Simon Cane
Director, Birmingham Museums Trust
From a funding perspective it makes sense for local authorities to fund services to a single trust rather than a separate organisation. The relationship is more straightforward and benefits the authority.
It cuts down on the duplication of services, so there is some streamlining. And museums can take a stronger strategic approach, looking across collections.
But when demerging or merging the culture change can be challenging. People have a sense of belonging and being shifted on can be unsettling. Having to get used to new ways of working can also be unsettling for staff, so how you manage this process is very important.
There are benefits other than financial from having a level of independence, but [moving to a single trust] is not a panacea and there is a danger that some councils might see it as a quick-win option. It is not for everyone.
It depends on the scale of the local authority, but there can be benefits around joined up marking and promotion.
It also allows you to rethink the business and focus on being a really good museum service. It is easier to make fundamental changes in the charitable trust model because you have that independence.
Steve Miller
Director, Norfolk Museums & Archaeology Service
The pros are obviously around economies of scale and the ability to provide shared conservation, specialist knowledge, education and marketing, and deliver these to our visitors.
There are eight councils that form the joint agreement for Norfolk Museums & Archaeology Service.
There is more complexity in terms of governance because you want people to have a say in their local area.
We have four area committees for Norwich, East Norfolk, West Norfolk, and Kings Lynn, and one joint committee that brings all of these together. The administration can be more complex, but it is right that everyone should have a sense of ownership.
Keith Merrin
Director, Woodhorn Museum and Northumberland Archives
Since 2009, following the formation of Northumberland County Council as a unitary authority, Woodhorn has managed museums that were previously under Wansbeck, Hexham, Berwick and Morpeth district councils, as well as the county council.
It is easier working with a single council with a single set of officers to understand our priorities. And [for the district council museums] they were used to being isolated, and bringing them together suddenly a world of opportunities opened up.
The tricky thing was merging the cultures. At one point we had staff on six different set of terms and conditions, which on a practical level was quite a headache.
But the positives outweigh the negatives. It is a chance for the smaller museums to become part of something bigger. Bringing in funding to the trust we have been able to direct more funding at those museums.
Iain Watson
Director, Tyne & Wear Archives & Museums
At a local level working together gives significantly greater economies of scale and allows a broader range of specialism and expertise to be held within the partnership.
The greater critical mass also allows the organisation to have more influence at a regional and national level which supports, for example, working with business supporters or bringing in major exhibitions.
It is worth saying, of course, that in terms of the public, and local stakeholders, they will maintain their relationship and their support for the individual venue as part of the wider partnership and that this is healthy and normal!
Read a news analysis on museum service mergers
Director, Birmingham Museums Trust
From a funding perspective it makes sense for local authorities to fund services to a single trust rather than a separate organisation. The relationship is more straightforward and benefits the authority.
It cuts down on the duplication of services, so there is some streamlining. And museums can take a stronger strategic approach, looking across collections.
But when demerging or merging the culture change can be challenging. People have a sense of belonging and being shifted on can be unsettling. Having to get used to new ways of working can also be unsettling for staff, so how you manage this process is very important.
There are benefits other than financial from having a level of independence, but [moving to a single trust] is not a panacea and there is a danger that some councils might see it as a quick-win option. It is not for everyone.
It depends on the scale of the local authority, but there can be benefits around joined up marking and promotion.
It also allows you to rethink the business and focus on being a really good museum service. It is easier to make fundamental changes in the charitable trust model because you have that independence.
Steve Miller
Director, Norfolk Museums & Archaeology Service
The pros are obviously around economies of scale and the ability to provide shared conservation, specialist knowledge, education and marketing, and deliver these to our visitors.
There are eight councils that form the joint agreement for Norfolk Museums & Archaeology Service.
There is more complexity in terms of governance because you want people to have a say in their local area.
We have four area committees for Norwich, East Norfolk, West Norfolk, and Kings Lynn, and one joint committee that brings all of these together. The administration can be more complex, but it is right that everyone should have a sense of ownership.
Keith Merrin
Director, Woodhorn Museum and Northumberland Archives
Since 2009, following the formation of Northumberland County Council as a unitary authority, Woodhorn has managed museums that were previously under Wansbeck, Hexham, Berwick and Morpeth district councils, as well as the county council.
It is easier working with a single council with a single set of officers to understand our priorities. And [for the district council museums] they were used to being isolated, and bringing them together suddenly a world of opportunities opened up.
The tricky thing was merging the cultures. At one point we had staff on six different set of terms and conditions, which on a practical level was quite a headache.
But the positives outweigh the negatives. It is a chance for the smaller museums to become part of something bigger. Bringing in funding to the trust we have been able to direct more funding at those museums.
Iain Watson
Director, Tyne & Wear Archives & Museums
At a local level working together gives significantly greater economies of scale and allows a broader range of specialism and expertise to be held within the partnership.
The greater critical mass also allows the organisation to have more influence at a regional and national level which supports, for example, working with business supporters or bringing in major exhibitions.
It is worth saying, of course, that in terms of the public, and local stakeholders, they will maintain their relationship and their support for the individual venue as part of the wider partnership and that this is healthy and normal!
Read a news analysis on museum service mergers
