Universitat Internacional de Catalunya - Barcelona

Cultural Institutions and Policies

• code 04013
• course 1
• term Term 1
• type OB
• credits 3

Main language of instruction: Spanish

Other languages of instruction: English

If the student is enrolled for the English track then classes for that subject will be taught in the same language.

Head instructor

Lc. David ROSELLÓ - drosello@uic.es
Dra. Diane DODD - ddodd@uic.es

Office hours

Appointments before and after class by writing to ddodd@uic.es. 

Cultural policy is used to promote accountability and protect different forms of culture, including cultural goods that society promote or receive as legacy from previous generations, and which are the cumulative result of artistic creation,  values and beliefs that the community shares.

In the second half of the twentieth century with the development of the welfare state, a new social challenge was created, to improve and give access to culture; this manifested itself in the development of policies for the promotion of the arts and protection of cultural heritage. The debate since then, has been to find reasons and limitations on public action in the field of culture (who should receive public assistance), and also what must be the most appropriate procedure for allocation of public resources. More recently, the debate is broader: first, the very activity of artists and cultural agents now often requires a technical, administrative,  outreach and other more sophisticated support structure. In recent years, the cultural sector has greatly diversified (a process stimulated in many cases by new information and communication technologies, the globalization of markets for cultural products and especially the rise in entertainment products) and become a more important sector in the whole economy and society. Therefore, cultural activity needs increasingly, the support of an organizational structure, rather complex logistics, and the involvement of different public and private actors - but above all, it needs to be integrated in an ambitious and clear cultural policy to be effective.

At the same time, global trends are seeing much more interest by cultural operators in developing trans-border approaches to culture – understanding the political, social and economical climate of international engagement is an important step to effective international cultural action.

In this changing context, the aim of this course will focus on identifying the institutional and organizational framework determining cultural action, studying how the industry involves different public and private stakeholders and analyzing the planning process through which cultural policies meet targets and result in projects, programs and concrete actions.

Those required for the Master. 

The course has the following objectives:

• Familiarise the student with the basic concepts of cultural policies, instruments and agents involved.
   
• Understand the diversity of policy models, instruments and agents, and the richness of their interventions.
   
• Understand and position current debates about cultural policy.
   
• Obtain a deeper understanding of the wider implementation of cultural policies and institutions that develop them for economic, social and/or political purposes.

As a result, the following areas of competence should be acheived: 

Basic skills

• Knowledge and understanding that provide a basis or opportunity for originality in developing and / or applying ideas, often in the context of the investigation.
• Apply the acquired knowledge and the ability to solve problems in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their field of study.
• Ability to integrate knowledge and handle complexity and formulate judgments based on information which, although incomplete or limited, include reflecting on social and ethical responsibilities linked to the application of their knowledge and judgments.

General skills

• Analyze and interpret social and cultural environments to identify needs, opportunities, weaknesses, strengths.
• Lead, coordinate and take part in interdisciplinary teams.
• Demonstrate ability to open and flexible response to the cultural and social diversity of the environment.

Transversal skills

• Design, direct, produce and evaluate projects, programs, strategies, political or cultural activities in which they are involved varied profiles of professionals, agents and institutions.

Specific skills

• Identify, analyze, design, plan and evaluate cultural policies and to recognize the role of agents involved in cultural activities in a specific environment and planning instruments mentioned cultural policies.

At the end of the course, the student is able to:

• Understand and describe the institutional and organizational framework in which cultural policies are developed. 

• Understand the nature, scope and interrelationships of the various actors involved in cultural activities. 

• Identify the various forms of management of cultural projects.

• Understand the fundamentals, methodology and application of planning techniques political and cultural projects. 

• Analyze and discuss strategic plans and processes of cultural programming.

• Arts and cultural policy – what are they? 
  
• Dialogue between cultural policies and other policies
• Key terminology
  
  

Arts and cultural policy instruments – what are they?

• Planning cultural policy
• Design of cultural projects

Cultural Policies: development, evolution and reality

• Historical models: evolution
• Current situation: internationally, nationally, regionally and locally
• What will happen to cultural policies in the future?
   

New challenges for culture

• Culture and devlopment
• Social cohesion
• Urban regeneration
• International cooperation
• Culture and conflicto

Cultural policies in the public field

• Cultural action in public administrations (national, regional and local) 
• What are the new challenges for the public sector with regard to culture?

 
Foreign cultural policy, models for intervention and inter-governmental organisations

• UNESCO
• Council of Europe
• European Union
• Intergovernmental Organisations

Cultural actions of associations and prívate foundations

• The role of associations and networks in the field of cultura
• Private foundations supporting the arts and cultura
   

The cultural manager in private companies 

• Entrepreneurs in the field of cultura
• What does it mean to work in the prívate cultural sector?

The general methodology of the course is a combination of conceptual presentations from lecturers and experts in the field accompanied by core reading assignments on specific areas to complement the concepts discussed in class. 

Students will be set mini-assignments to collect and share case studies from their own countries. Enriching debate in class with international examples to illustrate the issues.  

The course has a coordinator who teaches many of the sessions, but is complemented by additional specialists in different topics and practical sessions.

Participation in class (30%)
Students are expected to read material provided and be aware of current events. The knowledge and level of participation students bring to class will be evaluated through short Q&A during each session. 

Oral Presentation Diane Dodd (30%) 
Converting a space for cultural use. Students are asked to give a short 3 minute presentation on why a specific space should be converted into a cultural space. Political, economical and social arguments will be needed to make a convincing argument.  Furthermore, each student be given the opportunity to ask an intelligent question from the perspective of a person considering investing in the project.

Written Presentation (40%)
Students are asked to deliver a final academically styled piece of work demonstrating political aptitude that considers economic, cultural and social development of a region or city.

The student needs to analyse what the region/city currently has in terms of cultural institutions and policies and what it is missing to develop culturally/socially/economically in the future. 

The student must then, identify what  the city/region needs in terms of cultural institutions and suggest policies and actions to support the development of the city/region.  Consider:

a)     Development of local cultural offer (both infrastructure and content) 

b)     Wider visibility for the region/city through culture (use of awards, titles or other flagship initiatives) - nationally and internationally

c)     Legacy and long-term objectives

Up to 6,000 words                        

Discretionary evaluation (+/- .5)

FINAL NOTE: ____________

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