|

2019-2021 FAIC Strategic Plan

INTRODUCTION

1 Leave a comment on paragraph 1 0 (to be written when plan is complete)


Mission Statement (Approved 28 April 2016)

2 Leave a comment on paragraph 2 0 To elevate the vital role of cultural heritage conservation by applying its expertise to urgent global preservation initiatives while empowering conservation professionals, motivating collecting institutions, and engaging the public.

Mission Statement [Revision suggested by DHN]

3 Leave a comment on paragraph 3 2 To advance the conservation of our shared cultural heritage by applying research and expertise to urgent preservation initiatives. Our work empowers conservation professionals, strengthens cultural institutions, and engages stakeholders, including public audiences, as we work together to protect cultural heritage for humanity.


Core Values (Approved 12 November 2015)

Honoring Cultural Heritage

4 Leave a comment on paragraph 4 0 FAIC promotes the preservation of cultural heritage as a means toward a deeper understanding of our shared humanity—the need to express ourselves through achievement in all disciplines. We honor these achievements by preserving them for current and future generations.

Honoring Cultural Heritage [revision suggested by DHN]

5 Leave a comment on paragraph 5 0 FAIC promotes the preservation of cultural heritage as a means toward a deeper understanding of our shared humanity.

Equity and Inclusion [addition suggested by DHN]

6 Leave a comment on paragraph 6 0 FAIC seeks, values, and embraces diverse backgrounds, experience, and perspectives.

Advancement of the Field

7 Leave a comment on paragraph 7 0 FAIC promotes advancement of expert knowledge of the materials and technologies of material culture and mastery of the strategies necessary for their conservation and preservation. We promote the understanding of the values and contexts of cultural heritage and stress informed decision-making in conservation. We are dedicated to service in the field, research, sharing knowledge, and continued education.

Advancement of the Field [revision suggested by DHN]

8 Leave a comment on paragraph 8 0 FAIC promotes advancement of expert knowledge and skills centered on the examination, documentation, analysis, treatment, and preventive care of cultural heritage. We promote understanding of the values and contexts of cultural heritage and stress informed and shared decision-making.

Partnership and Community Engagement [addition suggested by DHN]

9 Leave a comment on paragraph 9 0 FAIC creates and sustains private and public partnerships that enrich and advance the preservation of cultural heritage.

Building Operational Strength and Sustainability

10 Leave a comment on paragraph 10 1 FAIC embraces sustained, strategic management of our organization, reflecting our responsibilities to conservators, allied professions, partners, the public, and our cultural heritage preservation mission.  FAIC supports and enhances the goals of AIC, and in turn builds on the achievements of AIC and its members.


Situation Analysis

11 Leave a comment on paragraph 11 0 The following observations, trends, developments, and indicators are drawn from strategic planning discussions based on the AIC and FAIC boards’ experiences and interactions with allied professionals and members, as well as recent events and activities. They serve to describe key considerations that are likely to influence FAIC’s direction and success over the next three years.

The Economy and Support for Conservation

12 Leave a comment on paragraph 12 0 •  Political and economic realities indicate decreased support for funding the arts and culture in future years. This along with the uncertain economic environment will continue to adversely affect conservation practice in all settings.

13 Leave a comment on paragraph 13 0 •  Growing numbers of conservators and collection care professionals and shifting opportunities or priorities in institutions have led to more conservators entering private practice, thus more training in business, administrative, and marketing skills will be needed.

14 Leave a comment on paragraph 14 1 •  A limited universe of private foundations support conservation education, research, and practice, and they will continue to adjust their priorities and giving patterns based upon their individual areas of interest.

Need and Demand for Conservation Services

15 Leave a comment on paragraph 15 0 •  The need and demand for conservation services will continue to outstrip financial resources available to support the delivery of these services.

16 Leave a comment on paragraph 16 0 •  The growing and changing impact of emerging technologies and expectations for instant access to information will continue be an important consideration for conservators, their clients, the institutions they serve, and the public-at-large.

17 Leave a comment on paragraph 17 0 •  University-based degree-granting programs in conservation continue to be in demand and are responsive to emerging disciplines.

18 Leave a comment on paragraph 18 0 •  Additional education and training are needed for collection care professionals.

Awareness

19 Leave a comment on paragraph 19 0 •  Awareness and appreciation of conservation, and its role in keeping collections accessible as core resources, is lacking among many leaders of art, science, and humanities institutions.

20 Leave a comment on paragraph 20 0 •  A perception by the general public that conservation practice is limited to major art museums is only beginning to change.

21 Leave a comment on paragraph 21 0 •  Public awareness of conservation is gradually expanding, in part due to increasingly informed coverage by the press and a greater use of technology and social media showing conservation activities in labs, public spaces, and archaeological sites.

22 Leave a comment on paragraph 22 0 •  Major international and national political and military conflicts that have destroyed, and even specifically targeted, cultural heritage are increasing awareness of the fragility of cultural heritage and the need for protection and preservation.

23 Leave a comment on paragraph 23 0 •  Natural disasters occurring with more intensity and frequency are affecting personal and private collections as well as public collections and are increasing public awareness of cultural heritage emergency response efforts.

Internal Factors

24 Leave a comment on paragraph 24 0 •  Conservators in many specialty areas characterize the profession as having made many advances (principally as the result of the application of new and emerging technologies), but also claim that the profession suffers from a sense of disparity between institutional and private conservators.

25 Leave a comment on paragraph 25 0 •  The conservation profession lacks the diversity mandatory to ensure multiple cultural perspectives and inclusive decision-making.

26 Leave a comment on paragraph 26 0 •  Conservation departments are contributing actively to public outreach and audience development without a commensurate increase in staff levels, while opportunities to advance research and scholarship are minimized.

27 Leave a comment on paragraph 27 0 •  There is a recognized need among conservators for a cross-disciplinary approach and recognition of the importance of expanding relationships with allied professionals.

28 Leave a comment on paragraph 28 0 •  An awareness of the community-based and interdisciplinary nature of conservation today is increasing, along with the need to have buy-in from many different stakeholders.

29 Leave a comment on paragraph 29 0 •  Climate change and concern over the loss of both national and cultural heritage highlights the need for collaborations with environmental conservation.

30 Leave a comment on paragraph 30 0 •  While the Foundation has operated for more than forty years, its operations, purposes, and priorities are not particularly well understood in the conservation community, even within the ranks of AIC.

31 Leave a comment on paragraph 31 0 Next section: Goals & Strategies >>

Page 3

Source: http://resources.conservation-us.org/comment/2019-2021-faic-strategic-plan/