Lecture 6 - Creativity Fix Flashcards
(56 cards)
Paddison quote
“It is in those places in which economic restructuring is the more pressing task— areas which have sustained substantial erosion of their inherited economic base— that the repositioning of place becomes the more urgent”
Who states: “It is in those places in which economic restructuring is the more pressing task— areas which have sustained substantial erosion of their inherited economic base— that the repositioning of place becomes the more urgent”
Paddison, 1999
Driving forces of/for urban re-positioning
- Reduced fiscal support from national governments following crisis of Fordism-‐ Keynesianism
- Landscapes and communities destabilised by factories relocating or shutting down
What is deindustrialisation
When industries move away
Fiscal issues of populations leaving a place
Councils collect less money
What do governments often do in a fiscal deficit
Cut spending
Where was there a negative multiplier effect
Detroit
What happened in Detroit
Negative multiplier effect
Recession in Detroit
Recession after the 2008 financial crisis- they went bankrupt
How many people left Detroit
200,000-300,000
What did the amount of people leaving Detroit result in
A negative multiplier effect
What was impacted in Detroit
Property prices
What has happened to cities after industrialisation
- Governments now act like businesses and generate ‘profits’
- Cities have become more entrepreneurial as a result of industrialisation because they want to recreate themselves and maintain the old standards of living
What is managerialism
Local governments provided social services and implement national policies…
What is entrepreneurialism
Local governments behave more like business agents in a bid to expand the local tax base and jumpstart economic rejuvenation
What is destination branding
Cities become more aware of themselves
Investors are attracted
Example of successful destination branding
Amsterdam
Three aspects of ‘entrepreneurialism’
From ‘government’ to ‘governance’
Speculative in execution & design
Multi‐scalar rather than territorially-confined
Approach of the government
Territorial, concerned with only administrative borders. Primary approach is rational planning & provision of social services, desired outcome is socioeconomic stability
Governance
Public collaborations with private actors (e.g. big-‐box supermarkets, advertising agencies, profession training institutes) who may not be based within the same administrative borders
What is the desired out come of governance
Profits for businesses
What do local governments assume
- Greater financial risks in attempt to ‘stand out’
- Take on short-‐termist outlooks
- No guarantees of success
What was desirable after WW2
Approaches based on rationality - everything kept under control under the state (as long as they follow a particular protocol)
What kind of development do we now have
Governance development – local governments (the public institutions e.g. councils) are expected to be in collaborations with private actors – form partnerships to drive the economy forward (local governments acting more like entrepreneurs)
