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Barbados report presentation

Presentation to e-create Barbados, the 2013 cultural industries symposium. Presentation on the UNESCO technical assistance programme conducted by Andrew Senior in 2012.

Andrew Senior

on 11 April 2013

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Transcript of Barbados report presentation

<a href="http://www.shutterstock.com/gallery-842245p1.html?cr=00&pl=edit-00">Featureflash</a> / <a href="http://www.shutterstock.com/?cr=00&pl=edit-00">Shutterstock.com</a> Engendering wider entrepreneurship in the cultural and creative industries of Barbados UNESCO programme of technical assistance based on the provisions on the 2005 Convention on the Protection and Promotion of the Diversity of Cultural Expressions.
Fastest ratified convention in UNESCO's history.
Programme is funded by the European Union, showing the EU's commitment to the principles of the 2005 Convention.
Panel of 30 international experts.
13 projects in the first phase of the programme, October 2011 to December 2012. Founded in 2010.
Specialist creative economy agency, with a global network, working internationally.
Builds on over 20 years international experience, strategic development of the British Council's creative economy programme, from its instigation in 1999.
Clients include UNESCO, WIPO, University of the Arts London and National Cultural Foundation, Barbados. Request for technical assistance from the Ministry of Family, Culture, Sports and Youth of the Government of Barbados The process 3 visits to Barbados:
- seven weeks in June/July
- one week in September
- three weeks in September/October
November - report submitted to UNESCO Mission 1: 16 June to 31 July Objective: Better understand the context of state support for the cultural and creative industries.
Process: Meetings with key stakeholders, including within CARICOM, to understand nature of activities and the strategy underpinning them. Cross-departmental meetings. "Chatham House" rule meeting between sector and government agencies. Mission 2: 8 to 14 September Objective: Better understand the experiences of established creative entrepreneurs in Barbados.
Process: Meetings with leading creative entrepreneurs, with established businesses which have achieved a degree of scale. Mission 3: 21 September to 11 October Objective: Better understand the perspective of local young creative entrepreneurs.
Process: Four discussion groups and four workshops (two on "Networking" and two on "Working Internationally"). 8 questions in the discussion groups
What made them set up a business.
The influences on them in developing a business.
The process of setting up a business.
Issues that they have faced in managing their business.
How they understand their brand.
Their understanding of intellectual property rights.
Their understanding of market.
Their aspiration for their business. Global Excellence - Barbadian Traditions "The development of such cultural industries as part of the creative economy will no doubt enhance the competitiveness of the overall economy in Barbados."
The National Strategic Plan of Barbados, 2006-2025 Despite being referenced several times as a sector of significant potential, the creative and cultural industries have failed to realise that potential. Why? Rihanna as a metaphor for the potential of Barbados' creative and cultural industries Managing hope and expectation Not just about talent - lucky breaks and business acumen The conservatism of Barbados Risk averse - how entrepreneurial?
Fear of change - adapting to new technology and changing mores? Cultural identity - who are we? Americanisation -v- Pan-Africanism? Technology has broken down barriers When we talk about the culture of a community .... today that community can be digital, global, long tail .... a community of shared interest .... bespoke culture It is creating new opportunities Key finding 1: The concept of the creative and cultural industries is not well understood and the absence of robust and coherent economic data makes it impossible both to begin to counter these misapprehensions and undertake evidence-based policy making for the sector. Recommendation 1A:
Prioritise mapping of the creative economy. Recommendation 1B:
Build consensus through a public information programme. Key finding 2: Creative businesses need more tailored and
dedicated support. NCF and similar agencies cannot
fulfill this role, as their
remits conflict with
nature of the need. Recommendation 2A:
Establish a publicly funded agency, tasked with developing and delivering a national strategy for creative economy development. Recommendation 2B:
Review provision of business development advice to create a coherent package for creative businesses. Recommendation 2C:
Put in place a training programme to ensure that knowledge and advice reflect the dynamism of market and business model changes. Key finding 3: There is limited understanding of Intellectual Property Rights, which is inhibiting the commerciality and competitiveness of the sector and the emergence of successful entrepreneurs within the sector. Recommendation 3A:
New agency, working with CAIPO, tasked with ensuring that IP better understood in technical and business terms . Recommendation 3B:
Barbados Scholarships should be specifically used to build the pool of skilled local IP lawyers. Recommendation 3C:
International treaty commitments should be reviewed & updated. UWI commissioned to develop local Creative Commons licences. Recommendation 4A:
Consolidate and develop the network of government stakeholder agencies and departments to create an on-going dialogue and integrated strategy. Recommendation 4B:
Stimulate and support
the creation of new, business focused, mechanisms for networking within and between sectors, including the use of social media and virtual
networks. Recommendation 4C:
Enhance databases and strengthen the strategic management of information about culture and creative businesses which recognises the importance of creating economic value. Recommendation 4D:
Facilitate wider international networking through a market focused programme that will build business understanding and capacity. Recommendation 4E:
Develop stronger, more strategic relationships within the infrastructure of key global hubs in the creative economy, focused on providing better market intelligence and access. Recommendation 5A:
Undertake a review of the impact on local creative businesses of the season approach that has emerged to ensure that any distortions that are inhibiting growth can be corrected. Recommendation 5B:
Create a new skills development programme (including foreign languages), specifically targeted at creative businesses, to support international trade and collaboration. Recommendation 5C:
Review international markets, based on commercial potential and ease of access, and develop a new strategy within which the importance of collaboration is recognised. Recommendation 5D:
Undertake further research to establish how the creative and cultural industries can support the development of other sectors in a reciprocal manner. Recommendation 6A:
Build capacity to provide advice on finance models and access to finance that is relevant to creative businesses and reflects their different stages of development. Recommendation 6B:
In partnership with MFIs, create a new package of micro finance, where the cost of training and support are covered and provided by the new agency, thereby reducing the charges to borrowers. Recommendation 6C:
Investigate further the viability of a new mechanism of creative business support based upon traditional models of community support. Recommendation 7A:
With CBC, create a commissioning fund for it to commission new high quality contemporary content for children externally, based upon elements of local tradition and African heritage. Recommendation 8A:
Undertake a review of skills and education needs with a view to ensuring that the education offer is able to address the modus operandi of the creative and cultural industries and a 21st century economy. Recommendation 9A:
Building on recommendations 1A, 3A and 4A, develop a robust, commercial driven, strategy for the development of the creative and cultural industries with the need to extend wider entrepreneurial skills and opportunities at its heart. Key finding 4: Networks are underdeveloped, under-utilised and require support and investment. Key finding 5: Markets are misunderstood and underdeveloped: consequently opportunities are being missed. Key finding 6: The sector requires wider access to finance. Key finding 7: Opportunities for protecting and developing cultural identity are not being taken and yet it is essential if the creative and cultural industries are to prosper. Key finding 8: The education system fails to address the needs of creative and cultural industries and generally fails to value entrepreneurship. Key finding 9: There is limited understanding of the need to align strategies and policies for broadcasting, communications, media and technology with creative industries policies. An overall strategy focused on the development of a competitive and sustainable creative economy is required. Conclusion 1: Immense potential but really only starting this process. Conclusion 2: Barbados' market is too small, it has to reach out beyond diaspora, region and tourist markets. Conclusion 5: Empowering young people must be at the heart of this strategy - approaches that challenge and recognise the importance of building wider understanding and engagement, which is sustainable: culturally, socially, environmentally AND economically. Time is of the essence Conclusion 3: Barbados needs better market access through the infrastructure of the global hubs: London and New York. Conclusion 4: Building South-South trade is critical but it must be strategically developed. Thank you www.creativeeconomy.co.uk
www.facebook.com/creativeeconomy Copies of the Executive Summary of the Report will shortly be available on the UNESCO website. Thanks to Andrea King, Corrie Scott and Miguel Reyes Solis for kind permission to use their images. Other images are licensed from Shutterstock. Copyright is retained by the original owners. © 2013, Andrew Senior Associates Ltd Conclusion 4: Regularly review strategy and agencies: are they fit for 21st century purpose?
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