Recreation and Heritage Policy Review Committee Item 8
20 January 2005
1.1 This report sets out the conclusions of the review of the Museum Service and follows on from the interim report approved by the Policy Review Committee and the Executive Member in January 2004.
1.2 The review is focussed mainly on the organisation and activities of the Museum Service, except where the interests of both the Museums and the Archives Services coincide. They take into account the direction for the services as articulated by Members through their agreement to the objectives of the Recreation and Heritage Department.
1.3 The report has been prepared following extensive preparatory work by a Change Group drawn from all levels of the Museum and Archives services, a review of the documentation produced over the past eighteen months and face-to-face consultation with individuals and groups of staff throughout the organisation. Extensive discussion has also taken place with key partners. The Head of Finance and the Head of HR for Recreation and Heritage have been consulted on the implications for workforce planning and the budget
1.4 The recommendations in this report have been measured positively for their impact on equalities issues such as race, gender, and disability.
1.5 The recommendations of the Review have been drawn up with the goal of containing any changes within existing budgets. There is a need to create more flexibility to support service development, and it is proposed to achieve this by critically reviewing posts as they become vacant and applying the savings to create a development fund over three years to be directed to the highest priority areas within the service.
2. Purpose of the Review
2.1 The object of the Review has been:
_ To examine the structure and remit of the Museums Service in the light of the transformation agenda of the Recreation and Heritage Department.
_ To identify actions to enable the service to perform more efficiently and effectively.
_ To ensure that the work of the Museum and Archives services supports the key aims of the Recreation and Heritage Department:
- maintaining the stewardship of the county's cultural heritage.
- promoting access, inclusion and participation.
- reinforcing a sense of place and community identity.
- improving services.
- nurturing partnerships.
3. Summary of conclusions
3.1 The central principle of delivering a County Museum Service to local communities in Hampshire through a network of Community Museums and Discovery Centres, remains the most effective strategy for engaging with local communities and supporting a sense of place.
3.2 Existing partnerships between Community Museums, District Councils and other stakeholders are extremely valuable and should be sustained.
3.3 The quality of the collections held by Hampshire's Museums and the skill and dedication of the staff is high, but the conditions in which the collections are stored and made accessible to the public require improvement and the subject specialists need to be supported.
3.4 The Community Museums and historic sites, while playing a valuable role, are underperforming in several areas.
3.5 The main reasons for this are identified as follows:
_ Too much of the budget is committed to fixed costs, leaving little room for managerial flexibility.
_ The demands of administration and facilities management on the curators' time.
_ Outdated displays and public facilities.
_ In certain instances the location of the museum is a drawback.
3.6 The Museum Service does not deliver a truly countywide service to non-County Council museums, and in some areas of Hampshire there is no museum provision, notably parts of the north west and east of the county.
3.7 Formal educational provision has largely been confined to SEARCH in Gosport because of limited staff resources, to the disadvantage of schools at a distance from Gosport.
3.8 Proposals for capital improvements and programmes of activity have been developed piecemeal with no overall strategy to guide them.
4. Key proposed changes
4.1 The role of the Community Curators will be re-defined to concentrate on professional and outreach activities. A reduction in administrative duties will enable them to assume additional responsibilities, allowing an overall reduction in the number of curators and investing the savings in increased operating budgets.
4.2 Responsibility for facilities management, including Health & Safety, Risk Management, Fire Safety and Customer Service, will be transferred from Community Curators to the Senior Museums Assistant in each location, managed by a new post of Facilities Manager to be shared with the Hampshire Record Office.
4.3 Community Curators will be grouped into a Community Museum Development Team headed by a Team Leader (first among equals, not a new post) with the task of drawing up a strategic development plan to feed into the 2006/2007 Service Plan and the 2006/2008 Hub Business Plan.
4.4 The Learning, Access and Interpretation team will be developed to work across the county with Community Curators and site managers to enable formal and informal learning activities in the Community Museums and the historic sites.
4.5 Plans will be developed for a Collections Resource Centre at Chilcomb or elsewhere jointly with Winchester City Museums Service to improve stewardship and increase public access to Hampshire's heritage.
4.6 Priority will be given to maximising the opportunities offered by Renaissance (Hub) funding to re-build subject specialist teams and back-fill part-time posts to improve collections care, documentation and interpretation standards.
4.7 This programme of change will be funded by savings from deleted posts combined with the continued pursuit of external funding.
5. Description of Service
5.1 The Hampshire County Council Museum Service (HCCMS) is recognised as a centre of excellence for museums in the UK. It is the lead partner in the South East Hub in the Renaissance in the Regions funding programme established by the Museums, Libraries and Archives Council, representing the counties of Kent, Oxfordshire, Buckinghamshire, Surrey and Sussex as well as Hampshire. HCCMS was awarded full Registration status in the national Museums Registration Scheme in 2001.
5.2 HCCMS is based at Chilcomb House, Bar End, Winchester where most of the reserve collections are housed together with the conservation workshops and offices for senior management, support staff and the Keepers responsible for the collections.
5.3 Chilcomb also houses the Exhibition Service which is responsible for the programme of special touring exhibitions which circulate throughout the year to the eight Community Museums which have the space to show them. It has also established a mini touring exhibition programme for smaller venues, especially for museums outside HCCMS.
5.4 HCCMS operates SEARCH, based in Gosport, which is a centre of excellence for Museum Learning. Its work ranges from an Early Years programme for pre-school children through dedicated workshops for school-age children to family learning and reminiscence work with older persons in collaboration with Social Services. SEARCH is also the centre for in-service training for museum staff both in-house and outside HCCMS.
5.5 The county has outstanding collections of social and industrial history, archaeology, natural science, art and design, most of which relate directly to the heritage of Hampshire. The social history and transport collections are most widely used in displays in the community museums, with the main showcase at Milestones, subtitled Hampshire's Museum of Living History. Some of the larger Community Museums also house collection-specific displays of geology, costume, ceramics, sporting guns and Iron Age archaeology.
6. Guiding principles
6.1 HCCMS exists to act on behalf of the people of Hampshire to collect and preserve the evidence for past and present life in Hampshire, and to use that evidence to remind them of their rich and important heritage, to encourage them to feel a sense of place and community, and to inspire them to explore and use that heritage as a springboard for learning, enjoyment and creativity.
6.2 HCCMS upholds the value of accessible, small-scale venues located within communities, where local people can identify with the story of their immediate surroundings and feel empowered to participate in the recording and retelling of that story, as well as the creation of centres of excellence where visitors can encounter objects of rare interest, value or beauty.
6.3 HCCMS believes in the power of communal memories and shared history to bring communities together, to encourage them to be more respectful of their surroundings and to fire their imagination and increase their self-esteem. It also believes in the power of real objects and primary sources to fascinate people, and in the value of bringing examples of the best of other cultures to local communities
6.4 HCCMS believes that every child's learning is potentially enriched through cultural experience and supports the Renaissance in the Regions vision for a comprehensive service to schools and in the use of "Inspiring Learning for All" as a toolkit for evaluating success.
6.5 HCCMS is constantly looking for creative ways of enlivening its communication with the public and finding innovative solutions to the challenge of bringing the past alive for its visitors. It is committed to widening access to all strata of society and inspiring learning for all through its museums and outreach activities.
7. Sites and buildings
7.1 HCCMS has its headquarters at Chilcomb and operates through a network of ten locally based Community Museums more or less evenly distributed across Hampshire, although there are gaps in the cover. Eight of these museums are funded and managed in partnership with the local District Council. In three instances there is also a charitable trust involvement. It also manages the Red House Museum in Christchurch, Dorset in partnership with Christchurch Borough Council and Dorset County Council, which is the subject of a separate review.
7.2 It operates Milestones, the Hampshire's flagship museum of Living History, in conjunction with Basingstoke & Deane Borough Council and manages four sites of historic importance in the county. In addition, it has responsibility for the care and management of the M33 gunboat in Portsmouth Historic Dockyard and Treadgolds, also in Portsmouth.
7.3 SEARCH at Gosport is a nationally recognised centre of excellence for Museum Learning. It offers schools the benefit of access to collections within purpose designed learning environments, as well as specialist staff to support learning.
8.1 The Service is managed by the Head of Museums and Archives, supported by three senior managers from the Museums Service responsible for Collections, Operations and Learning & Access, together with the Head of the Archives Service and Principal Archivist. The Head of Operations is also responsible for the Discovery Centre development programme. All other staff report directly or indirectly to one of these five senior managers. Over the years anomalies and inconsistencies have crept into the system which this review aims to address. The current organisation chart is set out at Appendix A.
8.2 Each museum and site is either the sole or shared responsibility of one curator or site manager supported by a minimum of two museums assistants at any one time. Most sites have a senior museum assistant (SMA) and a pool of museum assistants (MAs), some full-time and some part-time. Holidays, sickness and gaps in rotas are covered by a pool of casual staff who are called in to work as necessary, often at short notice. Close control is kept of the number of hours worked by SMAs, MAs and casual staff to minimise costs.
8.3 SEARCH and the HQ at Chilcomb are each managed with an administrator and caretakers supporting specialist staff.
9. Funding Agreements
9.1 Ten out of the seventeen museums and sites managed by HCCMS are funded in partnership with District Councils. Those that are jointly funded are governed by legal agreements which all follow a similar framework, setting parameters for the constitution and membership of Joint Management Committees (JMCs), usually three members from each authority. The County Council members must either have executive responsibility for museums or represent a Division within the District Council where the museum is situated.
9.2 The agreements provide for a split of agreed costs, and include termination arrangements (usually a minimum of 30 months notice from either side, plus the rights of the remaining partner to continue to provide the service and occupy the building and have access to the collections if they wish to do so).
9.3 The budgets for each jointly managed museum are agreed by the appropriate JMC each year. The arrangements for the last full financial year, 2003/04, are set out in Table one at the end of the report. The JMCs do not have the power to "demand" funds, but the parent authorities usually provide the funding requested. There is no significant history of disputes over budgets, but queries have been raised (notably at Gosport and Andover) as a result of short-term funding difficulties or for political reasons, although in both cases a satisfactory solution was reached.
9.4 Included in each JMC budget is a contribution towards central costs - i.e. conservation, design, administration, marketing, education and exhibitions services provided by HQ staff from Chilcomb.
9.5 JMC budgets are inflated year on year by the cost of inflation. Although it has not been the practice to seek real growth in community museum budgets from partners on a routine basis, one-off contributions to special projects are occasionally made, such as the commitment of £50,000 by Fareham Borough Council to assist with the installation of a lift in Westbury Manor Museum next year together with associated changes to the displays.
9.6 Any review of the Museum Service must take into account the contribution made to the net budget by funding partners. In 2005/06 District Councils will contribute £866,500 (30% of total net service cost)of which £247,500 goes to Milestones.The districts make this contribution in return for an agreed level of service, a proportion of which supports the central service. It goes without saying that proposed alterations to that level of service would have to deliver value for money.
9.7 The other major funding partner in for HCCMS, whose contribution is dependent on the County Council's input remaining constant, is the Museums, Libraries and Archives Council (MLA). Through the Renaissance programme HCCMS received £78,000 from MLA in 2003/04, £159,500 in 2004/05 and will receive a further £198,000 in 2005/06 against an agreed business plan. An announcement extending the Renaissance programme into 2006/08 is expected in January 2005, and Hampshire stands to gain more benefit from this programme provided it continues to meet the targets of visitor participation and access to learning set by MLA.
10. Performance to date
10.1 The Museums Service is having considerable success in reaching audiences across Hampshire. Visitor figures across all sites totalled 330,336 in 2003-04 (not including website visits) and year-to-date indications are that these figures will rise in 2004-05.
10.2 There are exceptions, however, where visitor figures are either static or have fallen, which point to the need to revive the service that the museum offers, which may include giving greater priority to the museum's programme, including marketing and outreach, and to the nature and standard of the displays in the museums.
10.3 With respect to the education service, classes from 106 schools in Hampshire (8,480 children) made 319 visits to SEARCH in 2003-04, and a further 20,613 schoolchildren visited the Community Museums and sites.
However, there is evidence that the service needs to shift its focus if it is to improve further. For example, an analysis of their geographical location reveals that most of the schools which visit SEARCH are situated in south or south east Hampshire.
10.4 Furthermore, 400 of the 500 schools in Hampshire did not visit SEARCH last year, probably because of the high cost of travel and time constraints. Until now it has been the policy not to provide formal learning sessions in the Community Museums in other parts of Hampshire except at Milestones. There is clearly an opportunity here to adapt this policy in response to need.
10.5 Other activities such as the progressive documentation of the collections and the conservation of objects are proceeding steadily but slowly, as the staffing levels in these departments are not up to strength. Over the years savings have been made by reducing full-time posts to part time and relying heavily on volunteers. We shall seek to address this situation through the next round of Hub funding in order to fulfil our commitments to standards and stewardship of the collections, especially in view of the need to obtain accreditation in the new phase of the Museums Registration scheme.
10.6 A major weakness of the HCCMS is lack of public access to the reserve collections. Museums do not collect objects primarily to display them, but to preserve a representative range of objects which illustrate the history and heritage of their locality, which can include anything from a traction engine to a minute species of beetle. In many instances the local museum service is the only repository for these objects, and they are collected and preserved for the benefit not only of the present generation, but of many future generations. It is therefore very important that the conditions in which they are kept help to preserve them, but even more important that the public should have easy access to see and study them.
The analysis of the structure and operations of HCCMS has highlighted the following points:
11.1.1 HCCMS is staffed with skilled and enthusiastic people who are dedicated to the aims and objectives of the Service and have a high reputation in the country.
11.1.2 They have been very successful in meeting standards and attracting funding, notably the Hub funding through the MLA Renaissance programme.
11.1.3 The quality of the collections in the care of the Museums Service is extremely high and deserving of the resources needed to collect, preserve and make them accessible to the public. This has been recognised by the Museums, Libraries and Archives Council by the award of full registration under the national Museums Registration Scheme and by the choice of Hampshire as the lead Museum Service in the South East Hub,
11.1.4 The concept of linking the social history collections to the community through locally-based displays, whether in a museum or a Discovery Centre, is the most likely method to succeed in reaching the wider audience which is their ultimate goal.
11.1.5 The curators who staff the Community Museums have been very successful in maintaining the partnerships between the County Council and the District Councils, thus securing valuable contributions to the overall funding of HCCMS.
11.1.6 The linkage between museums, archives and local studies is a valuable initiative in fostering a sense of place and providing a context for lifelong learning.
11.1.7 Links with other departments such as Social Services, Education and other services within Recreation and Heritage are expanding all the time.
11.1.8 The management structure of the Museum and Archives services is fundamentally sound, as is the organisation of the staff of HCCMS into sections based on function for line management purposes.
11.1.9 The objectives of HCCMS are to develop its own sites, services and community museums to contribute to community development, to widen access and increase visitor numbers by creating stimulating learning environments, employing cutting edge interpretation and well trained staff, and to make better use of the collections it holds in store in terms of increasing access for the public in all its forms, possibly in partnership with other bodies.
11.1.10HCCMS has ambitions to further develop its services to provide a genuine countywide service to museums across Hampshire, especially those independent or non-affiliated organisations which complement the County Council's own service, but which are often poorly resourced and lack professional staff.
These are all very positive indicators, but there are also negative perceptions and inhibitors to progress which the Review has set out to address.
11.2.1 First amongst these is the perception that HCCMS operates too many museums which achieve too little. This perception is reinforced by the fact that three sites for which HCCMS is responsible are outside the present administrative boundaries of the County Council. All three of those sites are currently under separate review.
11.2.2 This perception is not helped by the fact that most of the Community Museums are suffering from out-dated and inflexible displays with inadequate space for community activities and changing exhibitions. In the past there was a trend to invest any growth in funding in new posts instead of activities. As a consequence, since posts are much more difficult to cut than operating budgets, rising costs and the need to make savings have reduced the operating budgets of all parts of HCCMS, and particularly the Community Museums, to a vanishing point.
11.2.3 Typically a Community Museum now has an operating budget of less than £7,000 p.a. which is largely swallowed up by routine housekeeping costs, excluding staffing and services. The lack of an activities budget has meant that the creative role which curators would like to have and which is necessary to deliver our targets and objectives is increasingly difficult to fulfil.
11.2.4 Another major constraint on curators' ability to respond to the challenge of re-invigorating the Community Museums is time. The demands of premises management and operational regulations leave too little time to concentrate on a more active and creative role with the public and the collections.
11.2.5 The Community Museums do not offer enough space to display all of the collections in HCCMS care, and a large proportion of them do not lend themselves to conventional displays. However, the public should have easy access to these collections, and this is not possible in their present location.
12. The way forward
12.1 As a consequence of past policy on growth, the Museums Service has arrived at the point where nearly all of its budget is spent on fixed costs, mainly staffing and premises. With further pressures on the budget expected next year, the review must address this problem if the service is to have the means to develop to its full potential.
12.2 The impact of a quite modest increase in budget for service development is illustrated this year at Andover Museum, where an injection of £8000 into the operating budget has resulted in an increase in visitor figures of 15% in 2004. More important, however, is the increased quality and profile of the service that Andover Museum has been able to offer and the satisfaction that the public has expressed with that service.
12.3HCCMS maintains its belief that to have an active and permanent presence in the community at a variety of locations in Hampshire is the best way to engage with those audiences, especially in the context of local studies and a sense of place. Nevertheless there could be several models for that presence. The museum could move to a different type of premises, or share premises with a partner. The opportunity for the museum to take space in the Discovery Centre programme has already been seized at Gosport.
12.4 Even in Gosport, however, there is only enough space in the Discovery Centre to present the story of Gosport. The geology display and the Gosport Gallery are still located in the original Gosport Museum building. The same principle would be true of the other Community Museums, with the possible exception of Eastleigh. If all the Community Museums were absorbed into Discovery Centres the end result would be that an even greater proportion of the county's heritage would disappear into store, unless some other provision were to be made for their display - a complete reversal of the County Council's key aims of stewardship, access and service improvement.
12.5 It is highly desirable that greater use should be made of the Reserve Collections (the term used to describe objects not on display). The natural history and archaeology collections are natural candidates in view of the increasing public interest in the subject. Collections of particular excellence such as the ceramics and the costume and textile collection deserve much greater exposure, and would be especially useful in programmes in partnership with the creative industries, the Winchester School of Art and Southampton University's Textile Conservation Centre. The remaining reserve collections should be re-housed in such a way that the public can have much better access to them.
13. Our main conclusions are:
13.1 If HCCMS is to succeed in its objective of increasing its relevance to the community then roles and priorities must change to reflect the new challenges of access, outreach and life-long learning. A revised organisational structure should take advantage of the possibilities for integration of functions between the Museum and Archives services and be alert to possibilities of further partnerships within the County Council and elsewhere in the county.
13.2 The budget must be re-balanced to provide more resources for action.
13.3 There is an urgent need for a strategic development plan for the Community Museums, including Milestones, in terms of capital improvements and service programme. This will need to consider not only the direction in which each site develops, but also the provision that needs to be made for collections which might be displaced by Discovery Centres or which have never been adequately displayed.
13.4 This should be combined with an investigation of the possibilities for the development of the site at Chilcomb to improve the storage and access provision for the County Council's specialist collections. There is an opportunity to carry this project forward in conjunction with the Winchester City Museum Service.
These are governed by the following assumptions:
14.1 Changes relate mainly to HCCMS, but where there is synergy re-organisation has been applied across both the Museum and the Archives services
14.2 Milestones will remain an integral element of the delivery of museum services in the county even if its governance status were to change to a trust.
14.3 The policy of displaying the County Council's specialist collections beside local history within Community Museums will continue. Where a specialist collection is displaced for any reason, such as the closure of a Community Museum, priority will be given to relocating that collection in a new, publicly accessible venue.
14.4 HCCMS will continue to deliver and improve on its existing range of high quality services to a diverse range of audiences in line with the new national Accreditation standards.
14.5 The principles and ethos of "Inspiring Learning for All" will inform all the work of HCCMS.
14.6 While the future of existing museum buildings remains fluid owing to the demands of the Discovery Centre programme, plans for the development of the Community Museums must remain flexible.
14.7 Where an existing building remains in use as a Community Museum and a funding partnership exists between the County Council and another body, that museum should be allocated a named curator to act as the link with the Joint Management Committee.
14.8 A curator may be responsible for more than one museum and/or site, as is already so in 50% of the cases.
14.9 New initiatives may be funded from savings planned over the next three years.
14.10 Additional Hub funding will be available from April 2006.
14.11 New partnership will be formed with Winchester City Museums Service.
15. Operations: Sites and Museums
15.1 A new role of Community Curator will be defined which will concentrate on:
a) Professional collections development, as defined by the current Acquisition and Disposal policy in close liaison with specialist Keepership staff.
b) Outreach activities in close co-operation with the Learning Access and Interpretation (LAI) team and other Recreation and Heritage services in order to generate new learning programmes, activities and exhibitions in the museums and in the community.
c) Strategic development of the Community Museums network in liaison with the Head of Service and the LAI team.
15.2 Local museum curators will be freed from administrative and facilities management duties to enable them to carry out the new role of Community Curator
15.3 The Community Curators and Site Managers will form a single Community Museum Development Team (CMDT) managed by a Team Leader.
15.4 Together with the LAI team the first task will be to draw up a fully integrated Strategic Development Plan for the Sites and Community Museums to feed into the 2006/07 Service Plan and the 2006/08 Hub Business Plan. This process will be informed by a new Audience Development Plan to be produced by mid-2005
15.5 Sub-groups will be formed to take forward specific projects in collaboration with the Operations team, specialist Keepers, the Design and Display team and the Learning Team
15.6 The CMDT will have access to a development budget drawn from savings from deleted posts over the next three years
15.7 The CMDT together with LAI team will concentrate on increasing participation and will jointly aim to deliver specific targets to be defined in the HCCMS Service Plan and the 2006-08 Hub Business Plan.
15.8 A Senior Museums Assistant in each Community Museum will be promoted to take over administrative and facilities management duties relinquished by the Community Curators, including SAP, health & safety, risk management and visitor services
15.9 Museum Assistants will be offered specific support and training to enable them to develop specialist roles within their communities.
15.10 A new post of Facilities Manager will be created by internal promotion to line-manage the Senior Museums Assistants and to take on the building management role for the Hampshire Record Office. This post will report directly to the Head of Operations (Museum Service).
15.11 Line management of the Community Curators and Site Managers will move from the Head of Operations to the Head of Collections.
15.12 The Community Curators will retain overall responsibility for each site and Community Museum, including that of liaising with the Joint Management Committees, Boards of Trustees and Friends Committees where they exist in order to sustain good relations and fulfil funding agreements They will link with marketing, education and exhibition specialists within the Service to provide a comprehensive community museum service, using the building as a physical hub but extending beyond it into the community itself.
15.13 Training will be provided to ensure that staff are confident in their new roles.
16. Operations: Archives Service
16.1 The aims underlying these changes are to maximise the potential for joint working between archives and museums; to increase capacity for widening access to archive collections (directly and remotely) while maintaining a strong focus on collections care; and to increase the ability of professional staff to concentrate on their core functions.
16.2 It is proposed to:
16.2.1 Restore the full time post of Education Officer following the transfer of his building management responsibilities to the Facilities Manager, in order to further develop formal and informal learning activities jointly with the LAI Team.
16.2.2 Realign other senior posts to:
- Provide additional senior archivist time for further development of electronic access to collections through digitisation and the delivery of e-services; also to take responsibility for setting standards across museums and archives for digitisation and digital preservation.
- Group together all outreach services and customer services, under the leadership of a senior archivist, on order to facilitate team working on all aspects of access.
16.2.3 Adjust line managements arrangements within the new Access group, as necessary.
16.2.4 Provide additional capacity for the digitisation of archive material.
16.2.5 Group other archives staff into a Stewardship/Collections group which, with the Access group, will mirror the museums division of professional functions and facilitate further integrated working across museums and archives.
17. Operations: Museum Collections and Conservation
17.1It is proposed to:
17.1.1 Draw up plans to develop a Collections Resource Centre at Chilcomb or elsewhere jointly with Winchester City Museums Service within the next two years.
17.1.2 Commission a study into the practicality of developing joint service provision between the Winchester City Museum Service and the County Council Museum and Archive services
17.1.3 Discontinue the practice of diverting collections specialists (Keepers) to other roles in order to concentrate on improving collection care, interpretation, development and documentation standards at Chilcomb in line with Accreditation requirements.
17.1.4 Re-build collections specialist team and restore full-time posts with Hub funding from 2006 to enable more effective delivery of collections related expertise to new generation museums, Discovery Centres, Hub related initiatives and Community Outreach programmes.
17.1.5 Transfer the post holder from the position of Curator of Andover to the specialist Keeper team and appoint a short-term replacement while the future of Andover Discovery Centre and the Museum of the Iron Age is decided.
18. Marketing, Income Generation and Strategic Development
18.1 New teams will be developed with a nominated post to be given lead responsibility for each topic to take forward:
18.1.1 Strategic marketing, based on a clear understanding of audience development needs and income generation, which will include website development.
18.1.2 Strategic development of the Chilcomb site.
18.1.3 A new Audience Development Plan, to be produced by mid-2005.
18.1.4 A review of the relationship with the Hampshire Museums Trust and the Hampshire Archives Trust.
18.1.5 New opportunities for income generation.
18.1.6 Performance management and service quality.
19. Learning, Access and Interpretation
19.1 The LAI team will work jointly with the Community Curator team and the Archives Service Education Officer to produce an integrated Strategic Development Plan for the Sites and Community Museums to feed into the 2006/07 Service Plan and the 2006/08 Hub Business Plan.
19.2 Following the successful establishment of an area education team in NE Hampshire, the Service will seek to use Hub funding to extend the principal to SW Hampshire, based on the post of Education Officer at St. Barbe's Museum, Lymington. The role of the area teams will be to support special exhibition and display origination and to deliver learning programmes, activities and educational services to visitors to Community Museums and to work with Community Curators and curators of non-HCCMS museums to help them develop their in-house and outreach services.
19.3 The LAI team will take on specific responsibility for the induction and specialist training programmes relating to audience engagement, customer care and exhibitions; for example, engaging with people with learning disabilities, special needs, family audiences and schools.
19.4 The number of museum assistants will be reviewed and if necessary increased to accommodate these new roles.
19.5 To facilitate this SEARCH will increase its role in promoting and managing training for the Service.
19.6 SEARCH will continue to carry out its role as a Centre of Excellence for museum learning, especially focused on the delivery of services for school age children and their families through the provision of learning programmes, activities and events, but will also increase its role in promoting and managing training and professional development for staff across all disciplines in the Service.
20.1 Using existing expertise HCCMS will continue to develop its capacity to deliver temporary special exhibitions through established and new partnerships, including National Museums and Hub Partners.
20.2 It will also explore options for delivering community outreach exhibitions in non-museum venues e.g. Discovery Centres, village halls etc., building on existing partnerships and networks.
20.3 It will look at opportunities for hiring HCCMAS exhibitions to museums and other venues inside and outside the county
21. Management and Administration: Museum Service
21.1 The Museum and Archives services will be managed by a Senior Management Team consisting of the Head of the Museums and Archives , the Head of Archives, the Principal Archivist (Stewardship and Collections), the Senior Archivist (Access), and the Heads of Operations, Collections and Learning, Access & Interpretation.
21.2 The Museums Management Team will consist of the Head of Service, the Heads of Collections, Operations and Learning, Access & Interpretation plus the Manager of Milestones, the Team Leader of the Community Museum Development Team and the Facilities Manager
21.3 The Museum and Archives services will continue to explore means of maximising the efficiency of its administration processes and look for partnerships where that would improve delivery.
22. Measuring success
22.1 The success of the proposed changes will be measured against outcomes relating to the key aims outlined at the beginning of the Review. These will be set out in the 2005/2006 Service Plans for the Museum and Archives services.
23. Financial implications
23.1 The intention is to use the savings arising from staffing reviews to create a Development Fund which can be managed flexibly to meet the service's highest priority needs. Since the precise value and timing of these cannot be quantified at this stage, regular reports will be made to the Executive Member - Recreation and Heritage.
That the conclusions of the Review be accepted and that the Committee endorse the changes proposed and submit the conclusions to the Executive Member for Recreation and Heritage for his consideration.
Section 100D - Local Government Act 1972 - background papers.
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