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Ccc pecha kucha 2 01 eurotowns

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  • 1. Centre for Cultural Wellness Pirkko Korhonen R&D Manager, City of Jyväskylä PhD, MSc (Econ)
  • 2. Road map I Jyväskylä II Well-being III Centre for Cultural Wellness
  • 3. I Jyväskylä • Population 130 000 • A city of education • Main economic sectors: – ¾ services – ¼ manufacturing (metal, construction, wood processing & paper)
  • 4. Human Technology City Vision of Jyväskylä: a competitive city which offers incentive opportunities for living, studying and doing business.
  • 5. In order to realize this vision the city’s aim is to: • promote citizens’ well-being in different stages of life • safeguard basic services for citizens • improve the city’s national and international competitiveness • boost the positive trend in jobs
  • 6. II Well-being • physical – health • mental – happiness • social – friends – activities
  • 7. Well-being in the future • Increasing interest internationally in well-being • Traditional way of thinking: Productivity – Competitiveness – WELL-BEING
  • 8. New paths for the economy • ...should perhaps be turned upside down WELL-BEING – Creativity – Innovations – Productivity – Competitiveness • Emphasize the importance of culture, arts & creativity as a driving force behind competitiveness!
  • 9. III Centre for Cultural Wellness • Plan for People • The answer in Jyväskylä?
  • 10. Something like this?
  • 11. Centre for Cultural Wellness • Opportunities for – people to meet – different cultural activities to synergize – the creative economy to strengthen – new cultural and economic innovations to grow – the traditional and creative economy to mix • In practice...
  • 12. Village for people
  • 13. Some examples I • Spaces for – Different people to meet – Cultural activities across the spectrum • Traditional cultural venues – Acoustically first-class concert hall – Museums and galleries
  • 14. Some examples II • Opportunities for creative people and the creative economy – Studios, workshops, artist residencies – Art and design shops – Marketing agencies – Mediatheques – Producers – Restaurants, cafés – Etc.
  • 15. Some examples III • New initiatives – Raparperi, National Centre for Food Culture – Wellness Clinic
  • 16. New weapon? • Creates new innovations • Has global attraction • Improves competitiveness ...though at the same time focuses on people HUMAN-CENTRIC CITY?
  • 17. Challenges remain  Overcoming traditional sectarian thinking  Questioning our fascination for never-ending growth, profit seeking  Convincing decision-makers of the potential of the creative economy – and to invest in it
  • 18. Towards the future...  Underlining that new creative services may need extensive public funding, but preventive effects may save society money in the longer term  Stressing proactivity and sustainability instead of ongoing reactivity
  • 19. An investment in our future! ...and a keen desire to achieve political agreement on this innovative plan!
  • 20. Thank you! Contact: Pirkko Korhonen pirkko.korhonen@jkl.fi +358 40 565 3066