IFCD | Results of the last cycle

Building a national capacity for policy making to promote the cultural industry

Project ID: 2018-1138

Name of applicant:

Creative Industry Innovation Center

Country of applicant:

Mongolia

Type of applicant:

NGO

Amount requested:

94.404,00

Beneficiary country(ies):

Mongolia

Status:

Recommended

Total Score: 30

IFCD Submissions details

Preselection | National Commissions Review

IFCD Preselection form - NatComMongolia - 04/26/2018 - 03:10

Submitted by NatComMongolia on 26 Apr 2018

1. Name and contact details of officer from the National Commission for UNESCO

Title:

Family name:

Chuluunbaatar

Given name:

Tsetsegbaatar

Position:

Programme specialist for culture

Address:

UN house,United Nation`s street-14, Sukhbaatar district 14201, Ulaanbaatar, Mongolia

Postcode:

Town:

Ulaanbaatar

E-mail:

ch.tsetsegbaatar@unesco.mn

2. Justification of pre-selection

What are the main reasons for having pre-selected this project proposal, as compared to other proposals received by the National Commission for UNESCO?:

Mongolia has ratified UNESCO Convention on the Protection and Promotion of the Diversity of Cultural Expressions in 2007. Although Mongolian State Great Khural (Parliament) adopted State Policy on Arts in 2012, and the Government of Mongolia adopted a National Program on “Cultural Production” in 2015, the implementation has not been efficient enough. Incompetent understanding of cultural industry in culture sector, human resource incapability to make and implement cultural industry development plan, inadequate understanding of the stakeholders are the main reasons demanding the need to implement this project.

3. The applicant institution/organization

What elements demonstrate that the applicant institution/organization is a significant stakeholder in the culture sector (locally / nationally / internationally)?:

Creative Industry Innovation Center is non-governmental organization specified to conduct research and to offer advisory services on cultural policy, cultural industry. They have previous experiences of research and advisory services on cultural policy, cultural industry, culture and arts management and marketing, and implementation of such projects at the national and local level in cooperation with government, non-government authorities, and professional organizations. In addition, their consultants have worked in the fields of research, training and consulting within the cultural sector. Therefore, they are ensured in their capacity to collaborate in all aspects with sectoral parties and lead them throughout the project implementation.

4. Relevance of the pre-selected project proposal

4.1. What are the main current needs and priorities in your country in terms of cultural policies and/or cultural industries?:

Since Mongolia has embarked on a path from centrally planned economy towards a market economy and democracy in 1990s, the social demand has raised to change of the socialist system State policy on culture and its’ method, and step by step reformation process of state “Shift of culture and art sector into the market economy, democtratic policy system and furthermore, state policy, law, labor relations and funding mechanism towards building the sustainable development basis formation” has taken place. Within the reformation framework, Mongolia has ratified UNESCO Convention on Protection of World cultural and environmental heritage (1990), Convention on the Means of Prohibiting and Preventing the Illicit Import, Export and Transfer of Ownership of Cultural Property (1991), Convention on Protecting Intangible Cultural Heritage (2005), Convention to Promote Diversity of Cultural Expressions (2007) and has ensured the legal basis of facilitating sectoral relations at the international level, co-operating with other countries, and fulfilling the international obligations. In addition, Mongolia’s long-term development policy document, "Concept of Foreign Policy of Mongolia", "Concept of National Security of Mongolia", "Millennium Development Goals Based Comprehensive National Development Strategy of Mongolia" and "State Policy on Industry" include the actions on the strengthening cultural competitiveness and the development of cultural industry based on the uniqueness and advantages of our country. Based on this development concept, the creation, distribution, research, ownership and ownership protection relations are facilitated by and cultural policy priorities are determined in Law on "Culture" (1996), "Cultural Heritage Protection" (2014), and “Libraries” (2014), as well as in the policy documents such as "State Policy on Culture" (2012), the National Program on Cultural Industry (2015), and the National program on Mongolian Art (2014).

4.2. How do the objectives of this pre-selected project proposal meet the current needs and priorities of the country in terms of cultural policies and/or cultural industries?:

Cultural Industry priorities and goals are identified in i) State Policy on Culture, ii) State Policy on Industry, iii) National program on Cultural Industry, and iv) National program on Mongolian Artworks as followings: a. State policy on Culture indicates "The goal of cultural policy is to establish an environment where people create, invent, possess, transmit and preserve cultural values, to ensure the protection of cultural heritage, promote the traditional culture to the world, and to increase the contribution and efficiency of culture to the national development, to improve the involvement of citizens, families and organizations in cultural activities, and to build a mongolian who treasures humanity, intellectual and cultural traditions from his childhood " and has proposed an aim to increase contributions and benefits of culture and art to the national development, b. State Policy on Industrialization identifies that: "The objective of the Policy is to develop the industrial sector towards becoming the leading sector in ensuring the sustainable development of Mongolia's through creating competent industry and service sector with high technique and technologies”, “Within the goal to promote and develop creative industry (4.2.6): via high technology and innovation supplemented information management mechanism, to develop creative industry based on the knowledge and information which contains national history, heritage, traditions and cultural uniqueness and to establish new capacity, new product and services; to introduce cultural statistics in accordance with the methodology approved by the international organizations” c. National program "Cultural industry" has determined its objective as: "To increase the economic growth with the production of intellectual works by the mongolian, and to create a national unique image in the world" and strategic goals proposed as followings: i) Creating favorable market and business environment for cultural creative industry development; (ii) introducing a unique national identity and current technology innovation widely, and establishing research and information a database; (iii) Preparation and capacity building of human resources required for cultural creative industry development; (iv) Enabling favorable legal environment for intellectual property within the framework of cultural creative industry and guaranteed protection of intellectual property; (v) Promoting cultural creative industry complex, creating infrastructure and introducing Mongolian brand products to the international market; and main directions of the development to be i) Film product ii) design and art, iii) arts and entertainment, iv) cultural heritage and tourism. c. National program "Mongolian artwork" identifies the objective as "By promoting Mongolian artworks through radio, TV, film market and social environment to convey the traditional culture, history, customs to the next generations of Mongolians, to nurture them with minds of preserving and protecting their heritage, being proud of their national culture, and to promote the national culture and enhance the competitiveness of Mongolian artists at the international market" and actions include: i) Increasing the supply of new products and works of profession artists to the television, radio and social media; (ii) Converting the art works into electronic version, intensifying supply process to the market, and increasing the share of national works in the social media; (iii) Distributing Mongolian traditional and exclusive national works, facilitating into the economic circle and enabling the learning process of cultural intangible heritage from the Internet; (iv) Enriching work base which consists of traditional artworks, restoring and improving the preservation and protection of mongolian artworks stored in archives and individuals, creating and supporting the storage unit for electronic work.

4.3. To what extent do you expect this pre-selected project proposal to have an impact on the country’s cultural policies and/or cultural industries?:

Therefore, the project implementation shall strengthen the capacity of sectoral researches, government authority cultural specialists and to study local preconditions and to frame the implementing strategy versions. It also assists stakeholders in the cultural industry to have common understanding and encourage their cooperation in promoting sustainable development.

5. Feasibility of the pre-selected project proposal

5.1. What elements demonstrate the applicant’s organizational capacity and competence to manage the project and implement the work plan?:

Creative Industry Innovation Center has previously implemented about 30 different projects on cultural policy and cultural creative industry at national and local levels independently and in partnership with other organizations. The leader and manager of this organization is one and only scholar in Mongolia, whos Ph.D research topic was "The method to develop cultural creative industry in Mongolia". National Commission is confident in their capability to successfully implement the project as the project team consists of researcher, experts specialized in innovation, culture and arts management. Cultural policies and cultural industry development issue are relatively fragile in our country. For instance, when it comes to culture and arts specialist, the State University of Culture and Arts is mainly focuses to build an artists. Besides this organization, there are no other organizations specialized in research and advisory services on culture policy and cultural industry.

5.2. What types of procedures have been foreseen by the applicant institution/organization to ensure financial accountability?:

Creative Industry Innovation Center conducts accounting records and financial reports in accordance with international standards and they report to the state authorities in charge of finance and taxation in accordance with the effective laws in Mongolia. In relation to the project implementation, the financial management will take following procedures. • Prior experiences on project implementation, its financial records and reporting in accordance with legislation. Professional finance manager is will be in charge of project financial managements and is responsible for maintaining, monitoring and reporting financial records. The following measures are to be taken to comply with the basic principles of UNESCO's financial accounting and reporting: - Assert the financial position of a finance manager to ensure that financial accounting and reporting are aligned with the principles of UNESCO. - Prepare and use the manuals which shall be consistent with UNESCO's core principles of accounting and reporting - Provide financial trainings for project team members by the prepared manual, - Conduct process auditing to the ongoing financial accounting and reporting every quarter, - Ensure the reporting timeline in accordance to the contract signed with the funding party

7. The pre-selection process at the national level

B.Davaatseren

Full name:

B.Davaatseren

Organization:

Ministry of education, culture, science ans sports

Type of organization/Institution:

Party

Position:

Programme specialist for cultural policy planning department

D.Bayanmunkh

Full name:

D.Bayanmunkh

Organization:

Arts Council of Mongolia

Type of organization/Institution:

NGO

Position:

Cultural Heritage Programme Director,

Date:

2018

Full Name of the representative of the National Commission as Signature:

Tsetsegbaatar Chuluunbaatar

IFCD Submissions details

Eligibility | Technical Assessment

IFCD Eligibility form - p-cambier - 07/13/2018 - 16:47

Submitted by p-cambier on 13 Jul 2018

Eligibility Status:

Eligible

Technical Examination

Submitted by the deadline:

Yes

Application Form submitted either in English or French:

Yes

Maximum amount requested is US$ 100,000 or below:

Yes

Project implementation period is between 12 and 24 months:

Yes

All sections of the Form are completed:

Yes

Signature of applicant:

Yes

The applicant does not have an ongoing IFCD funded project:

Yes

Falls within the areas of intervention of IFCD:

Yes

IF PARTY OR NGO

Party to the 2005 Convention from developing countries:

Yes

National Commission Review Form:

Yes

Signature of National Commission:

Yes

Official document/ statutes (with English or French translation if necessary):

Yes

IFCD Submissions details

Experts Evaluations

EVALUATION GRID
8 points	The project proposal addresses perfectly all relevant aspect of the criterion under consideration. The answer provides all the information needed and there are no concerns or areas of weakness
6-7 points	The proposal addressed the criterion well, although some improvements could be made. The answer gives clear information on all or nearly all of the evidence needed.
5-4 points	The project proposal broadly addresses the criterion, but there are still some weaknesses. The answer gives some relevant information, but there are several areas where detail is lacking or the information is unclear.
3-2 points	The project proposal does not entirely address the criterion or cannot be judged properly due to missing or incomplete information. The answer does not necessarily address the question asked, or gives very little relevant information.
1 point	The project proposal barely addresses the criterion. There is a clear lack of relevant information that makes it extremely difficult to judge whether the question asked is addressed.
0 points	The project proposal fails to address the criterion or cannot be assessed due to the lack of pertinent information. The answer does not address the question asked, or does not provide relevant information.

Expert 1

Sub-Total Expert 1 : 15

IFCD Expert Evaluation form - - 08/06/2018 - 09:56

Submitted by on 06 Aug 2018

Brief summary of the project:

Following a year of thorough preparation, well trained local administrators plan to collect information on the state and potential of cultural industries in the 21 regions of Mongolia (plus the capital) guided by the project team. The findings would be edited in a booklet and discussed at a one day national conference.

1. RELEVANCE AND APPROPRIATENESS OF THE PROJECT TO THE OBJECTIVES AND AREAS OF INTERVENTION OF THE IFCD

1.1 Please describe how the project objectives and proposed impact/long-term benefits are aligned with at least one of the IFCD’s outcomes and associated expected results.:

The objectives are in line with the IFCD philosophy.

1.2 How do the objectives of this project proposal meet the current needs and priorities of the country/ region in terms of cultural policies and/or cultural industries?:

Enhancing the cultural industries is an implicit policy aim in the country which the project wants to turn tangible and an explicit priority.

1.3 To what extent are the project’s objectives specific and measurable?:

A methods manual, an intensive training course, a report that summarizes the regional mapping, a one day conference and a final report are milestone deliverables to attest the progress of the work.

1.4 To what extent does the project contribute to the promotion of gender equality, the empowerment of youth, South-South and North-South-South cooperation and/or the participation of various groups in the areas of intervention of the IFCD?:

The terms and approach reflect concepts and methods developed in the global North, which are planned to be applied to the conditions of a less developed country.

Score:

2. FEASIBILITY OF THE PROJECT, AS WELL AS THE RELEVANCE AND EFFECTIVENESS OF ITS MODALITIES OF EXECUTION

2.1 What elements demonstrate the applicant’s organizational capacity (main activities of the institution/organization) and competence (skills and background of staff) to implement the work plan and manage the budget?:

Despite scarce online information about the current activity of the applicant organization, indirect and past references suggest that it is fully capable to implement the project. https://en.unesco.org/creativity/news/creative-industry-development-takes-next-step-mongolia + https://en.unesco.org/creativity/sites/creativity/files/agenda_meeting_mongolia.pdf

2.2 To what extent do the activities address relevant issues? Please explain how the methodology is appropriate to achieving the objectives?:

A great asset is the careful preparation drawing from various sources, and the direct link between learned specialists and the local administrators in charge. It is very important that in each region up to 40 various stakeholders will be involved – although this is difficult to decipher from the proposal. These groups should get a role in the preparatory months as well. There is little indication whether beyond cataloging the mapping would include analysis of the swot kind. Also if beyond abstraction the local specificities would be sufficiently identified. Other than editing a report, its communication to decision makers and to the general public could be further elaborated. Connecting to the international professional community is an important point: instead of an unidentified event in the end, an open option to attend a relevant event in the preparatory phase would be more important.

2.3 To what extent is the time frame realistic and coherent with the activities?:

Spending the entire 2019 on preparing the empirical phase may appear too long, although this could be the real strength of the project – if the time was used to consulting additional groups of stakeholders as well. The same is true about the second year, especially because due to the moderately calculated personal fees the many months do not inflate the budget.

2.4 Have the direct and indirect beneficiaries of the project been clearly identified? To what extent are the outputs/deliverables and main activities relevant to the target beneficiaries and address their needs?:

It is implicitly taken for granted that the recommended strategies will be “bought” by the authorities. Even if similar to earlier practice, there is no guarantee for such breakthrough, public decision makers are rightly the main target group. Which can turn into a weakness, neglecting the other factors of the success of cultural industries: businesses, media, creators’ communities, promoters, international bodies and the local public at large. In one way, naming the 21 local administrators is waterproof targeting.

Score:

3. FINANCIAL MANAGEMENT AND ACCOUNTABILITY

3.1 Does the budget provide for adequate resources (salaries, fees, equipment, travel, communication, etc.) necessary for success of the project? If the budget has been overestimated or underestimated, please explain how.:

As pointed out above, the 24 months may appear comfortably long but time does not exert an unnecessary burden on the budget due to moderate unit costs. Expensive international flights of the foreign expert and the planned conference participation are a natural given in Mongolia.

3.2 What proportion of the budget is allocated to project activities versus overhead costs? Does the budget seem adequate and overhead costs estimated in compliance with the limit to a maximum of 30% of the total project budget?:

The necessary technical expenses, in addition to the strict understanding of overhead, are carefully planned and budgeted.

3.3 Does the project proposal indicate any additional financial contributions to the project, such as co-funding and/or self- funding?:

A few items in the current property of the applicant are included as a way of sharing and saving.

3.4 What actions have been foreseen to ensure financial accountability (e.g. Involvement of a financial officer)?:

The applying organization claims to have the necessary human resources.

Score :

4. IMPACT AND EXPECTED RESULTS, INCLUDING POTENTIAL FOR STRUCTURAL CHANGE

4.1 Are the project’s expected outputs and/or deliverables concrete, measurable and realistic? To what extent are they likely to achieve the objectives of the project?:

The essence of the project is the fieldwork. The quality of its findings would determine the success in terms of the objectives of the project. Nevertheless the way these findings are turned into policy recommendations and how they are communicated are also vital.

4.2 To what extent are the main activities and the budget relevant and appropriate to achieving the intended outputs and/or deliverables?:

The activities and the budget are adequate to the objectives except for the communication aspect which needs to be strengthened within the confines of the actual budget.

4.3 To what extent is it expected that this project will have an impact/long-term benefits on the country/region’s cultural policies and/or cultural industries?:

Such an extensive operation must have an impact on the environment of cultural industries. Especially on the level of the 21 regions can basic and lasting benefits be expected from the mapping exercise and its discussion with well selected audience.

4.4 To what extent does the project demonstrate potential for structural change (for example: changes in the policy environment; far-reaching changes in public and professional organizational structures; and changes in the way government and regulatory authorities do business)?:

The impact on the political and legislative environment is little predictable. Nevertheless it would be difficult to conceive alternative schemes of influencing the decision makers. Yet if the project team is conscious that there are other factors of structural change than the government, chances of change are increased.

Score:

5. SUSTAINABILITY

5.1 To what extent are contractors and partners involved in the implementation of the project’s activities? Has the role of each contractor and/or partner been clearly described?:

Besides the involvement of a foreign expert at a critical phase, no substantial cooperation is indicated with external forces. The direct participation of regional officers implies close coordination with the relevant authorities.

5.2 How does the project relate to and/or complement the work that is already being carried out in the country/region in terms of cultural policies and/or industries?:

The project is a natural attempt to catalyze national processes that have lost momentum.

5.3 What measures/steps are proposed to ensure that the project’s impact/long-term benefits can be achieved?:

The proposal is confident about the power of the knowledge acquired during the activities.

5.4 What measures/steps are proposed to follow up with the beneficiaries of the project after its completion?:

The intentions of the applicant to maintain consultations and hold annual meetings are serious but no guarantee is given.

Score:

Overall evaluation:

This is a carefully constructed extensive project to identify the chances of cultural industries across the country, including intensive phases at key points. The most important being the coordinated exploration of the potential in 21 regions. If the traps of mechanical uniform solutions are avoided and realistic responses are given to specific challenges this project can substantially change the environment of the cultural industries across the country.

Expert 2

Sub-Total Expert 2 : 15

IFCD Expert Evaluation form - s_gardner - 08/11/2018 - 05:12

Submitted by s_gardner on 11 Aug 2018

Brief summary of the project:

The project is aimed at building capacity in Mongolia for policy making to promote the cultural industries through a package of activities including: a manual for policy making etc; training for policy-makers, experts etc; a mapping/assessment; developing policy and strategies; a national forum and networking; and presentations by researchers in international conferences.

1. RELEVANCE AND APPROPRIATENESS OF THE PROJECT TO THE OBJECTIVES AND AREAS OF INTERVENTION OF THE IFCD

1.1 Please describe how the project objectives and proposed impact/long-term benefits are aligned with at least one of the IFCD’s outcomes and associated expected results.:

The project is aligned with ER 1.1 and 3.1

1.2 How do the objectives of this project proposal meet the current needs and priorities of the country/ region in terms of cultural policies and/or cultural industries?:

There have been major political, social and structural shifts in Mongolia since 1990 but the approach to cultural policy making and implementation has not changed and there is a lack of capacity and knowledge with regard to the cultural industries. Some policies have ben created but implementation is apparently insufficient. The project will aid reform.

1.3 To what extent are the project’s objectives specific and measurable?:

The objectives are fairly high level and it would be hard to accurately measure impact. However, the activities can be assessed in terms of reports and publications, evaluation of people trained etc and if successful, should lead to achieving the objectives.

The application notes that principles of gender equity and youth participation will be followed. It is anticipated that a wide group of participants will be impacted via the national forum.

Score:

2. FEASIBILITY OF THE PROJECT, AS WELL AS THE RELEVANCE AND EFFECTIVENESS OF ITS MODALITIES OF EXECUTION

The applicant, the CIIC, has been operating only 18 months or so, however they are known to the Nat Comm, there is a team of Mongolian experts numbering over 30 listed as project staff or consultants, and Mr Raj Isar is also listed as a consultant. The partners involved are government and university departments.

2.2 To what extent do the activities address relevant issues? Please explain how the methodology is appropriate to achieving the objectives?:

The project covers a range of activities suitable to achieving the objectives – including developing a manual, conducting training, holding a forum, networking experts, mapping and documentation etc. – and contribute to raising awareness of cultural policy making.

2.3 To what extent is the time frame realistic and coherent with the activities?:

24 months are allowed to complete the project and the timetable of implementation seems reasonable.

Yes they have, and the outputs seem relevant.

Score:

3. FINANCIAL MANAGEMENT AND ACCOUNTABILITY

The budget is detailed and seems adequate and no particular component seems excessive. There are two amounts for Office Rent (one paid for in-kind by the applicant) and it is unclear what the difference is.

Overheads are about 15% of total costs ($18k out of $105k). The main cost is Salaries at about 35%

3.3 Does the project proposal indicate any additional financial contributions to the project, such as co-funding and/or self- funding?:

About 10% of the budget is funded by other sources (mainly for office rent and use of existing laptops).

3.4 What actions have been foreseen to ensure financial accountability (e.g. Involvement of a financial officer)?:

Project financial management to be performed by a financial expert, who will undertake financial recording, monitoring and reporting tasks. Accounting records and financial reports will be in accordance with international standards, and the applicant reports to the state authorities in charge of finance and taxation in accordance with Mongolian laws. An audit is not mentioned but this should be required. Accountability for the indicators needs to be structured into the management roles.

Score :

4. IMPACT AND EXPECTED RESULTS, INCLUDING POTENTIAL FOR STRUCTURAL CHANGE

4.1 Are the project’s expected outputs and/or deliverables concrete, measurable and realistic? To what extent are they likely to achieve the objectives of the project?:

Yes, they are largely concrete and relevant to the objectives.

4.2 To what extent are the main activities and the budget relevant and appropriate to achieving the intended outputs and/or deliverables?:

To a reasonably good extent.

4.3 To what extent is it expected that this project will have an impact/long-term benefits on the country/region’s cultural policies and/or cultural industries?:

To a reasonable extent. It would appear that there is a need to make some significant impacts on historic ways of doing things but the project aims at raising awareness of the value of the cultural industries and policy making to assist the sector nationally.

To a good extent. The project is focused on research, mapping, information sharing, training etc and on directly impacting on government policy makers in order to create new opportunities for the sector and create new networks.

Score:

5. SUSTAINABILITY

5.1 To what extent are contractors and partners involved in the implementation of the project’s activities? Has the role of each contractor and/or partner been clearly described?:

There are a range of consultant researchers and experts named in the team as well as the project team and these are largely from the University; the Ministries of Education, Culture etc and 21 local departments, City Departments etc are listed as partners. Their roles are reasonably described.

5.2 How does the project relate to and/or complement the work that is already being carried out in the country/region in terms of cultural policies and/or industries?:

The project complements well the policy and research work already underway.

5.3 What measures/steps are proposed to ensure that the project’s impact/long-term benefits can be achieved?:

Creation of a network for local specialists to continue sharing expertise and information; and an annual consultative meeting between policy makers and local cultural industry stakeholders.

5.4 What measures/steps are proposed to follow up with the beneficiaries of the project after its completion?:

Creating a consultation service to promote local industry in policy making and implementation; creation of the CI training module and training programs; and the mapping of the sector with the aim of leading to greater cooperation.

Score:

Overall evaluation:

The proposed project, through its range of activities and team members, appears to present a reasonable means of raising awareness of the cultural industries and effecting long-term change in policy making and implementation, given the degree of interest the national and local governments seem to have.

IFCD Submissions details

Recommandation review

IFCD Recommendation form - - 10/31/2018 - 17:56

Submitted by on 31 Oct 2018

Recommendation Status:

Recommended

Recommended Funding:

94404.00

Evaluation summary:

This project, led by the NGO Creative Industries Innovative Centre (CIIC), aims to complement national Mongolian cultural policy making by collecting data and publishing a methodology manual on the cultural creative industries in Mongolia, which will then be used as a training programme for local cultural administrators in different parts of the country. This will be followed by a report including cultural mapping and a strategy for local cultural development, and the project will end with a national forum on the situation of the cultural industries in Mongolia. If successful, this will lead to raising awareness on the value of cultural industries and support further national policy making affecting the long-term change in their development across the country. One of the project’s main assets is the well-planned coordination of research and implementation throughout the country’s 21 regions. In general, the project methodology was approved by the evaluators with just a few questions raised, namely a lack of information on how the report would be communicated to decision makers, businesses media, creator’s communities, promoters, international bodies and the general public. The budget seems relevant except for a few inconsistencies which should be addressed before the project’s inception: the salaries for the permanent staff seems to be accounted for in the budget for a total of only 80 days for the project manager and 50 for the other members, while the project’s time frame is 24 months; and the description of financial accountability is somewhat vague and mention should be made of an external or final audit.