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Contents

0. Evolution of an Idea – Conception of the Creative Edinburgh Vision .... 2

0.1 What is a creative city? ......................................................................... 2

0.2 Developing the idea ............................................................................... 3

0.3 Breaking down to spatial terms .......................................................... 4

0.4 Inspirations and examples .................................................................... 5

1. The Region ........................................................................................................ 5

2. Creative Vision ................................................................................................. 6

2.1 Our Vision ................................................................................................ 6

2.2 Objectives ................................................................................................ 6

3. Defining Strategic Aims .................................................................................. 7

3.1 What are the Creative Industries? ..................................................... 8

4. Creative Industries Location Chart............................................................. 9

5. Strategic Growth Poles Map ....................................................................... 10

6. SWOT Analysis .............................................................................................. 11

6.1 Strengths ................................................................................................. 11

6.2 Weaknesses ........................................................................................... 11

6.3 Opportunities ........................................................................................ 12

6.4 Threats .................................................................................................... 12

7. Policies ............................................................................................................. 13

7.1 Creative Place – Unlocking Creativity ............................................ 13

7.2 Creative Solutions – Delivery and Participation .......................... 14

7.3 Quality of life – Urban Design and Lifestyle .................................. 17

8. Timing and Strategic Milestones ................................................................ 20

9. Resources ....................................................................................................... 21

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0. Evolution of an Idea – Conception of the

Creative Edinburgh Vision

0.1 What is a creative city?

Here is some idea of how to get a grip on creativity and the creative city

vision:

Mapping the spatial arrangements

Sketches of Edinburgh’s closer area and its surrounding urban belt:

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0.2 Developing the idea

Notes about methodology and possible approaches to form the creative

city concept as well as to build up the project:

Finding the Core Values

Example of the core values listed up on a brainstorming session; at the

beginning we thought to develop a “Scotland Independent” scenario too:

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0.3 Breaking down to spatial terms

Sketch showing the way devised to translate the idea into spatial terms:

Mapping out a Spatial Structure

Initial alternatives to position strategic creative actions and interventions

taken place in the spatial arrangement of Edinburgh City-region:

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0.4 Inspirations and examples

1. The Region

Defining borders of the city-region

The region we have included in our vision encompasses all of the original

SESplan councils; we see all of these areas as vital parts in the forward

planning for the region as well as providing their own history and culture.

The Falkirk and Clackmannanshire councils have also been assimilated

into the region as we foresee they will provide new opportunities and

they will also benefit from a larger spatial vision.

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2. Creative Vision

What is a “creative vision”?

“Creativity is the use of the imagination or original ideas”. A creative

vision should be using these original ideas; be it arts, culture or research

into new technology to create a better place to live.

How does it work?

A simplified circle of harnessing creativity to reinforce impacts:

What is expected from a creative vision?

A strategy based on creative vision has to be able to set objectives as

they are going to be the road signs guiding us up to the future state.

2.1 Our Vision

2.2 Objectives

Attract and keep the people and industry required to be a successful

creative place

Assess the barriers the creative industries may currently have

Build an environment that supports innovation

Encourage local, national and international integration

Build an extensive portfolio of creative industries

A wide range of creative industries will be required to provide a

stable economy

Put the region on the map as a creative place

Incorporate the surrounding region in Edinburgh’s leading

example

Make it a place people want to be

Creative industry working with the public

Be an inspiring place to live and work in

Be a place where people can develop skills and relationships

Creative inputs

Creative solutions

Increased Quality of

Life

Attracts people &

companies

Expand upon economy

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Create an environment and form of governance which can adapt

to future changes in technology and ways of life

Keep the historical and cultural identities present in the region

and if possible enhance them

Our objectives are in effect outcomes what we wish to deliver by the

creative city-region strategy; like any other planned “state” in the future

they are relying on policies to be followed.

3. Defining Strategic Aims

For our region what we see as a creative vision can be split into 3 main

areas, these are:

Creative place – Unlocking creativity

The city-region will achieve an acknowledged status in the national and

international competition by harnessing its rich tapestry of identified

cluster of creative industries and cultural entities which are empowered

and allocated to suit their best and possible spatial arrangements. Culture

and arts are going to be the vanguards of transforming the civic life and

shaping public realm creating different identities and different places and

attracting businesses to invest in or cater their creative class which in

turn fill quartiers and streets with life and lure others to take part in.

Engagement and outreach will be the crucial factors to get people and

organisations connected, to involve individuals and communities and open

up channels of information and knowledge as well as establish

connections to the global stage.

Creative industries and Culture will be boosted in the next 50 years by

working together with various agencies, public and private organisations.

The identified leading creative industries and cultural initiatives and

institutions as well as the main talent-supporters will form collaborative

clusters to create a buzzing urban and intellectual scene in the region.

Performing arts, arts events and festivals will be linked and supported,

promoted which will reach its peaking point in the Edinburgh Cultural

Capital of Europe 2030 venture. Different growth poles and clusters

identified within the region will be linked, branded and marketed to help

audience, users find them as well as helping businesses in cultural sectors

to form new collaborations by providing financial support and site to

perform and display their activities region wide.

With this we intend to address the requirements of the creative

industries and how we intend them to expand and flourish in the next

50 years

Creative solutions – delivery and participation

In running a city-region in the next 50 years creative solutions will be

devised and implemented beginning with the smart city idea, the

intelligent urban management through the provision of infrastructure

access to support and promote talent, education and entrepreneurship

for helping objectives to make happen. Related urban planning, land use

and place identity boosting actions also shall be taken for transforming

Edinburgh and the city-region in peoples mental map to a location where

creative people want to be, want to live and find ways to prosper.

We are looking at alternative solutions to current issues and the

future delivery of our vision

Quality of life – design and lifestyle

The different parts of the city-regions are going to be the stage set for us

to live our life and pursue our goals. With the help of collaborative urban

design the place identities will be enhanced by creating inspiring

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environment and promoting of urban life choices for all age groups. With

public and street art, mainstream and underground culture we are going

to augment chances for finding a welcoming place unique to everyone to

live and work while having fun, leisure and recreation in a quality built and

improved natural environment.

With an improved environment we hope that talented, creative

people will be drawn to it and influence its future

3.1 What are the Creative Industries?

The Creative Industries are defined in the 2001 Creative Industries

Mapping Document as “those industries which have their origin in

individual creativity, skill and talent and which have a potential for wealth

and job creation through the generation and exploitation of economic

property”. This definition is used to estimate annually the contribution

that these industries make to the economy. They include:

Advertising

Architecture

Art and antiques

Crafts & Design

Designer fashion

Film and video

Interactive leisure software

Music

The performing arts

Publishing

Software and computer services

Television and radio

The Edinburgh City-region already has some forerunner creative

industries but there is opportunity to nurture and support more.

R&D and Science

Education

Culture and Events

The Arts Designer Fashion

Media and Publishing

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4. Creative Industries Location Chart

Chart shows identified opportunities and existing creative industries to spread over the region.

Creative Industries /

Areas Edinburgh East Lothian Scottish Borders Midlothian West Lothian Falkirk

Clackmannan

- shire Fife

Advertising

Architecture

Arts & Crafts (design)

IT & Software

Publishing and Media

Designer Fashion

Film & Broadcasting

Performing arts,

music

Culture & Events

R&D and Science

Possible economic cross-connections between Creative Industries and Services Industries

Tourism

Leisure

Hospitality

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5. Strategic Growth Poles Map

The interpretation of the creative vision and the objective into spatial terms gives an overview of the anticipated changes in the future.

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6. SWOT Analysis

This analysis shows the main factors which have been considered when

designing our spatial vision for the region:

6.1 Strengths

General

Good levels of higher education and R&D activities

A centre for history, architecture, design and culture

Large tourist influx

An established area of investment

Good transport links to Europe and other large centres

The leading areas of environmental awareness in the UK

Presence of renewable energies across the region

Area Specific

Edinburgh has the most diverse cultural festivals in the world

Edinburgh has one of the best public transport networks in the

UK

Edinburgh is the 2nd financial

city in the UK

Lothians also have Creative

Award winner festivals and

cultural events

historic and natural

environment for leisure and

hospitality

6.2 Weaknesses

General

Less funding for new innovations

Ageing population

Limited housing opportunities

Direct competition from Glasgow and Aberdeen regions

Transport connectivity is centred around Edinburgh as a hub

Area Specific

Edinburgh held back from expansion by greenbelts

Edinburgh is not as well known as some European counterparts

Difficult to develop within Edinburgh due to the architectural

homogeneity

East Lothian has a lack of higher education

Borders and Fife region is not well connected

West Lothian is a “suburbia” of Edinburgh

Midlothian developments are constrained to housing close to the

Bypass

Lack of services in remote regions

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6.3 Opportunities

General

Redirecting population growth to existing settlements

Higher Educational facilities have the chance to expand into

industry specific areas

Encourage start up

businesses

Expand upon creative

industries

Increasing number of

educated and skilled people

Establish unique creative clusters and growth poles

Area Specific

Edinburgh airport could be expanded with the vision of a more

competitive international airport

Expansion of shipping based industry along the forth

Borders to use “work from home technology” to reduce

commuting

Provide strategic links and a

wider variety of services

Edinburgh, Falkirk, Fife, East

Lothian and the Borders can

be home to new creative

industries

6.4 Threats

General

Competition from Glasgow and Aberdeen

Many industries becoming Edinburgh-centric

Increasing number of car users and incapable road saturation

Smaller airport than competing European capitals

Missing cross-connections will overload Edinburgh and set back

remote areas

Area Specific

Increasing population and creative industry not providing enough

jobs in Edinburgh

Out migration to Edinburgh based upon employment/education

opportunities

Falkirk / Grangemouth area could discourage people to move

there

Growing travel-to-time periods forming barriers in permitting

population to find jobs

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7. Policies

These policies are going to help the city-region to deliver its objectives.

7.1 Creative Place – Unlocking Creativity

Strengthening creative economy

Aims: Building an economy by

supporting existing creative industries

identified in the region and forming

creative clusters to have platform to

form spatial and sectorial collaboration

in growth the poles.

Partners: Regional planning board, Planning authorities, councils,

tourism and hospitality, major employers and destination management,

creative industry representatives

Creative growth poles

allocation

Aims: Infusing creative industries

and cultural events into strategic

areas

Partners: See strategic area map

Support for start-ups, young entrepreneurs

Aims: Directing venture investment capital and practical business advice

into creative industries to accommodate starters into new business scene

Partners: Scottish Enterprise, Business Gateways

Cultural clusters and Edinburgh – European Capital of Culture

2030

Aims: Co-operation to have a synchronised event calendar spatially

spread out into the region which leads up to the cultural capital award.

Partners: Government, EU, cultural clusters and destination

management

Attracting Investment

Aims: Region marketing for attracting investment and exploring

opportunities. Forging relationship between businesses and educational

institutions.

Partners: Financial institutions, Scottish Enterprise, Business Gateways,

Educational institutions providing adequate course

Creative spirit

Aims: Inspiring use of public space for street art, public art, events,

festivals, exhibitions. In certain areas public space boards have a power to

shape local public realm to

reflect on identity and sense of

place.

Partners: Open involvement

for everyone interested

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7.2 Creative Solutions – Delivery and Participation

Policy - Get Connected

Broadband internet

Aims: Close to 100% coverage is a must in the region. Unlocks business

opportunities and get people connected without intra-region commuting

offers a more sustainable employment mode and a more stabile human

presence at home in the local community and neighbourhood especially if

combined with free wifi-spot in pedestrian areas.

Partners: Scottish Executive, Scottish Enterprise, telecommunication and

internet providers and local authorities

One ticket for all - integrated public transport system

Aims: Region wide pass for all public transport means to make public

commuting easier, it can be bought via planned e-government site.

High speed train

Aims: Connectivity improved in

direction of North Scotland and

England, a fast connection to

other parts to the country which

stops at Edinburgh's Airport city

station avoiding going into the

city centre.

Airport city - the new main station

Aims: Integrated intermodal hub channelling national rail lines between

the North and South.

Cross-connecting places within the region

Aims: Cross-connecting places within

the region and across the Forth from

Falkirk to Edinburgh across the Forth,

within East Lothian and Fife. Fast

hoover ferry transporting people and

cars across the forth with iconic

tourism features - it must be frequent

and reliable. It will result new bridgeheads for local tourism and

hospitality as well as supplementing way to get into and out of the city.

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Partners: Scottish and UK government, Regional planning board,

National railways, Transport companies, local authorities

Policy - Get Managed

Integrated Spatial Planning and Management database

Aims: Real-time handling of all changes - housing, traffic, transportation,

demography, organisations, developments for decision making and

planning. Locally the database will be combined with planning policies and

maps to see and analyse possible impact and outcomes as well as to have

up-to-date access to information for everyone.

Partners: All statistical information holders especially national census,

Nomis, Scottish neighbourhood database, road traffic, energy

consumption, transportation companies, housing surveys and any planning

tools - including the ones necessary for planning and public space boards

to make have information and make decisions

E-government service

Aims: Integrated e-services and City - region

website. A one-stop service for all things to

be sorted out with involved agencies from

making a doctor appointment to apply for new

public transport pass to submit an e-planning

application or to report a street damage.

Partners: NHS, Gov.co.uk, CEC, Fife, Falkirk, West Lothian, Midlothian,

East Lothian and all involved agencies

Standing city-region planning board

Aims: A horizontal platform to share knowledge for key stakeholders,

local authorities, community groups, cultural and creative clusters and

business organisations. Helps redirect region and national level

information, spatial management services and financial resources to

specific areas by connecting creative clusters sub regional and local areas.

Partners: Creative industries, cultural

institutions, universities and R&D

initiatives joined with local and Scottish

executive delegates, national and local

politics and authorities, major business

stakeholders and regional community

organisations

Public space boards

Aims: Supporting regional level planning boards in public realm use

especially cultural events, street art initiatives and urban design. Its main

goal is to encourage public participation into creative and cultural life by

taking part in bottom-up place management boards for conveying ideas

and participants (stakeholders and involved people too) to transform and

shape public realms.

Partners: Local representatives and stakeholders of community groups,

neighbourhood partnerships, local businesses AND cultural organisations,

creative professionals especially artists, event management companies,

planners, architects, musicians joined with applicable CEC delegates

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Policy – Get Green

Electric vehicles in public transport

Aims: Hybrid drive buses in region wide transportation. Electric drive

taxis and buses and charging point network in cities.

Partners: To invent and develop –

actors of the creative cluster and auto

industries, to run transport companies

and local authorities, to analyse data the

Integrated Planning Database

Zero waste plan

Aims: The Zero Waste Plan is underpinned by a determination to

achieve the best overall outcomes for

Scotland’s environment, by making best

practical use of the approach in the

waste management hierarchy: waste

prevention, reuse, recycling and

recovery.

Partners: The Scottish Government

Smart meters and renewable energies

Aims: Regionally the renewable energy and smart "box" meters

integrated into main grids can lead to decrease in consumption and a

more balanced peak-time period demand thus more manageable, if a

domestic user doesn't consume energy then smart box redirect it into

the grid - feeds back for money. Locally more areas will be accessible by

domestic level electricity users, helping to maintain broadband

connections and use of electric appliances in every area. On large scale

wind farms, wave plants and other renewable solutions are preferred.

Partners: Scottish Executive to give

policy background and incentives, Scottish

Enterprise and National grid,

environmental authorities, local authorities

and renewable energy R&D to develop and

IT to manage the smart system

Changed train line - a cost effective tram

Aims: City wide, complementing tram turned over from the rail lines, an

inner circle public transport line with a new Western Garden station at

Galleries which passes through the converted Waverly station park.

Partners: EU (European Cultural Capital 2030, Scottish Executive, CEC,

National railways, city region planning board, train producer industry and

Universities to develop a new "city-train" type

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7.3 Quality of life – Urban Design and Lifestyle

Policy – The Centre

Waverly Edinburgh - main station converted to public space

Aims: All year round mixed-use public place, a meeting point for

everyone, combined with inner circle rail line a cost effective tram. This is

a new iconic landscape which can completely rewrite the use of the train

station as a destination. Keeping only one rail line as a “inner city” circular

rain

Partners: EU (European Cultural Capital 2030), Scottish Executive, CEC,

National Railways, Edinburgh Zoo, UNESCO World Heritage Centre,

conservation agencies and public space boards.

Policy – The Shore

Portobello Town - reconnect to the sea

Aims: Seashore use and tourism. Shore zone revitalisation by making

more walk able, supplied with more F&B services, and expanded public

space with piers.

Partners: Regional planning board, CEC, public space board, local

community council, East Edinburgh neighbourhood partnership, tourism

industry representatives.

Quarter Leith - a diverse district

Aims: Ethnic and niche shops, immigrant businesses, studios, workshop-

offices, restaurants, ruin-pubs, galleries, terraces, pedestrian streets.

Leith Waterfront - use of riverfront and docks

Aims: Freedom of colour on facades, exhibition spaces, anchored river

barges, affordable studios.

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Partners: Regional planning board, CEC, public space board, local

community council and groups/organisations, and a Leith neighbourhood

partnership, Leith Docks development, tourism industry.

Granton Harbour - a residential area and converted industrial sites

Aims: District for conference and international festival tourism and

joining service, residential area with ground floor retail and catering units

and converted industrial sites.

Partners: Regional planning board, public space board, local community

council and groups/organisations, and a Granton community portal,

Waterfront Edinburgh, Creative cluster, tourism industry.

Policy – Occupy the City

Blurring of edges between public and semi-public spaces

Aims: Region wide effect in town centres, in Edinburgh mainly in Centre,

Leith, Waterfront, Portobello and Granton - ease on change of ground

floor uses to coffeshops, pubs, ruinpubs, galleries, promotion of walkable

street sides.

Partners: CEC, Leith Neighbourhood Partnership, possible BID OR local

shop and business owners, public space board.

Expanding pedestrian areas - walk able streets

Aims: Pedestrian streets to make areas more walk able and

accommodating more public space uses, public arts. Make possible to

have walking experience a slower pace and longer presence of people on

streets as well as allowing public and cultural events to take place, for

local businesses, especially those of being connected to catering this

option offers to expand onto the streets and provide more animated

environment.

Partners: CEC, public space boards, neighbourhood partnerships, local

shop and business owners, public transport companies, taxi companies.

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Listing and Re-use of empty or abandoned premises, former

industrial buildings

Aims: Region wide effect to have affordable space provision for start-

ups, young entrepreneurs in creative industries. Conversion to mixed use

developments in favour of cultural and art related uses, studio flats,

ground floor retail units and complementing F&B services

Partners: Integrated Planning Database, BIDs or Neighbourhood

Partnerships, Chamber of Commerce, Cultural cluster

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8. Timing and Strategic Milestones

2013

2023

2033

2043

2053

Strenghtening creative economy

Creative growth poles

Supporting start-ups

Cultural Clusters

Cultural Capital 2030

Attracting investment

Creative spirit

Broadband internet

One ticket for all

Cross connecting

High speed train

Zero Waste

Smart meters, Renewables

Electric vehicles

Integrated Spatial Planning sys

E-government

City-region planning board

Public space boards

Waverly station convertion

Airport city

Portobello Town

Quarter Leith

Leith Waterfront

Granton Harbour

Blurring edges

Walkable streets

Re-use of buildings

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9. Resources

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http://www.bbc.co.uk/iplayer/episode/b01qhqpj/Analysis_Creative_Destr

uction

BOP Consulting (2010), Mapping the Creative Industries: A Toolkit, The

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f

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px

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