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5TH WORLD SUMMIT ON ARTS AND CULTURE (Melbourne, 3-6 October 2011) SESSION : ACROSS THE DIVIDE

5TH WORLD SUMMIT ON ARTS AND CULTURE (Melbourne, 3-6 October 2011) SESSION : ACROSS THE DIVIDE. PRESENTATION By: BILEL ABOUDI (Tunisia) Internet profile : http://www.connectcp.org/bilelaboudi. OUTLINE. Dimensions of “Culture” Cultural Policy tools and public service

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5TH WORLD SUMMIT ON ARTS AND CULTURE (Melbourne, 3-6 October 2011) SESSION : ACROSS THE DIVIDE

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  1. 5TH WORLD SUMMIT ON ARTS AND CULTURE(Melbourne, 3-6 October 2011)SESSION : ACROSS THE DIVIDE PRESENTATION By: BILEL ABOUDI (Tunisia) Internet profile : http://www.connectcp.org/bilelaboudi

  2. OUTLINE • Dimensions of “Culture” • Cultural Policy tools and public service • Public sector classification • New science and new approaches • Impact on policy modeling • Recommendations

  3. Dimensions of « culture » For policy elaboration, Which “culture” to choose ? • Aesthetic tradition ( Artistic dimension) • Anthropological tradition ( Scientific dimension) • Industrial and commercial ( Economic dimension)  All exist depending on policy priorities • Shaliniventurelli, From the information economy to the creative economy : Moving culture to the centre of international public policy, Centre for arts and culture 2000)

  4. Cultural Policy tools and public service Why are there public entities for culture? Right for everyone to produce and to have access to cultural production. Who will pay for it? Tax-payer

  5. Public sector classification Culture : a sector on its own  Showcase for governmental activity in this particular «public service » Tools : Funds + legislation Framework : Overall government program Analysis of performance : pre-established indicators Critics : most of indicators are idiosyncratic ( to ensure next elections!!) What happened to artists and their needs?

  6. Reasons • Cultural policy is defined like any other sector ( even sometimes it is considered as the easiest) • No real analysis of managerial needs and scope of sector impact and its interconnection with other sectors • Underestimation of its role due to the absence of a specific technical knowledge to it ( everybody can do that job)

  7. Transformation • But things have changed since the 90’s • The three High C’s : • Change , Client expectations and Competition1 • Which tools to use to manage the oragnisation? 1Reengineering the corporation: a Manifesto for business revolution ( Michael Hammer and James Champy, 1993)

  8. Emergence of a new science and new approaches • The Fifth discipline, the learning organisation ( Peter Senge1990) • Complexity and chaos theory ( complex systems analysis, nonlinear modeling, fractals) • Social network analysis tools • Systems dynamics ( +systems simulation software) • All are computer-aided ( not possible for a humanbrain)

  9. Impact on policy modeling • Static programming  Dynamic iteration (interconnectivity) • Deductive action ( linear model)  Inductive action (non-linear modeling) (less effort/ big change – system lever points) • Simple performance indicators  composite indicators ( + lever points and system pace)

  10. EXAMPLES • Cultural dynamics map version 1.0, March 2005 ( Cultural initiative silicon Valley) • Analysis of a museum policy ( interaction of two museums)

  11. International trends in interconnectivity : UNESCO Convention 2005 • Article 13 – Integration of culture in sustainable development : Parties shall endeavour to integrate culture in their development policies at all levels for the creation of conditions conducive to sustainable development and, within this framework, foster aspects relating to the protection and promotion of the diversity of cultural expressions. • Article 14 : Cooperation for development • Article 16 : Preferential treatment for developing countries • Opportunity to use new indicators for evaluating cross programming and interconnection • Current idea: The cultural diversity programming lens ( mod.) (CDPL) • Cultural policy reports ( a learning exercise)

  12. Recommendations for interconnectivity, Visibility and new culture sector tools • Introduction of a new vocabulary in culture sector to define the newly holistic role and to express interconnectivity: ( ex: Applied culture ( like applied philosophy)) • Paradigm shift in policy modeling for culture sector : from sectoral division, toward culture as a transversal theme in all departments. • Introduction of new management tools ( i.e systems dynamics) in policy analysis. • Promote information for sector gathered through knowledge sharing and networking and trust the method!!! . • (Recent example UNDP report ( Asia-Pacific Human Development Network - E-Discussion on CLIMATE CHANGE AND HUMAN DEVELOPMENT, where traditional knowledge was sought as to help to implement a sustainable development system)

  13. Thank you for your attention

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