1. Urban Development and Culture an Engine for Attractiveness and Growth Urban Creative Poles – Cluster and Location Marketing Göran Cars Royal Institute of Technology

2. New conditions for urban development? Increased competition between regions Locational preferences of individuals Locational decisions of industry

3. Findings from our urban research: What makes a city attractive and competitive? A presentation of empirical findings from Uppland, Skåne and Södermanland. Target groups: Residents Businesses Visitors

4. Findings from our urban research: Our preferences and values are constantly changing – today there is a demand for ”urban qualities” The central parts of our cities are becoming increasingly densified - more residents - more businesses - more visitors

5. Knowledge based services industies seek locations in the central part of our cities A twofold service market emerges in the cities - highly specified service companies - service- and cultural enterprises Growth characterizes most, but not all cities

6. What creates attractiveness and competitiveness (Without ranking) · Accessibility to the labour market · Quality of public services · The institutional capacity · Recreation and the green environment · Safety and security · The housing market · Culture, cultural environments and social meeting places

9. Four case studies: The Globe Arena – a sports and events arena Ales stenar, Ystad (a ship setting in stones) Västergötlands Museuem (County Museum of Västergötland) The People’s Opera – a private opera house in Stockholm

10. Impacts of a Cultural attraction Direct economic impact Indirect economic impacts Impacts in the neighbourhood City image impacts

11. What is on the cultural agenda? Establishing conditions that enables cultural investments Cultural attraction contains a mix of public and private activities Cultural activities benefit from clustering The impact of investment benefits from links connecting nodes.

12. How can we build the attractive and sustainable city? Traditional municipal planning? Leaving it to the market?

13. Traditional muncipal planning: -Wishful thinking -Documents rather than process -Poor ability to implement Leaving it to the market: - Market imperfections - ”Good” projects do not add up to a good entirety

14. What does it take to move forward? Accept that traditional formalized modes for decision-making have needs to be supplemented by informal forums for collaboration. Key actors in urban development are mutually dependent och each other and collaboration is a necessity för effective urban development strategies