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Re: What about Petition for the 'forced' resignation of the Entire Executive Council

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  • val2160
    ... time ... motion for the General Assembly. Whether it is or not - who knows. One would have to see the original German and know if it has really been
    Message 1 of 14 , Feb 12, 2011
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      --- In anthroposophy_tomorrow@yahoogroups.com, "Frank Thomas Smith"
      <fts.trasla@...> wrote:
      >
      >
      >
      > --- In anthroposophy_tomorrow@yahoogroups.com, "val2160" wdenval@
      wrote:
      > >
      > >
      > >
      > > --- In anthroposophy_tomorrow@yahoogroups.com, "Kim" <kimgm@> wrote:
      > > >
      > > > The work Adriana puts into getting the counter petition ready in
      time
      > > I
      > > > think that some believe it's the case.
      > > > Kim
      > >
      > > Petitioning whom? Someone or somebody approves agenda items for the
      > > meetings? No?-Val
      >
      > The word "Petition" has nothing to do with it. It's presented as a
      motion for the General Assembly. Whether it is or not - who knows. One
      would have to see the original German and know if it has really been
      presented as a motion or not. If it has been presented by members then
      it will have to be heard at the next GM, which is always around Easter.
      A counter motion makes no sense imo. The original motion will be
      approved (most unlikely - although the Vorstand has been most inept) or
      not. In either case a counter-motion would fall through the cracks.
      > Frank


      Of course I beg to differ, if only to be well-different. The word
      petition has everything to do with it. I agree this is being presented
      as a motion for the General Assembly. What it looks like is a
      solicitation for members support/signatures so that it, as you say, has
      to be heard. -Val
    • val2160
      http://www.anthroposophy.org/fileadmin/pdflinks/AWE2011_03.pdf ... 2011 ... in ... taken ... with ... to ... Executive ... Council. ... suggested ... in ...
      Message 2 of 14 , Mar 11 10:57 PM
      • 0 Attachment
        http://www.anthroposophy.org/fileadmin/pdflinks/AWE2011_03.pdf

        --- In anthroposophy_tomorrow@yahoogroups.com, "Kim" <kimgm@...> wrote:
        >
        > Petition for the 'forced' resignation of the Entire Executive Council
        > of the Anthroposophical Society at the Next AGM meeting in Dornarch
        > Motion to the Annual General Meeting (AGM) of the General
        > Anthroposophical Society (GAS) in Dornach, Switzerland, on 16 April 2011
        >
        > For the attention of the Executive Council (Vorstand) of the General
        > Anthroposophical Society and the Collegium of the School of Spiritual
        > Science at the Goetheanum, Dornach, Switzerland
        >
        > Based on communications from the... Executive Council as well as
        > through many conversations with committed members, it is clear that in
        > the GAS and at the Goetheanum there is a crisis which needs to be taken
        > seriously. Faced with this situation, many members are wondering what
        > is happening. They are very much involved in looking for a solution.
        >
        > After studying and weighing up the available information together with
        > the observable phenomena, actions and events, the undersigned see a
        > real solution possible only through the reform of the Executive
        > Council.
        >
        > This course of action might in itself seem extreme, but in relation to
        > the remit, responsibilities and significance of the Anthroposophical
        > Society it is thoroughly reasonable.
        >
        > For this reform the undersigned move that before granting discharge,
        > under an agenda item entitled 'Matter of confidence in the Executive
        > Council', a ballot is held so that the members present can demonstrate
        > whether they wish to express their continued confidence in the Executive
        > Council, or support the following two steps:
        >
        > 1st step
        >
        > That the present Executive Council resign from all its duties and
        > functions and leave its place vacant; and
        >
        > 2nd Step
        >
        > That for appointing a new Executive Council, the following procedure
        > takes place:
        >
        > A group of people is appointed to produce a proposal for a new
        > Executive Council. This group should comprise: 1. all present Section
        > Leaders who have held their posts for at least a year (with the
        > exception of present Executive Council members);
        >
        > 2. all former Section Leaders who are still alive and willing to
        > undertake this task.
        >
        > This group should if possible suggest names from their own immediate
        > colleagues, if necessary supplemented from the people known to them
        > – a renewed appointment of a member of the existing Executive
        > Council should be permitted.
        >
        > This group should present its proposal within three months. If
        > necessary, this period can be extended by another three months. The
        > proposal should be put to the vote of an Extraordinary General Meeting
        > to be called by this group after the expiry of the period. In the
        > interim, until the new Executive Council is appointed by the General
        > Meeting, this group will take over the duties of the Executive Council.
        >
        > Justification for the 1st step
        >
        > In many of its activities, the GAS finds itself in a difficult
        > situation into which it has fallen in the course of recent years under
        > the leadership of its Executive Council. The undersigned, who suggested
        > the above procedure each have very different reasons for doing so, but
        > all regard the reform of the Society's leadership as indispensable.
        > These reasons, listed according to themes, are as follows:
        >
        > 1. Orientation1. For the past ten years at least, many members have
        > noticed a focus on an increasing trivialisation of activity and an
        > overwhelming orientation towards hoped for recognition by the
        > non-anthroposophical 'outside world'.
        >
        > 2. Core anthroposophical work and impulses get insufficient space,
        > inadequate support and limited opportunity to develop their potential in
        > a lively and enthusiastic way.
        >
        > 3. For example, it was an expressed aim of Bodo von Plato to transform
        > the Goetheanum into a conference centre. This was experienced by many
        > members as a paradigm shift, for, according to their understanding
        > hitherto of the role of the Goetheanum, it was supposed to represent
        > the heart of the renewal of the Mysteries as a modern mystery centre.
        >
        > 4. With this conference centre in mind a new department was set up
        > called 'Reception and Events Co- ordination' whose priority was unclear
        > to many yet which entailed great reorganisation and, because in December
        > 2010 it was proving not to be worthwhile, had again to be restructured.
        >
        > 5. The above cited trends increased in autumn 2010 when whole Sections
        > were forced to operate in a very restricted way because of sackings of
        > personnel or, in the case of the Art Section the forced resignation of
        > the Section Leader without any move to appoint a new Leader and the
        > complete closure of the Art Section office. This is despite that a
        > principle remit of the Society is to promote research in the Sections.
        > In the work of the Sections vital impulses should flow from the
        > periphery to the Goetheanum and vice versa, but the cuts obstruct or
        > put a stop to this altogether, as in the case of the Art Section.
        >
        > 6. An increasing number of key personnel have handed in their notice or
        > been sacked. This means that many of those who have given significant
        > practical help, including in connection with the fields of activity
        > (Lebensfeldern), have had to leave the Goetheanum. It leaves behind an
        > oversized administrative apparatus that no longer has a concrete
        > Section leadership or any other connection with the fields of activity.
        >
        > 7. Now the situation is, for example, that of six Executive Council
        > members only one leads a professional Section, namely Paul Mackay who
        > leads the Social Science. And his intention is to transform his Section
        > into a 'Platform which shall be formed mainly from the periphery'
        > (Plattform, die vor allem von der Peripherie her Gestaltung erfahren
        > wird. Nachrichtenblatt 10/10, 3.12.10). This means that the
        > responsibility of a Section is no longer formed on the initiative of
        > the representative for its field of activity, but transferred to the
        > periphery. (N.B. The Executive Council members do lead the General
        > Anthroposophical Section collectively)
        >
        > 8. Many members have turned away from the Society and the Goetheanum
        > and withdrawn their support, because they have lost confidence in the
        > aims and actions of the current leadership. The drop in members'
        > contributions and donations clearly show this.
        >
        > 2. Decision-making mandate
        >
        > 1. In recent years it has been noticed that there has been a
        > concentration of decision making in the hands of a few individuals (Paul
        > Mackay, Bodo von Plato). They form a kind of Executivewithin the
        > Executive Council whose ideas and decisions reach almost all areas of
        > work at the Goetheanum.
        >
        > 2. Although the School of Spiritual Science with its Sections is ranked
        > above the Society in the constitutional structure, because it is in the
        > Sections where the research occurs that the Society is supposed to
        > support, the Executive Council behaves as though the Society is
        > primary. And as the Society is formally the employer of the Section
        > Leaders it often appoint them and if necessary sack them. This produces
        > the wrong conditions for the Section Leaders and the School of Spiritual
        > Science: instead of creating a basis for free research and the free
        > spiritual life,
        >
        > . 3. The Executive Council assumes the role as sole leader of the
        > General Section of the School of Spiritual
        >
        > Science, although the theme of that Section is the 'general human need
        > to find a way for the soul to the world of the spirit'. But the
        > individual professional Section Leaders are equally required to do this,
        > are competent to do it and should be involved on an equal basis. This
        > would mean that formally the College of the School of Spiritual Science
        > should be responsible, as a body, for the General Anthroposophical
        > Section. This would, in turn, have the consequence that only those
        > members of the Executive Council of the Society, who were also Section
        > Leaders, would be members of the College of the School.
        >
        > 4. Instead of this, last summer the capacities of the College of the
        > School of Spiritual Science were seriously curtailed (Anthroposophy
        > Worldwide1&2/10). From now on, several matters that concern the
        >
        > fear of risking job loss compromises such
        >
        > freedom
        >
        > Goetheanum as a School of Spiritual Science, with its diverse remits
        > and departments, all staffing issues and the general orientation of the
        > Anthroposophical Society are to be determined the by Executive Council
        > of the Society acting on its own. A Section Leader has say only in the
        > field of specialisation of his Section.
        >
        > 5. This spreads the responsibility for the crisis onto few shoulders
        > rather than many. Decisions through developing consensus by discussions
        > in the wider circle of those responsible are no longer necessary. 6. On
        > the other hand, the Executive Council interferes in the areas of
        > responsibility of the Sections by
        >
        > appointing from its own ranks someone responsible for the subject area,
        > who decides on matters that belong to both the specialist fields and
        > mandates of the particular Section. These appointees usually do not
        > have the appropriate specialist training, but if there are any
        > disagreements it is they who have the final say. Thus they are superior
        > to the Section Leader in his/her very own field, without this being
        > stated officially or even mentioned. For example, Bodo von Plato makes
        > decisions about design issues in and around the Goetheanum, whereas in
        > the Art Section, there are experienced and committed artists, whose
        > areas of competence undoubtedly include such design issues and who have
        > been involved with these matters for many years. In the present working
        > practices these individuals are completely ignored.
        >
        > 3. Finances
        >
        > The condition of the finances reveals most vividly the seriousness of
        > the situation. The following indicators are noteworthy: 1. The finances
        > are handled in the same way as they are in the world in the world at
        > large. Managing or
        >
        > structuring the money flows and procedures according to Spiritual
        > Science, following the indications that
        >
        > Rudolf Steiner, happens only occasionally if at all. 2. Instead, the
        > whole conduct of accounting is marked in significant respects by lack of
        > transparency and
        >
        > withholding of information. Several staff in the finance department have
        > ceased working there because
        >
        > they were no longer willing or able to take responsibility for the
        > conduct there. 3. For about ten years, at the instigation of the
        > Executive Council, the auditing of the Society's accounts has been
        > contracted out to external accountants, even though there are in the
        > Society people qualified and licensed to do this, and there have already
        > been several approaches by members to change this situation. Thus, at
        > the present time, there is no longer anyone in the membership with
        > insight into what is really going on with the finances. The members'
        > right to choose the auditor according to the provision of
        >
        > section 11 in the Statutes since 2008 has so far not been implemented.
        > 4. There still exists the endowment association which supports the
        > Goetheanum. Certain money flows take
        >
        > place through it (see below regarding foundation capital for Cornelius
        > Pietzner's 'Goetheanum Fund')
        >
        > without that body ever giving account of these flows. 5. Employee
        > salaries are kept secret in an unusually strict way, quite in contrast
        > to the full openness that
        >
        > generally applies in charitable and non-profit making organisations
        > which handle money from donors.
        >
        > Here too, clarity and transparency is lacking. 6. Confidence in the
        > Executive Council with respect to the finances has also been severely
        > shaken in recent
        >
        > years by a series of decisions and blunders. A noticeable drop in the
        > willingness to donate was the result of the fact that the members could
        > no longer be certain that their money was being used in a way that
        > accords with their intentions. Examples of this are:
        >
        > 7. The constitution debate with its enormous consequential costs. 8.
        > The sale of the Weleda shareholding in an opaque, highly controversial
        > way. Important questions about
        >
        > this are still to be answered. 9. The recent setting up of a
        > 'foundation' by Cornelius Pietzner: it has been given the name
        > 'Goetheanum
        >
        > Foundation' even though it has no real connection with the Goetheanum.
        > Not only is it accountable to neither the Society nor the Goetheanum,
        > but also neither body has any influence on the staffing or aims and
        > activities of this foundation, which operates and makes decisions quite
        > independently as it sees fit. The aim of this foundation and the fund
        > it contains is investment banking; to create proceeds from financial
        > investments, the surplus from which, after paying the investors, can as
        > the foundation sees fit be made available to the Goetheanum or used for
        > new investments. From the unhappy beginning of this proposed venture,
        > though also from a 'desired, lucky' beginning, the 'Goetheanum' name
        > remains linked with a venture of this kind, with unforeseeable
        > consequences, even though there is no need for this link.
        >
        > 10. The current financial misery is largely a result of the reasons
        > presented above. But now it is being used by the Executive Council as an
        > excuse to press on with those measures that have significantly
        > contributed to the creation of the crisis.
        >
        > These examples presented could admittedly be viewed differently by
        > others and yet could be supplemented with more examples. However, these
        > are enough to show clearly that a change in many areas is urgently
        > needed.
        >
        > Quite a few of the cited problems have already continued for so long
        > that many have already become used to them. Nevertheless they require
        > urgent rectification in order to bring about a healing of the entire
        > organism.
        >
        > Faced with this crisis, many members are increasing their efforts in
        > both their own personal work and in the work with others in the
        > Society's branches and groups. But in addition to this, for the reasons
        > stated above, the undersigned view reform of the Executive Council
        > situation as essential in order for the life and work of the GAS to
        > improve. A vote on this by the members can provide a starting point for
        > the necessary measures.
        >
        > Justification for the 2nd Step
        >
        > The people named above as the group are very familiar with the
        > Goetheanum and its peculiarities. The necessary continuity of its work
        > is ensured by them. Through their Section Leader activity, they know the
        > committed people in their respective fields who have sufficient
        > experience, a firm connection with the Goetheanum, and who would be
        > suited to the relevant tasks if the need arises for extra personnel.
        >
        > ballot must be secret in order to preserve free expression of opinion
        > for all and to prevent any victimisation of individuals.
        >
        > English edited by Christian Thal-Jantzen and David Adams 30thJanuary
        > 2011
        >
        > We should be grateful for any feedback. Ingrid and Gottfried Caspar,
        > Buchenweg 5, 4148 Pfeffingen, Switzerland, Tel.: 0041 61 - 554 62 40,
        > Gottfried.Caspar@...; John Ermel, Tel.: 0041 61 - 701 60 44,
        > john.c.ermel@...
        >
        > We would also be grateful for co-signatories to this motion. Please
        > could those who are willing to put their names forward sign this text
        > and send it back to us. Every signature is meant individual – and
        > not at all in representation of any group or institution.
        >
        > The ballot on this motion, i.e. on the 1st and 2nd steps, must take
        > place as a whole. Abstentions must be
        >
        > counted. The
        >
        > Abstimmung über den Antrag ...
        >
        > Vote concerning the motion ... Ich spreche dem Vorstand
        >
        > das Vertrauen aus
        >
        > I have confidence in the Council
        >
        > Ich enthalte mich der Stimme
        >
        > I abstain from voting
        >
        > Ich befürworte einen Rücktritt des Vorstands und Einsetzung der
        > Sektionsleiter gem. Antrag
        >
        > I support the Council' s resignation and the nomination of Section
        > Leaders as per the petition
        >
        > http://www.facebook.com//home.php?sk=group_165396360174216&ap=1
        >
      • Frank Thomas Smith
        This *motion* will be made at the General Meeting on April 11, called Vote of No-confidence in the Executive Council . IMO It s most important point is that
        Message 3 of 14 , Mar 12 4:20 PM
        • 0 Attachment
          This *motion* will be made at the General Meeting on April 11, called "Vote of No-confidence in the Executive Council". IMO It's most important point is that the Executive Council in future should consist of the representatives (leaders) of the various sections of the School for Spiritual Science, as was the case originally. For this reason alone, I would support the motion, although I don't intend to be present, so won't be able to vote.
          Frank

          --- In anthroposophy_tomorrow@yahoogroups.com, "val2160" <wdenval@...> wrote:
          >

          > > Petition for the 'forced' resignation of the Entire Executive Council
          > > of the Anthroposophical Society at the Next AGM meeting in Dornarch
          > > Motion to the Annual General Meeting (AGM) of the General
          > > Anthroposophical Society (GAS) in Dornach, Switzerland, on 16 April
          > 2011
          > >
          > > For the attention of the Executive Council (Vorstand) of the General
          > > Anthroposophical Society and the Collegium of the School of Spiritual
          > > Science at the Goetheanum, Dornach, Switzerland
          > >
          > > Based on communications from the... Executive Council as well as
          > > through many conversations with committed members, it is clear that
          > in
          > > the GAS and at the Goetheanum there is a crisis which needs to be
          > taken
          > > seriously. Faced with this situation, many members are wondering what
          > > is happening. They are very much involved in looking for a solution.
          > >
          > > After studying and weighing up the available information together
          > with
          > > the observable phenomena, actions and events, the undersigned see a
          > > real solution possible only through the reform of the Executive
          > > Council.
          > >
          > > This course of action might in itself seem extreme, but in relation
          > to
          > > the remit, responsibilities and significance of the Anthroposophical
          > > Society it is thoroughly reasonable.
          > >
          > > For this reform the undersigned move that before granting discharge,
          > > under an agenda item entitled 'Matter of confidence in the Executive
          > > Council', a ballot is held so that the members present can demonstrate
          > > whether they wish to express their continued confidence in the
          > Executive
          > > Council, or support the following two steps:
          > >
          > > 1st step
          > >
          > > That the present Executive Council resign from all its duties and
          > > functions and leave its place vacant; and
          > >
          > > 2nd Step
          > >
          > > That for appointing a new Executive Council, the following procedure
          > > takes place:
          > >
          > > A group of people is appointed to produce a proposal for a new
          > > Executive Council. This group should comprise: 1. all present Section
          > > Leaders who have held their posts for at least a year (with the
          > > exception of present Executive Council members);
          > >
          > > 2. all former Section Leaders who are still alive and willing to
          > > undertake this task.
          > >
          > > This group should if possible suggest names from their own immediate
          > > colleagues, if necessary supplemented from the people known to them
          > > – a renewed appointment of a member of the existing Executive
          > > Council should be permitted.
          > >
          > > This group should present its proposal within three months. If
          > > necessary, this period can be extended by another three months. The
          > > proposal should be put to the vote of an Extraordinary General Meeting
          > > to be called by this group after the expiry of the period. In the
          > > interim, until the new Executive Council is appointed by the General
          > > Meeting, this group will take over the duties of the Executive
          > Council.
          > >
          > > Justification for the 1st step
          > >
          > > In many of its activities, the GAS finds itself in a difficult
          > > situation into which it has fallen in the course of recent years under
          > > the leadership of its Executive Council. The undersigned, who
          > suggested
          > > the above procedure each have very different reasons for doing so, but
          > > all regard the reform of the Society's leadership as indispensable.
          > > These reasons, listed according to themes, are as follows:
          > >
          > > 1. Orientation1. For the past ten years at least, many members have
          > > noticed a focus on an increasing trivialisation of activity and an
          > > overwhelming orientation towards hoped for recognition by the
          > > non-anthroposophical 'outside world'.
          > >
          > > 2. Core anthroposophical work and impulses get insufficient space,
          > > inadequate support and limited opportunity to develop their potential
          > in
          > > a lively and enthusiastic way.
          > >
          > > 3. For example, it was an expressed aim of Bodo von Plato to
          > transform
          > > the Goetheanum into a conference centre. This was experienced by many
          > > members as a paradigm shift, for, according to their understanding
          > > hitherto of the role of the Goetheanum, it was supposed to represent
          > > the heart of the renewal of the Mysteries as a modern mystery centre.
          > >
          > > 4. With this conference centre in mind a new department was set up
          > > called 'Reception and Events Co- ordination' whose priority was
          > unclear
          > > to many yet which entailed great reorganisation and, because in
          > December
          > > 2010 it was proving not to be worthwhile, had again to be
          > restructured.
          > >
          > > 5. The above cited trends increased in autumn 2010 when whole
          > Sections
          > > were forced to operate in a very restricted way because of sackings
          > of
          > > personnel or, in the case of the Art Section the forced resignation
          > of
          > > the Section Leader without any move to appoint a new Leader and the
          > > complete closure of the Art Section office. This is despite that a
          > > principle remit of the Society is to promote research in the
          > Sections.
          > > In the work of the Sections vital impulses should flow from the
          > > periphery to the Goetheanum and vice versa, but the cuts obstruct or
          > > put a stop to this altogether, as in the case of the Art Section.
          > >
          > > 6. An increasing number of key personnel have handed in their notice
          > or
          > > been sacked. This means that many of those who have given significant
          > > practical help, including in connection with the fields of activity
          > > (Lebensfeldern), have had to leave the Goetheanum. It leaves behind
          > an
          > > oversized administrative apparatus that no longer has a concrete
          > > Section leadership or any other connection with the fields of
          > activity.
          > >
          > > 7. Now the situation is, for example, that of six Executive Council
          > > members only one leads a professional Section, namely Paul Mackay who
          > > leads the Social Science. And his intention is to transform his
          > Section
          > > into a 'Platform which shall be formed mainly from the periphery'
          > > (Plattform, die vor allem von der Peripherie her Gestaltung erfahren
          > > wird. Nachrichtenblatt 10/10, 3.12.10). This means that the
          > > responsibility of a Section is no longer formed on the initiative of
          > > the representative for its field of activity, but transferred to the
          > > periphery. (N.B. The Executive Council members do lead the General
          > > Anthroposophical Section collectively)
          > >
          > > 8. Many members have turned away from the Society and the Goetheanum
          > > and withdrawn their support, because they have lost confidence in the
          > > aims and actions of the current leadership. The drop in members'
          > > contributions and donations clearly show this.
          > >
          > > 2. Decision-making mandate
          > >
          > > 1. In recent years it has been noticed that there has been a
          > > concentration of decision making in the hands of a few individuals
          > (Paul
          > > Mackay, Bodo von Plato). They form a kind of Executivewithin the
          > > Executive Council whose ideas and decisions reach almost all areas of
          > > work at the Goetheanum.
          > >
          > > 2. Although the School of Spiritual Science with its Sections is
          > ranked
          > > above the Society in the constitutional structure, because it is in
          > the
          > > Sections where the research occurs that the Society is supposed to
          > > support, the Executive Council behaves as though the Society is
          > > primary. And as the Society is formally the employer of the Section
          > > Leaders it often appoint them and if necessary sack them. This
          > produces
          > > the wrong conditions for the Section Leaders and the School of
          > Spiritual
          > > Science: instead of creating a basis for free research and the free
          > > spiritual life,
          > >
          > > . 3. The Executive Council assumes the role as sole leader of the
          > > General Section of the School of Spiritual
          > >
          > > Science, although the theme of that Section is the 'general human
          > need
          > > to find a way for the soul to the world of the spirit'. But the
          > > individual professional Section Leaders are equally required to do
          > this,
          > > are competent to do it and should be involved on an equal basis. This
          > > would mean that formally the College of the School of Spiritual
          > Science
          > > should be responsible, as a body, for the General Anthroposophical
          > > Section. This would, in turn, have the consequence that only those
          > > members of the Executive Council of the Society, who were also Section
          > > Leaders, would be members of the College of the School.
          > >
          > > 4. Instead of this, last summer the capacities of the College of the
          > > School of Spiritual Science were seriously curtailed (Anthroposophy
          > > Worldwide1&2/10). From now on, several matters that concern the
          > >
          > > fear of risking job loss compromises such
          > >
          > > freedom
          > >
          > > Goetheanum as a School of Spiritual Science, with its diverse remits
          > > and departments, all staffing issues and the general orientation of
          > the
          > > Anthroposophical Society are to be determined the by Executive Council
          > > of the Society acting on its own. A Section Leader has say only in the
          > > field of specialisation of his Section.
          > >
          > > 5. This spreads the responsibility for the crisis onto few shoulders
          > > rather than many. Decisions through developing consensus by
          > discussions
          > > in the wider circle of those responsible are no longer necessary. 6.
          > On
          > > the other hand, the Executive Council interferes in the areas of
          > > responsibility of the Sections by
          > >
          > > appointing from its own ranks someone responsible for the subject
          > area,
          > > who decides on matters that belong to both the specialist fields and
          > > mandates of the particular Section. These appointees usually do not
          > > have the appropriate specialist training, but if there are any
          > > disagreements it is they who have the final say. Thus they are
          > superior
          > > to the Section Leader in his/her very own field, without this being
          > > stated officially or even mentioned. For example, Bodo von Plato makes
          > > decisions about design issues in and around the Goetheanum, whereas in
          > > the Art Section, there are experienced and committed artists, whose
          > > areas of competence undoubtedly include such design issues and who
          > have
          > > been involved with these matters for many years. In the present
          > working
          > > practices these individuals are completely ignored.
          > >
          > > 3. Finances
          > >
          > > The condition of the finances reveals most vividly the seriousness of
          > > the situation. The following indicators are noteworthy: 1. The
          > finances
          > > are handled in the same way as they are in the world in the world at
          > > large. Managing or
          > >
          > > structuring the money flows and procedures according to Spiritual
          > > Science, following the indications that
          > >
          > > Rudolf Steiner, happens only occasionally if at all. 2. Instead, the
          > > whole conduct of accounting is marked in significant respects by lack
          > of
          > > transparency and
          > >
          > > withholding of information. Several staff in the finance department
          > have
          > > ceased working there because
          > >
          > > they were no longer willing or able to take responsibility for the
          > > conduct there. 3. For about ten years, at the instigation of the
          > > Executive Council, the auditing of the Society's accounts has been
          > > contracted out to external accountants, even though there are in the
          > > Society people qualified and licensed to do this, and there have
          > already
          > > been several approaches by members to change this situation. Thus, at
          > > the present time, there is no longer anyone in the membership with
          > > insight into what is really going on with the finances. The members'
          > > right to choose the auditor according to the provision of
          > >
          > > section 11 in the Statutes since 2008 has so far not been
          > implemented.
          > > 4. There still exists the endowment association which supports the
          > > Goetheanum. Certain money flows take
          > >
          > > place through it (see below regarding foundation capital for Cornelius
          > > Pietzner's 'Goetheanum Fund')
          > >
          > > without that body ever giving account of these flows. 5. Employee
          > > salaries are kept secret in an unusually strict way, quite in contrast
          > > to the full openness that
          > >
          > > generally applies in charitable and non-profit making organisations
          > > which handle money from donors.
          > >
          > > Here too, clarity and transparency is lacking. 6. Confidence in the
          > > Executive Council with respect to the finances has also been severely
          > > shaken in recent
          > >
          > > years by a series of decisions and blunders. A noticeable drop in the
          > > willingness to donate was the result of the fact that the members
          > could
          > > no longer be certain that their money was being used in a way that
          > > accords with their intentions. Examples of this are:
          > >
          > > 7. The constitution debate with its enormous consequential costs. 8.
          > > The sale of the Weleda shareholding in an opaque, highly controversial
          > > way. Important questions about
          > >
          > > this are still to be answered. 9. The recent setting up of a
          > > 'foundation' by Cornelius Pietzner: it has been given the name
          > > 'Goetheanum
          > >
          > > Foundation' even though it has no real connection with the
          > Goetheanum.
          > > Not only is it accountable to neither the Society nor the Goetheanum,
          > > but also neither body has any influence on the staffing or aims and
          > > activities of this foundation, which operates and makes decisions
          > quite
          > > independently as it sees fit. The aim of this foundation and the fund
          > > it contains is investment banking; to create proceeds from financial
          > > investments, the surplus from which, after paying the investors, can
          > as
          > > the foundation sees fit be made available to the Goetheanum or used
          > for
          > > new investments. From the unhappy beginning of this proposed venture,
          > > though also from a 'desired, lucky' beginning, the 'Goetheanum' name
          > > remains linked with a venture of this kind, with unforeseeable
          > > consequences, even though there is no need for this link.
          > >
          > > 10. The current financial misery is largely a result of the reasons
          > > presented above. But now it is being used by the Executive Council as
          > an
          > > excuse to press on with those measures that have significantly
          > > contributed to the creation of the crisis.
          > >
          > > These examples presented could admittedly be viewed differently by
          > > others and yet could be supplemented with more examples. However,
          > these
          > > are enough to show clearly that a change in many areas is urgently
          > > needed.
          > >
          > > Quite a few of the cited problems have already continued for so long
          > > that many have already become used to them. Nevertheless they require
          > > urgent rectification in order to bring about a healing of the entire
          > > organism.
          > >
          > > Faced with this crisis, many members are increasing their efforts in
          > > both their own personal work and in the work with others in the
          > > Society's branches and groups. But in addition to this, for the
          > reasons
          > > stated above, the undersigned view reform of the Executive Council
          > > situation as essential in order for the life and work of the GAS to
          > > improve. A vote on this by the members can provide a starting point
          > for
          > > the necessary measures.
          > >
          > > Justification for the 2nd Step
          > >
          > > The people named above as the group are very familiar with the
          > > Goetheanum and its peculiarities. The necessary continuity of its work
          > > is ensured by them. Through their Section Leader activity, they know
          > the
          > > committed people in their respective fields who have sufficient
          > > experience, a firm connection with the Goetheanum, and who would be
          > > suited to the relevant tasks if the need arises for extra personnel.
          > >
          > > ballot must be secret in order to preserve free expression of opinion
          > > for all and to prevent any victimisation of individuals.
          > >
          > > English edited by Christian Thal-Jantzen and David Adams 30thJanuary
          > > 2011
          > >
          > > We should be grateful for any feedback. Ingrid and Gottfried Caspar,
          > > Buchenweg 5, 4148 Pfeffingen, Switzerland, Tel.: 0041 61 - 554 62 40,
          > > Gottfried.Caspar@; John Ermel, Tel.: 0041 61 - 701 60 44,
          > > john.c.ermel@
          > >
          > > We would also be grateful for co-signatories to this motion. Please
          > > could those who are willing to put their names forward sign this text
          > > and send it back to us. Every signature is meant individual – and
          > > not at all in representation of any group or institution.
          > >
          > > The ballot on this motion, i.e. on the 1st and 2nd steps, must take
          > > place as a whole. Abstentions must be
          > >
          > > counted. The
          > >
          > > Abstimmung über den Antrag ...
          > >
          > > Vote concerning the motion ... Ich spreche dem Vorstand
          > >
          > > das Vertrauen aus
          > >
          > > I have confidence in the Council
          > >
          > > Ich enthalte mich der Stimme
          > >
          > > I abstain from voting
          > >
          > > Ich befürworte einen Rücktritt des Vorstands und Einsetzung der
          > > Sektionsleiter gem. Antrag
          > >
          > > I support the Council' s resignation and the nomination of Section
          > > Leaders as per the petition
          > >
          > > http://www.facebook.com//home.php?sk=group_165396360174216&ap=1
          > >
          >
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