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Live Cases are a real-time journaling process for the Living Lab case studies. Follow along quarterly to learn more about the experiences and lessons learned taking place in the ROBUST Living Labs.
Tue 30 Apr
Live Case 2: Planning on the Brink of Reform
The main goal of the Tukums Living Lab is to develop a planning document that would facilitate the governance of cultural life in the municipality in a manner that is both resource-efficient and maintains the rich cultural and historical heritage of the region.
The Envisioning phase has been productive as it has allowed the Living Lab team to co-create a vision for the future of cultural life in collaboration with professionals in the cultural sector, the eventual users of cultural services and representatives of Tukums municipality - though much remains to be done.
More specifically, due to the fact that the Living Lab team is involved in a project whose timeframe is by and large determined by the workflow of Tukums municipality, the Envisioning phase can be divided into two phases, the second of which is yet to come.
The first phase involved meetings and brainstorming sessions with the practice and research partners. This resulted in an aim to develop a comprehensive approach to cultural life that respects the diversity of urban and rural contexts across Tukums municipality as much as possible. It was deemed crucial that different perspectives and practical considerations are brought to bear upon the planning of cultural life in the region.
The plan was articulated in focus groups and open discussions between researchers and several municipal government representatives, which generally went well due to the good working relationship established during previous projects.
The second phase will involve empirical work to provide a secure foundation upon which an appropriate document can be prepared for submission to the municipal council. This phase will combine a more detailed assessment of the current situation and a SWOT analysis of cultural life in the region (incl. in relation to food and the use of e-services).
Interviews and working group meetings with industry professionals will be organised, and other methods from the ROBUST toolkit will be employed as needed.
The overall purpose is to develop an understanding of cultural life in the region that reflects the diversity of actors and organisations that are involved in it, so that their needs and insights could be utilised in the preparation of the strategy. The list of the stakeholders involved was the result of stakeholder mapping by Tukums municipality representatives.
Meeting of the Tukums Living Lab, 17 April 2019. Photo by Talis Tisenkopfs
The plan is to present the results of this work on 5 September 2019. This plan, however, means that the Envisioning phase of the project will be much longer than previously anticipated.
This also means that there will be an overlap with the Experimentation phase, which was planned to involve needs assessment and priorities setting in working group meetings and public events. This overlap will, however, provide an opportunity to use different methods with a wide variety of stakeholders.
Looking back at the plans we articulated at the beginning of 2019, several issues have emerged that we have to contend with in the Living Lab. Firstly, a concrete timetable to develop the strategy (which, incidentally, is now officially referred to as a “development plan”, rather than a strategy) was approved by the municipality. As indicated above, this requires extending the envisioning phase.
Secondly, and more importantly, a national administrative-territorial reform will likely be implemented in 2020-2021. This means that the administrative boundaries of the municipality will be redrawn and include parts of other, currently neighbouring municipalities.
Crucially, this means that a greater range of cultural institutions would be managed by Tukums. This leaves the Living Lab and Tukums municipality in a rather peculiar predicament.
The plan is to develop and approve the strategy (or “development plan”) by the end of 2020. However, shortly after the strategy is approved, it would have to be revised to incorporate the needs of other territories in the newly-created administrative unit. Consequently, our practice partners intend to develop a strategy that could potentially be adjusted to suit the new administrative arrangement, thereby the Living Lab has the potential to facilitate new forms of governance at a wider territorial scale.
Wed 16 Jan
Live Case 1: Co-Creating a Regional Cultural Strategy in Tukums
The Living Lab in Tukums aims to preserve and foster the rich cultural life of the region by identifying key development objectives and priorities in the cultural sector and agreeing upon their governance arrangements. The primary focus of the Living Lab is the first ever cultural strategy for the entire municipality. While hardly innovative in itself, the process will aim to be participatory and combine the insights of cultural practitioners and cultural services users from across the municipality, as well as those of the researchers and representatives of the municipal government. The Living Lab will, therefore, aim to develop a comprehensive approach to cultural life that respects the diversity of urban and rural contexts across Tukums municipality as much as possible. This will be achieved by using several methods to ensure that different perspectives and practical considerations are brought to bear upon the planning of cultural life in the region. The methods will likely include stakeholder mapping, joint visioning exercises and scenario building workshops with the hope that non-traditional forms of planning will help to articulate novel approaches to organising and preserving cultural life.
The Living Lab has already started to develop governance and coordination structures to organise work on the cultural strategy. The core Living Lab team responsible for the daily organisation of activities includes representatives of Tukums municipality (including the Director of the Municipal Department of Culture), as well as researchers from the research partner (BSC). Furthermore, there is also an intention to hire a professional consultant who would be a member of the management group and facilitate work on the cultural strategy.
Work on the strategy will provide an opportunity for the municipality to develop a more resource-efficient way of managing cultural life in the region and improve the quality and accessibility of culture in the region. The strategy has the potential to consolidate cultural life in the region by strengthening the connections and improving the flow of people, resources and ideas between various parts of the municipality – urban and rural areas in particular. Existing relationships between the municipal government and people in charge of cultural life at the local level are characterised by insufficient cooperation and tension regarding the level of autonomy that should be granted to parishes. Work on the cultural strategy will provide a space to try out new ideas, understand why previous attempts have failed and hopefully reconcile conflicting approaches.
The nature of the endeavour means that various different stakeholders and agents will be involved in the process. Consequently, one of the key challenges for the project will be to align the diverse perspectives and visions of cultural life in Tukums municipality sufficiently in order to prepare a cohesive cultural strategy. Furthermore, the somewhat open-ended nature of the process may lead to frustration from some parties who may be unfamiliar with the methods and facilitation techniques employed as part of Living Labs. Finally, while the goal of the Living Lab is to streamline the way cultural life is organised, the ambitions of the cultural strategy will be limited by the financial resources made available by the municipality. Hopefully, however, none of the visions will be too resource-intensive to derail the process.