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The task of identifying the fundamental guiding principles for a museum's governance is relatively simple. To quote the UK's Improvement Network "Good governance is about getting things right first time. It means focusing on the things that matter most. It is about demonstrating legitimate leadership, respecting the democratic process and the purpose of public bodies. It is about making proper and timely decisions, managing risk and allocating resources for valid reasons. Good governance impacts on all activities of [an organisation, the leaders plus] the delivery of services [and planned outcomes]. This includes decision making; arrangements, controls, communications, consultation, relationships, behaviours and culture." ... read more here
Against this backdrop, and in order to be functioning in a 21st C 'best practice paradigm', a museum, like any other publicly funded institution, needs:
• A strong, constituted and fully accountable mode of governance;
• One that has the power and authority to determine, review and enact policies ;
• One that has the authority, resources and capabilities meet is obligations;
• One that develops, reviews and determines long and shorter term strategic plans and endorses management's enterprise/business plans as and when appropriate;
• And ideally, a mode of governance that can and does work in collaboration with its management team.
Given that in 21st Century context a public museum is a cultural custodian, it needs to be fully equipped, and empowered, to develop and put into effect policies on the full spectrum of issues a museum and art gallery Boards of Governance/Trustees (BoT) are called upon and charged to do on behalf of their constituency – their Community of Ownership and Interest (COI).
As an element of accountability quality assurance is also an important issue – fiscal and other. Public sector governing bodies must develop an accountability relationship with 'the public', and with public museums and art galleries, with their COI, through dialogue that leads to productive engagements. Furthermore, public organisations are obliged to maintain the interest and confidence of their public/COI. If the dialogue is to develop, continue and deliver the expected/planned outcomes would be a prerequisite.
The relationship with the public/COI – the taxpayer,donors, sponsors etc. – is one of accountability, whereas the relationship with 'audiences' is more to do with consultation and responsiveness to policy sets demonstrated through program outcomes delivered by the management team. Both groups are diverse and are made up of people with different characteristics, experiences and expectations.
To achieve effective governance there is a need to develop a dialogue that acknowledges and recognises these differences in order that the 'voices' and aspirations of a full range of people and communities are heard and responded to.
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