How can small cities make an impact in a globalizing world dominated by ‘world cities’ and urban development strategies aimed at increasing agglomeration? This book addresses the challenges of ...smaller cities trying to put themselves on the map, attract resources and initiate development. Placemaking has become an important tool for driving urban development that is sensitive to the needs of communities. This volume examines the development of creative placemaking practices that can help to link small cities to external networks, stimulate collaboration and help them make the most of the opportunities presented by the knowledge economy. The authors argue that the adoption of more strategic, holistic placemaking strategies that engage all stakeholders can be a successful alternative to copying bigger places. Drawing on a range of examples from around the world, they analyse small city development strategies and identify key success factors. This book focuses on the case of ‘s-Hertogenbosch, a small Dutch city that used cultural programming to link itself to global networks and stimulate economic, cultural, social and creative development. It advocates the use of cultural programming strategies as a more flexible alternative to traditional top-down planning approaches and as a means of avoiding copying the big city. The Open Access version of this book, available at http://www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.
How can small cities make an impact in a globalizing world dominated by 'world cities' and urban development strategies aimed at increasing agglomeration? This book addresses the challenges of ...smaller cities trying to put themselves on the map, attract resources and initiate development. Placemaking has become an important tool for driving urban development that is sensitive to the needs of communities. This volume examines the development of creative placemaking practices that can help to link small cities to external networks, stimulate collaboration and help them make the most of the opportunities presented by the knowledge economy. The authors argue that the adoption of more strategic, holistic placemaking strategies that engage all stakeholders can be a successful alternative to copying bigger places. Drawing on a range of examples from around the world, they analyse small city development strategies and identify key success factors. This book focuses on the case of 's-Hertogenbosch, a small Dutch city that used cultural programming to link itself to global networks and stimulate economic, cultural, social and creative development. It advocates the use of cultural programming strategies as a more flexible alternative to traditional top-down planning approaches and as a means of avoiding copying the big city. Greg Richards is Professor of Placemaking and Events at Breda University and Professor of Leisure Studies at the University of Tilburg in the Netherlands. He has worked with numerous national governments, national tourism organizations, cities and regions on a wide range of placemaking projects. Lian Duif was responsible for directing the Bosch500 programme in 's-Hertogenbosch from 2010 to 2016. She has a professional background in the field of tourism, cultural heritage and city marketing. Lian is involved in the marketing and development of tourism and cultural programmes with organizations such as the Netherlands Board of Tourism & Conventions and VisitBrabant.
Comment les petites villes peuvent-elles avoir un impact dans un monde globalisé dominé par les « villes-monde » et les stratégies de développement urbain visant à accroître l’agglomération ? Ce livre aborde les défis des petites villes qui tentent de se faire connaître, d’attirer des ressources et d’amorcer le développement. La création d’espaces est devenue un outil important pour stimuler un développement urbain sensible aux besoins des communautés. Ce volume examine le développement de pratiques créatives de création d’espaces qui peuvent aider à établir des liens entre les petites villes aux réseaux externes, stimulent la collaboration et les aident à tirer le meilleur parti des possibilités offertes par l’économie de la connaissance. Les auteurs soutiennent que l’adoption de stratégies de création d’espaces plus stratégiques et holistiques qui impliquent toutes les parties prenantes peut être une alternative efficace à la copie de lieux plus grands. À partir d’une série d’exemples du monde entier, ils analysent les stratégies de développement des petites villes et identifient les facteurs clés de succès. Ce livre se concentre sur le cas de Den Bosch, une petite ville néerlandaise qui a utilisé la programmation culturelle pour se connecter à des réseaux mondiaux et stimuler le développement économique, culturel, social et créatif. Il préconise l’utilisation de stratégies de programmation culturelle comme une alternative plus souple aux approches traditionnelles de planification descendante et comme moyen d’éviter de copier la grande ville.
Lessons for Other Places? Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
This chapter considers the transferability of ideas and concepts from one city to another. What are the most important keys to success for the small city? We analyse a number of critical success ...factors from the 's-Hertogenbosch experience, including the role of political will and long-term vision, consistency, embedding of the story of the city in the DNA of the place, and collaboration. Our experience also shows that the time required can also be one of the major pitfalls. Although such events provide a sense of urgency and a catalysing effect, the preparation phase is fraught with difficulty. This chapter also considers the pitfalls (such as the lack of supporting policies, and hostile media coverage) and how to avoid them. Drawing on the legacy of Hieronymus Bosch, we identify the seven virtues and seven deadly sins, or the do's and don't's of creative placemaking.
This chapter considers the transferability of ideas and concepts from one city to another. It analyses a number of critical success factors from the 's-Hertogenbosch experience, including the role of political will and long-term vision, consistency, embedding of the story of the city in the DNA of the place, and collaboration. The experience of 's-Hertogenbosch also shows that the time required can also be one of the major pitfalls. Although such events provide a sense of urgency and catalysing effect, the time needed for preparation and development can become a problem. The Bosch500 programme benefited enormously from national media coverage, but also faced opposition from local media, who tended to concentrate more on the costs than the potential benefits. One of the biggest shortcomings of the Bosch500 programme was the incomplete activation of supporting policies to ensure that 's-Hertogenbosch could maximize the benefits for the city.
Small cities are increasingly facing similar challenges to their larger counterparts, but often without the resources or know-how to deal with them. This requires creative solutions to put these ...places on the map and attract residents, visitors, and investment. How can small cities put themselves on the global map? They often lack the muscle and influence of their larger neighbours, although they struggle with the same challenges. We argue that the adoption of more strategic, holistic placemaking strategies that engage all stakeholders can be a successful alternative to copying the big players. This chapter reviews the place of the small city in the contemporary urban field and sketches the challenges and opportunities they face.
In this chapter, the authors review the place of the small city in the contemporary urban field and sketch the challenges and opportunities they face. They use the Dutch city of 's-Hertogenbosch in the Netherlands to illustrate how small places can grab attention and achieve growth, prosperity and social and cultural gains. Smaller cities can offer a better quality of life and as a result they are often growing faster. "Many of the fastest growing cities in the world are relatively small urban settlements". The authors argue that the adoption of more strategic, holistic placemaking strategies that engage all stakeholders can be a successful alternative to copying the big players. The creative mode of placemaking implies a dynamic relationship between resources, meanings, and creativity. Placemaking should involve coherent programmes that can mobilize a wide range of stakeholders over a sustained period. The chapter also presents an overview of the key concepts discussed in this book.
Impacts and Effects Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
This chapter looks at what cultural programmes can deliver, who benefits, and what they cost. The Bosch500 programme brought an estimated extra one million people to 's-Hertogenbosch, created €150 ...million in direct spend impact, and generated almost €20 million in international media value. This has put the city on the global map, created confidence in the city, and boosted the ambition level of stakeholders. But the "soft" benefits remain very important - including increased social cohesion and local pride. These are important political considerations not only in terms of the effects of the 2016 programme, but also in ensuring support for such projects in the long term. We also analyse what smaller places have to invest in the placemaking effort, and whether the effects are more lasting, widespread, and equitable than those of other strategies - such the icon-building efforts found in major cities.
This chapter looks at what cultural programmes can deliver, who benefits, and what they cost. When a city embarks on a new programme, it should be clear about what it wants to achieve. The achievements of a programme will include both direct, short-term impacts and more general, long-term effects. A successful programme without legacy or leverage planning can have important long-term effects, but arguably less than might have been achieved with these in place. For example the Bosch500 programme was enormously successful in many areas, including tourism generation, media attention, and social cohesion. One of the major aims of the Bosch500 programme was to strengthen the cultural climate of 's-Hertogenbosch. Apart from the economic costs involved in organizing and staging programmes, other intangible and non-monetary costs may arise. Programmes may be linked to social costs, such as temporary disruption and noise, or to longer-term effects such as gentrification.
Governance Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
This chapter analyses the different steps needed in developing an effective governance model. It looks at the pros and cons of developing an arm's-length organization to manage the programme, and at ...how stakeholders can be persuaded to participate. Particular attention is paid to the shift from government to governance, and to how the city can identify those aspects of development it can influence. We also draw on examples from cities in different parts of the world to consider how governance works in different political and cultural contexts.
This chapter examines how the shift from government to governance has changed the way that small cities deal with their inhabitants and the external world. It also considers the challenges in creating governance models that can help places effectively position themselves in a globalizing world. The experience of the Bosch500 Foundation, as well as that of many cities that have used similar governance structures to develop major programmes, indicates that a more holistic view needs to be developed to cope with complex programmes. Staging events also requires flexible funding models and organizational skills that are often in short supply in cities. Events can have a key role in the city as structuring actors, as catalysts, and as inspiration for practices of mobilization, visibilization, and sensibilization. New models are also emerging in the sphere of network governance. Whereas regimes are essentially internal networks established for the purpose of achieving a specific policy agenda for the city, broader coalitions are also possible.
The Art of Collaboration Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
This chapter considers issues of collaboration and networking, and in particular how small cities can use their links to external partners and networks to achieve things. The art of collaboration in ...cities means creating shared interests - convincing people to think not only "What can the city do for me?" but also "What can we all do for the city?" The networks developed by 's-Hertogenbosch and other cities have proved crucial in helping them to achieve things the city alone could not. This chapter considers the principle of "network value" applied to smaller cities.
This chapter considers issues of collaboration and networking, and in particular how small cities can use their links to external partners and networks to achieve things. Brabantstad is a network of five cities in the Province of North Brabant in the Netherlands. 's-Hertogenbosch is a member of this network, together with Eindhoven, Helmond, Breda, and Tilburg. In the case of Brabantstad it seems that such inter-city networks can deliver benefits to the partner cities, but it is necessary to invest together in order to make the most of the opportunities available and to gain leverage in other networks. The most important international network - the "core" network - that laid the basis for the success of the Bosch programme was the Bosch Research and Conservation Project. Together with the largest theme park in the Netherlands, the Efteling, and various heritage organizations, a concept was developed for an experience route in the city of the painter: the Bosch Experience.
Tempo Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
Good placemaking takes time, perseverance and money. Gathering programme resources requires a good story, a high level of ambition, and a once-in-a-lifetime goal. This chapter looks at the question ...of investment and the "attention cycle" for programmes. The 500th anniversary of the death of Hieronymus Bosch was a golden opportunity for the city of 's-Hertogenbosch, which needed an intelligent marketing strategy, a brand, and a new vision of the future for an old city. Building the coalitions to support the vision took ten years - a marathon rather than a sprint. Keeping the momentum going was a major challenge, particularly given the short attention span and impatience of politicians, residents, and the media.
This chapter looks at the question of investment and the "attention cycle" for programmes. Tempo involves the use of time, ensuring the right timing. Raising the tempo can therefore be a question of increasing the frequency of events, or compressing the space between events, or increasing the information stream about events. A multi-annual programme should give time to build on successes and correct faults, allowing the programme to reach increasingly high levels. The 500th anniversary of the death of Hieronymus Bosch was a golden opportunity for the city of 's-Hertogenbosch, which needed an intelligent marketing strategy, a brand, and a new vision of the future for an old city. In the case of the Bosch500 programme, the idea emerged in 2001, 15 years before the main programme was due to start. In the case of the Bosch500 programme, the media latched onto the negative mood in the city and nationally regarding cultural investment, widely attacked as a "left-wing hobby".
Resources are vital to urban development. This chapter considers the essential building blocks of place - the resources, both tangible and intangible, that cities can draw on to stimulate ...development. Many small cities have been successful in mobilizing resources to stimulate development and change. In the past, many small cities have tried to "borrow size" from their larger neighbours, but we argue it may be better to "create size". This means looking outside the city to mobilize resources and people, exporting the dream - creating a mission, and therefore a reason for the small city to achieve big things. Taking as a basis Sacco and Blessi's inventory of creative resources, we develop an analysis of the resources available to small cities, and how these can be creatively employed to stimulate growth and development and to increase the quality of life.
This chapter considers the essential building blocks of place - the resources, both tangible and intangible, that cities can draw on to stimulate development. In the traditional urban studies literature the resources of cities have been related to density, either in terms of concentrations of jobs, or as concentrations of consumer amenities. Discovering the resources of a small city and using them effectively is an important key to success. Of course, for smaller cities there is a relative lack of just about all resources, owing to their small size. Spaces and opportunities to meet become an important part of the functioning of the city. Different forms of public spaces also enable different kinds of use and social interaction. At worst, there is the danger of creating misfunctional places unsuited to improving the quality of life of their inhabitants. But there are interesting alternatives for small cities, as the MONA museum in Hobart, Tasmania.
Placemaking Process Richards, Greg; Duif, Lian
Small Cities with Big Dreams,
2019, 2018
Book Chapter
In a globalizing world, new strategies are required for cities to gather and retain the support needed from an increasingly complex range of stakeholder groups. This chapter reviews the strategies a ...city can adopt to take it forward over the long term and keep the stakeholders on board. Issues of stakeholder management, programme planning, and the dynamics of placemaking in relation to the small city are considered. In particular the need to shift from a planning approach to a more flexible programming approach is outlined, and programming issues such as timing and theming and the use of space are discussed.
This chapter reviews the strategies a city can adopt to take it forward over the long term and keep the stakeholders on board. In smaller cities, single actors may often have a great deal of influence in the "political market square". Stakeholder engagement can be generated through a range of approaches including meetings, interviews, surveys, hotlines, newsletters, and websites. Creative placemaking animates public and private spaces, rejuvenates structures and streetscapes, improves local business viability and public safety, and brings diverse people together to celebrate, inspire, and be inspired. In traditional placemaking the focus is usually on planning - a rational, logical approach to change, usually focused on the physical environment. Programming is different, because it inherently involves a temporal element, and is more geared to the relationship between time and space and resources than traditional planning approaches. A theme can express a complex agenda in an easily accessible way, and give people and communities material to develop their identities.
