EAA Strategic Development 2016 - 2021

In order to further its aims, to remain true to its founding principles and its collegial, inclusive and democratic values, EAA seeks to develop as the foremost representative archaeological association in Europe for the future progress of the discipline, the benefit of archaeological heritage and the welfare of its members.

In the coming five years (2016-2021) EAA seeks to develop a dynamic and recognized voice within Europe as an active advocate for the intellectual capital and social value of archaeological cultural heritage within European and worldwide cultural life and civil society.

EAA plans to develop its role as the leading forum for archaeologists in Europe, to include management and development of its annual and occasional meetings, and publications (EJA, TEA, THEMES). In addition, EAA will provide new i-environments for communication and discussion between members, interest groups and working groups.

EAA plans to pay more attention to students and archaeologists in the early stage of their careers. EAA wants to offer them a better framework and a broader support to establish their study and project opportunities and professional careers.

EAA will continue to actively promote the value of all aspects of archaeological research and the research of related disciplines and will seek to provide a meaningful contribution to gain consciousness about the big issues of humanity.

In order to achieve those aims in the future, EAA now needs to envision an ambitious and vocal role beyond the current European ‘project’ in the future being able of coping with the complex geometry of Europe and European entities nowadays. It will seek a more central place in the dialogue concerning European cultural and intellectual life and civil society and a more visible and active position within European heritage policy formulation.

Through greater public engagement, EAA can become more relevant within Europe and confident of the role Archaeology, archaeologists, and the EAA can play in it.

Comment on EAA Strategic Development Plan

Posted November 15, 2016 by Sylvie Kvetinova
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You may also send your observations to the EAA Administrator. Full version of the Framework for EAA Strategic Development and Introduction are available for download below.

Objective 1. Archaeology and archaeological heritage

EAA seeks to become the primary European forum for the exchange of information and research knowledge relating to archaeology, archaeological heritage and associated disciplines, throughits meetings, conferences, publications, IT platforms and the communication of information to members.

1. Develop EAA’s Strategic thought into its Action Plan.

2. Enhance the Secretariat and its executive functions (including the installation of a membership Management Information System and/or other relevant software for conference management (abstract handling system and conference registration) including, as necessary, the recruitment of staff for this purpose). See also Objective 6.

3. Develop the role of the Executive Board to focus more on strategic planning and management.

4. Develop an active presence within social media: Web, Facebook, Blogs (moderated),Twitter, etc, with a special focus on the needs of young archaeologists (this requires the development of a Communications Strategy).

5. Focus continuing energy on:

a. the Annual Meeting, (including a dedicated review on the options for the management of the conference in the coming years in line with the Coming of Age document (2013) and the 2015 Evaluation Report (Adrian Olivier 2015),
b. the value of EAA’s intellectual capital and the quality of sessions and papers,
c. the development of new, more dynamic Communities and interest groups beyond the current work of existing and proposed Committees and Working Parties which, in turn, EAA must re-think and revitalize (see also Objective 6),
d. the development of the Annual Members’ Business Meeting (AMBM) as an open forum for membership engagement and participation.

6. Develop The European Archaeologist (TEA) in consultation with Executive Board and with reference to the development of EAA’s communications and media strategy.
7. Continue to build on the success of the European Journal of Archaeology (EJA) and prepare for full Open Access environment in line with the development of a publications strategy.
8. Continue to support and track the development and production of monographs in the THEMES series (also included in the publications strategy).
9. Take the necessary steps towards the development of a full i-EAA environment:

a. i-information,
b. i-sessions,
c. i-discussion of proposals
d. i-AMBM
e. i-voting

Objective 2. Representation

EAA seeks to become the leading representative body and agency for the promotion of the protection, management, interpretation, presentation and value of European archaeological heritage in European cultural life and society.

1. Seek to develop as a dynamic forum for exchange of research information and communication relevant to all areas of professional activity and professional development.
2. Seek to engage the interest and membership of a far greater number of archaeologistsin Europe and further afield.
3. Promote the social value of and use of archaeology in enhancing social welfare and increasing resilience in society.
4. Improve and provide more regular communications and new services to members (in line with Objective 1).
5. Provide the necessary extra capacity within the Secretariat to facilitate this (in line with Objective 1).
6. Establish an office (an address, at least to begin with) in Brussels.
7. Identify EAA ‘Commissioners’ to assist in promoting the involvement of EAA in European policy formulation, the European Commission and the Council of Europe.
8. Actively develop contact and collegial relations with the organizations of related disciplines and other archaeological organizations.
9. Provide a strong and leading ‘voice’ within European heritage and cultural life.

Objective 3. Standards

EAA seeks to develop and promote trust in the highest standards of ethics, scientific excellence, communication and professional engagement in all the archaeological work undertaken by its members. In so doing, EAA also seeks to promote confidence in the economic, environmental, ecological and socially sensitive value of archaeological work.

1. Actively promote the highest professional, ethical and collegial standards for all areas of archaeological research endeavor, dissemination and professional work.
2. Review the EAA Statutes.
3. Review the existing EAA Code of Ethics and Code of Conduct to adapt to new emerging practices, and develop these as appropriate.
4. Develop an advice and mentoring programme especially for young members within the association and identify potential mentors.

Objective 4. Social relevance

As THE representative voice in Europe for European archaeological heritage and archaeologists and concerning the big concerns of humanity and society, EAA seeks to promote socially and politically engaged heritage policy and the relevant dissemination of archaeological knowledge within the profession and within society.

1. Accepting that heritage is connected to social value and to social commons, EAA will build on its strong identity, its intellectual capital, its existing networks of members, its collegial and inclusive traditions and its leadership position on research and professional standards, in line with the principles articulated in the Faro Convention.
2. Develop a dedicated Communications Plan (in line with Objective 1).
3. Establish an office in Brussels in line with Objective 2 (floating desk for example). Liaise actively with EAC, Europa Nostra and other heritage advocates (see also Objective 5).
4. Aim to feature a public interface at EAA conferences (public lectures, outreach in the host city etc.) – possibly links to a post of communication / marketing staff person in mid- to long-term.
5. Encourage members to ensure a community share in their work where possible.
6. Provide an open, plural, multi-vocal and innovative environment for all members and the presentation of their work.

Objective 5. Cooperation

EAA seeks to develop, co-operate and work with organizations and disciplines with similar aims through collaboration, participatory and active engagement in areas of common interest.

1. In Archaeology: Actively develop contact with EAC, Europa Nostra, SAA, WAC, UISPP, PANAF, SAfA, AAA, AIA, IAC (classical archaeology), CIfA, DGUF and others, including EAA Corporate Members and MERC.
2. In International bodies: Establish a link with UNESCO and the World HeritageCommittee, with ICOMOS, ICOM, ICCROM, the World Monument Fund and other organizations.
3. With other disciplines: Seek opportunity for contact and links to European bodies representing Anthropology, History of Art, Architecture and Science, Environmental Science including also Sociology, Semiotics, Hermeneutics, and Psychology, such as 4S (http://www.4sonline.org/), EASA (http://www.easaonline.org/)...
4. Promote the development of cross participation of members in conferences of different associations and organizations through the development of mutually attractive ratesand conditions.

Objective 6. Members’ engagement

EAA seeks to grow its membership base and provide a range of new services to them. It seeks to boost the expertise of its members by facilitating their professional and research activities within EAA. In so doing, it will provide a clear and effective network of working groups, develop the format and content of its meetings and conferences, professionalize its Secretariat, improve and modernize its communications, incorporate forms of i-administration, will be active as an organization in social networks, and remain true to the democratic and inclusive culture of its founding members.

1. Continue to install and develop EAA’s membership information and engagement software platforms.
2. Develop the Secretariat in line with the objectives of this strategy and a review of the functions of the Secretariat with reference to the AO Evaluation Report (2015) and the objectives of this plan.
3. Prepare a strategy to enhance the diversification of revenues (EAA cannot rely entirely on membership and conference fees).
4. Prepare a three-year Financial Plan to set out all due and proposed expenditures with reference to anticipated annual income.
5. Refine policy on the development of the European Journal of Archaeology and open access, with EAA’s new publisher CUP, together with policy for diversification of publications. The co-option of TEA Editor and (one of the) THEMES Editors should be considered.
6. Re-think, refine and renew the current definition and terms of reference of Working Parties, Committees and Round Tables, by creating a new format for Communities as interest groups, Standing Committees, topic-oriented Committees, and Task Forces. A new structure is needed, with clear link to EAA policy direction and more dynamic communications, and updates for members, including review and redefinition of: function, duration of activity, aims and objectives, rules, activities, periodic reporting and active feedback (including on EAA politics). The possibility of allocating some budget to them through the voluntary contribution of members, could also be approached (as it is set out in the EAA Handbook already).
7. Define a plan for recruitment of volunteers to focus on the early recruitment and retention of young members. The EAA should offer on her website a number of sections that are interesting for students, like job opportunities, professional placements, study options, fieldwork opportunities, research prospects, teaching and learning, scholarships, prizes and awards, grant opportunities, event calendar, useful links.