Ethics and sustainability: quale futuro per i nostri musei? "L’inverno è attesa e preparazione." Mario Rigoni Stern, "Stagioni"
Questa citazione mi ha molto colpita. Per chi abita in campagna come me e ha a che fare ogni anno con rigidi inverni, sa bene che all'inverno bisogna arrivare preparati. L'inverno a volte arriva quando non te lo aspetti ed è una stagione lunga e difficile da affrontare. Poi un bel giorno, quando credi che durerò per sempre, vedi spuntare il primo fiore che buca la neve e fa capolino annunciando l'arrivo dell'agognata primavera.
Quindi prepararsi bene è fondamentale. Una volta la preparazione all'inverno durava tutta l'estate: come non pensare alla favola della cicala e della formica? Ora sembra invece che nessuno pensi più all'inverno, che nessuno più lo aspetti, che sia sempre molto lontano, quasi non debba mai arrivare. E a questo punto quando arriva davvero sono guai seri.
La metafora calza a pennello se la leggiamo con gli occhi di chi sta vivendo questa crisi mondiale di cui tanto si scrive e si parla. Non è della crisi che voglio parlare, nè di politica. Voglio parlare del contesto from which I am quoting Mario Rigoni Stern
the VI National Conference of museums in Italy organized by ICOM Italy Stelline Foundation in Milan November 15, 2010. assembly of all the museums of Italy Daniele Jalla, newly elected to the ICOM Executive Council, during his presentation of the ICOM Code of Ethics said "
We are on the threshold of winter, but was not cut wood and we do not have the money to buy . This is the meaning of his quote.
At the conference, devoted to "Ethics
and sustainability ", was presented the current situation of Italian museums are far from rosy, looking for useful discussion and sharing of solutions to improve it.
In this regard, the President of ICOM Italy Alberto Garlandini launched four draft reflection and action, as provided for in the sustainable management of the museum.
- The defense of human capital of the museums. A museum of his collections not only lives, but most of the professionalism that make these collections accessible to the public, protected disclosure, competent professionals and volunteers also are committed to transparent management, competent, effective, efficient. Without people, the museum is dead. It has often been said and written that we never, ever dreams of leaving a house painter to do the job of a lawyer or a doctor. So why do we let economists and lawyers to do the work of museologist?
- A strong commitment to concentrate scarce resources on institutions and permanent cultural activities. Inevitable, in the face of scarcity, is a selection. It has already been done, it continues to do, but future prospects are less rosy: it is estimated between 2011 and 2013 an additional heavy burden of the crisis, with cuts of resources to regions and local authorities, with serious cascading effect, the all the more burdened by the close tight constraints of the Stability Pact. The translation? More cuts, fewer resources. That means less work, less personal, less culture. For this Garlandini wanted to avoid ephemeral initiatives and improvised, in favor of concentrating on activities that are capable of concrete and lasting results, which are the only ones to have high public value. Gianfranco Maraniello objection, director of the Museo d'Arte Moderna di Bologna is precisely the ephemeral activities such as exhibitions to finance the core of the MAMBO, the ordinary, the mere opening of the halls to the public. Already here we can see that the situation is more complex than it appears. The rethinking
- management. According Garlandini must overcome the illusion to go it alone, but aim for the maximum cooperation, increase the capacity to act and manage the network as associates. It 's the time for decisions proactive and bold experimentation. Even here, however, the situation is assessed on a case by case basis: especially lawyers warn see the association as the panacea for all ills. The intervention of Carl Barbati explained how participatory management to the test of the facts must confront a highly complex system, with problems of the administrative system as well as intrinsic problems due to the incomplete implementation of the principles of vertical and horizontal subsidiarity. The lack of legislation administrative and clear and binding makes it difficult if not impossible to be fully operational management of the association, also complicated by the special status of cultural heritage. We therefore create the conditions that can be simultaneously operating different systems, with all the problems that entails.
- Subsidiarity. should be favored, according to the proposal Garlandini, voluntary participation and public-private synergy. For this purpose, the rules must be clear and effective controls: meritocracy must prevail and must be enhanced tax benefits.
From the whole day it was found that there are no simple answers to difficult problems. In most cases we are dealing with buffer solutions and compromises to get by day to day, to wonder if tomorrow there will be only the money needed to open to the public.
Managing museums is a difficult and delicate task. What is needed is to build a new sustainable management through the exchange of ideas and best practices, integration, comparison with the decision makers.
It is often communication fails, when it is the basic and fundamental element, essential for the proper functioning of the gears at all levels.
experiences emerged in the afternoon workshops showed what we're all in this together, to confront with difficulties continuity of projects, lack of qualified personnel, temporal constraints, lack of funds, too rigid constraints of bureaucracy and public administration, limits programming, problems of transparency and accountability.
Continuity of powers is a fundamental point, but we are unable to assign duties lasting, causing a dangerous unraveling of
team work. After all, it says everywhere that this is the generation of temporary employment. And here it impossible for the country with the highest artistic and cultural world, of relating
European partners.
Our heritage is the most significant in the world: could be a real added value of our society, resolve differences, promote integration and identity, help to form better citizens. Why can not we have better care? What should we do now? Continue to dab or draw out the weaknesses and try to overcome them? Maybe both. The important thing, in my opinion, is to begin.
Christmas greetings should be made all year, every day is the most beautiful and sincere way of expressing affection for our loved ones, our friends, to love everyone. 
