How we build the INCD, depends on what we plan to achieve in future. Till now, the primary focus of the INCD has been on the promotion of an international Convention on Cultural Diversity. In pursuit of this aim, the INCD has worked closely with the International Network for Cultural Policy (INCP), the informal grouping of cultural ministers, in order to have a channel of significant political influence to realise such a Convention.
To build its credibility as an internationally representative NGO, the INCD has recruited individual and organisational members around the world in support of its aims. Members have gathered at the annual INCD conference to debate and lend their support to INCD strategies to pursue the formulation and adoption of the Convention. Where necessary, the INCD has called upon its members in different countries to take up issues with their respective governments, UNESCO Commissions and/or artists.
Other strategies of the INCD have revolved around having a presence at key international and multilateral forums such as WTO meetings, to ensure that our issues were placed on the agenda.
Now it would appear that UNESCO will take up the proposal for a Convention on Cultural Diversity and this will be formulated, implemented and monitored via its member states. In this context, the future of the INCP is unclear, and it is appropriate for the INCD to assert a proactive agenda for the next few years, and to build an organisation that can pursue such an agenda.
The overall aim of the INCD is to promote and sustain global cultural diversity. The Convention is but one - albeit an important one - strategy to promote cultural diversity.
What then, are other aims and strategies that the INCD should pursue over the next few years?
1. To monitor the content, the ongoing formulation and the eventual implementation of the Convention.
2. To educate the cultural sector, the public and governments in strategic countries on each continent about cultural diversity issues and how they are or could be affected.
3. To undertake ongoing research and the gathering of information about globalisation, trade agreements and their negative effects on arts and culture, to distribute this information to arts networks globally and to take effective action where appropriate.
4. To initiate national, continental/regional or global projects – in association with member partners – that visibly demonstrate the INCD’s commitment to cultural diversity.
5. To build the brand and profile of the INCD as a major player in cultural diversity issues, so that it is consulted in key national, continental and global forums on such issues.
6. To develop new layers of leadership, particularly in the south, around cultural diversity issues.
7. To undertake international campaigns around strategic issues in order to affirm the relevance of cultural diversity globally, and particularly within the south.
Conditions vary dramatically across the globe. These relate to the economic state of various countries, the social and other challenges that countries are dealing with, the political conditions in which organisation has to take place, the size of different countries and the attitude to, and priority given to the arts within countries. These conditions will require strategic thought on the part of the INCD and the formulation and implementation of appropriate strategies to pursue its aims within different conditions.
There are at least three broad categories of countries:
a. those with advanced cultural industries in a range of sectors (audio visual, music, publishing, performing arts, etc) who are more immediately and directly affected by trade agreements that may require the opening of their markets and the non-subsidisation of their cultural industries
b. those with emerging cultural industries in one or two sectors e.g. audio visual and/or music, where these are generally struggling for recognition and support within their own countries and
c. those with little, if any, cultural industries
The challenge to the INCD is to build leadership within the regions/continents where such different conditions may be faced in order that these locally-based leaders determine appropriate strategies and tactics, and to decide where to apply energy in pursuit of the overall aims of the organisation.
In order to pursue its aims, the INCD needs to build a strong organisational base and presence in strategic countries and regions.
This will require
a. that the INCD has sufficient credibility at UNESCO to be recognised and given official status at UNESCO
b. representation of the INCD or its affiliates on national UNESCO Commissions in strategic countries
c. strong members in – preferably national networks of artists and arts organisations – various countries to monitor and lobby their respective governments around the Convention and related issues
d. INCD regional offices in Europe, the USA (since it is imperative that we organise and mobilise US citizens in support of cultural diversity issues), Asia, South America, Africa and Australia to coordinate work and build the organisation’s presence
e. regional networks of national networks to strategise and act in their respective interests
Some strategies that could help the organisation achieve its organisational goals and build its profile could include the following:
a. establish a network of research agencies – at least one on each continent - to monitor trade agreements, globalisation generally and the impact on arts and culture, and to disseminate relevant information and case studies globally
b. offer regular intensive training courses to develop leadership in cultural diversity issues e.g. weeklong training workshops with experts leading the sessions
c. encourage regional conferences/seminars/get-togethers and build south-south relationships in order for countries with emerging cultural industries to determine their interests and set an agenda that addresses such interests
d. form relationships with other international social movements e.g. the environmental movement, both globally and nationally through INCD members in particular countries
e. establish and build relationships with other international arts bodies e.g. FIA, IFACCA, ICOM, etc
f. develop a “rapid response” mechanism to respond to issues as they arise
g. ensure that the INCD has a presence and a platform at all major international social movement and cultural forums
h. develop a database of key cultural and other organisations in strategic countries and on all continents, and distribute our monthly newsletter to them to build our brand among these
i. identify key publications in particular countries and relevant global publications into which we may insert articles
j. host an annual “world music” festival in order to raise funds for the INCD
k. initiate a global campaign for a percentage of all development funds to be allocated to the arts to help to develop cultural industries
l. establish relationships with key donor/development agencies who work in the field of culture, and work with them to realise their aims within particular countries while integrating the aims of the INCD into these strategies
m. undertake a global year of education and activity around cultural diversity issues e.g. declare 2005 the year for cultural diversity
n. develop a presence at cultural festivals and events that focus on the celebration of cultural diversity, and make a contribution to these as appropriate
o. through national members, promote cultural diversity through practical projects such as film festivals, conferences, theatre festivals, music festivals, craft exhibitions, book festivals, etc.
In order to pursue some of these strategies, the INCD will need to raise significant resources. Great efforts need to be put into fundraising for the INCD as a priority.
However, in addition to cash resources, the INCD will require the following resources:
a. an introductory reader to Cultural Diversity (what is the WTO, TRIPS, WIPO, UNESCO, the Convention, relevant declarations e.g. Universal Declaration of Human Rights, Convention on the Rights of Indigenous People, etc)
b. an advanced reader on Cultural Diversity (debates and proposals around strategies with regard to cultural diversity)
b. educational pamphlets
c. standard presentations for members to use around the globe for their contexts
d. reading lists for various cultural diversity-related topics
e. list of organisations involved in cultural diversity issues globally
f. list of cultural diversity websites
Proposed immediate roles and functions of INCD regional reps and Steering Committee members based on the above
The role of INCD members and regional representatives in particular would be to develop the core structures i.e. the national networks within their regions as defined above, and their regional counterparts to pursue the following:
1. recruit membership in each country: aim for at least ten per country in the region, setting particular goals for each of three years, starting with countries that are part of the INCP
2. build/encourage national networks in the strategic countries selected to be the INCD’s strategic partners on that continent, over a three-year period
3. train the national leadership of these networks in cultural diversity issues e.g. run weeklong seminars with INCD members teaching and facilitating debate and knowledge around the history and contemporary issues regarding cultural diversity
4. distribute our Convention, other conventions and a critique of these to build awareness of the Convention and debates around these to members on the continent, to UNESCO National Commissions and to relevant government ministers and officials
5. encourage each national network on the continent to establish a research mechanism to research and monitor trade agreements and their impact on arts and culture
6. where necessary, provide logistic, information and other support to national networks in order to build their capacity to intervene and lobby their governments as appropriate
7. research WTO, trade and cultural diversity issues in regional forums such as the SA Development Community, African Union and Southern African Customs Union, and make this information available to regional members
8. establish mechanisms and strategies to lobby such regional forums and bodies as appropriate
9. host – at least annual - regional and national seminars, debates and conferences to highlight issues of cultural diversity and build knowledge in this area
10. distribute quarterly newsletters to members, but also to a national and regional database of key politicians, government officials and other agencies
11. identify key events on the continent/in the region each year, and ensure an INCD presence/intervention at the most relevant and appropriate ones
2. Each region (and where appropriate, each national network that is an affiliate of the INCD) is to devise a strategic regional plan by the end of 2003, for implementation over the next three years, with specific quantifiable outcomes, measurable goals that can be evaluated and reported upon, and realistic implementation plans and mechanisms.
3. Each region (and each national network as appropriate) is to devise a budget for its plan, and embark upon fundraising strategies to raise its budget, in consultation with the Secretariat/Head Office.
4. Establish regional offices with paid full- or part-time staff as a matter of priority.