MLA South East confirmed that seven staff members have been made redundant. It is understood the roles cut are a manager, advisor and coordinator in the access team; a manager and coordinator in funding and development; a workforce development manager; and a standards and stewardship coordinator.
Not all the posts were full-time and some staff were offered similar posts but on alternative employment terms, including reduced salaries. To cut costs further, MLA South East's Chatham office has been closed leaving only the Winchester office in operation.
Helen Jackson, the chief executive of MLA South East, refused to give any details about the redundancies, but a spokeswoman at MLA South East said the restructure had enabled a move to a more level staff structure.
'The old structure did not fit with the new corporate plan,' she said. 'We are continuing to do what we did before but with increasing agendas.' The new agendas include local government improvement and the Olympics.
Nationally, the MLA completed its own restructure last year, which resulted in some redundancies and the new 'partnership' scheme with the regional MLAs.
The restructure in the regions is partly a cost-cutting exercise but Sue Wilkinson, the director of policy and advocacy, said it is about 'efficiency and improving delivery'. She said the focus was on policy and strategy.
Mark Taylor, the director of the Museums Association, said: 'Restructuring of the regional MLAs seems to be common at the moment. They are having to deal with reduced funding and are attempting to grapple with strategic issues. But many museums are alarmed at the lack of support and advice that they have been receiving.'
A source told Museums Journal they were concerned that access and learning support in the South East was being eroded by reducing the number of roles to one learning and skills manager.
Vicky Woollard, a senior lecturer in the department of cultural policy and management at City University, said: 'With the government demands on access, one wants to keep momentum going.'
Sue Wilkinson said of each of the regions: 'They have a responsibility to ensure their organisation is fit for purpose to deliver objectives. It [redundancies] is not an easy thing to implement.'
Bill Ferris, the chief executive at the Historic Dockyard in Chatham, said that the MLA restructuring was needed. But he warned: 'What we don't want is a constant process of reorganisation. I hope this has been thoroughly analysed but the proof will be in the pudding. I hope it will mean a relatively settled and stable position.'
Felicity Heywood
Not all the posts were full-time and some staff were offered similar posts but on alternative employment terms, including reduced salaries. To cut costs further, MLA South East's Chatham office has been closed leaving only the Winchester office in operation.
Helen Jackson, the chief executive of MLA South East, refused to give any details about the redundancies, but a spokeswoman at MLA South East said the restructure had enabled a move to a more level staff structure.
'The old structure did not fit with the new corporate plan,' she said. 'We are continuing to do what we did before but with increasing agendas.' The new agendas include local government improvement and the Olympics.
Nationally, the MLA completed its own restructure last year, which resulted in some redundancies and the new 'partnership' scheme with the regional MLAs.
The restructure in the regions is partly a cost-cutting exercise but Sue Wilkinson, the director of policy and advocacy, said it is about 'efficiency and improving delivery'. She said the focus was on policy and strategy.
Mark Taylor, the director of the Museums Association, said: 'Restructuring of the regional MLAs seems to be common at the moment. They are having to deal with reduced funding and are attempting to grapple with strategic issues. But many museums are alarmed at the lack of support and advice that they have been receiving.'
A source told Museums Journal they were concerned that access and learning support in the South East was being eroded by reducing the number of roles to one learning and skills manager.
Vicky Woollard, a senior lecturer in the department of cultural policy and management at City University, said: 'With the government demands on access, one wants to keep momentum going.'
Sue Wilkinson said of each of the regions: 'They have a responsibility to ensure their organisation is fit for purpose to deliver objectives. It [redundancies] is not an easy thing to implement.'
Bill Ferris, the chief executive at the Historic Dockyard in Chatham, said that the MLA restructuring was needed. But he warned: 'What we don't want is a constant process of reorganisation. I hope this has been thoroughly analysed but the proof will be in the pudding. I hope it will mean a relatively settled and stable position.'
Felicity Heywood
