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A sense of placeThe case of the Woodbrook Carnival cluster
Dr. Suzanne BurkeThe University of the West Indies, St. Augustine, Trinidad & Tobago
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Overview
Examine the potential of developing local ecosystems
in small urban centres like those that exist in the SIDS
of the global southUsing the case of Woodbrook - a suburb of countrys
capital Port of Spain, to:
Examine conditions that facilitated growth of the cluster
Determine if these local creative eco-systems can be used as a spring boardtocatalyse growth in overall creative industry sector
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profile
Woodbrook formed at the end of 19th century, and was originally a small
plantation averaging in size of about .5 of a sq mile (approx. 130 hectares)
Consists of thirty two streets, two main avenues.
Rich cultural traditions - performing and carnival arts (music, art, dance, masmaking)
Currently home to over 32 masquerade camps (mas camps), 4 steelbands, over 50
restaurants and bars, event venues and media houses
Also the headquarters for the carnival mas bands (National Carnival Bandleaders
Association- NCBA) is located there.
But still viewed as primarily a residential area despite of growing
commercialisation
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Woodbrook district
Mas Camps Steel pan yards Restaurants
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EvolutionMost of this development has happened without govt
support
Private enterprises have set up their mas camps withtheir own funds
Government has leased some land to steelbands in thearea, but has also tried to move some bands to facilitate
real estate development
Government has supported the carnival sector throughboth infrastructure and financial aid
In 2011, spent approximately US$ 20m on the festival,generated about US$ 180 m, 60,129 visitors, ROI of about
10:1
No national carnival policy - ambivalence aboutcarnivals growth, and its impact on Woodbrook
During this years carnival, POS Mayor complained thatthe vexing problem plaguing the city is the
mushrooming of mas camps in Woodbrook.
Madame Hiroshima by Peter Minshall
Photo by Jeffrey Chock
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method
Cunhas model of success
Governance
Connectivity
Clustering
Talent & social environment
Built & cultural environment
Natural environment
Stakeholder viewpoints
16 mas camps
4 steel bands
Deputy Mayor of PoS
Consumers - blogs and
social media networks
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findings
Enterpreneurs indicated their choice of
Woodbrook for the following reasons:
To connect more effectively with
prospective consumers - Woodbrook
branded as a place for happening
people.
Itsproximity to other mas camps
Its tradition as an entertainment
centre
86% also believed that their presence
contributed to the areas growth such as
astronomical increase in real estate.
Access to consumers
Rental rates
Proximity to other camps
Safety
Access to creative workers
Tradition
Entertainment centre
Parade route
0 4 8 11 15
Why did you set up business in this area
Reasons for choosing Woodbrook
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findings
They described a set of state interventionsthat would improve the areas
development:
Infrastructure (i.e. parking for customers,dedicated entertainment venue)
Business development (training & technicalassistance)
Zoning as an entertainment centre with
requisite support and protection
Subsidisation of rental costs
Nothing - apathy about conflicting policysigns at the local and national levels
Subsidise rental costs
Nothing
Infrastructural development
Networking among enterprises
Business development support
What measures develop Woodbrook as a c
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findings
50% of respondents felt that they neededto form a trade association to advocate
for their needs to the various levels of
government
25% were apathetic - nothing they could
do
17% felt that networking between
carnival enterprises and other
entertainment business would be useful
Surveys underscore the desire by all
respondents to see the area developed as
a cultural district but they did not know
how to go about it - no consensus.
How can you improve your bargaining power?
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critical successfactors
1. Governance - The National Carnival
Bandleaders Association (NCBA)
headquartered in Woodbrook. Weak
structure has led some bands to form an
alternative structure National CarnivalDevelopment Foundation (NCDF). NCBA is
the only organisation recognised by
government.
2. Connectivity - close to capital Port of Spainwhich is major carnival venue - easy access
by private & public transport. Broadband
also allows for M&D of products both locally
& overseas (65% of visitors from diaspora)
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critical success factors
3. Clustering environment -
knowledge of carnival enterprises
clustered in the areas (music,events, media and masquerade)
but has weak linkages with
research, innovation &
development.
4. Talent - very diverse and
knowledgeable in the carnival arts.
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critical success factors
Woodbrook has a distinct built
heritage - middle class professional
suburb developed in late 1800s
Known for its gingerbread houses,
that in some cases are over one
hundred & fifty years old, Victorian
style of building.
Can be leveraged in marketing to
develop area as a tourist attraction
Many open air spaces that are used
as 3rd spaces for social networks to
thrive
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success factors
It is clear that Woodbrook has performed better on the soft location factors increating clusters
Residential environment
Public spaces
Meeting places
Tolerance and atmosphere
It has not performed as well for hard factors:
Accessibility and rent
Taxes and subsidies
Available land
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summary
Bottom up approach used to develop Woodbrook
Must be streamlined and invigorated to ensure
consensus between all stakeholders: residents, Mayors
Office (local), Tourism Authority (national),
entrepreneurs and consumers
Deputy Mayor indicated that the Tourism Development
Company has developed a plan to make Woodbrook an
entertainment centre
Involves creation of infrastructure (parking) andpedestrian only traffic along the Ariapita Avenue, no
subsidies or tax incentives are being proposed
Mayors office met with association of business owners,
but report that they are not very clear about their needs
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conclusion
Tripartite policy approach: (i.) Human capital; (ii.) Institutional &
infrastructural development and (iii.) Creative culture
Strategic planning to enhance foresighting capacity
Connectivity between creative and business people
Local ecosystems can be jumping off point for promoting
growth. TDC now coming on board to enhance development.
Sustainability linked to combination of both top-down andbottom-up approaches, involving widest set of stakeholders.
Together these inputs can catalyse the national creative sector by
providing it with the requisite set of skills & knowledge to
become more competitive in global creative economy.
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