System wide cultural district: mapping and clustering the tangible and intangible cultural asset for

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System wide cultural district mapping and
clustering the tangible and intangible cultural
asset for the reshaping of the regional clusters
in the Region of Veneto, Italy

• Christian Caliandro
• Department of Arts and Industrial Design
• IUAV University, Venice

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The role of culture in post-industrial economies

• In pre-industrial economies, culture is mostly an
  activity ruled by the gift economy of mecenatism
  rather than by market transactions
• In industrial economies, culture increasingly
  organizes into cultural industries developing
  their respective consumer markets
• In post-industrial economies, culture tends to
  become the basic platform for the construction of
  individual and collective identity models and
  tends to assume the character of a public good

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Clustering in the industrial economy

• Clusters are characterized by vertical
  integration spatial concentration is ruled by
  the belonging to a common value chain/industry
• Traditional cultural clusters (cultural
  districts) are just one example among many.
• More generally, industrial districts (Marshall)
  locations characterized by a shared industrial
  atmosphere (ie an intangible knowledge-based
  asset related to the specific type of production)
  which gives comparative advantage

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The limitations of vertical integration

• Considerable economies of scale, scope,
  transportation, etc
• But at the same time mental lock-in product
  orientation takes over the whole social and
  economic organization and limits innovation
• Innovation tends to be incremental rather than
  radical
• When competitive pressure forces relocation, the
  social structure collapses
• The increasing demands posed by social and
  economic development make this organizational
  model unsustainable (increased demand for novelty
  and variety both on the supply and demand side)

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Clustering in the post-industrial economy

• Competition drives toward products/experiences
  with high intangible value added that require
  radical, knowledge-intensive innovation
• Increasing tendence toward horizontal integration
  (strategic complementarity between different
  industries/value chains which share a common
  need/orientation toward radical innovation)
• In this new context, culture is not just a bundle
  of sectors/industries among others but becomes
  the platform for individual and societal
  capability building for the production and
  circulation of knowledge
• Individual and collective cognitive competences
  as the basic intangible infrastructure of the
  post-industrial economy

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System wide cultural district

• The increasing confluence of cultural and
  non-cultural productive activities and their
  relation to social sustainability
• Culture as an activator of innovation the
  strategic importance of cultural access
• Culture as a social integrator experiencing the
  unusual, bargaining over differences
• Culture as a networking platform
  de-instrumentalizing interaction
• Culture and well-being an answer to the
  Easterlin-Inglehart puzzle

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The case of Regione Veneto (Italy)

• Construction of a map of the tangible (14 type of
  containers) and intangible assets (18 type of
  activities)
• Definition of the clusters on the basis of the
  concentration of the two assets.
• Evaluation of the cluster vocation, thanks to the
  elaboration of the data and the identification of
  the centroids.
• Development of the process of animation of the
  clusters

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The result of the data collected Museum
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The result of the data collected architectural
goods
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The result of the data collected
libraries/archives
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The distribution of the activities education and
didactic services in the cultural field
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The distribution of the activities education
events (others)
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The distribution of the activities performing
arts (live shows)
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The spatial distribution of all activities and
containers
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The twelve SWCD in the Veneto Region

• Distretto n. 1 - Sistema centrale Padova e
  Venezia
• Distretto n. 2 - Verona
• Distretto n. 3 - Dorsale Belluno e Treviso
• Distretto n. 4 - Vicenza e basso vicentino
• Distretto n. 5 - Sistema cerniera
• Distretto n. 6 - Veneto orientale
• Distretto n. 7 - Garda e Lessinia
• Distretto n. 8 - Alto vicentino
• Distretto n. 9 - Alto bellunese
• Distretto n. 10 - Basso adriatico
• Distretto n. 11 - Rovigo e basso padovano
• Distretto n. 12 - Colli euganei

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1 - Sistema centrale Padova e Venezia, 2
Verona, 3 - Dorsale Belluno e Treviso, 4 -
Vicenza e basso vicentino, 5 - Sistema cerniera,
6 - Veneto orientale, 7 - Garda e Lessinia, 8 -
Alto vicentino, 9 - Alto bellunese, 10 - Basso
adriatico, 11 - Rovigo e basso padovano, 12 -
Colli euganei
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Come leggere questa mappa

• I distretti non corrispondono ai confini
  amministrativi ma piuttosto ad una ripartizione
  radicata nella geografia culturale del
  territorio
• I distretti non si propongono come unalternativa
  ai confini amministrativi e non debbono essere
  istituzionalizzati
• Sono piuttosto delle aree territoriali, i cui
  confini possono cambiare nel tempo, che stanno
  già di fatto facendo rete e che vanno
  supportate in questa dinamica per farne emergere
  le potenzialità latenti

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Una prima caratterizzazione

• Distric with a wide spectrum, where there are
  various possible combination of asstes
  Padova-Venezia (13), Dorsale Cerniera (18),
  Dorsale Belluno-Treviso (16), Alto Vicentino
  (15), Alto Bellunese (14), Veneto Orientale (14)
• Disctrict with a typical profile and many
  activities spreaded in various sectors Verona
  (9), Vicenza (10), Basso Adriatico (11), Rovigo
  (10). Ma Verona e Vicenza mostrano grandi
  potenzialità di ampliamento dello spettro
• District with a poor profile Garda e Lessinia
  (5), Colli Euganei (7)

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What to do now?The creative process
Interaction Crossovers between chains
Spur the growth New cultural production
Separate









Meeting
Production

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The process

• Initiator (public or private town hall, bank,
  association of entrepreneurs, group of non-profit
  organizations)
• Strategic plan
• Building a coalition of actors
• Meetings with stakeholders
• City conferences
• Creation of a development agency
• Implementation of action plan
• Periodic feedback conferences/meetings, revision
  of the strategic plan