C2 Summary of Organizational and Governance Design Options ... of... · OFFICE OF THE FIRST LADY Purpose of this Document The purpose of this document is to provide a summary of the

-Confidential-

Summary of Recommendations for Organizational and Governance DesignSummary of Recommendations for Organizational and Governance Design

Syria’s National Museums and Cultural Heritage Sites

November 2010

OFFICE OF THE FIRST LADY

Contents

Introduction

Recommendations for Organizational Design

Recommendations for the Syrian Museums and Antiquities Agencyy q g y

Recommendations for Governance Bodies

2


Purpose of this Document

The purpose of this document is to provide a summary of the preliminary recommendations for designing an organizational structure and governance system for Syria’s national museums and cultural heritage sitesgovernance system for Syria s national museums and cultural heritage sites

To develop these recommendations, the Strategy Development Unit at the Office of the First Lady drew on extensive expertise in governance and organizational design, research from best practices around the world, as well as its firsthand knowledge of the Syrian context

The SDU then held three comprehensive working sessions with representatives from the Directorate General of Antiquities and Museums (DGAM) and external experts to further develop test and validate the choicesexperts to further develop, test and validate the choices

The resulting recommendations in this document cover the following priority areas:– Design of the network’s organizational structure

Role of the Syrian Museums and Antiquities Agency at the core of the network; and– Role of the Syrian Museums and Antiquities Agency at the core of the network; and

– Shape and role of the network’s governance bodies

The next steps in the governance design process include: developing the detailed organizational structure key policies and core processes; assigning decision rights;

3

organizational structure, key policies, and core processes; assigning decision rights; identifying performance metrics; and creating implementation plans


Approach to Organizational and Governance Design

These recommendations cover the most urgent areas for the network’s governance system; future work should focus on the remaining components

Purpose Process

Establish organizational design optionsOrganizational design . . .:

Provides structure

Areas covered

Develop governance bodies structure

Develop detailed organizational

Designates reporting lines

Governance . . .:

Next Steps

p gstructure and policies

Develop core processes and decision rights

Determines how decisions are made

Protects interests of stakeholders

M f decision rights

Design performance metrics

Measures performance

It is based on the difference between . . .

O i h

4

Implement governance systemManagementOversight


Overview of Recommendations

Syria’s vision for the transformation of its museums and cultural heritage sites calls for the development of a unique network across the country, comprised of museums and sites, as well as a number of enabling institutions that support the network

Fundamental to the success of this network is an organizational design and governance system that Fundamental to the success of this network is an organizational design and governance system that allows for flexibility, local autonomy, and the reduction of bureaucratic processes

Consequently, the following recommendations offer an entirely new way of overseeing and managingSyria’s culture and heritage sector. The recommendations include:– Creating a network comprised of both government bodies and semi-autonomous institutions Creating a network comprised of both government bodies and semi autonomous institutions

(such as NGOs and independent institutes)– Empowering regional departments of the Syrian Museums and Antiquities Agency

(“the Agency”) with greater management responsibilities for regional museums and historical sites– Shaping the role of the Agency to be one of oversight and coordination rather than direct control

and implementation– Establishing independent governance bodies that can provide strategic direction, oversight,

fundraising support, etc. for different network institutions

While these recommendations offer an opportunity to try something new, they may present challenges in ipractice:

– Many of the recommendations represent new concepts for Syria and require extensive human resources which are not currently available

– Consequently, these concepts will need to be gradually introduced and tested as the network grows and talent is developed and trained to support this new model

5

and talent is developed and trained to support this new model

As a result, the proposed configuration is not a static model. The lessons learned as the network develops will help us adjust the organizational and governance design as needed


Assumptions of Network Size

To design the appropriate governance structure for the network with the relevant governance bodies, we have made some assumptions about the size of the network

1 National Museum, based in Damascus

Historical Sites: 5, e.g., Palmyra

In-Development: ~200Archaeological Digs:

~2,000 across Syria

1 Knowledge Nomads program,

scale to be decided13 Regional Museums, 1 per Governorate

3-5 Centres of Excellence,

dependent on regional decisions

1 Virtual Museum1 Agency

1 National Institute for i d l

6

History and Culture


Design Principles

Design the structure to support the Vision’s goals

D i h b d l i h k idi h

Throughout the organization and governance design process, choices made were based on the following design principles

1

Design the structure based on roles in the network, avoiding other considerations

Minimize complexity of the model

ll f i l ll h ibl

2

3

Mange all functions locally to the extent possible

– Manage functions centrally only when economies of scale are achievable, the human resource capacity needed does not exist locally, and coherence across the entire network is needed

4

entire network is needed

Ensure collaboration across institutions while granting sufficient individual autonomy to create a network greater than the sum of its parts

– Formalize collaboration mechanisms and platforms

5

p

– Ensure individual network institutions have sufficient autonomy to make and implement decisions, fostering creativity and responsibility for performance

Maintain flexibility to adapt to the growth and development of the network over 6

7

time

Consider feasibility of implementation7


Process

The following process was undertaken to design the recommendations in the remainder of this document

Syrian Museums and Antiquities Agency

Design the configuration of the networkthrough making organizational choices about the reporting lines for each institution

Regional Museum

National Museum

Regional Museums and Antiquities Agency

Regional Museum

National Museum of Damascus

Virtual Museum

Centres of Excellence

Knowledge Nomads

Regional Museums

Historical Sites

Institute for History and Culture1

Identify the role, functions, and needed provisions of the Syrian Museums and

2provisions of the Syrian Museums and Antiquities Agency to oversee the network in setting policies, goals, and strategies, and in execution

Determine the role and composition of b di i h k

Virtual

Museum

Institute for History

and Culture

National Council for Cultural Heritage (25-30 individuals)National Council for Cultural Heritage (25-30 individuals)

National Museum Board(5-7 individuals)

National Museum Board(5-7 individuals)

Institute Board (5-7 individuals)Institute Board

(5-7 individuals)

Centres of Excellence Boards (5-7 individuals)

Advisory Committee – scientific/technical

Advisory Committee – scientific/technical

Auditing and Performance

Management Unit

Auditing and Performance

Management Unit

3

8

governance bodies in the networkCentres ofExcellence


KnowledgeNomadsRegional

MuseumsHistorical

Sites

Regional Department


Contents

Introduction




9


Organizational DesignContext

This section covers our recommendations for designing the network’s organizational structure; it considers the position and reporting lines for each of the network institutions, as well as a configuration for the entire network

The proposed organizational model incorporates a degree of decentralization to enable greater local autonomy while ensuring cohesion and coordination across the network. In this configuration:

– The Agency often assumes a coordinating and oversight role rather than direct The Agency often assumes a coordinating and oversight role, rather than direct control or implementation

– Regional museums and sites report primarily to a regional department of the Agencythat has a strong role in troubleshooting and coordinating for the regions

Centres of Excellence and the Institute for History and Culture are – Centres of Excellence and the Institute for History and Culture are semi-autonomous institutions that have a dotted reporting line to the Agency, with the Centres operating as NGOs and the Institute as a stand-alone entity

The committee proposed the following phased approach to implementing these recommendations:recommendations:

– Training should be established to introduce employees to new modes of operationand to working in a system of coordination and oversight rather than direct control

– Regional museums and sites should initially be managed centrally, as the needed human resources to run regional departments are developed over time

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human resources to run regional departments are developed over time

– While independent, Centres of Excellence and the Institute will need governmental support to get them started and should receive resources from the Agency accordingly


Organizational Design Choices Made (1/2)

The organizational design choices seek to give more local control to network institutions and to provide institutions with the technical and administrative resources they need

N ti l M1

NationalMuseum

National MuseumThe National Museum should report directly into

the Agency given its prominence, the importance of its collection, and its need to liaise with network

institutions

Regional Department Regional Museums and Sites2

RegionalMuseums

HistoricalSites

Given the importance of proximity and local context and knowledge in managing regional museums and

sites, they should primarily interface with the Agency’s regional departments

NationalMuseum

Knowledge Nomads ProgramThe Knowledge Nomads program should

report to the National Museum to gain access to its

3

11

KnowledgeNomads

p gcollections and benefit from its operational

expertise when sharing the central story with the rest of Syria


Organizational Design Choices Made (2/2)

The organizational design choices seek to give more local control to network institutions and to provide institutions with the technical and administrative resources they need

Vi t l M4

Virtual MuseumThe Virtual Museum should be managed by the

Agency to benefit from its knowledge and oversight of the entire network and to become a platform for

internal and external communication

Centres of ExcellenceCentres of Excellence should maintain a relationship

5

Centres of Excellence should maintain a relationship with the Agency but operate as NGOs, in order to attract greater private sector and international

funding and encourage civil society participation and specialization in individual rafts


Institute for History and CultureThe Institute should maintain a relationship with

the Agency but operate as a stand alone accredited

6

12

the Agency but operate as a stand-alone, accredited entity with the ability to grant degrees and design

its own programs


Recommended Network Configuration

The following represents the configuration of the network based on the organizational design choices for each institution

Agency Role: Oversight / CoordinationSyrian Museums and A i i i A

VirtualMuseum

Institute for History and Culture

Antiquities Agency

Centres ofExcellence


Regional Department

KnowledgeN d

RegionalM

HistoricalSit

13

NomadsMuseums Sites


Organizational DesignAlternatives Considered

Throughout the process of designing the network’s configuration, the committee considered several options for the organizational design, first for each network institution and second for the overall network

In discussing the options for individual network institutions, the committee discussed the pros and cons of each alternative. For example, regional museums could report to either the National Museum or the Agency (the detailed options are available in back-up)

For the overall network, three options were considered (see back-up for details on Models A, B, and C), p ( p , , )

– The first option (Model A) was a much more centralized model, with all institutions reporting to the Agency. It acknowledged current human resource shortfalls and the challenges in managing a decentralized system; however, it was seen as a continuation of the existing management structure and insufficient to drive the new vision forward

– The second option (Model B) considered was to allow greater autonomy for network institutions to execute their own activities and require the Agency to implement the appropriate coordinating structure and oversight. However, this model did not allow for enough regional input and was consequently not pursued

– The third option (Model C) promoted further autonomy at the regional level through establishing The third option (Model C) promoted further autonomy at the regional level through establishing regional departments. This option was ultimately selected, with the caveat that regional departments would not be implemented immediately; it therefore requires a phased approach

A final consideration was to establish criteria for managing museums and sites centrally or regionally, based on their relative importance to Syria’s cultural heritage. Under this option,

14

g y p y g pmuseums and sites of national importance, such as Palmyra, would be managed centrally by the Agency, while sites with more local importance would be managed by a regional body. This option may complicate the governance structure and would require extensive planning ahead of time


Contents

Introduction


Recommendations for the Syrian Museums and yAntiquities Agency

Recommendations for Governance BodiesRecommendations for Governance Bodies

15


Museums and Antiquities AgencyContext

The proposed organizational structure places the Agency at the core of the network; in this section we make recommendations about the Agency’s role, functions, and enablers for it to operate effectively, as well as its relationship with network p y, pinstitutions

The Agency has been designed to oversee and coordinate the entire network through performing eight central functions related to supervision and performance; heritage preservation; human assets; finances; stakeholder engagement; communication; heritage preservation; human assets; finances; stakeholder engagement; communication; education; and support functions

To complete its functions effectively, the Agency requires a number of ‘enablers’. For example, in order to manage the human resources of the network, the Agency would

d t b bl t hi fi d d l l d t t bli h d f thi it need to be able to hire, fire, and develop employees, and to establish a code of ethics as it needed

With respect to its engagement with the network institutions, the Agency’s functions would include four types of activities: setting policies, goals, strategies, and execution

The Agency’s level of engagement with the network institution would change by activity type. For example, while the Agency may set some of the policies for a Regional Museum, the Museum should be solely responsible for executing them

h i i d l f h ill i i ifi i f

16

The envisioned role for the Agency will require a significant restructuring of current laws, systems and processes


Role of the Agency

In accordance with the model chosen for the network, the Museums and Antiquities Agency plays an oversight and coordination role

Network InstitutionsDependent

F llIndependent Somewhat

Monitoring Control CoordinationOversight

FullyIndependent

Independent Independent

Agency Role

Agency acts in and controls the interests of all institutions, reducing their autonomy

Agency coordinates and exercises some control over network activities either directly or by an

Agency coordinates network activities allowing for greater independence and

Agency acts as a service provider to the network institutions, supporting them in areas they their autonomy

Agency sets all policies and frameworks and actively controls execution

either directly or by an approval process

Agency sets most of the frameworks and policies and in some cases gets involved in execution

independence and creativity, while ensuring coherence and coordination

Agency sets many of the frameworks and policies

them in areas they identify as needed

Agency only sets frameworks and policies in areas the network desires

Institutions are not much more than bureaus or dependencies of Agency

Agency is fully

involved in execution

Agency is largely responsible for performance, although some responsibility rests with network

frameworks and policies but allows greater freedom in execution

Agency encourages performance and shares responsibility for

desires

Responsibility for performance lies largely with network institutions; Agency only monitors institutions

17

responsible for performance

with network institutions

responsibility for performance with network institutions

monitors institutions


Specific Role and Functions of the Agency

The Agency therefore has a critical role to play at the core of the network and serves a number of functions

d i d i l i h d di h i i i f h k

Role

Provide strategic and managerial oversight and coordinate the activities of the network’s institutions, to deliver on the vision for transforming Syria’s Museums and Cultural Heritage Sites

Functions

Syrian Museums and Syrian Museums and Antiquities Agency

Oversight, Supervision, Performance Management

1Management of Human Assets

3Preservation and

Management of Heritage

2

Communications

6

Financial Administration

4

Stakeholder Engagement

5

87

18

Oversight of Support Functions

Academic and Educational Activities


Detailed Functions and Key Enablers (1/2)

For each function, the Agency must have certain ‘enablers’ in order to operate effectively

EnablersThe abilities required to fulfill the functions

FunctionsThe tasks integral to the Agency’s role

Oversight, Supervision, Performance Management

Oversee development of strategies, goals, and performance metrics across network

Drive sustainable economic / social development Ensure cultural consistency and collaboration Uphold shared values and standards

H l d l t k i tit ti

1

Ability to establish own oversight bodies Ability to set own strategy and performance metrics Ultimate responsibility for the development and

oversight of network institutions, including ability to establish other organizational forms, such as NGOs and for profit institutions Help develop network institutions

Oversee collection distribution, loans, and storage of artefacts and set conservation policies

Oversee documentation and archiving of Syrian collection including historical documents O ti f i t ibl h it

Ultimate responsibility for preservation of all Syrian artefacts in the network

Preservation and

Management 2

NGOs and for profit institutions

Oversee preservation of intangible heritage Oversee building or re-purposing of institutions Oversee excavation and restoration of sites

Management Develop integrated human assets plan Manage all matters related to recruitment, payroll, Ability to hire, fire and develop staff as needed and

Management of Heritage

Management of Human

Assets

g , p y ,appraisals, and the training and development of staff

Oversee network institutions engaged in training and development, in particular the Institute

determine staffing levels across the network Ability to establish a code of ethics and other relevant

policies

Oversee network finances (including accounting, Ability to run some operations for-profit

3

19

Financial Admin-

istration

budgeting, forecasting, procurement, etc.) Manage network’s business operations and

museum enterprises, including publishing Manage international fundraising campaigns Manage grants

Ability to run some operations for-profit Ability to manage own multi-year planning and

budgeting process Ability to craft relevant procurement policies Ability to fundraise from multiple sources

4


Detailed Functions and Key Enablers (2/2)

Ensuring that the Agency has sufficient ability to fulfill its functions will require a significant restructuring of current laws, systems and processes

EnablersThe abilities required to fulfill the functions

FunctionsThe tasks integral to the Agency’s role

Stakeholder Engagement

Develop relations with Syrian stakeholders e.g., Ministries, private sector, educational institutions, non-profits, etc.

Develop international partnerships and engage key foreign stakeholders (cultural institutions, etc.)

Ability to convene and coordinate efforts with other government and private institutions

Ability to join international organizations, and establish international partnerships

5

Supervise communications, marketing and public relationsO h d l f h Vi l M

Ability to represent the network in communications, marketing and PR

Comm-unications6

Oversee the development of the Virtual Museumgunications

Academic Oversee research programs, exhibitions, etc. Oversee outreach, collaborative programs,

and Educational

Activities

community engagement, volunteer management Manage publications Ensure collaboration / learning across the

network

Ability to set standards as appropriate

Ability to oversee security matters for all institutions

7

20

Oversightof Support Functions

Provide oversight and relevant central services for support functions of Network institutions e.g., security inspections, administration, legal services and IT

Ability to oversee security matters for all institutions Ability to oversee all legal matters and legal

compliance Ability to set standards for other support functions as

appropriate

8


Agency’s Role within the Network

The Agency’s role is determined as much by its network functions as by its relationship to individual network institutions

Role of the Agency

Ensures coherence and coordinationof network activities

Does not directly control or determine network activities

Sets frameworks and policies for the network

Does not dictate frameworks and policies without input from institutions

d l i l iEncourages and monitors top performance across the network

Does not do exclusively monitor performance but rather collaborates with the network to do so

Impact on Network Institutions

Grants greater independence and potential for creativity

21

g p p y

Greater freedom and autonomy in execution

Greater responsibility for its own performance management


Agency’s Relationship to Network Institutions

The Agency provides support and direction to the network institutions, coordinating with them on activities related to their individual functions

Types of Agency ActivitiesDefinition of Activities

P li i

emen

t

Policies

Written principles and procedures that guide administration, operation and decision-making

Establishes standardized policies across the network

Agrees on network institutions’ goals and performance measures with network institutions

ency

invo

lve

rk a

ctiv

itie

sGoals

Objectives or desired results, which should be achieved by the

end of a stated period of time

Supports and advises network institutions in designing strategies

min

ish

ing

Ag

in n

etw

o rStrategies

Detailed plans outlining how to achieve the stated objectives within

the framework of the policy

Plays minimal role in execution of functions

Dim

Execution

Implementing strategies and policies for the

network

22

For example, the Agency would take the lead in setting policies and agreeing goals and performance measures for regional museums; it would then encourage and support regional museums to develop and

execute their own strategies independently


Contents

Introduction




23


Governance Bodies Context

This section covers our recommendations to create governance bodies for the network —Councils, Boards, Executive Committees, etc.

Governance bodies play a role in separating oversight from management; while each Governance bodies play a role in separating oversight from management; while each institution manages its own activities, governance bodies provide decision making and oversight

At a high level, governance bodies gather individuals from diverse backgrounds and perspectives to ensure transparency, guide long-term strategy, and engage in fundraising activities

We recommend creating the following governance bodies for the network, while leaving the option open for other network institutions to create their own bodies if they can mobilize the resources to do so:

– National Council for Cultural Heritage to oversee the overall financial and technical performance of the network

– National Museum Board, with responsibilities similar to leading museums around the world

– Boards for Key Regional Museums and Sites such as Palmyra, Aleppo Museum, Bosra

– Centres of Excellence Boards and Institute for History and Culture Board to oversee – Centres of Excellence Boards and Institute for History and Culture Board to oversee these autonomous institutions

Governance bodies are a new concept for Syria and will require sufficient time to implement them successfully. For example it may not be immediately possible to establish Boards for key museums and sites

24

museums and sites


Governance BodiesPurpose and Responsibilities

All governance bodies serve a common high-level purpose for the network and individual institutions

Providing strategic direction for the long-term vision1

Oversee strategic long-term vision Approve statements of vision, mission and values Periodically review network / program’s impact

Make major organizational decisions Make major organizational decisions

Ensuring transparency through high-level oversight of plans and finances2

Ratify multiyear year strategy and annual budget Approve the annual report Ensure impartial auditing of financials and performance metrics

Driving fundraising activities, and ensuring other resources are available

Ensure the organization has the necessary financial resources to be effective, through actively engaging in fundraising

3

25

engaging in fundraising Ensure the organization has relevant staff members, including selecting the head as appropriate


Governance BodiesMembership Criteria and Additional Considerations

Governance bodies will be comprised of diverse members for an established amount of time; each body will have to consider additional questions around its approach and process

b hi C i i

An established number of individuals based on need Ensure diverse backgrounds are represented: government, business, academia, etc. Appointed on the basis of their position in a relevant institution or as individuals in their

Membership Criteria

pp pown right, due to their expertise, social standing, etc.

Membership period agreed for five-year terms, subject to renewal Typically include the Director of the institution being overseen (e.g., the Museum Director),

who may serve without having voting rights

Must determine the frequency of meetings and the support provided to members

Additional Considerations

q y g pp p Must decide on process for electing the Chair Must decide on member compensation: whether it will be given to members, and if so, on what

basis, and at what level

26


Overview of Governance Bodies for the Network

We propose establishing five types of governance bodies across the network that each have their own purpose, key roles, and members

National Council for Cultural Heritage(i l d i ifi d h i l d i i

1

(includes Scientific and Technical Advisory Committee & Auditing and Performance Management Unit)

2

National Museum Board

3

Key Regional Museums and Sites Boards

4

Centres of Excellence Boards

5

27

Institute for History and Culture Board


National Council for Cultural Heritage (1/2)1

A National Council for Cultural Heritage would be created for oversight of the entire network

To oversee the overall performance of the network both

PurposePosition in the Network

pfinancially and technically, and ensure coordination and collaboration

Approve vision mission and values and develop

Key Roles

Approve vision, mission, and values and develop platforms for communication

Review and advise on the strategy for network coordination and collaboration

Oversee a Scientific and Technical Advisory Committeeto inform the network’s operations

National Council for Cultural Heritage

Scientific and Technical Advisory Committee

to inform the network s operations Manage an Auditing and Performance Management

Unit to monitor network performance and financials Review impact of the network and recommend

improvements

Auditing and Performance Management Unit*

Head of the Agency and additional Agency members Representatives of other Boards in the network Business and civil society leaders, as well as academics suited

to role

25–30 Members, including:Syrian Museums and Antiquities Agency

28

to role Influential individuals from Syria’s different regions Representatives from Centres of Excellence and the Institute for

History and Culture

* Auditing and Performance Management Unit is not a governance body but rather a staff function


National Council for Cultural Heritage (2/2)1

The National Council would oversee and manage a Scientific and Technical Advisory Committee and an Auditing and Performance Management Unit

id d i h i l il l di

Purpose

To provide advice to the National Council on leading cultural heritage practices and standards that should be applied across the network and for individual institutions

10–12 Members, including:



Syrian and international academics and experts with relevant technical and scientific know-how called on as needed

E.g., Louvre partners

g


To assist the National Council to oversee the network’s accounting and reporting practices; financial statements; legal and regulatory compliance; and evaluate

Purpose

and monitor performance for individual institutions and the entire network

Staff members with finance and auditing


29

gbackgrounds, performance management experience, etc.


National Museum Board2

Similar to leading museums around the world, the National Museum would have its own board*

To direct the National Museum’s fundraising efforts and form


To direct the National Museum s fundraising efforts and form its long-term strategy reflecting modern and leading museum practices

Key Roles


Approve 5-year strategic plan for the Museum Approve vision, mission, and values Provide input to develop visitor strategy Monitor and review performance Make decisions around Museum’s partnerships

i l d


a e dec s o s a ou d useu s pa t e s ps Create a network of donors and undertake fundraising

activities Appoint Director of the National Museum Send representatives to serve on National Council

National Museum Board

2–3 government representatives 2–3 leading Syrian individuals from business or

academic backgrounds

5–7 Members, including:National Museum of Damascus

Reporting Relationship

30

g The Museum Director


Coordination / Representation Role

* See Back-Up for case studies on different Museums Boards


Key Regional Museums and Sites Boards3

Similar to the National Museum, the top 5 or 6 regional museums and sites should have their own boards, due to their prominence and need for fundraising

To direct the museum / site’s fundraising efforts and form its


To direct the museum / site s fundraising efforts and form its long-term strategy to maintain and increase its prominent position for Syria’s cultural heritage

Key Roles


Approve 5-year strategic plan Approve vision, mission, and values Provide input to develop visitor strategy Monitor and review performance Make decisions around partnerships and excavations where

l

Regional Museum/Site Board


Regional Department

Regional Museum/Site BoardRegional Museum/Site Board relevant

Create a network of donors and undertake fundraising activities

Appoint museum / site Director Send representatives to serve on National Council

Regional Museum/Site BoardRegional Museum/Site Board

Regional Museum/Site BoardRegional Museum / Site Board

2–3 government representatives 2–3 Syrian business and civil society leaders, as well

as academics suited to role

5–7 Members, including:Regional Museum or Historical Site

e.g., Palmyra, Bosra, Aleppo Museum, etc.


31

The museum / site DirectorReporting Relationship



Centres of Excellence Boards4

As NGOs, the Centres of Excellence are required to have their own boards

To ensure success in the preservation of handicrafts


To ensure success in the preservation of handicrafts, create impact, and promote economic development

Key Roles


Provide direction and ratify strategic plans and operations related to:– Impact on the community– Adequate preservation of handicrafts– Continued role within the network and potential partnerships

Opportunities for business growth and economic development


– Opportunities for business growth and economic development Approve vision, mission, and values Monitor and review performance Create a network of donors and undertake fundraising activities Send representatives to serve on National Council


Centres of Excellence Boards

2–3 individuals with NGO / civil society experience 2–3 individual in business or commerce Head of the Centre of Excellence



32




Institute for History and Culture Board5

As a stand-alone entity, the Institute for History and Culture should also have its own board*

To ensure the Institute delivers top quality education for


To ensure the Institute delivers top quality education for the training of individuals in the skills needed to serve the cultural heritage sector

Key Roles


Provide direction and ratify strategic plans and operations reflecting education needs

Define appropriate partnerships Approve the 5-year strategic plan including all educational and

operational goals of the Institute Appro e ision mission and al es


Institute Board

Approve vision, mission, and values Monitor and review performance Create a network of donors and undertake fundraising activities Send representatives to serve on National CouncilInstitute for

History and Culture

2–3 leading academics and educational experts in curriculum design

2–3 Syrian business and civil society leaders



33

y y Institute’s Chancellor

* See Back-Up for case studies on different Training Institute Boards




Configuration of Proposed Governance Bodies5

The following illustrates the position of governance bodies within the organizational model configured for the network

National Council for Cultural Heritage (25–30 individuals)


VirtualInstitute for History

g

Institute Board(5–7 individuals)



MuseumInstitute for Historyand Culture

Regional National Museum Board

(5–7 individuals)Centres of Excellence Boards



Department(5–7 individuals)

Regional Museum / Site BoardRegional Museum / Site Board


R i l M / Sit B dExcellence

KnowledgeNomads



34* Auditing and Performance Management Unit is not a governance body but rather a staff function

Nomads

Regional Museums and Historical Sites




Governance BodiesAlternatives Considered

In addition to the governance bodies recommended for the network, the committee considered creating Regional Boards for regional museums and sites. These boards would direct sufficient attention and influence to the regions through These boards would direct sufficient attention and influence to the regions through engaging in local fundraising and involving the community in the activities of the region’s museums and sites. The committee did not pursue this option due to the lack of sufficient talent to serve on regional boards into the foreseeable future. That said, legal frameworks should be designed with sufficient flexibility to allow the legal frameworks should be designed with sufficient flexibility to allow the structure of the network to move towards more regional oversight over time

Individual regional museums and sites should also have legal provisions to create their own governance bodies, if sufficient interest and capacity exists

35


Back-Up

Roles of the Network Institutions

Options for Organizational Design

– Bottom-Up Choices

– Top Down Choices

G B di C St di Governance Bodies Case Studies

36


Institutions of the Network

The network is comprised of museums, sites and other institutions supported by some collective institutions

37


Individual Network Institutions

National Museum of Damascus: In a new, iconic building, it will present Syria’s entire chronology through its

Cultural Heritage Sites: This includes archaeological sites that do not receive visitors, and major sites, such as the Aleppo Citadel, gy g

collection of artefacts and art works, which will span the ages, from the prehistoric to the Ancient Near Eastern, Classical, Arab Islamic and Modern eras

ppTell Zeidan, and Dura Europos. These more popular sites will host visitors centres and educational displays that will interpret and contextualise the sites for visitorsArab Islamic, and Modern eras.

Regional Museums: Regional Museums will be distributed throughout the country, and each

ill fl h di i i

contextualise the sites for visitors.

Centres of Excellence: Each Centre will focus on a subject or craft, such as language or glass, f hi h i illmuseum will reflect the distinctive

culture or region in which it is located and showcase specific themes and art forms.

for which it will act as a conservatoire de metiers. Centreswill train practitioners in modern and ancient methods. Those Centres focused on crafts would Centres focused on crafts would have in-house showrooms where artisans could sell their wares; thus, the Centres will help drive social and economic development.

Knowledge Nomads: Mobile units that will reach out to both adults and children through touring artefacts and undertaking

38

g gcultural and educational activities for Syria’s communities.


Collective Institutions

Collective Network Institutions Supervision & CoordinationCollective institutions support all of the Supervision & Coordination institution has pp f

network institutionsp

responsibility for all network institutions

The Syrian Museums and Antiquities Agency: A central body will offer strategic and managerial oversight for the entire network. Additionally, they will have

lti t ibilit f th ti

Syrian Institute for History and Culture: An academic and research institution and that will train staff in conservation, restoration and curation.

ultimate responsibility for the preservations of all Syrian artefacts.

Virtual Museum: An online portal will allow Syrians and foreigners to discover new ideas, plan their visits, and access the museums’ collections.

39


Roles for Network Institutions (1/3)

The National Museum in DamascusThe National Museum in Damascus Preserve and present artefacts Display Syria’s entire chronology, with

thematic exhibitions as well Highlight Syria’s contributions to the

history of the region and to humanity Preserve and present artefacts

Regional Museums Preserve and present artefacts Concentrate on one or more periods,

and their region Provide a place for cultural expression,

f d d ti l ti iti Preserve and present artefacts Provide a place for cultural expression,

performance, and educational activities Serve as the primary entry point to the

broader network for foreign tourists

performance, and educational activities Develop promotional opportunities with

the tourism industry and serve as a gateway to the region

Serve as gateways to their regions

Cultural Heritage Sites Will host site Museums and visitors

centres as well as attract significant numbers of tourists to the most prominent sites

Interpret and contextualise important sites

40



Centres of Excellence Run programmes to help artisans hone

Knowledge Nomadstheir skills Develop and promote traditional arts Include showrooms for artisans to sell

their wares Potentially twin with relevant regional

museums

Knowledge Nomads Transport and display artefacts with the

proper climatic and security conditions across Syria

Encourage people to engage with their heritage, preserve local and national heritage and visit nearby museumsheritage, and visit nearby museums

Provide cultural and educational programmes and activities

Focus on areas that lack access to a museum

41



Syrian National Museums and Antiquities Agency

Responsibility for preservation of all Syrian artefacts

Provide strategic supervision for the network in cultural consistency and management control

Uphold shared values and standards,

Virtual Museum Display an extensive online collection

of Syrian heritage, with accompanying commentary

Collaborate with the Musées sans and provide a consistent interpretation of Syrian heritage

Facilitate communications, collaborative programmes and exhibitions around the network

Oversee the relationships with

Collaborate with the Musées sans Frontières project to link Syrian objects to others at museums around the world

Be accessible in Arabic, English, and French

Host a teachers’ centre with content

Institute for History and Culture A graduate educational institution for

curation, conservation, national and international stakeholders and partnerships and coordinate fundraising / capital campaigns

Perform support functions allowing member institutions to benefit from

i f l

Host a teachers centre, with content such as lesson plans and activities

Provide technical information on the museums’ collections, archaeological excavations, and scientific activities, as well as posting employment and research opportunities

documentation, and museology– Scientific teaching facilities and

laboratories A research institution dedicated to the

study of Syrian history, culture, and human development

economies of scale esea c oppo tu t es

42


Back-Up

Roles of the Network Institutions

Options for Organizational Design



G B di C St di Governance Bodies Case Studies

43


Bottom-Up Choices

We examined a series of choices concerning each institution of the network and weighed the pro’s and con’s of each option before choosing one option over the other

Design choices about organizational form and reporting oversight, in terms of expertise and centrality

Bottom-Up Choices

Option to Create Regional Departments

Option for National Museum

i f i l

1

2

Options for Regional Museums

Options for Historical Sites

Options for Knowledge Nomads

3

4

5

Options for Virtual Museum (includes case studies)

Options for Centres of Excellence (includes case studies)

Options for the Institute (includes higher education options)

6

7

8

44

Options for the Institute (includes higher education options)8


Option to Create Regional Departments1

One high level option is to create Regional Departments that would manage the regional entities within the network

Regional Department Regional Department Regional Department

Regional Museum

HistoricalSites

Regional Museum

HistoricalSites

Regional Museum

HistoricalSites

Supports Vision’s emphasis on developing regional areas and providing socio-economic opportunities for regions

Moves away from centralization

Extra layer of coordination, since they still report to the Agency; may lead to more bureaucracy

Requires extra staff who will have to be recruited and trained

Pro’s Con’s

Moves away from centralization

Facilitates coordination at the regional level for optimal regional performance, helping to deliver a unified regional tourism strategy

Could increase coordination between regional sites, museums, and Knowledge Nomads within each region

Requires extra staff who will have to be recruited and trained

Collection re-distribution and sharing artefacts across regions will become more difficult with the added layers of bureaucracy

45

The group believed Regional Departments would provide more local autonomy; however it questioned availability of human resources to support this system and thus proposed a gradual build-up towards this system over time


Option for National Museum2

The only option is for the National Museum to report to the Agency in the network and this has its advantages and drawbacks for further consideration

Report to National Museum Considerations

Having the National Museum report to the Agency raises a number of questions, which will be further explored at a later stage, including:

The nature of the relationship between the National 1

National Museum

Museum and the Agency; specifically:

– Where should the Museum and Agency be located? Should they be co-located?

– What roles should they have in relation to one th ?

Maintains hierarchy of the Agency over all network institutions as a central coordinating body

another?

How other network institutions within Damascus will be governed, specifically:

– Should the National Museum oversee other et o k i stit tio s ithi Da asc s o sho ld

Pro’s

C ’

2

May position the National Museum as too preeminent and may complicate its relationship with other network institutions

network institutions within Damascus, or should that be the role of the Agency?

This choice is also dependent on another choice of having regional departments explored later

Con’s

46

It was agreed that there is only one option for the National Museum to report to the Agency; further considerations will be explored at a later stage


Options for Regional Museums3

National Museum to Report to the Agency Report to Regional Department1 2

National Museum

Regional Department

Regional Museum

Regional Museum

Provides direct link for regional museums to the knowledge and expertise in the National Museum

Pro’s Gives regional museums autonomy from National Museum

and ability to develop own content (within reason)

More easily allows the option for regional collaboration among regional network institutions

Pro’s

Gives National Museum authority over regional Museum that may be undesirable from a political perspective

Adds to the burden of the National Museums with additional oversight and managerial responsibility

Con’s May diminish the transfer of knowledge on content and

technical skills from National Museum

Con’s

47

g g p y

It was agreed that Regional Museums should report to Regional Department to promote local autonomy


Options for Cultural Heritage Sites (1/5)Overview

4

As administrative and technical management requirements differ for cultural heritage sites depending on their level of development, we need to consider their configuration separately

More DevelopedLess Developed

Archaeological Sites Historical Sites*Sites In Development

Can be described as archaeological dig more so than tourist attraction

Not targeting visitors at present

Primary activity is scientific excavation and researchR i t f

High accessibility and excavation relative to other sites resulting in greater visitation access

Can develop tourism through on-site museums and visitor centres

Similar activities to museums:

More developed but still relatively inaccessible to tourists

Limited historical documentation resulting in an under developed narrative for Syria’s story

Continuing excavation and Requires management of

international partnerships for excavation and coordination of excavation teams on the ground

Safety and security of excavation sites primary concern, as well as preservation

Similar activities to museums:– Marketing– Community Outreach– Location management, operation

and maintenance– Narrative development

D l t f t h i l ti

Continuing excavation and research nearing completion and may be able to attract visitors shortly

Safety and security of excavation sites continue as a concern, preserving artefacts and monuments are an emerging concernpreservation – Development of technical expertise

– Continuous academic research and discovery

Safety and security of both visitorsand the sites themselves remains a concern

e e g g co ce

48

Examples include: Palmyra, Bosra, Krak de Chevaliers, UNESCO sites

Examples include:Apamea, Dead Cities

Examples include: Mari, Jebel Bishri

* May still have ongoing excavation


Options for Cultural Heritage Sites (2/5)Comparing Cultural Heritage Sites and Museums

4

We also need to acknowledge that Sites and Museums share some primary activities but not others, resulting in different administrative and technical management requirements

Cultural Heritage Sites Museums

Key Activities Community outreach Museography — telling Syria’s story through

curation and exhibition Preserve or reconstruct artefacts

Key Activities Community outreach Academic, research, and archaeological technical

expertise International partnerships working with sites Preserve or reconstruct artefacts

Primary audience is visitors (tourists or nationals), marketing is important

Business management Safety and security

International partnerships working with sites (typically universities though some NGOs)

Only for attraction sites, audience is visitors (tourists or nationals), marketing is important

Continuous research and discovery Safety and security Safety and security

Management and Technical Needs Primarily focused for visitation (e.g., tourism,

k i b i )

Management and Technical Needs Primarily focused on academic pursuit

( h i d i ) marketing, business management, etc.) Managing funding of activities Engaging in museography activities Operations and management including safety and

security

(e.g., research, excavation, documentation, etc.) Operations and management of the site, including

safety and security Visitation (depending on site)

49


Options for Cultural Heritage Sites (3/5)Historical Sites

4

Treated as Regional Museum Report to Regional Museum1 2

Regional Department Regional Museum

Historical Sites

Historical Sites

Museum

Historical sites should be treated similarly to regional museums, reporting the same network institution given their:• Importance and need for visibility in the network

Pro’s May facilitate coordination on related activities including:

• Community outreach• Academic research

Facilitates coordination and management of on-site

Pro’s

• Key role in attracting visitors • Need for continuous research and discovery• Requirement of flexibility to run functions appropriate to

their needs (while similar to museums, not the same) May facilitate the issue of collection re-distribution, by not

automatically assigning all new finds to regional museum

gmuseums if resources are shared

Would not provide major historical sites with enough visibility and importance in the system

Con’s

y g g gthat manages site

Increases work as will require similar resources as Regional Museums and may result in duplication of efforts

Con’s

visibility and importance in the system Would impede the autonomy of sites to run functions

appropriate to their needs, e.g., communications Some of the larger sites, e.g., Palmyra, Bosra, would dwarf

the regional museums that were supposed to manage them Location may make coordination of resources difficult

50

It was agreed that Historical Sites should be treated as Regional Museums within the network, which means that they would report to a Regional Department


Options for Cultural Heritage Sites (4/5)Archeological Sites

4

Report to National / Regional Museum Report to Regional Department

Regional DepartmentRegional Museum

National Museum or

1 2

Archaeological Sites

Archaeological Sites

MuseumMuseum

Facilitates knowledge transfer from site experts to museum staff, including artifact restoration and safeguarding

Benefit from museums’ technical expertise in preservation and academic research in identifying the site’s narrative

Pro’s Can ensure they get required technical support and

knowledge (e.g., archaeology and site management) Facilitates coordination with local and international partners

for on-site excavation (and funding)

Pro’s

May facilitate partnerships with universities or other academic institutions already working with museums

Type of technical expertise needed differs between sites and museums, such as archaeology and site management skills

Con’s

May facilitate the issue of distribution of new finds in the collection

Ability to share minimal administrative functions, including accounting, payroll and business management, with a central agency allowing sites to concentrate on technical matters

Con’sgy g Funding may become linked to and directed by museums May make more difficult the distribution of new finds in the

collection Adds to the management burden of museums

May limit ability to transfer of knowledge, such as discoveries and technical learning, between sites and museums

Con’s

51

It was agreed that Archaeological Sites should report to a Regional Department, possibly through a unit that coordinates all Archaeological Sites, instead of having each one directly overseen by the Agency


Options for Cultural Heritage Sites (5/5)Sites In Development

4

Report to National / Regional Museum Report to Regional Department

Regional DepartmentRegional Museum

National Museum or

1 2

Sites in Development

Sites in Development

MuseumMuseum

Facilitates knowledge transfer from site experts to museum staff

Benefit from museums’ technical expertise in preservation, academic research in identifying the site’s narrative, and help h i l h i i i

Pro’s Can ensure they get required technical support and

knowledge (e.g., archaeology and site management) Facilitates coordination with local and international partners

for on-site excavation and funding

Pro’s

the site learn how to receive visitors Ability to collaborate on some similar functions, such as

marketing and creating the story around artifacts May bring about partnerships with the museum’s partners

Con’s

May facilitate the issue of the distribution of new finds Ability to share some functions with agency, such as business

management, accounting, as well as the marketing required to facilitate access to tourism industry

Con’s

Type of technical expertise needed differs between sites and museums, such as archaeology and site management skills

Funding may become linked to and directed by museums May make the distribution of finds more difficult Adds to the management burden of museums

May limit ability to transfer of knowledge, such as discoveries and technical learning, as well as in attracting tourists and developing marketing, between sites and museums

May limit the ability for museums to organize regional circuits that could involve visiting local sites

52

It was agreed that Sites in Development should report to a Regional Department, possibly through a unit that coordinates all similar sites, instead of having each one directly overseen by the Agency


Option for Knowledge Nomads5

Report to Regional Museum Report to National Museum1 2

Knowledge Nomads must report to a museum and not an agency, as they require the same operational expertise as museums

Regional Museum

National Museum

Knowledge Nomads

Knowledge Nomads

Knowledge Nomads benefit from particular focal areas and content of Regional Museums

Provides Knowledge Nomads with some autonomy to develop content and design schedules

Pro’s Standardized operation of Knowledge Nomads may reduce

management costs

Knowledge Nomads benefit from access to expertise of National Museum

Can work across the country reflecting meaning of the

Pro’s

Some Knowledge Nomads may be disadvantaged if the Regional Museum they report to is less equipped

Provides Knowledge Nomads with less access to facilities and expertise at the National Museum

May be bound to the region from where they are from

Con’s Can work across the country reflecting meaning of the Nomad concept

Overburdens the National Museum with the oversight of the Knowledge Nomads in addition to other responsibilities

Con’s

53

May be bound to the region from where they are from

It was decided that Knowledge Nomads should report to the National Museum; this does not rule out the option for Regional Museums to create their own Knowledge Nomads at a smaller scale


Option for Virtual Museum6

Report to National Museum Report to the Agency1 2

The Virtual Museum could report to the National Museum or to the Agency

National Museum

Facilitates knowledge transfer with regards to core museum functions

Allows Virtual Museum direct access to the national story of Syria and gives direction to the Virtual Museum’s narrative

Pro’s

C ’

Provides Virtual Museum sufficient independence from other network institutions to grant them authority of communicating with museums and sites to solicit data

Benefits from operating efficiencies (e.g., multilingual staff members, major IT department)

Pro’s

Adds to the management burden of the National Museum IT know-how is not the National Museums’ core area of

expertise May lead to a prioritization of National Museum content over

that from the regions

Con’sj p

Centralized access to all partnerships managed by the Agency, granting Virtual Museum ability to link objects and collections with those of other countries’ museum networks

Agency may not have sufficient knowledge of the content to provide direction for the Virtual Museum

Con’s

54

It was agreed that the Virtual Museum should report to the Agency, since it would benefit from its access to the entire network and to translation and other services offered at the Agency

provide direction for the Virtual Museum


Virtual Museum Case StudyThe Smithsonian Institution (1/2)

6

The Smithsonian Institution has an online platform that acts both as a portal to its museums and as a virtual museum showcasing all exhibitions and collections, among other features

Educational centre in its Educational centre in its own right, with online materials and features

(e.g., publications, pictures, research services)

Guidance for potential donors on the value of their

contributions and how to make a donation

Tailored content for its different audiences: kids,

teachers, members, volunteers, researchers

Online Gift Shop that promotes the network brand

d l ff d

Overview of new, upcoming, and ongoing exhibitions at

make a donationvolunteers, researchers

and also offers products specific to museum collections

and ongoing exhibitions at all museums

Insight into governance: Links to pages of individual museums which include

their own content Calendar of events and activities across the museum

network and for individual museums

Insight into governance: mission, vision, and role and

membership of Board of Regents

55Source: The Smithsonian Institute Website


Virtual Museum Case StudyThe Smithsonian Institution (2/2)

6

The platform of the Smithsonian integrates the individual museums websites and showcases content of each of its associated museums and research centers

Links to Individual Museum WebsitesSearch feature by theme

Pages tailored for target audiences Access to online collections

56Source: The Smithsonian Institute Website


Option for Centres of Excellence7

Operate as a Non-Governmental Org. (NGO) Operate within the Network1 2

The remaining choice to be made about the Centres of Excellence is whether they operate independently as an NGO or as a government institution within the network

f l l f l l

Enables Centres to focus excel and innovate in one areaPro’s

Facilitates coordination with museum strategy (e g glass Pro’s


National Museum

Regional Museum


National Museum

Regional Museum

Enables Centres to focus, excel and innovate in one area Could attract greater funding (private sector, international) Considered more modern, in line with the concept of “living

heritage” and rise of civil society in Syria, as well as partnerships across sectors

Reduces complexity in managing the network

Facilitates coordination with museum strategy (e.g., glass Centre of Excellence is close to relevant Regional Museum)

Greater control in supporting development priorities (e.g., choosing location to benefit less developed areas)

Needs other skills to manage (e.g., a range of craft skills, Con’s

Would require effort to ensure coherence of Centres with overall strategy

Less control of location of Centres than if directed by the network and may not be as easy to develop initially

Centres could not act as Museums with pieces from the

Con’s developing international partnerships with similar entities) Requires governing body to master and train in different crafts Centre operations are complicated by public sector hiring and

firing policies as have less freedom for own operations May also take a long time to develop given all other work in

core museums and sites within the network

57

pnational collection — would need to find a solution

The group agreed it prefers the NGO option and also acknowledged that some form of government support will be needed (e.g., financial). Despite this support, the NGO would still have significant management autonomy

Adds complexity to the network


Centres of Excellence Case StudyGovernment vs. Independent entities

7

The use of an NGO or government entity to run Centres of Excellence activities depends on the scope of activities, desired autonomy and proposed partnerships

Greater ability to partner globally with other organizations possessing

NGO Takeaways Greater administrative and

Government Takeaways Greater ability to partner globally with other organizations possessing

same technical expertise and social impact intent Significant autonomy in management of funds and fundraising

activities– Recourse to public and private funds– Ability to direct funds to areas of most pressing needsd bili i i d i i d b fi i l

Greater administrative and coordination capacity in a role where specific technical expertise is not required

Greater ability to distribute the Centresthroughout all regions as an economic development tool

Adaptability to serve community in targeted innovative and beneficial ways such as increasing women’s education, regional infrastructure, etc.

development tool Greater ability to build network of

international relationships with existing government partners

Village Business Incubator (VBI) — NGO

Jordan River Foundation (JRF) — NGO OTOP — Government Entity Thailand

Develops female entrepreneurship in the Lattakia governorate

Supports the community through developing jobs, focusing on traditional handicrafts, and organized awareness sessions on

d ti h lth i ti

Undertakes programs for child safety, community empowerment and capacity building and business development

Through the Bani Hamida project, JRF has preserved local handicrafts

f i i t diti

Drawing inspiration from Japan, OTOP started in 2002 to support and market unique locally made Thai products ranging from agriculture to handicrafts

Aim of the program was to preserve Thai h di ft d l d i i t ti kill reproductive health in cooperation

with Syrian Family Planning Association– Provides business development

services to support activities including business planning, counselling,

of unique weaving traditions, created jobs in rural areas, and provided administrative skill training to individuals

As well, they have pursued innovative partnerships with global textile manufacturers and designers

handicrafts, develop administrative skills across country, and help develop numerous rural areas– Supported the National Thai agenda of

being commercially competitive as a nation

58

p a g, cou se g, marketing, promotion, product develop-ment anddesign, etc.

textile manufacturers and designers


Centres of Excellence Case StudyNGO — Firdos Village Business Incubator (VBI)

7

The VBI aims to develop female entrepreneurship in rural areas of the LattakiaGovernorate. It was launched in 2005

Background

The VBI operates within the framework of a development cooperation project implemented by the Fund for Integrated Rural Development of Syria (FIRDOS) one of the Syria Trust for Development projects. It receives technical assistance from the Italian Association for Women in Development (AIDOS)

The objective of the VBI is to promote women’s active role in the labor market through the creation of small / micro scale viable and self sustainable enterprisesenterprises

There are three main sectors in which these enterprises operate: handicrafts, food and services

How is this organization’s work suited to

Naqia Kiwan, who started her own embroidery workshop after participating in the VBI business management sessions

Cultivation of handicrafts– The VBI supports Syrian entrepreneurs engaged in a number of heritage

traditions including textiles, embroidery, jewelry making Development of Rural Communities

Social and Economic Benefits

Flexibility to serve the community in a targeted way

– The VBI main focus is on the empowerment of women in some of the poorer villages in the

How is this organization s work suited to being run as a NGO?

Development of Rural Communities– Create jobs for women through fostering female entrepreneurship– Introduction of other initiatives on the back of the VBI incubator:

The VBI organized awareness sessions on reproductive health in cooperation with the Syrian Family Planning Association

Skill building h id f b i d l i i l di

women in some of the poorer villages in the Latakkia

Multiple funding sources– The VBI receives funding from the EU, AIDOS as

well as Firdos

59

– The VBI provides a range of business development services including enterprise management and technical training, business planning and counseling, product development and design, marketing and promotion

Source: http://www.vbi-lattakia.org/english/index.html


Centres of Excellence Case StudyNGO — Jordan River Foundation: Bani Hamida Project

7

Established in 1995 and chaired by Her Majesty Queen Rania Al-Abdullah, the Jordan River Foundation (JRF) is a non-profit Jordanian NGO

Background

The JRF undertakes programs for child safety, community empowerment, and capacity building and business development

One of the JRF’s community empowerment initiatives for women is through three income generating handicraft projects: The Bani Hamida Women Weaving Project; The Jordan River Designs Projects and the Wadi al-Rayan Project (reed and banana leaf weaving)

Preservation of tradition

– Rejuvenation of the unique Bedouin warp-faced flat weave in pure wool by using


How is this organization’s work suited to being run as a NGO?

Women busy on the Beni Hamida Weaving Project

j q p p y ghome-made ground looms and wooden spindles

Rural Development

– Job Creation: There around 450 women who work part time and 24 full time employees at the Bani Hamida Women’s Weaving Project from 13 villages. There have been a total of 1650 beneficiaries since 1999

– Through integration with other JRF initiatives, the Rural Community Cluster

Flexibility to engage in initiatives with foreign associations

– In 2005, the Jordan River Designs Project partnered with CosmoQueen, a project established by renowned Dutch designers, which set up contracts with over 100 Jordanian women to produce luxurious shawls for the global marketg g , y

Development Program, which has in turn worked to overcome some prevailing difficulties facing the community, e.g., by building a Service Complex that includes a market place, bus stop, storage space and offices for the local cooperative

Skills Development

– Provided capacity building sessions in management, accounting, bookkeeping d k ti d i i d lit t l

women to produce luxurious shawls for the global market

Ability to trigger community empowerment

– The JRF intends to pass over the management of these handicraft projects to the direct beneficiaries. The local villages will continue to benefit from the support services of the JRF Design and Marketing Department, however they will have more autonomy and ownership of the project

60

and marketing, design services, and quality control Multiple funding sources

– Government funding through an endowment fund, private donations, legacies, fundraising activities

Source: http://www.jordanriver.jo/Program_Community_Handicraft.asp?Language=E; http://www.jordanriver.jo/pdf/Annual%20Report.pdf


Centres of Excellence Case Study Government Led — OTOP, One Tambon One Product

7

OTOP is a local entrepreneurship program which was first implemented in 2002 by the Thai government

Background

Its draws its inspiration from Japan’s successful One Village One Product (OVOP) program

OTOP aims to support the unique locally made and marketed products of each Thai Tambon (subdistrict) by selecting one superior product from each Tambon to receive OTOP formal branding

OTOP covers a large array of local products, including handicrafts, cotton and silk garments, pottery, fashion accessories, household items, and foods

After the 2006 military coup, the OTOP program was canceled and then revived and rebranded

Scale of the project– Given the breadth of products offered, the OTOP benefits from the

coordinating role the government can provide as a central overseeing

How is this organization’s work suited to being run as a NGO?

Preservation of traditional Thai heritage

Skills development


coordinating role the government can provide as a central overseeing agency

Alignment with National Agenda– The project supports the government’s goal of being more commercially

competitive as a nation, e.g., through the creation a strong national brand

Easy integration with other government led initiativesS s deve op e t– Develop of management, administrative, and

IT skills

Rural Development – Helped rural areas to exchange information, ideas,

and to improve communication across ThailandC d l

y g g– The Ministry of Interior launched an initiative to make internet available in

all 7,000 Tambon offices by 2003, “Tambon Net.” This has greatly benefit the OTOP project by helping the exchange of information and products across the Thai and international market

Quality control OTOP starred products have their standards set by the Thai Industrial

61

– Created employment – Promoted tourism in Thailand down to Tambon

level

– OTOP starred products have their standards set by the Thai Industrial Standards institute. This ensures that the quality of OTOP products is widely accepted across Thailand and the world

Source: http://www.thai-otop-city.com/background.asp ; www.solutionexchange-un.net.bt:81/.../WHO%20BENEFITS%20FROM%20OTOP.%209oct05.doc


Option for Institute for History and Culture8

As a stand-alone entity, the Institute will still need to be affiliated either with the Agency or report directly into the Ministry of Higher Education

Coordinate with the Agencyas a Stand-Alone Institute

Report to the Ministry of Higher Education1 2

Ministry of Higher Education

Autonomy in designing program without constraints of an Pro’s

Facilitates transition of faculty in and out of the Institute and Pro’s

Autonomy in designing program without constraints of an existing organization is more conducive to innovation

Directly driven by the needs of the network

Maintains options of attracting greater funding, customizing education approach and partnerships

Facilitates transition of faculty in and out of the Institute and engagement of Syrian students within familiar educational environment

Easier to initiative operations as existing structure takes care of faculty and staff administrative and HR matters (associated with educational operations)

Difficulty to start an educational institution from scratch

To be accredited, must still respond to the Ministry of Higher Education which adds an additional level of bureaucracy

Con’s Institute would necessarily be constrained by weaknesses and

limitations of existing university structure

Although a coordination line would be established with the Agency, may not fully respond to the needs of the network

Con’s

62

Note: Private universities currently operate independently of the government, with accreditation from the Ministry of Higher Education. In addition the Army runs its independent Higher Education Institute with the ability to grant degrees

The group preferred the Institute as a stand-alone academic entity that would be accredited and grant degrees, and have linkages to the Agency


Higher Education Options in Syria Today8

Apart from the country’s six National Universities and its related branches, the Ministry of Higher Education also oversees a number of Private Universities and Higher Institutes

Private Universities Higher InstitutesPrivate Universities

Permitted to be established following a legislative decree in 2001, as private universities or “cooperative establishments” between a university

Higher Institutes

9 Institutes currently exist under the Ministry of Higher Education

cooperative establishments between a university and the government

Decree allows operation of branches of public or private, Arab or foreign educational institutions

– Most appear linked to national universities

– They cover a variety of fields, such as Marine Research, Arab Scientific Traditions, Management Development, Laser Research, General Management, and Business

So far, 20 universities have licenses under this arrangement, 14 of which are currently operational

Guidelines were established in 2007 by which a private university can be granted certification

Administration, among others

– May offer diplomas, master’s degrees, and have research divisions, publication, and training

Several other institutes in Syria are not affiliated with any university for example

– University can have an independent academic and management structure

– Guidelines cover the membership of University's board (to include chancellor, faculty or division etc ) its duties and

with any university, for example

– Aleppo Institute of Music, founded in 1955

– The Institute of Electrical Engineering and Electronics was founded in 1974 with help from Germany

63

faculty, or division, etc.), its duties and influence, and the organizational structure of the university

Source: Syrian Ministry of Higher Education, Secondary Research


Back-Up

Roles of the network institutions

O ti f O i ti l D i Options for Organizational Design



Governance Bodies Case Studies

64


Top Down Network Choices

Now that we have reviewed individual choices for network institutions (bottom-up), we can consider integrated network models (top down)

We have illustrated three potential models

It was generally agreed that Model A was too hierarchical and did

Model A

– It was generally agreed that Model A was too hierarchical and did not provide the flexibility and autonomy required by the vision

– Model B allows greater autonomy for network institutions to execute activities and requires the Agency coordination and oversight

M d l C i t l t i l d t t f l l – Model C gives a greater role to regional departments for local coordination while the Agency acts mostly as service provider

– Regardless of the model chosen, it is likely there will be a gradual move from a Model A-type configuration at first, towards reaching the desired model over time as we develop human resource

Model B

the desired model over time, as we develop human resource capabilities

We evaluated the models against our original 7 design principles

– Ensure collaboration and autonomy

– Maintain flexibility

– Consider feasibility

– Support the Vision’s goals

– Based on roles in the network

– Minimize complexity

– Key functions given appropriate

5

6

7

Model C1

2

3

4

65

y– Key functions given appropriate weight

74


Model ADescription

Agency Role: Control

Implications

– All institutions of the network report directly or indirectly to the Agency who exercises significant

l h h i d l f i i i


control through review and approval of activities

– Restricts autonomy of other network institutions

National Museum of D

Institute for History

and Culture

DamascusVirtual

Museum

Centresof Excellence

RegionalMuseums

66

KnowledgeNomads

HistoricalSites


Model A Evaluation

S h i i ’ l Not in line with the goal of a more modern Syria and museum

CommentsOrganizational Design Imperatives Assessment

Supports the Vision’s goals Not in line with the goal of a more modern Syria and museum network1

Based on network roles Structure does not fully reflect the network roles as it limits autonomy and creativity of network institutions 2

Minimizes complexity in the network

As strategy and policy created centrally, there is minimal complexity for these activities. Nevertheless control over execution will add complexity

3

Key functions are given Significant weight is given to the key functions at a central level. However network institutions may not having appropriate 4

Ensures collaboration and autonomy

As all activities are controlled by the agency, there is little autonomy or opportunity for the network institutions to collaborate

5

appropriate weight However, network institutions may not having appropriate functions and the central ones may not respond to their needs

4

Maintains flexibility to adapt to network growth and development

Adaptation to local requirements and evolution to to meet changing needs of the network are slow 6

Is feasible to implement May not require significant change from current status7

67

p y q g g

Weak Strong


Model BDescription

Agency Role: Oversight / Coordination

Implications

– Agency primary role is to di t ti iti

VirtualMuseum

Institute for Historyand Culture

coordinate activities through policy and strategy implementation

– Allows greater autonomy for network institutions through execution of through execution of activities and requires the Agency to implement appropriate coordinating structure and oversight

– Shared responsibility for



performance

National Museum of DamascusRegional

Museums

HistoricalSites

68

KnowledgeNomads

Museums


Model BEvaluation

S t th Vi i ’ l L l t th i i l


Supports the Vision’s goals

Increased autonomy of network institutions and coordination

Largely support the vision goals1

Based on network roles Network designed to allow each institution to fully fulfill its role2


Increased autonomy of network institutions and coordination executed by the agency ensures no duplication of efforts cross the individual network institutions. Some institutions being affiliated only allows for reduced complexity

3

Key functions are given Agency guides the direction of the network and plans for

appropriate resources to support the activities. network


Promotes significant collaboration through coordination role of agency bringing together the network institutions and identifying opportunities for collaboration while guaranteeing 5

Key functions are given appropriate weight

appropriate resources to support the activities. network institutions have the space to ensure functions respond to their needs

4

y y g pp g gautonomy for network institutions


Flexibility by network institutions at the local level and model could be modified as needed in the future6

69

Is feasible to implement Would require significant work for implementation7

Weak Strong


Model CDescription

Agency Role: Oversight / Coordination

Implications: Similar to Model B, however Regional Department assumes greater local coordination role with the Agency acting as a service provider in some respects. Regional Department assumes many responsibilities of the Agency for the local level, while the Agency has greater oversight for network institutions which report directly to it

VirtualMuseum

Institute for Historyand Culture



Regional Department National Museum of Damascus

70

KnowledgeNomads

RegionalMuseums

HistoricalSites


Model CEvaluation

S t th Vi i ’ l L l t th i i l


Supports the Vision’s goals

Increased autonomy of network institutions and coordination

Largely support the vision goals1

Based on network roles Network designed to allow each institution to fully fulfill its role2


Increased autonomy of network institutions and coordination executed by the agency ensures no duplication of efforts cross the individual network institutions. Some institutions being affiliated only allows for reduced complexity

3

Key functions are given Agency guides the direction of the network and plans for

appropriate resources to support the activities. network


Promotes significant collaboration through coordination role of agency bringing together the network institutions and identifying opportunities for collaboration while guaranteeing 5

Key functions are given appropriate weight

appropriate resources to support the activities. network institutions have the space to ensure functions respond to their needs

4

y y g pp g gautonomy for network institutions


Flexibility by network institutions at the local level and model could be modified somewhat in the future though regional departments lock in certain features

6

71

Is feasible to implement Would work for implementation, however, at least the regional model is better understood in the system

7

Weak Strong


Integrated Network Model Comparison

S t th Vi i ’ l

Organizational Design Imperatives Model A Model B Model C

Supports the Vision’s goals1

Based on network roles2The most significant difference between models B and C are

The most significant difference between models B and C are

Minimizes complexity in the network3

Key functions are given appropriate weight4

models B and C are the addition of

Regional Departments which may result in more b i

models B and C are the addition of

Regional Departments which may result in more b i

Ensures collaboration and autonomy 5

appropriate weight4bureaucracy given the extra level, but

would increase coordination and

collaboration at the

bureaucracy given the extra level, but

would increase coordination and

collaboration at the Maintains flexibility to adapt to network growth and development6

Is feasible to implement7

regional levelregional level

72

Overall Model Assessment Weak Strong


Back-Up

Roles of the network institutions

O ti f O i ti l D i Options for Organizational Design



Governance Bodies Case Studies

73


Case Study: Boards of National Museums

Have a statutory duty for the general management of the M

Holds the management accountable for their

f

The Foundation, a partnership of private and public sector

b h

The British Museum, UKThe Board of Trustees

The Smithsonian, USThe Board of Regents

Museo Egizio, ItalyFoundation Board

e Museum

Considers and approves a strategy to achieve the Museum’s Aim

Appoints the museum Director

performance

Reviews and approves the Institution’s strategic plans

Elects the Secretary of the Smithsonian

members, runs the museum under a 30-year agreement

Responsibility for the general management of the museumP

urp

ose

n

25 Members: 15 appointed by the Prime Minister; one by the Sovereign, four by each of four British scientific societies; and five b h h l

17 Members: Two ex officio members, the US Chief Justice and Vice President; three senators, appointed by the President, three

i i d b h

9 Members: Most have links to the public sector, either in current or past employment, and 4 members possess academic backgrounds

Com

pos

itio

n by the trustees themselves

Significant career experience with the cultural heritage sector, leading their field and represent diverse interests

representatives, appointed by the House Speaker; and nine citizens nominated by the Board

Citizen members share many of the traits of British Museum members such as career

Often members of other museum boards

Supported by an expert Scientific Advisory Committee and a special Board of Auditors to carry out C

Often members of other museum or company boards

members such as career experience and leadership review functions

N ti l M b d i d f d d i t i di id l ith b k d

74

National Museum boards are comprised of seasoned and preeminent individuals with backgrounds in government, academia, business and cultural heritage to manage the funding, strategy and

accountability of the museum as well as to liaise with equivalent institutions across a museum system


Case Study: Boards of Training Institutions

The INP is one of two major French publically-funded organizations dedicated to the study of curation and

Whilst the world-renowned OPD in Italy is governed primarily by the Florence Superintendent, she is

Institut National du Patrimoine, FranceThe Board of Directors

Opificio delle Pietre Dure, ItalyThe Management Committee

e restoration

The Board is responsible for the general administration of the Institute; day to day management is the responsibility of the Director

assisted in all decision-making by a Management Committee

The Committee is responsible for the strategic direction of the museumP

urp

ose

n

19 Members: A President; 6 ex officio members; 6 ‘appointed members’, appointed by the Minister responsible for culture, including an INP graduate; 6 ‘elected members’, including two current students

5 Members: The Superintendent of Florence ; the Head of the Office of Budget and Accounting; the Scientific Technical Officer; and two members of other institutions, currently the Administrative Director of the

i l ffi f i l d h

Com

pos

itio

n

Membership is diverse: the 6 appointed members are prominent presidents or directors of museums –currently, for example, the Superintendent of the City of Venice sits on the Board

The Board is assisted in technical matters by a

Special Office for Museums in Florence, and the Professor of Applied Physics from the University of Florence (elected by a State-Regions conference).

The Management Committee is assisted by a small Scientific Committee, again headed by the Superintendent C

Scientific Council; members are preeminent academics and representatives from the Institute's academic staff

Superintendent

75

Boards of Training Institutions share similar characteristics of other boards and work closely with a scientific committee to ensure all technical aspects are accounted for in the curriculum and

substantiated throughout the cultural heritage system

Documents

C2 Summary of Organizational and Governance Design Options ... of... · OFFICE OF THE FIRST LADY Purpose of this Document The purpose of this document is to provide a summary of the