tours.

ii) Exhibitions

history of the local area; personal accounts by local people; photography exhibitions; historic room displays; and, online exhibitions.

iii) Themes

old photographs; village, town and suburban life; the market and shopping; war time; and, transport.

4.5 Product Development 4.5.1 Welcome/reception The ramped entrance to the Museum will lead to an open area comprising a reception desk, shop, directions to w.cs and the education room. As the welcome point for the Museum it will also include:

clear and prominent signage; take and keep leaflets with a layout plan; welcome desk for meeting and greeting; merchandising area; leaflet racks housing local information leaflets.

20 See Appendix 2 Quantitative Research sections 7.6, 7.7 and 7.8

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4.5.2 Permanent Exhibition Areas21 The permanent exhibition areas will comprise:

introduction graphics and recent acquisitions showcase; map of Havering, possibly showing representations of the Borough

past and present; Fact posts and show cases; Themed headings (see 4.6.3 below); a series of ‘pods’ containing multi-faceted displays, interactives, oral

history, seating, and databases; additional seats; brewery counter/bar.

4.5.3 Temporary Exhibition Areas The proposals for the new Museum also include space for temporary exhibitions which will comply with loan criteria of national museums. 4.5.4 Formal & Lifelong Learning Resources

The plans include provision for an education room which will be situated

adjacent to the curator’s office. 4.6 Product Development: Content

The results of the consultation have been used to inform priorities for the new Museum, and will continue to be used to develop ideas around the presentation of core collections, the enhancement of these, and the programme of special exhibitions.

4.6.1 Collecting Priorities

The Museum will develop its collections to include evidence for many aspects of everyday life in the area that is now the London Borough of Havering. Future collecting will be carefully planned and will be based around annual collecting and recording projects. Each will provide an opportunity for researching, recording and presenting material relating to a specific theme and will provide the basis for an exhibition, performance, publication, web pages or a combination of some of these. Volunteers will be selected to create a team who will assist with each project. In this way, different community groups and localities can become involved in the work of the Museum, small groups of people will be trained in local history and museum skills and will contribute their own expertise and knowledge to the Museum, and gradually a bigger pool of potential volunteer supporters will be created. Themes to be covered in the Museum’s first few years might include the Brewery, domestic life, local products and childhood.

21 See Design Plans and Interpretation and Education Strategy for full details

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4.6.2 Inclusivity

The Access Audit that has been conducted in tandem with the research for this ADP has been commissioned to ensure that the new Museum is fully inclusive. The two processes have been complementary, and the findings mutually supporting.

The consultation for this report reinforced the need for the use of alternative interpretation facilities for people with visual impairments and for the deaf, deafened and hard of hearing22.

In addition, a theme running through consultation with museum attenders and non attenders was the need for the new Museum to reflect the communities it seeks to serve. Ways in which the Museum may seek to do this will be:

generating activities and special exhibitions in partnership with the local community;

programming exhibitions that reflect the diversity of the community; and,

involving local people in developing the collections.

The timescale of this project allows for continued research and development in partnership with the Borough’s communities, and for developing the collections through increasing the Museum’s network of contacts23.

4.6.3 Themes & Stories24

The history of the Borough, the collections and the brewery building itself will define the content and approach to the interpretative scheme. Three themes will underpin the storylines, namely: the museum premises, the place, and the people:

Romford Brewery: the building; mediaeval pubs/brewers; water

supply; market and trade; small town services; later manufacturing; office work;

Place in general: road systems; prehistoric settlement; rivers and

water supply; villages; moated sites; rural economy; railways; brickearth for building; early street plans; churches; social and political life;

Place/local: Havering atte Bower; Hornchurch; Rainham; Romford;

Upminster and other population centres; People: Royal family; religious landowners; characters;

military/defence links; benefactors/care of the poor; childhood; sporting activities; C20 celebrities; local politicians C19 – 21; reminiscences.

22 See Access Appraisal and Access Plan recommendations 23 See also Interpretation and Education Strategy sections 3 and 4 24 See Interpretation and Education Strategy for full details

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4.6.4 Components of Interpretation25

These will include display cases of objects with texts, as well as five ‘pods’ telling the stories of the five main settlements in the Borough. Other components will include illustrated graphics; labels and captions; contemporary quotations; portraits; perfumes and aromas; models, textured plans and three-dimensional images; handling sessions and objects to touch; sound and moving images; visitor contributions; presentation and performances.

4.7 Product Development: Activity Programme 4.7.1 Tours & Special Exhibitions A regular programme of general tours and touch tours will be included in the Museum’s activity programme, and will be preceded during the first six months after opening by a programme of open days and induction tours. Bespoke tours will be aimed particularly at community groups within the Borough. Audio tours will also be on offer, and available in different languages.

Three quarters of people included in the research for this Audience Development Plan agree that special exhibitions would interest them, and qualitative findings indicate that special exhibitions would encourage people to make repeat visits26.

The Museum will present a maximum of two exhibitions each year using its own resources, and also present exhibitions devised by other organisations. Trained volunteers will support the development of these special exhibitions.

4.7.2 Learning27

The Museum will have capacity to book in single classes of around 30 children at any one time. Groups will be able to use the education room to store coats and lunches. Most formal learning sessions will relate to Key Stage 2 (7 – 11 years) of the National Curriculum. Additional plans include:

late afternoon or whole-day INSET sessions for teachers; school holiday activities for family groups; special events for adults; and, a research group to develop skills and support the Museum’s

development of collections, exhibitions and publications.

25 See Interpretation and Education Strategy section 5 26 See Appendix 2 Quantitative Research section 3.9, and Appendix 3 Qualitative Research 27 See Interpretation and Education Strategy section 6

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4.8 Product Development: Online

The internet is becoming an increasingly important medium for the dissemination of information about museums and the provision of opportunities for engagement with them. There is no Havering Museum website as yet but Havering Borough Council’s website includes useful information on the heritage of the area. The local history database (which will be developed for use in the exhibition pods) will form the core of our digital resources. It will draw upon a range of collections and will link strongly to the Local Studies Library. It will include images, text and interactive things to do. At first it will only be available at the Museum. Once it is established, however, and our proposed outreach / education worker(s) have learnt from experience how effective our interpretative resources can be, we hope to develop a rich and lively website. This will be built upon a base of solid research and will include the exhibition databases, learning resources, links to a variety of other collections and special interest groups and will have the potential to become the first point of call for all who wish to discover more about Havering’s past. During the focus group discussions there was a recurrent emphasis upon the need of the Museum to reach out across the Borough and across the range of communities. Online developments will be a key means of achieving this, and these will also be an important tool for preparing potential visitors for a physical visit. In addition, the website and resources within this will enhance formal and lifelong learning opportunities.

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5 PRICE & PLACE 5.1 Pricing Policy

The pricing policy for the Museum will be designed to allow for maximum access for a wide range of markets, as well as ensuring that admission charges contribute to the Museum’s business model. Public consultation revealed that two thirds of people would be willing to pay an entry fee, of whom most (42%) would pay £3 or less; 27% would be willing to pay £4 - £6; and 24% would pay £7 - £1028. More detailed consultation with non-museum attenders during focus group research revealed a willingness to pay £2 - £3, but an insistence that children should be able to visit without charge. In addition, it is important to note that non-attenders’ perceptions are largely influenced by free admission to the national museums in London, and they are therefore confused about the rationale behind admission charges for a local museum. It is also important to take account of the fact that comparator organisations all have free entry. In the light of the information provided above, the proposed tariff is as follows:

admission charge of £2.50 for adults free admission for children and young people under 18 £3 per pupil for schools visits when a specific handling/activity session

is provided (teachers free) free entry for self guided schools visits when the Museum is open to

the public. a nominal charge to cover costs for self guided group visits when the

Museum is not open to the public.

Charges will be made for the hire of meeting rooms and exhibition spaces, with subsidised rates for community and voluntary groups. Room hire prices for commercial hires are likely to range from £40 - £50 per hour, and for community groups £10 - £20 per hour on a sliding scale to reflect the size of the group.

Nominal charges will be made to cover the cost of facilities such as photocopying, pre-ordering, pre-booking of desks and one to one staff appointments/enquiries.

28 See Appendix 2 Quantitative Research section 3.9 and Appendix 3 Qualitative Research

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5.2 Place The results of public consultation showed that the majority of people (65%) would be most likely to visit at the weekend: these respondents tend to be in full time employment, have children at school, or have a partner who works. One fifth of respondents think they would visit on a weekday afternoon: some of these work part time or at night. In addition, just over half of all respondents stated that they would be encouraged to visit the Museum by convenient opening hours29. Taking these findings into consideration, and taking account of comparator opening hours, it is proposed that Havering Museum should be open as a minimum to general visitors from 12.00 – 16.30 (last admission) Wednesdays to Sundays. School visits will need to be pre-booked by post or telephone and can be arranged in advance for any day, including those on which the Museum is not open to the general public. The Museum will need to charge for school visits on days when the Museum is closed. In addition, in response to the findings of qualitative research with museum visitors and non visitors, there will be late evening opening one day per week to coincide with market days and late night shopping.

29 See Appendix 2 Quantitative Research section 3.4.3

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6 PEOPLE

6.1 Likely Engagement 6.1.1 Support

The findings of quantitative and qualitative research for the proposed Museum provide high levels of endorsement, with 91% of people either strongly agreeing (58%) or agreeing (33%) with the statement that it is important for Havering to have a local history museum. In addition, all of those responding to the online survey on the local history website agreed with this statement.

Research for this Audience Development Plan also included obtaining the views of the Local Education Authority. The proposals for the Museum were welcomed for a number of reasons:

technology in schools is very advanced and as a result children lack

first hand experience of real objects and history; while national museums in London provide free admission they are

often difficult to reach in terms of costs and logistics; children would be able to connect with the wider community and have

something to call their own; children in Romford would be able to walk to the Museum; and, there would be opportunities to engage vulnerable groups, particularly

in Rainham and Harold Hill, through asking children to consult their grandparents about experiences in the second world war.

6.1.2 Likely Visits

The results of public consultation showed that just over eight out of ten residents in the Borough claimed to have visited Romford Shopping Centre and / or market at some point in their lives, and 66% had done so in the previous twelve months. Of local museums, the most frequently visited was Thurrock Museum (one fifth of the sample), followed by Chelmsford (16%), Valence House (13%) and Brentwood (13%)30. Three quarters of those consulted claimed to be either very interested (33%) or quite interested (42%) in the local history of the area. Over eight in ten of those consulted claimed to be either very interested (45%) or quite interested (41%) in researching their family history31. Half of the sample (50%) claim to be very likely to visit a new Havering Museum, and just under one third (32%) claim to be quite likely to visit. Most of these say that they would visit with family or friends, or with a partner32.

30 See Appendix 2 Quantitative Research section 3.3.3 31 See Appendix 2 Quantitative Research sections 3.3.6 and 3.3.7 32 See Appendix 2 Quantitative Research section 3.4

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6.2 Market Priorities

In determining market priorities this Plan takes an inclusive approach to all demographic groups in the population: people from BAME communities or people with disabilities are therefore not singled out as isolated market segments unless they are members of single-interest clubs and societies. However, particular needs or interests that pertain to these groups are highlighted in the product development section above.

6.2.1 Core Markets

The five core markets for Havering Museum are defined as those people with the most propensity to attend. These will be:

Friends of Havering Museum Ltd, and friends of Friends; people who are already museum attenders and who live within the core

10 minute drive time from Romford Town Centre; members of local history groups and related special interest groups

throughout the Borough; retired people who live within the core 10 minute drive time; and, primary schools throughout the Borough.

6.2.2 Developmental Markets

The six developmental markets for Havering Museum are defined as those people for whom a visit would have local and/or cultural relevance, and for organised groups and societies Borough-wide:

people who are already museum attenders and who live within a 15

minute drive time from Romford town centre; cultural crossover: attenders at other comparator museums within the

catchment/cultural organisations within the Borough; staff at other cultural organisations, creative artists and others

employed in the cultural industries; voluntary groups and social groups throughout the Borough; secondary schools throughout the Borough; and, special schools.

6.2.3 Experimental Markets

The five experimental markets for Havering Museum are defined as people who can be persuaded to make a casual rather than destination visit. They may or may not have previous museum experience:

employees of local businesses in Romford Town Centre; museum attenders in the wider 30 minute drivetime catchment; family groups living within the core 10 minute drivetime catchment; shoppers in Romford Town Centre; and, domestic tourists visiting Romford market.

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6.2.4 Online

It is not possible to segment or quantify a potential market for online resources other than formal learners. However, the emphasis will be upon promoting these as a complementary resource, particularly for people living in the wider catchment area.

6.3 Benefits & Markets Matrix 1 below correlates the product benefits of the proposed Museum offer with the individual market segments identified above. It should be used to inform the way in which the Museum positions itself in the marketplace, and to form the basis of the development of its communication tools.

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Matrix 1: Benefits & Markets Core Developmental Experimental

Friends Attndrs Local retired prim Attendrs Culture staff vol & soc 2ndary special local Attnders families Shoprs domestic

10 mins history 10 mins schools 15 mins crossover creatives groups schools schools busns 30 mins 10 mins local tourists

Easy to reach X X X x X x x x x x x

Good public transport X X x X x x x x x x x

Near to shops/Market x x x x x x x x x

Near to cafes etc X x x x x x x x x x x

Close to parking x x x x x x x

Familiar building X X X x X x x x x x x x x x

Iconic building X X X x X x x x x x x x x x

Competitive admiss. Charge X X X x x x x x x X

Free for children X x x X

Free for older people x x x x x X

Free for income support X x x x x x

Focus on local history X X X x X x x x x x x x x x x X Mix of themes/Boroughwide X X X x X x x x x x x x x x x X

Oral history X x X x x x x

Interactives X x x x x

Changeable displays X x x x x

Temporary exhibitions X x x x x

Handling/touch X x x x x

Audio-visual X x X x x x x x

Family activities X x x x x x X

Curriculum links X x x

Bespoke learning activities X x x

Talks & lectures X X x x x x x

Support materials X X x x x

Guided tours X X x x x x x x x x x X

Things to buy/shop X X x x x x x x x X

Full access (ramp/wcs etc) X X X x X x x x x x x x x x x X

Weekday opening X X X x X x x x x x x x x X

Weekend opening X X x x x x x x X

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6.4 Market Potential 6.4.1 Indicators

The figures below are provided as an indicator of the proportions of the population in the core, developmental and wider catchment areas that are in the market for visiting Havering museum at present: Table 7: Market Potential Indicators 10 minute

drivetime 15 minute drivetime

30 minute drivetime

Total population 127,003 335,886 1,620,743 Adult population33 106,000 265,349 1,264,179 DCMS Taking Part survey

51%34 54,060 135,327 644,731

Havering Museum Survey: very likely to visit

50%

53,000

132,674

632,089

Havering Museum Survey: quite likely to visit

32%

33,920

84,911

404,537

6.4.2 Quantification

Taking account of the priorities described above, the market segments towards which individual components of the new Museum will be positioned, and quantification of these, is as follows in Table 8 overleaf:

33 Over 16 34 51% of adults have attended a museum in the past 12 months

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Table 8: Market Potential Quantification Market segment Potential & sub segments35 Core markets Friends of Havering Museum Ltd 50 Friends of Friends 50 x 10 = 50036 Museum attenders within 10 minute drivetime

DCMS: 54,060

Members of local history groups and related special interest groups

4 x 20 = 8037

Retired people living within 10 minute drivetime

17,78038

Primary schools in Havering 65 primary schools/20,250 children aged 4 – 10 years39

Developmental markets Museum attenders 10 – 15 minute drivetime

DCMS: 159,34940

Attenders at other cultural events and organizations in 15 minute drivetime

Not quantifiable: estimated for comparator museums = 154,000 visits41

Staff, creative artists, cultural industries Not quantifiable Community groups – voluntary & social Estimated minimum 50 groups

in Havering: estimate average per group minimum 10 = 500 members

Secondary schools and special schools 18 secondary schools, 4 special schools/22,500 young people aged 11 - 1842

Experimental markets Local businesses 7,000 businesses/76,000 people Museum attenders 30 minute drive time DCMS: 509,40443 Family groups 10 minute drivetime 45,000 children and young

people aged under 16= est 21,400 family households44

Shoppers in Romford Town Centre/Market

250,000

35 All calculations are based upon data provided in the Appendices to this Plan. 36 Assume average of 10 inner circle friends and relatives per Friend 37 Assumes an average membership of 20 per group 38 14% of total population 39 9% of total Borough population 40 Total 15 minute drivetime adults minus 10 minute drivetime adults 41 Estimated total visits for Eastbury Manor House; Epping Forest; Hackney; Redbridge; Upminster

Tithe Barn; Upminster Windmill; Valence House 42 Although not all will be within the formal education system 43 Total 30 minute drivetime adults minus 15 and 10 minute drivetime adults 44 Average 2.1 per household

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6.5 Visitor Targets 6.5.1 Introduction

Projected visitor figures and market priorities in this Plan have been influenced by the following factors:

propensity to attend museums within the core and wider catchments; demographic profile within the core and wider catchments; visitor figures for comparator museums; results of qualitative and quantitative research and consultation; wider visitor trends; data on engagement with local history; and, location of the new Museum.

6.5.2 Segmentation Plan

The likely uptake and frequency levels are informed by the indicators provided by the quantitative and qualitative research undertaken for this Plan Conservative estimates are used throughout. For example, the proportions of people saying that they are quite likely to visit a new Museum are ignored, and extrapolations are made on the basis of those saying they would be very likely to visit. In turn these figures are taken with caution, particularly in the light of the range of leisure choices available to people living in outer London Boroughs. Table 9, below, provides a targeted segmentation for the Havering Museum showing high, medium and low estimates:

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Table 9: Segmentation Plan Visitors Frequency Visits Core markets High Med Low High Med Low High Med Low Friends of Havering Museum 60 50 40 5 4 3 300 200 120 Friends of Friends 900 500 320 3 2 2 2250 1000 640 Museum attenders 10 minute drivetime frequent 3,975 2,650 1,351 2 2 2 7950 5300 2026.5 Museum attenders 10 minutes drivetime less frequent 3,975 2,650 1,351 2 1.5 1 5962.5 3975 1351 Local history 60 50 40 7 5 4 420 250 160 Retired people 10 minutes drivetime 2667 1,778 890 1 1 1 2667 1778 890 Primary schools in Borough 500 400 300 1 1 1 500 400 300 sub total 12137 8078 4292 20050 12903 5487.5 Developmental markets Museum attenders 15 minute drivetime 1395 1,000 1,593 1 1 1 1395 1000 1593 Cultural crossover/key organisations in 15 mins 2,000 1,500 770 2 1 1 3000 1500 770 Staff working in creative industries 150 100 75 1 1 1 150 100 75 Voluntary and social groups in Havering 250 200 300 3 2 2 625 400 600 Secondary & special schools 300 175 150 1 1 1 300 175 150 sub total 4095 2,975 2,888 5470 3175 3188 Experimental markets Local businesses within the Borough 1520 1,150 760 1 1 1 1520 1150 760 Museum attenders 30 minute drivetime 2547 1,250 1,250 1 1 1 2547 1250 1250 Family groups 10 minute drivetime 1350 1,070 675 2 1.5 1 2700 1605 675 Shoppers in Romford ) Domestic tourists/Romford market 5,000 3,750 2,500 1 1 1 5000 3,750 1250 sub total 10417 7,220 5185 11767 7,755 3935 26649 18,273 12,365 37287 23,833 12611

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6.5.3 Annual Visitor Targets

The visitor targets for the first three years after opening are described below, and are based upon medium estimates. The Plan shows incremental base increases for visitor numbers, with a reduction in frequency following Year 1: the opening year following a capital development is likely to arouse higher frequency than subsequent years.

Table10: Overall onsite visitor targets

Year 1 Year 2 Year 3 General visitors 18,273 19,300 (+6%) 19,900 (+3%) Total General visits

(frequency 1.3) 24,000

(frequency 1.2) 23,160

(frequency 1.2) 23,880

Formal learner groups

27 28 28

Formal learner visits

675 700 700

Total visits 24,675 23,860 24,580

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7 PROMOTION 7.1 Principles

The five main principles upon which the promotional strategy for the new Museum will rest are:

creating a strong brand identity for the Museum that is maintained on all communication materials, and that encapsulates the positioning and values described in section 4.1 above;

creating loyalty and encouraging frequency from local residents and first time visitors;

ensuring that the communications’ mix and creative approach is fully inclusive, particularly with regard to attracting people from BAME communities and people with disabilities;

maximising limited resources through developing word of mouth and using Friends as well as general visitors as ambassadors for the Museum; and,

working in partnership with other leisure providers, particularly the market traders and cultural organisations within the core and wider catchments.

7.2 Priorities 7.2.1 Creating and communicating a strong brand

Havering Museum will commission a professional design team to devise a creative template for all of its communications materials. This will be a one-off investment, and will support and reflect the organisation’s brand values, as well as the design and fit out of the space and signage both outside and inside the building.

An additional one-off investment will be made in the launch of the Museum, for which a separate launch plan will be developed. This will include:

media event for local print and broadcast media, together with politicians and other stakeholders;

series of Open Days with guided tours for community groups in the Borough;

peer group Open Day for London hub museums and others; and, introductory activity month for families and formal learners.

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7.2.2 Loyalty and frequency Developing loyalty and encouraging frequency of attendance is a major challenge for most local history museums. Temporary exhibitions and a changing programme of activities will help to achieve this, as will maintaining communication with previous visitors. To this end Havering Museum will implement systems for data capture at the reception desk, and establish a database for postal and e- addresses from the outset. 7.2.3 Communications’ mix Too many local museums rely upon a narrow communications mix – often one that is print-based. The emphasis in this Plan is upon ensuring a flexible mix of communications tools: these will range from direct marketing to previous visitors to maintaining a regular presence in the local printed media; from ensuring a presence in Local Authority publications and Town Centre sites to using the Museum’s website to achieve a wider geographic coverage. 7.2.4 Maximising resources

Inhouse resources will be at a premium at all times, and it will therefore be important for the Museum to maximize two areas: firstly, to deploy its volunteers and Friends as ambassadors for the Museum, and secondly to identify partnership opportunities with other providers. 7.3 Tools The proposed mix of tools is as follows:

Print: corporate newsletter 2 per annum; schools’ newsletter 3 per

annum; activity/temporary exhibitions flyer 2 per annum; corporate poster on British Rail station platforms and at Bus Station;

Editorial: prioritise Romford Recorder; also seek coverage in Living in Havering, freesheets, and BBC Radio Essex; seek coverage in newsletters published by individual voluntary groups and societies and local trade magazines;

Open Days/open invitations: targeted to selected market segments; Reciprocal promotions with other cultural providers (specifically the

museums identified as comparators); Stalls/outreach presence in Romford market and at community fairs,

open days in different population points in the Borough; Data capture/direct marketing to previous visitors, schools, group

leaders; and, Pricing incentives as described in section 5.1 above.

Matrix 2 on the following page summarises individual elements of the promotional mix that will be used in order to promote Havering Museum to the range of market segments described in this Plan. It has been informed by the findings of public consultation conducted to inform this Audience Development Plan45. 45 See: Appendix 2 Quantitative Research section 3.3.4 and Appendix 3 Qualitative Research

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Matrix 2 Core Developmental Experimental

Friends Attendrs Local Retired Primary Attendrs Cultural staff vol & soc 2ndary special local Attndrs families shoprs domestic

Print 10 mins history 10 mins Schools 15 mins crossover creatives Groups schools schools business 30 mins 10 mins local tourists Corporate newsletter x 2 pa X X X Schools' newsletter x 3 pa X x x Activity/Exhibitions leaflet x 2 pa X X X X x x x x x Corporate poster rail station X X X x x x x X

Editorial

Romford Recorder X X X X X X x X x x x

Living in Havering X X X X X X x x x x x x

Free newspapers X X X X X X x x x x x x

BBC Radio Essex X x x x x X

Group/trade newsletters X x x x

Open Days/Invitations

Online/web links X X X X X X X X

Open Day Tours/Talks Teachers x teachers teachers x x Invitations to special events X X X x x x x x

Reciprocal promotions

Shared mailings X X x x x x X Joint advertising (very limited) X x X

Stalls/Outreach presence

Marketplace x X Other Town Centre events X X X x x x Data capture/direct marketing X X X X X X x x x x x

Pricing Incentives X X x x x x

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8 SWOT ANALYSIS

This SWOT analysis is derived from an evaluation of the data provided in the accompanying Market Appraisal, together with the findings of audience and stakeholder consultation.46. Because the new Museum is only at planning stage this analysis focuses mainly on Opportunities for and Threats to its development.

Table 11: Strengths & Weaknesses Strengths Weaknesses Location & building Romford Town Centre is a good location for rail and bus routes, and good parking locally

Qualitative research findings demonstrate that local people are well aware of the brewery, like the appearance of the building and are predisposed to visit

They like the fact that it is old, and believe it to be well suited for conversion to a Museum

It is a popular local and domestic tourist destination with high levels of footfall

It is easy to find, and directional signage to car parks is good

The Museum will have the advantage of being close to the local cinema, retail facilities, as well as cafés and other food outlets

The town centre is a lively place to be, particularly for young people

Crime figures are relatively low for Havering

Location & building Some local people perceive parking spaces to be limited in the town centre Some older people perceive the Town Centre to be unsafe in the evenings Crime is a key concern for residents in the Borough Branding & profile The new Museum will be starting from scratch in terms of building a wide public profile Because local people have never had a local museum, many of them do not know what to expect Local people tend to view Romford Town Centre as somewhere to shop rather than somewhere to learn/make new discoveries

46 It draws upon consultation undertaken by the Design Team as well as for the Access and Audience Development Plans

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Branding & profile

The Museum project has been a long time in planning and has strong support from a small core of local people

The brewery building itself is well known and has strong appeal as a local historical landmark Markets

Havering is a prosperous Borough with a stable population, and strong levels of lifestyle groups traditionally represented among museum audiences: older people, employed, intermediate NS-SEC groups

Havering is home to some of the Greater London region’s best schools and colleges

This new Museum is being planned at a time when interest in family history is enjoying a major increase and also major exposure on the national media

Markets The lack of a long-term indigenous population means that few people have awareness of local history, and some have little curiosity about the history of the area

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Table 12: Opportunities & Threats Opportunities Threats Location/building Romford Market Strategy has potential opportunities for reinvigoration of the Town Centre, development of an events space, improved branding and signage, and for use of the square for car parking Likewise, there is a range of additional transport developments planned that may open up further direct routes to Romford Town Centre and, by implication, to the new Museum The proposed design features provide opportunities to provide a full and seamless experience for people with disabilities, as well as families, older people and formal learners Branding & profile Consultation for this Plan showed strong support from the general public for the development of a new Museum The Museum can capitalise upon the national profile of the adjacent Romford market It could also benefit from a strong profile on the nearby railway station platforms and local bus station

Location/building Failure to ensure that transport/parking is integrated with the new Museum may deter some market segments, particularly people with disabilities Fooftfall for the new Museum is dependent upon the continued success of the market, and also upon fulfilment of plans to regenerate the Town Centre Branding & profile Havering Museum will rely upon a core of dedicated volunteer staff, and will have few resources with which to maintain a consistently high profile in the Borough. A small independent museum will also find it difficult to compete for media and public attention, particularly in the light of the news agenda around 2012 Collections/content There is a danger that local people are contemptuous of the ‘local’ and/or take it for granted There is also a real concern that people will visit once out of curiosity, but not be motivated to make repeat visits

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Collections/content The fact that the collections are locally based, and cover the range of population points in the Borough, means that they stand to appeal to a wide range of market segments Local people believe that the proposed themes and stories provide a lot of interest for family groups as well as schools There are opportunities to involve local people in developing the content, particularly through reminiscence work and oral history Local people also think that there are many opportunities for contrasting the old and new, and for making the past relevant to the present Subjects such as sport or modern day celebrities provide opportunities for attracting people who are less used to visiting museums, and of overcoming perceived barriers Temporary exhibitions and special activities will enable the Museum to refresh its offer and generate repeat visits Markets The lack of a long term indigenous population means that the Museum can provide the narrative, act as the social ‘glue’ to bind the populations together The Museum stands to benefit from the relative stability and prosperous nature of its current population, and their propensity to visit museums

Visitors have high expectations, whether of customer service, quality of interactives, or of retail facilities. There may be a threat that the new Museum cannot deliver to these expectations and that its reputation will suffer as a result Markets Major housing and infrastructure developments in the Thames Gateway and the wider sub region of East of London may threaten the stability of the current population These may also cause residents to look elsewhere for leisure/cultural activity It may be difficult for the Museum to develop its collections to engage the interest of the changing population and the influx of new residents The Museum will need to invest time and money in reaching out to other parts of the Borough. Likewise, it will need to ensure that it reflects the population mix within the Borough Visitor research shows that there will need to be a regular programme of changing activities/exhibitions to encourage repeat visits: this will stretch the Museum’s resources There is significant competition for visitors from the range of attractions in Central London, which are within easy reach of Romford Working through third parties and developing meaningful links with community groups is labour intensive, and the Museum may find its resources are stretched too thinly.

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Likewise it stands to benefit from the high levels of achievement among local schools and colleges, as well as aspects of the National Curriculum that have a particular resonance (citizenship, history, art and design) The planned housing developments in surrounding Boroughs and the sub region of East London will change the demographic of the area significantly: they offer opportunities for increased footfall to Romford Town Centre and the Museum, as well as a wider demographic mix Rising interest in family history, and by inference in local history, offer considerable opportunities to all local museums such as the one that is planned for Havering Increased social emphasis upon volunteering at all ages, and increasing numbers of early retired, provides opportunities for the Museum to increase its pool of volunteers and supporters Learning Schools in Havering have no access to a local museum, and there is therefore no competition from within the Borough There is increasing emphasis at governmental level upon early years education, lifelong learning, and e-learning Technology Rising trends in home-based access to broadband in London provides opportunities to achieve wider geographical reach among virtual visitors

Expectations will be high at the launch of the new Museum, and there is a threat that Havering Museum will be unable to respond adequately because of a low resource base (skills, time, people, money) Learning Resource levels in the new Havering Museum may result in its inability to provide a service of the scope and quality expected by formal and lifelong learners in the Borough, particularly in comparison with the national museums Technology Havering Museum may not be able to compete with better-resourced/more sophisticated attractions when it comes to developing an online presence The Museum will need to invest in IT skills and organisational capacity

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Collaborative online projects may offer opportunities for local history museums in Greater London and/or Hub museums to develop virtual products and reach more diverse audiences The 24 Hour Museum provides opportunities for small museums to be promoted alongside larger UK museums, galleries, archives and heritage attractions Economy Havering’s economy is set to grow substantially following the Thames Gateway development and also more localised plans under the Havering Zone for Change There will be significant growth in leisure spending in Havering to 2018: all of this should contribute to a ‘feel good’ factor for residents, with value for time becoming increasingly important 2012 will provide opportunities for Havering residents to participate in sport, arts, cultural activities and volunteering The Romford Urban Strategy, as part of the London Plan, provides opportunities for increased inward investment locally, and for improvements to the economic and physical framework: all of these provide footfall opportunities for the new Museum The growth of East London and plans for 2012 may also increase the volume of tourists to the area, and again provide opportunities for increased profile for and footfall to the Museum

Economy Rising prosperity among local residents in Havering may lead to export of time and money rather than orientation towards local amenities Increasing amenities in the Borough in general and development of Romford Town Centre in particular may threaten the Museum’s ability to position itself on the political and/or media agenda The Museum will need to ensure that its ticket pricing remains competitive if it is to be inclusive to a wide range of markets, and also to encourage frequency of attendance Visitor research shows that people would expect to visit a local museum for half an hour or so: this compromises the Museum’s ability to charge more than £2 - £3 Awareness of free entry to national museums leads to some expectations that a local museum should not charge, and this may threaten the new Museum’s income generation potential In addition, the local population may believe that the Museum is run by the Local Authority, and not understand the rationale behind charging for admission

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Political context The Local Authority has provided support for the new Museum, investing in the capital development The Borough stands to benefit from opportunities arising from the London Hub/Renaissance in the Regions programme Increasing emphasis upon learning and creativity at both ends of the age spectrum (for older people and for children and young people) provides opportunities for engaging with museums, particularly at local level Havering Borough Council’s Cultural Strategy also focuses upon young and older people, as well as regeneration and community cohesion Partners This Plan has identified a range of partner organisations (stakeholders, cultural providers, community groups and so on) that can provide the new Museum with additional support and resources; act as co-promoters for events and activities; and assist with developing the visitor profile

Political context There is fierce competition for HLF funding, particularly in London, and the HLF is becoming less interested in funding new-build projects

DCMS savings are required as an outcome of the CSR 2004 As a result of London’s nomination to host the 2012 Olympic Games, National Lottery funds will be diverted from the existing Lottery distributors: the Heritage Lottery Fund will have reduced resources after 2008 Competitors The growth of retail activity as the new ‘leisure’ and lifestyle hobby constitutes more of a threat to the new Museum than libraries or cultural organisations in the Borough

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9 MONITORING, EVALUATION & RESOURCES Progress towards the objectives of this Plan will be monitored using the following methodologies: 9.1 Monitoring

9.1.1 Qualitative Measurement

Havering Museum will incorporate the following activities into its routine operation:

all attenders at a representative sample of events and formal learning

activities will be asked to complete a short satisfaction survey; qualitative feedback will be elicited via a visitor book and comments box,

with comments collated monthly and evaluated quarterly; staff/volunteers on the welcome desk will note key questions/problems as

these arise; two volunteers will have the task of monitoring media coverage included in

their job descriptions; and Havering Council will monitor resident satisfaction with museums to assess

the impact that Havering Museum has had in the borough as a whole. 9.1.2 Quantitative Measurement

The following activities will be undertaken as part of an annual programme of quantitative monitoring:

daily visitor count, identifying adults and children, aggregated by week and by quarter to show seasonality;

attendance by day of week and time of day counted in order to assess the effectiveness of opening hours and to measure against changes in temporary exhibitions;

event and activity count, aggregated by quarter, to show seasonality and levels of uptake by product type;

schools activity count, aggregated by term, to show seasonality and levels of uptake by type of school; and,

postcode data will be monitored from data capture forms.

9.2 Evaluation

Havering Museum will seek the support of the Local Authority and independent expertise in order to check and challenge progress. Methodologies that will be considered are:

onsite mystery shopping on an annual basis; website mystery shopping; visitor surveys to track geodemographics; information sources; frequency of

attendance; dwell time; party composition; and visitor satisfaction;

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informal cluster group discussions with visitors to evaluate permanent and temporary exhibitions and to discuss ideas for the future;

consultation with disability groups, as recommended in the Access Plan; spot check online surveys; and, discussion groups with partners/stakeholders to evaluate process and

outcomes on joint projects.

9.3 Resources 9.3.1 Human

The Board of Directors of Havering Museum Ltd will take overall responsibility for the branding of the Museum and for the implementation of this Audience Development Plan.

The Board will also work closely with appropriate staff within the Local Authority, in particular Leisure Services, Education and Press Office.

Where appropriate the Museum will link with and obtain support from MLA London and the Hub Development Officer. Additional developments that will be considered are:

establishment of a marketing advisory group made up of local partners; identification of a marketing mentor and a media mentor.

9.3.2 Financial The Museum will establish a launch budget and thereafter maintain a dedicated marketing budget to raise and maintain the profile of Havering Museum. This marketing budget will be set at no lower than 5% of total income for any one year. An indicative expenditure budget is given below. Table 13: Launch Budget

Launch £ Creative – new brand £3,000 Cultivation events £500 Media pack & press launch £250 Opening newsletter/e bulletin £200 Corporate leaflet & railway posters £2,000 Photography £250 Third party promotions/cultivation events £250 £6,450

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Table 14: Annual Budget Annual £ Corporate newsletter x 3 £1,500 Schools’ newsletter x 3 £900 Schools’ print and promotion £1,000 Events/exhibitions flyer x 2 £600 Mailing slips/data gathering at point of sale £150 Inputting of data Volunteer Direct marketing/ distribution £1,000 Editorial – media competitions, prizes, promotions £250 Volunteer expenses/outreach promotions £150 Materials for stalls £250 Special promotions £500 Reciprocal mailings/promotions £700 £7,000

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10 ACTION PLAN 10.1 Action Plan

The Action Plan on the following pages co-ordinates the details provided in preceding sections. It describes each of the market segments; the key benefits for these markets; principal communication mechanisms; involvement and evaluation methods; and success measures. In addition to those described below the following success measures will be used to measure progress in the first year:

average frequency of attendance overall 1.3 BAME profile within the overall visitor profile 3 – 4%47 Disabled 4%48 Unemployed/economically inactive 3%49

47 Borough Profile 4.8% 48 Borough Profile permanently sick/disabled 4% 49 Borough Profile 6%

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Core: Friends of Havering Museum and friends of Friends

Benefits Easy to reach; familiar, iconic building; competitive admission charge; focus on local history; mix of themes/Borough wide; talks and lectures; full access; weekday opening

Communication mechanisms Corporate newsletter; Romford Recorder, Living in Havering, free newspapers; invitations to special events; data capture/direct marketing

Evaluation mechanisms Progress on Friend get Friend; involvement in volunteering; annual Friends survey Success measures Average visit frequency 3 – 5 per annum; minimum 75% attendance per annum; Friend get Friend

target 10 per Friend Core: Museum Attenders core 10 minute drivetime

Benefits Easy to reach; good public transport; near to cafes; familiar, iconic building; competitive admission charge; free for children; free for income support; focus on local history; mix of themes/Borough wide; changeable displays; temporary exhibitions; audio-visuals; family activities; guided tours; shop; full access; weekend and weekday opening

Communication mechanisms Activity/exhibitions leaflet; posters on railway platforms; website links; Romford Recorder, Living in Havering, free newspapers; piggybacking Town Centre events; data capture/direct marketing

Evaluation mechanisms Satisfaction surveys; comments book; resident satisfaction monitoring; visitor counts; quantitative surveys; online surveys; cluster groups

Success measures Average visit frequency 1.5 – 2; 5% market penetration of museum visitors (very likely and quite likely to attend); visitor satisfaction ratings good – excellent

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Core: Local History groups/related special interest groups

Benefits Easy to reach; good public transport; familiar, iconic building; competitive admission charge; focus on local history; mix of themes/Borough wide; talks and lectures; support materials; guided tours; full access; weekday and one evening opening

Communication mechanisms Corporate newsletter; website links; Romford Recorder, Living in Havering, free newspapers; invitations to special events; data capture/direct marketing

Evaluation mechanisms Satisfaction surveys; event/activity count; cluster groups Success measures 40 – 60 specialist users per annum; satisfaction ratings good – excellent Core: Retired people in core 10 minute drivetime

Benefits Easy to reach; good public transport; near to shops/market; near to cafes; familiar,iconic building; free for older people; focus on local history; mix of themes/Borough wide; oral history; audio-visuals; talks and lectures; guided tours; full access; weekday opening

Communication mechanisms Activity/exhibitions leaflet; corporate poster rail station; Romford Recorder, Living in Havering, free newspapers; group newsletters; data capture/direct marketing; pricing incentives

Evaluation mechanisms Satisfaction surveys; event/activity count; visitor book; visitor surveys Success measures 10% market penetration in 10 minute drive time; satisfaction ratings good – excellent; frequency

rate 1 per annum

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Core: Primary Schools Havering Benefits Easy to reach; good public transport; familiar, iconic building; focus on local history; mix of

themes/Borough wide; oral history; interactives; handling/touch; audio-visuals; curriculum links; bespoke learning activities; support materials; shop; full access; weekday opening

Communication mechanisms Schools’ newsletter; open days for teachers; invitations to special events; shared mailings; data capture/direct marketing; pricing incentives

Evaluation mechanisms Evaluation questionnaires for teachers; schools activity count; teacher consultation and cluster groups

Success measures 30% of Borough primary schools in year one; satisfaction ratings good to excellent; indicators t.b.c to evaluate learning outcomes (in line with Inspiring Learning For All framework); willingness to repeat visit 100%

Developmental: Museum Attenders 15 minute drivetime

Benefits Good public transport; near to cafes; close to parking; familiar, iconic building; competitive admission charge; free for income support; focus on local history; mix of themes/Boroughwide; changing displays; temporary exhibitions; audio-visuals; guided tours; shop; full access; weekend opening

Communication mechanisms Activity/exhibitions leaflet; corporate poster on rail station; website links; Romford Recorder, Living in Havering, free newspapers, BBC Radio Essex; other town centre events

Evaluation mechanisms Satisfaction surveys; comments book; resident satisfaction survey; visitor surveys Success measures 1% - 2.5% market penetration of current attenders; satisfaction ratings good to excellent; average

frequency 1.5 – 2 per annum

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Developmental: Cultural Crossover Benefits Good public transport; near to shops/market; near too cafes; close to parking; familiar,iconic

building; competitive admission charge; focus on local history; mix of themes/Boroughwide; talks and lectures; guided tours; full access; weekday and weekend opening

Communication mechanisms Activity/exhibitions leaflet; website links; Romford Recorder, Living in Havering, free newspapers; shared mailings with other cultural organisations; targeted joint advertising; other town centre events; data capture/direct marketing

Evaluation mechanisms Satisfaction surveys; cluster groups; visitor surveys Success measures 1% of potential comparators; satisfaction ratings good to excellent; average frequency 1 – 1.5 per

annum Developmental: Staff/Creative organizations Havering

Benefits Near to shops/market; near to cafes; close to parking; familiar, iconic building; focus on local history; mix of themes/Borough wide; changeable displays; temporary exhibitions; talks and lectures; guided tours; full access; weekday and weekend opening

Communication mechanisms Activity/exhibitions leaflet; website links; Romford Recorder, Living in Havering, free newspapers; shared mailings; targeted joint advertising; other town centre events; data capture/direct marketing

Evaluation mechanisms Satisfaction surveys; visitor book; cluster groups; visitor survey; Success measures Satisfaction ratings good to excellent; target 100 visitors from creatives

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Developmental: Voluntary & social groups Havering

Benefits Easy to reach; good public transport; near to shops/market; near to cafes; close to parking; familiar, iconic building; competitive admission charge; free for older people; free for income support; focus on local history; mix of themes/Borough wide; handling/touch; audio-visuals; family activities; talks and lectures; guided tours; shop; full access; weekday opening

Communication mechanisms Corporate newsletter; Romford Recorder, Living in Havering, free newspapers; group newsletters; open day tours/talks; invitations to special events; shared mailings; data capture/direct marketing; pricing incentives

Evaluation mechanisms Cluster groups; evaluation surveys for events/activities; satisfaction surveys; consultation with disability groups on Access Plan/follow up

Success measures 20 groups in year 1 with average of 10 people in each; satisfaction ratings good to excellent Developmental: Secondary & Special Schools, Havering

Benefits Easy to reach; good public transport; close to parking; familiar, iconic building; focus on local history; mix of themes/Borough wide; oral history; interactives; handling/touch; audio visuals; curriculum links; bespoke learning activities; support materials; shop; full access; weekday opening

Communication mechanisms Schools’ newsletter; open days/talks for teachers; invitations to special events; shared mailings; data capture/direct marketing; pricing incentives

Evaluation mechanisms Evaluation questionnaire for teachers; schools activity count; teacher consultation; cluster groups Success measures 6 secondary schools and 1 special school in year 1; satisfaction ratings good to excellent;

willingness to repeat visit 100%; indicators on learning outcomes t.b.c in line with Inspiring Learning for All framework

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Experimental: Local Businesses/staff Havering

Benefits Near to shops/market; near to cafes; familiar, iconic building; competitive admission charge; focus on local history; mix of themes/Borough wide; family activities; talks and lectures; guided tours; full access; weekday and weekend opening

Communication mechanisms Activity/exhibitions leaflet; corporate poster on rail station; website links; Romford Recorder, Living in Havering, free newspapers, BBC Radio Essex; open days/talks; invitations to special events; shared mailings; data capture/direct mail

Evaluation mechanisms Satisfaction surveys; visitor book; activity/event counts; visitor surveys Success measures 1% - 1.5% uptake from local workforce; satisfaction ratings good to excellent; Experimental: Museum Attenders 30 minute drivetime

Benefits Good public transport; near to shops/market; near to cafes; close to parking; competitive admission charge; free for older people; free for income support; focus on local history; mix of themes/Borough wide; changeable displays; temporary exhibitions; family activities; audio visuals; guided tours; shop; full access; weekend opening

Communication mechanisms Corporate poster on rail station; website links; Romford Recorder, Living in Havering, free newspapers, BBC Radio Essex; shard mailings; targeted joint advertising; other town centre events

Evaluation mechanisms Satisfaction surveys; online survey; visitor book; visitor survey Success measures 0.25% penetration level; satisfaction ratings good to excellent; average frequency 1 – 1.5 per

annum

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Experimental: Families core 10 minute drivetime

Benefits Easy to reach; good public transport; near to shops/market; near to cafes; familiar, iconic building; competitive admission charge; free for children; free for older people; free for income support; focus on local history; mix of themes/Borough wide; interactives; audiovisuals; changeable displays; temporary exhibitions; handling/touch; family activities; guided tours; hop; full access; weekend opening

Communication mechanisms Activity/exhibitions leaflet; corporate poster on rail station; website links; Romford Recorder, Living in Havering, free newspapers, BBC Radio Essex; open days/tours; other town centre events; pricing incentives

Evaluation mechanisms Satisfaction surveys; visitor book; cluster groups after family events Success measures 2.5% penetration of families in 10 minute drivetime; satisfaction ratings good to excellent Experimental: Shoppers Romford Town Centre

Benefits Easy to reach; near to shops/market; near to cafes; close to parking; familiar,iconic building; competitive admission charges; free for children, older people, income support; focus on local history; mix of themes/Borough wide; changeable displays; temporary exhibitions; family activities; guided tours; full access; shop; weekday and weekend opening

Communication mechanisms Activity/exhibitions leaflet; corporate poster on rail station; Romford Recorder, Living in Havering, free newspapers, BBC Radio Essex; market place presence/stalls

Evaluation mechanisms Satisfaction surveys; visitor book; online survey; visitor surveys Success measures 1% - 1.5% of annual footfall in town centre; satisfaction ratings excellent to good

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Experimental: Domestic Tourists Romford market

Benefits Easy to reach; near to shops/market; near to cafes; close to parking; competitive admission charges; focus on local history; mix of themes/Borough wide; changeable displays; temporary exhibitions; family activities; guided tours; shop; full access; weekday and weekend opening

Communication mechanisms Corporate poster on rail station; website links; BBC Radio Essex; shared mailings; targeted joint advertising; market place presence/stalls

Evaluation mechanisms Satisfaction surveys; visitor book; online survey; visitor surveys Success measures As per Shoppers Romford town Centre