7th Report - Financial resilience of government-sponsored museums and galleries

The Department is missing opportunities to help museums and galleries address some of the common challenges to their resilience. The Department aims to have sufficient oversight of museums and galleries while at the same time allowing them to use the … Read more The Department is missing opportunities to help museums and galleries address some of the common challenges to their resilience. The Department aims to have sufficient oversight of museums and galleries while at the same time allowing them to use the freedoms they have to operate at arm’s length. For example, museums and galleries are free to decide whether or not they use Government procurement frameworks or the Department’s planned shared services system for finance. If museums and galleries were all compelled to use the same systems, it would facilitate the creation of comparative cost information that is currently unavailable. Museums and galleries face common challenges and opportunities, which can have a real and direct impact, such as the use of AI and the 3 digitisation of their collections. The Department has focused on developing a community of arm’s-length bodies, including museums and galleries, to address these common issues, by establishing various forums to share good practice. However, it lacks the means to require the museums and galleries to take the necessary action, and helping them to address challenges, such as collection storage issues, could require significant up-front investment. recommendation The Department should identify the cross-sector issues it will prioritise in its support to museums and galleries and set out its plans for taking a more proactive role in these areas and driving value for money. Show less

The Department is not doing enough to ensure museums and galleries apply learning from recent threats to the physical security of their collections and their cyber security. Museums and galleries face significant challenges on cyber-security and the physical security of … Read more The Department is not doing enough to ensure museums and galleries apply learning from recent threats to the physical security of their collections and their cyber security. Museums and galleries face significant challenges on cyber-security and the physical security of their collections, as evidenced by the October 2023 cyber-attack at the British Library and the thefts reported in 2023 at the British Museum. While it is primarily up to museums and galleries and their trustees to address their physical and cyber security, the Department has an important role in capturing lessons from such events and sharing these across the sector. Although the Department has facilitated the sharing of lessons from these two cases, it could not provide us with specific examples of actions taken as a result to protect museums’ and galleries’ systems and collections. A number of possible controls could be put in place, including the use of digital technology to endure proper record keeping which could help prevent items going missing without people knowing while also increasing access to collections. recommendation The Department should set out the concrete actions it and museums and galleries have taken and are taking to address cyber and physical security threats. We understand that there may be confidentiality considerations, in which case the Department should also write to us privately. Show less

The Department relies heavily on museums and galleries and their boards to ensure their own financial resilience, but their boards are not consistently well-equipped to do this effectively. As arms-length bodies, museums and galleries have primary responsibility for their ongoing … Read more The Department relies heavily on museums and galleries and their boards to ensure their own financial resilience, but their boards are not consistently well-equipped to do this effectively. As arms-length bodies, museums and galleries have primary responsibility for their ongoing financial resilience, with their boards playing an important role in ensuring they meet this responsibility. As at October 2025, the vacancy rate across all 15 museum and gallery boards was 15%, with the average time taken 4 in 2024–25 to make a board appointment being 219 days, far more than the target of 90 days. Delays to appointments can mean capability gaps on boards are not addressed as quickly as required. Factors outside the Department’s control, such as board posts being unpaid and the 2024 general election, have contributed to the delays. The Department has made a number of changes to speed up its processes, and is making more, in response to internal and external reviews it has commissioned. As a result, the speed of board appointments has improved, and the Department expects this to continue. recommendation The Department should report to us in six months on: a. The steps it has taken to ensure that those it appoints to the Boards of the museums and galleries have the right mix of skills required for the Boards to fulfil their functions effectively; and b. The latest data for its performance in making these appointments, including their speed. Show less

The Department’s current funding regime risks not providing museums and galleries with sufficient incentives to support themselves financially. The Department recognises the importance of providing museums and galleries with incentives to maximise opportunities for raising their own income, while also … Read more The Department’s current funding regime risks not providing museums and galleries with sufficient incentives to support themselves financially. The Department recognises the importance of providing museums and galleries with incentives to maximise opportunities for raising their own income, while also receiving grant-in-aid, as a way of improving their financial resilience. It views museums and galleries as incredibly motivated to raise their own income and now sees their financial resilience as less risky than it was, although still rated as yellow-flashing. However, the Department’s usual approach of providing flat rate annual increases in museums’ and galleries’ funding at the start of the year, with additional top-ups later on for those in financial trouble, could provide museums and galleries with insufficient incentive to maximise self-generated income or operate efficiently. One potential source of extra income would be for museums and galleries to charge international visitors. The Department will look with museums and galleries at this option, but cautioned that introducing such a measure would require great care. recommendation The Department should review the funding regime to identify how it can better incentivise the long-term commercial growth of the museums and galleries. Once this review is completed, it should write to us with its findings. 5 Show less

The Department does not have the necessary insights into museums and galleries to give it sufficient early warning of their potential financial failure. The Department’s line of sight of museums’ and galleries’ finances and financial management capabilities is via quarterly … Read more The Department does not have the necessary insights into museums and galleries to give it sufficient early warning of their potential financial failure. The Department’s line of sight of museums’ and galleries’ finances and financial management capabilities is via quarterly partnership meetings and its receipt of copies of museums’ and galleries’ financial data and risk registers. The Department recognises that it must rely less on anecdotal evidence in discussions with museums and galleries, and use more systematic indicators and be more joined- up in its own workings. It is reviewing its key performance indicators for all its arm’s length bodies, including museums and galleries, to address weaknesses identified by the National Audit Office, such as its failure to measure museums’ and galleries’ financial management capabilities systematically, and ensure its new indicators cover both financial resilience and wider aspect of museum and gallery performance. It is also finalising a new strategic indicator tool, which will draw on its new indicators to give a more complete and joined-up assessment of the situation of each museum or gallery. It intends to have the new indicators and tool in place later this year. Although the implementation of these measures should provide the Department with early warnings of potential financial failure, it has yet to decide on its willingness to allow such failure. recommendation The Department should: a. Put in place the key performance indicators and tools that it will use to track the financial resilience of museums and galleries by the end of the 2026–27 financial year. This should include metrics to improve its insight into their financial management capabilities; and b. Set out the circumstances in which it would allow the financial failure of a museum or gallery. 6 1 Department oversight Introduction Show less

On the basis of a report by the Comptroller and Auditor General, we took evidence from the Department for Culture Media & Sport (the Department) on the financial resilience of government-sponsored museums and galleries.1

Grant-in-aid from the Department forms a significant proportion of the total income of the sponsored museums and galleries. It was, for example, an average of 46% of total income in 2024–25.13 We therefore asked whether the provision of grant-in-aid meant … Read more Grant-in-aid from the Department forms a significant proportion of the total income of the sponsored museums and galleries. It was, for example, an average of 46% of total income in 2024–25.13 We therefore asked whether the provision of grant-in-aid meant there was any incentive for the museums and galleries to do better in terms of generating their own income, controlling their costs or producing a better offering for visitors. In response, the Department said that it was always thinking about getting the incentives right.14 It felt that the museums and galleries were incredibly motivated and incentivised to raise their own income and to look at their cost base and see where they can save money.15 For example, quite a few museums and galleries had taken specific measures to manage their costs in the last year.16 Also, despite total visitor numbers being 13% lower in 2024–25 than before the pandemic, total self-generated income of the museums and galleries of £563 million was slightly higher than pre-COVID levels.17 According to the Department, the museums and galleries often wanted to do more, but could not because of their financial position.18 11 Qq 12-13 12 C&AG’s report, para 17; Q 12 13 C&AG’s report, para 1.7 14 Q 18 15 Qq 18, 32 and 44-45 16 Q 32 17 Q 45 18 Q 18 9 Show less

In most years, when calculating the grant-in-aid for the museums and galleries for the coming year, the Department applied an equal percentage uplift to their existing baseline allocations to allow for inflation, and subsequently used year-end top-ups to help those … Read more In most years, when calculating the grant-in-aid for the museums and galleries for the coming year, the Department applied an equal percentage uplift to their existing baseline allocations to allow for inflation, and subsequently used year-end top-ups to help those it discovered to be in financial trouble. It took a more considered approach when calculating the initial allocations for 2025–26, reviewing measures of museums’ and galleries’ circumstances, such as recent financial performance, and gave higher increases to the museums and galleries most in need. The Department told us it now deems the financial resilience of the museums and galleries to be a lower risk than it had been previously although it would probably still rate it as “yellow flashing”.19 For 2026–27, the Department has reverted to its previous approach of uplifting the previous year’s allocations by an equal percentage to allow for inflation.20 Show less

We asked the Department whether its usual approach of flat rate annual increases in museums’ and galleries’ funding at the start of the year, with additional top-ups later for those in financial trouble, provided the museums and galleries with insufficient … Read more We asked the Department whether its usual approach of flat rate annual increases in museums’ and galleries’ funding at the start of the year, with additional top-ups later for those in financial trouble, provided the museums and galleries with insufficient incentive to maximise self-generated income or operate efficiently.21 The Department replied that this approach did provide sufficient incentive as its year-end top-ups were very small and very targeted.22 It also assured us that, when approached by those in financial trouble, it pushed them quite hard, asking them what other sources of income they had looked at and how they were taking money out of their cost base.23 In addition, quite often there were specific obligations attached to the top-up funding.24 It noted that providing flat rate increases meant there was consistency across the 15 museums and galleries and gave them greater security in seeking other income sources. It told us that a more interventionist approach would increase the perverse incentives as it could result in a reduction in the funding of a museum or gallery from the Department following increases in other income sources, such as a successful exhibition.25 It had taken a more interventionist approach in 2025–26 after work done in the run-up to the 2025 Spending Review and in response to the financial resilience of the museums and galleries being at the top of its risk register. This had enabled it to provide all 15 museums and galleries with at least a 5% funding increase and address specific structural issues for a number of them. Going forward, it is likely to undertake a similar review every four years or so in order to respond to broader factors.26 19 Qq 3 and 45 20 C&AG’s report, paras 3.5-3.6 21 Qq 46-47 22 Qq 32, 45 and 50 23 Qq 32 and 44 24 Q 18 25 Q 47 26 Qq 48-49 10 Show less

We are concerned that the top-ups in previous years show ultimately that the Department will not allow a museum or gallery to shut and will seek to do something to make sure the museum or gallery were a going concern, … Read more We are concerned that the top-ups in previous years show ultimately that the Department will not allow a museum or gallery to shut and will seek to do something to make sure the museum or gallery were a going concern, and that, as a result, the museums and galleries will not try to raise extra money or reduce costs themselves.27 Responding to this concern, the Department pointed out that its arm’s-length bodies, such as the sponsored museums and galleries, are expected to contribute to its efficiency targets under the 2025 Spending Review. In addition, there was a risk that areas of their cost base, such as energy costs, would grow in a way that was not manageable as a result of the Iran situation. The Department and museums and galleries were therefore incentivised to pull every lever at their disposal to make sure they drive up the sources of external income and look at their cost base.28 Show less

With regard to sources of external income, we asked the Department if it had considered whether charging visitors would result in an overall increase in museums’ and galleries’ revenue. It replied that, since the conclusion of the National Audit Office … Read more With regard to sources of external income, we asked the Department if it had considered whether charging visitors would result in an overall increase in museums’ and galleries’ revenue. It replied that, since the conclusion of the National Audit Office report, Baroness Hodge in her independent review of Arts Council England had referred to the possibility of charging international visitors and this was something it would want to explore with the museums and galleries. However, it cautioned that this would have to be done very carefully as the introduction of free admission in 2001 had resulted in a lot of public engagement with museums and galleries.29 Early warning of financial failure Show less

The Department is working to improve its oversight arrangements so that it has a clearer measure of the financial resilience of each museum or gallery.30 It told us that it considers that it has good insight into, and understanding of, … Read more The Department is working to improve its oversight arrangements so that it has a clearer measure of the financial resilience of each museum or gallery.30 It told us that it considers that it has good insight into, and understanding of, what is going on with the museums and galleries through its regular engagement with them. It holds quarterly partnership meetings with each museum and gallery, attended by the accounting officer and chief finance officer of that body, and receives from each a comprehensive management information pack and quarterly risk register. At these meetings, the Department and museums and galleries discuss their performance and museums and galleries can raise matters of concern. It considers that these arrangements provide it with robust data about the museums and galleries. However, it did acknowledge that it needed to be 27 Qq 32, 45 and 50 28 Qq 32 and 45 29 Qq 6-7 and 32 30 C&AG’s report, paras 18 and 3.17 11 more systematic in its collection of information to give it a greater idea of their financial resilience and enable it to map key indicators of resilience across the museums and galleries.31 Show less

The Department currently has a set of long-standing key performance indicators in place to monitor the performance of the museums and galleries it sponsors. However, the indicators do not cover qualitative aspects of museums’ and galleries’ service delivery, such as … Read more The Department currently has a set of long-standing key performance indicators in place to monitor the performance of the museums and galleries it sponsors. However, the indicators do not cover qualitative aspects of museums’ and galleries’ service delivery, such as opening times, gallery closures or condition of collections, which could provide an early indicator of deterioration in their resilience, and some KPIs are out of date. The Department had also not set out how it intends to assess museums’ and galleries’ delivery of its priority outcomes. However, it plans to review its KPIs for their coherence, detail and robustness in 2026.32 We therefore asked about its plans. It told us that it is looking at financial resilience metrics, such as the level of museums’ and galleries’ surpluses and deficits and unrestricted reserves and the impact on these of their income and costs. It is also considering wider metrics around its priority outcomes and possibly operational metrics. It aimed to have its new indicators in place from March 2027.33 Show less

We also asked the Department about the new Strategic Indicator Tool covering both financial and non-financial performance that it had been developing since early 2024 to help it determine its risk appetite for each of its arm’s-length bodies, including the … Read more We also asked the Department about the new Strategic Indicator Tool covering both financial and non-financial performance that it had been developing since early 2024 to help it determine its risk appetite for each of its arm’s-length bodies, including the museums and galleries.34 It told us that this was an internal tool which sought to pull together more systematically information on financial and risk metrics that it already collected in a more anecdotal and conversational way. It would enable the Department to be more joined up internally in its engagement with these bodies, while the bodies themselves would benefit from not having to provide the same information to different teams within the Department. The tool was currently at the beta stage of development. The Department expected to have it in place later this year as it wanted to ensure that the tool aligned with the outcome of the review of its key performance indicators.35 Show less

There are indications that some museums and galleries may not have the financial management capability to manage future risks. For example, many have experienced significant churn in their senior financial leadership in recent years, while some have struggled to produce … Read more There are indications that some museums and galleries may not have the financial management capability to manage future risks. For example, many have experienced significant churn in their senior financial leadership in recent years, while some have struggled to produce their annual accounts for audit on a timely basis. Weaknesses in this capability can contribute to 31 Qq 10-11 32 C&AG’s report, para 17 33 Qq 8-10 34 C&AG’s report, paras 18 and 3.23 35 Qq 16-17 12 breaches in financial control.36 We therefore asked whether the Department was planning any changes in this area. The Department replied that it does not currently monitor museums’ and galleries’ financial management capability as this is the responsibility of the museums’ and galleries’ accounting officers. It assured us that the museums and galleries were very focussed on their financial capability and that it was very actively engaged with them on this. It also told us that it had provided support when it had particular concerns, for example lending the museums and galleries members of its own finance team and working closely with them to provide the information required for its own annual report and accounts. Its finance team also met with new Finance Directors. The Department pointed out that a number of the museums’ and galleries’ own trustees and chairs had a financial background.37 36 C&AG’s report, paras 15 and 3.17 37 Qq 14-15 13 2 Department support to increase the sector’s resilience Common challenges to the sector Show less

Museums and galleries face a number of common resilience challenges and opportunities, such as the costs of storing increasing collections, the challenge of digitally archiving collections, the use of Artificial Intelligence (AI) and the scope for the introduction of further … Read more Museums and galleries face a number of common resilience challenges and opportunities, such as the costs of storing increasing collections, the challenge of digitally archiving collections, the use of Artificial Intelligence (AI) and the scope for the introduction of further shared services. Although the majority of museums and galleries agreed that DCMS supports efforts to share good practice, they wanted more support from the Department with these issues which they found difficult to tackle on their own.38 Show less

We therefore asked the Department how it was going to support the museums and galleries to collaborate and address these challenges and opportunities. In response, it pointed out that the 15 museums and galleries were ‘freedom bodies’, which means they … Read more We therefore asked the Department how it was going to support the museums and galleries to collaborate and address these challenges and opportunities. In response, it pointed out that the 15 museums and galleries were ‘freedom bodies’, which means they have their own accounting officers, independent trustees and governance, and operated at arm’s length. It therefore wants to strike the right balance between overseeing what they are doing without straying too deeply into their operations.39 Thus, for example, the museums and galleries are free to decide whether or not to use Government procurement frameworks.40 The Department also told us that it was working with four other government departments to introduce a new, shared system for finance and HR by 2027. Its arm’s length bodies will then be given the opportunity to join the system. Although a number of museums and galleries have expressed an interest in doing so, the final decision will rest with the museums and galleries.41 Show less

The Department told us that it provided support by developing a community of arm’s-length bodies, including museums and galleries, so that it can work on the common issues faced by museums and galleries together. It had already established a number … Read more The Department told us that it provided support by developing a community of arm’s-length bodies, including museums and galleries, so that it can work on the common issues faced by museums and galleries together. It had already established a number of different forums at which these 38 C&AG’s report, paras 19, 2.9 and 3.26 39 Qq 2, 10, 12 and 14 40 Q 27 41 Q 26 14 bodies could share good practice.42 We asked the Department whether it should be a condition of its funding of museums and galleries that they co-operate and share in arrangements, such as the shared finance and HR system, that are likely to offer better value for money. It told us that it would not rule this out, but the Government’s expectation at the moment was that bodies be encouraged to co-operate and share services, rather than making it a requirement.43 Show less

However, the Department agreed that it could do more and play a stronger convening role.44 For example, it was establishing a digital data and technology forum for museums’ and galleries’ digital information officers to address common technical challenges and share … Read more However, the Department agreed that it could do more and play a stronger convening role.44 For example, it was establishing a digital data and technology forum for museums’ and galleries’ digital information officers to address common technical challenges and share good practice around the use of AI and the digitisation of their collections. It could draw on a number of examples of the museums and galleries digitising their collections, such as the Natural History Museum’s leadership of a 10-year, £155 million national infrastructure programme to digitise the UK’s entire natural science collection, and the British Museum’s £10 million five-year project to digitise its own collection.45 Show less

The Department also told us that, after talking to its museums and galleries, helping them make best of their collective storage space was one of the areas it wanted to look into further. The Department highlighted the example of the … Read more The Department also told us that, after talking to its museums and galleries, helping them make best of their collective storage space was one of the areas it wanted to look into further. The Department highlighted the example of the National Portrait Gallery leasing space from Tate as good practice around sharing storage space. The Department has also helped the museums and galleries address storage issues through its funding of large capital projects, such as Blythe House and Natural History Unlocked. However, the Department told us that it was clear that it needed to look across all museums and galleries for how they could save more money on storage, but some of the options for doing this would require up-front investment.46 Security threats Show less

Common resilience issues faced by the museums and galleries include the increasing threats they face of cyberattacks and of thefts of items from their collections, as evidenced by the October 2023 cyber-attack at the British Library and the thefts reported … Read more Common resilience issues faced by the museums and galleries include the increasing threats they face of cyberattacks and of thefts of items from their collections, as evidenced by the October 2023 cyber-attack at the British Library and the thefts reported in 2023 at the British Museum.47 We therefore asked the Department how it was going to support the museums and galleries to address these threats. The Department 42 Q 26 43 Qq 32 and 34-37 44 Q 30 45 Qq 29-30 46 Q 29 47 C&AG report paras 19, 3.26 and 3.28 15 acknowledged that its approach to supporting these independent organisations against cyber-attacks had been more reactive in recent years, for example, providing assistance in the event of an attack. It has also promoted the sharing of good practice, for example, getting the British Library to speak at a session with its other arms-length bodies, including museums and galleries, about the cyber-attack it had suffered.48 Show less

The Department assured us that it was now working closely with the organisations on how it can provide central advice on improving cyber-resilience and minimising the threat and impact of cyber-attacks. It highlighted the Government’s cyber action plan, which the … Read more The Department assured us that it was now working closely with the organisations on how it can provide central advice on improving cyber-resilience and minimising the threat and impact of cyber-attacks. It highlighted the Government’s cyber action plan, which the Department for Science, Innovation and Technology published earlier this year, which it said was setting out a path to greater resilience across public bodies by 2030. The Department told us it was working with the museums and galleries on how it can address skills shortages and create “artefacts” that can be used and shared across its arm’s-length bodies to address their differing cyber-security needs.49 It is also bringing together chief digital information officers and chief information security officers from its arm’s-length bodies, including the museums and galleries, in new forums, to work together, share their experiences and set the agenda on what the Department and these bodies should be working on collectively. The Department had set aside a small amount of money within its own budget for this year to help this.50 Show less

We asked the Department what actions it was taking to support the museums and galleries to reduce the risk of thefts from their collections. The Department told us that it regularly discussed security matters at is meetings with the Chairs, … Read more We asked the Department what actions it was taking to support the museums and galleries to reduce the risk of thefts from their collections. The Department told us that it regularly discussed security matters at is meetings with the Chairs, CEOs, Finance Directors and the heads of Audit and Risk Committees of the museums and galleries.51 It also pointed to the National Museum Security Group which has 200 museums across the UK and meets to share good practice, including learning from the British Museum and Louvre thefts, and liaise with UK law enforcement.52 However, it assured us that, in the past four years, there had only been four instances of thefts or missing objects from its 15 museums and galleries in the last four years.53 We asked the Department for examples of specific changes made by museums and galleries as a result of the thefts. In response, it pointed to the increased digitisation of collections, for example of the British Museum, and the associated improvement in record keeping which helps with the identification of thefts.54 We mentioned other potential controls 48 Qq 26 and 28 49 Q 27; HMG, Government Cyber Action Plan, CP 1473, 6 January 2026 [updated 20 March 2026] 50 Qq 26-28 51 Q 43 52 Qq 26, 38 and 43 53 Q 38 54 Qq 39-41 16 against thefts, such as robust whistleblowing procedures so people could share their concerns and proper systems for removing access from people leaving an organisation. In response, the Department mentioned that these were operational matters and the responsibility of the museums’ and galleries’ trustees.55 However, it assured us that the British Museum thefts had shocked the sector and had pushed the risk of thefts, and the need for proper systems to address this risk, up the agenda of its museums’ and galleries’ audit and risk committees.56 Well-equipped Boards of Trustees Show less

Museums’ and galleries’ boards play an important role in ensuring the financial resilience of the museums and galleries. As at 9 October 2025, there were 34 vacancies across the 15 museums’ and galleries’ boards, representing a total vacancy rate of … Read more Museums’ and galleries’ boards play an important role in ensuring the financial resilience of the museums and galleries. As at 9 October 2025, there were 34 vacancies across the 15 museums’ and galleries’ boards, representing a total vacancy rate of 15%. The average length of time to make appointments in 2024–25 was 219 days, more than the 90 days set down by the government. These delays to appointments can mean that museums’ and galleries’ board-level capability gaps are not addressed as quickly as required.57 Show less

We therefore asked the Department why it was taking so long to get boards up to the level they should be. It assured us that the delays had not been due to a lack of resources within its own appointments … Read more We therefore asked the Department why it was taking so long to get boards up to the level they should be. It assured us that the delays had not been due to a lack of resources within its own appointments team but had been caused, in part, by factors outside its control. For example, non- executive posts on boards are unpaid, making it difficult to recruit, while the 2024 general election had had a really big impact.58 Process changes after the election, because the Secretary of State wanted to widen the pool of appointees to include people of different backgrounds, had also contributed to the delay.59 Show less

The Department reiterated that, despite the vacancies, all the museums’ and galleries’ boards had been quorate.60 However, it acknowledged that the appointments process had been too slow and that addressing the delays was on its agenda as it sought to … Read more The Department reiterated that, despite the vacancies, all the museums’ and galleries’ boards had been quorate.60 However, it acknowledged that the appointments process had been too slow and that addressing the delays was on its agenda as it sought to address those factors that it could control.61 It had undertaken its own review of the appointments process last year to look at how it could improve the time taken, including speed to interview and the clearances required after decisions by the independent 55 Qq 41-42 56 Qq 40-42 57 C&AG’s Report, para 15 58 Qq 19-20 and 22 59 Q 20 60 C&AG’s Report, para 15; Q 19 61 Qq 19 and 23 17 panel.62 It had also commissioned an external review which looked at the experiences of the Department for Transport, which, like the Department, has a number of important arm’s-length bodies.63 Show less

The Department told us that, as a result, the speed of board appointments had got slightly quicker. A number of the October 2025 vacancies had been filled, with vacancies across museums’ and galleries’ boards falling to 27, representing a total … Read more The Department told us that, as a result, the speed of board appointments had got slightly quicker. A number of the October 2025 vacancies had been filled, with vacancies across museums’ and galleries’ boards falling to 27, representing a total vacancy rate of 11%.64 The Department told us that it hoped this improvement would continue in the next year, although it also stressed that it was important not to compromise on the quality of appointees as this was paramount.65 62 Q 19 63 Q 24 64 Qq 19 and 21 65 Qq 23 and 25 18 Show less