Victoria and Albert Museum

Victoria and Albert Museum

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This report will be based on the SWOT of Victoria and Albert Museum\n \nVictoria and Albert Museum’s website:\n\n\nDescription of Victoria and Albert Museum \n(Source: accessed on 14/04/2016)\nImportant note: Other sources of information regarding this company can be used in the development of the report.\nThe V&A is the world’s leading museum of art and design, housing a permanent collection of over 4.5 million objects that span over 5,000 years of human creativity. The Museum holds many of the UK\’s national collections and houses some of the greatest resources for the study of architecture, furniture, fashion, textiles, photography, sculpture, painting, jewellery, glass, ceramics, book arts, Asian art and design, theatre and performance.\nThe V&A was originally established in 1852, following the enormous success of the Great Exhibition the previous year. Its founding principle was to make works of art available to all, to educate working people and to inspire British designers and manufacturers. Since its foundation, the Museum and its collections have continued to grow into one of the world\’s greatest resources of art and design, housed in one of the finest groups of Victorian buildings in Britain.

The V&A is a non-departmental public body of the Department for Culture, Media and Sport, and a charity exempt from registration under the Charities Act of 2011. It is governed by a Board of Trustees appointed by the Prime Minister. The Director of the Museum is Martin Roth, who leads the Senior Management Team.\nThe V&A’s mission is to be recognised as the world\’s leading museum of art, design and performance, and to enrich people\’s lives by promoting research, knowledge and enjoyment of the designed world to the widest possible audience. The V&A strives to make the V&A matter to more people and in that context it works to the following five strategic objectives:\nTo create a world class visitor and learning experience across all V&A sites and collections.

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