The role of a hub manager or ‘convenor’ is key for developing a successful hub and its community. Hub leaders work with people from diverse backgrounds and with different work styles. Moreover, hubs often developfast without any real structural planning, grown out of local needs and entrepreneurial energy (Creative Hubkit p.2). Thus, the responsibilities of hub leaders cut across traditional departments in order to form and run new, innovative business models.

But what particular challenges do hubs and their leaders face, and what do they need to succeed? What do the hub teams need? Before moving on to leadership skills, take a moment to reflect on your Hub. 

Creative_Hubs_Berlin_Toolkit-Optimised.pdf

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Creative Hubs Berlin Toolkit 

This is a toolkit on how to invent, adopt or adapt ideas that can deliver better results. It’s quick to use, simple to apply, and designed to help busy people working in development. It draws on a study of many hundreds of tools currently being used - here we have included only the ones which
practitioners found most useful. The tools are not coming out of thin air. many of them are well documented and have been widely used in other sectors. In that sense this toolkit is standing on the shoulders of giants, and we are happy to acknowledge that.

DIY-Toolkit-Full-Download-A4-Size (1) (1).pdf

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NESTA DIY Toolkit

This is the Hubs For Good Toolkit : 2.5 Budget Your Programme (budget template)

Hubs-For-Good-Toolkit-_-Budget-Sheet-Template.xlsx

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Hubs For Good Toolkit

This is the Hubs For Good Toolkit : 2.4 Think Ahead (action plan and timeline template)

Action-Plan-and-Timeline-Template.xlsx

Hubs For Good Toolkit :

Planning the evaluation can enable you to make the best of the skills and
resources in your organisation. Good planning will increase the quality of the
data produced, smooth the workflow and ensure that results are useful.
It is better to have one coherent set of questionnaires than to keep going back
to participants to ask them additional questions that were missed out of earlier
evaluations. Similarly, it is better to have accurate information on a small
number of key questions than to have incomplete or biased information on a
large number of questions. A common guideline is that you should dedicate 10
per cent of the resources of a project to evaluation.
Evaluation should be proportional to the scale of work. Don’t expect to measure
change from a single workshop.
A key element of the planning process is to consider how the evaluation
proposed in this guide fits in with any existing evaluation that your organisation
already carries out.

P-Social-impact-of-arts.pdf

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Social Impact of The Arts Evaluation Toolkit

When looking to the future it is important to consider past
achievements and goals. You may ask yourself or work with your
team to explore ‘did we achieve what we set out to do?’, or ‘what
can we do better next time to make our goals more attainable?’.
Looking to the future while being aware of the ‘now’ will help you
plan realistically.

Here are some ways to ignite your future-thinking.

Take a step back
Observe your hub from an outsider’s point of view. If you are
struggling to get into character, imagine you are a new member
of the hub who is looking for a suitable community to join, or a
potential funder - which would be most important element to
you? Alternatively, ask someone who you trust and who is not
familiar with your hub, to explore the offerings and give you their
first impression. 

EdinburghToolkit-FINAL.pdf

Creative Hubs Edinburgh Toolkit  

Before embarking on establishing a hub, it is important that you ask yourself and
potential creative hub members a number of questions to assess the gaps, needs
and demand for a new hub provision.

Try answering the following questions in as much depth as possible. As you build the
hub you will also have to develop a culture of collaboration, so try to involve others in
developing responses to these points. Running this as a facilitated workshop, or informal
forum event will give you the opportunity to speak directly to potential future hub
members.

What challenges currently face creatives locally? How would a physical/virtual hub
support the community?

Do certain creative sectors need improved or different types of support? Will it be
beneficial to support only one sector, or would they benefit from engaging with broader
creatives and/or other industries?

Is there an established creative community already who will benefit from a new hub,
or will the community have to be developed from scratch? 

Creative Hubkit.pdf

Creative Hubkit

As a leader, you need a clear goal for your hub so that you can keep focused and clearly communicate it to your team and wider network.

Your vision statement describes what the hub aspires to and the change you want to achieve. Stating your vision allows you to look forward and consider what success looks like.

It is complemented by the mission statement, which provides the detail on how you will achieve your vision and who will benefit. Remember to include the social and environmental contribution you want to make, as well as what business success looks like for your hub. 

Creative_Hub_Leaders_Toolkit.pdf

Creative Hubs Leader's Toolkit 

Even before they were called ‘creative hubs’, they have existed as artist collectives, cultural organisations, private performance spaces, independent galleries, etc. Their growth is a consequence of the rich cultural mix and creative practices existing in Malaysia. Today these groups and spaces not only play an important role in developing our country’s creative economic sector, they also help influence and mediate culture both locally and regionally.

Unfortunately, amidst the multiple practices, many hubs tend to work in silos often with limited resources. Access to knowledge in developing cultural practices in Malaysia is fragmented due to sociocultural gaps and a scarcity of reference sites for sharing and exchanging knowledge. Thus, the ‘Hubs For Good’ programme collaboratively launched by British Council, Yayasan Sime Darby and Universiti Malaya in 2019, is responding to the need to strengthen existing infrastructure and to provide a platform for these diverse Malaysian hubs to connect in a deeper way with one another

HubsForGood_Toolkit_EN.pdf

In realising your business idea you take risks, solve problems and make ideas happen. This is what business is really about. In a rapidly changing world opportunities are many and so are the risks. 

Having a clear focus, perseverance and passion for what you want to achieve will help you
along the way: “The best way to predict the future is to create it… In every success story, you will find someone who has made a courageous decision.” (Peter F. Drucker, educationalist and author).

Starting a business can be daunting. Becoming familiar with business language and processes will help you, and allow you to articulate and discuss your ideas confidently with partners, suppliers and customers as well as business support agencies.

Traditional methods of developing a business involve engaging with bank managers, business support agencies, family and friends, and they’re all likely to ask you to develop a business plan – particularly before investing in your idea. 

creative_enterprise_toolkit_english_online (1) (1).pdf

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