Rene KOOYMAN 5/17/2013 rkooyman.com 1 AREA DEVELOPMENT IN TIMES OF CRISIS tour d’horizon Rene KOOYMAN HKU May 2013 Salo Fi l d 17‐5‐2013 1 Utrecht School of the Arts HKU Finland EUROPE IN TIMES OF CRISIS Significant developments: Urbanisation From Industry to Knowledge Absence of growth ‘Old School’ no longer applies: innovation Small and Medium Enterprises (SMEs) of strategic value 17‐5‐2013 2 value The economical force of the Cultural and Creative Industries (CCIs)
Transcript
Rene KOOYMAN 5/17/2013
rkooyman.com 1
AREA DEVELOPMENTIN TIMES OF CRISIStour d’horizon
Rene KOOYMANHKUMay 2013SaloFi l d
17‐5‐2013 1Utrecht School of the Arts HKU
Finland
EUROPE IN TIMES OF CRISIS
Significant developments:
Urbanisation
From Industry to Knowledge
Absence of growth
‘Old School’ no longer applies: innovation
Small and Medium Enterprises (SMEs) of strategicvalue
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value
The economical force of the Cultural and Creative Industries (CCIs)
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CCIS AS KEY STRATEGIC FACTOR
CCIs drivers of economical growth (UNCTAD)
Drivers of innovation: driving innovative processes i li iinto realisation
CCIs at the core of cultural and industrial networks
CCIs and Technological change/digitisation two‐way process
CCIs spill‐over: Corporate Esthetics, Identity and
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Branding
Cultural and Creative Content as a relative autonomous, independent economical factor
CCIS: THE ENTREPRENEURIAL DIMENSION
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CCI: SIZE ENTERPRISE
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ENTREPRENEURIAL BEHAVIOUR:THE CREATION OF ECONOMIC, SOCIAL AND CULTURAL VALUE
cultural fabric of the Creative Industry thrives on numerous small initiatives
high share of freelancers and very small companies
multiple job‐holdings; combined sources of income
new type of employer is emerging; the yp p y g g;‘entrepreneurial individual’
no longer fits into typical patterns of full‐time professions (EU job potential)
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BUSINESS CATEGORIES
• Artisan – Designer driven by aesthetic motivation
• Solo – Individual designer focused on growth
C i P hi i l• Creative Partnership – two creative people
• Designer and Business Partner –One creative and one business partner
• Designer and Licensing Partner –Designer under royalty contract
• Designer and Manufacturer – Designer in contractual
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g gagreement with manufacturer
• Partnership with Investor – Designer in partnership with a formal investor
NESTA 2008
SPATIAL COMPONENTS: METROPOLIS AND DECAY
From Industry to KnowledgeKnowledge
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THE URBAN DIMENSION
Territorial approach: zoning
Diversified cultural environments (Jacobs)Diversified cultural environments (Jacobs)
Social integration/identification (‘belonging’) and distinction (Bourdieu/Florida)
Integrated approach:
Physical: bricks and mortar
Social
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Social
Infrastructure: networking
Conceptualisation /re‐evaluation
Major Stakeholders in Urban Development
CommunityStakeholders
CommunityResident
Immigrant services
Community Media
Chamber of Commerce
Businesses
Municipality
10
Cultural Organizations
Community Activist/
Volunteers
Resident Immigrant
Youth clubs/groups
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CITY POLICY & PLANNING PARADIGM
• Developed for and by the industrial economy
• Separation of 'working' and 'living' through zoning
• Powers are restrictive, not permissive: 'you can’t', rather than 'you can'
• Professionalized: ‘planner knows best'
• City is struggling under its own weight, unable to adapt quickly enough to changing global, social
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g g g geconomic environment
• Verbal, rational/analytical, more than ‘understanding’
URBANISATION: THE VALUES OF CITY‐LIFE
• Cultural and Economical Capital
• Cultural Class
• Identity and Branding
• Demographics
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EU CURE PROJECT Creative Urban Renewal in Europe
(CURE)
Aims to facilitate triggered growth of the creative economy in decayed urban areas y yin medium‐sized cities in Northwest‐Europe
This will be done by developing and testing the innovative transnational model ‘Creative Zone Innovator’ to plan and to develop creative zones
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and to develop creative zones.
The project brings together 7 project partners in Germany, Belgium, France, the Netherlands and the UK.
CREATIVE ZONE INNOVATOR
Creative Zone Innovator: integrated approach to urban, economic, cultural, social and entrepreneurial development
ABC: Area , Building, Creative entrepreneur
Four Dimensions:
a. Learning Lab: learning environment
b Cultural Value Chain: networked alliances
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b. Cultural Value Chain: networked alliances
c. Flow of diversity: continuous new impulses
d. Cultural Business Modeling
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CREATIVEZONE INDICATORS
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HOW IS IT DONE: RADICAL REDEFINITION
Edinburgh:
Ice Store
CCI Outlet
Job creation
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creation
Entrepreneurial and vocational training
Revitalisation of a shopping-mall in decline
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REDEFINITION OF CULTURAL IDENTITY
Brugge (Belgium):
Vocational professionsprofessions
as cultural heritage
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HAGEN DE
Textile factory:
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1822 - 1996
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METHODS
Radically re‐interpret the area
Define identity and profile
Spread the word; Corporate Communication
Build support networks
Take time
More Dash than Cash
Create a financial base
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Create a financial base
INVESTING IN THE CREATIVE ECOSYSTEM
The creative ecosystem: arts and culture, nightlife, the
music scene, restaurants, affordable spaces, lively
neighbourhoods, spirituality, density, public spaces etc.
1. Strengthen creative assets and encourage collaboration
2. Continue revitalizing downtown areas as nodes of
creativity
3. Develop an infrastructure that will improve the quality of
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3 p p q y
life for residents and attract the creative class (hiking and
cycling trails, festivals, development of cultural assets,
ways to celebrate the waterfront etc. )
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CREATIVE ENTREPRENEURS’ PERSPECTIVE
• Social capital: resources based on group membership, relationships, networks of influence and support; clustersue ce a d suppo t; c uste s
• Economic capital: command over economic resources (cash, assets); based on entrepreneurial capabilities and support
• Cultural capital: forms of knowledge; skills; education and language skillsTh b i h i i
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• The urban perspective: choose your position in the urban nomad chain ; use support functions
