1. Cultural Entrepreneurs:
At the Crossroads of
People, Place, and Prosperity
Contact:
Alice Loy
GCCE Co-Founder
505.263.5180
info@culturalentrepreneur.org

2. Rulan Tangen, Founder
Global Center for Cultural Entrepreneurship, 2010

3. “We do not exist solely, we
exist together.”
Global Center for Cultural Entrepreneurship, 2010

4. 4

5. Cultural Entrepreneurship
 Entrepreneurship lifts people out of poverty
 Culture drives community cohesion and identity
 Cultural entrepreneurship is a method for
simultaneously lifting people out of poverty AND
building stronger communities
5

6. GCCE’s Theory of Change
6

7. GCCE Core Tenets
Talented entrepreneurs drive wealth creation;
Cultural entrepreneurs have unique opportunities and needs;
Markets drive profit opportunities;
Enterprise networks increase innovation and speed to market.
7

8. GCCE Core Tenets
Talented entrepreneurs drive wealth creation;
We are entrepreneur focused.
Cultural entrepreneurs have unique opportunities and needs;
We are experts in building cultural enterprises.
Markets drive profit opportunities;
We build toward growing cultural markets.
Enterprise networks increase innovation and speed to market.
We build clusters of cultural enterprises.
7

9. GCCE Core Tenets
We are entrepreneur focused.
We are experts in building cultural enterprises.
We build toward growing cultural markets.
We build clusters of cultural enterprises.
7

10. Entrepreneurship
The pursuit of opportunity
without regard to resources
currently under control.
Global Center for Cultural Entrepreneurship, 2010

11. Entrepreneurship
The pursuit of opportunity
without regard to resources
currently under control.
Marketing
Profitable
Outcomes
Team
Finance
Operations
Global Center for Cultural Entrepreneurship, 2010

12. Entrepreneurship
The pursuit of opportunity
without regard to resources
currently under control.
Marketing
Profitable
Risk Outcomes
Team
Finance
Operations
Global Center for Cultural Entrepreneurship, 2010

13. Sectors
 Performance arts
 Fine arts
 Film and music
 Publishing
 Architecture
 Food and agriculture Kathleen Fontaine
 CraEs
 EducaFon
 Tourism and RecreaFon
 Media/journalism
Global Center for Cultural Entrepreneurship, 2009

14. So, What’s Different?
Value
Cultural Capital
Derived
Risks
Risks
Global Center for Cultural Entrepreneurship, 2009

15. Sustainable
CommuniFes Cultural
Measuring Returns with a
MulFple BoNom Line
Approach
Environ‐
Social
mental
Economic
Global Center for Cultural Entrepreneurship, 2010

16. Sustainable
CommuniFes
Measuring Returns with a
MulFple BoNom Line
Approach
Global Center for Cultural Entrepreneurship, 2010

17.  Glasgow, Aberdeen, Dundee, Edinburgh
 CEO is Scotland’s specialist business support
and development service for creative
businesses and practitioners
 Starter for 6 Program
 Advisers
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18. “We aim to provide a platform
for majority world
photographers and offer
solutions that will bring them
closer to global markets.”
Global Center for Cultural Entrepreneurship, 2010

19. Singapore
 2002 Renaissance City 2.0 Report
 “a vibrant and sustainable creative cluster to
propel the growth of Singapore’s Creative
Economy”
 arts and culture contribute 6% GDP by 2012
 establish Singapore as a New Asia Creative
Hub
 performances have tripled 1997-2007
14

20. Aid to Artisans
 Aid to Artisans has spent 33 years
creating economic opportunities for
well over 100,000 artisans in more
than 110 countries where their
livelihoods, communities and craft
traditions are at risk.
15

21. 16

22. 2010 Research Report
 What social and economic benefits do communiFes,
families, and children derive from a vibrant cultural
enterprise sector?
 What role does the cultural economy play in New
Mexico’s economy?
 What strategies will strengthen our state’s cultural
economy?
Global Center for Cultural Entrepreneurship, 2010

23. 2010 Research Report
 What role does the cultural economy play in New
Mexico’s economy?
 What strategies will strengthen our state’s cultural
economy?
Global Center for Cultural Entrepreneurship, 2010

24. 2010 Research Report
 What strategies will strengthen our state’s cultural
economy?
Global Center for Cultural Entrepreneurship, 2010

25. 2010 Research Report
Global Center for Cultural Entrepreneurship, 2010

26. 2010 Research Report
The study is the first to establish links
among a family’s cultural security,
economic stability, and social well‐being.
Global Center for Cultural Entrepreneurship, 2010

27. Research
Focus Area:
Global Center for Cultural Entrepreneurship, 2010

28. Mixed Methods Approach
QuanFtaFve (UNM Economists)
American Community Survey, US Census Data
NAICS Codes (North American Industry ClassificaFon System)
QualitaFve (UNM Anthropologists)
1000 hours in communiFes
100+ interviews
Community forums
Snowball Sampling
Global Center for Cultural Entrepreneurship, 2010
Photo by Roy Kady

29. Key Findings
Children living with a Cultural Entrepreneur are LESS
likely to
 live in poverty,
 live with a single parent,
 be disabled,
 receive food stamps.
Global Center for Cultural Entrepreneurship, 2010

30. Key Findings
Children are MORE likely to
be enrolled in preschool and high school,
live with an extended family member,
speak their tradiFonal language.
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31. “Cultural entrepreneurial acFvity appears to be
more closely associated with posiFve
outcomes for children than entrepreneurship
alone.”
22

32. Insights
“Cultural entrepreneurship
allows a community to
take its unique voice to the
world.”
“Cultural enterprises create
a venue for an exchange of
spirit.”
“Cultural entrepreneurship is
self‐determinaFon.”
Global Center for Cultural Entrepreneurship, 2010

33. “Cultural entrepreneurs
are func/onal navigators
‐‐skillful alchemists‐‐
combining aspects and
processes from mul/ple systems to
create
cultural balance and
improved livelihoods
for their families and communi/es.”
Global Center for Cultural Entrepreneurship, 2010

34. Important Findings
 Cultural enterprises…
 Foster community cohesion and engagement;
 Build self‐defining communiFes and families;
 Weave mulFple cultural systems with economic gain;
 Create meaningful jobs for people;
 Support diverse family structures and lifestyles.
Global Center for Cultural Entrepreneurship, 2010

35. Strategic Approaches to Strengthening
Cultural Economies
 Invest in Cultural Entrepreneurs
 Increase access to exisFng capital
 Provide cultural enterprise investment funds
 Build markets for cultural products and services
 Create cultural design centers and conFnuing educaFon
programs
 Build mentorship programs
Global Center for Cultural Entrepreneurship, 2010

36. Strategic Approaches
Ceci Tadfor Chef and Owner, SpanAfric Foods
Photo by Denise Avila
 Serve Under‐represented Groups
 Tell the success stories
 Build mentorship programs
 Create women‐focused cultural
entrepreneurship iniFaFves
 Focus on community based strategies
 Focus on new “ethnic” markets
Global Center for Cultural Entrepreneurship, 2009

37. Strategic Approaches
 Create Clusters of Cultural Enterprises
“The challenge for an economy is to move from
isolated firms to an array of clusters.”
 Requires a collaborative process in which…
1. network facilitation
2. coordination of policy initiatives
3. strategic financial investment
4. higher education resources
5. market-based competitiveness
…interact to create dynamic economic clusters.
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38. Strategic Approaches
 Spur Policy Leadership
 CraE long‐range strategic plan for region to strengthen
cultural enterprises and economy;
 Host Cultural Economy Policy conferences;
 Build global consorFum of cultural enterprise resource
organizaFons;
 Coordinate efforts among Cabinet leaders regarding
cultural enterprise policy.

39. Jonathan Sims
No ReservaFons ProducFons
Global Center for Cultural Entrepreneurship, 2010

40. “If we haven’t placed language and culture at
the centerpiece of our economic development
strategies we are contributing to our own
demise. Cultural entrepreneurship is a
strategy that can help us find a middle
ground.” Regis Pecos
Global Center for Cultural Entrepreneurship, 2009