Development Plan of Sihtasutus Eesti Ajaloomuuseum for 2019-2023

Development Plan of Sihtasutus Eesti Ajaloomuuseum for 2019-2023

Motto: Discover history!

Sihtasutus Eesti Ajaloomuuseum (hereinafter referred to as the AM) was founded in 2019 as a result of the merger of Eesti Ajaloomuuseum (the Estonian History Museum) and Eesti Teatri- ja Muusikamuuseum (the Estonian Theatre and Music Museum, hereinafter referred to as the ETMM).

I. MISSION
The Estonian History Museum helps people to broaden their horizons and values the general and cultural history of the land, country and people of Estonia.

II. VISION
The Estonian History Museum is a repository of general history and the history of theatre, music and film related to Estonia that offers a unique, multifaceted and educational visitor experience and is a professional and trustworthy cooperation partner.

III. VALUES

  • A visitor- and user-focused approach. In all of its activities, the museum revolves around its audience. We want to offer people solutions that meet their needs and expectations. The satisfaction of museum visitors, collection users and cooperation partners is important to us. 
  • Openness and cooperation. We cooperate with partners from both the public and private sectors. We are open to new ideas and developments. We consider it important to develop a community around the museum and to cooperate closely with those active in the fields of history, theatre, music and film.
  • Boldness and timeliness. We dare to take risks and to experiment. We are not afraid of asking difficult or uncomfortable questions or tackling complicated issues. We actively participate in public debate and propose various perspectives for discussion.
  • Professionalism and creativity. The History Museum is trustworthy and competent. We approach subjects and exhibitions with precision and preparedness. Our employees are accomplished professionals with expertise and the desire to learn and grow. Our in-depth knowledge and broad view of the world enable us to approach subjects creatively and playfully. 

IV. CURRENT SITUATION

Main strengths of AM

  • Extensive, broad-ranging collections covering Estonian history, including the history of theatre, music and film.
  • Professional employees with a mission, including a significant number who hold degrees.
  • The Great Guild Hall as a major tourist attraction, the museum grounds at Maarjamäe offering a wide range of options.
  • The museum is held in high regard and known as a trustworthy partner and is closely linked with the fields of history, theatre, music and film.
  • Professional, varied and meaningful exhibition work and educational activities.
  • After setting up new repositories, the storage conditions of museum objects have improved.
  • There is great potential in the merged Foundation to create synergy between subjects concerning the fields of film, music and theatre.
  • The ETMM has a strong relationship with the music and theatre communities and provides excellent service to researchers.

Main weaknesses and challenges of AM

  • The number of museum visits remains modest. The museum does not have enough knowledge of its target groups.
  • The lack of qualified specialists, and several important areas of activity and research are yet to be covered. The number of publications is too low.
  • Not all collections have been entered in the public database, and a portion of entries have incomplete data. There is a lack of awareness of the museum objects included in collections.
  • Motivation and solidarity among museum employees is not sufficiently strong, and the mood differs between units.
  • Steps to develop international cooperation are yet to be specified and there is little cross-border cooperation.
  • The museum shop is neither profitable nor competitive.
  • The lack of space in the ETMM needs to be alleviated so that it can develop in terms of content.

Main trends affecting work of AM

  • Resolutions on cultural policies and thereby the financing of museums.
  • Opportunities emerging from the establishment of a common museum repository.
  • The development of tourism in Tallinn and Estonia.
  • Growing competition in the area of leisure activities.
  • The development of the Maarjamäe area by the state, city and private companies.
  • The existence of additional financing options, including calls for proposals that AM could respond to; the development of cultural sponsorship in Estonia.
  • The growing importance of lifelong learning, emphasis on the museum’s role as an educational establishment.
  • Social awareness of the importance of Estonia’s general and cultural history and increasing public interest.

V. STRATEGIC OBJECTIVES AND KEY ACTIVITIES 

AM has set four strategic objectives for 2019-2023:
1. Meaningful and engaging programme
2. Multifaceted educational activities
3. Representative collections in active use
4. A unified and efficient organisation

OBJECTIVE 1. The museum offers visitors a meaningful and engaging programme.

Indicators

2018

2019

2021

2023

Total number of ticketed visits/ticket sales (incl. adult, concession and family tickets, ‘zero tickets’ and tickets purchased as part of an event)

121,343/
€426,000

142,800/
 €500,000

147,000/

€661,250

175,000/

 €874,000

Number of family tickets/number of family visitors

4443/
14,223

6000/
24,000  

8000/
32,000  

10,000/
40,000  

Programmes in Film Museum cinema and number of participants

12/380

30/900

40/2400

60/4800

Visitor satisfaction

Not measured

80%

80%

80%

Number of cooperation projects financed from international funds

1

1

1

1

Own revenue (euros)

805,462

955,500

1,247,913  

1,625,371  

incl. museum shop revenue

56,316

73,000

96,543

127,677  

incl. revenue from lease of premises

148,115

160,000

211,600

279,841  

Key activities for achieving objectives:
1.1.           Development of family visits at Maarjamäe centre. In the coming years we will be focusing on developing the area of family visits at the Maarjamäe centre, making use of the opportunities available there. Thereby we will reduce the effect of seasonality on visits and attract more repeat visitors. It is important to offer lively and educational activities to families in a safe and relaxed environment. Regarding the development of family visits, we will create a new concept for the Maarjamäe Stables. In preparing and carrying out AM’s exhibitions and programmes, we will consider families with children a priority target group.  
1.2.           Development and application of visitor survey system. In drawing up programmes, we will be guided by feedback from users, which functions as input for planning future activities.
1.3.           Preparation and opening of new international exhibition on Middle Ages in Great Guild Hall. The exhibition enhances the nature of the medieval hall and sparks the joy of discovery in foreigners and locals alike. The Great Guild Hall is one of Tallinn’s major tourist destinations among foreigners.
1.4.           Organisation of regular film screenings and events at Film Museum cinema. The Film Museum cinema has become an established part of the Estonian film landscape, aiding the introduction of arthouse films and film heritage to a wider audience.
1.5.           Alleviation of current lack of space at ETMM and thereby expanding exhibition work. To develop a programme for expansion, we intend to assemble our archive collections at Maarjamäe. We will develop a concept for expansion to Georg Ots Tallinn Music College, which will allow us to create more displays and events concerning theatre and music (incl. pop music) and will facilitate family-oriented entertainment.
1.6.           Development and carrying out of sales and marketing activities in Estonia and on external markets. We will work in close cooperation with tour operators and develop packages that attract visitors to the museum.
1.7.           Development of corporate services, including provision of high-quality conference and event organisation services. The museum sites are held in high regard for organising conferences, concerts, receptions and festivals.
1.8.           Development and provision of high-quality services and service.  Support services aiding AM’s activities are in keeping with the objectives of the museum, thereby facilitating the provision of high-quality services and an excellent user experience. We organise customer service training activities for our museum employees and adhere to service quality requirements.
1.9.           Development of museum shop and stronger consolidation thereof with main museum activities. Museum shops and souvenirs are cleverly composed, inspired by museum collections and exhibitions and open up opportunities for domestic designers to realise their ideas.

OBJECTIVE 2. The multifaceted educational activities of the museum set a reference point for the museum education landscape.  

Indicators

2018

2019

2021

2023

Number of organised education programmes (school students and children only)/revenue

1030/
€138,000

1120/
€152,000  

1300/
€201,000

1520/
€265,000

Number of participants in education programmes

18,494

26,880

31,200

36,480

Number of active teachers belonging to network/number of events offered to them

0

20/4

40/5

50/5

Number of education programmes for adults/number of participants

58/2622

70/2100

90/2700

100/3000

Number of activities for children with special needs and participants therein

No specific programmes

Specific programme in preparation

1 programme/10 times/100 children

2 programmes/30 times/300 children

Participant satisfaction

Not assessed

80%

80%

80%

Key activities for achieving objectives:

2.1.           Development of education centre offering experience- and entertainment-based learning. Education programmes are developed according to the needs of audiences of different ages (incl. adult learning) and nationalities.
2.2.           Consistent training of AM visit managers and museum educators. We involve other museum employees (incl. from outside AM) in order to develop and carry out education programmes. All units of AM assist in educational activities – this represents an organic part of our museum work. We share our knowledge with visitors and colleagues alike.
2.3.           Development of and active cooperation with extensive teacher community. We inform teachers regularly of exhibitions and available programmes. Teachers of different subjects from all corners of Estonia belong to the network and help create diversified museum classes.
2.4.           Involvement of test groups for all new educational activities to ensure high-quality service based on abilities of target groups. We take into account the feedback from the test groups and use it to improve our work.
2.5.           Development of education programmes for people with special needs. AM is accessible to all target groups.

 

OBJECTIVE 3. The representative collections of the museum are in active use.

Indicators

2018

2019

2021

2023

Percentage and number of digitalised museum objects

5%
54,000

16%
175,000

19%
200,000

32%
350,000

Number of scientific cooperation projects

1

2

2

3

Number of museum publications, incl. scientific publications

3

4

3

3

Number of scientific articles

17

20

25

25

Number of times museum collections used

780

900

1000

1200

Key activities for achieving objectives:
 3.1.           Launch of archive centre. An environment for collections (archive and photograph collections) of paper archival materials, which is designed to improve service for collection users and increase the amount of digitalised materials. The centre must ensure fast service, which means that materials requested by clients are also promptly digitalised.
3.2.           Digitalisation and widespread publication of collections, prioritising, above all, rare museum collections and requisites of main activities. Communication regarding collections is consistent and meaningful and is organised through modern media platforms (incl. social media channels) and regular publications about the collections. Museum objects used in AM’s main activities are digitalised first.
3.3.           Development and application of theme curation system. Theme curators are spokespersons for their fields, contributing actively to the work of other museum units. We participate in international scientific cooperation projects as both partners and initiators. AM’s employees take part in working groups operating on the Estonian museum scene as well as in international cooperation networks.
3.4.           Regular publication to facilitate promotion of museum collections, exhibitions and educational activities in fields of Estonian general history and history of theatre, music and film.

 
OBJECTIVE 4. The Foundation is a unified and efficient organisation.

Indicators

2018

2019

2021

2023

Employee satisfaction survey been carried out/result

Not measured

80%

80%

80%

Obtainment of family-friendly employer title

None

Application lodged

At least bronze level

At least silver level

Key activities for achieving objectives:
4.1.           Description and communication of structure, decision-making and work processes of Foundation. Harmonising the systems in place at the museums that were merged as the Foundation and implementing common working principles.
4.2.           Development of internal communication and organisation of joint events. Ensuring a smooth exchange of information between units and fields and developing an organisation with a strong sense of unity.
4.3.           Recruitment and development of personnel. Motivation of employees. Obtaining the family-friendly employer title, thus confirming that our institution works consistently to create an employee- and family-friendly environment, our employee NPS and loyalty are high and family-friendliness is an important part of our organisational culture.
4.4.           Development and implementation of unified brand architecture. AM is clearly visible and distinctive to the public and communication skilfully integrates the units and sites of the museum.
 

VI. FINANCIAL PLAN AND ACTION PLAN
AM’s financial plan for the development plan and the 2019 action plan are annexed to this development plan. The development plan will be updated regularly each year to specify objectives, target levels of indicators and activities of importance and to draw up a new and detailed action plan and financial plan.