Day 2 - Culture & jobs: rescue, support, unleash

Policies to support
jobs in the sector in
the time of COVID-19
crisis and beyond

oe.cd/culture-webinars ec.europa.eu/creative-europe
#OECDculture #CreativeEurope #EuropeForCulture
Ekaterina Travkina
Co-ordinator, Culture, Creative Industries and Local Development
OECD Centre for Entrepreneurship, SMEs, Regions and Cities

Andrew Dobbie
CEO and Founder MadeBrave, Scotland, United
Kingdom
Josephine Hage
Deputy Director, Creative Saxony, Germany
David Halabisky
Economist, Entrepreneurship Policy and Analysis
Unit, CFE, OECD
Barbara Stacher
Directorate General for Education, Youth, Sport
and Culture, European Commission

Unprecedented rescue
responses

A more targeted support package is needed
6
To learn more: Culture Shock: COVID-19 and the Cultural and Creative Sectors, OECD
PUBLIC FUNDING
Grants & subsidies for CCS &
individual artists
Compensation of losses
Loan provision and guarantee
EMPLOYMENT SUPPORT
Job retention
Income support
Unemployment benefits
DEFERRAL OF PAYMENTS,
EASING
ADMINISTRATIVE PROCEDURES
Advanced aid
Postponement & relief of dues
STRUCTURAL POLICIES
Training and capacity building
Impact analysis
Digitalisation
Innovation

And bring together partners to create a supportive
ecosystem
Covid-19 Impact on Cultural & Creative Sectors 7
City Governments
To guarantee the survival of venue-based sectors cities such as Amsterdam and Helsinki have suspended delivery
targets for cultural institutions but maintained grants.
Businesses
The French Société Générale bank group established a EUR 2 million Emergency Aid Fund to support musicians.
London’s Soho Theatre worked with Amazon Prime Video to raise funds to support freelancers in the theatre sector.
Foundations
The Amplifier Foundation sought to employ creative workers through a Global Open Call for Art that grants USD
1000 for a piece to 60 artists. The works will then be distributed online and physically.
Collective Management Organisations
In Australia the Phonographic Performance Company (PPCA) calculated and distributed advance payments for
Australian Registered Artists based on the average of their previous earnings

Help culture survive the crisis and build its
future resilience
8
 Ensure support reaches creative professionals and
firms
 Encourage investment in cultural production
 Adapt public self-employment and income support
measures to new and hybrid forms of employment
 Widen innovation support - to cater for non-
technological innovation
 Improve access of creative firms to SME finance by
leveraging intangible assets
 Address digital divides
 Build on cross-overs between culture, education,
health and well-being, and tourism to build back better

Case studies on
addressing CCS skills
needs:
Entrepreneurial
learning

Maciej HOFMAN
Policy Officer, Culture - Cultural and Creative Sectors, DG EAC,
European Commission

Libby Anson
Student Employability and Enterprise Manager,
Glasgow School of Art
Deborah Keogh
Knowledge Exchange Manager, Royal
Conservatoire of Scotland
Rachael Brown
Founder and CEO, The Creative Entrepreneurs’
Club (panel chair)
Miriam Smith
Business Development Manager, Queen Margaret
University

www.shiftintoyourfuture.com

Lies COLMAN
Royal Conservatoire of Antwerp, Flanders, Belgium

ARTS ENTREPRENEURSHIP
Preparing students for a
self-managed professional career
in performing Arts.

Entrepreneurship in the Arts: Why?
Action:
From passion to profession:
- How can I make a living?
- How can I realise my ambitions, my dreams?
- ‘New’, non-artistic skills (or not?)
Re-action:
Artistic profession is in flux: shift from ‘traditional stages’ towards
multiple employability, flexibility, self-management.

Role of Higher Arts Education
Institutions:
Royal Conservatoire Antwerp
The Royal Conservatoire Antwerp is the only Flemish School of Arts
that offers higher education programs in Dance, Drama, Music and
Arts & Education.
Artistic education, practice and research are approached
with an emphasis on expertise, creativity, collaboration and reflection.
Students, staff and institution play an active role in society
and in the (inter)national professional field,
and position themselves with respect for their
unique individual and public profile.

Entrepreneurship at
AP University College
AP University College:
4 departements (Bachelor Programmes) + 2 Schools of Arts:
- Royal Academy of Fine Arts
- Royal Conservatoire
• Classical Music
• Jazz
• Drama
• Dance
• Education in Music and Performing Arts

AP & Student Entrepreneurship:
AP University College stimulates entrepreneurship:
- By facilitating flexibility in curriculum: costumised study programmes
> Student-entrepreneurs
- By implementation in Education Programmes as part of a learning line
> Education
- By providing a network:
> TakeOffAntwerp https://www.takeoffantwerp.be/alliance
> Alliance of
- Chamber of Commerce
- Association of Universities and University Colleges
- City of Antwerp
- SINC: Students for Innovation & Cooperation
With the support of VLAIO

Entrepreneurship at RCA
Philosophy of the course:
- Very hands-on: assignments linked to a (hypothetical) case
study
- Where possible, linked to an existing project (festival, CD-
recording, series of performances...)
- Taylored: very personalised
- Room for feed back and personal guidance
- Make students self-reliant and independent

Content of the course:
- Businessplan: from inspiration to creation
- Financing: how to finance your project
- Digital marketing
- Royalties: to get them or to deal with them
- Technical communication for non-technicians
- Start to freelance (Cultuurloket: statute)
- Subsidies in Flanders
- Career coaching

Entrepreneurship in motion
A course which changes constantly, in sync with reality:
- Not too theoretical: use strengths of the students
- Goal-oriented: real situations
- Good practices and inspirations
- Flexible, accessible
- Investigative attitude and researching skills
 Underlying reason:
applicability, self-management

Partners involved in the course: e.g.:
- Professional(s) (organisations) on expectations and
requirements
- Podiumkunsten: Career coaching, digital promotion
- Cultuurloket: Advice for professionals
- Kunstenpunt: Information on subsidies
- Vi.be: Advice for professionals (legal, financial...)
- Juistisjuist: General information on contracts,
fees, ...
 Underlying reason: initiate a relationship

Part of the learning line: First inspiration, then information.
** “Artist in Society”: reflective course on the position of the
arts and artist in relationship with the audience
** “Entrepreneurship in the Arts”
** “Creative Projects”: development, organisation and
performance of a non-traditional artistic project from creation
to performance.
o First year: participative, supporting role (+ artistic)
o Second year: leading role (+ artistic)

Society as an audience
City of Antwerp:
- Partner in developping relationship with
sector and individual artists
- Facilitating (location, communication...)
- Projects and Festivals
- Financial partner for future viable projects

Entrepreneurship beyond RCA
http://www.musae-project.com/

Kerstin Guhlemann
Technical University of Dortmund, Germany

Raffaele Trapasso
Team Leader, HEInnovate, OECD

Case studies on
addressing CCS skills
needs

Pier Luigi SACCO
Senior Advisor and Head, OECD Venice Office for Culture and
Local Development

Iain HAMILTON
Highlands and Islands Enterprise, Scotland, United
Kingdom

Hans van der Linden
Policy Advisor, Department of Culture, Youth and Media,
Flanders, Belgium

Digital
leadership
for culture

How to stimulate digital
transformation?
digital infrastructure digital content
digital innovation digital expertise

What did we ask for?
Generation of ambassadors
Balance between a generic and cultural focus
Active involvement of participants
Selection process

First iteration during academic year 2020-2021

Principles
Multiplicator effect
Sustainability
Hollistic approach
By and for the cultural sector
Community building
Customisation

Selection of participants
Profile
Management
Professionals in cultural sector (organisations)
‘early adopters’
Application
Clear commitment (time and registration fee)
Reflection about the own organisation
Self assessment digital maturity
Divers and recognisable group of 26 participants

The current corona crisis seems to have accelerated things, but at the same
time exposes a major pain point: our Flemish museums still have a long way to
go in formulating a vision and managing digital processes.
I want to be able to position our digitization projects on CRM, online
ticketing and digital collection building as part of a strategy, so that we
can grow in a realistic way in the years to come.
I want to obtain more insight into the impact of digital innovations on the
operation of (other) cultural organizations, revenue models, the necessary
competencies of employees, new technologies and possible opportunities.

Zelfevaluatietool digitale maturiteit

Building blocks
Masterclasses: to strenghten competences and expertise
- context of digital transformation
- translate new developments into possible impact on cultural practice
- the business and management process of digital projects
Bootcamp: to develop a digital strategy
- digital strategy for the organization
- action plan to implement the digital strategy
- How to establish a strategy and fulfill the conditions
The boot camp is supported by individual coaching.

Required time
investment
Meeting days 10 days for class days and other meetings
Online community Commitment to follow up online communication
at least once a week.
Assignment 5 days to work independently and with a coach
on an assignment

Timeline
29/09/2020 Kickoff + launch online learning platform
20/10/2020 Masterclass technology and impact
24/11/2020 Masterclass men and organisation
8/12/2020 Masterclass ecosystems
19/01/2021 Masterclass businessmodels in the cultural sector
26/01-
16/02/2021
Deadline for defining personal assignment
23-25/02/2021 Bootcamp digital strategy
03/05/2021 Bootcamp digital strategy
24/05/2021 Deadline personal assignment
06/2021 Presentation

More information
www.digitaleleiders.be
an.vanlierde@cultuurconn
ect.be
hans.vanderlinden@vlaand
eren.be

Michael Wilson
Co-producer of Outlander
Amy Shaw
Co-manager, BECTU Vision, Scotland,
United Kingdom

Laura Martelloni
ANCI Toscana Associazione, Italy

Laura Martelloni– 28/01/2021 – OECD-EC Webinar Culture&
Jobs:Rescue, Supportand Unleash
Participatory Futures: co-creating cities
through Meanwhile Spaces

/THE PARADOX OF URBAN
REGENERATION
• Topdownurbanregeneration
• Shorttermism
• Rigidanddeterministicmasterplanning
• HardwarevsSoftware
• Arts& Culturekeyingredientsofgentrification-led
businessmodels
• PublicvsPrivateValue
/ 2
Is there an alternative?

/HOW DO WE MAKE CITIES IN THE AGE
OF UNCERTAINTY?
MEANWHILE
SPACES
Intervening
over the ‘in-between’ masterplanning
and space delivery to raise ambitions,
quality, value and impact for all

/WHAT
MEANWHILE SPACES
Temporaryuses can be more thanmarketingoperations oractivation levers in the meanwhile:they
can become strategic assets for designing cities inthe age of uncertainty,becoming ‘’testbeds’’ for
(social) innovations that respond to present and future needs.
Arts, culture& creativity applied not only to triggerparticipatory placemaking, but as fundamental
levers for imagining and testing new ways of living, moving,caring, learning,enjoyingin cities.
Focus over the ‘software’ – but equal attention to the deep codes that allow meanwhile spaces to
thrive (policy-making,regulation, governance,funding).
UNLOCKING THE
TRANSFORMATIVE
POTENTIAL OF MEANWHILE
USES IN URBAN
REGENERATION

/WHERE
14 CULTURAL & CREATIVE
HUBS
/ 6
• 8 Frontrunner Cultural &
Creative Hubs
• 6 Early Stage Regeneration
Sites (Pilots)

/SO WHAT
Arts,cultureandcreativityled meanwhileprogrammes
7 thematicLabs pushingmeanwhileprogrammestowards
frontierintersectionsacrosscircular & collaborativeeconomies,
climateaction,social innovationandinclusion,arts& cultureand
more
A taskforce (T-Agency) supportingmeanwhiledesign,
managementandlegacyand curatingfullportfolioof
innovationsacrosshardwareandsoftware
CoP toadvanceknowledgeandharvestemergingpracticein this
field
T-Talks&Roadshowspunctuatingourstorytellingandlearning
3KeyThings we are observing:
• (Private) investors may accept less profitif this comes with better quality. Thereis
increasing recognition that arts, cultureand creativity can be fundamental drivers of higher
quality urban regeneration
• Meanwhile space management not necessarily divided between top-down and bottom-up.
Third way emerging?
• New organisations, businesses and professionals are emerging as innovative
intermediaries, often showing unedited combinations between disciplines and knowledge
areas (creatives, artists, community builders, architects, designers, urban planners, etc.)

/WHO WE ARE
ORGANIZATION
COMMUNITIES
CITIES
CONSULTANCY AND
SOCIAL BUSINESS
ACADEMIA

/OUR SISTER PROJECTS
CENTRINNO: 9 cities across Europecommitted torevitalising industrial historical sites intoinnovative and
inclusive hubs for urban production, new enterprises andjobsas well as new professional knowledge andskills.
HUB-IN: 8 cities across Europe promoting the regeneration ofHistoric UrbanAreas by leveraging networks
ofinnovation and entrepreneurship while preserving unique social, cultural & environmental values
All together, we workover 26cities and 22
Countries across the wholeof Europe

What next: Culture and
the recovery

Upcoming cultural & creative sector events &
publications
70
Covid-19 Impact on Cultural & Creative Sectors |
 27 Jan| WEBINAR: Spotlight Covid-19 and Music & the
Night Time Economy webinar
 27-28 Jan | WEBINAR: Culture & jobs: Rescue, support and
unleash (Co-hosted by Glasgow City Region)
 25 Feb | WEBINAR: Book publishing
 25-26 Feb | WEBINAR: SME support ecosystems for
Cultural and Creative Sectors (Co-hosted by Flanders)
 April | WEBINAR: Innovation in public and private
investment in arts and culture
 Summer | SUMMER SCHOOL: 4th edition of Summer
Academy on Cultural & Creative Industries, Trento Centre
 Summer | REPORT: Culture & Local Development

Day 2 - Culture & jobs: rescue, support, unleash

Day 2 - Culture & jobs: rescue, support, unleash

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Day 2 - Culture & jobs: rescue, support, unleash