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.
10. 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
11. 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
12. 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
15. 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
16. FIRST Change in the organisation of energy
SECOND Change in the means of communication
THIRD Change in our consciousness & stories
+
A new empathic sensitivity
37. ’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
38.
39. ’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
46. ’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
47.
48.
49. • 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?
70. 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
91. “the most important thing
happening in music
anywhere in the world”
Sir Simon Rattle
92. "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
101. 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
102. 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
103. 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
104. 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
105. 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
112. Sir John Harman
Political Leader
Robert Hughes
Chief Executive
VISION
+
LEADERSHIP
+
DECENTRALISATION
+
PARTNERSHIP
The radical reform of Kirklees Metropolitan Council
113. For every penny of
power I gave away,
I traded a pound of
creative influence.
Sir John Harman
114. 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
115. A
Chance to
Participate
the potential of cultural industries
and community arts in the social
and economic regeneration of
Huddersfield
1989 - 1999
116. Priorities
• Creative production
• Support local cultures
• Targeted excellence
• Celebrating diversity
• International connections
• Image change
• Urban regeneration
118. Huddersfield Creative Town
a Creative Community
Managed workspace
Training and
Business Support
Events
Production Studios
R & D Marketing &
Dissemination
Residential
119. The Cycle of Creativity
Building
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
121. 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
122. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
124. 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
125. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
129. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
145. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
147. AUDIENCES AND
MARKETS
• Market intelligence and strategy
• Product branding and packaging
• Intellectual property
• Distribution networks
• Retail outlets
148.
149.
150.
151.
152. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
153. Legacy
• Population decline halted
• Only district in region to see
population increase
• Higher than average creative
industry growth
… and we’re happy!
154. 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.
163. 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
168. FRAMEWORK DILEMMAS
• Culture as
intrinsically
good
• Culture the
High Arts
• Culture as a
tool
• Culture as a
Way of Life
169. • Top down
• Public
services
• External
prestige
• Bottom up
• Market
forces
• Citizens first
IMPLEMENTATION DILEMMAS
170. • Majority
identity -
monocultural
• Heritage
preservation
• Visitors first
• Minority
identities -
pluricultural
• Contemporary
experi-
mentation
• Residents first
SOCIAL DILEMMAS
171. • Subsidy
• Production
• Physical
capital
- containers
• Investment
• Consumption
• Human capital
- content
ECONOMIC DILEMMAS
172. • City centre
• Direct
service
• Artists
• Periphery
• Contracting
out
• Managers
MANAGEMENT DILEMMAS
173. 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
174. 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
175. 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?
176. What are the characteristics of
a Creative City?
177. 5 domains
1. Leadership & Governance
2. Place and Identity
3. Social Milieu
4. Knowledge, Talent and Enterprise
5. Lifestyle and Well-being
178. Leadership & Governance
• Visionary and forward-looking?
• Trust in institutions
• Widespread leadership
• Citizen participation
• Bureaucracy
• Open public discourse
179.
180. 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
181.
182. 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
183.
184. Knowledge, Talent & Enterprise
• Quality of education and teachers
• Attractiveness of universities
• Retention of youth and talent
• Career progression
• Business environment
• Innovation
185.
186. Lifestyle and Well-being
• Friendliness and cohesion
• Safety and security
• Health and social care
• Recreation
• Ease of living
• Poverty and inequality
189. 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)
190. Great cities don’t always
have all the right
answers
But they ask all the
right questions
191. The same can be said
about a great
Cultural Policy
192. 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?
193. 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?
194. 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.
People’s Awareness and Perceptions2005 to 2008 | growth in positive impressions of Liverpool and drop in negative views across UKBy end of 2008 | 65% of UK residents aware that Liverpool was European Capital of Culture77% of visitors to Liverpool felt the city was ‘safer than I expected’.99% of visitors liked the ‘general atmosphere’ and 97% the ‘feeling of welcome’68% of UK businesses believed the ECoC had a positive impact on Liverpool’s imageOnline mediaThe Liverpool ECoC was strongly reflected in user-led social media spaces throughout 2008:flickr (50,000 Liverpool ECoC tagged photographs were uploaded by event audiences)YouTube (2,200 video clips generating over 2.5m views)Facebook(500 new group pages on Liverpool ECoC events with over 13,000 members)Google (volume of Liverpool ECoC related searches comparable to football searches)