Code of ethics
Review performance to innovate and improve
10.0 Museums develop by initiating and responding to change. They establish, formally adopt, publish and regularly review their aims and objectives.
Museums specify targets, monitor, evaluate and report on performance and make changes in operational practices to become more effective and efficient.
All those who work for or govern museums should ensure that they:
10.1 Adhere to the museum’s constitution. Review, periodically, the museum’s overarching purpose.
10.2 Keep up to date with developments in the law, museum practice, social policy and public expectations.
10.3 Involve users, staff, members of the governing body and other stakeholders directly in planning.
Regularly update and make public the museum’s aims, objectives, plans, policies and standards. (See also section 4, consult and involve communities, users and supporters.)
10.4 Make prudent use of resources and maximise the benefit that the public derives from all activities.
Account fully and openly to the public about how money is raised and spent.
10.5 Maintain the financial viability of the museum. Meet legal, constitutional and contractual requirements for financial control of the museum (and any subisidiary commercial companies). Avoid unjustifiable financial risk. (See also section 1, hold collections in trust on behalf of society.)
10.6 Accept financial support from commercial organisations and other outside sources provided that it does not compromise the integrity of the museum. Clearly define and agree the relationship between the museum and its partners to avoid undue influence on museum activities.
10.7 Establish principles to inform trading and commercial activities so that they are consistent with the aims of the museum and, where possible, enhance the quality of the service. Do not allow trading and commercial activities to bring the museum into disrepute, reduce public access, subject the collections to unacceptable risk or jeopardise finances.
For further guidance see also the Museums Association’s Ethical Guidelines on Trading and Commercial Activities.
10.8 Make the museum’s premises as suitable as possible for public services, collections management and access for all, in addition to fulfilling legal responsibilities for the health and safety of staff and visitors.
10.9 Recruit, train and develop individuals so that the skills and knowledge of members of museum staff, the governing body and support groups are appropriate to the needs of the individual and the museum.
Facilitate the career-long professional and personal development of all staff and members of the governing body.
10.10 Recognise that all who work for the museum in any capacity have a contribution to make to its successful operation. Recruit and treat all staff fairly. Acknowledge the contributions of colleagues at all levels.
10.11 Undertake and delegate only such duties as are commensurate with individual knowledge and skills.
Co-operate fully with any appropriate scrutiny, appraisal or evaluation. Seek and act on advice, whenever necessary, from colleagues in other museums, museum support bodies and consultants.
Obtain, when necessary, specialist expertise through contracts or consultancies. (See also section 4, consult and involve communities, users and supporters.)
10.12 Assist the governing body in making informed decisions and obtaining direct access to the advice it needs to fulfil its role.
10.13 Strive to increase the diversity of staff and members of the governing body so that they adequately represent the museum’s present and potential audience.
10.14 Conduct disputes with others with courtesy and tolerance, even when differences of opinion are robustly expressed. Avoid giving needless personal offence.
Seek independent arbitration, mediation or other means of resolution when disputes cannot otherwise be resolved.
Museums specify targets, monitor, evaluate and report on performance and make changes in operational practices to become more effective and efficient.
All those who work for or govern museums should ensure that they:
10.1 Adhere to the museum’s constitution. Review, periodically, the museum’s overarching purpose.
10.2 Keep up to date with developments in the law, museum practice, social policy and public expectations.
10.3 Involve users, staff, members of the governing body and other stakeholders directly in planning.
Regularly update and make public the museum’s aims, objectives, plans, policies and standards. (See also section 4, consult and involve communities, users and supporters.)
10.4 Make prudent use of resources and maximise the benefit that the public derives from all activities.
Account fully and openly to the public about how money is raised and spent.
10.5 Maintain the financial viability of the museum. Meet legal, constitutional and contractual requirements for financial control of the museum (and any subisidiary commercial companies). Avoid unjustifiable financial risk. (See also section 1, hold collections in trust on behalf of society.)
10.6 Accept financial support from commercial organisations and other outside sources provided that it does not compromise the integrity of the museum. Clearly define and agree the relationship between the museum and its partners to avoid undue influence on museum activities.
10.7 Establish principles to inform trading and commercial activities so that they are consistent with the aims of the museum and, where possible, enhance the quality of the service. Do not allow trading and commercial activities to bring the museum into disrepute, reduce public access, subject the collections to unacceptable risk or jeopardise finances.
For further guidance see also the Museums Association’s Ethical Guidelines on Trading and Commercial Activities.
10.8 Make the museum’s premises as suitable as possible for public services, collections management and access for all, in addition to fulfilling legal responsibilities for the health and safety of staff and visitors.
10.9 Recruit, train and develop individuals so that the skills and knowledge of members of museum staff, the governing body and support groups are appropriate to the needs of the individual and the museum.
Facilitate the career-long professional and personal development of all staff and members of the governing body.
10.10 Recognise that all who work for the museum in any capacity have a contribution to make to its successful operation. Recruit and treat all staff fairly. Acknowledge the contributions of colleagues at all levels.
10.11 Undertake and delegate only such duties as are commensurate with individual knowledge and skills.
Co-operate fully with any appropriate scrutiny, appraisal or evaluation. Seek and act on advice, whenever necessary, from colleagues in other museums, museum support bodies and consultants.
Obtain, when necessary, specialist expertise through contracts or consultancies. (See also section 4, consult and involve communities, users and supporters.)
10.12 Assist the governing body in making informed decisions and obtaining direct access to the advice it needs to fulfil its role.
10.13 Strive to increase the diversity of staff and members of the governing body so that they adequately represent the museum’s present and potential audience.
10.14 Conduct disputes with others with courtesy and tolerance, even when differences of opinion are robustly expressed. Avoid giving needless personal offence.
Seek independent arbitration, mediation or other means of resolution when disputes cannot otherwise be resolved.
Click links below for Q&As relating to this section of the code
Auction houses
Complaints
Copyright
Fees (for research)
Loans (commercial)
Private collecting
Staff development
Venue hire
Volunteers
Workplace conflict
Auction houses
Complaints
Copyright
Fees (for research)
Loans (commercial)
Private collecting
Staff development
Venue hire
Volunteers
Workplace conflict
