The upcoming Cabinet Delegated Decisions meeting is scheduled to address the future management of the Nicholson Museum and Art Gallery. Councillors will be asked to consider a proposal to outsource the museum's management, alongside a revised business plan and governance framework. The Agenda Frontsheet confirms that the meeting will focus on this issue.

Here's a breakdown of the key discussion points:

Management of the Nicholson Museum and Art Gallery

A report included in the Public Reports Pack outlines a proposal to change the delivery model for the Nicholson Museum and Art Gallery to an outsourced arrangement. The Nicholson Museum and Art Gallery has been operated by Staffordshire Moorlands District Council (SMDC) from the Nicholson Institute since 2010.

The report states that SMDC has received £3.9 million in funding from the Levelling Up Fund¹ to renovate the Nicholson Institute, including updates to museum displays, layout, and the welcome area. According to the report, the museum and art gallery closed to the public in March 2025 for redevelopment, with an expected completion timeframe of 12 to 18 months. The Tourist Information Centre² closed in November 2024, which prompted a staffing issue. The report suggests that the changes in staffing, along with the site works, have provided an opportunity to explore different delivery models for the long-term management and staffing of the museum upon its reopening in 2026.

The report states that securing the operational management of the Museum and Art Gallery is the first step in the provision of a new operating model, supported by the agreement of a governance model and business plan. The report also notes the importance of a governance document for a local authority operated museum, stating that it:

provides clear rules and guidelines...is compliant with laws and regulations such as those related to public funding, heritage and data protection...allows access to many funding pots most funding bodies require governance documents to show that the museum is well managed...provides a stable framework that guides the museum even if there are changes in staff or leadership ensuring that the museum's mission and its policies remain consistent.

The report states that initial work has been completed to produce a governance document alongside and approved by the Alliance of Independent Museums³ through a successful application to their AIM Higher Programme. The report states that engagement with the Nicholson Steering Group, feedback from customer surveys and engagement with key partners and Midlands Museums Development⁴ has already taken place with a view to formulating a business plan. The report notes that provision of both a governance document and business plan are essential in order to achieve Arts Council Accreditation ⁵ by 2028. The report highlights the work already underway by Outside Arts who were commissioned via Service Level Agreement (SLA) by SMDC to deliver in line with 3 key objectives; establishing a Friends of Nicholson group, strategy development, and content creation. The report notes that Nicola Jakubowski, project lead at Outside Arts, has engaged with partner agencies including Midlands Museum Development, Staffordshire History Network, Heritage Volunteering Network and Support Staffordshire⁶ with a view to registering the Friends of Nicholson as a start up group and supporting with the development of a Charity Incorporated Organisation (CIO)⁷ which will provide a specific legal structure for trustees moving forwards. The report states that future plans are focussed on co-production & implementation, including reopening event planning, exhibition curation & delivery, strategy implementation, marketing, branding & social media, evaluation & monitoring, museum accreditation, and a schools engagement programme.

The report recommends that Councillor Bill Cawley, Portfolio Holder for Communities, approves the proposal of a change in delivery model to an outsource arrangement, agrees to the production of a revised business plan and governance framework for consideration, and gives approval to delegate the contract award and any associated decision making to Anna Eastgate, Executive Director (Community Services) in consultation with the Cabinet Member for Communities.

Corporate Priorities

The report states that the development of the museum through an outsourced management delivery model aligns with the following objectives of the Corporate Plan:

• Enhance the distinctive culture, creativity and heritage of the district (Aim 1).
• Develop a positive relationship with communities (Aim 1).
• Implement improvements to the Nicholson Institute (Aim 1).
• More effective use of council assets (Aim 2).
• Review processes and implement a plan to ensure successful bidding for external grant funding (Aim 2).
• Encourage and develop tourism (Aim 3).

Alternative Options

The report considers the alternative option of continuing with the existing management arrangement.

Implications

The report considers the implications of the recommendations for community safety, workforce management, equality and diversity, financial considerations, legal issues, climate change and sustainability, conservation and enhancement of biodiversity, consultation, and risk assessment.

The report notes that the UK Public Libraries and Museums Act 1964 grants the power for Local Authorities to operate museums, and states that museums must maintain collections in line with accepted practices.