Achieving Change: 4 Steps

Step 1 

Take expeditious actions and unambiguous steps towards differentiating between QVMAG’s governance – policy determination and the purposeful what and why that shapes the institution – and management – the ‘how’ and the ‘means’ by which policy will be delivered.

.

Step 2 

Towards that end in the short term devolve ‘ownership’ of the QVMAG’s collections to the custody and legal ownership of the State Government given that in lore they belong to Tasmanians rather than Launcestonians or LCC. 

Furthermore the QVMAG collections are an important element of Tasmania's & Australia's cultural property. The purpose in taking this step is on one hand symbolic in that it would defuse assertions in one step that real change and accountable governance is not actually an option or ever on the LCC agenda. 

On the other hand, it would protect community cultural investment in the collection and keep it available to research and researchers' operations in any future manifestation of the QVMAG as a musingplace with national & international standing. 

Step 3 

Consistent with the above, LCC the current Aldermen/Trustees in consultation with the State Govt. as owners of the QVMAG collections, appoint a Commissioner or Commissioners to take on the role of the institution’s Governor/s and over 2 (3?) years charged with the tasks of: 

3/1. Putting place a transition budget with an enterprise focus that is: 

• Based on the QVMAG's operation budgets for the past 2 years; 
• Structured to differentiate between base administration and benchmarked enterprise oriented programing; and 
• Increasingly dependent upon underwritten collaborative Guarantee Against Loss project funding – research & other. 

3/2. Transitioning the institution from a LCC Cost Centre to a Regional Cultural Trust with a stand alone board of governors/trustees appointed for their relevant domain knowledge;

3/3. Transitioning the institution from a Local Govt. Cost Centre to stand alone Community Cultural Enterprisee with: A 5 year Strategic Plan; A short term Enterprise Plan; plus Put in place the appropriate management structure to service the institution; 

3/4. Establishing a collaborative/cooperative regional governance model focused upon the Tamar Region in the broadest context and that proactively interfaces with other Tasmanian musingplaces; 

3/5. Lay the foundation for the QVMAG as a standalone ongoing 21st C community institution networked with regional, national and international musingplaces plus regional collectors and research organisations and that uses peer review processes to ensure rigour in program decision making. 

Step 4 

LCC in its role as the current QVMAG Trustees, initiate a ‘facilitated community conference’, supported by Internet participation and contributions, towards: 

• Engaging the QVMAG's Community of Ownership & Interest in a strategy to widen the institution's memberships and affiliations; 
• Engaging the QVMAG's Community of Ownership & Interest in the evolution of the QVMAG into a Regional Community Cultural Enterprise; 
• Exploring options and opportunities open to the QVMAG as a 21st C institution with Tasmanian, national & international; standing; 
• Identifying weaknesses and threats inherent in various potential future operational models; 
• Exploring the potential dimension/s of the QVMAG as a 21st C musingplace networked with regional, national and international musingplaces, organisations, community networks etc.