Local Networks: (a guide to) Reimagining the Work of Cultural Organisations by Raluca Iacob EUROPEAN NETWORK OF CULTURAL CENTRES Contents FOREWORD: What we mean by 'culture' 3 V.Birth of a network 22 IX.International cooperation and TRUST 22 local networks 50 Welcome 5 SIMILARITY OF STATUS AND POWER 24 HOW TO CONNECT LOCAL NETWORKS & WHO ARE YOU? 5 PROXIMITY 25 INTERNATIONAL EXPERIENCE 51 WHAT IS THIS? 6 SITUATIONS OF COMMON HOPE AND ACTION 26 LOCAL NETWORKS INTERNATIONAL COOPERATION 51 I.What is a local network? 8 VI.The Life of a network 28 INTERNATIONAL COOPERATION LOCAL GOVERNANCE 29 NETWORKS 51 II.Why are local networks IDENTITY AND IMAGE 32 interesting? 10 DEMOCRATIC MANAGEMENT 33 X.Are local networks worth it? 52 COMMUNITY ENGAGEMENT 10 SITUATIONS WHERE PEOPLE CAN TAKE CHARGE 34 SUSTAINABILITY AND PROFESSIONAL THE FEELING OF A NETWORK 35 XI.How are local networks changing DEVELOPMENT 12 cultural organisations? 54 SOCIAL CHANGE 13 VII.Triggers of change 37 OPPORTUNITIES AND CHALLENGES 37 Appendices 55 III.The context that matters 15 ACCOUNTABILITY 39 READING SUGGESTIONS 55 LIFE AND WORK TOGETHER 16 INSTITUTIONALISATION 41 A NOTE FROM THE AUTHOR 57 A WISH TO TRANSFORM SOCIETY 16 THANKS AND ACKNOWLEDGEMENTS 59 INSPIRATION AND FUNDS FOR TERRITORIAL VIII.The role of public authorities 43 COOPERATION 16 FUNDING 43 CONSULTATION AND ADVOCACY 45 IV.Network thinking 18 NEW LOCAL NETWORKS 46 MAPS OF STAKEHOLDERS 19 PROGRAMMES AND EVENTS 48 FORMS OF SOCIAL ANARCHY 21 Local networks: (a guide to) reimagining the work of cultural organisations 2 FOREWORD: What we mean by �culture� In this guide, we regard culture as a socially- well-being and existential stance. It refers connected pursuit, a way to relate to and to audiences not as passive bystanders engage with the world of facts and the world who consume culture, but is respectful and of ideas, and to transform them while we understanding of their role in the creation of also allow ourselves to be transformed. meaning, their capacity to participate and their creative aspirations. This is not instru- Culture, especially the arts, has the power to mental culture. This is a culture that is aware affect us and our way of life by showing us a of its impact on people and communities. reflection of who we are, by making bridges This is socially-connected culture. with other ways of being, by pointing to the directions in which we are (maybe mistak- The relation between cultural rights and a enly) going, and to what matters most. vibrant, just and open society, capable of upholding the fulfilment of all human rights We see that the arts, but also the interpreta- is at the core of all cultural activities. Yet, we tion of heritage and other creative pursuits tend to talk about culture as an autonomous based on community and self-expression, field and to measure its ‘impact’ on other are always related to a certain perspective ‘fields’, and on society as a whole. Even the on life and society, which impacts people metaphor of the ‘cultural ecosystem’ sustains by leaving an imprint on their mind frame, this mirage to some degree. This analytical Local networks: (a guide to) reimagining the work of cultural organisations 3 separation which we try to bridge as spill- aries between ‘fields of activity’, that they overs or statistical imprints of economic, unfortunately often fall between the cracks social or civic value obscures the fact that of public policies and cultural management our cultural rights are based on a conception framework scenarios. They can take the of what it means to lead a decent and enjoy- shape of cultural centres, local networks and able life, a dignified existence as humans in platforms, multisectorial nonprofit organisa- a world where diversity is recognized and tions, socially oriented businesses, informal protected. It also hides the fact that cultural groups of cultural workers and enthusiasts. activities relate fluidly to social, economic, civic and educational goals. Before they are In an effort to capture the value of social- ‘instrumentalized’ or measured for their ly-connected cultural activity, we are too ‘impact’ or ‘spillover’ effect, they are natu- often hesitant to define them as inter- or rally connected to society. transsectorial. We also struggle to identify tools to pass on knowledge from those who Any cultural experience has social, economic, already have an impact to those who wish to civic and educational facets. The way we intensify theirs. usually think about culture, as a distinct sec- tor of human activity, is not the way culture Socially-connected cultural actors are an actually takes place, because culture ‘hap- incredible asset not only for cultural ecosys- pens’ not only when it is produced, but as a tems, but for communities and whole terri- continuous experience of all those involved, tories as well, and they deserve well-tailored, from cultural workers to its audiences. specific approaches to reflect, document and transfer their functions, their experience Some actors take this relationship between and their work processes. I hope this guide is culture, people and communities more one step forward in this direction. seriously than others, and it's precisely because they cross those imaginary bound- Raluca Iacob Local networks: (a guide to) reimagining the work of cultural organisations 4 Welcome WHO ARE YOU? formalise into a clear-cut piece of advice, that it is Telling an old story to an organisation simply ignored for the sake of clarity. that has never heard it is a step forward Learning is a life-long pursuit, but new for their learning process. Key conclusions knowledge takes time and energy, that In a world where information is abundant and small of academic studies on local network often we feel we no longer have. When organisations juggle multiple tasks, fast-changing development and other people’s our questions are practical, a guide is priorities and the agendas of their communities examples will for sure not replace the an appealing form, promising easy fixes and funders, it is hard to find money, energy and insights and practical learning that a for the challenges we face. time for more than an occasional mapping, a concrete experience of nurturing a local satisfaction questionnaire and an annual board or network can bring, but it might offer Advanced practitioners understand that a how-to members’ meeting. some ideas on what worked for others rarely tells the full story, and that in order to learn, and how, and an impulse to find out if one needs to understand the context. They indulge Most small organisations or informal arts groups do they can also work for you. in thicker descriptions and stories to reflect on; not have the needed capacity to do research; those stories that can be a source of inspiration, maybe who do tend to neglect the findings when these do even hope, and information that can bring them not confirm their wishes or their ideas. Small-scale closer to solving their managerial dilemmas. ‘What applied research - which is the type encouraged by worked?’ becomes ‘How did that work in a particu- toolkits - is likely to be used randomly and arbitrar- lar situation?’ or ‘What type of situation made that ily, depending on when it is received and who is work?’. behind it (DiMaggio and Useem, 1980). Even when research does bring drastic changes in the man- Principles can be learned and the steps can be agement of a network or an organisation, because made clear, but the implementation is always of often very brief organizational memories, such Whether you are just starting to build a local net- surprising. The role of context is crucial in learning decisions can appear discretionary when looked work, or you are already growing one, we hope you cultural management, and often it is so difficult to back at from a distance. will feel enriched by the contents of this guide. Local networks: (a guide to) reimagining the work of cultural organisations 5 WHAT IS THIS? – Chapter 3 We discuss the ubiquitous notion of context. This is particularly important for – Chapter 5 any kind of learning about organisational Are you starting to wonder when we management, and very difficult to actually get to work on the local network? – Chapter 1 summarize. But, with the help of a solid We start by the book, with a The answer is now. We introduce the most literature review, interviews, case-studies important factors conducive to a good definition of what we mean by a and our fierce minds, we managed to pull- baseline. Think of it as a canvas to assess ’local network’. We glance at the out some key strands of relevant external your starting position. general rhetoric on local networks, conditions that matter in the life of local then talk about the different ways networks. We recommend you read and in which network(ing) appears in reflect on them before starting a local network, or if you find yourself in a crisis. common and specialised talks. – Chapter 6 – Chapter 4 This part was initially called Even more theory follows! Network governance, but then We present the two most we decided just to focus on what – Chapter 2 common perspectives works. So we brought together Why are local networks interesting, you some of the wisdom out there In might ask? Or you might not, granted that on local networks. You fact, governance is just one part you are already reading this. But you could might not notice, but in of the story, as we would also like wonder what others see in them, or what public discourse both you to consider work processes, they can really deliver.