Wyd. BUTTERWORTH HEINEMANN
maj 2010
520 s.
ISBN: 978-0-7506-6987-0
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Eventful Cities: Cultural management and urban revitalisation Greg Richards i Robert Palmer
* W dzisiejszym numerze prezentuję w Nowościach
Wydawniczych publikację anglojęzyczną ponieważ jest to
bardzo cenna pozycja, której odpowiednika nie mamy w języku
polskim, a której tematyka – odnosząca się do rozwoju
eventów kulturalnych w miastach – jest bardzo aktualna i
poszukiwana (zwłaszcza w obliczu naszych przygotowań do
Europejskiej Stolicy Kultury na 2016 rok).
Author
Information (Informacje o autorach) Greg
Richards
–
Partner, Tourism Research and Marketing, Spain; Senior Research Fellow, Centre for
Leisure, Tourism and Society, University of the
West of England, UK and Robert
Palmer,
Directorate of Culture and Cultural and Natural Heritage, Council of Europe,
Strasbourg, France
Key
Features (Kluczowe elementy publikacji)
*
Analyses the process of cultural event development, management and
marketing and links these processes to their wider cultural, social
and economic context
*
Provides a unique blend of practical and academic analysis, with a
selection of major events and festivals in cities where
‘eventfulness’ has been an important element of
development strategy
*
Examines the reasons why different stakeholders should collaborate,
as well as the reasons why cities succeed or fail to develop events
and become eventful
Description
(Opis publikacji)
Cities
used to compete to be monumental –
now they compete to be eventful. Processes of globalisation, economic
restructuring and urban redevelopment have placed events at the
centre of strategies for change in cities. Events offer the potential
to achieve economic, social, cultural and environmental aims within
broader urban development strategies. Eventful
Cities: cultural management and urban revitalisation
aims to analyse the process of cultural event development, management
and marketing, and link these processes to their wider cultural,
social and economic context. The book provides a unique blend of
practical and academic analysis, centred partly on the case study of
the European Capitals of Culture (ECOC) over the past 20 years and
also on a selection of major festivals and cities where eventfulness
has had an important element of development strategy. Cities covered include: European Capitals of Culture –
Antwerp, Athens,
Berlin, Bologna, Bruges, Brussels, Copenhagen, Cork, Cracow, Dublin, Genoa, Glasgow, Graz, Helsinki,
Istanbul, Lille, Lisbon, Liverpool,
Luxemburg, Porto, Prague, Rotterdam, Santiago de Compostella, , Salamanca, Sibiu,
Stavanger, Stockholm, Thessaloniki and Weimar
Other
eventful cities worldwide including Adelaide, Barcelona, Beijing, Cape
Town, Edinburgh, Hong Kong, London, Los Angeles,
Manchester, Melbourne, Montreal, Newcastle, New York, Salzburg, Shanghai,
Singapore, Sydney, Toronto, Venice and Vancouver.
Eventful
Cities: cultural management and urban revitalisation
provides the reader with the chance to appreciate the use and
limitations of theoretical perspectives as well as the links between
theory and practice. Critical success factors are identified which
can help to guide other cities and regions in their strategic development. It is essential reading for any student or practitioner
involved in event management, cultural management, arts administration, urban
studies, cultural studies and tourism.
Readership
(Odbiorcy publikacji)
Undergraduate/postgraduate
students in event management; cultural management; arts administration; urban
studies; cultural studies & tourism/
Practitioners involved in the organisation and management of events:
local authority officers; festival managers; development agencies;
tourist boards/bodies responsible for cultural and economic
regeneration strategies and projects.
Table of
Contents
(Spis treści)
Chapter
1: Creating the events platform The
introductory chapter deals with the culturisation and festivalisation
of the city. Against a background of increasing interurban competition, cities across the globe are searching for new means to
project an attractive image to the outside world and to improve the
quality of life of existing and future residents. Culture has
acquired an increasingly important role in such developments, because
it is seen as a source of images, icons and income. This chapter
therefore covers wider contexts of urban development and cultural policy, such as: • The city as stage – the emergence of
the experience economy • Processes of festivalisation •
Processes of creativity • Symbolic consumption and the
growing importance of image • Culture and the creative
industries as sources of employment and urban revitalisation
Chapter
2: The event concept Where
do cities, policy makers or developers find the inspiration for
cultural events? Although the classic definition of a festival is
a celebration, the choice of what should be celebrated, where and
when is of crucial importance. The growth of cultural events is
examined in the context of urban environments. In particular the
importance of supply-related and demand-related factors is examined.
Very often, the justification for staging events is found in growing
demand or audiences for culture. However, in other instances, the
event emerges as a result of vision of one or a group of individuals. This chapter presents a number of case studies of
event concept development, and shows how the role of inspirational figures, political
considerations, economic and social factors
interact to provide the basic ‘excuse’ for event development.
Chapter
3: Making the dream a reality Having
found an event to celebrate, the initial phase of nurturing the idea
is crucial. The process of initial event development is described
through the use of case studies, including the ECOC event.
-
Source of inspiration - History of development of cultural capital,
themes - Changing motivations - Replacement of culture as a
primary motive for cultural events. - Governance and
Organisation - Event structure, programme design - Finance and
Funding
Chapter
4: Event programming: narratives and audiences The
growth of the experience economy underlines the central being taken
by narrative in the economic and cultural sectors. The ability to
develop a coherent experience with a narrative or theme related to
the interests and needs of different audiences is now of crucial importance. In
cities, cultural policy is increasingly being
supplemented or replaced by processes of cultural programming.
Programming not only places the emphasis on the role of the city as
stage or backdrop for a series of events, but changes the role of the
public sector from the supplier of events into that of programme coordinator. In order to communicate the new complexity of cultural
programming to potential audiences, cultural and event managers
increasingly need to think in terms of themes which will help to
increase the ‘readability’ of the programme as well as
increasing identification of the different audiences with the programme. This chapter deals with issues of programming and
analysis of audience needs, and examines the role of cultural events
in wider cultural policy terms (social cohesion, community arts,
etc). It also analyses existing ‘formulae’ used by
festivals in making choices about which activities and projects to
promote and produce.
Chapter
5: Gathering support: Stakeholder communities In
an increasingly complex environment, staging an event always involves
a wide network of stakeholders and actors. Drawing on theoretical
perspectives from stakeholder theory and network theory, this chapter
analyses issues of collaboration, partnership and coordination in
bringing an event to fruition. The importance of winning and
maintaining political support, managing stakeholders and raising
finance are examined through examples from the ECOC and other
cultural events. The role of the private sector, and balancing
private and public sector interests will be considered.
Chapter
6: Event management This
chapter considers the management of the event, looking at the
relationship between strategic and tactical management issues, the
need for crisis management and the functioning of management and
information systems. The way in which relationships develop
between the event and its public(s) over time is also considered,
touching on issues of quality management and feedback systems.
Chapter
7: Event marketing An
event is only an event if people turn up. The design and distribution
of information, marketing planning and marketing communications are
therefore crucial for success. This chapter looks at the marketing
and promotion of cultural events, both as events in their own right,
and their wider role in creating an image for a city or region. The
issue of branding events is also analysed, particularly from the
perspective of competing brands for the event venue and the event itself.
Chapter
8: Event impact Events
are increasingly designed to deliver a complex range of cultural, social, economic
impacts. In most cases, the estimation of impacts
prior to staging the event is also an important part of ensuring that
the event is staged. Impact assessments are therefore being used as
tools for lobbying, as well as for directing policy and leaning from events. The concept of the ‘triple bottom line’ often
applied to event impact analysis is examined both in terms of theory
and practice. This chapter looks at the uses and abuses of impact
assessment for cultural events, drawing on a number of studies
completed for successful and unsuccessful event bids. The claims made
by event organisers are also compared with the actual achievement of
those events. The advantages and disadvantages of different
assessment techniques are outlined with reference to specific impact studies. This chapter will draw on studies made by the authors at
different cultural events, and suggest practical methodologies that
should be considered in the evaluation of events.
Chapter
9: Event sustainability One
of the major issues in the decision to stage and event, and in the
way in which an event is designed and managed, is the long-term
sustainability of the programme. In view of the large investments
often made in events (both in terms of money and time), it is
important to ensure that the spin-off is sustained in the years
following the event as well. However, events suffer from
particular problems of sustainability, as ephemera. The organisation
is often dismantled soon after the event ends, or only skeleton
staffs are retained in the case of large annual events. It is often
hard to retain the ‘collective memory’ of the event,
which usually resides in the heads of the event managers. This
chapter therefore considers ways in which sustainability can be achieved, given the unique context of
events. In particular,
attention is paid to the business of building networks to carry on
the projects initiated by the event. The legacy of events is
considered not only from the perspective of consensus-building, but
also the potential for conflict. The positioning of cultural
events in urban policy is analysed, and different ‘models’
are compared in terms of sustainability. In particular, the problem
of repeating a successful event is examined, and the need for
innovation in programming, management and marketing is underlined.
The tendency towards ‘cultural isomorphism’ is
highlighted in the case of events that are utilised as part of urban
redevelopment strategies, and solutions to the problem are outlined.
Chapter
10: The event balancing act The
basic criterion for a successful event is whether the audience and
its creators though it was worth doing. Without the willingness to
repeat the experience, it is unlikely that events can survive. The
role of cultural events as a potentially powerful tool for cultural
development is outlined, looking at issues such as their role in
confidence building for cities, their use as a catalyst for change
and their function as an arena for self-reflection on the part of a
city and its citizens. However, there can also be significant
disadvantages that can cause a community to question the need for
such events. The development of narratives of success and failure is
examined with reference to a number of concrete examples, such as the
Edinburgh Festival, the ECOC and the 2004 Barcelona Forum. This
analysis will be based on interviews with key players in the
organisation of these events.
Chapter
11: Critical reflections: Keys to success Many
people involved in organising events, including the event managers,
urban planners and cultural policy makers, are interested in learning
from their own experience and from other events, about the keys to
success in event management. This chapter unfolds many of the key
concepts which underpin successful events, drawing on the experience
of the authors and the analysis of specific events: - Managing the
myth - Identity before image - Start with culture - Embed
the event in a broader cultural context - Involve the
community Based on current trends and forecasting, and examining
the forces of globalisation, new technologies, the changing nature of
entertainment and cultural consumption and generational shifts, the
chapter will conclude with a discussion of what ‘the event of
the future’ may look like, and the considerations and dangers
that should be taken into account by cities and organisers embarking
on future strategies. An appendix will suggest further reading on
the subjects of the book and references to useful websites and other contacts.
Chapter
12: The eventful city toolkit Based
on an analysis of a number of cities, and the critical success
factors outlined in Chapter 10, the authors will provide a hands-on
guide to rating the ‘eventfulness’ of cities and/or regions. The toolkit will provide a number of examples related to the
differing aims and contexts of events.
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