| Finance
and Resources Committee |
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MEMBERS:
- Kristin Kelly (USA)
- David Fleming (UK)
- Dominique Ferriot (France)
- José Ortiz (USA)
- Manon Blanchette (Canada)
- Albert Scheffers (Netherlands)
- Christine Boël (ICOM Foundation - Belgium)
Executive Council representatives :
- Hartmut Prasch (Austria)
- Nancy Hushion (Canada)
Members Ex-Officio:
- Alissandra Cummins (ICOM President)
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Composition
of the committee (9 members)
The committee should include, ex officio, the President, Treasurer 1, and Secretary-General
of ICOM. It should include one other member of Council and
be chaired (as with the Ethics Committee) by an experienced
ICOM person drawn from outside the membership of the Council
itself - so that the advice rendered through this committee
will be guided by depth of professional experience and expert
knowledge intellectually and professionally. However such
advice should also be directed to augmenting Council's grasp
of specific issues of evolving importance, and assist Council
in taking decisions and actions in accordance with its responsibilities
of governance.
The
committee will report to and operate under the authority
of the Executive Council. However it should seek appropriate
expertise - having in mind the special tasks of the committee
- beyond the Executive Council, incorporating skills and
experience drawn more broadly from the Advisory Committee
and the wider membership of ICOM. Special expertise in the
financial sector, cultural sector fundraising and international
program development assisting museums may be sought, as
this might benefit ICOM and its commitment to the professional
work of museums and museum personnel, and ongoing care and
protection of the world's cultural heritage.
The
committee should be well equipped with experienced persons
who could assist ICOM in advancing its knowledge, expertise,
and capacity for informed action in the management of its
financial and other resources.
Mandate
The committee's work should be in concert with ICOM's mission,
objectives, and interests in increasingly complex financial
and other resource matters affecting museums and museum
professionals' life.
Beyond
the sphere of day-to-day operational matters that are the
responsibility of the Secretariat, this committee will:
- examine
and advise the Council (and thereby also the Advisory
Committee) on broad issues concerning ICOM's oversight
and development of its financial, human and technical
resources as a whole, taking a long-term view across a
triennium rather than within single fiscal-year periods;
-
examine and advise the Council on the role and potential
of the ICOM Foundation, as a body and instrument to assist
ICOM financially in diverse
ways 2
;
-
seek reports and advice from the task forces on National
and International Committees (NCTF and ICTF) to assist
Council's clear understanding of the Committees' functioning,
giving attention to comparative issues of current concern
or future potential in terms of finances and resources
allocation;
-
advise ICOM on 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 mission, principal objectives,
strategic development and evolving programs;
-
examine and advise on ICOM's publishing potential in partnership
with appropriate expertise from other parts of the organisation
(Secretariat, EC and AC), to consider how ICOM is realising
and projecting its greatest repository of unquantifiable
resources - its
collective intellectual expertise as a museum-based cultural
organisation 3
. ICOM's imprint should, ideally, be a high-recognition
publishing logo known all over the world, and itself a
valuable "property" to ICOM.
For
background on the creation and rationale of this committee,
refer to Section XIII ['FINANCIAL ISSUES'] of the "Tool
Box Report" on ICOM reform (May 2000) - circulated
to all EC and AC members for formal discussion at meetings
in Paris, June 2000.
Notes:
1.
In order to distinguish its broad orientation on behalf
of the Executive Council, it is advisable that this Committee
would not be chaired by the ICOM Treasurer (whose primary
role would continue to be monitoring the fiscal accountability
of ICOM's operations currently within the Executive Council
itself). Instead, this new committee should be chaired by
a separate person, with the appropriate skills and mandate
to focus not on current financial operational matters but
rather ICOM's wider potential and future in terms of comprehensive
resources development according to the organisation's mission
and objectives.
2.
The fact that the ICOM Foundation is headquartered in Switzerland
gives it the potential to act in parallel to ICOM as a body
headquartered in France, but with some additional scope
to exercise under the authority of Swiss law.
3. There is a potential crossover here with
the work of the Legal Affairs and Properties Committee,
and some liaison, or perhaps even occasional joint-session
meetings, should be pursued. Other matters of common interest
may arise similarly that deserve consultation and liaison
with the Ethics Committee, and an integrated view
of such connections and common concerns would be of value
in the advice rendered to both the Executive Council and
the Advisory Committee of ICOM.
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What
is ICOM
