Cultural Policy and Creative Economy Training Course

Participants can map cultural actors, assets, relationships and constraints within a defined territory.

• Cultural asset inventories covering venues, collections, skills and intangible heritage
• Stakeholder mapping using power-interest grids and relationship diagrams
• Value-chain analysis from creation through production, distribution and consumption
• Mapping formal, informal, community-led and commercial cultural activity
• Geographic access analysis using catchments, transport and facility locations
• Identify ecosystem gaps affecting participation, production and cultural circulation

Participants can specify credible evidence for cultural policy diagnosis and prioritisation.

• Cultural statistics sources: surveys, administrative records, registers and platforms
• UNESCO Culture|2030 Indicators for culture, economy, society and environment
• Disaggregate participation data by age, income, disability, gender and location
• Data quality checks for coverage, comparability, timeliness and sampling bias
• Combine quantitative indicators with interviews, observation and participatory research
• Draft evidence questions before commissioning research or collecting new data

Participants can incorporate cultural rights and inclusion requirements into policy design.

• Cultural rights principles: access, participation, expression and identity
• Barrier analysis for cost, language, disability, safety and representation
• Universal Design principles applied to cultural venues and programmes
• Co-design approaches with artists, communities, youth and marginalised groups
• Free, prior and informed consent in indigenous cultural contexts
• Participation targets balanced against artistic autonomy and cultural specificity

Participants can write a policy problem statement supported by evidence and causal analysis.

• Problem trees separating symptoms, root causes and policy consequences
• PESTLE analysis for cultural policy drivers and external constraints
• Market failure tests for public support to cultural goods
• Equity analysis identifies groups excluded from cultural opportunities
• Define policy scope, target populations and geographic boundaries
• Draft problem statements with evidence, urgency and decision relevance

Participants can compare policy instruments and recommend a justified strategic direction.

• Policy instrument typology: regulation, funding, information, provision and partnerships
• Multi-criteria analysis comparing cost, equity, feasibility and cultural impact
• Scenario planning for funding volatility, political change and digital disruption
• Select intervention mixes for creation, access, preservation and enterprise growth
• Assess unintended effects including displacement, capture and cultural homogenisation
• Prepare decision briefs for ministers, boards and senior officials

Participants can build a theory of change for a cultural policy intervention.

• Theory of change sequence from inputs to long-term cultural outcomes
• Outcome mapping distinguishes behavioural changes from delivered activities
• Assumptions testing identifies conditions outside programme control
• Causal pathways for participation, creative livelihoods and community cohesion
• Define beneficiary groups, intermediary actors and institutional responsibilities
• Convert policy objectives into measurable outcome statements and indicators

Participants can design public support appropriate to creative enterprise development barriers.

• Creative business models: commissions, licensing, subscriptions, sales and royalties
• Enterprise diagnostics covering finance, skills, markets, premises and intellectual property
• Cluster development principles for creative districts and production networks
• Incubation services matched to enterprise maturity and sector needs
• Intellectual property basics: copyright, neighbouring rights, trademarks and contracts
• Avoid subsidy dependence through market access and revenue diversification

Participants can assess cultural infrastructure proposals against need, viability and public benefit.

• Infrastructure typologies: libraries, museums, theatres, studios, archives and cultural hubs
• Demand analysis using audience profiles, catchment populations and utilisation rates
• Options appraisal compares refurbishment, shared use, new-build and mobile provision
• Place-based cultural strategies connect public realm, heritage and local identity
• Gentrification risk assessment considers displacement of residents and artists
• Operating models define ownership, management, maintenance and revenue responsibilities

Participants can create transparent grant scheme rules, processes and assessment criteria.

• Grant scheme objectives aligned with policy outcomes and target groups
• Eligibility rules define applicants, eligible costs, exclusions and co-funding
• Assessment rubrics score artistic quality, feasibility, access and public benefit
• Conflict-of-interest controls for assessors, panels and decision makers
• Proportionate due diligence based on grant value and delivery risk
• Grant agreements specify milestones, evidence, payment conditions and remedies

Participants can prepare a costed budget and financial sustainability assessment for a cultural programme.

• Cost categories separate capital, operating, programme and contingency expenditure
• Unit costing estimates subsidy requirements per participant, project or venue
• Revenue models combine public funds, earned income, sponsorship and philanthropy
• Cash-flow schedules identify timing gaps between commitments and receipts
• Sensitivity analysis tests attendance, inflation, exchange-rate and funding assumptions
• Whole-life costing includes maintenance, renewal, staffing and decommissioning

Participants can establish governance and partnership arrangements suited to cultural programme delivery.

• Governance models for ministries, agencies, trusts, municipal entities and partnerships
• RACI matrices assign decision rights, delivery tasks and accountability
• Partnership due diligence reviews mission fit, capability and financial health
• Memoranda of understanding define contributions, intellectual property and dispute resolution
• Advisory panels balance expertise, independence, diversity and local knowledge
• Escalation routes address delivery failures, conflicts and reputational risks

Participants can plan credible consultation and communicate cultural policy choices to decision makers.

• Stakeholder engagement plans distinguish inform, consult, involve and collaborate
• Consultation questions test priorities, trade-offs and implementation barriers
• Facilitation methods manage contested narratives and unequal participant power
• Policy narratives connect evidence, public value, identity and fiscal responsibility
• Briefing notes present options, recommendations, costs, risks and decisions needed
• Feedback reports show how consultation input changed proposed actions

Participants can address digital access, platform power and cultural data issues in policy proposals.

• Digital cultural participation measures access, engagement, creation and discoverability
• Platform market structures shape visibility, revenue shares and bargaining power
• Copyright licensing choices for digitised collections and online content
• Digital preservation planning addresses formats, metadata, storage and access rights
• Data governance covers consent, privacy, ownership and reuse permissions
• Digital inclusion measures address devices, connectivity, skills and accessible formats

Participants can integrate heritage conservation, community benefit and visitor management into policy decisions.

• Heritage significance assessments distinguish historical, social, aesthetic and scientific values
• UNESCO World Heritage management principles for protection and community participation
• Visitor carrying capacity considers physical, social and ecological thresholds
• Conservation plans prioritise risks, maintenance cycles and intervention standards
• Tourism benefit-sharing mechanisms support residents, custodians and local enterprises
• Interpretation strategies connect authenticity, accessibility and visitor learning

Participants can construct a monitoring and evaluation framework for cultural policy outcomes.

• Results frameworks link activities, outputs, outcomes, indicators and assumptions
• Indicator selection tests validity, reliability, feasibility and decision usefulness
• Baselines, targets and disaggregation support credible performance assessment
• Contribution analysis examines plausible programme influence on cultural outcomes
• Mixed-method evaluation combines administrative data, surveys, interviews and case studies
• Learning loops convert findings into programme adjustments and policy revisions

Participants can identify and manage operational, ethical and reputational risks in cultural programmes.

• Risk registers record causes, consequences, controls, owners and review dates
• Safeguarding procedures protect children, vulnerable adults and participating artists
• Ethical protocols address representation, appropriation and community consent
• Fraud controls cover grant claims, procurement, conflicts and asset management
• Crisis communications plans address controversy, incidents and public criticism
• Business continuity arrangements protect collections, archives, events and digital assets

Participants can specify and commission cultural services while protecting quality and public accountability.

• Commissioning briefs define outcomes, audiences, scope, budget and delivery constraints
• Procurement routes match contract value, risk and supplier market conditions
• Quality criteria assess artistic merit, inclusion, capability and environmental practice
• Evaluation panels document scoring rationales and moderation decisions
• Contract management tracks deliverables, variations, payments and performance issues
• Commissioning ethics protect independence, fair access and intellectual property rights

Participants can convert a policy direction into an accountable implementation and review plan.

• Implementation roadmaps sequence legislation, funding, partnerships, communications and delivery
• Critical path analysis identifies dependencies, milestones and decision gates
• Resource plans assign budgets, teams, procurement and specialist expertise
• Change management addresses staff roles, partner readiness and institutional resistance
• Review cycles combine annual performance reporting with periodic policy evaluation
• Policy sunset clauses and renewal criteria maintain relevance and accountability

Participants can build, review and present a complete cultural policy or creative economy programme dossier.

• Define a policy problem using ecosystem evidence and cultural rights analysis
• Present strategic objectives, target groups, policy instruments and delivery rationale
• Integrate theory of change, results framework and indicator set
• Specify governance, partnerships, funding rules, budget and implementation roadmap
• Assess risks, consultation findings, equity effects and mitigation actions
• Defend recommendations through peer review and senior decision-maker presentation