The Amelia Scott – Embedding culture within the council framework

The services operating within the Amelia Scott are all delivered by one team which performs many functions. 

The hub is operated by Tunbridge Wells Borough Council in partnership with Kent County Council, reflecting a model of integrated service delivery that blends statutory and discretionary services. This approach allows culture to sit alongside essential public functions — positioning it not as a luxury, but as a contributor to wellbeing, learning, and community resilience.

Approximately one third of income generated by the Amelia Scott covers the costs, the remainder is provided via Tunbridge Wells Borough Council subsidy. They are working towards a 60 per cent 40 per cent model.

As a district-level service, the Amelia Scott works through service-level agreements with Kent County Council and benefits from a mix of shared income streams. The hub is embedded in the community as a front-line service venue. It is a place where residents come for help and information.

This integrated role has made the museum outcome focused. Rather than measuring success solely through visitor numbers, the service maps its contribution across council priorities such as health, wellbeing, inclusion, and civic pride. Data and evidence play a central role in decision-making, helping to maintain a sustainable operating model grounded in impact and accountability.

Remaining within the council framework brings both opportunities and challenges. The Amelia must compete for attention and funding alongside statutory services such as housing and social care. However, being “inside the machine” provides a degree of protection and influence that independent trusts may lack.

By staying embedded, the Amelia retains visibility within council decision-making processes and benefits from shared HR, legal, and governance functions that can otherwise present significant burdens for independent organisations. This arrangement supports a long-term, data-driven approach to service development and ensures culture remains part of local government’s strategic thinking.

The leadership team recognises the importance of having evidence-based conversations about sustainability. Rather than relying on short-term fixes or reactive measures, the service prioritises prevention over firefighting — working to understand how culture can contribute to wider outcomes and save money across departments.

Partnerships with universities are helping to build capacity around data analysis and evaluation, ensuring that decisions are grounded in robust evidence. The team also acknowledges the value of growth mindset thinking, exploring how the Amelia can evolve within the realities of local government structures rather than waiting for external change.

We have to stop talking about ‘nice things’ and show that culture can be the superpower for local government. 

Jeremy Kimmel Arts, Heritage and Engagement Director

The wider funding environment for local authority museums and wider cultural services remains uncertain, with ongoing reviews of both Arts Council England and The National Lottery Heritage Fund. For many councils, culture risks being deprioritised amid financial pressures and increased pressures on statutory obligations.

The Amelia Scott model offers a positive alternative, demonstrating that embedding culture within the civic framework can create both stability and impact. Its success rests on integration, adaptability, and a commitment to data-led decision-making.

Looking ahead, the hub aims to continue building on its role within the council as a driver of social value, contributing to health, education, and community development agendas. 

• Integration builds resilience: Embedding cultural services within local government structures can provide long-term stability, access to shared resources, and strategic influence.
• Data drives sustainability: Evidence-based decision-making strengthens the case for investment and demonstrates the cross-cutting value of culture in achieving civic outcomes.
• Culture as a civic asset: Framing cultural provision as a contributor to wellbeing, education, and social connection positions them as essential, not optional.
• Leadership matters: A growth mindset and openness to change enable services to adapt, innovate, and remain relevant within challenging financial contexts.
• Partnerships enhance credibility: Collaboration with universities and other evidence-focused institutions supports a culture of learning, reflection, and continuous improvement.

[email protected],
Arts, Heritage & Engagement Director