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Презентація Філа Вуда про Стратегії культурної політики міст.

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Презентація любязно надана паном Філом Вудом для використання в громадах України. Дуже сподіваюся що стане корисною для працівників як бібліотек так і інших закладів культури.

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Презентація Філа Вуда про Стратегії культурної політики міст.

  1. 1. How strategies lead to change Phil Wood Cultural Policy Exchange Plenary Session 3
  2. 2. The place of cultural strategy within changing cities and regions
  3. 3. How are cities changing?
  4. 4. Thinking differently about the city
  5. 5. Is the city a machine?
  6. 6. Or is the city an ecosystem?
  7. 7. old model
  8. 8. new model
  9. 9. What is a city? „an area defined by clear geographical boundaries and endowed with certain natural characteristics; an environment shaped by human intervention, comprising infrastructures, buildings and a designed layout of streets, squares, public and open spaces; a community of people, with particular social networks and dynamics(a society)… Franco Bianchini
  10. 10. What is a city? …a system of economic activities and relationships (an economy); a natural environment, a built form, all governed by a set of principles and regulations from the interactions between different political actors‟ Franco Bianchini
  11. 11. What is a city? „to be a city requires more than houses and people. It needs an „imagined community‟, or the conviction that other inhabitants in distant streets, whom one will never meet or see, share elements of a common culture and react to events as one would react oneself‟ Charles Landry
  12. 12. How is culture changing?
  13. 13. INSTITUTIONAL CULTURE LIVED CULTUREthe cultural iceberg
  14. 14. There is not a single example in history where people first established commerce and trade and then, later, created culture. Commerce and government are not primary institutions. They are extensions of culture. Culture is where we create our stories, our narratives, where we establish the bonds to eternity. Jeremy Rifkin
  15. 15. FIRST Change in the organisation of energy SECOND Change in the means of communication THIRD Change in our consciousness & stories + A new empathic sensitivity
  16. 16. ENERGY COMMUNICATION CONSCIOUSNESS EMPATHY hydraulic Coal/steam Oil/ electric 3rd industrial revolution human oral writing print TV/ automobile networks mythology theology ideology psychology dramaturgi cal tribe Co- religionist Nation state Like- minded biosphere
  17. 17. How should the cultural sector engage with the city?
  18. 18. EVOLUTION OF URBAN CULTURAL POLICY ELITIST PARTICIPATIVE ENTREPRENEURIAL ??? 1940s – 1970s 1970s – 1990s 1990s –2008 Post 2008 traditional nation-building canon high cultureabsolutist relativistidentity dispersed self-expression socio-political centrist monocultural multicultural image/spectacle creative economy centrist property valueprofit-building competitive community-building patronage subsidy investment global/local public space Internet/social media traditional intercultural institutional transactional relational sustainability integrational consumption
  19. 19. Planning culturally Everything is a resource
  20. 20. Cultural resources Community organisations Events and festivals Spaces & facilities Creative industries Natural heritage Cultural heritage Intangible heritage
  21. 21. planning culturally theartofcitymakingCOMEDIA
  22. 22. EXAMPLES
  23. 23. BEST and WORST practice in adjacent regions
  24. 24. City of Arts and Sciences, Valencia
  25. 25. Carlos Fabra Presidente de la Diputación de Castellón
  26. 26. Juan Ripollés
  27. 27. “The city where fairy tales are made real”
  28. 28. Santiago Calatrava
  29. 29. ‟00s -> RE-ENGAGING 2006 Strategic Plan for Culture 2010 Intercultural Plan ‟90s – ‟00s REHABILITATING Harbour, Barrio Gotic, Raval ‟80s -‟90s REPOSITIONING Olympics, cultural excellence BARCELONA – CULTURAL POLICY
  30. 30. ‟00s -> RE-ENGAGING 2006 Strategic Plan for Culture 2010 Intercultural Plan ‟90s – ‟00s REHABILITATING Harbour, Barrio Gotic, Raval ‟80s -‟90s REPOSITIONING Olympics, cultural excellence BARCELONA – CULTURAL POLICY
  31. 31. Raval, Barcelona
  32. 32. Raval, Barcelona
  33. 33. Raval, Barcelona
  34. 34. ‟00s -> RE-ENGAGING 2006 Strategic Plan for Culture 2010 Intercultural Plan ‟90s – ‟00s REHABILITATING Harbour, Barrio Gotic, Raval ‟80s -‟90s REPOSITIONING Olympics, cultural excellence BARCELONA – CULTURAL POLICY
  35. 35. •How do you value the growing diversity of Barcelona? •What factors hamper social mixing? •What factors facilitate it? •What common elements should all citizens share? •What are the places in the city where people co-exist well?
  36. 36. Lisbon Resolving the cultural policy dilemmas?
  37. 37. Mouraria Central Lisbon
  38. 38. Mouraria Central Lisbon
  39. 39. Melitopol Redefining a cultural institution – the park
  40. 40. Melitopol – policy to action • Annual international conference “Culture, dialogue and cohesion: Ukrainian realities” • Public opinion survey • Over 25,000 response • lack of employment opportunities and of places for people to meet • Regenerate Gorky Park
  41. 41. International team of experts
  42. 42. San Sebastian Relearning the art of communication
  43. 43. Loli Arnaut Donostia/San Sebastian Basque Country
  44. 44. Caracas Culture rebuilding life- chances and communities
  45. 45. “the most important thing happening in music anywhere in the world” Sir Simon Rattle
  46. 46. "The National System of Popular Culture is a strategic space of coordination between government institutions, private bodies, clusters of creative individuals and volunteer committees derived from community councils and communes or other instances of social organization“ Farruco Sesto, Minister of Culture of Venezuela
  47. 47. Stirling, Scotland
  48. 48. Liverpool Assessing the impact of culture
  49. 49. www.impacts08.net Liverpool as European Capital of Culture, 2008
  50. 50. www.impacts08.net The findings | main areas of impact
  51. 51. www.impacts08.net Findings | Economy and tourism 2.6m international visitors (97% of them visit first time) 9.7m additional visits 34% growth in visitors since 2007 1.14m additional hotels nights in Liverpool, plus 3m in the North West region £754m direct spend in Liverpool + region
  52. 52. www.impacts08.net Findings | Cultural access and participation 15m visits to events or attractions in 2008 Three pavilions in deprived communities owned by neighbours and praised by critics 60% of residents attend at least one ECoC event Above average ethnic minorities, lower socio-eco groups and young people attend ECoC events Growth in cultural engagement (2006-2008) – 10% yearly rise in arts audiences (2006-2008) – 50% rise in visitors to sub-region’s largest attractions – Drop in % of people who claim to have no interest in culture Over 4,000 registered volunteers, 1,000 active
  53. 53. www.impacts08.net Findings | Cultural vibrancy and sustainability 51% of local peers agree that Liverpool has been repositioned as a ‘world class city’ New local cultural networks attracting multi-million national grants 8% growth in creative industry enterprises since 2004 over 70% of ECoC contributors locally based From mid 1990s to end of 2008, 211% growth in culture stories Greater awareness of Liverpool’s contemporary cultural offer, beyond football and Beatles
  54. 54. www.impacts08.net Findings | Image and perceptions Over 85% of national articles on ECoC events are positive or neutral In 2008, cultural stories dominate national media, outnumbering social / crime related stories Less polarised media representation. From 1990s fixed negative & positive extremes into nuanced stories on diverse contemporary issues 71 % more national positive stories on Liverpool as a city between 2007 and 2008 ECoC stimulates wider use of online social media platforms offering alternative narratives
  55. 55. www.impacts08.net Findings | Governance and delivery process New collective cultural strategy for city-region New approaches to joint cross sectoral thinking have emerged Highest amount of sponsorship (£24m) and earned income (£4m) 85% residents agree that city is a better place in 2009 than before ECoC Business stakeholders agree that the ECoC has added value to existing regeneration programmes International ECoC peers view Liverpool as a reference point for community involvement and research strategy
  56. 56. Huddersfield 25 years of cultural policy & action
  57. 57. HUDDERSFIELD LEEDS MANCHESTER Huddersfield
  58. 58. “Huddersfield – the most-commonly-cited example of a „creative city‟ initiative” UNESCO
  59. 59. Change or stay the same?
  60. 60. Sir John Harman Political Leader Robert Hughes Chief Executive VISION + LEADERSHIP + DECENTRALISATION + PARTNERSHIP The radical reform of Kirklees Metropolitan Council
  61. 61. For every penny of power I gave away, I traded a pound of creative influence. Sir John Harman
  62. 62. Vision – Ideas – Energy – Credibility Diversity – Human Capital GRASSROOTS ARTS & BUSINESS MUNICIPAL LEADERSHIP Political Courage – Strategic Clarity – Process Management Organisational Entrepreneurship – Starting Capital OLD CULTURAL ESTABLISHMENT U N I V E R S I T Y
  63. 63. A Chance to Participate the potential of cultural industries and community arts in the social and economic regeneration of Huddersfield 1989 - 1999
  64. 64. Priorities • Creative production • Support local cultures • Targeted excellence • Celebrating diversity • International connections • Image change • Urban regeneration
  65. 65. find stimulate nurture fast track harnessrecycle embed keep CREATIVITY
  66. 66. Huddersfield Creative Town a Creative Community Managed workspace Training and Business Support Events Production Studios R & D Marketing & Dissemination Residential
  67. 67. The Cycle of Creativity Building ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  68. 68. IDEAS GENERATION
  69. 69. 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
  70. 70. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  71. 71. IDEAS INTO PRACTICE
  72. 72. 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
  73. 73. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  74. 74. CIRCULATION AND NETWORKING
  75. 75. CIRCULATION AND NETWORKING • Information • Mapping • Forums and events • Media • Network organisations • Advocacy
  76. 76. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  77. 77. PLATFORMS FOR DELIVERY
  78. 78. 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
  79. 79. Patrick Stewart Chancellor of Huddersfield University
  80. 80. University Creative Arts Building
  81. 81. University Innovation Centre
  82. 82. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  83. 83. MARKETING AND DISSEMINATION
  84. 84. AUDIENCES AND MARKETS • Market intelligence and strategy • Product branding and packaging • Intellectual property • Distribution networks • Retail outlets
  85. 85. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  86. 86. Legacy •Population decline halted •Only district in region to see population increase •Higher than average creative industry growth … and we‟re happy!
  87. 87. 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.
  88. 88. Huddersfield appeared 7th on the list published in the Times newspaper
  89. 89. Further information www.hud.ac.uk/enterprise www.the-media-centre.co.uk www.philwood.eu
  90. 90. The creative city index Measuring the pulse of cities
  91. 91. Say the COLOUR not the WORD
  92. 92. YELLOWRED WHITE GREEN BLUE
  93. 93. 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
  94. 94. What would a right brain city be like?
  95. 95. CULTURAL POLICY DILEMMAS
  96. 96. Cultural policy making is a balancing act
  97. 97. CULTURAL POLICY DILEMMAS FRAMEWORK DILEMMAS IMPLEMENTATION DILEMMAS SOCIAL DILEMMAS ECONOMIC DILEMMAS MANAGEMENT DILEMMAS
  98. 98. FRAMEWORK DILEMMAS • Culture as intrinsically good • Culture the High Arts • Culture as a tool • Culture as a Way of Life
  99. 99. • Top down • Public services • External prestige • Bottom up • Market forces • Citizens first IMPLEMENTATION DILEMMAS
  100. 100. • Majority identity - monocultural • Heritage preservation • Visitors first • Minority identities - pluricultural • Contemporary experi- mentation • Residents first SOCIAL DILEMMAS
  101. 101. • Subsidy • Production • Physical capital - containers • Investment • Consumption • Human capital - content ECONOMIC DILEMMAS
  102. 102. • City centre • Direct service • Artists • Periphery • Contracting out • Managers MANAGEMENT DILEMMAS
  103. 103. VERY FEW CHOICES ARE BLACK OR WHITE CULTURAL POLICY IS ABOUT SHADES OF GREY VERY FEW CHOICES ARE PERMANENT CULTURAL POLICY SHOULD BE DYNAMIC AND RESPONSIVE
  104. 104. VERY FEW CHOICES ARE BLACK OR WHITE CULTURAL POLICY IS ABOUT SHADES OF GREY VERY FEW CHOICES ARE PERMANENT CULTURAL POLICY SHOULD BE DYNAMIC AND RESPONSIVE
  105. 105. 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?
  106. 106. What are the characteristics of a Creative City?
  107. 107. 5 domains 1. Leadership & Governance 2. Place and Identity 3. Social Milieu 4. Knowledge, Talent and Enterprise 5. Lifestyle and Well-being
  108. 108. Leadership & Governance • Visionary and forward-looking? • Trust in institutions • Widespread leadership • Citizen participation • Bureaucracy • Open public discourse
  109. 109. 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
  110. 110. 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
  111. 111. Knowledge, Talent & Enterprise • Quality of education and teachers • Attractiveness of universities • Retention of youth and talent • Career progression • Business environment • Innovation
  112. 112. Lifestyle and Well-being • Friendliness and cohesion • Safety and security • Health and social care • Recreation • Ease of living • Poverty and inequality
  113. 113. What has cultural policy got to do with most of these questions?
  114. 114. Innovation ranking (2008) 1 Sweden 2 Finland 3 Denmark 4 Germany 5 Netherlands 6 France 7 Austria 8 UK 9 Belgium 10 Luxemburg (EU27 average) 11 Ireland 12 Spain 13 Italy 14 Portugal 15 Greece 1 Sweden 2 Luxemburg 3 Finland 4 France 5 Denmark 6 Netherlands 7 Belgium 8 Germany 9 UK 10 Austria (EU27 average) 11 Ireland 12 Italy 13 Spain 14 Greece 15 Portugal Artistic participation ranking(2007)
  115. 115. Great cities don‟t always have all the right answers But they ask all the right questions
  116. 116. The same can be said about a great Cultural Policy
  117. 117. 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?
  118. 118. 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?
  119. 119. GROUP WORK EXERCISE • Volunteer offers their city as „test case‟ • Discussion Cultural Dilemmas • Discussion on 21 Questions • Assessment of where city is at and where it needs to go • Priorities for change • The place of Culture within the change process.
  120. 120. FEEDBACK • What you discovered • What you proposed • How you did it

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