[COMMITTEE]Queens Own Royal West Kent Regimental Museum Trust

8th  February 2019[Meeting date here]

 

Update on Proposals to transfer the QORWKRT collection to the National Army MuseumReport title here

 

Final Decision-Maker

Queens Own Royal West Kent Regimental Museum Trust[COMMITTEE] as Decision Maker who needs to make the final decision on your issue.  (QORWKRMT)

Lead Head of Service/Lead Director

If you are a manager/officer, please fill in you Head of Service’s name. If you are a Head of Service, please fill in your Director’s nameJohn Foster, Head of Regeneration and Economic Development

Lead Officer and Report Author

Fill in the lead officer and anyone who assisted with writing the report.Victoria Barlow, Museum Director

Classification

Public/Private.

 

Please note: If you are intending to take a confidential item to Committee you will need this to be authorised by the proper officer as outlined in the constitution. The proper officer for this function is the Head of Policy, Communications and Governance, and the Chief Executive is a backup in case the Head of Policy, Communications and Governance is not available.

Wards affected

If your report affects the whole borough you can write ‘all’ in this box.

 

If your report affects some wards more than others, or if your report only affects particular wards, please specify which wards it affects.

 

REMEMBER TO CONSULT WITH WARD MEMBERS BEFORE THE AGENDA IS PUBLISHED, IF ANY WARDS ARE AFFECTED MORE THAN OTHERSAll

 

Executive Summary

 

Provide a short, one paragraph summary of the report. Provide a short, one paragraph precis of the report. This section is best filled out once you have written your report.The National Army Museum has stated that they have no active interest in acquiring items in the collection of QORWKRMT and that they work actively with museums to support the management and display of locally based collections.

 

 

This report makes the following recommendations to Queens Own Royal West Kent Regimental Museum Trust ………………. Committee

1.   That members note the position of the National Army Museum in decision making about the future of the QORWKRMT.

 

 

 

 

Timetable

Meeting

Date

Queens Own Royal West Kent Regimental Museum TrustCommittee

8 February 2019

 

 

 

 



Update on Proposals to transfer the QORWKRT collection to the National Army MuseumReport title here

 

 

 

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.  However, they will support the Council’s overall achievement of its aims as set out in section 3 [preferred alternative].

Accepting the recommendations may materially harm the Council’s ability to achieve [corporate priority].  We set out the reasons we think, nevertheless, the proposed action remains the best approach within section 3 [preferred alternative].

Accepting the recommendations will materially improve the Council’s ability to achieve [corporate priority].  We set out the reasons other choices will be less effective in section 2 [available alternatives].

Victoria Barlow[Head of Service or Manager]

Risk Management

Already covered in the risk section – if your risk section is more than just a paragraph in this box then you can state ‘refer to paragraph … of the report’

[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.

·            Accepting the recommendations will demand new spending of £x.  We plan to fund that spending as set out in section 3 [preferred alternative].

We expect accepting the recommendations will result in net extra income of £x.  This income is above/within amounts already accounted within the Council’s financial planning.

 

Section 151 Officer & Finance Team

Staffing

·         We will deliver the recommendations with our current staffing.

We will need access to extra expertise to deliver the recommendations, as set out in section 3 [preferred alternative].

Accepting the recommendations will lead to a need for savings that may put staff at risk of redundancy.  We will bring forward specific proposals soon.

 

[Head of Service]John Foster

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].

We recognise the recommendations will impact what information the Council holds on [its residents] and so have completed a separate privacy impact assessment [at reference].

 

[Legal Team]

Equalities

·            We recognise the recommendations may have varying impacts on different communities within Maidstone.  Therefore we have completed a separate equalities impact assessment [at reference].

·         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  have a positive impact on population health or that of individuals. .

·         We recognise that the recommendations will not negatively impact on population health or that of individuals.

We recognise the recommendations may have varying impacts on the health of the population or individuals within Maidstone. Therefore we have completed a separate health impact assessment.

In accepting the recommendations the Council would be fulfilling the requirements of the Health Inequalities Plan

[Head of Service or Manager]Victoria Barlow

Crime and Disorder

·         The recommendation will have a negative no impact on Crime and Disorder. The Community Safety Team have been consulted and mitigation has been proposed

Victoria Barlow[Head of Service or Manager]

Procurement

·         On accepting the recommendations, the Council will then follow procurement exercises for [listed parts of the action].any necessary actions.   We will complete those exercises in line with financial procedure rules.

The actions need procurement that for [reasons] we cannot complete in line with financial procedure rules.  So we will seek a waiver through [procedures]

John Foster [Head of Service & Section 151 Officer]

 

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.