Report from ICOM-RTF for Review and Reform of ICOM
PREFACE TO THE REPORT
Since the Triennial Assembly in Melbourne (October 1998) ICOM has entered a new century. Fifty-three years since its creation (in 1947), and twenty-six years since the last significant changes in ICOM's structure and organisation (in 1974), ICOM faces a watershed in its life.
ICOM needs to reinvent itself: reanimating its original, visionary spirit of a more tolerant and stable world, achieved through active care and appreciation of different people's heritages and cultural histories internationally (as conserved through museums and related institutions); at the same time reshaping ICOM as a more flexible and effective organisation to act decisively in the world of today.
The Task Force (ICOM-RTF) was commissioned by the Executive Council in June 1999, following discussions at the time of the last Advisory Committee session in Paris. Composed of nominees from both the Advisory Committee and Executive Council, it was charged to review ICOM as an organisation and establish priorities for reform. The Task Force was given the mandate to address the challenge of change for ICOM.
Members of the Task Force (ICOM-RTF)
Jacques Perot (ICOM President)
Alissandra Cummins (Chairperson, Advisory Committee)
Aidan Walsh (ICOM-UK)
Knut Wik (ICOM-Norway)
Marie Christine van der Sman (ICOM-Netherlands)
Frans Ellenbroek (ICOM-MPR)
Nancy Hushion (INTERCOM)
Michael Dauskardt (Affiliated Organizations - European Open-Air Museums)
Lucía Astudillo (Executive Council)
Bernice Murphy (ICOM Vice-President & Chairperson of ICOM Reform Task Force)
Ex officio: Manus Brinkman (Secretary-General of ICOM)
The Task Force managed to hold three face-to-face meetings: (1) in October 1999 in Paris; (2) in December 2000 in Madrid (enabling a joint workshop with the Executive Council at that time); (3) in early April 2000 in Paris. Another meeting will occur on 3 June (immediately before the Advisory and Executive Council meetings), and will include some additional expertise we have called upon to assist our mapping out of further tasks. Outcomes of that meeting will be reported orally to the Advisory Committee that week.
If the general lines of approach and lay-out in the RECOMMENDED ICOM ACTION PLAN FOR ACTION, 2000-2004 (at the end of this Report) gain agreement at the Executive and Advisory meetings in June 2000, this could become the blue-print for shaping ICOM's regular-format PROGRAMME OF ACTIVITIES, 2001-2004 (to be put to the Advisory and General Assembly in July 2001).
The Task Force considers that it is desirable to move affirmatively on whatever changes can be achieved speedily and flexibly, for the earliest possible benefit to ICOM. Meanwhile more time is required on some issues that need further work. (For example, (a) ICOM's finances, which need focused attention in terms of clarifying and increasing resources for the organisation; and (b) possibilities of shifting resources towards innovative projects carried out by the Committees, while alternative funding sources would need to be found elsewhere to cover shift of income from ICOM centrally.)
Immediately following this first phase of review and reform of ICOM (in fact following Advisory and Executive Council reactions in June 2000), it is desirable to expedite work on a revised set of constitutional and core documents for ICOM (including a fundamental re-drafting of the Statutes).
The Task Force was greatly helped not only by responses received from Chairpersons of Committees (our appeal for feedback through the Advisory structures), but also by all the discussions that have occurred on the ICOM-L Discussion list , proving the potential of this particular facility established through ICOM's move to an Internet Web site and electronic capability in 1995. The many voices and interventions on ICOM-L kept raising and re-shaping many key issues, and helped clarify tasks and issues for RTF to incorporate in its review. The Task Force especially thanks ICOM's Internet adviser and ICOM-L list moderator, Cary Karp, based in the Swedish Museum of Natural History (Department of Information Technology).
Special personal acknowledgement is also due to two of our most active and expert interlocutors on ICOM-L: Patrick Boylan, UK (ICTOP Chairperson and former ICOM Vice-President), and Per Rekdal, Norway (ICME Chairperson). Their constant commitment of attention, expertise, questioning and debate or response to others, have been invaluable dynamics in assisting the Task Force's catchment areas of advice to widen. It helped us to draw in much more opinion and advice from ICOM itself than is normally available to assist a Task Force's work.
As Chairperson of the Task Force I would like to thank its members most sincerely for their voluntary commitment of valuable time and expertise for the benefit of ICOM. I would like to pay particular tribute to Nancy Hushion, who took a key role in establishing the actual strategic change model we adopted after our first meeting and ensured that we accomplished some of the specific tasks involved through this model, according to the tight schedules we set ourselves.
I particularly express appreciation to Jacques Perot, as ICOM President, for giving his personal commitment both to the Task Force and to the spirit of renovation and reform of ICOM. I also thank the Executive Council for its support, and for its co-operation in entering into a Workshop process with the Task Force in December. In thanking everyone involved thus far - together with secretary-general Manus Brinkman, and Eloïsa Zell, Joëlle Thibet, and Thomas Jandia from the Secretariat, for their contribution and support throughout - I also convey the results of our collective work to date to the Executive Council and the Advisory Committee of ICOM.
The Report from the ICOM Reform Task Force contains three main sections:
Part A: Summary of the Task Force Recommendations (pp.4-11)
This brings together the Recommendations that appear throughout the sections of the Report in one consolidated sequence, to enable review of these in one place, early in the Report.
Part B: Sections (I)-(XVI) (pp.12-91)
This part deals with issues in sequence, under sectional headings, giving background/context analysis on each (A:COMMENTS); then proceeding to recommendations arising from the Task Force's work (B: RECOMMENDATIONS)--with "Comments" attached after some recommendations.
Part C: Recommended Action Plan for ICOM, 2000-2004 (pp.92-100)
The Action Plan translates key recommendations into an environmental scan, three broad objectives for ICOM, measurable steps and action plans, including responsibility and time-frames.
The Task Force looks forward to an engaged consideration of this Report, and critical appraisal of its results, during the various meetings occurring in June 2000 in Paris.
Chairperson of ICOM Reform Task Force
SUMMARY OF TASK FORCE RECOMMENDATIONS
(Note: This summary repeats the Recommendations that occur throughout the many pages of the Report that follows, consolidating them here into one list, for easy reference.)
Concerning (II) ICOM VALUES, the Task Force RECOMMENDS:
R1: That ICOM adopts a Values Statement for the organisation, as stated in this Report:
ICOM ACTS UPON THESE CORE VALUES
- passionate commitment to cultural understanding and respect for difference as forces for peaceful relations and social stability
- protection, interpretation and communication of cultural heritage
- affirmative appreciation of intellectual, cultural and social diversity
- engagement with the imaginative dimensions of culture and intangible heritage alongside tangible features and material forms
- expertise and training in museums and heritage care
- professional conduct and observance of ICOM's Code of Professional Ethics
- exchange of expertise among networks of museum professionals
- publication and dissemination of information in support of ICOM's objectives
- mutual assistance and solidarity among professional museum personnel
- democratic values and service-oriented organisational character of ICOM
- participation and communication promoted throughout ICOM
- support for museum work and heritage initiatives that are:
- sustainable development according to varying socio-cultural needs
- community education and skills-diffusion on a capacity-building basis
- multiple dynamics: regions & localities <à core ß > regions & localities
- engagement in issues and public debates on museums and cultural heritage
- joint action with partner organisations internationally
- projection of ICOM's work and values internationally
Concerning (III) ICOM MISSION, the Task Force RECOMMENDS:
R2: That ICOM adopts a Mission Statement for the organisation, as stated in this Report:
ICOM is the international organisation of museums and museum professionals, committed to the protection, interpretation and communication of the world's diverse cultural heritage.
As a non-governmental, non-profit body, ICOM establishes professional and ethical standards for museums, promotes training, advances knowledge, addresses issues, and raises public cultural awareness through its specialised global networks and mutual assistance programs.
Concerning (IV) ICOM'S CORE DOCUMENTS, the Task Force RECOMMENDS:
R3: That clarification and improved understanding of ICOM's key purposes, values, expertise and operational capacities should be targeted as an organisational objective in the publication, reporting and use of ICOM's core documents.
R4: That it be recognised that many improvements in ICOM's functioning, enabling much greater flexibility and efficiency throughout the organisation, can be made under the present organisational rules and Statutes, and organisational change can proceed immediately, even with minimal statutory change.
R5: Notwithstanding (R4), that a co-ordinated effort should be undertaken to achieve a review, re-drafting, and substantial condensation of the ICOM Statutes (which needs to be carried through the formal structures of ICOM, requiring final ratification at a General Assembly, and therefore may take a little time).
R6: That the Model Rules and Code of Professional Ethics documents should similarly be recast, republished and reported on in ICOM News and elsewhere, to provide more accessible information about their contents and recurrent usefulness in the life of ICOM.
Concerning (V) MEMBERSHIP, the Task Force RECOMMENDS:
R7: [Regarding promotion of ICOM's existence and value] That National Committees be encouraged to increase and disseminate knowledge of enriching benefits available to ICOM members within each country - for the benefit of members at an intra-national level - in partnership with ongoing efforts to enrich the benefits and services accessible internationally through ICOM's existence and operations.
R8: [Regarding membership benefits] That the ICOM Secretariat investigate new types of benefits being offered to professional museum personnel through some museums or national museum associations that have negotiated increased services available as part of appropriately negotiated sponsorship or entrepreneurial arrangements.
R9: [Regarding Institutional Membership] That expertise networks, knowledge exchange, publications and international enrichment should be more actively projected to institutions as important resources offered - in a variety of ways - by ICOM in exchange for their institutional membership.
R10: [Regarding Institutional Membership] That a more graduated series of subscription-levels be implemented to enable Institutional Membership to be expanded, at a much lower level of financial cost for developing countries than has been the case to date.
R11: [Regarding Honorary Membership] That in future any recommendations under this category (giving appropriate details and background on a candidate) should require the endorsement of ICOM members from within at least three National Committees, to ensure that such recognition is geared to outstanding service on an international basis, rather than within one country alone.
R12: [Regarding ethical issues that arise through granting ICOM membership] That more explicit action and statements be implemented to protect ICOM's professional identity and ethical integrity, in view of the increasing potential for mis-use of ICOM association in the design of commercial Web sites, or explicitly commercial promotion of museum-related services and products. (For example, statements that openly welcome certain entrepreneurial partnerships and beneficial collaborations in the cause of museums on the one hand, should also state that "you may not use ICOM's identity (logo) or status for the advertising of commercial services or products outside this relationship" on the other hand.)
R13: That a new category of Student Membership of ICOM be introduced.
R14: That ICOM encourages implementation, where possible, in the programs and activities of its Committees, of a reduced-price "Student Registration" fee for meetings, workshops and conferences.
Concerning (VI) COMMUNICATION, the Task Force RECOMMENDS:
R15: That where barriers to good communication exist within ICOM organisationally, they should be overcome by determined effort to achieve simpler explanatory tools, reportage, information exchange and (where possible) increased communication and feedback.
R16: That improved communications (especially taking advantage of electronic communications where possible) should be a priority in raising awareness of ICOM benefits offered to members, as well as helping Membership Services and other staff to deliver benefits and services more perceptibly, broadly and flexibly. An improved ICOM members data-base on-line is envisaged as an important component of this Recommendation, and referred to in the proposed ACTION PLAN for the next triennium.
R17: That improved communication to members of ICOM's programs and events should be pursued to increase members' sense that they have been informed, and where possible invited to participate in planned activities by ICOM committees in areas of professional museum work in which they are interested.
R18: That a comprehensive communications strategy be pursued by ICOM, more fully incorporating the potential (and responsibilities) of electronic communications to advance the following objectives: to co-ordinate and diffuse knowledge OF and ABOUT ICOM, WITHIN and OUTSIDE of ICOM, both FOR ICOM and for FOR THE BROADER COMMUNITY.
R19: That, in consequence of (R18), an improved, whole-of-organisation Communications Policy should be developed for ICOM. This policy should take special cognisance of the changed orientation required by a proactive usage of electronic communications. It should also establish protocols for up-dating and currency of information for the organisation, both at Secretariat level and including ICOM Committees', Regional Organizations, or Affiliated Organizations' use of hot-linked, informational sites connected to the main ICOM Web site.
R20: That ICOM produce a comprehensive and strategic overview of its print publications, and desired options for the future, including a differentiated brief (incorporating purpose, target audience and costs-analysis) for each of its main recurrent publications. (Relationship to partner publications (such as those of UNESCO and other bodies) should be analysed, and possibilities of joint-venturing commercially, or co-publication with museums and peer organisations, should be explored in this strategic overview of ICOM's publications.)
Concerning (VII) the ADVISORY COMMITTEE, the Task Force RECOMMENDS:
R21 That the Advisory Committee should be repositioned as a principal "brainstorming" and "think-tank" channel in ICOM's formal parts and functioning.
R22: That a re-focused, more proactive description of the Advisory Committee's role and expertise should be translated throughout the organisation's parts and reflected in ICOM'S Communications Policy and actions [as stated under (VI) COMMUNICATIONS in these Recommendations].
R23: That a livelier, reanimated, role for the Advisory Committee (as envisaged in (R21) ) should also be better linked to the work of the Executive Council, avoiding uneconomical duplication of efforts, or confusing overlap of their respective principal tasks.
R24: That the Advisory Committee be used more actively as a continuous resource of expertise for ICOM's good functioning throughout a whole triennium, not simply when the Advisory Committee is formally convened in its regular annual Sessions. In support of this Recommendation it is suggested that the Advisory Committee should compose, for each triennium, its own Standing Committee on ICOM Programs and Activities, convened by the Chairperson of ICOM's Advisory Committee (or alternative nominee, if preferred, in which case the Advisory Chairperson should at least be a member).
Concerning (VIII) the EXECUTIVE COUNCIL, the Task Force RECOMMENDS:
R25: That the Executive Council's role and core tasks be redefined proactively, stressing its overarching responsibilities for central issues of governance, upholding of professional values, ethical standards, organisational leadership and attention to the long-term future of ICOM.
R26: That a re-focused, more proactive description of the Executive Council's commitment to the comprehensive mission of ICOM should be translated throughout the organisation's parts and reflected in ICOM'S Communications Policy and actions [as stated under (VI)COMMUNICATIONS elsewhere in this Report].
R27: That the Executive Council should, in joint consideration of a better functioning Advisory Committee, be freed from overlapping or crossed-purpose tasks better carried out differently, or even carried out better within other parts of the organisation.
R28: That the size of the Executive Council be formally increased from ten (10) to sixteen (16) members, and that the slate of candidates for election of the Executive Council - as determined by vote at an Advisory Committee meeting prior to the General Assembly - be increased from twenty-three (23) candidates to thirty (30) candidates.
R29: That the quorum for an Executive Council meeting be increased proportionally from seven (7) to ten (10) members.
R30: That a broadly representative and able slate of Executive Council candidates for election at the General Assembly should encompass a good balance of experience and cultural viewpoints, and that the slate of candidates determined by the Advisory Committee should be arrived at with an active concern to secure appropriate skills and backgrounds for effective governance of ICOM.
(It is important to connect this Recommendation to (R23) (p.35) above, in section (VII) concerning the ADVISORY COMMITTEE (pp.35-37), and especially to note the Comments that follow (R25) (p.39-40) in the full Report, concerning Executive Council core tasks and appropriate skills.)
R31: That the Executive Council should be understood (dependent upon enabling Statutory changes, and notwithstanding a co-option provision recommended below) as an expanded body of sixteen (16) members in total, including four Officers of the Council as specified by the Statutes.
R32: That the Executive Council should have the right to co-opt up to a maximum of two (2) further members within its term of office, to assist the work of Council in areas where the Executive Council may recognise that it is insufficiently skilled or insufficiently representative at a particular time.
R33: That the decision as to whether any additional expertise should be sourced by the Executive Council from within regions, OR in terms of other, more varied expertise desirable for effective governance, should be left to the discretion of each Council during its elected term.
R34: That the provision for co-option to Executive Council should be exercised specifically to supplement the Council's expertise, rather than automatically to increase its size.
R35: That the Executive Council, in tandem with the processes recommended for the Advisory Committee's improved functioning (in (R24) and attached Comments), should review its own operations and styles of meeting, reporting and communicating to other parts of ICOM: to achieve rationalisation of roles and procedures, avoidance of overlap, and greater effectiveness in accomplishing the Council's key tasks on behalf of ICOM.
Concerning (IX) NATIONAL COMMITTEES, the Task Force RECOMMENDS:
R36: That the National Committees should be much more than a netting and vetting system to harvest ICOM memberships. Rather, they should be a means of sourcing and interconnecting expertise locally and globally, and be more actively utilised to assist projection of inter-national issues for museums intra-nationally, and through these same networks to help brief local and national governments on issues of global concern to museums.
[See further, (R7) under (V) MEMBERSHIP (pp.21-29) in this Report.]
R37: That ICOM subscriptions levied through the National Committees, at present differentiated by a two-tier system of costs and based on World Bank/GDP statistics, should be further differentiated by a third tier, to accommodate more equitably those countries that fall between the discriminations of "developed" and "developing" nations as currently identified.
R38: That steps be undertaken through continual updating of comparative data, to ensure that the financial burdens of ICOM subscription-rates carried by members in developing nations, as a result of internal inflation and international currency fluctuations, do not cause them to be carrying disproportionately increased subscription costs in comparison with developed nations.
R39: That a recent decision of the Executive Council (95th Session, Madrid, Dec.1999) be publicised directly to the National Committee boards and members: that ICOM now waives restrictions on the subscription surcharges that National Committees can request of members (removing the former ceiling of 10% on such surcharges). This permits decisions about additional costs of providing appropriate services within countries to be a matter for local decision, by the National Committees themselves through their executive boards.
R40: That ICOM reaffirms that while the National Committees need to retain a clear ICOM identity, they should seek to work as productively as possible with national museums associations where they exist in many countries, to establish beneficial partnerships and avoid unnecessary duplication of activities.
R41: That a task force on National Committees, national subscription levels, membership servicing costs, relationships with national museums associations, and related matters for ICOM NC members be established through the Advisory Committee, and composed from within the National Committees themselves. Its brief would be to investigate and report back to ICOM on comparative data across different national contexts, engage the advice of the Secretariat on membership and NC matters, and explore a three-part potential for the role of National Committees: (a) to assist museums development within countries by ensuring that museums personnel have access to ICOM's international networks of expertise; (b) to ensure that issues of international importance on museums and cultural heritage can be projected through networks within countries and appropriate advice be conveyed to local and national governments; and (c) to establish comparative international data on changes in museums' national funding and resourcing, and guidelines for co-operation with national museum associations, where they exist - and where no national associations of museums exist already, to promote their establishment.
Concerning (X) INTERNATIONAL COMMITTEES, the Task Force RECOMMENDS:
R42: That ICOM members should have the right to join only ONE International Committee as a full member - with the right to vote and hold office in that Committee - and that the provision for membership of two other Committees on a non-voting basis (following the resolution of the Executive Council at its 73rd session in June 1991) should be rescinded.
R43: That all International Committees should meanwhile take steps to provide basic information about their programs, activities, and publications available, through simple means (for example, electronically) to any member or part of ICOM interested, and at minimal cost or burden to the Committee administratively. In connection with this Recommendation, it is understood that additional charges may need to be imposed on non-members of any Committee to receive publications or other services tailored principally for members - however Committees are encouraged to distribute knowledge and results of their activities as broadly as possible to other parts of ICOM, on a cost-recovery basis.
It is further RECOMMENDED, therefore, as an affirmative direction for ICOM:
R44: That while recognising that all International Committees must give priority to their core membership in order to function well, any opportunities to permit members from other parts of ICOM to experience and constructively participate in activities and meetings of any International Committee (on whatever administratively regulated basis the IC finds necessary), should be encouraged. This would be helpful in the cause of building up cross-specialist relationships and enriched professional knowledge of issues affecting museums and cultural heritage work today in all parts of the profession embraced by ICOM.
R45: That a task force be established, predominantly from within the Advisory Committee (with some small representation from the Executive Council), and predominantly from the International Committee Chairpersons (but also including National Committee and Affiliated Organization representation) to examine the International Committees in ICOM. The brief would be to examine the workings of the International Committees on a comparative basis - their programs, organisational difficulties and needs - as well as reviewing their optimum size and possibilities of more productive connections being made between them (and to the National Committees' work within particular countries). The approach to these issues should be exploratory, not coercive, but seeking to come up with some helpful analysis and recommendations concerning the International Committees in an organisational overview, reporting back to the AC and EC.
Recommended basis of decision-making on any proposals to form new ICs
R46: That the Executive Council should assess any proposal to form a new International Committee of ICOM on the basis of the following criteria: clearly defined professional need from within the museums community for interaction and mutual assistance through ICOM, and ICOM's organisational capacities and resources to facilitate such interaction, interconnecting it to ICOM's structures while maintaining the efficiency and effectiveness of the whole organisation.
Concerning (XI) REGIONAL ORGANIZATIONS, the Task Force RECOMMENDS:
R47: That a task force on regional activities and responsibilities of ICOM should be established through the Advisory Committee, and composed through representation drawn from the Executive Council (selectively), the Regional Organizations, National and International Committees, and Affiliated Organizations of ICOM, incorporating persons with appropriate expertise in ICOM's regional activities, needs and potential. The task force's brief should refer to the comments offered in this whole section of the RTF Report, and it should gather further data and bring forward proposals to the Advisory Committee and Executive Council that will help shape ICOM's future priorities in terms of regional programs and activities.
Concerning (XII) AFFILIATED ORGANIZATIONS, the Task Force RECOMMENDS:
R48: That up-to-date information and a clearer picture of the potential and roles of Affiliated Organizations in relation to other parts of ICOM need to be achieved. In view of two broad groupings within these Organizations, it is Recommended that they be considered by the proposed task forces concerned (a) with International Committees [see (R45) and attached 'Comment' in the main text], and (b) with Regional Organizations [see (R47) and attached 'Comments' in the main text].
Concerning (XIII) FINANCIAL ISSUES, the Task Force RECOMMENDS:
R49: That a Standing Committee on ICOM Finances and Resources be established, as more appropriate to today's challenges of ICOM's size and managerial complexity - rather than simply relying on a single honorary Treasurer from within the ranks of the Executive Council to carry out all supervision of ICOM's finances, in dialogue with the Secretary-General and on behalf of the Executive Council. Such a new Committee, with a fixed life and renewable mandate triennially, would function in a parallel manner to the Ethics Committee. It would pursue certain objectives on behalf of ICOM's financial, human and technical resources as a whole, rather than within a single fiscal year. It would automatically include the Treasurer, President, and Secretary-General of ICOM, but have a composition that reached for expertise beyond the Executive Council itself, incorporating membership skills through the Advisory Committee, and from within the wider ranks and most appropriate experiences to be found within ICOM as a whole.
R50: That ICOM explore ways of differentiating some of its funding allocations on a more prioritised basis, to assist new developments and increased capacities within the organisation as a whole, according to its programs, activities and principal objectives (as developed in action plans) within a given triennium.
Concerning (XIV) LEGAL & STATUTORY ISSUES, the Task Force RECOMMENDS:
R51: [Noting that the Task Force did not formally resolve a position on this issue] That consideration be given to the following measures affecting the Executive Council and Secretary-General's position, to resolve discrepancies with French law governing associations: (a) restoration of a "Bureau" of the Executive Council, comprising the Officer positions within the Council; (b) restoration of the title "Director- General", rather than "Secretary-General", to clarify EC legal position arising from the title of the CEO of ICOM; (c) consideration of the role and possible title of an additional elected Officer position, within the EC "Bureau", who would co-ordinate EC members' attention to important legal, financial and related governance issues on behalf of the EC itself. (Suggestions: "Secretary-General"/ "Executive Council Secretary"/ "Bureau/Executive Committee Secretary" for this new position)
R52: That a Standing Committee on ICOM Legal Affairs and Properties be established, to ensure attention and oversight of the increasingly complex legal matters arising through both governance responsibilities of ICOM itself and the broader environment of issues affecting museum professionals and the cultural heritage sector today. Such a new Committee, with a fixed life and renewable mandate triennially, would function in a parallel manner to the Ethics Committee, and (proposed) Finance and Resources Committee of ICOM [see (R49)]. The Committee would pursue certain objectives on behalf of ICOM concerning legal and property interests (especially intellectual property interests) as a whole, and pay attention to significant legal issues arising internationally as they affect museums, enabling ICOM both to be better informed on these issues, act wisely itself in legal respects, and in certain cases take a strong public position on siginificant legal issues affecting museums in their co-operative care of cultural heritage. The Committee would include Executive Council representation but also have a composition that reached for expertise beyond the EC itself, incorporating membership skills through the Advisory Committee, and from within the wider ranks and most appropriate experiences to be found within ICOM as a whole.
R53: That in revising the format and contents of the Statutes of ICOM, as proposed in (R5), attention should be given to achieving the following changes, to improve ICOM's functioning:
- a simplified constitutional framework that sets out ICOM's principal mission, values, and reasons for existence, followed by a clear organisational structure that legally capacitates ICOM to accomplish its main purposes;
- more flexible and co-ordinated provisions for legislative, governance, policy-developing and decision-making capabilities through the EC and AC instruments of ICOM; these capabilities need to be freed up and more clearly distinguished from - though ultimately tied back into - the constitutional framework that secures ICOM's legal and formal existence;
- an operational momentum designed to permit ongoing decision-making regulated by annual plenary review (which would suggest annual General Assemblies as a preferred norm, rather than an emergency provision);
- retention of a principal General Assembly occurring triennially, coinciding with the General Conference of ICOM;
- the triennial General Assembly should not only elect the new Executive Council and review ICOM's financial performance over the preceding triennium, but also undertake substantial policy review, program review, and organisational review, adopting a whole-of-organisation approach to ICOM's performance, fiscal health, program objectives, and future.
Concerning (XV) ETHICAL ISSUES, the Task Force RECOMMENDS:
R54: That the Ethics Committee of ICOM receive and take note of the observations made in section (XV) ETHICAL ISSUES (pp.87-88) of the Task Force's Report - concerning changes in the environment for museum professionals - and that the Committee consider some reflection of these changes in its current work on revision and updating of the ICOM Code of Professional Ethics, to be put before the General Assembly of ICOM in 2001 in Barcelona.
Concerning (XVI) OTHER ISSUES/ FURTHER TASKS, the Task Force RECOMMENDS:
R55: That meetings of both the Executive Council and Advisory Committee in June 2000 review the Task Force's work to date in general, and establish some clear indications as to ICOM's general state of mind on readiness to proceed expeditiously with changes outlined in this Report - both in broad framework for organisational reform, and in specific Recommendations that have been made (and which would therefore guide further action by the Task Force) - or, alternatively, the Task Force may be requested to slow down the pace of work envisaged and proposed in this Report.
R56: That the EC and AC indicate reactions to the specific Recommendations formally made and consolidated in this Summary. The Recommendations could be taken further (or alternatively modified or abandoned, as preferred) in the twelve months ahead, during the consolidating, consultative, and further developmental work the Task Force needs to carry forward, to bring some finally resolved results before the General Assembly in Barcelona. The time-table for this is indicated in the Report: (XIV) (j) (pp.82-3).
R57: That in view of what has been achieved and presented here, the general mandate of the Task Force (ICOM-RTF) be reviewed (and, if desired, reaffirmed) to carry the work forward to the General Assembly in Barcelona 2001. If alternative results are desired, some guidelines need to be established.
Part B >>