22 4 5-25 1 2002 5 1997 1 E-mail: pathuang@mail.tnnua.edu.tw 5
6 2003: 49, 52-53 16 17 6 24 57 2001 2003: 120 2002: 75-76 2003: 63 2006a, 2006b 2003 2003 5 2004: 59 2 2004 1 2004 3 9 2004 2004: 55 1980
1999 1999 2000 2001 2002 agency 2006: 17 2002 2003 2004 2003 2003 2006a, 2006b 2003 2004 2003 2003: 160 2005: 80 2006 2004: 55 2003a, 2003b 2004 2005: 90 2003 2003 2004 2003 2003 2003 2003 2003 2003 2004: 91 1980 van Thiel, 2001 5 quango quasi-autonomous non-govern- 7
mental organization 16 17 20 Engelsman, 2006: 38 1753 Hans Sloane Robert Cotton Robert Harvery Miller, 1973: 48-52 18 19 Miller, 1973: 74 1816 36,000 1963 25 1 15 Royal Society Royal Academy British Academy Society of Antiquarian of London 4 5 British Museum Act, 1963 Miller, 1973: 358 the first corporate museum in the world Wilson, 1989: 13 Department of Culture, Media and Sport DCMS 14 Treasury Meeting 4 5 8
DCMS grant-in-aid Management Statement Financial Memorandum 1988/1989 3 National Audit Office Museums and Galleries Commission 1988 MGC, 1988: 2-3 1759 MGC, 1988: 5 arm, s length principle 1946 Arts Council 1984 Heritage Memorial Fund Civil Service, 2006: i 2 1579 Commissioners of Bankruptcy 1694 Bank of England 1753 Macleavy & Gay, 2005: 8 quango quasi-autonomous nongovernmental organization Leo Pliatsky 1980 NDPB Non- Departmental Public body Pliatzky, 1992: 555 Independent Monitoring Boards 3 2 http://www.civilservice.gov.uk/documents/pdf/public_bodies/publicbodies2006.pd 2008/07/01 3 Leo Pliztaky 1980 Non-Departmental Bodies 1992: 555-556 quango 1992: 555-556 Flynn NDPB quango quango 2002: 24 Pliatzky quango 1988 Pliztaky 9
Macleavy & Gay, 2005: 7 1979 Dunsire, 1995 1988 Robin Ibbs Improving Management in Government: The Next Steps 1988 Vehicle Inspectorate 130 1997 74% Duggett, 1997 4 Pick, 1988; Chartrand, 1989 DCMS 63 47 14 8 Civil Service, 2006: v 1988 14 5 1988 1994 1994 1988 Royal Parks 70% Civil Service, 2003 & 2004 6 4 http://www.civilservice.gov.uk/about/do/evolution/index.asp 2008/07/01 5 National Gallery 1824 National Portrait Gallery Tate 1897 1856 National Gallery Act 1992body corporate Museums and Galleries Act 1992 Wallace Collection 1897 Treasury Meeting1992 6 http://www.civilservice.gov.uk/about/statistics/archive/2003/civil_service.asp 2008/07/01 http://www.civilservice.gov.uk/about/statistics/archive/2004/civil_service.asp 2008/07/01 10
Flinders & Smith, 1998; van Thiel, 2001 DCMS 2003 2004 97% British Council, 2004: 3 7 1 18 1. DCMS 7 http://www.britishcouncil.org/si_november04.doc 2008/03/22 2006-2007 DCMS 95% DCMS, 2007: 6 11
van der Sman, 2001: 9 1980 Wright, 1990 van Dulken, 1997 Engelsman, 1996: 49-50; 2006: 39 1988 Court of Audit MECS, 1994: 9 12 3 Kröeller-Müeller Delta Plan for the Preservation of the Cultural Heritage Talley, 1999 MECS, 1994: 4; Engelsman, 1996: 50 17 Rijksmuseum Amsterdam Rijksmuseum voor Volkenkunde Van Gogh Museum Kröeller-Müeller private legal personality external autonomy MECS, 1994: 13-15 1989 4 Engelsman, 1996: 51 MECS, 1994: 4 1993 12
National Museums and Museum Services Autonomous Status Act 1994 7 1 6 1995 7 1 3 foundation board of trustees MECS, 1994: 18 Rijksmuseum, 2006 MECS, 1994: 18 Engelsman, 2006: 39 4 4 Vollebergh & Laan, 1995: 17 9 NME, 2003: 53; NME, 2004: 51; Engelsman, 2006: 38 30 Engelsman, 2006: 41; MECS, 1994: 20 MECS, 1994: 21; Vollebergh & Laan, 1995: 8 1 National Building Agency ASB Engelsman, 2006: 41; Vollebergh & Laan, 1995: 7 newsletter MECS, 1994: 23 13
Vollebergh & Laan, 2005: 14 3,000 Engelsman, 1996: 52 Flynn, 2002: 25; Pliatzky, 1992:557 hybrid 30 Museo del Prado Paolucci, 2003 1819 1869 Vazquez, 2001 1936 1975 3,500 1993 1994 Las Meninas Holo, 1999: 32-33 1991 1996 5 Bradley, 1996 Museo Nacional Reina Sofia Holo, 1999 1996 1999 Eduardo Serra advisory body 14
semi-autonomous de la Rosa, 2002 8 3 Suffield, 2003 Riding, 2002 2001 Suffield, 2003 2003 2003 11 4 15 30 5 Suffield, 2004 Direction des Musées de France Réunion des Musées Nationaux Musée des Antiquités Nationales Château de Saint-Germain-en-Laye 1895 4 32 8 http://www.artnet.com/magazine/news/rosa/rosa2-11-02.asp 2008/06/29 15
Ajmone Marsan, 1993; Hugh, 2004: 31 1981 20 Clifford,1989; Weight, 1989 1993 280 500 200 Etablissements Publics à caract ère Administratif EPA Etablissements Publics public law entity EPA Marine & van Thiel, 2005 EPA Benhamou, 1998: 101 Gombault, 2002 EPA 45% Hugh, 2004: 32 1995 EPA Musée Guimet Benhamou, 1998 2002 Riding, 2003 Jean- Jacques Aillagon Aillagon 6 2003 3 Michelon, 2003: 14 2004 High Museum of Art 1,000 16
17 3 Sabulis, 2004 EPA EPA 2 2.
Flinders & Smith, 1998; Flynn, 2002: 25; van Thiel, 2001 Parliament and Constitution Centre Macleavy & Gay, 2005 200 17 Engelsman, 2006: 41 12 3 National Museum of Science and Industry 15 4 5 5 Décret no 2003-1300 9 9 http://www.musee-orsay.fr/fileadmin/mediatheque/integration_mo/pdf/decretorsay.pdf 2008/03/05 18
EPA 2005 2006 DCMS Foreign and Commonwealth Office 5 2 Civil Service, 2006: xii 30% Oliver, 1999; Hugh, 2004: 33 2002 90% IJNL, 2002 DCMS Maddison, 2004 Alexander, 1999 Wu, 2003 2003 2004 Igarashi, 2004 BM, 2001; Tate, 2005 NHM, 2005 19
20 Wilson, 2002: 342 2003 2004 2003 2003 2003 1999 2003
2003 2003 2003. 4. 22 2003 118-130 2004 126: 78-91 2004 28(6): 55-70 2003 2003 2003 2003 2003a 143: 6-13 2003b 144: 3-17 2006a 90: 171-227 2006b 91: 247-327 2003 146: 28-47 2001 2003 2003 2003 17(2): 107-110 2004. 1. 20 2003 12: 61-73 2000 30(3): 89-141 2006 OECD 42(2): 16-29 2003 187-217 2003 92(36): 160 1999 2006 Executive NDPBs 2002 84: 60-76 2005 116: 77-94 21
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Museology Quarterly, 22(4): 5-25 Non-Departmental Public Bodies under the Department of Culture: The New Status of National Museums in Europe Patricia Huang* Abstract The administrative changes in Japan, s national museums have been closely observed by Taiwan, s museum sector, which is set to undergo its own reforms. Many national museums in Europe, where tight state control and stable subsidies have been time-honored practices, have also experienced management shake-ups in the past few years. Since UK, s Agency and Non-Departmental Public Body (formerly known as QUANGO) are the models often mentioned in discussions on reform, these two categories of organizations merit in-depth study. The aims of this study are, using the example of England, s national museums, to illustrate the characteristic features of Non-Departmental Public Body and Agency, and to discuss the different purposes they may serve under the Department of Culture, as well as to examine the recent status changes among national museums in the Netherlands, Spain and France, and to analyze their newly-gained flexibility in budgeting and daily operations. The results indicate that most countries adopt organizational structures similar to that of the UK, s NDPB, and expect museums to meet quantitative targets in exchange for continuing financial support. In order for the NDPB model to be implemented more smoothly and efficiently, the qualifications of trustees, subsidy ratios, and performance evaluations need to be designed and reviewed by all involved parties. Keywords: re-organization, non-departmental public body, agency, national museum, Department of Culture *Assistant Professor, Graduate Institute of Museology, Tainan National University of the Arts; E-mail: pathuang@mail.tnnua.edu.tw 25