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CREATIVE SPIRITS: Boosting Creative Entrepreneurship Through Creative-Based Urban Strategies

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CREATIVE SPIRITS: Boosting Creative Entrepreneurship Through Creative-Based Urban Strategies Baseline Study CREATIVE SPIRITS: boosting creative entrepreneurship through creative-based urban strategies URBACT III CREATIVE SPIRITS is a network of nine European cities, funded by the European Union in the frame of the URBACT III Programme. The nine CREATIVE SPIRITS partner cities have a common need to improve the implementation of their existing integrated urban strategies/action plans by including novel approaches linked to creative and cultural industries (CCI) – creative places, people and businesses. The joint policy challenge for the network is to better facilitate the above “creative ecosystem” to be able to attract (more) creative entrepreneurs and boost creative entrepreneurship in dedicated urban areas. Table of Contents State of the art ............................................................................................................................................... 3 Introduction: creativity as a new pathway to local development ................................................. 3 1. The creative ecosystem and what is behind ................................................................................ 4 1.1 The cultural and creative industries ............................................................................... 4 1.2 Creative people .............................................................................................................. 4 1.3 Creative places ............................................................................................................... 4 1.4 The creative ecosystem ................................................................................................. 5 1.5. How cities can manage the creative ecosystem? ........................................................ 5 2. Existing networks and CCIs’ relevance within the EU2020 Strategy .......................................... 7 3. Key policy messages from Programming Period 2007-2013 ....................................................... 8 4. Case studies explaining the potential of creative-based urban strategies .............................. 10 4.1. Rotterdam: a classical, but always renewing example ............................................. 10 4.2. Jyväskylä: the Human Technology City ...................................................................... 12 4.3. A city wide strategy: Creative Spaces Program, Melbourne ..................................... 12 4.4. Creativity as a pathway to socio-economic urban renewal: Athens ......................... 13 4.5. Arts-Based Community Development: The Memphis Music Magnet (USA) ............ 13 5. Overview of key Implementation Challenges and how they link to the policy field ............... 14 5.1. Tackling policy spill-overs through integration ......................................................... 14 5.2. Do it with people under a “letting them go responsibly” attitude ........................... 17 5.3. Refreshing our evidences ........................................................................................... 19 5.4. Defining, updating and fine-tuning actions ................................................................ 21 5.5. Diversifying the funding portfolio ............................................................................. 25 5.6. Designing public procurement frameworks ............................................................. 27 5.7. Setting up Public Private Partnerships for delivery .................................................. 28 City profiles .................................................................................................................................................. 30 Újbuda Partner Profile .................................................................................................................... 30 Ibi Partner Profile ............................................................................................................................ 38 Kaunas Partner Profile .................................................................................................................... 46 Loulé Partner Profile ....................................................................................................................... 54 Lublin Partner Profile ...................................................................................................................... 63 Maribor Partner Profile.................................................................................................................... 71 Ravenna Partner Profile ................................................................................................................. 81 Sofia Partner Profile ........................................................................................................................ 90 Waterford Partner Profile .............................................................................................................. 99 Synthesis ...................................................................................................................................................... 111 ANNEXES ..................................................................................................................................................... 118 Table 1: Good practices and learning needs in partner cities ...................................................... 118 Table 2: Matrix................................................................................................................................ 125 Table 3. Needs in terms of capacity building ................................................................................ 126 Table 4. Matching partner cities’ learning needs with good practices ....................................... 127 References ................................................................................................................................................... 131 2 State of the art Introduction: creativity as a new pathway to local development Almost all Europeans know that culture and creativity are essential elements of the European identity, but only few of them have been enlightened that they are just as essential for the European economy as well. This “knowledge gap” or misbelief has deep roots in our history and indeed politicians as well as professionals have long overlooked the importance and potential of the cultural and creative industries (CCI) too. Since the adoption of the European Agenda for Culture in 2007, a key objective of the European Commission has been to promote Europe as a global hub of creativity and culture, while safeguarding and promoting European cultural diversity. In a 2012 policy communication, the Commission invited EU countries, regions and major cities to promote their cultural and creative sectors for creating opportunities and enhancing growth, and in the past few years, an increasing number of EU countries and cities have been developing strategies to fully tap the potential of these sectors. In addition to this, cultural and creative industries are strongly dependent on location and feeding on local traditions, and therefore they are especially suitable for the dynamic use of the inward energies of a city and the generation of truly bottom-up development processes. This is why CCIs are increasingly viewed as a key component of local economic development. At the crossroads of art, business and technology, they act as a catalyst and an innovation engine, with benefits that strengthen the broader economy. This is the point where cities, and municipalities as the most local forms of the government have a key role. Cities are a privileged terrain because of their dense networks of interacting people, markets and activities. The city as a whole functions as a sort of creative field, in which information flow with special intensity between the diverse units of economic and social activity contained in the urban space. The nine CREATIVE SPIRITS partner cities have a common need to improve the implementation of their existing integrated urban strategies/action plans dedicated to a given “creative place”, by including novel approaches linked to creative and cultural industries (CCI) – creative places, people and businesses. The joint policy challenge for the network is to better facilitate the above “creative ecosystem” to be able to attract (more) creative entrepreneurs and boost creative entrepreneurship in dedicated urban areas. This paper, as the first chapter of the Baseline Study - which also consists of partner city profiles and a synthesis -, presents a broad and practical picture of the current state of play related to the above policy challenge. By highlighting economic and urban trends, introducing policy guidelines and successful policies and good practices related to the implementation related challenges partners potentially cope with, it intends to help partner cities to overcome these challenges and contribute to the improvement of their existing urban strategies or action plans. This paper hopefully will establish the existing knowledge base on which the CREATIVE SPIRITS network can build an effective exchange and learning process. 3 1. The creative ecosystem and what is behind: creative industries, creative places and creative people 1.1 The cultural and creative industries The economic weight of cultural and creative industries is significant. According to the latest, comprehensive report done by Ernst and Young (2014), the creative and cultural industries contribute
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