This paper focuses on the risk of disconnection between policies and practices in the field of culture. General (and abstract) approaches to cultural policies are likely to get the attention of politicians and officers in culture departments in local government agencies and the press in the name of city branding, cultural districts, creativity and the like. To what extent this rhetoric is translated into actual and consistent actions is open to debate. Work on institutional, organizational and resource aspects related to the implementation of elegant policy designs does not always enter the agenda. The short-termism of political cycles is likely to make things even worse. The same bias is usually found in cultural policy studies, with a few exceptions that pay attention to reconstructing actual cultural policies instead of the ritualism of making ‘‘grand strategies”. Drawing from management studies, the paper adopts a different approach to the evaluation of cultural policies, investigating the relationship between different phases of the process at the micro level: planning, resource allocation, actions and results. The analysis of 10 years of cultural policies in Bologna one of the European Capitals of Culture for 2000 – will serve as a specific focus to test and develop the analytical approach. We note the lack of adequate accountability tools, and call for the identification of more empirically rooted ways of addressing attention to actual behaviour, implementation, and budget developed in management studies.

The rhetoric of cultural policies and the issue of ‘getting things done’: Bologna cultural capital 10 years after

BONINI BARALDI, SARA;
2011

Abstract

This paper focuses on the risk of disconnection between policies and practices in the field of culture. General (and abstract) approaches to cultural policies are likely to get the attention of politicians and officers in culture departments in local government agencies and the press in the name of city branding, cultural districts, creativity and the like. To what extent this rhetoric is translated into actual and consistent actions is open to debate. Work on institutional, organizational and resource aspects related to the implementation of elegant policy designs does not always enter the agenda. The short-termism of political cycles is likely to make things even worse. The same bias is usually found in cultural policy studies, with a few exceptions that pay attention to reconstructing actual cultural policies instead of the ritualism of making ‘‘grand strategies”. Drawing from management studies, the paper adopts a different approach to the evaluation of cultural policies, investigating the relationship between different phases of the process at the micro level: planning, resource allocation, actions and results. The analysis of 10 years of cultural policies in Bologna one of the European Capitals of Culture for 2000 – will serve as a specific focus to test and develop the analytical approach. We note the lack of adequate accountability tools, and call for the identification of more empirically rooted ways of addressing attention to actual behaviour, implementation, and budget developed in management studies.
CITY, CULTURE AND SOCIETY
2
189
200
http://dx.medra.org/10.1016/j.ccs.2011.11.008
MANAGEMENT, CULTURAL POLICY, BOLOGNA, CAPITAL OF CULTURE, UNESCO CREATIVE CITY
ZAN L; BONINI BARALDI S; ONOFRI F
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/2318/1632867
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