Creative urban renewal in the North-West of Europe. Master Course University of Applied Sciences Utrecht.

1. The Urban
Dimension
of Cultural
and
Creative
Industries
The social, cultural and entrepreneurial element
Rene Kooyman
MUAD 21 mai 2015

2. What’s going on?
• Urbanisation
• From industrial production to knowledge
• Growth falters; is absent
• Small and medium‐sized enterprises (SMEs)
of strategic value
• Flexible labor markets

3. Spatial components: metropolis and decay
Changing
perspectives:
Long‐term /top‐
down
Bottom‐up
cooperative
initiatives
• Jacobs
• Bourdieu
• Florida

4. EU Policy
• Small and medium‐sized enterprises (SMEs)
of strategic value
• ' Old School ' no longer valid:
innovation = needed
• The economic power
of the cultural and creative
industries

5. Cultural and creative industries
‘Cultural industries’: goods or services
that embody cultural expressions,
irrespective commercial value: film, DVD,
video, television and radio, video games,
new media, music, books and press,
performing arts, visual arts.
‘Creative industries’ :
use culture as an input ,
whose outputs are mainly functional:
architecture, advertising, gaming,
design and fashion.’

6. Delineation
of the
Cultural
&
Creative
sector
(KEA 2005)

7. Contribution Cultural/Creative sector
• UNCTAD: Creative Economy Report 2010
• EU: See EDCCI Page 102

8. A dynamic and fast‐growing industry, even in tough
economic times
The resilience during the economic crisis:
• job creation in CCIs grew on average by 3.5% from 2000 to
2007
• continued to grow at 0.7% annually between 2008 and 2012
• even as the number of jobs in the rest of the economy fell
0.7%

9. Benchmarking CCIs
Measuring cultural and creative
markets Dec 2014

10. The new SME definition
Three criteria:
• Staff headcount
• Annual turnover
or:
• Balance sheet
turnover
• ???? ????

11. Size of Enterprises
By sector across CCIs eurokleis 2009
EDCCI: Page 64

12. Product characteristics
• Creative inputs and products are abundant
• Hypercompetitive environment
• Succes is uncertain: ‘nobody knows’
• Knowledge‐based and labour‐intensive input
• Not ‘simply merchandise’, but express cultural
uniqueness and identities
• Experience goods; production and
consumption ‘on the spot’
• Product life‐cycles are often short

13. Labour Market Characteristics
• Labour market of the CCIs is complex
• Thrives on numerous small initiatives
• Career wise a high degree of uncertainty
• A high share of freelancers and very small
companies
• Non‐conventional forms of employment; part‐time,
temporary contracts, self‐employment , free‐lancers
• Multiple job‐holdings; combined other sources
• Does not fit into typical patterns of full‐time pro’s
• Heterogeneity of human resources categories;
higher professional training, vernacular backgrounds,
craft industry, any other category

14. CCIs Market Conditions
• Markets volatile and unpredictable
• Demand will increase with exposure
• Promoting business strategies that are embryonic,
provisional, highly responsive
• Based on 'intuitive' and 'emotional' knowledge as
much as standard market research
• Unpredictable demand conditions; ‘nobody
knows’
• Entrepreneurs are price takers: accept the prices
that result from supply and demand. None of the
players has enough market power to “dictate”
prices to the customer (price makers)

15. CCIs : EU
Top
Regions
LQ is an indicator of CCI employment
relative to the total employment of the
region, where LQ>1 indicates
an over‐representation of CCI
employment
Source: European Cluster Observatory
See EDCCI Page 102

16. Rene Kooyman
3 June 2014
The Urban Quest

17. Talking about cities
• Demographics: aging population
• Mobility: multicultural societies
• Changing consumer patterns
• The networks: a connected society
Abandoned
Industrial
area's
Revitalisation

18. The CURE Partners
CURE-WEB.EU
cre8te, Edinburgh
Colchester Borough Council
Grundstücksgesellsch Kettwig
Stadt Hagen (Lead Partner)
Stadt Dinslaken
Stad Brugge
Lille Métropole
Dublin: Temple Bar (observer)
Utrecht University of the Arts
(academic partner)

19. Creative Urban Renewal (CURE)
 Aims to facilitate triggered growth of the
creative economy in decayed urban areas in
medium-sized cities in Northwest-Europe
 Very different situations:
Tourism/heritage (Edinburgh, Brugge)
Abandoned industrial sites: Essen Kettwig
(scheidshce Hallen), coal-mining areas
Dinslaken, former textile industry
Elbershallen, social-economical problem
areas (Hagen, Lille)

20. Temple Bar
Trust
Dublin:
Dublin's
Cultural &
Creative
Quarter

21. The Challenge in 1991:
The Regeneration of Temple
Bar

29. Meeting House Square

33. Scheidt’sche Hallen Kettwig
 Former Spinning Mill; family business
 Closed in 1974
 Public planning completed 2011
 Housing area sold to an investor
 Partial demolition, reconstruction and
restauration
 10.000 m2 for Creative Industries
 Flow of Diversity / Business Modelling

36. Kreativ Quartier Lohberg Dinslaken
 Coal mine closed in 2005
 Total 40 ha with 11 heritage buildings
 City Council and Investment Company
develop a partner-based concept
 Principles of sustainability and economic
feasibility
 Combine renewable energy and Creative
Industries
 “Idea meets Market”: Learning Lab, Creative
Value Chain
http://www.kreativquartier-lohberg.de/

37. Kreativ Quartier Lohberg
Dinslaken

39. Cultural Factory Elbershallen
Hagen
 Former Textile Industry redeveloped
since 2000
 Public private partnership: City of Hagen
 4.5 ha : first businesses commercially
driven; now diversified; daycare centre,
bowling alley, supermarket; and Creative
Industries (music school, dance studio,
Theater an der Volme)
 Diversity: different audiences

43. Lille Metropole
 Textile crisis 1970; regional
unemployment, poverty
 Trans-national initiative; concentrating
on ‘the image’
 Requalification of derelict areas into AV
Cultural and Creative Incubator
 4 dimensions:
 LL, CVC, FOD, CBM

45.  Creative Value Chain: Screenworks Film Collective
 Creative desks program: incubator (CBM),
 Non-profit coworking and learning space (LL) for
independent workers, freelancers, start-ups, and the
local community
 Collaboration with private sector and academia
Creative Edinburgh
CURE-WEB.EU

46. ICE ICE Store: Creative Outlet
Store
CURE-WEB.EU
ICE Store:
ICE Store is a new way of
doing business. It is a not for
profit social enterprise
consisting of a retail store
selling the work of
independent artists and
designers from Scotland.
Everything in ICE Store is
handmade giving special
meaning to all of our
products.
ICE Store for Creatives:
Picture this: a city centre
location to showcase your
work, a place where you will
have an audience of thousands
and the support to take your
talents to the wider world. A
dream? ICE Store makes this a
reality!
ICE Store for Customers:
Don’t you hate it when you can’t
get that unique dress or
necklace that suits you and the
occasion perfectly? Or when
finding the perfect gift for a
friend becomes an impossible
task? ICE Store makes it easy!

47. Brugge: cultural heritage
Empty shopping
street not viable
Now:
• pop-up shop
• courses
• vernacular
design

48. Brugge – „design met wortels“
Design with roots
CURE-WEB.EU
 Contemporary design meets old handcraft
techniques
 Run workshops on knitting, making jewels
with wax, old fabrics

50. Colchester UK
 Hidden
Kiosk
 This
One
Wall
 First
site

51. Do we need a theoretical framework?
 Concepts are an abstraction of reality
 We cannot communicate without using
concepts about the reality
 Creates a certain unity in objects
described and definitions
 Offers a self-audit facility to ensure
cohesion and appropriate
conceptualisation for conclusions.

52. Creative Zone Innovator (CZI)

53. Sub-
values
and
Indi-
cators

54. How is it done?
1. Identify your fundamentals: basic
dimensions (learning lab, creative
value chain, flow of diversity,
business modeling
2. Define the Core Values
3. Identify and select Sub-values
4. Specify and select Indicators

55. The Toolkit
 Take Time: Urban Area Development
is not done on a short-term strategy
 Persist: hold on to your perspective
 Spread the word: communications is
key-factor
 Build alliances: define, discuss and re-
define your projects
 Learn when you move along......

56. rkooyman@rkooyman.com

57. That’s
the way it’s
done!
Rene Kooyman
rkooyman@rkooyman.com
http://cure-web.eu
rene.kooyman@unitar.org