The Passionate Museum

Nyborg, Denmark

22 March 2011

David Fleming

Director, National Museums Liverpool

Introduction

• Museums have shifted to being about something

to being for somebody

• No two museums are the same

• Museums are for the public benefit – they carry social responsibility

Human Rights Museums

International Slavery Museum

Haiti Freedom Sculpture

© Pete Pattisson

Home alone: end domestic slavery

District Six Museum, Cape Town, South Africa

http://www.districtsix.co.za/

Old Grammar School Museum, Hands on History in Hull

Tyne and Wear Museums

Audience: Tyne and Wear Museums

• T&W

• Centre for Cities

• NML

Liverpool

Liverpool – diverse city

• Population of almost half a million

• Many distinct communities

• Chronic economic decline in 20th century

• Population decline in 20th Century

• Regeneration has begun

Liverpool – city outlook

• Unemployment is twice as high as the national average

• Liverpool and neighbouring Birkenhead are the two most deprived cities in England

• Liverpool is top in overall deprivation and in the extent of deprivation

National Museums Liverpool

Our mission

We aim to change the lives of our users, and

to enable millions of people, from all

backgrounds, to enjoy the benefits of

engagement with a world class museum

service.

Our values (1)

• We believe that museums are fundamentally educational in in purpose

• We believe that museums are places for ideas and dialogue that use collections to inspire people

• We are a democratic museum service and we believe in the concept of social justice: we are funded by the whole of the public and in return we strive to provide an excellent service to the whole of the public

Our values (2)

• We believe in the power of museums to help promote good and active citizenship, and acts as agents of social change

• We believe in seeking out new opportunities and innovative ways of working, so as to keep our public offer fresh, relevant, challenging and competitive

NML Strategy statement

• Widen participation in our activities, thereby fulfilling our social objectives, especially by attracting diverse audiences

• Ensure that we offer educational opportunities to people of all ages and backgrounds, while not forgetting that museums also offer unique, compelling and cross-generational forms of entertainment

• As the major cultural business in the region which is also a prime tourist asset, achieve economic benefits through developing cultural tourism, and by helping build a strong image for Liverpool and the region

NML Strategy statement (2)

• Pursue research programmes that lead to greater knowledge of our collections, and promote the exceptional quality of our collections

• Improve our visitors’ experience by upgrading our buildings, displays, and facilities, offering quality and variety

• Strive to create a professional organisational culture that motivates our team and enables us to work effectively in harmony

• Actively seek to increase the diversity of our workforce

NML Strategy statement (3)

• Be alert to social, economic and technological change to ensure we remain relevant and focussed

• Work in partnership with other agencies – arts, business, public bodies

• Behave in an ethical manner at all times, promoting sustainable practices

• Manage risk in a positive and effective manner

• Use our resources wisely and augment them wherever we are able, providing real value for money

Museum of Liverpool

Overhead Railway

Lutyens’ Cathedral Model