The cultural commons in collaboration with the municipality: overcoming tensions in the collaborative process

Abstract

This study explores the intricate dynamics of collaboration between municipalities and cultural commons, focusing on the Cultural Department of the Municipality of Utrecht and its interactions with ZIMIHC and local cultural commons, such as neighborhood choirs. The research addresses the central question: What are the areas of tension in the collaborative process between the cultural commons and the municipality of Utrecht, and how can these tensions be addressed to improve future collaboration? To answer the research question, data, semi-structured interviews were conducted with policymakers, ZIMIHC employees, field experts, and members of cultural commons. These interviews were complemented by open-ended observations, generating qualitative insights into the collaboration dynamics. The analysis was conducted through critical and grounded ethnographic research, providing a comprehensive view on the cultural and institutional contexts that shape these collaborations. The study reveals that successful collaboration requires a delicate balance. Direct collaboration through formal funding streams often proves restrictive, while informal networks and a facilitating role from the municipality yield better results. The strength of cultural commons lies in their independence from rigid bureaucratic structures, allowing them to address local needs more effectively. Consequently, the study recommends shifting from a top-down approach to one that supports initiatives through an open, service-oriented stance. This can be achieved by fostering networks, fulfilling a facilitating role, and maintaining a receptive and listening approach. The role of the municipality should focus on creating supportive infrastructure and investing in personal engagement and local connections, without attempting to exert control. By adopting this approach, a stronger cultural community can emerge, better aligning with the needs of residents and the policy objectives of the municipality. A critical note is also made regarding the cultural commons' operational approach. For genuine commitment to the process, the cultural commons may need to take more initiative themselves. The study's findings are grounded in existing scholarly literature and established theoretical frameworks, particularly the principles of Ansell and Gash, which emphasize the importance of collaboration and stakeholder engagement in public governance.