Cultural Diversity Lens
Culture is a determining factor for the relevance, failure and success of development interventions. Efficient programming cannot anymore ignore that cultural diversity is a reality and an engine for development; furthermore respecting and promoting cultural diversity is also part of an international commitment, as highlighted in the 2001 Universal Declaration on Cultural Diversity and in the related Conventions.
To translate these objectives into a reality at all stages of programme implementation and policy making, UNESCO has developed a practical tool and methodology: the cultural diversity lens.
Generally speaking, the cultural diversity lens is a tool to systematically analyze and evaluate whether programmes, policies and practices do in fact incorporate and promote the principles enshrined in the 2001 Declaration. It guides programme officers and decision-makers in understanding the cultural context in which they operate, identifying gaps and shortcomings of interventions and in identifying alternative programme designs.
The Lens is:
• A tool enabling people to see. The purpose of a cultural diversity lens is to raise awareness. It opens minds to new ways of thinking, exposes potential flaws in programmes, and opens the way to new solutions and activities.
• A supplementary tool to evaluate whether programmes, policies, proposals and practices promote and safeguard cultural diversity.
• A check-list or a list of criteria and questions supplemented by indicators and other means of verification.
• Most efficient when applied systematically. Although core elements of the analysis may be perceived as common sense, programme managers rushing to meet deadlines can overlook the most obvious facts.
• Useful at all stages of a programme: planning, implementation, monitoring and evaluating.
• Effective for all programmes and activities, not only those specifically related to Culture.
• Able to assist programme officers and policy-makers to make informed decisions, in full knowledge of the strengths and weaknesses of the programme.
• Ideally created in a participatory manner by those who use it. There is no perfect lens. Each programme can develop its own lens.
The Lens is not:
• A substitute to other analytical or programme management tools (such as results-based management). Rather, it complements such approaches by raising additional questions and utilizing different perspectives.
• A compulsory tool: programme managers have to juggle with several constraints (time, funding, human resources, etc.). The use of the lens may help identify new activities or suggest new designs which cannot always be implemented. The programme manager must prioritize needs and remain aware of potential weaknesses in the project design caused the internal and external constraints.
• A rigid framework: the themes are proposed as guidelines. The programme managers are free to skip some they judge irrelevant or create new more appropriate ones.
• The sole representation of cultural diversity: the themes have been identified based on one interpretation of the official texts. Continuing intellectual debates and practical experience contribute to a better understanding of the conce
The Lens IS | The Lens IS NOT |
|---|---|
A tool enabling people to see. The purpose of a cultural diversity lens is to raise awareness. It opens minds to new ways of thinking, exposes potential flaws in programmes, and opens the way to new solutions and activities. | A substitute to other analytical or programme management tools (such as results-based management). Rather, it complements such approaches by raising additional questions and utilizing different perspectives. |
A supplementary tool to evaluate whether programmes, policies, proposals and practices promote and safeguard cultural diversity. | A compulsory tool: programme managers have to juggle with several constraints (time, funding, human resources, etc.). The use of the lens may help identify new activities or suggest new designs which cannot always be implemented. The programme manager must prioritize needs and remain aware of potential weaknesses in the project design caused the internal and external constraints. |
A check-list or a list of criteria and questions supplemented by indicators and other means of verification. | A rigid framework: the themes are proposed as guidelines. The programme managers are free to skip some they judge irrelevant or create new more appropriate ones. |
Most efficient when applied systematically. Although core elements of the analysis may be perceived as common sense, programme managers rushing to meet deadlines can overlook the most obvious facts. | The sole representation of cultural diversity: the themes have been identified based on one interpretation of the official texts. Continuing intellectual debates and practical experience contribute to a better understanding of the concept. |
Useful at all stages of a programme: planning, implementation, monitoring and evaluating and Effective for all programmes and activities, not only those specifically related to Culture. | |
Able to assist programme officers and policy-makers to make informed decisions, in full knowledge of the strengths and weaknesses of the programme. | |
• Ideally created in a participatory manner by those who use it. There is no perfect lens. Each programme can develop its own lens. |
To what can one apply the Cultural Diversity Lens?
The lens is a tool that can be used by all programme/project officers and policy designers at all stages of a programme -- planning, implementation, monitoring and evaluating: It can be applied to a broad spectrum of activities;
It is important to note that the use of the lens is NOT restricted to projects relating to cultural activities. Lenses can be developed for all types of programmes and activities.
