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BUILDING ON SUCCESS A Human Resources Development Strategy for the Cultural Sector – 2004 Prepared for the Cultural Human Resources Council by T.J. Cheney Research Inc. © Cultural Human Resources Council 2004 This project is funded by the Government of Canada’s Sector Council Program.
BUILDING ON SUCCESS — HIGHLIGHTS A CULTURAL SECTOR HUMAN RESOURCES DEVELOPMENT STRATEGY The cultural labour force has been one of the fastest growing components of the Canadian economy over the past three decades. This strategy is designed to solidify that success. Three issues stand out as the key elements of a national, cross-sectoral human resources development strategy: Issue 1. Management: management in the sector is characterized by: a) people undertaking management roles needing access to related training; b) professional managers leaving the sector. • The loss of managers and limited management skills in the sector are a recurring, prominent feature in the research. Developing successful management is fundamental to the health of the sector: past models need to be reviewed and new approaches determined so people “trained” through experience in the cultural sector do not go to other sectors, and that people committed to the sector acquire and develop such skills. Issue 2. Career self-employment: self-employment remains a mainstay of many culture-based occupations. To develop their careers, the self-employed need improved access to: a) career-management training customized to the sector; b) “standard” incomes and benefits. • Self-employment is an employment status increasingly found across the entire labour force: it has been and remains a mainstay of many in the cultural sector who represent 6.3% of all self-employed in Canada. It is necessary to devise approaches to support self-employed cultural workers by developing a mechanism, within government or the sector itself, to improve access to basic social benefits and to training customized to the sector. Issue 3. Career-long learning: there is a need for improved access to careerlong learning in two areas: a) skills beyond the core cultural expertise; b) culture expertise maintenance and enhancement. • Career-long learning begins with the entry of young people to the sector. They need to develop not only their cultural expertise but also complementary skills to integrate successfully into the workplace. Culture-based skills also have to broaden and expand within the culture labour force as careers progress. BUILDING ON SUCCESS — A HUMAN RESOURCES DEVELOPMENT STRATEGY FOR THE CULTURAL SECTOR — 2004 i
Page 1: A Human Resources Development Strat
Page 5 and 6: FOREWORD THE CULTURAL SECTOR HUMAN
Page 7 and 8: INTRODUCTION 1 Occupations based on
Page 9 and 10: PURPOSE OF THIS DOCUMENT 3 The purp
Page 11 and 12: DEFINITIONS, SCOPE AND IMPACT 5 5.1
Page 13 and 14: THE PRESENCE OF THE “CULTURAL”
Page 15 and 16: Over the past generation • the nu
Page 17 and 18: The future for this as an area in w
Page 19 and 20: Another indicator of employment sta
Page 21 and 22: With this background the data from
Page 23 and 24: The weaknesses noted with existing
Page 25 and 26: 7.3 CENTRAL FINDINGS The discussion
Page 27 and 28: • culture-based occupations are t
Page 29 and 30: (ii) allocating increased financial
Page 31 and 32: esources needs the development of s
Page 33 and 34: (b) Career development for cultures
Page 35 and 36: Solutions will require clear shifts
Page 37 and 38: access to the tools through its Web
Page 39 and 40: 8.3 CAREER-LONG LEARNING IMMEDIATE
Page 41 and 42: SOURCES A Leisure Study, Canada 197

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