Museums ‘must take risks’ to boost engagement, citizens’ jury says

Museums in Birmingham must be prepared to take risks to drive engagement and inspire, a report by a citizens’ jury convened by Birmingham Museums Trust has said.

Comprised of 26 residents from across Birmingham, the citizens’ jury met between September and November 2024, participating in more than 30 hours of discussions supported by the community interest company Shared Future.

The result of their work was published last week as a set of 20 collective recommendations that the trust will produce a formal response to next month.

“We acknowledge our museums are fighting for their survival; they must take risks in their bid to be inspiring, educating, engaging to all,” the report states.

“It is important for our museums to involve and represent the communities they are responsible to, i.e. the people of Birmingham and they shouldn’t be precious about doing so.

“We deserve museums that are proud of us, that we can be proud of, that celebrate what’s unique about Birmingham.”

Spanning four themes of funding and marketing; attracting new audiences, accessibility and inclusivity; community engagement and collaboration; and exploring diverse perspectives in museums, the jury’s recommendations were ranked in order of how strongly the collective agreed with them.

Working with social media influencers

The recommendation with the highest agreement rating called for better promotion of the city’s museums and their activities. It suggested that the trust challenges the city council’s planning rules, which prevent Birmingham Museum and Art Gallery (BMAG) from promoting its entrances.

It also advised that the trust expand its social media strategy by working with influencers and short video-led channels such as TikTok and hosting a private event for influencers.

The recommendation with the second-highest approval rating requested that exhibits be made accessible to all Birmingham citizens. It called for them to “be aesthetically pleasing”, accommodate neurodivergence and offer information in multiple languages, including British Sign Language.

The jury also suggested the trust consider changing its opening times, citing the museum’s Collection Centre, which is only open during prayer times on Fridays, and BMAG, which is only open during working hours on weekdays.

Netflix-sponsored Peaky Blinders exhibition?

Another highly ranked recommendation was that trust should work to secure corporate sponsorship. Suggestions included a Netflix-sponsored Peaky Blinders exhibition and collaborations with local technology, creative and manufacturing companies.

The museum should also “fully exploit” the potential to use exhibition space for corporate events and entertainment and explore the market for church events and Asian weddings, said the jury.

Zak Mensah and Sara Wajid, the trust’s co-chief executives, said the recommendations will be a “cornerstone” of the organisation’s “transformation”.

“The citizens’ jury has provided us with invaluable insights and a clear direction for the future of our museums, emphasising the importance of creating spaces that are more inclusive, accessible and relevant to local communities while reflecting the region’s rich and diverse cultural heritage,” said Mensah and Wajid.

They added that they hoped the jury’s “thoughtful and collaborative process” could be a model for how other cultural institutions could engage directly with their communities.

‘Rethinking how power works ‘

David Jubb, co-founder of Citizens In Power, which works with networks, organisations and governments to co-design approaches to citizen-led governance, said in a blog post that the citizens’ jury in Birmingham was about “rethinking how power works in a cultural institution”.

Reflecting on his earlier experience at Battersea Arts Centre, Jubb said he understood how leadership teams can struggle with direction.

“Organisations are full of competing internal dynamics. Staff members disagree about priorities,” said Jubb.

“Senior leaders get caught between ambition and pragmatism. Strategic plans stall. In the mix of this, achieving clarity of vision can be a slow process.”

He continued: “Imagine if museums, arts organisations and theatres didn’t consult their communities but followed their lead. Imagine if staff teams were galvanised by the moral and democratic authority of a citizens’ assembly or jury, a decision-making process that cuts through internal politics and egos.

“That’s the radical possibility at Birmingham Museums Trust. Not just that museums will open their doors wider, but that they will become an institution that is led by the people they serve.”