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Evaluation/ Planning Workshop

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On June 16.06.-19.06.06 the Evaluation/ Planning Workshop of the Cooperation Project "CACM" took place in Odessa.

Following persons participated in workshop : Elisa Fuchs - Programme direction Swiss Cultural Programme South-East Europe and Ukraine (SCP), Rolf Keller - External consultant of the CACM project, Ludmyla Garbuz - Director of the Swiss Cultural Programme Ukraine, Alisa Moldavanova - Project local consultant, Oleksandr Perepelytsya - Executive Director of the CACM, Natalia Kusik - Educational Programs Coordinator, Natalia Volchenko - PR and Information manager, Asmik Khachatryan - office manager, trainers at the CACM : Oksana Bychkova, Dmytro Mazurok, and Yury Semenov.

There were discussion based on the draft of the Strategic Development Plan prepared by the CACM team in cooperation with SCP UA and Project local consultant.

The main topic of the workshop was sustainability, which is background for all activity. It was indicated that the first step for the sustainability is consolidation of efforts. Consolidation and improvement of courses which must meet the content demands . Since the core business of the CACM is training activities in cultural management, then everything is based on it.

The training activities - "core business" is a priority goal in the Strategic Development Plan. Other strategic goals were discussed and concrete measures for their achievement were developed.

Report on the main tasks for 8 month period was made by Executive Director of the CACM - Oleksandr Perepelytsya, who listed the best results:

  • reconstruction of premises for the Educational Centre
  • recruitment of students and opening of the Long Term Courses
  • preparation and publication of the training courses

Oleksandr Perepelytsya told about editing and bringing together different courses in the single textbook. For the CACM promotion and expanding of its activities to other countries of former USSR could be meaningful the fact that courses are bilingual (Russian and Ukrainian). Executive Director of the CACM said that certain things have to be changed. Further attention should be placed on the market demands.

Second project year was more focused on educational activities: further elaborating and approbating the cultural management courses; establishing curriculums for Summer School and Long Term Course; conducting and evaluating basic educational modules; testing and correcting the teaching methods. All those tasks have been successfully completed.

In the second year the CACM also started offering distance learning program and consultations service. This year was also associated with wider publicity and expanding activities and promotion in the other regions. The publicity efforts are characterized by better public attention to the CACM work and educational events and better public understanding of the CACM approaches and mission.

Project local consultant - Alisa Moldavanova presented her overview report. She listed main achievements of the CACM and said that education forms (long-term courses and summer school) are very suitable. She told that it was easier to recruit students for the Summer School for a number of reasons:

  • It is shorter and more intensive, and professionals can spend two weeks for improving their qualifications;
  • It is less expensive for participants;
  • The time for the course (vacations time) allows people to come from the other regions of Ukraine, that's why half of Summer School participants were outside of Odessa.

As a result, the group for the Summer School 2005 had most participant professionals, and the Long Term Course had more students and fewer acting cultural managers.

Considering the fact, that Summer School is one of the promotion tools for longer course, it is important to keep conducting it every year on a good contention and organizational level; at least until the Long Term Course will be popular enough among students.

Overview by the Project local consultant was focused on the following items:

Curriculum style. Students of both courses insisted on having the module system as the most effective one, instead of mixing or splitting the courses.

Participation of acting cultural managers. The level of participation of acting cultural managers in both forms of the courses was quite low, and the students didn't have many study visits.

Distance Learning. This is a new educational format for Ukraine in general, that is why it is not very popular and requires a lot of promotion. For the first active project year it has not been a priority.

Consultations. Most of the consultations clients are SS or LTC alumni, who start to work and implement their projects. It should take time to promote consultations. And the best promoters are the service consumers.

Working with the State bodies. The CACM tried to establish the contacts on the national and regional levels - with the Ministry of Culture and Tourism and with the Regional Cultural Department. It is not possible to take part in an open competition with clear requirements and priorities in order to get a grant from the Ministry of Culture.
Most of the challenges are associated with absence of the relevant funding mechanisms: i.e. the codes of the state programs. Due to these challenges, the Ministry does not have any mechanisms to fund individual or NGO initiatives, which do not match to the fixed programs.

Business or local donors. There is a law which regulates the term "charitable donations" (free will donations). However, the charitable donations can mostly be done by the private individuals and they are limited in their amount. The suitable form for the CACM is working with sponsors, i.e. private firms and enterprises, which decide to give money for funding CACM activities or administrative needs.
The absence of legal basis does not stimulate philanthropists and sponsors to give money to NGOs, because: 1) there are limitations for sponsors' money; 2) this money is taxed by the state. CACM successes in this direction are mostly associated with the discounts provided by the firms (for publishing, computer and equipment servicing, etc) or with the firms, which pay for concrete CACM needs (such as media advertising).

The work with international donors and partners remains to be the most effective direction so far. CACM actively works with KulturKontakt , the British Council, and the European Cultural Foundation (ECF). It also develops collaboration with Swedish organization Intercult and British Council on possible partnership in terms of their project "Black/North Seas". Now this project is in its initial stage, which is establishing institutional partnerships in Ukraine, Bulgaria, Romania, Georgia, Turkey, Holland, Norway, Denmark, Sweden and the UK. The SEAS project events will most likely be started in Odessa in 2007 with possible extension up to 2011.
One of the project tasks is to create an International Unit for Cultural Management Training for Black Sea Region (Ukraine, Bulgaria, Romania, Turkey). Intercult plans to create this center in Ukraine and considers Odessa as the possible location for it. If CACM becomes the official project partner for Intercult, it can render consulting and educational services for cultural managers from countries-participants. CACM can also host Summer Schools, training and seminars for project participants, and this could be a good funding source for the Centre and its future sustainability. In order to select partners Intercult conducted an open completion among different cultural institutions from project countries. CACM was one of the competition winners among the other public organizations in Ukraine.

Following specific objectives were determined for the 3rd project year: sustainability, fundraising, development success, networking, training, promotion and capacity building.

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