Creative Industries and Creative Cities from Quantitative Mapping of Culture and Creative Industries to Thematic SWOT Analysis and Development Strategies

Creative Industries and Creative Cities From quantitative mapping of culture and creative industries to thematic SWOT analysis and development strategies

Henrik Sparre-Ulrich Capital Region of Denmark Copenhagen CULTURAL PLANNING

CREATIVE CITIESITIES CULTUREL CULTURE POLICY POLITICAL GOALS PLANNING

Creative centres Geographical defined Sector based

Mapping of culture and Experience Broad anthropological Narrow, humanistic Evaluation creative industries definition of culture definition of culture

Creative Capital Culturel resources Art/culturel heritage

Culture driven Culture as development Development of economic strategy factor art/culturel life Strategies and focus Tolerance Diversity Homogenity areas Talent Technology Creative class New, non -hierachical Traditional movements – life forms culture producers

Planning Planning Planning Development projects by with of - concrete aims culture Culture Culture American/global Australian/English Nordic/European tradition

Developed by Dorte Skot-Hansen Enlightenment Insight Knowledge Refinement of taste Reflection

Social change Cultural Economic growth Empowerment Image Identity Policy Tourism Solidarity in cities New arrivals Participation Employment growth

Entertainment Relaxation Playing Fun Recreation

Developed by Dorte Skot-Hansen Urban Value Production Matrix 1. Beginnings 2. Production 3. Circulation 4. Delivery 5. Audiences Pre-production Creation (Outbound (Marketing and Consumption (Inbound Logistics) (Operations) Logistics) Sales) (After Sales Service)

1. ECONOMIC v Quality of life as v Skill sets v Smart distribution v Front-end v Healthy, wealthy, workforce/business v Convergence and access vectors marketing wise citizens as magnet v Physical and v Retail mix and consumers virtual capacity diversity 2. SOCIAL v Literate and v Quality of life v Networks of v Interpretation, v Diversity of competent workforce v Community exchange understanding, consumption cohesion v Soft access routes v Caveat emptor Infrastructure 3. CULTURAL v Milieux of v Soft Infrastructure v Creative v Cultural v Symbolic economy interaction v Creative Infrastructure institutions and v Understanding v Civic participation Infrastructure v Vitality and spaces diversity of tastes v Creative v Capacity Building dynamism of v Communications and lifestyles infrastructure exchange platform 4. v Mixed Use v Proximity v Channels of v Planning/zoning v Footfall and INFRASTRUC- Development v Access exchange issues exchange options TURAL v Adaptive Use v Channels of v Spaces of v Access routes Development exchange transaction v Transport planning 5. ENVIRON- v Economics of v Equilibrium v Sustainability of v City as stage v Sustainable MENTAL amenity v Sustainability exchange relations v Animation consumption and transactions v Lifestyle Milieux v Agora Secondary creative industry (experience economy) sectors

and well – Primary creative industries sectorfor example health -being 9 Sports Other 1 Visual art recrea- tional Toys and Handi- activities Computer games crafts games 8 Design Lifelong Sports & Fashion Photo- Athletics Film Learning graphy Schools, Artists universities etc. Visual art 7 Media Libraries Internet The Theatre, opera, Newspapers Literature cultural ballet, dance Magazines Books 2 etc. sector Performance Music Television Advertising Radio Cultural 3 5 artifacts Events 6 Tourism Museums Architecture Congresses, fairs, exhibitions etc. Entertain Archives ment Architecture 4 Tourism Cultural industry Heritage Secondary creative industry (experience

Primary creative industryeconomy) (experience sectors

9 Sports economy) sectors 1 Visual art

8 Lifelong learning Cultural Cultural policy planning planning (with culture) 7 Media (of culture)

2 The Performance Cultural sector

5 3 Events 6 Tourism Architecture

Creative Cities (by culture) 4 Cultural Heritage Municipalities marked with a green circle are partners in the project: “Cultural Identity , Cultural planning and mapping in the Oresund Region” Municipalities marked with a blue color are associated partners in the project

Furesø

Herlev

København

The Capital Region of Denmark Cultural mapping in Hillerød municipality using data from Statistics Denmark The creative industries in Hillerød

Cultural Domain # of businesses Percentage 1 The Visual Arts 77 10,1% 2 Performance 3 0,4% 3 Events 13 1,7% 4 Cultural Heritage 3 0,4% 5 Tourism 63 8,2% 6 Architecture 33 4,3% 7 Media 8 1,0% 8 Lifelong Learning 55 7,2% 9 Sports 14 1,8% 10 Health and wellness 290 37,9% 11 Other 206 26,9% 765 100,0%

Source: Statistics Denmark Cultural Mapping in Hillerød Municipality 2006 Developed by 1. The Visual Arts 1.1 The Visual Arts (sub-domains) 1.2 Film 1.3 Computer games 1.4 Internet 1.5 Handicrafts 1.6 Fashion 1.7 Photography 1.8 Design 1.9 Artists

Kilde: Danmarks Statistik Cultural mapping in Hillerød Municipality 2006 Developed by Creative industries in Hillerød I

The Visual Arts 77 Performance 3 Events 13 Cultural Heritage 3 63 Tourism 33 Architechure 8

Media Businesses 55 Lifelong Learning 14 290 Sports 206 Health and Wellness Other 0 100 200 300

Source: Statistics Denmark Cultural Mapping in Hillerød Municipality 2006 Developed by Creative industries in Gribskov I

The Visual Arts 93 Performance 5 Events 11 Cultural Heritage 3 83 Tourism 12 Architechure 23 Media 48 Virksomheder Lifelong Learning 18 271 Sports 196 Health and Wellness Other 0 100 200 300

Source: Statistics Denmark Cultural mapping in Gribskov Municipality 2006 Developed by Bench-marking including three municipalities in the Oresund Region

• Bench-markings of creative industries in Denmark on municipal level has not been accomplished before.

• If you compare the distribution of creative businesses in Hillerød with e.g. Roskilde municipality, you will find a very homogenous distribution in the cultural domains (areas) of creative businesses in the two municipalities.

• If you compare with Herlev Municipality you will find a slightly different distribution of businesses in cultural domains, e.g. The Visual Arts domain in Herlev is more extensive compared to other municipalities. On the other hand the Health and Wellness domain seems to be very much the same size in the three municipalities compared.

•But also in Hillerød the mapping shows a significant amount of businesses within visual arts – as a matter of fact, much more than expected. This will now be further investigated and will influence the next business development strategy of the municipality.

Source: Statistics Denmark Cultural mapping in Hillerød municipality 2006 Summary – Size of businesses

• There is a lot of small companies in Hillerød with 1, 2-4 or 5-9 employees

• Especially in the cultural domains: The Visual arts, Events and Architecture

• The results from the Hillerød-mapping project is similar to conclusions from creative industries research projects in the UK where a lot of small companies in the creative industries are also to be found. All though these businesses might be small in size they are important because they often form a larger part of the “creative” end of the Value Chain – while the larger companies often are represented in the “sales and distribution” end of the Value Chain

• This mapping project based on data from Statistics Denmark does, however, not take the Value Chain perspective into consideration all though it is crucial to public planning of optimal conditions for creative businesses. A further mapping of creative industries using the Value Chain perspective is necessary – e.g. by using a web-questionnaire. Source: Statistics Denmark Cultural mapping in Hillerød municipality 2006 Creative industries in Hillerød II

The Visual Arts 10,1 % Performance 0,4 % Events 1,7 % Cultural Heritage 0,4 % Tourism 8,2 % Architecture 4,3 % Media 1 % Lifelong Learning 7,2 % Sports 1,8 % Health & Wellness 37,9 % Other 26,9 %

Source: Statistics Denmark Cultural Mapping in Hillerød municipality 2006 Developed by Creative industries in Gribskov II

The Visual Arts 12,2 % Performance 0,7 % Events 1,4 % Cultural Heritage 0,4 % Tourism 10,9 % Architeture 1,6 % Media 3 % Lifelong Learning 6,3 % Sports 2,4 % Health & Wellness 35,5 % Other 25,7 %

Source: Statistics Denmark Cultural mapping Gribskov municipality 2006 Developed by Creative industries in Roskilde

The Visual arts 11,1 % Performance 0,0 % Events 1,4% Cultural Heritage 0,6 % Tourism 8,5 % Architecture 2,9 % Media 1,3 % Lifelong Learning 7,2 % Sports 2,3 % Health & Wellness 38,7 % Other 25,8%

Source: Statistics Denmark Cultural mapping in Roskilde municipality 2006 Developed by Creative industries in Herlev

The Visual Arts 19 % Performance 1 % Events 2 % Cultural Heritage 0 % Tourism 7 % Architecture 2 % Media 3 % Lifelong Learning 6 % Sports 2 % Health & Wellness 37 % Other 21 %

Source: Statistics Denmark Cultural mapping in Herlev municipality 2006 Developed by Virksomheder fordelt på kreative domæner Region Hovedstaden

Cultural sub-domains Case: Visual art – distribution in cultural sub-domains based on response from web- questionnaire (Companies can choose more than one sub-domain) Computer Games 2% 4 Other Computer Games Film Fashion 7% 12 7% 2% Film The visual arts 4 19% Design Fashion 15% 28 Design 23 Photography 12 Handicrafts Photography 7 Drawing 13% Installation 17% Handicrafts 13 Sculpture Sculpture 7% 7% 31 Drawing Installation 37 The visual arts 4% 12 Other

0 5 10 15 20 25 30 35 40 SHIPS Distribution of Employment by Value Production Chain 2004

Distribution, Exchange and Consumption 20%

Content Origination 49%

Production and Reproduction 31% Cultural mapping in Hillerød municipality using web-questionnaire Creative industries* out of all industries in Hillerød *Traditional Cultural Domains + Health and Wellness + Other

Creative businesses in Hillerød; 1858; 33%

Other businesses in Hillerød; 3768; 67% DataDataressources

Questionnaire Mapping based on data from Statistics Denmark

1858 Businesses 765 Businesses

206 744 503 611 269 290 Traditional Health and Wellness Other Traditional Health and Wellness Other Cultural Domains Cultural Domains (40%) (27%) (33%) (35%) (38%) (27%) 1 2 3 4 5 6 7 8 9 10 11

Visuel art Perfor- Events Cultural Tourism Architecture Media Lifelong Sports Health and Other mance Heritage Learning wellness

1.1 2.1 3.1 4.1 5.1 6.1 7.1 8.1 9.1 10.1 11.1 Visual art Theatre, Congresses, Cultural Tourism- Architecture Television Schools, Sports Health and Organiza- opera, ballet, fairs, artifacts industry universities social tions and dance exhibitions and adult services associations and other education events 1.2 2.2 5.2 7.2 9.2 11.2 Film Music Entertainment Radio Other Research recrea- and tional development activities

1.4 7.3 9.3 10.2 11.3 Computer Newspapers, Toys and Public adm. Other Games magazines games of health business and services, services The ”cultural periodic system” – periodicals education and social a model of the structure of the services 1.5 7.4 10.3 11.4 Handicrafts questionnaire Literature Other Job and books service placement trades services

1.6 7.5 11.5 Design and Internet Public adm. fashion of industry and infrastructure

1.7 7.6 11.6 Photography Advertising Public adm. of the public adm.

1.8 Artists Response rate

Businesses – Response rate pr. Cultural Domains number of replies domain 1 Visual arts 76 31 % 2 Performance 10 56 % 3 Events 0 100/0 % 4 Cultural Heritage 3 60 % 5 Tourism 10 9 % 6 Architecture 28 33 % 7 Media 34 34 % 8 Lifelong Learning 36 34 % 9 Sports 26 34 % 10 Health and wellness 62 12 % 11 Other (+ organizations) 189 31 %

% Total 474 26 %

% without Health 412 30 % Distribution of creative industries in the Distribution of creative industries based on cultural domains – based on the web- data from Statistics Denmark questionnaire (companies can choose more than one domain)

0 50 100 150 200

77 66 3 62 Visual art Visual Art 13 51 Performance Performance 3 Events 30 Events Cultural Heritage Cultural Heritage 63 Tourism 19 Tourism 8 Media 89 Media Architecture Architeture 33 27 Lifelong Learning Lifelong Learning 55 85 Sports Sports 14 Health 85 Health and Wellness Other 290 84 Other 206 171

0 50 100 150 200 250 300 The percentage distribution of creative industries in Hillerød in the cultural domains 1-11 based on the web- questionnaire (companies can choose more than one domain) 9% Visual art 21% 8% Performance Events 7% Cultural Heritage Tourism Media 4% Architeture 11% 2% Lifelong Learning Sports 12% 11% Health and Wellness 4% 11% Other

Compare to next slide The percentage distribution of creative industries in Hillerød in the cultural domains 1-11 based on The Visual Arts 10,1 % data from Statistics Denmark Performance 0,4 %

Events 1,7 %

Cultural Heritage 0,4 %

Tourism 8,2 %

Architecture 4,3 %

Media 1 %

Lifelong Learning 7,2 %

Sports 1,8 %

Health & Wellness 37,9 %

Other 26,9 %

Source: Statistics Denmark Cultural Mapping in Hillerød municipality 2006 Developed by The percentage distribution of creative industries in Hillerød grouped in cultural domains 1-9 based on the web- questionnaire (companies can choose more than one domain)

17% 13% Visual art 12% Performance Events Cultural Heritage Tourism 14% Media 10% Architeture Lifelong Learning 5% 6% Sports 4% 16%

Compare to next slide Virksomheder fordelt på kreative domæner Region Hovedstaden

Creative industries in the Capital Region of Denmark based on data from Statistics Denmark Visual1 Perfor2 - Events3 Cultural4 Tourism5 Archite6 Media7 Lifelong8 Sports9 art mance Heritage c-ture Learning

Total

I ALT 6082 361 1032 78 3461 1237 873 1695 533 15352 1 2 3 4 5 6 7 8 9

9 8 3,47% 11,04%

7 5,69% 1 39,62% 6 8,06%

5 2 22,54% 4 3 2,35% 0,51% 6,72% Company size according to number of employees

Kilde: Danmarks Statistik Kulturkortlægning Hillerød Kommune 2006 Virksomheder fordelt på kreative domæner Region Hovedstaden

Company size in different cultural domains

The Capital region of Denmark

4000

3500

3000 0 til 1 2500 2 til 4 2000 5 til 9 10 til 49 1500 50 - Number of businessesder 1000

500

0 11 2 3 4 5 6 77 88 99 The Perfor- Events Cultural Tourism Architect Media Lifelong Sports Visual mance HeritageKulturdomæner ure1-9 Learning Arts Company size in different cultural domains

0-1 2-4 5-9 10-49 >50 Hillerød 37% 21% 15% 18% 9% The Capital 44% 24% 11% 15% 6% Region

50% 45% 44% 40% 37% 35% 30% Hillerød 25% 24% Hovedstaden 20% 21% 18% 15% 15% 15% 11% 10% 9% 5% 6% 0%

0-1 2-4 5-9 10-49 >50 Virksomheder fordelt på kreative domæner Region Hovedstaden

The Value Chain – The percentage distribution of sectors in the Value Chain for the cultural domains 1-11

The Visual Arts Performance Events Cultural Heritage Tourism Media Architecture 35 Lifelong Learning 30 Sports Health & Wellness 25 Other 20 15 10 5

0 Communicating, presenting Distributing, sellingArchiving,Training documenting , teaching CreatingProducingMarketing Other Virksomheder fordelt på kreative domæner Region Hovedstaden

Hillerød

• The entire value chain is covered when we are talking about local S consumption, for example sports, cultural heritage, tourism

• Creation, not sales – and when sales is included no export – for W example music, media and architecture

• Secure sufficient competencies to create platforms and network O between local creative companies • Link ”marketing, sales” to bigger companies/big cities

• Continuation of traditional beliefs regarding the creative industries T Educational background of employees in percentage CASE: Herlev Municipality

Educational background of employees in percentage

100% 7 4 9 11 9 17 Unknown 90% 9 37 24 41 80% 46 Long edu

70% 33 31 48 54 74 Medium 14 60% edu 15 50% 3 Short edu 35 19 24 40% 3 Skilled 44 25 30% 37 10 20 28 8 13 Unskilled 20% 12 20 15 20 10 7 10% 15 10 9 9 3 5 3 4 1 4 0%

Events Media Sports Tourism Performance Architecture The visual arts Cultural Heritage Lifelong learning •Education strong within music, lifelong learning, sport, health, architecture •Education weak within tourisme and media

• The entire value chain is covered when we are talking S about local consumption, for example sports, cultural heritage, tourisme • Creation, not sales – and when sales is included no W export – for example music and media

• Secure suffient competencies to create platforms and O network between local creative companies • Link ”marketing, sales” to bigger companies/big cities • Continuation of traditional beliefs regarding the creative T industries

Specialized education and training lies in the big cities • DEVELOPMENTS IN CULTURE AND CREATIVE INDUSTRIES – CONTENTS: • How large do the creative industries sectors need to be in order to be interesting? • Meaningless question • What about diversity in the creative industry? Does every sector need to be present? • Municipal level vs. Regional level • What about diversity in the Value Chain? Does the whole chain need to be present? • Municipal level vs. Regional level • Do we need further mappings? PlacePlace attractionattraction CASECASE HILLERHILLERØØDD Questionnaire – Cultural mapping

What will improve the ”attractiveness” of your community” ? (I)

Which of the following “qualities of place” mentioned below is most important for the current location of your company/organization? Use the numbers 1-12 to rank your answers. 1 is the most important. 12 is the least important.

Which factors makes a place attractive ? (II)

Which factors would most likely make your company/organization decide to move to somewhere else? Use the numbers 1-12 to rank your answers. 1 is the most important. 12 is the least important.

_ Proximity of business partners _ Proximity of customers _ Good Infrastructure _ A qualified and skilled workforce is at hand _ A beautiful environment _ Security/low crime _ A creative environment _ The culture and history of the place _ The quality of the public service _ Financial circumstances (price of land, taxes etc.) _ A vibrant city-life _ Something else. Please specify ______Theme 1: Place attraction Which of the following “qualities of place” mentioned below is most important for the current location of your company/organization? (Lowest score is most important – highest score is least important)

Proximity to customers 4,50

Good infrastructure 5,02

Proximity of business partners 5,53

A creative environment 5,82

Financial circumstances 6,01

A beautiful environment 6,28

A qualified and skilled workforce is at hand 6,70

Quality of public service 6,90

Something else 6,93

Culture & history of the place 7,02

Vibrant city-life 7,08

Security/Low crime 7,37

3,00 3,50 4,00 4,50 5,00 5,50 6,00 6,50 7,00 7,50 8,00 Theme 2: Place attraction Which factors would most likely make your company/organization decide to move to somewhere else? (Lowest score is most important – highest score is least important)

Proximity of customers 4,33

Good infrastructure 4,63

Proximity of business partners 5,11 Financial circumstances 5,22

A creative environment 5,79

A beautiful environment 6,21

A qualified workforce is at hand 6,22

Quality of public service 7,14

Security/low crime 7,30

A vibrant city-life 7,36

Culture and history 7,81

Something else 7,88

3,00 3,50 4,00 4,50 5,00 5,50 6,00 6,50 7,00 7,50 8,00 Place attraction – comparison of theme 1 and 2

Economy becomes more important and culture and history less important in theme 2

Proximity of customers Good infrastructure Proximity of business partners Financial circumstances A creative environment A beautiful environment 1st theme A qualified workforce is at hand 2nd theme Quality of public service Security/Low crime A vibrant citylife Culture and history Something else

0,00 1,00 2,00 3,00 4,00 5,00 6,00 7,00 8,00 Most important ”place quality” pr. postal code in Hillerød Municipality

MinRa PostCode Place Quality nk

3320 Proximity to customers 3,33 3330 Something else 4,75 3400 Proximity to customers 4,37 3480 Proximity to business partners 3,46 3550 Quality of public service 3,67

Proximity to customers 3480 Proximity to customers

3320 3400 Proximity to business partners

3330 3550 Something else

Quality of public service Internal Strenghts Weaknesses

External Opportunities Threats

Internal External Theme S W O T •Coherence between •Center and • Financial quality of place periphery have circumstances criteria: different of greater • Proximity of priorities: importance: customers The center: (rent, buying • Good infrastructure proximity of etc.) Place attraction • Proximity of business customers partners The periphery: Proximity of business partners and public service Internal External Theme S W O T •Coherence between •Center and • Financial quality of place periphery have circumstances criteria: different of greater • Proximity of priorities: importance: customers The center: (rent, buying • Good infrastructure proximity of etc.) Place attraction • Proximity of business customers partners The periphery: Proximity of business partners and public service

To the strategic level: • Proximity of customers requires facilities for “exporting” •Secure competitive/cheap housing prices •Secure a wide range of contacts • Secure decentralized public service and communication • Small cities are better at attracting Share of the Danish creative class compared the creative class to size of city-regions (Lorenzen, CBS) S • Small cities in a large city-region City- region Creative class Population are doing best København 1 1 Århus 2 2 W Sønderborg 3 14 • Cities with a rich cultural life are best at attracting the creative class Svendborg 4 18 • Cultural activities in general – not Odense 5 3 O mega projects Marstal 6 33 • A diverse supply of cultural Kolding 7 6 activities and empowerment Holbæk 8 8 • Besides a lot of cultural activities this demands branding and Vejle 9 4 T marketing (fairs, festivals etc.) Viborg 10 11 Aabenraa 11 17 To the strategic level: Aalborg 19 5 -See the community as a part of a wider city-region, but preserve and support the ATTRACTION OF TALENT THROUGH community’s own special city-identity CULTURE – small cities - Keeping a high level of cultural activities in general, diversity, empowerment of citizens Politics for the cultural and creative industries • Uncertainties concerning demands (“nobody knows anything”) – It is not profitable to politically predict succesful products or -tecnologies – No direct support or funding of the creative industries • Growth in the creative industries must be based upon bottom-up experimenting – Politics must facilitate experimenting instead of supporting businesses directly • Marketbased politics: “Framework conditions” Mapping with GIS