creative clusters trinidad

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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

Sunday, January 15, 2012


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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

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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

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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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