Val Bott museum consultant
"Some museums are structurally vulnerable, others appear strong until threatened by political whim or changing visitor markets. This variety of risks makes a register of little use without well-timed and carefully-judged intervention.
But who now can intervene? The old Museums and Galleries Commission/area museum council safety net has gone. Huge investment in hub museums has run alongside the loss of regional agencies, whose local knowledge made them astute advocates supporting museums in crisis.
The Renaissance structure, built on outdated notions of centres of excellence, was Stuart Davies' brainchild. His conference speech said that the regional agencies "collapsed" rather than being destroyed by cuts to MLA budgets. Perhaps we should go back to the 1960s and start new self-help groups?"
Bridget McKenzie director, Flow Associates
"Undoubtedly museums are threatened by the crash, so a register might grow very long. But the benefits could be great if the sharing of problems and solutions is enabled. It should be a "survival network" to generate relationships between museums and potential partners.
The chief executive of Novas Scarman (which is offering to take on the trust of the Livesey Museum, which closed in February), visited with children months after it shut. If she had seen the Livesey on a register she might have acted sooner but what stirred her was a confrontation with padlocked doors after a hopeful trek. You need those personal links."
Jon Finch chief executive, Museums, Libraries and Archives West Midlands
"At risk of what? Closure, bankruptcy, falling visitor figures, poor governance, being sidelined? Museums face a variety of risks. They should concentrate on proactive risk management as part of a sustainable strategic management approach, then the majority of risks can be minimised.
The demand on public funds is going to increase. Museums should follow the example set by parts of the independent sector and develop a more entrepreneurial approach, broadening their funding base and diversifying business models.
The partnerships and networks that the new Museums, Libraries and Archives Council regional team will create will enable it to know where the political pressure points are likely to be and therefore react appropriately to them"
Simon Hayhow director, Scottish Fisheries Museum
"We need to get a handle on the scale of the problem on a regional basis and the resources required. A register could help but care has to be taken to ensure it assists a museum in difficult circumstances and that it does not necessarily imply criticism of management or community support.
Also, it must not provide the excuse for a local authority to justify closing an ailing museum. The reasons for being at risk may be more complex than English Heritage's buildings at risk but exploration of a register, with a 'traffic light' system of red and amber lists, is a key way forward."
"Some museums are structurally vulnerable, others appear strong until threatened by political whim or changing visitor markets. This variety of risks makes a register of little use without well-timed and carefully-judged intervention.
But who now can intervene? The old Museums and Galleries Commission/area museum council safety net has gone. Huge investment in hub museums has run alongside the loss of regional agencies, whose local knowledge made them astute advocates supporting museums in crisis.
The Renaissance structure, built on outdated notions of centres of excellence, was Stuart Davies' brainchild. His conference speech said that the regional agencies "collapsed" rather than being destroyed by cuts to MLA budgets. Perhaps we should go back to the 1960s and start new self-help groups?"
Bridget McKenzie director, Flow Associates
"Undoubtedly museums are threatened by the crash, so a register might grow very long. But the benefits could be great if the sharing of problems and solutions is enabled. It should be a "survival network" to generate relationships between museums and potential partners.
The chief executive of Novas Scarman (which is offering to take on the trust of the Livesey Museum, which closed in February), visited with children months after it shut. If she had seen the Livesey on a register she might have acted sooner but what stirred her was a confrontation with padlocked doors after a hopeful trek. You need those personal links."
Jon Finch chief executive, Museums, Libraries and Archives West Midlands
"At risk of what? Closure, bankruptcy, falling visitor figures, poor governance, being sidelined? Museums face a variety of risks. They should concentrate on proactive risk management as part of a sustainable strategic management approach, then the majority of risks can be minimised.
The demand on public funds is going to increase. Museums should follow the example set by parts of the independent sector and develop a more entrepreneurial approach, broadening their funding base and diversifying business models.
The partnerships and networks that the new Museums, Libraries and Archives Council regional team will create will enable it to know where the political pressure points are likely to be and therefore react appropriately to them"
Simon Hayhow director, Scottish Fisheries Museum
"We need to get a handle on the scale of the problem on a regional basis and the resources required. A register could help but care has to be taken to ensure it assists a museum in difficult circumstances and that it does not necessarily imply criticism of management or community support.
Also, it must not provide the excuse for a local authority to justify closing an ailing museum. The reasons for being at risk may be more complex than English Heritage's buildings at risk but exploration of a register, with a 'traffic light' system of red and amber lists, is a key way forward."
