Creative City Region Edinburgh 2013 by Roland Láposi

Contents 0. Evolution of an Idea – Conception of the Creative Edinburgh Vision .... 2 0.1

What is a creative city? ......................................................................... 2

0.2

Developing the idea ............................................................................... 3

0.3

Breaking down to spatial terms .......................................................... 4

0.4

Inspirations and examples .................................................................... 5

The Region ........................................................................................................ 5

Creative Vision ................................................................................................. 6

2.1

Our Vision................................................................................................ 6

2.2

Objectives ................................................................................................ 6

Policies ............................................................................................................. 13 7.1

Creative Place – Unlocking Creativity ............................................ 13

7.2

Creative Solutions – Delivery and Participation .......................... 14

7.3

Quality of life – Urban Design and Lifestyle .................................. 17

Timing and Strategic Milestones ................................................................ 20

Resources ....................................................................................................... 21

Defining Strategic Aims .................................................................................. 7 3.1

What are the Creative Industries? ..................................................... 8

Creative Industries Location Chart............................................................. 9

Strategic Growth Poles Map ....................................................................... 10

SWOT Analysis .............................................................................................. 11 6.1

Strengths................................................................................................. 11

6.2

Weaknesses ........................................................................................... 11

6.3

Opportunities ........................................................................................ 12

6.4

Threats .................................................................................................... 12 1

0. Evolution of an Idea â&#x20AC;&#x201C; Conception of the Creative Edinburgh Vision

Mapping the spatial arrangements Sketches of Edinburghâ&#x20AC;&#x2122;s closer area and its surrounding urban belt:

0.1What is a creative city? Here is some idea of how to get a grip on creativity and the creative city vision:

0.2Developing the idea Notes about methodology and possible approaches to form the creative city concept as well as to build up the project:

Finding the Core Values Example of the core values listed up on a brainstorming session; at the beginning we thought to develop a â&#x20AC;&#x153;Scotland Independentâ&#x20AC;? scenario too:

0.3Breaking down to spatial terms Sketch showing the way devised to translate the idea into spatial terms:

Mapping out a Spatial Structure Initial alternatives to position strategic creative actions and interventions taken place in the spatial arrangement of Edinburgh City-region:

0.4Inspirations and examples

1. The Region Defining borders of the city-region The region we have included in our vision encompasses all of the original SESplan councils; we see all of these areas as vital parts in the forward planning for the region as well as providing their own history and culture.

The Falkirk and Clackmannanshire councils have also been assimilated into the region as we foresee they will provide new opportunities and they will also benefit from a larger spatial vision.

What is expected from a creative vision? A strategy based on creative vision has to be able to set objectives as they are going to be the road signs guiding us up to the future state.

2. Creative Vision What is a “creative vision”? “Creativity is the use of the imagination or original ideas”. A creative vision should be using these original ideas; be it arts, culture or research into new technology to create a better place to live.

2.1 Our Vision

How does it work? A simplified circle of harnessing creativity to reinforce impacts: Creative inputs

Expand upon economy

Attracts people & companies

2.2Objectives Creative solutions

Increased Quality of Life

Attract and keep the people and industry required to be a successful creative place  Assess the barriers the creative industries may currently have  Build an environment that supports innovation  Encourage local, national and international integration Build an extensive portfolio of creative industries  A wide range of creative industries will be required to provide a stable economy  Put the region on the map as a creative place  Incorporate the surrounding region in Edinburgh’s leading example Make it a place people want to be  Creative industry working with the public  Be an inspiring place to live and work in  Be a place where people can develop skills and relationships 6

 

Create an environment and form of governance which can adapt to future changes in technology and ways of life Keep the historical and cultural identities present in the region and if possible enhance them

Our objectives are in effect outcomes what we wish to deliver by the creative city-region strategy; like any other planned “state” in the future they are relying on policies to be followed.

3. Defining Strategic Aims For our region what we see as a creative vision can be split into 3 main areas, these are: Creative place – Unlocking creativity The city-region will achieve an acknowledged status in the national and international competition by harnessing its rich tapestry of identified cluster of creative industries and cultural entities which are empowered and allocated to suit their best and possible spatial arrangements. Culture and arts are going to be the vanguards of transforming the civic life and shaping public realm creating different identities and different places and attracting businesses to invest in or cater their creative class which in turn fill quartiers and streets with life and lure others to take part in. Engagement and outreach will be the crucial factors to get people and organisations connected, to involve individuals and communities and open up channels of information and knowledge as well as establish connections to the global stage. Creative industries and Culture will be boosted in the next 50 years by working together with various agencies, public and private organisations. The identified leading creative industries and cultural initiatives and

institutions as well as the main talent-supporters will form collaborative clusters to create a buzzing urban and intellectual scene in the region. Performing arts, arts events and festivals will be linked and supported, promoted which will reach its peaking point in the Edinburgh Cultural Capital of Europe 2030 venture. Different growth poles and clusters identified within the region will be linked, branded and marketed to help audience, users find them as well as helping businesses in cultural sectors to form new collaborations by providing financial support and site to perform and display their activities region wide. With this we intend to address the requirements of the creative industries and how we intend them to expand and flourish in the next 50 years Creative solutions – delivery and participation In running a city-region in the next 50 years creative solutions will be devised and implemented beginning with the smart city idea, the intelligent urban management through the provision of infrastructure access to support and promote talent, education and entrepreneurship for helping objectives to make happen. Related urban planning, land use and place identity boosting actions also shall be taken for transforming Edinburgh and the city-region in peoples mental map to a location where creative people want to be, want to live and find ways to prosper. We are looking at alternative solutions to current issues and the future delivery of our vision Quality of life – design and lifestyle The different parts of the city-regions are going to be the stage set for us to live our life and pursue our goals. With the help of collaborative urban design the place identities will be enhanced by creating inspiring 7

environment and promoting of urban life choices for all age groups. With public and street art, mainstream and underground culture we are going to augment chances for finding a welcoming place unique to everyone to live and work while having fun, leisure and recreation in a quality built and improved natural environment. With an improved environment we hope that talented, creative people will be drawn to it and influence its future

3.1What are the Creative Industries? The Creative Industries are defined in the 2001 Creative Industries Mapping Document as “those industries which have their origin in individual creativity, skill and talent and which have a potential for wealth and job creation through the generation and exploitation of economic property”. This definition is used to estimate annually the contribution that these industries make to the economy. They include:            

Advertising Architecture Art and antiques Crafts & Design Designer fashion Film and video Interactive leisure software Music The performing arts Publishing Software and computer services Television and radio

R&D and Science

Education

Designer Fashion

The Arts

Media and Publishing

Culture and Events

The Edinburgh City-region already has some forerunner creative industries but there is opportunity to nurture and support more.

4. Creative Industries Location Chart Chart shows identified opportunities and existing creative industries to spread over the region. Creative Industries / Areas

Edinburgh

East Lothian

Scottish Borders

Midlothian

West Lothian

Falkirk

Clackmannan - shire

Fife

Advertising Architecture Arts & Crafts (design) IT & Software Publishing and Media Designer Fashion Film & Broadcasting Performing arts, music Culture & Events R&D and Science

Possible economic cross-connections between Creative Industries and Services Industries Tourism Leisure Hospitality

5. Strategic Growth Poles Map The interpretation of the creative vision and the objective into spatial terms gives an overview of the anticipated changes in the future.

6. SWOT Analysis This analysis shows the main factors which have been considered when designing our spatial vision for the region:

6.1 Strengths General  Good levels of higher education and R&D activities  A centre for history, architecture, design and culture  Large tourist influx  An established area of investment  Good transport links to Europe and other large centres  The leading areas of environmental awareness in the UK  Presence of renewable energies across the region Area Specific  Edinburgh has the most diverse cultural festivals in the world  Edinburgh has one of the best public transport networks in the UK  Edinburgh is the 2nd financial city in the UK  Lothians also have Creative Award winner festivals and cultural events  historic and natural environment for leisure and hospitality

6.2 Weaknesses General  Less funding for new innovations  Ageing population  Limited housing opportunities  Direct competition from Glasgow and Aberdeen regions  Transport connectivity is centred around Edinburgh as a hub Area Specific  Edinburgh held back from expansion by greenbelts  Edinburgh is not as well known as some European counterparts  Difficult to develop within Edinburgh due to the architectural homogeneity  East Lothian has a lack of higher education  Borders and Fife region is not well connected  West Lothian is a “suburbia” of Edinburgh  Midlothian developments are constrained to housing close to the Bypass  Lack of services in remote regions

6.3Opportunities General  Redirecting population growth to existing settlements  Higher Educational facilities have the chance to expand into industry specific areas  Encourage start up businesses  Expand upon creative industries  Increasing number of educated and skilled people  Establish unique creative clusters and growth poles Area Specific  Edinburgh airport could be expanded with the vision of a more competitive international airport  Expansion of shipping based industry along the forth  Borders to use “work from home technology” to reduce commuting  Provide strategic links and a wider variety of services  Edinburgh, Falkirk, Fife, East Lothian and the Borders can be home to new creative industries

6.4Threats General  Competition from Glasgow and Aberdeen  Many industries becoming Edinburgh-centric  Increasing number of car users and incapable road saturation  Smaller airport than competing European capitals  Missing cross-connections will overload Edinburgh and set back remote areas Area Specific  Increasing population and creative industry not providing enough jobs in Edinburgh  Out migration to Edinburgh based upon employment/education opportunities  Falkirk / Grangemouth area could discourage people to move there  Growing travel-to-time periods forming barriers in permitting population to find jobs

Partners: Scottish Enterprise, Business Gateways

7. Policies These policies are going to help the city-region to deliver its objectives.

7.1Creative Place â&#x20AC;&#x201C; Unlocking Creativity

Strengthening creative economy Aims: Building an economy by supporting existing creative industries identified in the region and forming creative clusters to have platform to form spatial and sectorial collaboration in growth the poles.

Cultural clusters and Edinburgh â&#x20AC;&#x201C; European Capital of Culture 2030 Aims: Co-operation to have a synchronised event calendar spatially spread out into the region which leads up to the cultural capital award. Partners: Government, management

EU,

cultural

clusters

and

destination

Attracting Investment Aims: Region marketing for attracting investment and exploring opportunities. Forging relationship between businesses and educational institutions.

Partners: Regional planning board, Planning authorities, councils, tourism and hospitality, major employers and destination management, creative industry representatives

Partners: Financial institutions, Scottish Enterprise, Business Gateways, Educational institutions providing adequate course

Creative growth poles allocation Aims: Infusing creative industries and cultural events into strategic areas

Creative spirit Aims: Inspiring use of public space for street art, public art, events, festivals, exhibitions. In certain areas public space boards have a power to shape local public realm to reflect on identity and sense of place.

Partners: See strategic area map

Partners: Open involvement for everyone interested

Support for start-ups, young entrepreneurs Aims: Directing venture investment capital and practical business advice into creative industries to accommodate starters into new business scene 13

7.2Creative Solutions â&#x20AC;&#x201C; Delivery and Participation

High speed train Aims: Connectivity improved in direction of North Scotland and England, a fast connection to other parts to the country which stops at Edinburgh's Airport city station avoiding going into the city centre.

Policy - Get Connected Broadband internet Aims: Close to 100% coverage is a must in the region. Unlocks business opportunities and get people connected without intra-region commuting offers a more sustainable employment mode and a more stabile human presence at home in the local community and neighbourhood especially if combined with free wifi-spot in pedestrian areas. Partners: Scottish Executive, Scottish Enterprise, telecommunication and internet providers and local authorities One ticket for all - integrated public transport system Aims: Region wide pass for all public transport means to make public commuting easier, it can be bought via planned e-government site.

Airport city - the new main station Aims: Integrated intermodal hub channelling national rail lines between the North and South. Cross-connecting places within the region Aims: Cross-connecting places within the region and across the Forth from Falkirk to Edinburgh across the Forth, within East Lothian and Fife. Fast hoover ferry transporting people and cars across the forth with iconic tourism features - it must be frequent and reliable. It will result new bridgeheads for local tourism and hospitality as well as supplementing way to get into and out of the city.

Partners: Scottish and UK government, Regional planning board, National railways, Transport companies, local authorities Policy - Get Managed Integrated Spatial Planning and Management database Aims: Real-time handling of all changes - housing, traffic, transportation, demography, organisations, developments for decision making and planning. Locally the database will be combined with planning policies and maps to see and analyse possible impact and outcomes as well as to have up-to-date access to information for everyone. Partners: All statistical information holders especially national census, Nomis, Scottish neighbourhood database, road traffic, energy consumption, transportation companies, housing surveys and any planning tools - including the ones necessary for planning and public space boards to make have information and make decisions E-government service Aims: Integrated e-services and City - region website. A one-stop service for all things to be sorted out with involved agencies from making a doctor appointment to apply for new public transport pass to submit an e-planning application or to report a street damage.

Partners: NHS, Gov.co.uk, CEC, Fife, Falkirk, West Lothian, Midlothian, East Lothian and all involved agencies

Standing city-region planning board Aims: A horizontal platform to share knowledge for key stakeholders, local authorities, community groups, cultural and creative clusters and business organisations. Helps redirect region and national level information, spatial management services and financial resources to specific areas by connecting creative clusters sub regional and local areas.

Partners: Creative industries, cultural institutions, universities and R&D initiatives joined with local and Scottish executive delegates, national and local politics and authorities, major business stakeholders and regional community organisations Public space boards Aims: Supporting regional level planning boards in public realm use especially cultural events, street art initiatives and urban design. Its main goal is to encourage public participation into creative and cultural life by taking part in bottom-up place management boards for conveying ideas and participants (stakeholders and involved people too) to transform and shape public realms. Partners: Local representatives and stakeholders of community groups, neighbourhood partnerships, local businesses AND cultural organisations, creative professionals especially artists, event management companies, planners, architects, musicians joined with applicable CEC delegates

Policy â&#x20AC;&#x201C; Get Green Electric vehicles in public transport Aims: Hybrid drive buses in region wide transportation. Electric drive taxis and buses and charging point network in cities.

Partners: To invent and develop â&#x20AC;&#x201C; actors of the creative cluster and auto industries, to run transport companies and local authorities, to analyse data the Integrated Planning Database Zero waste plan Aims: The Zero Waste Plan is underpinned by a determination to achieve the best overall outcomes for Scotlandâ&#x20AC;&#x2122;s environment, by making best practical use of the approach in the waste management hierarchy: waste prevention, reuse, recycling and recovery.

connections and use of electric appliances in every area. On large scale wind farms, wave plants and other renewable solutions are preferred.

Partners: Scottish Executive to give policy background and incentives, Scottish Enterprise and National grid, environmental authorities, local authorities and renewable energy R&D to develop and IT to manage the smart system Changed train line - a cost effective tram Aims: City wide, complementing tram turned over from the rail lines, an inner circle public transport line with a new Western Garden station at Galleries which passes through the converted Waverly station park. Partners: EU (European Cultural Capital 2030, Scottish Executive, CEC, National railways, city region planning board, train producer industry and Universities to develop a new "city-train" type

Partners: The Scottish Government Smart meters and renewable energies Aims: Regionally the renewable energy and smart "box" meters integrated into main grids can lead to decrease in consumption and a more balanced peak-time period demand thus more manageable, if a domestic user doesn't consume energy then smart box redirect it into the grid - feeds back for money. Locally more areas will be accessible by domestic level electricity users, helping to maintain broadband 16

7.3Quality of life – Urban Design and Lifestyle

conservation agencies and public space boards.

Policy – The Centre

Policy – The Shore

Waverly Edinburgh - main station converted to public space Aims: All year round mixed-use public place, a meeting point for everyone, combined with inner circle rail line a cost effective tram. This is a new iconic landscape which can completely rewrite the use of the train station as a destination. Keeping only one rail line as a “inner city” circular rain

Portobello Town - reconnect to the sea Aims: Seashore use and tourism. Shore zone revitalisation by making more walk able, supplied with more F&B services, and expanded public space with piers.

Partners: EU (European Cultural Capital 2030), Scottish Executive, CEC, National Railways, Edinburgh Zoo, UNESCO World Heritage Centre,

Partners: Regional planning board, CEC, public space board, local community council, East Edinburgh neighbourhood partnership, tourism industry representatives. Quarter Leith - a diverse district Aims: Ethnic and niche shops, immigrant businesses, studios, workshopoffices, restaurants, ruin-pubs, galleries, terraces, pedestrian streets. Leith Waterfront - use of riverfront and docks Aims: Freedom of colour on facades, exhibition spaces, anchored river barges, affordable studios.

Partners: Regional planning board, CEC, public space board, local community council and groups/organisations, and a Leith neighbourhood partnership, Leith Docks development, tourism industry. Granton Harbour - a residential area and converted industrial sites Aims: District for conference and international festival tourism and joining service, residential area with ground floor retail and catering units and converted industrial sites. Partners: Regional planning board, public space board, local community council and groups/organisations, and a Granton community portal, Waterfront Edinburgh, Creative cluster, tourism industry.

Policy â&#x20AC;&#x201C; Occupy the City Blurring of edges between public and semi-public spaces Aims: Region wide effect in town centres, in Edinburgh mainly in Centre, Leith, Waterfront, Portobello and Granton - ease on change of ground floor uses to coffeshops, pubs, ruinpubs, galleries, promotion of walkable street sides. Partners: CEC, Leith Neighbourhood Partnership, possible BID OR local shop and business owners, public space board.

Expanding pedestrian areas - walk able streets Aims: Pedestrian streets to make areas more walk able and accommodating more public space uses, public arts. Make possible to have walking experience a slower pace and longer presence of people on streets as well as allowing public and cultural events to take place, for local businesses, especially those of being connected to catering this option offers to expand onto the streets and provide more animated environment. Partners: CEC, public space boards, neighbourhood partnerships, local shop and business owners, public transport companies, taxi companies.

Listing and Re-use of empty or abandoned premises, former industrial buildings Aims: Region wide effect to have affordable space provision for startups, young entrepreneurs in creative industries. Conversion to mixed use developments in favour of cultural and art related uses, studio flats, ground floor retail units and complementing F&B services Partners: Integrated Planning Database, BIDs or Neighbourhood Partnerships, Chamber of Commerce, Cultural cluster

8. Timing and Strategic Milestones 2013

2023

2033

2043

2053

Strenghtening creative economy Creative growth poles Supporting start-ups Cultural Clusters Cultural Capital 2030 Attracting investment Creative spirit Broadband internet One ticket for all Cross connecting High speed train Zero Waste Smart meters, Renewables Electric vehicles Integrated Spatial Planning sys E-government City-region planning board Public space boards Waverly station convertion Airport city Portobello Town Quarter Leith Leith Waterfront Granton Harbour Blurring edges Walkable streets Re-use of buildings 20

Edinburgh City Council Online (2013), Edinburgh's creative industries sector, Available at : http://www.edinburghinspiringcapital.com/invest/key_business_sectors/creative_industries.aspx

9. Resources BBC Analysis (2013), Creative Destruction, Available at: http://www.bbc.co.uk/iplayer/episode/b01qhqpj/Analysis_Creative_Destr uction BOP Consulting (2010), Mapping the Creative Industries: A Toolkit, The British Council, Available at: http://www.britishcouncil.org/mapping_the_creative_industries_a_toolkit _2-2.pdf Chapain, C et al (2010) Creative clusters and innovation: Putting creativity on the map, NESTA, Available at: http://www.nesta.org.uk/library/documents/Creative_clusters_print_v2.pd f Comunian, R (2010), Rethinking the Creative City: The Role of Complexity, Networks and Interactions in the Urban Creative Economy, Urban Studies 2009, Volume 48(6), pg 1157–1179 Create Fife Online (2013), Available at: http://www.creativefife.co.uk Creative Scotland Online http://www.creativescotland.com

(2013),

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at:

Department for Business, Innovation and Skills Online (2013) Foresight, Available at: http://www.bis.gov.uk/foresight Edinburgh and the Lothians (2004) Structure Plan for 2015, Available at: http://www.eastlothian.gov.uk/downloads/file/1104/edinburgh_and_the_lo thians_structure_plan_2015_text

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at:

Matthew, M (2010) Feasibility Study for a Community Visual Arts Centre Dunfermline Final Report, Available at: http://www.margaretmatthew.co.uk/5/13/Clients/Reports.html Midlothian Council (2008) Midlothian Local Plan, Available at: http://www.midlothian.gov.uk/downloads/file/189/midlothian_local_plan _2008

Power, D (2011) Priority Sector Report: Creative and Cultural Industries, The European Cluster Observatory, Available at : http://ec.europa.eu/enterprise/newsroom/cf/_getdocument.cfm?doc_id=7 070 Scottish Borders (2012) Local Development Plan Main Issues Report, Available at: http://www.scotborders.gov.uk/info/178/development_plans/659/local_de velopment_plan

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Available

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at: at:

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(2013),

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at: