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STRATEGIJA2.6 6/18/03 5:12 PM Page 184 systematization of strategic goals and instruments This draft strategy of the cultural development of Croatia is not the product of scenario type predictions. It is rather of the stimulating envisioning of the long term objectives of further development with a variety of proposed tasks or instruments for their attainment. By conceiving culture both as a goal and as a means of national development, proposing changes in the sub systems of cultural policy and in various cultural fields the arts and cultural industries, cultural heritage and Croatia s internal and international cultural rela tions efforts are being exerted to encourage a new way of operating in culture and of treating culture in other sectors. The proposed changes in the policy of the Ministry of Culture and in the manner of man aging cultural institutions and professional associations from legal and financial ones to those pertaining to art education and pace of privatization in culture are not as radi cal or irreversible as is the objective of the changes. Proposals for the great majority of the changes are conceived as instruments for encouraging and gradually introducing a new spirit in culture, with periodical evaluation and, if required, revision of their real effects. The formally new way of making decision, by the newly established cultural councils, or combined financing, through donation or sponsorships, can produce new developmental effects only if the newly offered plans and programs of cultural activity in the fields of creativity, production and relationship toward the cultural and broader public, relation to other cultures, to development in other sectors, etc. substantially differ from the previous ones. The manner in which a policy, institution or organization is led or main tained should be the means that promotes the development of its purposeful operation, and not vice versa. The assumption, in the process, is not the stereotypical conviction that state or private, beaurocratic or expert, centralized, polycentric or else the autonomous manage ment of culture is in itself good or bad. All the assertions on the best or worst way of man aging culture are subject to practical verification that does not take too long. After a year or two, signals from the field , if they are studied carefully and responsibly, show the effects of the changes. In principle, state management of cultural institutions may, but does not have to, stimulate their more efficient operation. Leaving these tasks to expert bodies or private foundations likewise may, but does not have to be a more rational way of man aging cultural institutions. All this may be true only in practice and precisely because of that there is such a variety of cultural policy forms throughout the world. For these rea sons, all formal and institutional changes, including those suggested here, seek to footer Copyright 2006, Gamahosting.net. Sva prava zadrzana. web hosting hrvatska
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STRATEGIJA2.6 6/18/03 5:12 PM Page 135 cilj i instrumenti promjena: neupitni to, upitni kako Ovaj nacrt strategije kulturnog razvitka Hrvatske nije plod scenaristiEkog predvi anja nego poticajnog zami ljanja dugoroEnih ciljeva kulturnog razvitka uz prijedlog mno tva zadataka ili instrumenata namijenjenih postizanju ciljeva. Dr anjem kulture kao cilja i kao sredstva nacionalnog razvitka, prijedlozima promjena u podsustavima kulturne poli tike i razliEitim podruEjima kulture umjetnosti i kulturnih industrija, kulturne ba tine te unutarnjih i me unarodnih kulturnih odnosa Hrvatske htjeli smo potaknuti nov naEin djelovanja u kulturi i odno enja prema kulturi drugih sektora. Promjene koje predla emo u politici Ministarstva kulture i naEinu vo enja kulturnih ustanova i struEnih udru enja od pravnih i financijskih do umjetniEkog obrazovanja i ritma privatizacije u kulturi nisu toliko radikalne ni nepovratne, koliko je to cilj prom jena. Prijedlozi za veEinu promjena shvaEeni su kao instrumenti kojima se potiEe i pos tupno uvodi nov duh kulture, a njihov se stvarni uEinak mora periodiEno ocjenjivati i po potrebi revidirati. Formalno nov naEin odluEivanja, kao to su vijeEa za kulturu, ili kom binirani naEini financiranja, poput donatorskih ili sponzorskih, mo e proizvesti nove razvojne uEinke samo ako se novoponu eni planovi i programi kulturnog djelovanja u podruEjima stvarala tva, proizvodnje i odnosa prema kulturnoj i iroj javnosti, odnosa prema drugim kulturama, odnosa prema razvitku u drugim sektorima, itd. bitno raz likuju od dotada njih. NaEin odr avanja ili vo enja politike, institucije ili organizacije mora biti sredstvo koje potiEe razvitak njezina svrhovitog djelovanja, a ne obratno. Nismo se pritom povodili za stereotipnim shvaEanjima da je dr avno ili privatno, biro kratsko ili ekspertno, centralizirano, policentriEno ili pak samoupravno vo enje kulture samo po sebi dobro ili lo e. Sve istine o najboljem ili najgorem naEinu upravljanja kul turom podlije u provjeri u praksi, a takva provjera ne traje dugo. VeE nakon godinu ili dvije signali s terena , ako se ozbiljno i pa ljivo razmotre, pokazat Ee to su promjene donijele. NaEelno, dr avno upravljanje kulturnim ustanovama mo e i ne mora potaknuti njihov rad. Prepu tanje te zadaEe struEnim tijelima ili privatnim zakladama tako er mo e i ne mora biti naEin racionalnijeg upravljanja kulturnim ustanovama. Sve su to praktiEne istine. Zato i postoji toliko razliEitih oblika kulturnih politika u svijetu. Stoga smo sve formalno institucionalne promjene, i one koje ovdje predla emo, stavili u funkciju novih razvojnih izvedaba u kulturi. Ukoliko nova institucionalna pravila igre ne budu poticajna za novi, kulturno odr iv razvitak, nego postanu paravanom za provlaEen je starih interesa i obiEaja, trebat Ee ih ponovno mijenjati. A to znaEi formulirati nizove footer Copyright 2006, Gamahosting.net. Sva prava zadrzana. web hosting hrvatska