ASSESSMENT AND DECISION-MAKING FRAMEWORK FOR CULTURAL DISTRICTS

Understanding the Variables

Let’s delve into each variable to clarify its role in the assessment tool:

Vocation

It is natural for creative and cultural territories to be hybrid. They are diverse by nature, but it is important that they have a unifying axis or core that shapes them, guides them, and allows them to define priorities: a central theme or focus provides a unifying foundation. This core vocation is the guiding star that shapes projects, decisions, and sets priorities for the territory.  Vocation is the nuclear field of content on which the project that mobilizes the districts/territories is designed.

Creative Ecosystem

Without a creative and cultural ecosystem, there can be no creative and cultural territory. “No artists, no creative district!” It is key to identify the network of agents that make the ecosystem in a specific district or territory. An active, interconnected and productive creative ecosystem is the lifeblood of a successful CCD. In this regard, some of the key questions are: What is the best way to approach and know that network of agents?  Has the ecosystem been mapped? Are programs in place to nurture and strengthen its members, networks, alliances and communities? What are its characteristics? Is  it recognized for its social and/or economical in a wider sense?

Governance

This encompasses the level of commitment shared by diverse stakeholders – neighborhood groups, public and private entities, academic institutions, and the creative community– to the district. Governance is evident in how leadership is structured, decisions are made, stakeholders are represented, and how those structures ensure inclusive benefits for all involved. It is very important that the spokesperson bodies are recognized and validated by those five key stakeholders: how does the governance represent them, bring them together, and benefit them?

Operating Model

A functional operating model is what allows the governance to consolidate the creative district or territory and it is crucial for its sustainability. The operating model expresses in: Team with clear roles and functions; Working committees or boards; Indicators; Monitoring and accountability mechanisms; Budget and business model; Communication strategy. Sustainable funding should be one of the main goals of an operating model. There is no single format and it can either be the result of: Associations with contributions from each member; Cooperativism; Collaborations; Allocation of public resources and donations; International cooperation; a combination of all or several of the above possibilities or even entirely unique strategies. A reliable budget is critical for independent operations, pursuing the territory’s own agenda, and ensuring continuity and longevity.

Economic Dynamics

A healthy creative district or territory features a vibrant network of creators, entrepreneurs, and businesses both directly related to the creative ecosystem and/or in other connected and complementary sectors. The presence of other actors such as producers, curators, marchants, intermediaries, and platforms for showcasing work –such as exhibitions, festivals, fairs, or creative markets– is very important, as they allow creators to connect with their audiences and markets. Variety is key.

Assets

The assets (tangible and intangible) of a creative district or territory must serve to activate processes in connection with its vocation. They are powerful resources when thoughtfully leveraged. Physical spaces can become community hubs, operational centers, and venues for achieving specific goals. Intangible assets—from traditions to iconic landmarks—become woven into the territory’s narrative. They can serve as milestones, icons, in the implementation of a narrative, which at the same time can foster unity and establish a higher purpose shared by all stakeholders, allowing the articulation of the different interests present in a territory.

Sustainability 

By considering the Sustainable Development Goals (SDGs) within the framework of the three fundamental pillars of sustainable development – economic, social, and environmental – it becomes evident that culture and creativity play a transversal role across all of them. In turn, the economic, social, and environmental aspects of sustainable development contribute to safeguarding cultural heritage and nurturing creativity. It is for this reason that integrating the SDGs into the agenda of a cultural and creative territory is crucial for its projection, its participation in these global debates, and for its own sustainability.

Cultural Tourism

Cultural and creative tourism is widely acknowledged as a potential source of economic growth and vibrancy for creative districts and territories (CDTs). However, while tourism offers a direct connection to the market and can leverage existing cultural assets, it is not a panacea for all challenges and carries inherent risks. The ease with which tourism can be activated, often capitalizing on the existing cultural allure of a place, can mask potential downsides. Unmanaged tourism may lead to negative impacts like over-commercialization, displacement of residents, and cultural appropriation. These risks are amplified when there’s a lack of coordinated governance, a clear shared vision among stakeholders, and robust territorial policies to guide sustainable tourism practices.

International Agenda 

This criterion examines mechanisms and spaces for global engagement, from alliances, exchanges and best practice sharing, to the actual circulation of creative processes and the sale of products or services. It underlines the importance of a territory recognizing itself as part of a dynamic, global process. An international agenda facilitates opportunities for collaboration on a wider scale, benefiting the integral sustainability process of the CDT, and contributes to the internationalization of a district’s unique products, services, and experiences.

Urban Development

Urban development in this context prioritizes strategies that foster vibrant cultural ecosystems and promote the well-being of residents and cultural stakeholders. It involves the planning, design, (re)construction, and management of urban spaces and interventions with the intention to:

• Actively protect and integrate existing cultural assets (both tangible and intangible) into the fabric of the district.
• Create infrastructure, policies, and programs that nurture creative production, entrepreneurship, and accessible cultural experiences.
• Design public spaces with an emphasis on accessibility, walkability, and opportunities for artistic expression and community interaction
• Involve residents and cultural agents in decision-making and planning, ensuring the district reflects their needs and aspirations.
• Encourage collaboration across sectors (public, private, arts, community) to align goals, resources, and actions for sustainable development.