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Achieving Change: 4 Steps
Step 1
Take expeditious actions and unambiguous steps towards differentiating between governance – policy determination and the purposeful what and why that shapes the institution – and management – the ‘how’ and the ‘means’ by which policy will be delivered.
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Step 2
Towards that end in the short term devolve ‘ownership’ of the 'cultural property' collections to either:
• The custody and legal ownership of the State Government; OR
• A 'Trust' constituted for the purpose of holding 'the property/assets' in its stewardship;
given that in lore they belong to a multifaceted community of ownership and interest rather than any specific section of a community or bureaucratic entity.
Furthermore, such collections are an important element of Tasmania's & Australia's cultural property. The purpose in taking this step is on one hand symbolic in that it would defuse assertions in one step that real change and accountable governance can happen beyond 'politics' and that a 'stand alone cultural operation' is actually an option albeit one that is highly unlikely to be on a politicised agenda.
Moreover, it would protect 'community cultural investment' in the collection and keep it available to research and researchers' operations in any future manifestation of the entity as a 'musingplace cum research facility' with not only regional significance but also national & international standing.
Step 3
Consistent with the above, the current 'Default Trustees' in consultation with the State Govt. as owners of the community's collections, appoint a Commissioner or Commissioners to take on the role of the institution’s Governor/s and over 2 (3?) years charged with the tasks of:
3/1. Putting place a transition budget with an enterprise focus that is:
• Based on the entity's operational budgets for the past 2 years;
• Structured to differentiate between base administration and benchmarked enterprise oriented programming; and
• Increasingly dependent upon underwritten collaborative Guarantee Against Loss project funding – research & other.
3/3. Transitioning the institution/operation from a Local Govt. Cost Centre to stand alone Community Cultural Enterprise with:
• A 5 year Strategic Plan;
• A short term Enterprise Plan; plus
• Put in place the appropriate management structure to service the institution/operation.
3/4. Establishing a collaborative/cooperative regional governance model focused upon the Tamar/Esk Region in the broadest context and that proactively interfaces rhizomicaly with other Tasmanian musingplaces and cultural entities/organisations/institutions;
3/5. Lay the foundation for the entity as a standalone ongoing '21st C community institution' networked with regional, national and international musingplaces plus regional collectors and research organisations and that uses peer review processes to ensure rigour in program decision making.
Step 4
Given that 'Local Govt' is the current Default Trustees and the cultural property's and assets' 'owners in law' , it needs to initiate a ‘facilitated community conference/assembly’, supported by Internet participation and contributions, tasked to:
• Purposefully engage the Community of Ownership & Interest in the evolution of a Regional Community Cultural Enterprise;
• Explore the options and opportunities open to the 'cultural entity' as a 21st C institution with Tasmanian, national & international; standing;
• Identify the weaknesses and threats inherent in various potential future operational models;
• Explore the potential dimension/s of the 'cultural entity' as a 21st C musingplace cum research entity networked with regional, national and international institutions, musingplaces, organisations, community networks etc.
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