Going Further: Public Value in Scotland
This has been achieved through collaboration between what Moore’s (1995) model would refer to as the ‘authorising environment’ of the Scottish government and the ‘operational environment’ of a museum sector that is rooted in the communities and public of Scotland and represented by Museums Galleries Scotland (MGS). The National Strategy has emerged from an intense period of discussion and consultation with the sector in Scotland. It is also, unusually, a result of a direct intervention from the Scottish government who, perceiving that there were barriers and issues to museums moving forward, entered into a dialogue with the sector. This dialogue resulted in action, with the Cabinet Secretary for Culture and External Affairs first requesting the development of a National Strategy for museums in discussion with the sector, and then supporting and engaging in its progress to a successful conclusion. Throughout the process, the Secretary championed both the role of museums in creating public value and having this at the heart of the National Strategy. This is perhaps a rare example of what Moore envisaged in his public value model, as the National Strategy was developed in the context of a partnership between the ‘authorizing environment’ of Scottish government and the ‘operational environment’ of the museum sector represented by Museums Galleries Scotland. This collaboration has required both sacrifice and change, and continues to involve a complex set of negotiations and compromises to achieve the wider goal of a unified sector engaged with a National Strategy. This chapter offers some insights into the events that have led up to achieving a National Strategy, and for those wishing to embark on a similar path, some consideration of the issues involved.