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8th February 2019 |
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Update on Proposals to transfer the QORWKRT collection to the
National Army Museum |
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Final Decision-Maker |
Queens
Own Royal West Kent Regimental Museum Trust |
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Lead Head of Service/Lead Director |
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Lead Officer and Report Author |
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Classification |
Public
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Wards affected |
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Executive Summary |
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This
report makes the following recommendations to Queens Own Royal
West Kent Regimental Museum Trust |
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1. That members note the position of the National Army Museum in decision making about the future of the QORWKRMT.
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Timetable |
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Meeting |
Date |
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Queens
Own Royal West Kent Regimental Museum Trust |
8 February 2019 |
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Update on Proposals to transfer the QORWKRT collection to the
National Army Museum |
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1.
1. INTRODUCTION
AND BACKGROUND
In 2007, the Charity Commission Scheme governing the running of the QORWKRMT included the following on the topic of dissolution of the collection, “If the Trustee decides that it can no longer preserve and exhibit the collection, it must transfer the collection to The National Army Museum, London, or to such other MLA (or its successor body) Accredited museum or museums registered with the Charity Commission as the trustee decides in consultation with the regimental representative.” In this instance, the Trustee is Maidstone Borough Council.
It is now the case that Maidstone Museum has become the de facto home of the collection. Objects are catalogued, accessioned, cared for, displayed and studied by museum staff and in all ways the objects are treated as part of the museum collection.
As the link with serving members of the Regiment lessens (the Regiment was disbanded in 1961 making even a 16 year old soldier in the last year of the regiment, 74 years old today) it is suggested that the purpose of a separate charitable trust nominally representing their interests is no longer an absolute necessity.
If the Trust were to be dissolved and the collection transferred to Maidstone Museum, it could be safeguarded and administered in the same way as all other museum collections. Maidstone Museum is an accredited museum but is not a charity.
2. NATIONAL ARMY MUSEUM
In August 2018, museum officers met with Julian Farrance, Regimental Liaison at the National Army Museum (NAM) and Andrew Lloyd, CEO of the Army Museums Ogilby Trust.
Julian Farrance’s role is to advise on and support the curation of regimental collections within local museums. The role was created in response to the National Army Museum’s explicit recognition that the national museum was not best placed to preserve and explore the local significance of such collections.
The Ogilby Trust is a charity and grant-giving body dedicated to military museums, providing support through advocacy, advice and funding.
In a meeting lasting several hours, Messrs Farrance and Lloyd laid out numerous ways in which they and their organisations could support the retention of the collections, knowledge and skills in Maidstone were a transfer to be decided upon.
No written statement has been provided on the position of the NAM in not seeking to acquire the collection as NAM will generally only respond to offers and requests to accept rather than comment on hypothetical situations. However, it is clear from the conversation with Julian Farrance that NAM policy supports local retention.
ntroduce
and establish the context for the report, outline the background issues, and
explain what has changed to necessitate the action recommended in the report.
3. NEXT STEPS
Legal advice has been requested of MBC lawyers in the matter of the possibility of dissolving the QORWKRMT and particularly in the possibility of transferring to Maidstone Museum instead of another charitable trust as seems to be required by the 2007 schedule.
It is clear from
the 2007 schedule that a ‘regimental
representative’ will need to be consulted and it would be good practice to seek
support from surviving members of the
regiment and those with family connections but at this stage, the Museum
Director is confident that no further issues relating to the National Army Museum
should arise.Un numbered sub
headings
You can use un
numbered sub headings to break up your report if you wish.
1.
AVAILABLE OPTIONS
1.1
Outline
the options available for responding to the situation described in Section 1.
Wherever possible this should include at least three options, one of which
should be the ‘do nothing’ option. For each of these options, provide a brief
analysis of advantages and disadvantages, together with a summary of why each
option except that described in more detail in the next section is not
recommended. Where there are no alternative options to the one discussed in the
next section, for example because the report is essentially for information
rather than decision, this section should be deleted.
1.1
To
ensure that decisions are taken lawfully, members and officers must demonstrate
that all available options were considered before a decision is taken. This is
why the available options, preferred option and reason for recommendation are
so important in the report template.
1.1
In
this section you will need to outline the options available for responding to
the situation described in your Introduction and Background. Wherever possible
this should include at least three options, one of which should be the ‘do
nothing’ option. For each of these options, provide a brief analysis of
advantages and disadvantages, together with a summary of why each option except
that described in more detail in the next section is not recommended. Where
there are no alternative options to the one discussed in the next section, for
example because the report is for information rather than decision, this
section should be deleted.
4. PREFERRED OPTION AND REASONS FOR RECOMMENDATIONS
Describe
the option being recommended in detail, clarifying what will be involved and
what outcomes are expected. This section should also explain why this is the
best of the options considered in the previous section.
Un-numbered subheadings
This
section can be broken up by using un‑numbered subheadings.
That members note this report and that when legal advice has been received, they receive a formal report from the Museum Director on whether the Trust should be dissolved and the collection transferred to Maidstone Museum.
5. RISK
Assess
if within the council’s risk appetite and any mitigating actions proposed if
needed.
The purpose of the risk section of the report is to
understand the risks to the council of the options that members are
considering, including the risk of not taking action, and assess them against
the council’s risk appetite. For more detailed guidance on how to do this see
the council’s ‘Risk Appetite Statement’ and seek guidance from the Mid Kent
Audit Team. The flow chart below can be used to fill in the ‘Risk Management’
section on the cross cutting implications section of the report template (PLEASE
DELETE ONCE REPORT WRITTEN):
Standard Text A
Option 1 (report
purely for information): This report is presented for information
only and has no risk management implications.
Option 2 (update report on previous or forthcoming decision):
Risks related to this matter [were/will be] detailed in the [report] [dated].
Since that report the risks identified [have not significantly changed/have
changed as detailed at [paragraph]].
Standard Text B
The risks associated with this proposal, including
the risks if the Council does not act as recommended, have been considered in
line with the Council’s Risk Management Framework. [That consideration is shown
in this report at [paragraph]]. We are satisfied that the risks associated are
within the Council’s risk appetite and will be managed as per the Policy.
Standard Text C
The risks associated with this proposal, including
the risks if the Council does not act as recommended, have been considered in
line with the Council’s Risk Management Framework. That consideration is shown
in this report at [paragraph] and identifies some risks assessed rated as “RED”
or “BLACK” [provide further information if needed]. However, we are satisfied
that the further responses to those risks shown at [paragraph] are sufficient
to bring their impact and likelihood within acceptable levels. We will
continue to monitor these risks as per the Policy.
Standard Text D
The risks associated with this proposal, including
the risks if the Council does not act as recommended, have been considered in
line with the Council’s Risk Management Framework. That consideration is shown
in this report at [paragraph] and identifies some risks assessed rated as “RED”
or “BLACK” [provide further information if needed]. The report details
mitigation strategies for those risks at [paragraph] but they remain assessed
as “High” or “Critical”. However, we believe the opportunities outweigh the
risks [because…].
1.
CONSULTATION
RESULTS AND PREVIOUS COMMITTEE FEEDBACK
1.1
Summarise any consultation which has been
undertaken or which is planned to inform the development of the proposal
described in the previous section. Detailed consultation results should be
provided in an appendix where relevant. This section can also be used to
summarise viewpoints expressed in committees as the report goes through the
sign-off process, where these have not been accommodated through changes to the
report.
1.1
NEXT STEPS: COMMUNICATION AND IMPLEMENTATION OF THE
DECISION
Provide a brief summary
of the action which will need to be taken once the recommendations have been
agreed to put them into effect, including how they will be communicated. Where
the report is for information only, this section may be deleted.
1.
CROSS-CUTTING ISSUES AND IMPLICATIONS
Delete text below once read: Report authors must
consider the implications of the recommendations in the report for each of
these issues. Where no implications have been identified, this should be
stated. It is the report author’s responsibility to ensure that the draft
report is read and signed off by relevant officers prior to being considered by
management or members. Relevant officers need to be given adequate time to do this.
The relevant officers are:
·
The legal team (for all reports which will go
before members).
·
The section 151 officer or deputy (for all reports
with any financial implications, including those which recommend any
expenditure or propose any savings).
·
Other officers as listed in the sign-off column
(for all reports where any significant implications have been identified under
that issue).
·
Equalities Reviewers
·
Finance Reviewers
·
Health Reviewers
·
Part II Reviewers (only add to the circulation list
if your report will be in Part II (Exempt) or you have an Exempt Appendix)
You
should fill in your assessment of the implications in the box, and circulate
this for review by the appropriate officers. Reviewers may add to this comment
or replace it with another. However Reviewers must put their name in the sign
off box once they have checked the comment.
It
is important to ensure this area is filled in, as many of these areas form
areas that decision makers are legally required to consider before making a
decision. Demonstrating that they have been considered through filling in this
section helps to ensure our decision making is legally robust.
To
help report authors fill out the boxes, some suggested wording is provided
below for each of the sections. You do not have to use this wording but it will
give you an idea of what is expected.
If
your wording takes up more than a short paragraph in the box, then you should
cover it in the main body of your report and then refer to these paragraphs in
the cross cutting issues boxes.
Issue |
Implications |
Sign-off |
Impact on Corporate Priorities |
·
We do not expect the recommendations will by
themselves materially affect achievement of corporate priorities.
|
Victoria Barlow |
Risk Management |
Already covered in the risk section |
[Head of Service or Manager] |
Financial |
This report is for noting so there are no recommendations that require funding for implementation. If it is proposed at some future point that the Council formally takes responsibility for the QORWKRMT’s collection, the financial implications would need to be considered at the time.
|
Section 151 Officer & Finance Team |
Staffing |
· We will deliver the recommendations with our current staffing.
|
|
Legal |
· The recommendations do not propose a change in service at this time so there are no legal implications at the present time. |
[Legal Team] |
Privacy and Data Protection |
· Accepting the recommendations will increase the volume of data held by the Council. We will hold that data in line with [policy].
|
[Legal Team] |
Equalities |
· The recommendations do not propose a change in service therefore will not require an equalities impact assessment |
[Policy & Information Manager] |
Public Health |
· We recognise that the recommendations will not negatively impact on population health or that of individuals.
|
|
Crime and Disorder |
·
The recommendation will have a |
Victoria Barlow |
Procurement |
·
On accepting the recommendations, the Council will
then follow procurement exercises for
|
John Foster |
1.
REPORT APPENDICES
Delete once read: List all appendices
to your report in this section, the numbering convention we use is 1,2, 3 etc.
(not letters or roman numerals). Please ensure your appendices have the same
title in your report and on modern.gov, if not then the names will not appear
correctly in the digital report pack. This will cause problems for those
reading the agenda pack online.
The
following documents are to be published with this report and form part of the
report:
·
Appendix
1: [Title]
·
Appendix
2: [Title]
6. BACKGROUND PAPERS
QORWKRMT Scheme 12
March 2007Delete text below
once read: This
area is for information that may be relevant to your report but is only
background information. There are two ways of ensuring this information is supplied
to the decision maker. The first is to provide a link to the information, if it
has already been published online, in this section of your report. For example
this may be used for a report that had been taken to a different committee in
the past and published on our website, or a report that is hosted by an
external website.
The
other way to provide this information is to ask for it to be uploaded as a
background document to the report. This is more appropriate for an internal
document that may have not been published before. If you wish to upload a
background please speak to the relevant Democratic Services Officer for your
report. The advantage of publishing as a background document is that it makes
the document available to decision makers and the public, but it does not get
printed and published as part of the formal agenda pack.