Council Devolution – what next for Sussex museums?

6 June, 2025
A Bexhill Museum Education Team volunteer with the WWI collection.

The landscape of local government in England is shifting once again, and for those of us working in museums, the implications are profound.

As the East Sussex Local Government Reorganisation gathers pace, culminating in the creation of a new unitary authority and a Sussex-wide Mayoral Combined County Authority (MCCA) by 2028, we ask ourselves: what does this mean for the Sussex museum sector?

And how do we position ourselves to survive — and thrive — through the change?

The plan for East Sussex involves the merger of six councils — Eastbourne, Hastings, Lewes, Rother, and Wealden Districts, alongside East Sussex County — into a single unitary authority.

At the same time, a new Mayor of Sussex will be elected to oversee strategic policy across East and West Sussex and Brighton & Hove. While daily services like planning and education will remain locally delivered, overarching growth, regeneration, and wellbeing strategies will be driven at a Sussex-wide level.

This is part of a broader national trend. The government says it wants to see all of England to take advantage of devolved powers, and for local leaders to drive growth and increased prosperity for local people. Combined authorities and directly elected mayors have been key elements of this policy, and Sussex is now following in the footsteps of Greater Manchester, West Yorkshire, and others

But museums have tended to be an add-on to most cultural strategies ever since 2011 when the Museums, Libraries and Archives Council (MLA) was wound down and Arts Council England, expanded its remit to include museums and libraries .

Recognition has not always led to specific pledges, but the soon to be replaced East Sussex County Council’s Cultural Strategy 2013–2025 at least recognised the symbolic and functional value of museums to improve quality of life, economic development, and cultural tourism – even if the strategy did not provide a standalone section on museums.

Where the cultural sector engages early, articulates its value, and positions itself within broader policy objectives — economic growth, education, health, and community resilience — outcomes are positive. Where culture is seen as a secondary or discretionary service, it risks marginalisation.

North Yorkshire, for instance, completed its unitary reorganisation in 2023, creating a single council from eight district authorities. As part of this transition, North Yorkshire Council developed a Cultural Strategy in partnership with Arts Council England and local stakeholders. Key to their approach was early, transparent dialogue with the sector, recognising culture as a core contributor to the county’s economic and social wellbeing.

For museums, the risks of standing still are substantial. Funding streams will change; local political leadership will shift; administrative relationships built over years may disappear almost overnight. New priorities will be set by new decision-makers who may not yet appreciate the critical role museums play in place-making, education, and social wellbeing.

Moreover, the reality of local government finance is stark. As the Local Government Association has repeatedly warned, councils across England face severe budgetary pressures, with statutory services (like social care) increasingly squeezing discretionary spending (such as culture). Unless we make our case powerfully, museums could easily be seen as a luxury rather than an essential part of civic life.

Devolution offers opportunities as well as threats. A new Mayor for Sussex will bring with them new investment levers, strategic funding pools, and the ability to coordinate projects across wider geographies.

Culture has a strong economic case: according to Arts Council England, arts and culture contribute £10.8 billion to the UK economy annually and support 363,700 jobs . Our challenge is to ensure that this narrative is heard loud and clear in Sussex’s new corridors of power.

Further, devolution brings with it a commitment to local consultation. The East Sussex Plan specifically pledges wide-ranging engagement with residents, businesses, and voluntary organisations. If we do not seize that opportunity to shape policy, others surely will.

First, we must map the emerging governance structures and identify key figures — council leaders, shadow executives, transition boards, cultural leads. Relationships matter, and we must build them early.

We should align our advocacy to the strategic priorities of the new authority. Whether it is economic regeneration, skills development, or wellbeing, museums deliver across all these agendas. We must speak the language of policy-makers and demonstrate measurable impact.

Collaboration is crucial. Individual voices are easily lost, but collective ones are harder to ignore. Networks like Culture East Sussex, the Sussex Museums Group, and national bodies like the Museums Association will be essential allies in the months ahead.

The shape of the future is not yet fixed, and those who adapt fastest will fare best. Some of us may need to rethink governance models, partnerships, even our organisational missions, to ensure resilience.

Structural change is imminent. It will be disruptive. But it also offers a once-in-a-generation chance to embed culture and heritage more deeply into the life of our communities. We have a choice: to be passive spectators, waiting to see what happens to us — or to be active participants, shaping the future. Let us choose the latter.

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