I have spent the best part of twenty years devoted to the arts industry in Melbourne - exhibitions and collection management across a number of prestigious organisations such as ACMI and the NGV. After completing my first degree and my masters, and working in frontline services and curatorial positions across Government and Not-For-Profit arts organisations in Melbourne, I found that whilst the experience was valuable, the silos of management and the disconnection and competition between organisations that are essentially working towards the same end was maddening. I have seen Melbourne Museum and the NGV fight for commercial and Government patronage for the Winter Masterpieces brand, and The State Library of Victoria wonder how they can possibly compete for patronage in providing more and more services to their patrons across librarianship, exhibitions, public programs and outreach. And yet all of these organisations are perfectly aligned in their remit to provide a public service to our community - freely available services and experiences that enhance access to all.  

And so I needed a change. After my son was born in 2015, and finding myself in middle-age and adrift, I was no longer competitive and relevant in my chosen field because I had taken extended maternity leave. I decided to follow my love of libraries, cultural collections and archives as a new adventure, feeling that there was a strong synergy with my previous work in galleries and museums. I joined the Master of Information Management at RMIT in 2019, only to face the Covid pandemic and then the cancelation of the course by RMIT university. I am currently completing a shorter degree, the Graduate Diploma of Information Management as the course is taught out, and I have relocated to Federation University in Ballarat where I work as a Frontline Services Officer. 

I feel that as a Frontline Officer, I know what the punters want (to use a euphemism) and it is quite disconnected from Management, the Board and Governance (with capitals). We absolutely need Governance with a capital G, I am not disputing that. But the disconnect from the floor and grass roots of our organisations to Management with a capital M is as wide as the Pacific Ocean. 

As a mid-career and transitioning professional, I have seen important and affirming connections being made across the GLAMR sector. Interdisciplinary practice has been talked about for decades now and many cultural and academic organisations are embracing this move towards collaboration, convergence and shared resources. 

I would like to present a paper that looks at this convergence and is relevant and affirming for all of our organisations as we learn to transition and collaborate.