Contents 1. Vision, mission and aims 2. Priorities 3. Goals and Objectives 4. Outputs and Key Performance Indicators

Transcription

1 Pacific Islands Museums Association Strategic Plan

2 Contents 1. Vision, mission and aims 3 2. Priorities 4 3. Goals and Objectives 4 4. Outputs and Key Performance Indicators Objective 1: Sustainable Secretariat 5 Objective 2: Advocacy 7 Objective 3: Training and education 9 Objective 4: Culture in development 11 2

3 MISSION STATEMENT PIMA s vision Working together, preserving, celebrating and nurturing the heritage of the peoples of the Pacific Islands. PIMA s mission PIMA is a regional, multilingual, non-profit organisation that: Assists Pacific museums, cultural centres and peoples to preserve Pacific Island heritage, Develops community participation in heritage management, Brings together museums and cultural centres in Pacific Islands to develop their capacity to identify, research, manage, interpret and nurture cultural and natural heritage, Advocates the development of regional cultural resource management policies and practices, facilitates training, and provides a forum for the exchange of ideas and skills, Provides and encourages regional and global linkages which support Pacific islands heritage preservation. PIMA s objectives To represent the interests and concerns of museums and cultural centres in the region, To develop communication links which bring together professionals and institutions in support of Pacific Islands Heritage Management, To promote community involvement in the vision of PIMA through consultation, education and access activities, To enhance human resources through education and training. To develop and promote ethics and standards, To advice and work with governments and other agencies in matters of heritage management and policy, To facilitate the protection and restitution of tangible and intangible cultural property, To market PIMA. 3

4 2. PRIORITIES Overall Goal: PIMA will be a united voice to advocate, influence, promote, lead and set standards for cultural heritage management and promote the role of culture in sustainable development in the Pacific. The priorities for PIMA for the period are as follows: 1. To securely establish PIMA s Secretariat headquarters in Port Vila, Vanuatu. This will ensure a sustainable permanent environment for core organisational processes, including the employment of core staff, securing appropriate office space, the establishment of effective management systems, as well as ensuring financial sustainability and good governance. 2. To further develop PIMA s leadership and advocacy roles within the Pacific and abroad, through partnerships, awareness raising and representation. 3. To provide a number of key training, education and capacity building opportunities in cultural heritage management for Pacific Islanders, in particular staff of Pacific Island cultural heritage institutions. 4. To actively promote the role of culture in the sustainable development of the Pacific region. 3. GOAL AND OBJECTIVES The goal of this Strategic Plan is to provide a clear direction to guide PIMA over five years from The plan is based on the priorities identifies by the Executive Board of PIMA and its Secretariat. The programme will focus on the following objectives for the five-year period : Objective 1 Objective 2 Objective 3 Objective 4 To strengthen the capacity, sustainability and governance of the PIMA Secretariat. To position PIMA as a leading advocacy body for cultural heritage management in the region. To develop a region-wide strategy for delivery of training in cultural heritage management, while continuing to enhance skills of Pacific museum staff. To raise awareness of the role of culture as a vehicle for sustainable development. 4

5 4. OUTPUTS AND KEY PERFORMANCE INDICATORS Objective 1: To strengthen the capacity, sustainability and governance of the PIMA Secretariat This objective will serve to promote good management procedures and positive institutional development as well as ensure the reinforcement of service delivery. With the goal of fulfilling PIMA s mission, this objective will be accomplished by employing core staff, establishing effective management systems and structures, achieving financial stability and practising good governance, all of which will ensure long-term sustainability. Output 1.1 Infrastructure needs identified and acquired: This output is concerned with the establishment of an independent regional headquarters for the PIMA Secretariat in Port Vila, Vanuatu. 1.2 Permanent core staff employed: To raise PIMA s operational capacities by successfully recruiting, employing and retaining permanent and highly skilled secretarial staff. To ensure the long-term sustainability of these permanent staff positions by securing long term core funding. To move beyond the current reliance on volunteerism to meet core staffing needs. Key performance indicators Suitable office space is located in Port Vila (outside of the National Museum of Vanuatu) All existing office furniture and technical equipment secured and inventoried Additional required furniture and technical equipment purchased (including furniture and Apple Mac computers for additional staff, and fax machine) All new equipment is acquired duty free (with facilitation of the Vanuatu Cultural Centre) Up-to-date assets list in place The following core Secretariat staff, with appropriate skills, in paid positions by 2013: o Secretary General o Deputy Secretary General (with office management and staff supervision experience) o Communications Officer (bilingual/trilingual) The following Secretariat staff also employed, though perhaps not in a permanent capacity o Finance officer/accounts Manager (with accounting qualifications) o Project officers/managers contracted for major long-tem projects At least one international volunteer/intern placed in the Secretariat at any time, to provide targeted skills to identified PIMA staff counterpart(s)

6 1.3 Basic operational procedures developed and implemented: The implementation of basic operational procedures will ensure the sustainability and continuity of PIMA s core processes, in particular management practices and reporting mechanisms. Documentation of these processes will help ensure smooth transition of PIMA s affairs as additional staff are hired and during staff transitions. Documentation, and its proper filing and archiving, will also guarantee the organisational memory of the institution. 1.4 Financial sustainability of PIMA Secretariat ensured: The financial sustainability of PIMA will be ensured by securing ongoing core funding for the PIMA Secretariat, securing funding for the three major programs (see Outputs 4.1, 4.2 and 4.3), strengthening the organisation s revenue generating capacity (primarily membership fees) and efficiently managing the organisation s finances. Production of a general operational manual, detailing core activities, including day-to day tasks, reporting mechanisms and clearly documented procedures and processes for managing funds and project budget Production of a staff manual and human resources policy, covering issues such as organisational structure, job descriptions, procedures and conditions of staff recruitment, conflict resolution, dismissal and promotion An appropriate financial management system in place, with clearly documented procedures for managing a number of funds and budgets An appropriate paper filing system established An appropriate digital information database established, with suitable back-up A upload mechanism in place for archiving the digital information database on the website All documentation stored on the website (with appropriate password protection) and in hard copy in PIMA Office files A newsletter template is created. Ongoing core funding secured from one or more donor partners. Potential donors partners include: - Pacific Islands Forum (PIF) - European Union Pacific Fund - Secretariat of the Pacific Community (SPC) - The Christensen Fund (TCF) - Prince Claus Fund (PCF) - AusAID Pacific Leadership Program (PLP) - UNESCO Project budgets able to be produced efficiently Donor funds able to be acquitted according to donor requirements Professionally audited annual financial reports produced within 6 months of the end of the financial year Revenue generated by increased membership, through attracting new members and encouraging membership contributions Membership review completed and recommendations implemented (with 6

7 1.5 Good governance maintained to ensure accountability and transparency to partners and members: To ensure the good governance of PIMA, the decision making process needs to be strengthened while making this process transparent to partners and members. increased membership fees in the various categories) Membership database automatically updated. The five year strategic plan ( ) completed and amended annually following a process of review by the Board PIMA s mission statement and objectives amended to ensure their clarity and continuing relevance The roles and responsibilities of Executive Board members and of the Secretariat clearly articulated to ensure fair distribution of workload and an active Board Existing ambiguities in PIMA Constitution identified and amended PIMA registered in Vanuatu as a charitable trust (not-for-profit organisation) Comprehensive annual reports presented at each AGM All governance-related documents published on the website and accessible to members. 7

8 Objective 2: To position PIMA as a leading advocacy body for cultural heritage management in the region This objective aims to give culture the recognition and status it deserves by raising its profile within governments, other national policy and decision-making bodies and regional inter-governmental bodies in the Pacific. This will be done through awareness raising, cultural leadership, advocacy and strengthened partnerships for the promotion of arts and culture. A principal goal is to ensure the genuine participation and inclusion of Pacific civil society bodies and cultural practitioners, especially youth and women, at the first stage of regional and national policy planning in the fields of arts, culture and heritage. Output 2.1 PIMA s partnerships strengthened The strengthening of PIMA s existing partnerships and the establishment of new partnerships will foster more regular communications between regional and international networks and organizations, and facilitate the better sharing of experience and expertise within the region. 8 Key performance indicators The Pacific Heritage Network (PHN) formally established through Memoranda of Understanding (MoUs) with: - Pacific Arts Alliance (PaCAA) - Pacific Regional Branch of the International Council of Archives (PARBICA) - Pacific Islands Archives & Libraries Association (PIALA) - Revised MoU with ICOMOS Pasifika Several joint projects with PHN partners developed and implemented The Pacific Heritage Network launched online by: - Creating web links between the five network partners - Sharing information and news utilizing different communications platforms The possibility of PIMA becoming a Regional Association of ICOM International for the Pacific explored The PIMA website upgraded to provide more benefits for members and access to Bulletin Boards to promote more internal networking, fostering partnerships, and increased membership participation and ownership of the organisation Links with academic institutions further developed, with PIMA projects implemented with collaborative input from heritage/museum studies students and lecturers The mutual exchange of ideas, success stories and inspiration achieved through the ongoing sharing of experience and expertise amongst cultural heritage and

9 2.2 Awareness of PIMA raised Promoting an awareness of PIMA with local, regional and international decision-making and policy organizations (including governmental bodies and NGOs) will facilitate greater interaction between government and civil society in the design and implementation of cultural policy, thereby raising the status of cultural heritage management in the region. arts practitioners and professionals in the region, facilitated through the Pacific Heritage Network and various projects, including festivals, exhibitions, conferences and workshops. A good level of awareness of PIMA in key regional bodies including: - Pacific Islands Forum - Secretariat of the Pacific Community - UNESCO - World Heritage Centre - Funding and philanthropic bodies PIMA represented on regional-level cultural planning activities with SPC, the Pacific Islands Forum, UNESCO Pacific Office, University of the South Pacific and other regional bodies An annual listing/calendar of events of relevant Pacific Islands cultural heritage workshops, conferences, symposia for the use of the PIMA board and membership available on the PIMA website. 9

10 2.3 PIMA provides cultural leadership in the region PIMA is established as a regional leader in the development of sustainable cultural industries, cultural management, policy direction, arts/heritage education and cultural heritage management training for the Pacific Islands. This leadership role will enable PIMA to successfully influence policy formulation and resource mobilization for culture in the Pacific and advocate for culture to play a major role in the sustainable development of the region. The adoption of international standards, best practice and the ethical management of Pacific Islands cultural heritage is achieved by a generalised knowledge of PIMA s Code of Ethics for Pacific Islands Museums and Cultural Centres, and ICOM s Code of Ethics PIMA is accredited as an official NGO Advisory Body to UNESCO for Intangible Cultural Heritage in the Pacific PIMA is recognized as an official Advisor to SPC, CROP (Council of Regional Organizations in the Pacific) and the Council of Pacific Arts, with input into the development of a Regional Cultural Strategy A Cultural Advisor position is established in Pacific Islands Forum Secretariat A number of workshops are implemented to raise the awareness of Pacific Islands government decision makers and policy advisors on the role of museums, cultural heritage, and international heritage Conventions in the sustainable development of the region At least two concrete actions are taken to implement the regional strategy for the prevention of illicit trafficking of Pacific Islands cultural, historic and natural history artefacts. These actions may include the publication of a handbook for Pacific customs services, improved cataloguing of material objects or enhanced Object ID. This action is to be taken in close collaboration with UNESCO PIMA coordinates the successful participation of Pacific museum and cultural centres in the 11 th Festival of Pacific Arts (Solomon Islands, 2012) PIMA is represented at the 2012 Earth Summit on Sustainable Development in Brazil. 10

11 Objective 3: To develop a region-wide strategy for delivery of training in cultural heritage management, while continuing to enhance skills of Pacific museum staff The development and implementation of key recommendations from PIMA s Training and Professional Development Strategy will encourage the participation of more youth and women in managing Pacific Islands heritage. While a focus on museum professionals will be maintained, the target group for training courses will be broadened to include community leaders and non-cultural sector stakeholders (e.g., in tourism and development planning sectors). Training solutions provided will be locally appropriate and scale and site specific. Career opportunities in the museum and cultural heritage sector for Pacific peoples will be promoted. PIMA and its Pacific Heritage Network partners will continue to cooperate with the Human Development Program (HDP) of the SPC in furthering implementation of the cultural objectives of the Pacific Plan. Output 3.1 Run better capacity-building workshops Training needs and target groups within and outside the heritage sector will be identified through direct contact with museum directors and staff and other regional stakeholder organisations (e.g., SPC, SPREP, SPTO, etc). Feedback and evaluation tools from each training activity will be enhanced, to enable continual improvement of programs. Key performance indicators An in-depth training needs analysis for Pacific Islands institutions completed. Workshop participants and trainers come to workshops fully prepared to participate and learn. Participants are better prepared through completion of exercises in their own institution prior to travelling to workshop. Both participants and trainers come to the workshop with a good knowledge of each other s skills and experience, respective roles in their institutions and their institutions specific needs A concrete practical or brainstorming outcome is produced from each workshop (e.g., an exhibition, a conservation project at the training host institution, a Conservation Code for the training host institution, etc). PIMA member institutions can apply to host workshops to get their specific project undertaken as a practical exercise by the participants Desired outcomes are achieved by assisting institutions from outside the region to run regional short-term courses and workshops Staff at selected museums get experience and enhance their skills in dealing with travelling exhibitions through exhibiting, e.g. PIMA's 'Black Islands' Pacific Touring Exhibition 11

12 3.2 Promote further education opportunities in arts and cultural heritage Better access to information will enable more Pacific Islanders, especially young people and women, to access further education opportunities in the arts and cultural heritage. PIMA will facilitate this improved access to information by collating information and raising awareness of relevant resources through multiple communications platforms (e.g., the Newsletter, e-bulletins, on-line databases). 3.3 Development of competency-based learning PIMA will play a leading role in developing cultural heritage offerings in vocational training institutions in the Pacific region, particularly through facilitating the development of a regional cultural heritage course to be taught at Technical and Vocational Education (TVET) institutions throughout the Pacific region More students, youths, young professionals, volunteers and researchers are members of PIMA and participate actively in networks and activities PIMA assists in the provision of scholarships for Pacific Islands students of cultural heritage, and provides exchange and professional development opportunities for Pacific Islands heritage professionals UNESCO s Heritage in Young Hands Program is more widely used in schools The PIMA website publicises information about relevant capacity building and training resources, including: - Short courses and workshops - Tertiary and vocational education courses in cultural heritage (management, museology, anthropology, etc) - Funding and grant opportunities for Pacific Islands cultural projects - Scholarships available to Pacific Islands applicants - Lists of experts in relevant fields. A scoping study on the development of competency based culture, arts and heritage courses through Pacific TVET institutions completed in collaboration with various partners, including AusAID, SPC, UNESCO and PATVET (Pacific Association for Technical Vocation Education and Training), and CETC (Community Education Training Centre for Women, Fiji) A MOU between PIMA and PATVET within SPC is established, to consolidate and integrate PIMA s role in developing culture and heritage TVET courses. 12

13 Objective 4: To raise awareness of the role of culture as a vehicle for sustainable development As part of its leadership role in the Pacific, there is a need for PIMA to facilitate a generalised recognition of culture as the fourth pillar of sustainable development - not just an adjunct to development and governance goals. Building development actions upon our cultural practices and identity will ensure good governance, social cohesion, environmental conservation and positive and sustainable livelihood generation. It will also foster cultural self-assurance ( identity ), the critical factor that will enable young people in the Pacific to take ownership of their own cultural expressions and ensure their transmission of our distinctive cultures. The migration of Pacific populations and the extension of the Pacific diaspora make this imperative even more apparent. PIMA will contribute to an understanding of culture s pivotal role in sustainable development be implementing two region-wide initiatives, described below. These will be models that will demonstrate to policy-makers and communities alike the necessity of culture in producing appropriate and sustainable development outcomes. Output 4.1 Cultural mapping as a tool for revitalising traditional economies PIMA will promote cultural mapping as the most effective way to raise the awareness of communities and policymakers of the importance of culture as a resource for the future. Cultural mapping is the prerequisite to the effective safeguarding of cultural heritage in that it (a) establishes relationships with the communities who are the custodians of this heritage, raising their awareness of their custodial role over this heritage and involving them in its identification and documentation; (b) identifies the cultural heritage present in the community s territory the land and other land based resources upon which its continued transmission depends; (c) identifies also the documentary resources held in archives, libraries, museums and other similar institutions which are also Key performance indicators A strategy to popularise cultural mapping in the Pacific region is completed in collaboration with Pacific Heritage Network members and a grant application to fund its implementation is submitted to relevant donors A project to undertake salvage cultural mapping in communities to be displaced by sea-level rise and climate change is implemented in Kiribati, Tuvalu and the Catheret Islands (Papua New Guinea) At least two train-the trainer workshops for Pacific Islands heritage professionals in cultural mapping are held At least 10 communities become involved in cultural mapping exercises A Teacher s Guide to doing cultural mapping exercises is produced. 13

14 necessary for the continued viability of this heritage; and (d) facilitates the creation of inventories and databases of this heritage and in prioritising the required actions and policies to affect its safeguarding. 4.2 Craft revitalisation for sustainable livelihoods There is an enormous untapped potential for developing sustainable cultural industries in the Pacific Islands. Sustainable cultural industries are characterised by the intelligent choice of cultural items to commercialise, the preservation of required environmental resources and the effective transmission of intangible heritage, in particular traditional craft skills. PIMA will promote cultural industries based on craft revitalisation to secure life skills and sustainable livelihoods for Pacific peoples. A craft revitalisation project is formulated in collaboration with key trainers and resource people, a grant application to fund its implementation is submitted to identified donors, funding is secured and the project is implemented. The project will include: - cultural mapping to identify items to commercialise and resources available for their production (tie-in to Output 4.1) - establishing supply and marketing chains in each country tailored to utilise in-country institutional capacities (tie-in to Output 3.3 using vocational training institutions) - securing of high-end niche markets in developed countries for selected Pacific crafts. 14