One Year On: Turning Actions into Advocacy

TuRNiNg AcTiONs iNTO AdvOcAcY

ONE YEAR ONA report on the first year of From Strategy to Action: A Delivery Plan for Scotland’s Museums and Galleries 2013-2015

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12,337,000Thec. 430museumsinScotlandholdatotal

of12,337,000objects3

24,429,727In2012,therewereanestimated24,429,727visits

toScotland’smuseumsandgalleries4

Almost ¹�³Almost1/3oftheScottishpopulationvisitmuseums

atleastonceayearandover¼of16-24yearolds

visitmuseums5

63%63%ofvisitstomuseumsandgalleriesaremade

aspartoftourismtrips4

50%Approximately50%ofScotland’smuseums

havefreeentry4

650,000Therewereanestimated650,000visitstoScottish

museumsbyschoolpupilsin20124

37%Thosewhohavevisitedmuseumsare

37%morelikelytoreporthighlifesatisfaction

thanthosewhohavenot6

50%Approximately50%ofthemuseumsworkforce

inScotlandismadeupofvolunteers4

87%LocalAuthoritymuseumsscorean87%satisfaction

ratingfromvisitors5

92%92%ofthemuseumsintheVisitScotlandQuality

Assuranceschemehavearatingof3starsandabove7

3.ScottishMuseumsCouncil(2002),Scotland’s National Audit

4.MoffatCentreforTravelandTourismBusinessDevelopmentandCogentsi(2014),

Realising the True Impact

5.ScottishGovernment(2012),Scotland’s People Annual Report: Results from 2011

Scottish Household Survey

6.LeadbetterandO’Connor(2013),Healthy Attendance? The impact of cultural engagement

and sports participation on heath and satisfaction within life in Scotland

7.FiguresfromtheVisitScotlandQualityAssuranceScheme(where3starisverygood,

4starisexcellentand5starisexceptional),www.visitscotland.com/quality-assurance

sEcTOR

lANdscApE

The National StrategyOne Year OnDeliveryPlanReport


DELIVERYSNAPSHOT

The National StrategyOne Year OnDelivery Plan Report

1

MGS trained a total of 234 people through the MGStraining courses in the National Skills DevelopmentProgramme with a 93% satisfaction rating

93%MGS distributed £1.1million of grant funding into the sector in 2013/14 and raised a further £1.45million1 for sector-related support and projects

£1.1m

In 2012/2013 museums and galleries were officiallyraised in the Scottish Parliament a total of 69 timesthrough parliamentary questions or motions

Sector Profile: Marketing and Advocacy

Knowledge and Skills Development Funding and Investment

Collections and Engagement

69

Since December 2012, 136 museums and gallerieshave been assessed under the ‘new’ 2011 Accreditation Standard

13647% of the holders of Recognised Collections believe that ‘increasing public access’ to their collections is the objective where they feel they have achieved the greatest impact2

47%1. Includes funding through Interns 2, Interns 3 Heritage Horizons, WW1 Fund

Skills Development Fund and Resourcing Scotland’s Heritage2. Museums Galleries Scotland (2014) carried out by DC Research,

Recognition scheme and fund research

Standards and Planning for Sustainability

2733_NatStrat_Del Plan_text 13.6:Layout 1 13/06/2014 16:45 Page 1

2


cONTENTssector Landscape............................................ Inside Front Cover

delivery snapshot ............................................................................................. 1

introduction .......................................................................................................... 3

delivery Priority A Knowledge and Skills Development ...................................................... 4

delivery Priority B Funding and Investment ................................................................................. 7

delivery Priority c Sector Profile: Marketing and Advocacy ............................................ 10

delivery Priority d Standards and Planning for Sustainability ......................................... 13

delivery Priority E Collections and Engagement ................................................................... 16

conclusion and Next steps .................................................................. 19

TuRNiNg AcTiONs iNTO AdvOcAcY

ONE YEAR ON A report on the first year of From Strategy to Action: A Delivery Plan for Scotland’s Museums and Galleries 2013-2015


3

One Year On: Turning Actions into Advocacy reports on the first year of From Strategy to Action: A Delivery Plan for Scotland’s Museums and Galleries 2013–2015, published in spring 2013.

The Delivery Plan provides a structured approach towards achieving the aims and objectives of Going Further: The National Strategy for Scotland’s Museums and Galleries. Using information gatheredthrough consultation, the Delivery Plan focuses attention and resource on the priority areas of greatest need or those that are under-represented in current and future plans of museums and galleries.

These priorities, around which MGS has focused its work over the past 12 months, are:

A) Knowledge and Skills DevelopmentB) Funding and InvestmentC) Sector Profile: Marketing and AdvocacyD) Standards and Planning for SustainabilityE) Collections and Engagement

This report summarises the work MGS has done around each of these priorities in order to provideopportunities and direction for the sector. We have included examples of where the sector has used theseopportunities to both meet the aims of the Strategy and their own priorities.

To support the work of MGS and our Board, we have established a Stakeholder Group, comprising members from across the sector and key partner organisations, to advocate the direction and purpose of the National Strategy and give a steer to future projects and partnerships that could further supportdelivery. Groups have also been set up to support key areas of delivery in skills development (Priority A) and collections-focused work (Priority E).

Working across our core areas to support strategic sector development, we will continue to identifyopportunities for museums and galleries in Scotland, working with partners to support delivery over the remainder of the life of this Delivery Plan. The ‘next steps’ for both MGS and the sector are included throughout this report, and in the final section.


INTRODucTION


23493%

DELIVERY PRIORITY A

KNOwLEDgE AND SKILLSDEVELOPmENT

The sector identified business, marketing and digital skills as key development priorities. Museums also highlighted that alternative methodsof delivery, including sharing of best practice, were vital to ensure success going forward.

Within the work of MGS, skills development is delivered through a wide range of activity, for example programmes such as Festival of Museumsand the Interns programme, and not only as part of more formal training opportunities.

With the objective ultimately to create a ‘one-stop-shop’ for museums seeking skills development opportunities, over the past year we have reviewed and developed the range and scope of training courses we offer. For MGS, working in partnership for delivery of skills development is key to success, and partners in 2013/14 have included AmbITion Scotland for delivery of digital strategy workshops, National Museums Scotland through their Knowledge Exchange Programme and the Arts Marketing Association for augmented marketing training.

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PEoPlE trAInED

SAtISFACtIon rAtIng

HIgHLIgHTS


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This one day event was designed as a skills sharing day to celebrate the valuable work volunteers do in the region and to give them a chance to network and share best practice. It also provided opportunities for training in basic museum skills and practical guidance on tackling key museum tasks. The project was the first to be funded through the MGS Skills Development Fund which provided travel support for attending volunteers, maximising the number of participants who could attend.

ImPAcTS• 93 volunteers from 20 museums in the

region attended

• “An excellent event that shows the scope of learning opportunities offered through the Skills Development Fund.”

www.taysidemuseums.org.uk

muSEumS FORum VOLuNTEER cONFERENcEtAySIDE muSEumS Forum

CASE StuDy

MGS approached the Scottish Government in 2012 to leverage additional financial support for skills development. The resulting Skills Development Fund, launched in March 2013, offers grants of up to 100% ranging from £1,000-£20,000 to support museums to work in partnership to run collaborative training courses and skills development programmes.

MGS staff worked closely with museums groups,networks and forums to identify, scope anddevelop projects which could take advantage of the Skills Development Fund and meet theirtraining needs. A wide range of diverse projectsresulted, including a Marketing Officer post for a consortium of the East of Scotland MuseumsPartnership, the Scottish Fisheries Museum andEdinburgh City Council; an extensive knowledgesharing partnership between the Highland andMoray museums; and the Tayside Museums ForumVolunteer conference (see above).

In a successful bid to the HLF Catalyst programme,MGS has partnered with Arts & Business Scotland,Archaeology Scotland, Built Environment ForumScotland (BEFS), Greenspace Scotland and Scottish Environment LINK to deliver a three-year fundraising training and capacity building programme - Resourcing Scotland’s Heritage.The programme will also provide guidance, toolkitsand support for the sector through peer networksand is due to commence in June 2014 (see PriorityB: Funding and Investment).

In order to support continued delivery and development of the National Skills Development Programme, MGS set up a skills development working group to consider options for a ‘skillsbank’ and interactive platform for best-practice sharing. The group is scoping and planning an online resource as part of wider MGS systems, website and digital developments.


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This was the second conference organised by MGS and focused on the theme of organisationalsustainability. It explored the wider themes of upskilling museum staff and leaders, putting into place business-like practices, attracting investment, engaging audiences and developing and maintaining partnerships. The programme consisted of a mix of presentations, keynote and parallel sessions. Attendees also had access to an extremely busy marketplace of 12 development organisations relevant to the

sector. The response of delegates on the day, both in person and via Twitter, demonstrated the value placed on the conference by Scotland’s museums.

ImPAcTS• 183 people attended and the format scored

a 92.9% satisfaction rating

• “Stimulating, well paced, highly informative and superbly organised.” (Attendee)

http://bit.ly/MGSConf

FORTuNE FAVOuRS THE BRAVEmgS ConFErEnCE 2013

CASE StuDy

During the year, MGS embarked on the delivery of the second phase of the very successful HLF-fundedInterns Programme with a further 20 graduateplacements, drawn from a total of 1,968 applications,in host museums across the country. On the back ofthe success of the previous programmes, we secured a further £422,400 to embark on a newnon-graduate traineeship scheme which will run in2015. The Interns 3 Heritage Horizons schemewill deliver an SVQ vocational qualification in Museum Practice alongside workplace learning during a 12 month programme.

MGS’s second biennial conference Fortune Favours The Brave, which was held at Hampden in September 2013, offered a major skills development, best practice sharing and networking opportunity for the sector in Scotland (see opposite).

KNOwLEDgE AND SKILLS DEVELOPmENTnExt StEPS

For MGS:

• Continue to build and strengthen partnerships to develop the National Skills Development Programme over the next five years

• Continue to develop an overview of the skills landscape throughout the sector, identifying gaps and needs

• Develop online resources to support skills development opportunities

For the sector:

• Undertake internal skills audits and advise MGS of organisational training needs going forward to help build a picture of the sector skills landscape and inform further development of the National Skills Development Programme

• Identify opportunities to work in partnership to utilise the Skills Development Fund

• Identify expertise or experience that would be of interest to others and share with fellow museum professionals

KNOwLEDgE AND SKILLS DEVELOPmENT (cONTINuED)



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FuNDINg AND INVESTmENT

Delivery of investment to museums and galleries is one of the key ways MGS supports strategicdevelopment in the sector. In the past year MGS has continued to work successfully with theScottish Government to ensure as much funding as possible is channelled into the sector. Our level of grant funding for museums has been maintained(£1.1 million) and additional Scottish Governmentfunding for Skills Development (£80k; March2013) and WW1 projects (£100k; April 2014) has been secured and made available to the sector.Additional capital funding was available during the 2013/14 financial year, and the provision of astorm damage fund at short notice for museumsexperiencing issues in relation to the inclementweather in late 2013/early 2014 provided muchneeded funding to effect immediate repairs.

£1.1M£1.45MDIrECt grAnt FunDIng

FurthEr rAISED

HIgHLIgHTS

DELIVERY PRIORITY B


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As holders of a Recognised Collection, OrkneyIslands Council applied to the MGS Capital Fund in 2013 to help restore and conserve a key site. The wartime naval buildings at Scapa Flow had beendeteriorating for some time and both the buildingsand elements of the collections were in urgent need of restoration. The plan is to conserve andrestore the buildings and collections, construct anew building to house fragile artefacts not currentlyon display and to provide a café, toilet, shop and

information area as well as enhancing theinterpretation of artefacts.

ImPAcTS• The preservation of naval anchorage in WWI and

II in the buildings that were themselves part ofthe story, while providing sustainability for theorganisation through new funding streams (café and shop).

• “The development...will ensure the future of the collections and these historically importantbuildings, thus also supporting the localcommunity in Hoy, which relies on the museum as a major factor...in visitor’s decisions to come to the island.” (Orkney Islands Council investment application).

http://bit.ly/ScapaFlow

ScAPA FLOw VISITOR cENTRE& muSEum RESTORATIONorKnEy ISlAnDS CounCIl

CASE StuDy

MGS and the sector have been working throughout2013/14 with the new investment streams whichhave been aligned to the National Strategy’s aims.Both the criteria and application forms havereflected this change and we are in the process of designing and implementing a new grantsmanagement system which will allow grantapplications to be made online and improveprocessing timescales. This systems upgrade willallow us to better support and monitor progress and the impacts of investment, ensure the fundingstreams we offer remain relevant, and enable us to ensure data will be readily available foradvocacy purposes.

We have also started to develop new ways ofoffering support to museums planning to apply for investment. We have offered telephone and face-to-face investment surgeries for those wanting to discuss applications prior tosubmission and have re-introduced introductorysessions on MGS funding streams into the Skills Development Programme.

As well as offering training and support around the MGS funding streams, we have been working to develop relationships with partners who can offer advice on accessing EU and other fundingstreams for the sector. Over the coming year we will continue to develop and extend theserelationships and further investigate fundingopportunities for museums.

FuNDINg AND INVESTmENT (cONTINuED)


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MGS is working in partnership to develop this muchneeded programme of formal and informal trainingto enable heritage organisations across Scotland toraise the funds required to kick start projects, reachtheir true potential and become more sustainable.Starting in summer 2014, the three year trainingprogramme will upskill the sector to diversifyfunding resources as well as access funding from

private sponsorship. Mentoring, peer supportnetworks and online resources will provide a catalyst for long term sustainability, leaving a legacy of empowered heritage organisationsthroughout Scotland.

ImPAcTS• 43.3% of those responding to the original online

survey about the programme were from themuseums sector, indicating a very high level of need and buy in

• “Providing training and access to advice andsupport will build capacity and help to achieve a sustainable future for the sector which is muchneeded in the current economic environment.”(Joanne Orr)

www.resourcingscotlandsheritage.org

RESOuRcINg ScOTLAND’S HERITAgEmgS, ArtS & BuSInESS SCotlAnD,BuIlt EnvIronmEnt ForumSCotlAnD (BEFS), grEEnSPACE SCotlAnD AnD ArChAEology SCotlAnD

CASE StuDy

Attracting additional funding into the sector has gone beyond securing extra funding from theScottish Government. Over the 2013/14 year MGS was awarded £416,000 from the HLF to runthe Interns 2 scheme and further project fundinghas been secured for 2014/15. This includes£422,000 for the Interns 3 Heritage Horizonsprogramme and a share of the HLF Catalyst fund for Resourcing Scotland’s Heritage (£450,000over three years) which will offer training insponsorship and fundraising to museums andgalleries (see case study).

FuNDINg AND INVESTmENTnExt StEPS

For MGS:

• Further develop systems to gather evaluationdata on the impact of funding for reporting andadvocacy and to inform continued development

• Continue to further identify, develop and signpostalternative funding streams to the sector and findpartners that can assist

• Improve associated grants systems to supportinvestment applications, facilitate data extractionand improve efficiency

For the sector:

• Ensure effective reporting on all MGS funding in accordance with agreed criteria

• Identify local opportunities to attract funding,sponsorship or support

• Make use of training available on sponsorship,fundraising and money management



DELIVERY PRIORITY c

SEcTOR PROFILE:mARKETINg ANDADVOcAcY

Over the past year MGS has been promoting the sector to both UK and overseas partnersacross our activities. Working with the BritishCouncil has resulted in two cultural exchanges, and our involvement in the British Council’sTransform project – aimed at developing theartistic dialogue between the UK and Brazil – led tothe brokering of a partnership between the ScottishFootball Museum and their counterparts in SãoPaulo, Brazil.

MGS has worked with key tourism partners includingVisitScotland and EventScotland to help develop and maintain profile for museums and galleries both within the UK and abroad and link them withkey national initiatives such as Homecoming. We have taken a lead role over the last two years in facilitating and coordinating involvement in theWW1 initiative through networking events attendedby over 150 museums and galleries and arecurrently offering further support for projectsthrough the WW1 Fund.

10

24,429,727

62%vISItS to muSEumS

SurvEyED AgrEEDvoluntEErIng PromotED wEllBEIng

HIgHLIgHTS


11

This partnership has formed to develop aprogramme of special events to celebrate theheritage of the Highland and Moray Council areasduring Homecoming Scotland 2014. The eventsexplore what makes the area special and anaccompanying app allows visitors to find out what ison as well as promoting the museums and heritagesites in the area. This project is funded through theMGS Strategic Investment Fund and the partnershipalso received funding through the MGS SkillsDevelopment Fund to develop the skills of museum

staff to deliver this project effectively as well asupskill in more generic museum skills.

ImPAcTS• Over 80 Homecoming events across the Highlands

and Moray throughout 2014

• “This is the first time that such a range of heritageorganisations have worked together in theHighlands and Moray. The focus of the project is not only on running very special Homecomingevents but also on providing training andnetworking opportunities for all the museums andgroups taking part in the project to help themincrease visitor numbers and attract newaudiences.” (Convener of The Highland Council,Councillor Jimmy Gray)

www.hearthighland.org

mY HEART’S IN THE HIgHLANDShIghlAnD AnD morAy muSEumSAnD hErItAgE PArtnErShIP

CASE StuDy

We represented the sector at the major tourismevent VisitScotland Expo in both 2012 and 2013as part of the Scotland’s Heritage consortium – a group representing over 800 top heritage visitorattractions in Scotland including those of theNational Trust for Scotland, Historic Scotland and the Historic Houses Association as well as National Museums Scotland and the National Galleries of Scotland.

Through funding streams and by serving on the advisory panel, MGS has been working withCreative Scotland, the National Galleries of Scotlandand Glasgow Life to support the GENERATIONproject, part of the Glasgow 2014 culturalprogramme. The project will see over 60 museums,galleries, exhibition spaces and venues the lengthand breadth of Scotland play host to an ambitiousand extensive programme of works of art by over100 artists, with a focus on the past 25 years.

The annual Festival of Museums - a key nationalprogramme coordinated and promoted by MGS todeliver sector profile and support advocacy - links to the wider Museums at Night/European Nuit desMusées initiative, considerably extending its reachand impact.

Festival of Museums 2014 (16-18 May) delivered 96 events by 77 museums across thecountry, 46 of which received funding from MGS to develop and deliver their programme. In addition to raising sector profile, three Festival of Museums preparatory regional workshops helpedcontribute to wider sector skills development (see case study p12).




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Festival of Museums, the annual weekend of eventsin museums and galleries aimed at attracting newaudiences and ‘doing something different’, is now in its third year. This year we ran a series ofpreparatory workshops to support the developmentof skills in event planning, delivery and marketing.Participants were encouraged to seek and securematch funding or sponsorship when planning theirevent – criteria that were echoed in the Festival ofMuseums investment stream.

ImPAcTS• 38 attendees for the workshops and a tangible

improvement in the quality of funding applicationsfrom museums and galleries this year

• “Excellent! Great ideas on how to overcomebarriers and how to discover communitylinks/audiences.” (Workshop attendee)

www.festivalofmuseums.com

FESTIVAL OF muSEumSmgS AnD muSEumS SCotlAnD-wIDE

CASE StuDy

Fostering an enterprising museums sector is at the heart of the National Strategy and toencourage and highlight particularly innovativeprojects, MGS sponsored the EnterprisingMuseum Award – part of the Arts & BusinessScotland Awards. The award aims to celebrateinnovative and entrepreneurial projects that have delivered an ambitious high-impactmuseum related experience (also see Priority D:Standards and Planning for Sustainability).

Advocacy is key for MGS and the sector to demonstrate impact in relation to key national agendas such as health and education. Research work being undertaken by MGS, alongwith improved reporting from museums, will help gather data that can be used for advocacy.

The recent volunteering research carried out by MGS found, for example, a number of links between volunteering and wellbeing(62% surveyed agreed volunteering promotedwellbeing, with 44% saying it had increased theirself confidence); and with broader social impacts(91% surveyed stated that volunteering inmuseums leads to deepening the connectionsbetween museums and communities).

mARKETINg AND ADVOcAcYnExt StEPS

For MGS:

• Develop and disseminate advocacy resourcessupported by data gathering and sharing

• Prioritise website and other digital developments

• Build information base on Scotland’s museums to support marketing and advocacy

• Develop 2015 Festival of Museums (15-17 May 2015)

For the sector:

• Identify and take advantage of opportunities to get involved in wider initiatives

• Feed back and report to MGS on activities byproviding data through established channels and share good practice

• Identify and develop projects that may beappropriate for the Enterprising Museum Award

• Work with local and regional partners to develop optimum profile

SEcTOR PROFILE: mARKETINg AND ADVOcAcY (cONTINuED)


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DELIVERY PRIORITY D

STANDARDS AND PLANNINg FOR SuSTAINABILITY

The core standards managed by MGS in Scotlandinclude the Accreditation Standard and theRecognition Scheme.

To date, 41 collections have been Recognised as being of National Significance to Scotland. A review of the Recognition Scheme wasundertaken in 2013/14 to inform futuredevelopment of the scheme (also see Priority E:Collections and Engagement). The review found that raising standards of collections managementand care is an area where there has been thegreatest impact across the collections. A report on the Recognition review will be available in thesummer and actions on the recommendations will be taken forward over the coming year.

Currently 255 museums in Scotland carry Accreditedstatus and since December 2012, 136 museums andgalleries have been assessed under the 2011Accreditation Standard. Over the past year, MGS has contributed considerably to developing ashared vision and agreement with all fourAccreditation managing partners (MGS, Arts CouncilEngland, Northern Ireland Museums Council andCyMAL). The partnership agreement formalises andaligns the partners’ roles in, and plans for, keepingthe scheme up to date and for supporting museumsto achieve the Standard. Following our requests overthe past year we now also have access toAccreditation data for 60% of the Accreditedmuseums in Scotland and will gain access to theremainder shortly. This will provide much neededinformation on the sector.

13641muSEumS ASSESSED unDEr 2011 ACCrEDItAtIon StAnDArD

rECognISED CollECtIonS

HIgHLIgHTS


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The Business Plan at the Scottish Maritime Museum,which was also submitted to support itsAccreditation return, was singled out by MGS as a particularly good example of a well developedworking tool for the museum. Couched in positivelanguage with long term strategic aspirations for the museum’s future, supported with a clearlyarticulated track record of achievement, the plan is a strong advocacy tool for the museum. It is also a practical road map for the museum’sshort-term future.

The plan and planning process have been written upas a good practice case study for the AccreditationScheme.

ImPAcTS• A clear action plan for the museum which is now

a part of a cycle of review and amendment,ultimately supporting sustainability of theorganisation.

• “We need to be more business-like and show that what we do returns a value.” (Scottish Maritime Museum)

www.bit.ly/SMMbizplan

FORwARD PLAN FORAccREDITATIONSCottISh mArItImE muSEum

CASE StuDy

Throughout the year, MGS has been engaging withand supporting the development of existingnetworks and forums across the country. Theseforums are essential to the future sustainability andinfrastructure of the sector, with partnershipsproducing original projects, increasing impact andadding strength to the sector’s delivery and voice.

In March 2014 we held an event to supportdevelopment aimed at sharing best practice anddiscussing the needs of networks and forumsthroughout the country, particularly where there are gaps in coverage. A number of themes emergedfrom the day and discussions are being takenforward in collaboration with new and existingnetworks and forums.

Being mindful of the calls on the sector’s time and the lack of resources available, MGS has beenexamining secondary data (that is, wherepossible, gathering and reviewing data that hasalready been collected by other organisations) tocontribute to measuring the sector’s progress inmeeting the Strategy aims and improving standards.We will continue to gather data and will work withpartners to improve its quality where possible.

MGS will also be exploring mechanisms by which we can gather information directly from the sector,avoiding any unnecessary work or duplication andusing models of best practice.

In 2013, two MGS staff members undertook trainingto become Associate Assessors for the ScottishGovernment How Good is our Culture and Sport(HGIOCS) framework in order to supportcontinuous improvement across cultural services.HGIOCS is a quality improvement framework forculture and sport provision.

Organisational sustainability is another factorunderpinning and cutting across all areas of MGS’s work. Our involvement as an active partner in delivering the HLF Catalyst-funded projectResourcing Scotland’s Heritage will form a key element in delivering strategic businessguidance, advice and development resources for the sector from June 2014 onwards.

The Glasgow Women’s Library’s 21 Revolutionsproject – winner of the MGS sponsored Arts &Business Scotland Enterprising Museum Award2013 – demonstrates an innovative way ofengaging people with the collections whilst takingan enterprising and sustainable approach to incomegeneration (see case study).


STANDARDS AND PLANNINg FOR SuSTAINABILITY (cONTINuED)



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From a desire to promote and mark its 21stanniversary, the Glasgow Women’s Library (GWL)commissioned 21 women artists and 21 womenwriters to create new works inspired by items andartefacts in its collections. The resulting limitededition prints were sold at events and exhibitions as part of their developing social enterprise. MGS funded 21 Revolutions through the SmallProject Fund. GWL won the MGS sponsored Arts & Business Scotland Enterprising Museum of the Year 2013 award for the project as it

21 REVOLuTIONS: TwO DEcADESOF cHANgINg mINDS glASgow womEn’S lIBrAry

CASE StuDy

With the aim of ensuring that any proposals forestablishing new museums are fully considered toensure a sustainable future for the sector, in 2013MGS started developing a new museums toolkit –a successor to the previous Big Questions, BigAnswers publication. The toolkit will not only supportcommunity and heritage groups in negotiating therange of choices available in establishing a neworganisation, but also be of relevance to existingmuseums looking to overcome challenges and renewtheir business models.

Following their involvement in the marketplace at the Fortune Favours the Brave conference lastyear, MGS has held discussions with Creative CarbonScotland about ways in which the sector can improveenvironmental sustainability.

STANDARDS AND PLANNINg FORSuSTAINABILITYnExt StEPS

For MGS:

• Further explore partnerships with relevantorganisations to offer business advice

• Explore appropriate support and standardsaround environmental sustainability

• Develop the Quality Improvement System (QIS)framework as a tool for continuous improvement

• Online publication of the new museums toolkit

For the sector:

• Take advantage of training offered aroundbusiness planning, governance andenvironmental sustainability

• If it aligns with current plans and status, consider joining the VisitScotland Green TourismBusiness Scheme

• Ensure sustainability is considered in the earlyplanning stages of all activity

demonstrated an innovative way of engaging people with the collections whilst taking anenterprising and sustainable approach to income generation. The Award aims to encourageand celebrate innovative and entrepreneurialprojects that have delivered an ambitious high-impact museum related experience.

ImPAcTS• Fundraising through Kickstarter exceeded targets

with 187 backers raising £5,839

• “This ongoing project has resulted in 41 fantasticnewly commissioned works, exhibitions, readings,a beautiful coffee table book and the library beingawarded (the) Enterprising Museum Award...”(GWL website)

www.womenslibrary.org.uk/discover-our-projects/21-revolutions



DELIVERY PRIORITY E

cOLLEcTIONS AND ENgAgEmENT

The importance of engaging visitors andcommunities with collections underpins theoverarching aim of the Strategy: to create public value.

Over the past year, the number of RecognisedCollections has increased from 38 to 41. The Sewing Machine & Singer Archive cared for by West Dunbartonshire Council became Scotland’s39th Recognised Collection of National Significancein July 2013, and was joined by The George BainCollection cared for by Groam House Museum in the Black Isle village of Rosemarkie and the TextilesCollection cared for by Shetland Museum andArchives, Lerwick, taking the total to 41 inNovember 2013.

A review of the Recognition Scheme and Fundwas carried out in 2013/14 to assess the extent to which the original aims and objectives of theScheme are being met in the context of the National Strategy, and to inform futuredevelopment. The report found that increasingaccess to the collections – whether physically or digitally – has been a key area of activity andimpact within the Recognition Scheme since its inception.

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muSEumS

12,337,000430650,000

oBjECtS In ovEr

vISItS to SCottISh muSEumS By SChoolChIlDrEn

HIgHLIgHTS


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In order to widen access to their Recognisedwhaling Collection, Leisure and Culture Dundee(L&CD) applied for funding to undertake a project to produce a photographic publication of theirextensive collection of whaling images. The projectproduced a book and e-book, available to purchasethrough Amazon and through L&CD venues. Not only has the book contributed to increasedsustainability through money raised in sales, but has also increased awareness of the collectionthrough publicity generated and links with staff at the Scottish Fisheries Museum in Anstruther.

ImPAcTS• Improved knowledge of the collection, heightened

awareness with the public and museums serviceand a quality publication to contribute to thefinancial sustainability of the collection.

• “The ability to raise the profile and highlight the contemporary relevance of the collection will contribute to its long term sustainability by establishing and confirming its status as a Recognised Collection in the public eye andconfirming this status within the museum, library and archive sectors.” (Ancestors in the Arctic evaluation)

www.leisureandculturedundee.com

ANcESTORS IN THE ARcTIc lEISurE AnD CulturE DunDEE

CASE StuDy

Our work with Kids in Museums on the Takeover Day pilot in Scotland offered a wealth of opportunities for children and young people totruly participate in the life of a museum for a day.Scotland’s Commissioner for Children and YoungPeople supported the initiative and attended anevent, as did the Cabinet Secretary for Culture and External Affairs, Fiona Hyslop (see case study).

2013 saw the end of the Iconic Artists in IconicPlaces initiative – a collaborative project betweenMGS and Creative Scotland. The project pairedacclaimed Scottish artists with museums,encouraging them to take inspiration from – andcast a new perspective on – the collections andbuildings. As part of their collaboration, many of the artists ran workshops with different age groups,from schoolchildren to adults, and producedmaterials that could be used to further engageaudiences in future. The scheme proved highlyeffective in engaging communities with collections in new and innovative ways.

A collaboration of a different kind aimed to develop digital resources for use by museums to engage tourists and visitors. MGS worked withthe University of Edinburgh School of Informatics as part of the SMART Tourism Programme. The programme, which aims to offer innovativeapproaches and solutions to enhance the Scottishtourism sector’s technology base, involves a rangeof heritage and tourism organisations.

Following the four projects already completedthrough the programme, provisional plans for futureactivity are under consideration.

MGS has also developed a partnership withTraditional Arts & Culture Scotland (TRACS),commencing a series of seminars to bring togetherpractitioners from storytelling, dance, music and museums, to look at the common themeslinking the intangible cultural heritage in theirrespective areas.

In order to support activities, MGS convened a collections and engagement focus groupcomprising 12 representatives from the sector. The group’s remit was to identify opportunities, key issues and challenges for collections and engagement in museums, and to makerecommendations for the way forward. The discussions generated, significant themes for consideration, with the common ideas of digital engagement emerging strongly along with opportunities to use collections data in newways. The focus group will inform the direction of our activities.



18

MGS funded Kids in Museums to bring Takeover Dayto Scotland for the first time on 28 November 2013.Museum staff offered a unique experience to youngpeople enabling them to take charge of museumsand galleries, working alongside staff in meaningfulroles for the day. Children participated fully in thework of the museum, making decisions, gettinginvolved and providing valuable contributions.Museums were supported through regionalworkshops, online resources and a media campaign.

The project was successful in changing behavioursand perceptions amongst participating museum staff.

ImPAcTS• 27 museums and 1100 children and young people

took part

• “It highlighted to the public the great work we doand also brought the museum as a whole togetheras it let front of house etc see the great work wedo. There was a very strong sense of team andsatisfaction in the building the days that followed.”(Museum participant)

http://kidsinmuseums.org.uk/takeoverday/

TAKEOVER DAYKIDS In muSEumS & mgS

CASE StuDy


cOLLEcTIONS AND ENgAgEmENT (cONTINuED)

cOLLEcTIONS AND ENgAgEmENTnExt StEPS

For MGS:

• Investigate considerations for museums inreleasing and issuing collections data andproduce supporting materials and resources

• Explore digital engagement opportunities for the sector to use collections data in new ways

• Support museums to engage diverse audiences

For the sector:

• Identify partnerships or networks to supportcollections care and expertise, including subject specialist

• Raise awareness of opportunities around openingup collections data

• Work in partnership to develop broaderonline/digital resources for visitors and audiences

We have continued to offer introductions toCollections Development and Access for All as free‘hints and tips’ workshops as part of theNational Skills Development Programme. Inaddition, the Museums Association and the UKAccreditation partnership (MGS, CyMAL, NIMC andACE) worked on the development of the newDisposal Toolkit which features additional assistanceon financially motivated disposal, offering guidanceon the exceptional circumstances as to when it isconsidered acceptable to sell items from collections.

Finally, the secondary data we have beencollecting has started to give an insight intomuseum visitation and engagement. By extractingdata from the various sources, we have been able tostart to build a more complete picture of who isengaging with museums, how, and when, which willinform and support future activity.


19


cONcLuSIONS AND NExT STEPS

The first year of the Delivery Plan has seen greatprogress across the five priorities.

Both MGS and the sector are progressing throughthe Delivery Cycle (see fig. 1) – moving fromalignment of activities to the Strategy and DeliveryPlan and investment in these activities towardsevaluation of data and using this to advocate for thesector. Our key areas of focus over the coming yearwill be digital engagement, further development of the National Skills Development Programme and advocacy. This last strand, advocacy, will beincreasingly important going forward as the visibilityand profile of the sector is vital for success.

MGS will continue to gather secondary data onsector activities to ensure museums and gallerieshave the information necessary to make a case andadvocate when needed. In order to make a case formuseums and galleries it is vital for us to hear fromyou about your work and your achievements,particularly in the context of MGS funding andprogramming.

We are visiting museums as part of a targetedprogramme over summer 2014 to get your directfeedback on how your plans are progressing. We will also be gathering information from autumn2014 onwards to help inform the development of the sector’s next delivery plan – which will runfrom 2015.

At MGS, a passion for museums is one of our core values, as is a firm belief in the vision of theNational Strategy. MGS as the National DevelopmentBody provides responsive and proactive strategicdevelopment support for the sector, enablingmuseums to shape a sustainable future. Over the coming year we will continue to work to increase our public value.

Achieve the delivery of the strategy

vision, aims and objectivesto increase public value

Vision Scotland’s museums and galleries

will be ambitious, dynamic and sustainableenterprises: connecting people, places

and collections; inspiring, delightingand creating public value.

AlignmentPartners within

and outsidethe sector

EvaluationUsing existing

frameworks - QIS,Accreditation,

National Performance

Framework etc

InvestmentMoneyPeopleTime

AdvocacyUsing theoutcomes

of evaluation

FIg. 1 STAgES OF THE DELIVERY cYcLE


20


NOTES



WaverleyGate

2-4WaterlooPlace

EdinburghEH13EG

Tel01315504100

Fax01315504139

[email protected]

www.museumsgalleriesscotland.org.uk

PublishedbyMuseumsGalleriesScotland

June2014.Alargeprintversionis

availableonrequest.

MuseumsGalleriesScotlandisacompany

limitedbyguaranteeregisteredinScotland

(No.74264)andacharityregistered

inScotland(No.SC015593).

Cover image: View of Taigh Chearsabhagh,

Western Isles. Picture from the museum’s

2008 Show Scotland event ‘Seoladh’ or ‘Journey’.

Image courtesy of the Taigh Chearsabhagh Trust.

Inside back cover: ‘Easel Sketching in the Gallery’ at the

Scottish National Gallery, Festival of Museums 2014.

Photo: Paul Dodds.

DesignedbySize


Documents

One Year On: Turning Actions into Advocacy