5. 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
15. Scandal at the Town Hall!
Ex-Mayor jailed for corruption
MP suspended
from Parliament
Council ‘the worst
we’ve seen’ says
Govt watchdog
Jobless total
reaches
record high
16. Local authority in 1986…
rigid
departmentalism, convoluted
decision-making, a lack of
accountability, divisive senior
management, very poor relations
between politicians and a total
lack of strategic direction.
UK Institute of Local Government
20. Sir John Harman
Political Leader
Robert Hughes
Chief Executive
VISION
+
LEADERSHIP
+
DECENTRALISATION
+
PARTNERSHIP
The radical reform of Kirklees Metropolitan Council
24. 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
29. Huddersfield Creative Town
a Creative Community
Managed workspace
Training and
Business Support
Events
Production Studios
R & D Marketing &
Dissemination
Residential
31. The Cycle of Creativity
Building
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
33. 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
34. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
36. 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
37. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
41. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
58. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
60. AUDIENCES AND
MARKETS
• Market intelligence and strategy
• Product branding and packaging
• Intellectual property
• Distribution networks
• Retail outlets
61.
62.
63.
64.
65. The Cycle of Creativity
Enhancing
ideas-generating
capacity
Turning ideas
into practice
Networking
and circulating
Platforms
for Delivery
Building markets
and audiences
67. 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.
76. FRAMEWORK DILEMMAS
• Culture as
intrinsically
good
• Culture the
High Arts
• Culture as
a tool
• Culture as
a Way of
Life
77. • Top down
• Public
services
• External
prestige
• Bottom up
• Market
forces
• Citizens first
IMPLEMENTATION DILEMMAS
78. • Majority
identity -
monocultural
• Heritage
preservation
• Visitors first
• Minority
identities -
pluricultural
• Contemporary
experi-
mentation
• Residents first
SOCIAL DILEMMAS
79. • Subsidy
• Production
• Physical
capital
- containers
• Investment
• Consumption
• Human
capital
- content
ECONOMIC DILEMMAS
80. • City centre
• Direct
service
• Artists
• Periphery
• Contracting
out
• Managers
MANAGEMENT DILEMMAS
81. 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
82. 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
83. 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?
85. 5 domains
1. Leadership & Governance
2. Place and Identity
3. Social Milieu
4. Knowledge, Talent and Enterprise
5. Lifestyle and Well-being
86. Leadership & Governance
• Visionary and forward-looking?
• Trust in institutions
• Widespread leadership
• Citizen participation
• Bureaucracy
• Open public discourse
87.
88. 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
89.
90. 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
91.
92. Knowledge, Talent & Enterprise
• Quality of education and teachers
• Attractiveness of universities
• Retention of youth and talent
• Career progression
• Business environment
• Innovation
93.
94. Lifestyle and Well-being
• Friendliness and cohesion
• Safety and security
• Health and social care
• Recreation
• Ease of living
• Poverty and inequality
99. The same can be said
about a great
Cultural Policy
100. 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?
101. 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?
102. GROUP WORK EXERCISE
• Split into groups
• Volunteer offers their city as „test case‟
• Groups questions city on its position
regarding the Cultural Dilemmas
• NOW and in the FUTURE
• What does this tell you about the city
and the direction it is moving?
103. GROUP WORK EXERCISE
• Group poses the 21 Questions to the
city
• What do the answers tell you about:
– Governance & leadership
– Place and identity
– Social milieu
– Knowledge, talent & enterprise
– Lifestyle & well-being
104. GROUP WORK EXERCISE
Do the answers to the Index
suggest the city will have the
capability to realise the vision
and direction suggested in the
Cultural Dilemmas exercise?
What advice would you give?
105. FEEDBACK
• City volunteer + one other
• What you discovered
• Correlations and contradictions
• Recommendations to the city
106. TIMING
• Read the handouts 15
• Cultural Dilemmas Q & A 20
• Summarise 10
• Creative City Q & A 20
• Summarise 10
• Synthesize 20
• Prepare feedback 10
