ICOM REFORM TASK FORCE (ICOM-RTF)
February 2000



APPEAL FOR FEEDBACK ON A VISION OF ICOM'S IMPROVED FUTURE

ICOM-RTF Task Force needs urgent input from its Advisory Committee and
members.  This notice is an appeal for feedback through Committee
Chairpersons and the wider membership of ICOM on five STRATEGIC SCENARIOS
FOR AN IMPROVED ICOM.


INTRODUCTION AND BACKGROUND

The Task Force requested by the October 1998 ICOM General Assembly and June
1999 ICOM Advisory Committee meetings to carry out an organisational review
and recommended restructuring of ICOM - known by the abbreviated title
"ICOM-RTF" - has been addressing this work since mid-1999.

The ICOM-RTF Task Force was effectively constituted in June 1999 (supported
by formal nominations of membership through the National and International
Committee discussions of the Advisory Committee meetings convened in Paris).
At this time I was also asked to co-ordinate the Task Force's work
henceforth, on behalf of the Executive Council.

The Task Force has held two meetings to pursue its mandate since June 1999:
the first in October 1999, in Paris; the second in December 1999 in Madrid
(when the Task Force also conducted a Workshop with the Executive Council,
in order to establish a jointly developed statement of ICOM's mission and
core values, to guide the processes of review being undertaken).

A further important process was carried out by the Task Force itself in
Madrid over two days: a committed exercise in strategic thinking and
scenario development, through which a number of Scenarios about ICOM's
desired future were projected and developed.  These Strategic Scenarios were
informed directly by the Mission and Values Statement developed with the
Executive Council (in December). They built upon varied kinds of input and
opinion gathered by the Task Force up to that point.

The present form of the Strategic Scenarios we have developed deserve a few
words of explanation.  They are actually still DRAFT statements - open to
improvement as we progress.  However we are urgently seeking reactions now
to these DRAFTS from the Advisory Committee - through the respective
Chairpersons or Presidents of Committees and their networks, whom we look to
both for first-stage reactions quickly, and for further discussion during
the Advisory meetings in June 2000 in Paris.  There is also an avenue
through which we are constantly gaining reactions more broadly and
spontaneously - through the ICOM-L Internet discussion channel, mentioned
below.


EXPLAINING WHY OUR BROAD APPROACH TO THE FUTURE COMES FIRST

For any process of organisational change to gain some real focus and
momentum, it is necessary to move decisively beyond the stage of current
symptoms description and defect analysis (where the sense of a need for
reform is first registered).  It is important to step outside the framework
of the immediate present and take an imaginative address to the desired
shape of the organisation's future some years onward.
(We took five years onward as our projection-standard, imagining an improved
ICOM by 2005)

Only through such expansion of horizons and a broad "envisioning exercise"
can a co-ordination of specific data and cohesive shaping of different
options begin to occur. After this has been accomplished, it is important to
return to the conditions of the present, with a clearer idea of
what kinds of interconnected change need to be brought about.  ICOM needs a
purposive and integrated vision of its future - one that goes way beyond a
scattered list of desired modifications to the status quo.

I make these few remarks to indicate our sense of what we needed to do early
on, and how we have come to produce the documents we now forward to you.  We
convey the documents with a strong request that you take these materials out
into wider discussion with your colleagues and give us your feedback by fax
or email (or even mail) by MARCH 17 2000.  Ideally we would like reactions
by email to the Secretariat.  However various channels are open.


FOUR WAYS TO RESPOND TO THIS APPEAL:

1. ICOM's main e-mail address is: <[log in to unmask]>
(Please title any corrrespondence, beginning with the identification:
ICOM-RTF.)

2. ICOM's fax number in Paris is: [33-1] 4306 7862

3. Alternatively more informal contributions are welcome through the ICOM-L
Internet-facilitated discussion list (accessible directly to any member who
has e-mail):
        http://home.ease.lsoft.com/archives/icom-l.html

4. Mailing to Paris is also welcome, if the other means above are not
available:
        ICOM-RTF, C/- ICOM Secretariat, Maison de l'UNESCO,
        1, rue Miollis, 75732 Paris cedex 15, France


ICOM-L DISCUSSION LIST

There has been a very valuable discussion opened up on the ICOM review
process and its desiderata through ICOM's Internet discussion facility,
ICOM-L (see any ICOM News for details to assist you to catch up with this).


Some vital, spirited and open exchanges have taken place.  These exchanges
have clearly revealed how such a new electronic forum as this can greatly
increase debate and the wider engagement of all parts of ICOM's social body
(its members and affiliates, as well as its Chairpersons).  The ICOM-L
discussions over recent months, to which the Task Force has been listening
attentively, well demonstrate the potential of electronic media to activate
participation and debate in ICOM, in ways that were never possible
previously.


WHAT ARE WE ASKING OF YOU NOW?

Please read, circulate and achieve discussion/feedback through your
committees on the documents sent to you now:
(1) the Values Statement;
(2) the Mission Statement;
(3) the Strategic Scenarios and success indicators for ICOM's future,
developed recently by the Task Force for your consideration.

Please note once more that these documents are all still DRAFTS, open to
discussion and revision:
(a) following your feedback on March 17, 2000 at the latest,
and
(b) after the Advisory and Executive Council meetings in June 2000.


PLEASE READ OUR FIVE STRATEGIC SCENARIOS FOR A TRANSFORMED ICOM, AND
CONSIDER THE ACCOMPANYING SUCCESS INDICATORS LISTED
(Statements A.1 through to E.6 below).

You will see that our five suggested Strategic Scenarios already contain
draft Action Plans (implicitly or explicitly).  And they start to foreshadow
some likely Recommendations for change in ICOM's structure, focus and
functioning that will emerge from the processes we have embarked upon.
(Specific Recommendations will be clarified later, informed by the input we
need from you and the wider membership of ICOM.)


IN SUMMARY

You do NOT need to comment on every statement (A.1...to...E.6) below.
More important (and this is my final request):  Please would you kindly
focus on the following four-part breakdown of issues to assist us urgently
with our further work.

WE ASK FOUR KEY QUESTIONS RIGHT NOW:

(I)     What responses do you think important to feed back to us on the
proposals or process we have shaped to date (any general comments)?

(II)    In particular, if you are involved in or responsible for a Committee
of ICOM, how would the proposed changes we have shaped affect:
                a. the interests of members of your committee?
                b. the work of your committee as a whole?

 (III)  What are the resource implications of the changes foreshadowed:
                a. financial resources?
                b. human resources?

(IV)    What do you perceive as missing from our proposals to date?


PLEASE RETURN YOUR FEEDBACK TO ICOM-RTF (address/fax etc.above)
by MARCH 17, 2000.
IF POSSIBLE, e-mail response would be the most ideal way for Committee
Chairpersons to reach us: <[log in to unmask]>.

WE NEED THIS FEEDBACK TO SHAPE DOCUMENTS FOR YOUR FURTHER CONSIDERATION IN
THE ADVISORY COMMITTEE SESSIONS, JUNE 2000.

Thank you to all who have contributed their time, support and views to
assist our processes so far.  The commitment of opinion, debate, and
detailed suggestions by many people beyond our immediate group (especially
via ICOM-L) has been vigorous and encouraging.  It is much appreciated.

Bernice Murphy
(ICOM Vice-President
& Co-ordinator, ICOM-RTF Task Force for ICOM Review)

Documents for consideration appearing below:
        A. ICOM VALUES STATEMENT
        B. DRAFT MISSION STATEMENT FOR ICOM
        C. FIVE STRATEGIC SCENARIOS FOR ICOM'S FUTURE

A. ICOM VALUES STATEMENT
[DRAFT#1, Dec.1999]*

ICOM's CORE VALUES ARE:
        -       museum and cultural heritage ethics and standards
        -       respect for diversity
        -       mutual assistance
        -       ICOM's network of professional expertise
        -       sustainable development in different social contexts.


B. ICOM MISSION STATEMENT
[DRAFT#1, Dec.1999]

These interconnected statements express the mission of ICOM:

ICOM'S MISSION
ICOM is the international organization of museums* and museum professionals*
committed to the protection and communication of the world's cultural
heritage*.

ICOM defines international ethical standards for museums, and promotes
professional practices and mutual assistance through its world-wide networks
of expertise.

As a non-governmental, not-for-profit organization, ICOM advocates
sustainable development* and respect for the world's cultural diversity.

                        *[ all terms asterisked need further definition]



C. ICOM-RTF STRATEGIC SCENARIOS AND SUCCESS INDICATORS
(ICOM five years from now] Draft revisions 1 - December 21/27, 1999

SCENARIO A.
ICOM IS THE RESPECTED LEADER IN THE MUSEUM FIELD INTERNATIONALLY AND AN
ACTIVE WORLD PARTICIPANT IN THE CULTURAL HERITAGE SECTOR.

Scenario A requires these results (success indicators) by five years from
now:

A.1     ICOM is visible and recognized in the print and electronic media as
a leader in the international museum and cultural heritage sectors.  Its
opinion is sought and recorded.

A.2     ICOM is recognized by its significant partners and stakeholders, who
consult it regularly regarding world-wide museum and cultural heritage
issues.

A.3     ICOM has put into practice its three-year Action Plan that
identifies its major platforms and partners (e.g. European Union, UNESCO,
ICOMOS, ICCROM) and the means for ensuring that ICOM is an active
contributor to crucial debates.

A.4     Based on its three-year Action Plan, ICOM has anticipated the key
issues for museums and cultural heritage bodies, and initiated appropriate
and effective position papers.

A.5     Both members of ICOM and the leaders in the cultural heritage sector
report that ICOM is prepared to discuss issues in a proactive way.

A.6     Through its issues-identifiction, research and database, ICOM has
enabled National Committees to brief national governments on issues that are
international (e.g. UNIDROIT).

A.7     ICOM is identified by its members and partners as a leader in
bringing forward and following through on sensitive positions concerning.
difficult issues (e.g. Illicit traffic).

A.8     The skills required to take a leadership position for museums and
cultural heritage are present in ICOM through its President, Executive
Council, Advisory Committee, Secretary-General and Secretariat.

A.9     The National Committees have recognized and acted upon their
expanded role and responsibilities as a resource base and database for ICOM.


SCENARIO B.
BASED ON ITS CODE OF PROFESSIONAL ETHICS AND NETWORKS OF EXPERTISE, ICOM HAS
ADVANCED THE SHARING OF PROFESSIONAL KNOWLEDGE AND PRACTICE.

Scenario B requires these results (success indicators) by five years from
now:

B.1     ICOM's International Committees and where appropriate, Affiliated
Organizations, are recognized by ICOM and the museum sector as the primary
resources for matters concerning professional knowledge and practice.

B.2     Working with the applicable International Committees, Regional
Organizations and where appropriate, Affiliated Organizations, ICOM has
developed and delivered regional programs that introduce professional
practices based on the Code of Professional Ethics.

B.3     In addition to their own priorities, International Committees have
identified key topics in their areas of professional knowledge and practice
that are directly relevant to ICOM's vision. These have been supported
through case studies that are available to ICOM members through the
Documentation Centre, publications, and ICOM's Web site.

B.4     ICOM has mechanisms in place that facilitate the sharing of
expertise (e.g. a model or workbook on the development of AFRICOM and ICOM
Arab) through developmental programs that identify training methodology and
definition of standards.

B.5     The ICOM Code of Professional Ethics has been reviewed and revised,
as required.

B.6     ICOM and its International Committees are collaborating with
national museum associations in delivering training and professional
capacity building.


SCENARIO C.
ICOM PROVIDES A SUPPLE AND CONSISTENT FRAMEWORK FOR COMMUNICATIONS AND
ADVOCACY.

Scenario C requires these results (success indicators) by five years from
now:

C.1     ICOM has identified the key issues affecting the museum sector, and
pursued the means to publicly advocate and communicate ICOM's values,
policies and knowledge concerning these issues through:
a)      its constituent bodies
b)      the appropriate communications vehicles.

C.2.    ICOM has in place the means and the trained staff to increase its
effective use of electronic and other media.

C.3     ICOM has advanced its commitment to electronic networking at all
levels, thereby ensuring ready communications and fluent responses.

C.4     ICOM provides electronic fora for discussion amongst its members;
these also function as educational, training, and capacity building tools.

C.5     ICOM has implemented an effective and proactive Communications
policy, which seeks to support world-wide equity and varied attention to
museum and cultural heritage issues.

C.6     ICOM has broadened the distribution of its communications through
its partners and commercial networks and agencies.

C.7     The ICOM Web site receives an international 'best site' award for
effective design and communication.


SCENARIO D.
MEMBERS EXPERIENCE ICOM AS PROACTIVE FLEXIBLE, EFFICIENT AND
INNOVATIVE.

Scenario D requires these results (success indicators) by five years from
now:

D.1     ICOM's governance and operational structure have been redefined to
ensure that it is responsive, flexible and efficient.  The organizational
structure is defined as a circle, which incorporates the National and
International Committees, the President and the Executive Council, and the
Secretary-General and Secretariat.

D.2     ICOM has core policies on Communications, Publications, Internet,
and Membership.

D.3     There has been an increase of 25% in the number of members who have
joined ICOM's International Committees.

D.4     There is evidence that members are committed to the concept, and act
upon the opportunities that ICOM provides, to contribute to the museum
sector world-wide, as well as to receive personal/professional benefits.

D.5     ICOM itself, and its National and International Committees, have
developed and implemented programs that are inter-committee, inter-regional
and inter-disciplinary.

D.6     Over 75% of the respondents to a survey of members identify ICOM
News as providing them with timely information on ICOM itself and its future
activities and programs.

D.7     ICOM-L and specialized Web discussion groups are actively used.

D.8     The International Committees and Affiliated Organizations are
actively positioned as 'Standing Committees' of ICOM; they define issues and
provide a pool of expertise that ensures on-going participation by a
diversity of specialists.

D.9      ICOM is identified as a facilitator for the exchange of expertise
internationally (e.g. similar to the Museum Security Network).


SCENARIO E.
ICOM MEMBERS FEEL THAT THEY ARE PART OF A LIVING ORGANISATION, THAT THEY ARE
CONSULTED AND THEY MAKE A DIFFERENCE.

Scenario E requires these results (success indicators) by five years from
now:

E.1     ICOM operates as an active resource base that facilitates the
exchange of expertise amongst the Committees, regions, individual members
and the Secretariat.

E2      ICOM has developed an up-to-date database on museums that is
available electronically.

E.3     ICOM has identified contact individuals in particular museums
(following the example of the Dutch Museums Association) who are cited in
the ICOM on-line database and offer expertise.

E.4     Models for co-operative programs have been developed and circulated
for adoption, both nationally and internationally.

E.5     ICOM has been overwhelmed by the positive response to a query on its
membership application/renewal form asking what expertise each member can
offer.  These offers have been translated into the core of the Museum
Resources Database.

E.6     Key ICOM individuals, such as the President, Chair of the Advisory
Committee, Executive Council members and the Secretary-General are present
and visible at important museum and cultural sectors meetings, as well as at
ICOM Committee meetings held in various part of the world.


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