Strategic Plan

2022-2028© 2022 The International Council of Museums (ICOM)
1This Plan is about change – the changes that museums arefacing, and the changes that will equip ICOM to support its
network in the future.

ABOUT ICOM
Established in 1946, the International Council of Museums(ICOM) is an independent, non-governmental museum
membership association with a global remit.

118 National Committees,
6 Regional Alliances,
32 International Committees and
22 Affiliated Organisations.

OUR VISION

By 2028,
we will be a moretransparent, agile, collaborativeand democratic organisation,
supporting our network
to meet the demands of a
rapidly changing world.
OUR MISSION
We connect and represent museum professionals across the world
and provide a network for sharing knowledge and practice.
We advocate at an international level for the vital role thatmuseums play in supporting peaceful, healthy and sustainablecommunities.
2

Change!

As an international body, ICOM currently has
44 686 individual members in 138 countries who
participate through:This Plan is about

What is this Plan about ?

OUR COMMITMENT
We are committed to supporting our members in the
stewardship of museums, in the custodianship of collections
and in the service of heritage and the public.
We face contemporary challenges together.
We work for the protection of cultural and natural heritage.
We foster diversity, inclusion and equity.
We address decolonisation and climate change and work forthe sustainability of our sector in a post-Covid world.

OUR VALUES
We areinternationalin outlook.
We areprofessionalin focus.
We arecollaborativein practice.
OUR PRIORITIESICOM strengthens its position as the global voice for theinternational museum community.
ICOM implements best practice in governance andmanagement.
ICOM leads a global museum network engaging
with change.
3

IMPLEMENTING THE PLAN
This Plan has evolved from a detailed consultative process. Each part of the Association has been
involved in its development and every part will have a role to play in its implementation.
After adoption by the General Assembly during the ICOM Triennial Conference in Prague(August 2022), the Strategic Planning Committee will work with the International and National
Committees, Regional Alliances, Standing Committees, Working Groups, the Secretariat and the
Executive Board to develop specific implementation plans based on a selection of those objectives
most relevant to the work which they do.
In a spirit of collaboration and resource sharing, this Plan will encourage National Committees,
International Committees, Regional Alliances and partners to work with the Secretariat and the
Executive Board to fulfil specific strategic objectives.

3 focus areas

THE STRUCTURE OF THE PLAN

ICOM

is theglobal voice
for the museum
community

implements
best practice ingovernance andmanagement

STRATEGY 1

STRATEGY 1

globalpositioning

10 strategic objectives

ICOM

ICOM

supports a
global museum
network dealing
with change

STRATEGY 1

governancesustainablefunding

STRATEGY 2

STRATEGY 2

financialprinciples

climate change

STRATEGY 3

STRATEGY 3

communication

digital futures

STRATEGY 4

STRATEGY 4

diversity

leadership

STRATEGY 5

decolonisation

Global positioning
WHAT WE WANT TO ACHIEVEICOM is recognized as the trusted, objective voice for the global museum sector.

WHY THIS IS IMPORTANT

ICOM offers an international perspective from which to communicate the role of museums to the public
and to promote a deeper understanding of their contribution to societies.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM promotes museums
in international forums
and leads the sector in
addressing issues of global
significance to museums.

BRANDING

Communications
Department and the
Executive Board

Membership increases
especially among young
adults.

Heritage Protection
Relevant partners

Increased number of
initiatives that address
museum security and risk
management training arereported.

Executive Board andDirector General, relevant
partners

ICOM is a visible presence
on UN Committees/
Existing partnerships arereviewed and the results
reported/New partners are
identified.

Build on the 2014
branding study to position
ICOM on the basis of its
values, its professional
benefits and its impact inareas of significance to themuseum sector.

CAMPAIGNS
Build on ICOM’s role
as a leader in Heritage
Protection by increasing
its engagement withintergovernmental andnon-governmental bodies
to raise awareness forenhanced museum security
and emergency response
planning to deal withincreasing military conflictand environmental events.

PARTNERSHIPS
AND ALLIANCES
Reactivate ICOM’s
participation in UN
Committees..
Review existing
partnerships to ensure they
are current ,relevant andimpactful.
Identify relevant likeminded organisations
with which to form newpartnerships or influential
networks.

5

I C O M S T R E N G T H E N S I T S P O S I T I O N A S T H E G L O B A L V O I C E F O R T H E I N T E R N AT I O N A L M U S E U M C O M M U N I T Y

FOCUS AREA 1

Governance
WHAT WE WANT TO ACHIEVEBest practice standards in governance and management.

WHY THIS IS IMPORTANT

To build membership confidence in ICOM’s elected bodies and the decisions they take and to implement ICOM’s
2019 Resolution on Sustainability in relation to Sustainable Goal 16 (Peace, Justice and Strong Institutions).

What will this look like

How will we get there

Implementation

Monitoring progress

ICOM builds membershipconfidence and trust
through implementing therecommendations of the2022 External Governance
Review.

ESTABLISH a Working
Group on Governance
Reform (WGGR) as
recommended by theExternal Review.

Executive Board, Advisory
CouncilWorking Groupestablished.

DEVELOP A Governance
Reform action plan.

Working Group on
Action Plan endorsed.
Governance Reform (WGGR) Progress reported.

CLARIFY the roles andrelationships between (a)President and DirectorGeneral (b) President,
Director General andExecutive Board (c) the
Executive Board, Committees
and Working Groups (d) the
mandates, time commitment
and skills required toparticipate on Standing
Committees, Working Groups
and the Executive Board.

Executive Board, DirectorGeneral, Advisory Council
spokespeople, WGGR

Roles and responsibilities
clarified and changes
to Statutes & Rules
recommended.

DEVELOP transparent
processes for appointing
the Director-General and
ESTABLISH effective
annual review processes.

Executive Board, Legal
Department

Procedures approved by
the Executive Board.

REVISE Statutes andInternal Rules in line withgovernance reform.

Working Group on
Statutes and Rules, Legal
Department

Changes to Statutes andRules adopted by theGeneral Assembly in
Dubai 2025

IMPLEMENT theStrategic Plan across the
Association by working
with Committees, Working
Groups, Regional Alliances,
the Secretariat andExecutive Board to develop
implementation plans.

Strategic Plan Committee,
Executive Board,
Secretariat, Committees
and Working Groups

Workplans developed.
Annual reports identify
progress against theStrategic Plan

MONITOR the progress
and implementation of theStrategic Plan after 3 years.

Strategic Plan
Committee, Executive
Board, Secretariat

Strategic Plan is re-assessedin 2025.

ICOM achieves
Association unity
through implementing
the Strategic Plan.

6

ICOM IMPLEMENTS BEST PRACTICE IN GOVERNANCE AND MANAGEMENT

FOCUS AREA 2

Financial principles
WHAT WE WANT TO ACHIEVE

Financial transparency, fiscal clarity and strategic use of resources ensure
the sustainability of the Association.

WHY THIS IS IMPORTANT

Members feel confident that funds are used effectively and efficiently in the best interestsof the Association.
What will this look like

How will we get there

Implementation

Monitoring progress

Financialtransparency and clarity
increase trust andconfidence across themembership.

CONSULT the Advisory
Council in the developmentof the annual budget
and provide sufficient
background information
to build confidence andunderstanding in theprocess.

Executive Board Treasurer,
FIREC, Advisory Council

The draft budget ispresented annually to the
AC November meeting

DEVELOP a transparent
risk assessment procedure
to evaluate the issues
associated with major
project expenditure.

Executive Board, FIREC,
Treasurer, Secretariat

Risk assessment processadopted and implemented.

COLLABORATE withMembership, Finance
National Committees
Department, Nationalto ensure that fees andCommittees
member details are received
in a timely manner to allow
for budget management.

More timely receipt of feesand members’ details.

IMPLEMENT a system
to monitor the impact
of ICOM’s growth anddevelopment against
available resources toensure adequate provision,
informed selection ofactivities and reasonable
expectations.

System is developed andimplemented.

President, DirectorGeneral, Treasurer, FIREC

On-going monitoring ofresources vis-a-vis growth
is monitored and reported.

7

ICOM IMPLEMENTS BEST PRACTICE IN GOVERNANCE AND MANAGEMENT

FOCUS AREA 2

Communication
WHAT WE WANT TO ACHIEVE

ICOM’s membership are confident that they are well informed about and canengage with ICOM’s activities and decisions.

WHY THIS IS IMPORTANT

Transparent, accessible communication is key to the effective functioning of the Association.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM is confident that its
internal communications
are impactful.

CONDUCT an internal
audit of communication
channels within the
Secretariat.

Communications andHeads of Department

Audit completed andreported to the Executive
Board.

APPOINT an InternalCommunications Coordinator to (a) liaise with
the National Committeesand (b) work with all
Committees to develop an
Internal Communication
Plan which provides
an accessible flow of
information in two
directions.

Internal
Communications
Co-Ordinator, NCs, ICs,
RAs, SCs and WGS

Plan adopted andimplemented.

ESTABLISH regular open
forums for the President
and Director General
to answer questions on
specific topics raised by
the membership andcommittees.

Internal
Communications
Co-Ordinator, President,
Director General

Open forums conducted.
Fewer questions about lackof information.

CONTINUE to build thewebsite Member Space,to ensure that criticalinstitutional memory
remains accessible as
leadership changes within
ICOM.

Communications
Department

More page views; longer
dwell time; fewer requests
for existing information

ENGAGE the NCs andICs to identify areas fordatabase improvement.

Membership Department,
National and International
Committees

Database fully functional by2024. Committees report
improved communication
with their members.

8

ICOM IMPLEMENTS BEST PRACTICE IN GOVERNANCE AND MANAGEMENT

FOCUS AREA 2

Diversity
WHAT WE WANT TO ACHIEVE

ICOM’s global diversity is represented across all components of the Association.

WHY THIS IS IMPORTANT

Museums serve diverse publics. In accordance with UN Sustainable Development Goal 10 (to reduce
inequality within and among countries) ICOM and the museums it represents must reflect and serve
diversity in governance, operations and engagement.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM actively seeks greater
diversity in the Executive
Board, Secretariat,
Committees and Working
Groups.

DEVELOP a policythat supports diversity
in the membership ofthe Executive Board,
Committees, Working
Groups and the Secretariat.

Executive Board, DirectorGeneral, ETHCOM

Increased global diversity
in membership of EB,
Standing Committee, WG
and Secretariat.

ICOM seeks to diversify its
membership.

SUPPORT National
Committees inunderrepresented
regions to increase theirmembership.

Membership Department,
National Committees

Increased membershipfrom the global south.

ICOM supports its
network to implement
policies and practices
which promote internal
diversity and social
inclusion.

EXPLORE the feasibility
Membership Department
of developing a 5th categoryof membership for poorest
countries.

Feasibility study reported
and decision taken.

SUPPORT museums
through capacity
building programs
that develop inclusive
practices for diversity
and social inclusion
across governance, staff,
programming and audienceengagement.

Capacity Building
Department

Attendance at capacity
building programs andfeedback from attendees.

CUSTOMISE capacity
building programs toreflect regional realities.

Capacity Building
Department

Feedback from Regional
Alliances, National
Committees.

9

ICOM IMPLEMENTS BEST PRACTICE IN GOVERNANCE AND MANAGEMENT

FOCUS AREA 2

Sustainable funding
WHAT WE WANT TO ACHIEVE

The value of museums to society is recognized through sustainable government investment.

WHY THIS IS IMPORTANT

Museums are active contributors to the social cohesion of communities, the well- being of individuals andan informed and active citizenry. Adequate levels of public funding are necessary for them to sustain anddevelop this role.
What will this look like

How will we get there

ICOM makes the case forsustainable government
funding for museums.

DEVELOP an international Executive Board,
campaign for sustainable
Communications,public investment in
National Committees
museums throughpromoting the value andsocial contribution of
museums to societies.

The campaign is usedby NCs to advocate withgovernments at a national
level.

RESEARCH global
patterns of public funding
for museums, identify
impacts and examine
emerging business models.

Executive Board andother relevant partners

Research findings received
by Dec 2023.

SUPPORT the advocacy
work of National
Committees to makethe case for sustainable
government funding
through publishing the
Advocacy Training Manualand providing associatedtraining.

Executive Board,
Director-General,
Communications,
Capacity Building,relevant Committees

Advocacy Manual ispublished. Training for
National Committees isdeveloped and provided.
NCs report impact
on public funding formuseums.

BUILD capacity throughprogrammes that facilitate
the sharing of information
on sustainable businessmodels.

Capacity Building
Department

Capacity building
programmes on advocacy
and business models are
established.

Museums confidently
advocate for sustainable
government funding
at a national level andare aware of emerging
business models.

Implementation

10

Monitoring progress

ICOM LEADS A GLOBAL MUSEUM NETWORK ENGAGING WITH CHANGE

FOCUS AREA 3

Climate Change
WHAT WE WANT TO ACHIEVEICOM fulfils its commitment to the 2030 Agenda and the Sustainable Development Goals (SDGs)
with specific reference to Goal 13 (Climate Action).

WHY THIS IS IMPORTANT

Museums are recognised as trusted sources of knowledge and valuable resources for engaging
communities to imagine and create sustainable futures for our planet (ICOM’s Resolution on
Sustainability, Kyoto 2019).

What will this look like

How will we get there

Implementation

Monitoring progress

ICOM works proactively
to address the role thatmuseums can play intackling climate change.

DEVELOP AND
IMPLEMENT a 2030
Action Plan to fulfil
ICOM’S commitment to
the 2030 Agenda and theSustainable Development
Goals (SDGs).

Working Group on
Sustainability, Museums
and Society Department

Action Plan is produced,
adopted and actioned.

ADOPT a policy: that willsee ICOM become a carbon
neutral organisation by
2028.

Executive Board,
Secretariat

Policy is established,adopted and actioned.

ICOM supports museums
to implement policies andprograms which address
climate change.

DEVELOP and
Capacity Building
IMPLEMENT capacity
Department, Museums andbuilding programs forSociety Department
museums to address
climate change in theiroperations (to becomecarbon neutral by 2028), in
public engagement and in
advocacy with stakeholders.

Programs launched andpromoted.

PUBLISH a special issueof Museum Internationalon climate change andsustainability.

Edition published.

Publications Department

11

ICOM LEADS A GLOBAL MUSEUM NETWORK ENGAGING WITH CHANGE

FOCUS AREA 3

Digital futures
WHAT WE WANT TO ACHIEVE

A forward-thinking museum sector that can use digital to connect in new ways with their communities,
better manage their collections, and provide unprecedented access to the publics they serve.

WHY THIS IS IMPORTANT

Digital is changing. ICOM needs to support the museum sector to embrace the next generation of digitaltechnology.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM models digital bestpractice in its operations.

CREATE an Expert
Advisory Group to keep
ICOM abreast of new
developments in the digitalfield to address.

Executive Board, external
experts

Expert Group reports to EB
and Secretariat on a regularbasis.

MODEL best practice byusing digital in innovative
ways to communicate withand engage the ICOM
network.

Communications
Department

Digital enhances
communication across the
network.

EXPLORE the feasibilityof a digital ICOM
membership card.

Membership Department

Report on feasibility by
Dubai 2025.

ACTIVATE the network
to share solutions andbest practice examples ofusing digital customised toregional realities.

Capacity Building
Department, National andInternational Committees

Digital, capacity building
programs reflect regional
differences.

COMMISSION new waysof employing digital using
a program of webinars,
workshops and podcasts.

Capacity Building
Department, National andInternational Committees

New ways of using digitalare tested and trialled.

Museums confidently
plan for and participate
in a digital future.

12

ICOM LEADS A GLOBAL MUSEUM NETWORK ENGAGING WITH CHANGE

FOCUS AREA 3

Leadership
WHAT WE WANT TO ACHIEVE

A leadership culture which is inspired, innovative and progressive in the face of change.

WHY THIS IS IMPORTANT

Effective leadership is a key factor in the health of the Association and the sustainability ofthe museum sector.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM recognises theimportance of effective
leadership. It works toenhance the leadership of
the Association.

DEVELOP and implement
an orientation programfor new Executive Board
members covering
International corporate
governance, ICOM
structure, roles andresponsibilities.

Executive Board

Orientation program
developed andimplemented.

REVIEW the Executive
Board Code of Conduct atthe beginning of each new
Executive Board term.

Executive Board

Code of Conduct reviewed.

ICOM supports capacity
building for emerging andexisting leaders.

ESTABLISH an Executive Executive Board,
Board Communication Plan. Internal Communications
Co-ordinator

Executive Board
Communication Planproduced.

SUPPORT current
museum leaders to
implement the Sustainable
Development Goals
and the 2015 UNESCO
Recommendation througha professional development
program.

Working Group on
Sustainability, Capacity
Building, Museums andSocietyWebinars developed,
promoted and attended.

PROMOTE the Advocacy
Manual and Training toleaders throughout the
network.

Communications andCapacity Building

Feedback from museum
leaders.

CONDUCT a 2nd study ofmuseum leaders to acquirea longitudinal picture of
global leadership trends

Relevant International
Committees

2nd global study of museum
leadership conducted andpublished.

13

ICOM LEADS A GLOBAL MUSEUM NETWORK ENGAGING WITH CHANGE

FOCUS AREA 3

Decolonisation
WHAT WE WANT TO ACHIEVEICOM leads a global forum to clarify the issues and identify best practiceon decolonising museums.
WHY THIS IS IMPORTANT
ICOM recognises the role that museums have played in the colonising process and actively
upholds international normative instruments, including the 2015 Recommendation on
Museums, the 2001 Declaration on Cultural Diversity and the UN Declaration on the
Rights of Indigenous Peoples.
What will this look like

How will we get there

Implementation

Monitoring progress

ICOM proactively
addresses decolonisationand the role that museums
have played in thecolonising process.

ADOPT a policy on
decolonisation thathighlights the ethicalissues underlying thedecolonisation process
and ESTABLISH
an action plan.

Executive Board, Museums
and Society

Policy developed
and adopted. Action
Plan developed andimplemented.

CREATE an Expert Groupon Decolonisation to advise
on policy, practice andprogram development.

Executive Board, External
experts

Expert group is establishedand reports to Executive
Board and Secretariat on aregular basis.

LEAD a global
conversation to clarify
what is encompassed
within the concept andpractice of Decolonisationin museums.

Museum & Society,Executive Board, Expert
Group, Heritage Protection

Decolonisation is the subjectof a program of events andtraining

UPDATE the Code of
Ethics to reflect ICOM’s
policy on Decolonisation.

Executive Board,
ETHCOM

Amended Code of Ethics
adopted in Dubai 2025

ESTABLISH a series ofopen forums to discuss
museums, decolonisationand solutions to the legacy
of colonialism.

Capacity Building,Museums and SocietyOpen forums held.

PUBLISH an issue ofMuseum International
dedicated to museums anddecolonisation

Publications Department

Edition published.

ICOM supports
museums to engage with
communities and findsolutions to the legacy ofcolonialism.

14

ICOM LEADS A GLOBAL MUSEUM NETWORK ENGAGING WITH CHANGE

FOCUS AREA 3

STRATEGIC PLAN COMMITTEE 2020-2022

CHAIR
Ole WINTHER (Denmark)
MEMBERSAni AVAGYAN (Armenia)
John BARNES (UK)
Ech-Cherki DAHMALI (Morocco)
Robin HIRST (Australia)
Jane LEGGET (New Zealand)
Claudia PORTO (Brazil)
Luis RAPOSO (Portugal)
Antonio RODRIGUEZ (USA)Joana SOUSA MONTEIRO (Portugal).

EXECUTIVE BOARD
REPRESENTATIVES
Laishun AN (China)
Carol SCOTT (UK)SECRETARIAT
Francesca POLLICINISURVEY WORKINGGROUP
Robin HIRSTJane LEGGET
Antonio RODRIGUEZ
Carol SCOTT
Ole WINTHERCOMMUNICATIONSWORKING GROUPJohn BARNES (Convenor)
Ani AVAGYANClaudia PORTO
Alexandra FERNANDEZFrancesca POLLICINIGLOSSARY

STANDING COMMITTEESDRMC /Disaster Risk Management Committee
ETHCOM /Ethics Committee
FIREC /Finance and Resources Committee
ICOM Define /Museum Definition
LEAC /Legal Affairs Committee
SAREC /Strategic Allocation Review Committee
SPC /Strategic Plan Committee
WORKING GROUPSNCWG /Working Group National Committees
WGSR /Working Group Statutes and Rules
WGS /Working Group Sustainability
ICWG /Working Group International Committees
REGIONAL ALLIANCESICOM ARAB /Arab countries
ICOM ASPAC /Asia-Pacific countries
ICOM EUROPE /Europe countries
ICOM LAC /Latin America & Caribbean countries
ICOM NORD /Northern European countries
ICOM SEE /South-East Europe countries
CIMAO /West Africa countries
PARTNERS
ITC /International Training Centre
ICOM-IMREC /International Museum
Research and Education Centre

INTERNATIONAL COMMITTEESCOSTUME/ Museums and Collections of Costume, Fashion and Textiles
ICAMT/Architecture and Museum Techniques
AVICOM /Audiovisual, New Technologies and Social MediaCOMCOL /Collecting
ICOM-CC /Conservation
CIDOC /Documentation
CECA-Education and Cultural Action
CIPEG-Museums and Collections of Egyptology
ICEE /Exhibition Exchange
DEMHIST /Historic House Museums
ICLCM /Literary and Composers’ Museums
ICFA /Museums and Collections of Fine Arts
GLASS /Museums and Collections of GlassNATHIST /Museums and Collections of Natural History
CAMOC /Collections and Activities of Museums of Cities
ICEthics /Ethical Dilemmas
MPR /Marketing and Public Relations
ICMEMO /Memorial Museums in Remembrance of the Victims of Public
CrimesICOMON /Money and Banking Museums
ICOFOM /Museology
INTERCOM /Museum Management
ICMS /Museum Security
ICMAH /Museums and Collections of Archaeology and History
ICOMAM /Museums and Collections of Arms and Military History
ICDAD /Museums and Collections of Decorative Arts and Design
ICME /Museums and Collections of Ethnography
CIMCIM /Museums and Collections of Instruments and Music
CIMUSET /Museums and Collections of Science and Technology
ICR /Regional Museums
ICTOP /Training of Personnel
UMAC /University Museums and Collections
DRMC (IC) /Disaster Resilient Museums

15

Strategic Plan

2022-2028
OUR MISSIONOUR VISION

We connect and represent
museum professionals
across the world & provide
a network for sharing
knowledge and practice. We
advocate at an international
level for the vital rolethat museums play insupporting peaceful,healthy and sustainablecommunities.

By 2028 ICOM will be a
be a more transparent,
agile, collaborative anddemocratic organisation,
supporting our network tomeet demands of a rapidlychanging world.
OUR COMMITMENT

We support our members inthe stewardship of museums,in the custodianship ofcollections and in the serviceof heritage and the public.
We face challenges together,
fostering diversity,
inclusion and equity andaddressing decolonisation,
climate change andsustainability.

OUR PRIORITIESOUR VALUESICOM strengthens its
position as the global voice
for the museum community
ICOM implements bestpractice in governance andmanagement
ICOM leads a global
museum network engaging
with change

We areWe areWe arein outlook

in focusin practiceinternational

professional

collaborative

FOCUS AREAS

The global voice
for museums

Best practice ingovernance andmanagement

IMPLEMENTATION

Leading a global
museum network
engaging withchangeThis is your Plan (https://agora.icom.museum/). After adoption at the General Assembly, reachout to the Strategic Plan Committee (ole@kum.dk). They will work with you to develop your own
implementation Plan based on a selection of the strategies most relevant to the work you do.
© 2022 The International Council of Museums (ICOM)ICOM STRATEGIC PLAN
2022-28
Principles
Consultation: involving the ICOM membership, Committees,
Regional Alliances, Secretariat and Executive Board in thedevelopment of the plan.
Ownership: the Strategic Plan must be 'owned' andimplemented across the ICOM community.

Process - what the SPC has done
2021

STAGE 1
CONSULTATION WITH CHAIRS OF
RAS, SPOKESPEOPLE FOR NCS AND
ICS, COMMITTEE AND WORKINGGROUP CHAIRS, EB AND
SECRETARIAT

Responses guide survey
development.​​

STAGE 2SURVEY SENT TO ICOM MEMBERSHIP(AUGUST-SEPTEMBER 2021)

1628 responses​​ eport to Advisory Council
R
November 2021​
Report to EB December 2021

2022

STAGE 3STAGE 4

RESULTS OF MEMBERSHIP SURVEY
GUIDE DRAFT OF STRATEGIC PLAN.

RESPONSES TO DRAFTSTRATEGIC PLAN ANALYSED.

Draft plan sent to Chairs of Committees,
Working Groups and Regional Alliances,
Secretariat and Executive Board for comment.​​
Interviews with Director- General andSecretariat Heads of Departments. ​​Meetings with EB.

Revised plan goes to EB for approvalat June meetings.​
Approved plan goes to General Assemblyin Prague for adoption.

Contact: Ole Winther/ Chair Strategic Planning Committee/ ole@kum.dk

< Product - a vision for change >By 2028, ICOM will be a more transparent, agile, collaborativeand democratic organisation, supporting our network as it
faces the demands of a rapidly changing world.

The global
voice for themuseumcommunity

GovernanceCommunication
Financial Principles
Diversity

Supporting a
Network
Dealing with
ChangeGlobal Positioning

Best practicein governanceandmanagement

Sustainable Funding​
Climate Change
Digital Futures
Leadership
Decolonisation

Contact: Ole Winther/ Chair Strategic Planning Committee/ ole@kum.dk

What people said about the plan

Great in the sense that ‘itdoes not look like a copy andpaste from the past’. Really a
new one. Ambitious looking
towards the future. ​​Making the SP a guide for theCommittees as well; Usefulthat partners outside Sec
and EB are identified. ​​Very focused – an
improvement on the lastplan; More workable fromthe perspective of theSecretariat; General previous
plan less easy to develop
workable objectives from

Broad, three focus areas areuseful…Overall address the
topics that are important to themembership. Useful instrument
to get feedback from themembership about what is
important and the overall
direction of the Association
More specific, concrete andclear. Current challenges aretaken into account.

The main focus areas havebeen well defined and how
they will be achieved andmeasured.
The values are very wellphrasedIt is clear and wellstructured. The process has
been inclusive. The output isprofessional.

ICOM will commit totransparent governance andstrategic management. It
addresses current issues
such as inclusion, diversity
and climate change.

Provides a clear path for the
next years​
It Is written briefly, clearlyand precisely. The goals,
responsibilities etc. are wellclarified​
The plan is clear and concise
and addresses many of theissues brought forward bymembership.
​

Contact: Ole Winther/ Chair Strategic Planning Committee/ ole@kum.dk

Next steps
01
ICOM Triennial
When we meet in Prague at the ICOM Triennial
Conference in August 2022, the General Assembly will be asked toadopt the new Strategic Plan and set the directions for the
Association until 2028.

02Your role
This is your plan. Upon adoption by the General Assembly
during the ICOM Triennial in Prague (August 2022), the Strategic
Planning Committee will work with the International and National
Committees, Regional Alliances, Standing Committees and Working
Groups to develop implementation plans based on a selection of
those strategies which are most relevant to the work you do.

03

ICOM’s role
Strategic plans are always important but this is a
momentous time as museums progressively reopen post-Covid,
count the cost of closures during the pandemic and reimagine thefuture in a changing world. Leading the global museum community
through this period of transition is ICOM’s role and we have an
opportunity to plan how the Association can best fulfill this role in
the next decade.

Contact: Ole Winther/ Chair Strategic Planning Committee/ ole@kum.dk