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


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