Governance
Credibility
by design.
The governance structure of Collective Legacy is not an administrative formality. It is the source of the program's credibility — and the reason corporate partners can be certain that their involvement cannot compromise artistic integrity.
Legal Structure
Non-profit structure.
Independent ownership.
The Collective Legacy collection is held by a dedicated non-profit structure under Asociația Kontakt, a registered cultural association operating under Romanian law. The collection is managed by an independent supervisory board with a publicly stated mandate.
Annual external financial reporting is required under OG 26/2000, ensuring transparency and accountability to public and partner audiences. All accounts are independently audited.
The non-profit structure is designed to ensure that the collection cannot be privatised, dissolved for financial gain, or transferred to a commercial entity. It is a permanent public cultural infrastructure, governed privately.
Legal & Structural Framework
Legal entity
Dedicated non-profit structure under Asociația Kontakt
Governing framework
Romanian non-profit law · OG 26/2000
Reporting
Annual external financial reporting · independent audit
Collection ownership
Held by non-profit · not transferable to commercial entity
Data compliance
GDPR-compliant patron and artist data management
Independent Supervisory Board
Independent authority.
No exceptions.
The supervisory board is the highest governing authority of Collective Legacy. Its members are drawn from the professional curatorial, critical, and academic communities. No board member may have a financial relationship with any corporate partner.
The board oversees collection strategy, acquisition policy, ethical compliance, and institutional direction. It does not intervene in individual acquisition decisions — that authority rests with the independent jury.
Board mandates are limited in duration and rotate on a staggered schedule, preventing any individual or faction from establishing long-term institutional control.
Board composition
Curators, critics, cultural historians, legal advisors, and independent institutional specialists.
Mandate duration
Limited terms with staggered rotation. No permanent positions.
Independence requirement
No financial relationship permitted with any corporate partner of the program.
Scope of authority
Collection strategy, policy, and compliance oversight. Not individual acquisition decisions.
Ethics Policy & Conflict of Interest
Written rules.
Declared interests.
A written ethics policy governs all acquisition decisions. It is published and available to all partners, board members, and the public. The policy defines prohibited behaviours, sets out conflict-of-interest declaration requirements, and specifies the consequences of violations.
All board members and jury members are required to file a signed conflict-of-interest declaration before each acquisition cycle. Any undeclared interest that subsequently emerges triggers a mandatory review process. The ethics policy is reviewed annually by the supervisory board.
Declaration requirement
All board and jury members must declare conflicts of interest before each acquisition cycle, in writing.
Rotational jury
Jury membership rotates across cycles to prevent capture. Written ethics policy governs all acquisitions.
Annual policy review
The ethics policy is reviewed annually by the supervisory board and updated to reflect any gaps identified in practice.
The Non-Interventionist Partner Principle
Partners participate
without interference.
The value of participation in Collective Legacy depends entirely on the program's artistic credibility. That credibility is only possible if corporate partners have no influence whatsoever over acquisition decisions.
This is not a limitation on partners — it is the condition that makes their association valuable. A collection shaped by commercial interests is not a cultural archive. It is a marketing asset.
Partner Involvement — What Is Permitted
Strategic oversight forums and roundtables
Access to cultural program (previews, studio visits)
Founding recognition and institutional communication
Input on which artists are selected or rejected
Influence on acquisition criteria or jury composition
Any editorial control over curatorial or archival decisions