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
thr...
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
LEEDS
MANCHESTER
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
...
Local authority in 1986…
rigid
departmentalism, convoluted
decision-making, a lack of
accountability, divisive senior
mana...
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 ra...
CENTRALISM
ISOLATION
CONTROL
DIRECTING
INFORMATION
QUANTITY
UNIFORMITY
LOW RISK/HIGH
BLAME
CONFORMITY
FAILURE
DEVOLUTION
P...
For every penny of
power I gave away,
I traded a pound of
creative influence.
Sir John Harman
CULTURAL
POLICY?
Vision – Ideas – Energy – Credibility
Diversity – Human Capital
GRASSROOTS ARTS & BUSINESS
MUNICIPAL LEADERSHIP
Political ...
A
Chance to
Participate
the potential of cultural industries
and community arts in the social
and economic regeneration of...
Priorities
• Creative production
• Support local cultures
• Targeted excellence
• Celebrating diversity
• International co...
find
stimulate
nurture
fast track
harnessrecycle
embed
keep
CREATIVITY
Huddersfield Creative Town
a Creative Community
Managed workspace
Training and
Business Support
Events
Production Studios
...
Creative Town Initiative
1997-2001
•Urban Pilot project
•EU Best Practice
•€ 9 Million
The Cycle of Creativity
Building
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platform...
IDEAS GENERATION
IDEAS GENERATION
• Informal creative spaces
• Planned creative spaces
• Education system which encourages
curiosity and ex...
The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platfor...
IDEAS INTO PRACTICE
IDEAS INTO PRACTICE
• Expert advice and mentoring
• Project and business planning
• Incubation facilities
• New business d...
The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platfor...
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
Platfor...
PLATFORMS FOR DELIVERY
PLATFORMS FOR DELIVERY
• Production facilities:
artist studios, recording
studios, multimedia
workshops, craft
workshops, ...
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
Platfor...
MARKETING AND
DISSEMINATION
AUDIENCES AND
MARKETS
• Market intelligence and strategy
• Product branding and packaging
• Intellectual property
• Distri...
The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platfor...
Legacy
•Population decline halted
•Only district in region to see
population increase
•Higher than average creative
indust...
We're so happy!
H IS for happiness and for Huddersfield. It's
now official that we are the happiest town in
Yorkshire, in ...
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
• Contem...
• Subsidy
• Production
• Physical
capital
- containers
• Investment
• Consumption
• Human
capital
- content
ECONOMIC DILEM...
• City centre
• Direct
service
• Artists
• Periphery
• Contracting
out
• Managers
MANAGEMENT DILEMMAS
VERY FEW CHOICES ARE BLACK OR WHITE
CULTURAL POLICY IS ABOUT SHADES OF GREY
VERY FEW CHOICES ARE PERMANENT
CULTURAL POLICY...
VERY FEW CHOICES ARE BLACK OR WHITE
CULTURAL POLICY IS ABOUT SHADES OF GREY
VERY FEW CHOICES ARE PERMANENT
CULTURAL POLICY...
Is your cultural policy mainly concerned with
putting the city on the international map, attracting
inward investment and ...
What are the
characteristics
of a Creative
City?
5 domains
1. Leadership & Governance
2. Place and Identity
3. Social Milieu
4. Knowledge, Talent and Enterprise
5. Lifesty...
Leadership & Governance
• Visionary and forward-looking?
• Trust in institutions
• Widespread leadership
• Citizen partici...
Place and Identity
• Reputation and image
• Open and diverse cultural life
• Choices and alternatives
• Quality and quanti...
Social Milieu
• Social and physical barriers
• attitude to outsiders and minorities
• Connections to outside world
• Curio...
Knowledge, Talent & Enterprise
• Quality of education and teachers
• Attractiveness of universities
• Retention of youth a...
Lifestyle and Well-being
• Friendliness and cohesion
• Safety and security
• Health and social care
• Recreation
• Ease of...
What has cultural
policy got to do
with most of these
questions?
Innovation
ranking (2008)
1 Sweden
2 Finland
3 Denmark
4 Germany
5 Netherlands
6 France
7 Austria
8 UK
9 Belgium
10 Luxemb...
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
enoug...
Right kind of questions
• How can we attract and retain bright
and energetic people?
• What makes this place different and...
GROUP WORK EXERCISE
• Split into groups
• Volunteer offers their city as „test case‟
• Groups questions city on its positi...
GROUP WORK EXERCISE
• Group poses the 21 Questions to the
city
• What do the answers tell you about:
– Governance & leader...
GROUP WORK EXERCISE
Do the answers to the Index
suggest the city will have the
capability to realise the vision
and direct...
FEEDBACK
• City volunteer + one other
• What you discovered
• Correlations and contradictions
• Recommendations to the city
TIMING
• Read the handouts 15
• Cultural Dilemmas Q & A 20
• Summarise 10
• Creative City Q & A 20
• Summarise 10
• Synthe...
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
Індекс креативності міст.
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Індекс креативності міст.

  1. 1. The creative city index Measuring the pulse of cities
  2. 2. Say the COLOUR not the WORD
  3. 3. YELLOWRED WHITE GREEN BLUE
  4. 4. 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
  5. 5. What would a right brain city be like?
  6. 6. •Case Study •Cultural Policy Dilemmas •Creative City Index •Exercise
  7. 7. Huddersfield 25 years of cultural policy & action
  8. 8. HUDDERSFIELD LEEDS MANCHESTER Huddersfield
  9. 9. “Huddersfield – the most-commonly-cited example of a „creative city‟ initiative” UNESCO
  10. 10. 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
  11. 11. 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
  12. 12. Cultural dilemmas
  13. 13. Change or stay the same?
  14. 14. CHANGE Can Huddersfield think out of the box?
  15. 15. Sir John Harman Political Leader Robert Hughes Chief Executive VISION + LEADERSHIP + DECENTRALISATION + PARTNERSHIP The radical reform of Kirklees Metropolitan Council
  16. 16. CENTRALISM ISOLATION CONTROL DIRECTING INFORMATION QUANTITY UNIFORMITY LOW RISK/HIGH BLAME CONFORMITY FAILURE DEVOLUTION PARTNERSHIP INFLUENCE ENABLING PARTICIPATION QUALITY DIVERSITY HIGH RISK/LOW BLAME CREATIVITY SUCCESS The Vision for Huddersfield
  17. 17. For every penny of power I gave away, I traded a pound of creative influence. Sir John Harman
  18. 18. CULTURAL POLICY?
  19. 19. 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
  20. 20. A Chance to Participate the potential of cultural industries and community arts in the social and economic regeneration of Huddersfield 1989 - 1999
  21. 21. Priorities • Creative production • Support local cultures • Targeted excellence • Celebrating diversity • International connections • Image change • Urban regeneration
  22. 22. find stimulate nurture fast track harnessrecycle embed keep CREATIVITY
  23. 23. Huddersfield Creative Town a Creative Community Managed workspace Training and Business Support Events Production Studios R & D Marketing & Dissemination Residential
  24. 24. Creative Town Initiative 1997-2001 •Urban Pilot project •EU Best Practice •€ 9 Million
  25. 25. The Cycle of Creativity Building ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  26. 26. IDEAS GENERATION
  27. 27. 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
  28. 28. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  29. 29. IDEAS INTO PRACTICE
  30. 30. 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
  31. 31. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  32. 32. CIRCULATION AND NETWORKING
  33. 33. CIRCULATION AND NETWORKING • Information • Mapping • Forums and events • Media • Network organisations • Advocacy
  34. 34. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  35. 35. PLATFORMS FOR DELIVERY
  36. 36. 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
  37. 37. Patrick Stewart Chancellor of Huddersfield University
  38. 38. University Creative Arts Building
  39. 39. University Innovation Centre
  40. 40. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  41. 41. MARKETING AND DISSEMINATION
  42. 42. AUDIENCES AND MARKETS • Market intelligence and strategy • Product branding and packaging • Intellectual property • Distribution networks • Retail outlets
  43. 43. The Cycle of Creativity Enhancing ideas-generating capacity Turning ideas into practice Networking and circulating Platforms for Delivery Building markets and audiences
  44. 44. Legacy •Population decline halted •Only district in region to see population increase •Higher than average creative industry growth … and we‟re happy!
  45. 45. 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.
  46. 46. Huddersfield appeared 7th on the list published in the Times newspaper
  47. 47. Weaknesses •No tourism office •Poor quality hotels •Supermarkets dominate local shops
  48. 48. CULTURAL POLICY DILEMMAS
  49. 49. Cultural policy making is a balancing act
  50. 50. CULTURAL POLICY DILEMMAS FRAMEWORK DILEMMAS IMPLEMENTATION DILEMMAS SOCIAL DILEMMAS ECONOMIC DILEMMAS MANAGEMENT DILEMMAS
  51. 51. FRAMEWORK DILEMMAS • Culture as intrinsically good • Culture the High Arts • Culture as a tool • Culture as a Way of Life
  52. 52. • Top down • Public services • External prestige • Bottom up • Market forces • Citizens first IMPLEMENTATION DILEMMAS
  53. 53. • Majority identity - monocultural • Heritage preservation • Visitors first • Minority identities - pluricultural • Contemporary experi- mentation • Residents first SOCIAL DILEMMAS
  54. 54. • Subsidy • Production • Physical capital - containers • Investment • Consumption • Human capital - content ECONOMIC DILEMMAS
  55. 55. • City centre • Direct service • Artists • Periphery • Contracting out • Managers MANAGEMENT DILEMMAS
  56. 56. 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
  57. 57. 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
  58. 58. 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?
  59. 59. What are the characteristics of a Creative City?
  60. 60. 5 domains 1. Leadership & Governance 2. Place and Identity 3. Social Milieu 4. Knowledge, Talent and Enterprise 5. Lifestyle and Well-being
  61. 61. Leadership & Governance • Visionary and forward-looking? • Trust in institutions • Widespread leadership • Citizen participation • Bureaucracy • Open public discourse
  62. 62. 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
  63. 63. 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
  64. 64. Knowledge, Talent & Enterprise • Quality of education and teachers • Attractiveness of universities • Retention of youth and talent • Career progression • Business environment • Innovation
  65. 65. Lifestyle and Well-being • Friendliness and cohesion • Safety and security • Health and social care • Recreation • Ease of living • Poverty and inequality
  66. 66. What has cultural policy got to do with most of these questions?
  67. 67. 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)
  68. 68. Great cities don‟t always have all the right answers But they ask all the right questions
  69. 69. The same can be said about a great Cultural Policy
  70. 70. 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?
  71. 71. 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?
  72. 72. 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?
  73. 73. 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
  74. 74. 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?
  75. 75. FEEDBACK • City volunteer + one other • What you discovered • Correlations and contradictions • Recommendations to the city
  76. 76. TIMING • Read the handouts 15 • Cultural Dilemmas Q & A 20 • Summarise 10 • Creative City Q & A 20 • Summarise 10 • Synthesize 20 • Prepare feedback 10

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