PROJECTS – TRENDS AND TOOLS

MEANING OF CULTURAL MANAGEMENT IN

CONTEMPORARY SOCIETY

Old model Transitional model

Desirable (new) model

Model in turbulent circumstances

Institutional logic Organizational logic

Project logic Logic of the key factor

Institutional planning

Strategic planning Strategic-project planning

Strategic-functional planning

Short-term planning

Long-term cyclic planning

Long-term flexible, proactive

Long-term adaptable (re-and pro-active)

mode of institutional behaviour (e.g., dependence on public authorities and funds)

Plurality of strategies hierarchically defined

Several multivariant strategies (diversifi-cation of funds with cross-references to the diversification of programmes and methods)

Plurality of strategies given the co-existence of several development scenarios subject to revision and adaptation

Sectorial activity (precisely defined)

Sectorial activity as the dominant form, accompanied by a development of partnerships on the inter-sectorial basis

Horizontal domains:culture science, educ., tourism, health Vertical inter-sectorial activity (public, private, civil)

Inter-sectorial activity based on the observed needs and the internal developmental resources and capabilities of the organizations

Feeling of institutional irreplaceability (undisputable mission – e.g. national museum…)

Vision of a stable internal organizational success

Vision of success, in the sense of the promoter of overall social development

Sustainability, to develop a vision of success which helps to stabilize and develop the community

Yearly based programme-financial control

Full procedural transparency (organizational, programme, financial)

Model of responsibility for public good

Changeable interactive mechanisms of management –pro-cedural transpar.

Professional skill and expertise guaranteed by diplomas and formal status in the organizat.

High expertise and specialization confirmed by the org. success

Professionalism confirmed in problem areas; understanding

Ability to apply and adapt codified knowledge in ra-pid change(AQM)

Learning as a necessary formal precondition for development in a professional carrier:

- formal, organized (usually on the national level)

Functional learning, mostly acquisition of skills required for strategic and organizational development:

-organized ad hoc by agencies for development and cooperation, etc.

Life-long learning of complex conceptual and narrowly professional most recent knowledge, together with the knowledge of techniques and skills required in complex specific situations:

- formal and informal, organized through flexible multivariant inter-sectorial methods of education

Multifunctional learning of the operational type (MfLOT):

- self-organized in cooperation with the relevant local and international partners

CULTURAL MANAGEMENT

a) analytical - descriptive

description and study of the existing forms and methods of organization

b) project - modeling

development and research of new, more adequate and more efficient means and models of organization

c) Conceptual – generator of ideas?

Projects in culture of excellence

Excellence is power; it is identity

Asef Bayat

The goals of cultural management

• development of a system (model) of cultural life (policy based approach)

• planning of cultural development (priorities and methods);

• development of branch systems of cultural activities• development of models of organization - institutional

management • production process organization (project

management – product oriented)• organization of dissemination) of culture - mediation

(project management process oriented)• modelling and managing international cultural

cooperation

THE MANAGEMENT ROLES

• PRODUCER - P

• ADMINISTRATEUR – A

• ENTREPRENEUR E

• INTEGRATEUR I

TYPES OF MANAGERS:

PAEI paei ----(ideal) (mediocre) (useless)

P--- Lonely rider

-A-- Bureaucrate

--E- Firesetter

---I Facilitator-mediator

Ideal managerial teams

• PaEi + pAeI

• PAei + paEI

• Paei + pAei + paEI, etc.

Project phases

• CONCEPTUALIZATION• PLANNING• IMPLEMENTATION• MONITORING

• CONTROL

• EVALUATION

• ENTHUSIASM• DISILLUSIONMENT• PANIC• SEARCH FOR THE

GUILTY• PUNISHMENT OF THE

INNOCENT• PRAISE AND HONORS

FOR THE NON PARTICIPANTS

Adizes project life cycle

• Beginning – paEI

• Baby period – Paei

• Go-go period - PaEi

• Adolescence - pAEi

• Top forme – PAEi

Or Mediocrity (paei) or Collapse (_A_i???)

Positionning the project

• BRANCH

• SECTORS- PUBLIC- PRIVATE- CIVIL

• CULTURAL FUNCTION- PRODUCTION- MEDIATION- PROTECTION AND ARCHIVING- EDUCATION

Types of projects

• Projects of vision• Technical projects

• Art production projects

• Art mediation projects• Art documentation &

archiving projects• Art education projects• .....

Types of projects

• Past re-visited• Present oriented• Future oriented

(experiment, innovation)

• Artistic• Raising awareness• Inclusion

(participation) oriented

Milica Stevanovic – Keep the view

Philosophy of cultural policy operation

Cultural diffusionism Cultural functionalism Cultural mercantilism

Methods of cultural policy operation

Cultural consultancy Cultural management Cultural intelligence

Characteristics of cultural policy operation

Representativeness, excellence, systematicity, traditionalism

Inventiveness, dynamism, dispersiveness, participation

Establishment of trends, design of change, co-modification of products and services

Focus of cultural policy operation

CULTURAL CREATIVITY

CULTURAL LIFE CULTURAL CONSUMPTION

Concept of cultural policy operation

Elite culture and programme of decentralization

Parallel cultural models and intersectorial cooperation

Mass culture and cultural hybridization

Key agents Public institutions at all levels

Organizations in all three sectors

Transnational corporation

Primary territorial coverage

National/state State/local Transnational/ global

Strategic questions

The vision: What do we want to be – to have as long term outcome?

The mission: Why do we do this project?

The strategy: How do we actualize and will accomplish that?

The goal: For whom and for what purpose?

Vision Mission

Inspiring Strengthens values and defines identity

Predicts and promotes new aesthetics and programme challenges – trend-setting

Defines the aesthetic-programming criteria

Mobilizing Strengthens organizational – team cohesion

Distinctive and innovative Recognizable in the public space

Ambitious Adequate for the organization’s resources

Future oriented Present oriented

Possible visions Mission

1. Central coordinating office in Southeast Europe for the preservation of the Roma (Gypsy) culture and language

2. Central coordinating office for the development of inclusive culture and art programmes for the Roma in Macedonia –Roma creativity

3. Roma cultural and educational centre for the education of new generations of Roma professionals and artists, trainers who will then run programmes in Macedonia and throughout the Balkans

Darhia, Skopje: Non-profit organization engaged in the preservation of the Roma cultural heritage and language and in the Roma involvement in democratic processes and progressive moves of civil society by promoting Roma culture within Macedonia and in the wider region

Types of strategies

• programming and organizational (competitive) strategies

• quality achievement strategies

• linkage strategies

• public engagement strategies

• strategies for the achievement of sustainability

• Sunsetting – exit strategy

programming and organizational (competitive) strategies

• diversification of programmes • diversification of resources • increasing the volume of production and

services – the organization’s growth • commercialization of programmes and the

spread of services• audience development and market expansion• programme-focused orientation/shrinking of the

organization (declining numbers of personnel)

quality achievement strategies

• support for quality development – achievement of excellence

• strategy of harmonization with professional standards of operation

• securing (exclusive) licensing rights

• education and knowledge transfer

Pyramide du Louvre, by I. M. Pei, at Paris, France, 1989.

linkage strategies

• orientation towards partnership/co-productions

• networking

• internationalization

• decentralization of activities

• inter-sectorial linkage

public engagement strategies

• positioning in the public domain and development of recognizability – public visibility

• lobbying and support-gathering strategies

• public commitment strategies and changes in the public space

strategies for the achievement of sustainability

• strategy of minimal self-sustainability

• merging strategy

• strategy of privatization

• migration strategy

Sunsetting

• strategy of dissolution, with the preservation of institutional achievements and collective memory

Tools of project management

• Idea verifying – reasoning control matrix• Logical matrix of planning process• Management and planning tools:

- strategic analysis: SWOT, GAP, Portfolio- project organization analysis- strategic planning methods (Gant ch....)- strategic tables

• Evaluation matrix, etc.

Project organization analysis

Analytical outputs (“reports”)

1. Individual and team self-analysis

Formula of managerial abilities

2. Genealogical diagnosis of an organization (strategic meaning of the project...)

Chronological map

3. Analysis of the organizational structure

Project organization chart

4. Analysis of the decision-making process, delegation of responsibility

Matrix of the decision-making process

5. Analysis of information flows within the team and organization

Diagram of information flows (information flow chart)

PROJECT PROPOSAL EVALUATION FORM

I APPLICANT CAPPABILITYBased on the information contained in the proposal judge the capability to carry out such a project.

II PROBLEM STATEMENT AND DEMONSTRATION OF NEEDExtent to which the proposal demonstrates the need and importance for such a project in the region. What is the main problem /need that the project intends to adress? Applicant's knowledge of key issues related to the problem.

III GOALS AND OBJECTIVESExtent to which concrete goals and measurable, time-framed objectives developed. And if they are logically linked to the problem statement and need.

IV METHODS BY WHICH GOALS WILL BE ACOMPLISHEDComment on the proposed activities and strategies by which the problem will be addressed. Major strengths and weaknesses in the proposed approach. Can the project realistically achieve it's goals and objectives given the problem and proposed methods? Is the approach justifiable and realistic given the problem statement and need. Does it demonstrate the applicant's expertise in the subject area? How project results will be disseminated to relevant organizations, individuals, to assure necessary follow-up or how project is publicized toward audiences, to assure marketing success?

V EVALUATION

Does the proposal contain an evaluation component? Extent to which it will be useful in determining the effectiveness of project ( linked to objectives?)

VI BUDGET

Is the budget sufficiently detailed and itemized? Are the costs reasonable and justifiable given the proposed methods and activities? Different funding sources? How will the project continue beyond the funding period?

Based on your review, rate the following on a scale of 1 - 5 (1 being poor and 5 being outstanding).Problem statement ___ Evaluation ____Goals and objectives ___ Applicant capability ___Methods/approach ___ Budget ____

Total rating _____

Board of CompanyEvaluation of project idea –

1. Author (s)2. Exclusivity3. Actuality4. Cultural impact

(problem importance)

5. Relation to institution profile and strategy

1. Selling or financial results

2. financing possibilities

3. Capacities, key resources, used

4. Marketing potentials

5. Media visibility potentials

The recommended navigational equipment for the project making:

Compass: methods of environmental analysis and self-evaluation

Sail: methods of use and development of the key resources according to the AQM

Rudder: methods of strategic planning

anchor: methods of understanding of cultural policy and anchoring within this policy