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The creative city index
Measuring the pulse of cities
Say the COLOUR
not the WORD
YELLOWRED
WHITE
GREEN
BLUE
Left brain
• Focus on detail• Rational• Needs certainty• Planned and
structured• Seeks distinctions• Communicates
through text/ speech
• Competitive
• Sees the big picture• Intuitive• Happy with
ambiguity• Fluid and
spontaneous• Seeks connections• Communicates
through other senses• Co-operative
Right brain
What would a right
brain city be like?
•Case Study
•Cultural Policy Dilemmas
•Creative City Index
•Exercise
Huddersfield
25 years of cultural policy & action
HUDDERSFIELD
LEEDSMANCHESTER
Huddersfield
“Huddersfield – the most-commonly-cited example of a ‘creative city’ initiative”
UNESCO
Scandal at the Town Hall!
Ex-Mayor jailed for corruption
MP suspended from Parliament
Council ‘the worst we’ve seen’ says Govt watchdog
Jobless total reaches record high
Local authority in 1986… rigid departmentalism, convoluted decision-making, a lack of accountability, divisive senior management, very poor relations between politicians and a total lack of strategic direction.
UK Institute of Local Government
Cultural dilemmas
Change or stay the same?
CHANGE
Can Huddersfield think out of the box?
Sir John Harman
Political Leader
Robert Hughes
Chief Executive
VISION
+LEADERSHIP
+
DECENTRALISATION
+
PARTNERSHIP
The radical reform of Kirklees Metropolitan Council
CENTRALISMISOLATIONCONTROL
DIRECTINGINFORMATION
QUANTITYUNIFORMITY
LOW RISK/HIGH BLAME
CONFORMITYFAILURE
DEVOLUTIONPARTNERSHIPINFLUENCEENABLINGPARTICIPATIONQUALITYDIVERSITYHIGH RISK/LOW BLAMECREATIVITYSUCCESS
The Vision for Huddersfield
For every penny of power I gave away, I traded a pound of creative influence.
Sir John Harman
CULTURAL
POLICY?
Vision – Ideas – Energy – CredibilityDiversity – Human Capital
GRASSROOTS ARTS & BUSINESS
MUNICIPAL LEADERSHIP
Political Courage – Strategic Clarity – Process Management
Organisational Entrepreneurship – Starting Capital
OLD CULTURAL ESTABLISHMENT
UNIVERSITY
A Chance to Participate
the potential of cultural industries and community
arts in the social and economic regeneration of
Huddersfield 1989 - 1999
Priorities
• Creative production• Support local cultures• Targeted excellence• Celebrating diversity• International connections• Image change• Urban regeneration
find
stimulate
nurture
fast track
harnessrecycle
embed
keep
CREATIVITY
Huddersfield Creative Towna Creative Community
Managed workspace
Training and Business Support
Events
Production Studios
R & D Marketing &Dissemination
Residential
Creative Town Initiative1997-2001
•Urban Pilot project
•EU Best Practice
•€ 9 Million
The Cycle of Creativity
Buildingideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
IDEAS GENERATION
IDEAS GENERATION
• Informal creative spaces• Planned creative spaces• Education system which encourages
curiosity and exploration• Open political atmosphere• Challenging public art• Research• Organised debating forums• Competitions and prizes for invention
The Cycle of Creativity
Enhancing ideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
IDEAS INTO PRACTICE
IDEAS INTO PRACTICE
• Expert advice and mentoring• Project and business planning• Incubation facilities• New business development• Prototyping and piloting
products/services• Finance- grants, loans, investment
The Cycle of Creativity
Enhancing ideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
CIRCULATION AND NETWORKING
CIRCULATION AND NETWORKING
• Information• Mapping• Forums and events• Media• Network organisations• Advocacy
The Cycle of Creativity
Enhancing ideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
PLATFORMS FOR DELIVERY
PLATFORMS FOR DELIVERY
• Production facilities: artist studios, recording studios, multimedia workshops, craft workshops, media centres, theatres and concert venues
• Exhibition facilities:TV, cinemas, internet, galleries
• Festivals
Patrick Stewart
Chancellor of
Huddersfield University
University Creative Arts Building
University Innovation Centre
The Cycle of Creativity
Enhancing ideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
MARKETING AND DISSEMINATION
AUDIENCES AND MARKETS
• Market intelligence and strategy• Product branding and packaging• Intellectual property• Distribution networks• Retail outlets
The Cycle of Creativity
Enhancing ideas-generating capacity
Turning ideas into practice
Networking and circulating
Platforms for Delivery
Building markets and audiences
Legacy• Population decline halted• Only district in region to see
population increase• Higher than average creative
industry growth
… and we’re happy!
We're so happy!
H IS for happiness and for Huddersfield. It's now official that we are the happiest town in Yorkshire, in the whole of the north of England for that matter; joint fifth in a UK top 10.
Huddersfield appeared 7th on the list published in the Times newspaper
Weaknesses• No tourism office• Poor quality hotels• Supermarkets dominate local
shops
CULTURAL POLICY DILEMMAS
Cultural policy making is a balancing act
CULTURAL POLICY DILEMMAS
FRAMEWORK DILEMMAS
IMPLEMENTATION DILEMMAS
SOCIAL DILEMMAS
ECONOMIC DILEMMAS
MANAGEMENT DILEMMAS
FRAMEWORK DILEMMAS
• Culture as intrinsically good
• Culture the High Arts
• Culture as a tool
• Culture as a Way of Life
• Top down
• Public services
• External prestige
• Bottom up
• Market forces
• Citizens first
IMPLEMENTATION DILEMMAS
• Majority identity - monocultural
• Heritage preservation
• Visitors first
• Minority identities - pluricultural
• Contemporary experi-mentation
• Residents first
SOCIAL DILEMMAS
• Subsidy
• Production
• Physical capital - containers
• Investment
• Consumption
• Human capital - content
ECONOMIC DILEMMAS
• City centre
• Direct service
• Artists
• Periphery
• Contracting out
• Managers
MANAGEMENT DILEMMAS
VERY FEW CHOICES ARE BLACK OR WHITECULTURAL POLICY IS ABOUT SHADES OF GREY
VERY FEW CHOICES ARE PERMANENTCULTURAL POLICY SHOULD BE DYNAMIC AND
RESPONSIVE
VERY FEW CHOICES ARE BLACK OR WHITECULTURAL POLICY IS ABOUT SHADES OF GREY
VERY FEW CHOICES ARE PERMANENTCULTURAL POLICY SHOULD BE DYNAMIC AND
RESPONSIVE
Is your cultural policy mainly concerned with putting the city on the international map,
attracting inward investment and tourism and creating prestigious infrastructure and events?
Is you cultural policy mainly concerned with helping local artists and residents to express their identity,
fulfil their needs, be happy and feel cohesive?
What are the characteristics of a Creative
City?
5 domains
1. Leadership & Governance2. Place and Identity3. Social Milieu4. Knowledge, Talent and Enterprise5. Lifestyle and Well-being
Leadership & Governance
• Visionary and forward-looking?• Trust in institutions• Widespread leadership• Citizen participation• Bureaucracy• Open public discourse
Place and Identity
• Reputation and image• Open and diverse cultural life• Choices and alternatives• Quality and quantity• Urban planning and architecture• Care and attention• Public space
Social Milieu
• Social and physical barriers• attitude to outsiders and minorities• Connections to outside world• Curiosity and convention• Movement around the city• Networks and association
Knowledge, Talent & Enterprise
• Quality of education and teachers• Attractiveness of universities• Retention of youth and talent• Career progression• Business environment• Innovation
Lifestyle and Well-being
• Friendliness and cohesion• Safety and security• Health and social care• Recreation• Ease of living• Poverty and inequality
What has cultural policy got to do
with most of these questions?
Innovation ranking (2008)
1 Sweden2 Finland3 Denmark4 Germany5 Netherlands6 France7 Austria8 UK9 Belgium10 Luxemburg(EU27 average)11 Ireland12 Spain13 Italy14 Portugal15 Greece
1 Sweden2 Luxemburg3 Finland4 France5 Denmark6 Netherlands7 Belgium8 Germany9 UK10 Austria(EU27 average)11 Ireland12 Italy13 Spain14 Greece15 Portugal
Artistic participation
ranking(2007)
Great cities don’t always have all the
right answers
But they ask all the right questions
The same can be said about a great Cultural Policy
Wrong kind of questions
• Can we build a bigger opera house than our rival city?
• Why don’t our politicians give us enough money?
• How can young people be told to appreciate better art?
• How can we defend our jobs and privileges?
Right kind of questions
• How can we attract and retain bright and energetic people?
• What makes this place different and special?
• How can we stimulate kids to be curious and adventurous?
• What things bring people closer and more co-operative?
GROUP WORK EXERCISE
• Split into groups• Volunteer offers their city as ‘test
case’• Groups questions city on its position
regarding the Cultural Dilemmas• NOW and in the FUTURE• What does this tell you about the city
and the direction it is moving?
GROUP WORK EXERCISE
• Group poses the 21 Questions to the city
• What do the answers tell you about:– Governance & leadership– Place and identity– Social milieu– Knowledge, talent & enterprise– Lifestyle & well-being
GROUP WORK EXERCISE
Do the answers to the Index suggest the city will have the capability to realise the vision and direction suggested in the Cultural Dilemmas exercise?
What advice would you give?
FEEDBACK
• City volunteer + one other
• What you discovered
• Correlations and contradictions
• Recommendations to the city
TIMING
• Read the handouts15
• Cultural Dilemmas Q & A20
• Summarise10
• Creative City Q & A20
• Summarise10
• Synthesize20
• Prepare feedback 10