Strategy for the promotion of regional cultural governance

Dónde
Colombia
When
2020
Quién
Ministry of Culture, Directorate of Regional Development
Describe the main features of the policy/measure: 

This strategy was developed by the Directorate of Regional Development (DFR) of the Ministry of Culture with the purpose of articulating the three levels of government - national, departmental and municipal - in order to build local capacities that guarantee the development of cultural plans, programs and projects in the territories, employing the following components:

a). Technical assistance, advice and accompaniment to territorial entities and citizens in the regions on cultural governance: This scheme of intervention of the Ministry of Culture in the territories, has reached 1,000 municipalities, 32 departments and 31 capital cities each year since 2015. It provides technical assistance to territorial public entities and the general citizenry in matters of planning, financing, cultural participation and institutional development and promotes the institutional offer and calls of the Ministry of Culture, its regulations and cultural policies. This accompaniment is done in two ways:

1. Municipal Consultancy, implemented by 14 ministry officials in charge of visiting the regions and promoting meeting spaces with cultural authorities and citizens in order to i) provide information on the different components of the National System of Culture, ii) support regional initiatives when they overlap with the mission objectives and attached entities of the Ministry of Culture and iii) provide advice to the municipalities in all cultural matters and commitments. The prioritized municipalities are selected according to different criteria and the level of urgency manifested in each.

2. Advice to departments, districts and capitals; this modality starts with a situational analysis based on which a care strategy is designed to articulate the requirements of these territories with the plans and programs of the Ministry. This accompaniment, which is done by a team of eight officials, is provided through activities such as: Departmental workshops; agendas of interest; special visits and national meetings of departmental heads of culture.

b). Collection, generation and processing of information for decision-making and direction of public policies in culture: these visits to the regions allow information to be collected about their cultural context, the operation of their cultural, their methods of planning and financing and the status of cultural offer and infrastructure. This information is registered and processed through the Regional Development Information System (SIFO), a tool that facilitates the generation of reports, analyses and diagnoses, all of which is key for decision-making and policy formulation in culture, both regionally and at national level.

c). Cultural Management Training: This component has been implemented since 2010 through a course in project design for cultural management and entrepreneurship that provides conceptual, technical and methodological skills in cultural management to different actors in the sector. It has been developed in conjunction with several universities and territorial entities.

d). Revitalization of the Participation Spaces of the National Culture System - SNC: In order to strengthen and expand the participation of artists and cultural managers, the General Law of Culture proposed the creation of the Culture Councils, which are the meeting place of all the actors in the system, where they are able to make decisions about politics and cultural planning. This strategy has designed methodologies and taken the following actions to strengthen the councils:

1. Technical assistance for the creation, reactivation and operation of the culture councils in each region.
2. Information gathering and presentation by members of Culture Councils at the national, departmental and municipal levels in order to make all relevant actors in the cultural life of the country more visible and promote contact between them and the community and among agents of culture among themselves.
3. Technical Secretariat of the National Council of Culture, advisory and consultation body of the Ministry of Culture and highest participatory body of the System.

What are the results achieved so far through the implementation of the policy/measure?: 

As a result of this strategy, there is a stronger institutional response in all covered regions, with more and better tools for the execution of cultural plans, programs and projects; cultural agents and artists are now qualified so that their projects and initiatives can apply to different sources of financing, and the citizenry as a whole is represented in the culture councils and contributes to the formulation and oversight of the public policies for the sector. In relation to the above, the strategy has achieved the following:

* Increased consultancy provision to authorities, agents and the general public in the culture sector of the regions. It was possible to go from covering 26% of the national territory (304 municipalities in 2010) to 91% (1,063 municipalities) of the 1,165 of the country. In 2015: 1,000 municipalities, 32 departments and 31 capital cities were reached (89% of these municipalities are category 6).
* The institutions of the sector have diagnostic information from 1000 municipalities, 32 departments and 31 capitals, which constitutes a great support for directing policies, decision-making and planning related to the sector in territorial entities, through the Regional Development Information System -SIFO-. On the other hand, this information, which is available for public consultation, provides elements for strengthening social oversight of resources and plans by artists, agents and the community in general.
* Since 2010 3,652 people have been trained in project design, access to financing sources, knowledge of the public culture sector, understanding of cultural legislation and management of the essential aspects of cultural entrepreneurship through 162 versions of the course in Design and formulation of projects for cultural management.
* Four books have been published: "Tools for Public Cultural Governance" (2013) to support the training component; "National Culture System: State, Challenges and Perspectives" (2013); "Cultural Diagnosis of Colombia" (2013) and "Houses that Count" (2014). These publications are a direct result of the Collection, generation and processing of information for decision-making... component.
* 993 municipalities currently have active Culture Councils (99.3% of the municipalities visited in 2019), a fact that proves the successful strengthening and activation of participation spaces by this strategy.
* The SIFO has data from 11,735 representatives coming from different culture sectors to the national, departmental, district and municipal culture councils.
* Each year the strategy manages to reach around 14,000 beneficiaries with technical advice or at the meetings in the wake of municipal and departmental advisory visits.
* Since 2016, SIFO has made it possible to trace the commitments agreed upon in municipal visits of technical assistance. In 2019, 3,751 recommendations were registered, which it will be possible to follow up in 2020.
* Advice has been provided on the correct regulation for territorial financing sources such as the Procultura stamp. Increased monitoring in the execution of specific expenses and general advice on the execution of public spending have allowed to improve the institutional and administrative conditions of the territorial entities. This has carried significant changes, both in the way cultural policy is implemented in the regions and in the way the Ministry of Culture identifies their needs and challenges and designs strategies from its several spheres of action and expertise. In this way, it is now possible to count on a technical reading of the culture sector (baseline) with objectively verifiable variables that are traceable over time and updated according to the local reality.

We can highlight achievements in three special projects:

* Accompaniment in the formulation of the cultural component of the development plans of the territories for the period 2016-2019 and 2020-2023 and adjustment of the objectives and strategies of these regional plans with the national development plans. This action is carried out with technical assistance and the delivery of a Toolkit for diagnosis and strategic planning to the new public servants. In 2015 and 2016 it was possible to provide this assistance to 1,107 territorial entities (844 municipalities, 32 departments, 33 districts and capitals). In 2020 a new Toolkit has already been delivered to 32 departments and 596 municipalities.
* Technical advice for the design of cultural projects that can be financed with resources from the General Royalties System - SGR, hoping that territorial entities will commit to a greater influx of resources for the culture sector. To this purpose, territorial entities have been advised on projects of cultural infrastructure, of tangible and intangible heritage and of cultural development. Since the creation of the royalty advisory group of the Ministry of Culture, 213 projects have received assistance, 86 of which have been approved by the current administration (2018-2022) for a total of 212 billion pesos (US $ 60,571,428) .
* Technical assistance for the implementation of the Periodic Economic Benefits Programme -BEPS- for creators and cultural managers. This programme is possible thanks to the issuance of Decree 2012 of 2017 that established the procedure for the execution of resources from 10% of the collection of the Procultura Stamp, which according to Law 666 of 2001 must be used for the social security of creators and cultural agents in the 29 departments and 1,097 municipalities that have adopted the stamp. The decree determines the conditions, requirements and prioritization criteria so that cultural creators and managers can access the Periodic Economic Benefits through the following modalities: Financing of a life annuity of the BEPS Complementary Social Service and Financing of contributions to the BEPS Complementary Social Service (a motivation to save). As of December 31, 2019, 822 municipalities have identified 14,576 viable creators and agents as possible beneficiaries of the programme. Of these, 246 municipalities have already made the transfer of funds to benefit 3,102 people in the two modalities of the programme. These transfers amount to more than 75,000 million pesos (around 21 million dollars).

Financial resources allocated to the policy/measure in USD: 

$543,974,000

Partner(s) engaged in the implementation of the measure: 
Name of partnerType of entity
Ministry of Culture
Public Sector
Jorge Tadeo Lozano University
Civil Society Organization (CSO)
Associación of Friends of the National Museum
Civil Society Organization (CSO)
Has the implementation of the policy/measure been evaluated?: 
NO
Objetivo(s) de la Convención 2005 de la UNESCO
Cultural Domain(s)
Multi-dominio