1. 08.01.2013
Creative urban development
in a period of
economic downturn
Rene Kooyman
9 Jan 2013
Crisis? What crisis ?
Edna dos Santos-Duisenberg:
 Globalized wreckage financial Markets
Systemic failures
 S i f il
 Rampant speculation
 Consequent lack of values
 Degradation of our ecosystem
 The deterioration of our living standards
g
 The escalation of unemployment
 Mounting social pressures
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2. 08.01.2013
After The Crunch
Creative Career Stories
 Creative graduates stay connected with their peers: for
creating opportunities, for critique, for combating the
isolation, and for finding work
 Collaboration crucially provides opportunities: discuss work
and, seek feedback
 Graduates value working with others and joining together to
share costs or show work collectively
 W d of mouth and active networking are crucial f j b
Word f h d i ki i l for job
seeking, as opposed to job advertisements
 Five to seven years after graduation, creative graduates
continue to engage mainly in work related to their discipline.
CURE-WEB.EU
Career dynamics: Portfolio working
and self employment
 Portfolio careers and self-employment dominate
p g
 Graduates take on responsibilities in management
senior roles, not always matched by higher pay
 Creative graduates sacrifice financial reward for the
personal satisfaction derived from creativity
 Working to high standards, making new work, rising
to new challenges, learning new skills, recognition
by pee s a d c e t sat s act o a e important, as
peers and client satisfaction are po ta t,
well as facilitating creativity in others
 main barriers to career progression: financial, lack
of contacts and relevant experience
Creative Career Stories, London 2010
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3. 08.01.2013
Development of creative
careers
 Key career facilitators: a strong work ethic,
resourcefulness,
resourcefulness and good industry contacts
to inspire, support and collaborate peers
 Freelance and short contract work is very
common
 Work placements and industry experience
are important for careers and significant for
gaining experience and building work
contacts
Adapting to the recession
Frequent job changes and undertake unpaid
work:
 to gain experience, skills and insight
experience
 this can cause considerable hardship
 the economic downturn has had an impact on
incomes and on growing creative ventures
 graduates experiencing pay cuts, redundancy
and increased competition
 they are, however, adaptable and inventive in
exploring new markets and clients
 The urban context crucial
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4. 08.01.2013
the ‘Cultural Turn’
in Urban Planning
To major devlopments:
a. Globalisation
b. The ‘new’economy
The arts – cultural resources,
amenities and facilities – have turned
i i b
into strategic urban assets
Context What Arts and Culture can do
Restructuring of the • strategic significance intellectual property-
business community based cultural and creative (content)
industries
・ new marketing and branding for
existing/traditional businesses.
Importance of: ・ personal/career location decisions
quality of life and ・ business location decisions
quality of place ・ inward investment decisions
in location decisions
Reduction of ‘suburban ・ downtown areas more attractive for work
flight’ and residence
・ Enhance evening economy/24 hour eco
• Encourage renovation of
industrial/heritage/historical districts
・ develop human and social capital – skills,
trusts, reciprocity, networks
・ create busier and safer streets through
animation and related strategies
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5. 08.01.2013
What Arts and Culture can do
City-regions – not just local/regional identity and ‘brand’ of
localities product(s) (Barcelona/Catalunya)
Need for highly skilled Attract highly skilled, high value-added, and
workforce knowledge intensive workers.
The digital imperative: ・ Create, exploit and disseminate the ‘content’
for infrastructure and of the cultural and creative industries.
content ・ Establish a distinctive brand and niche for
the urban area/city-region
・ Create synergies between ‘art’ and ‘tech’
Importance of clusters ・ Create urban ‘critical mass’ and venues for
and networks creative networking.
・ Create ‘non-functional’ and informal
non functional
networks
・ Bring together creators, producers,
consumers, and investors to develop the
industry base and market.
Towards Cultural Planning
 Cultural resources are taken seriously
in planning frameworks
 Strategic: part of a larger strategy for
urban and community development
 Integral: folk, work, place
 Planning: predict, plan, invest,
steering resources
 Responsive and comprehensive in its
scope
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6. 08.01.2013
Florida’s T’s
Both
soft and
hard
location
factors
Brugge: cultural heritage
Empty shopping
street not viable
Now:
• pop-up shop
• courses
• vernacular
design
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7. 08.01.2013
Colchester UK
 Hidden
Kiosk
 This
One
Wall
 First
site
http://www.flickr.com//photos/creativecoop/sets
/72157627604513355/show/
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8. 08.01.2013
Lille Metropole: Imaginarium
Beyond the crisis: Building Trust !
 (Re)define / create your identity
 Create a sustainable corporate story
 Five criteria:
 Relevant
 Realistic
 Open dialogue (responsive)
 Sustainable
 Trustworthy
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9. 08.01.2013
rkooyman@rkooyman.com
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