Key Insights and Overview

KEY INSIGHTS AND OVERVIEW city partner 2015 Catherine Docherty Chair of the Forum co-financed by partners with the support of KEY INSIGHTS AND OVERVIEW 2 EUROPEAN CREATIVE Creating HUBS Solutions for FORUM LISBON 2015 Creative Hub 13 › 15 JANUARY Managers city partner 2015 @Creative_Hubs #Creative_Hubs www.creativehubs.org CONTENTS 1. INTRODUCTION 4 2. KEY INSIGHTS FROM ECHF LISBON 2015 5 2.1. Creative Hubs Network 5 2.2. Foundation For Meaningful Connections 6 2.3. Support For Hub Managers 6 3. OVERVIEW OF SELECTED FORUM SESSIONS 8 KEY INSIGHTS AND OVERVIEW 3 3.1. Keynote Speakers 8 3.2. Case Studies 9 3.2.1. Watershed, Bristol, UK 9 3.2.2. Portuguese Hubs 9 EUROPEAN 3.2.3. Lisbon Creative City 10 CREATIVE 3.2.4. German Creative Hub Ecosystem 11 HUBS 3.3. Capacity Building 12 FORUM 3.3.1. Hub Promotion and Selection of Tenants 12 3.3.2. Training and Development 12 LISBON 2015 3.3.3. Building Partnerships 13 13 › 15 JANUARY 3.3.4. Internationalisation 13 3.4. Funding 13 3.4.1. EU Funding 14 3.4.2. Local Agendas 14 city partner 2015 3.4.3. Private Finance 14 4. OUTPUTS 15 4.1. Definition of a Creative Hub 15 4.2. The Lisbon Manifesto (DRAFT) for Creative Hubs 15 4.3. Values for European Creative Hubs Network 16 4.4. Digital HubKit 16 4.5. Hub Manager / Creative Exchange Programme 16 4.6. Mapping Creative Hubs 16 5. PARTICIPANT FEEDBACK 17 Report Design – Paulo Oliveira ACKNOWLEDGEMENTS 17 www.minethisis.com Illustrations – Joel Cooper DELEGATES 19 www.joelcooper.co.uk 1. KEY INSIGHTS INTRODUCTION AND OVERVIEW 4 As Chair of the first European Creative Hubs Forum (ECHF), it was a delight and an honour to welcome 257 hub managers from 23 countries to join us at Cinema São Jorge in Lisbon from the EUROPEAN 13th-15th January 2015. From humble beginnings of the pilot Creative Hubs Forum in São João da CREATIVE Madeira, 12th-14th February in 2014, we learned from Portuguese, Spanish, British and several other European hubs that managers can often feel isolated in their role and would benefit from the HUBS opportunity to connect with peers from across Europe and to share learning and experiences. This FORUM helped shape the agenda of the ECHF: to support creative hubs to achieve long-term sustainability. LISBON 2015 13 › 15 JANUARY During the three days of ECHF, more than 40 sessions were delivered. These included keynote addresses, plenary, networking and parallel sessions to share best practice and explore challenges and opportunities. Days were themed: Day 1 explored business structures, professional development themes and services. During Day 2 we heard holistic perspectives from a range of hubs from Germany, Portugal, Serbia, Spain, and the UK providing insightful case studies and sharing best practice. We also learned about funding models and routes to public and private finance. On city partner 2015 Day 3 we gave shape to forum outputs and future actions. The overarching aspiration is that the forum will lead to an international network of creative hubs to further opportunities for growth, development and exchange. I had the privilege of meeting creative leaders at the vanguard of the development of the creative hubs sector and chairing illuminating sessions, giving valuable insights into the nuances of business models, operations and services of a wide range of organisations. Here, I’d like to share some of the pertinent themes that emerged over the three-day event. Before doing that, I would like to thank all of our presenters, moderators, the Steering Committee, the organisation and production teams and funders and, most importantly, I would like to thank all participants for their active contribution and support for the forum. It would not have happened without you! 2. KEY INSIGHTS FROM ECHF LISBON 2015 Below is a brief overview of my reflections of the main themes and sub-themes that emerged over the three days of the ECHF. 2.1. Creative Hubs Network One of the key themes to emerge was the undoubted support for a European Creative Hubs Network. The need for creating a network was evident through many formal and informal discussions and reinforced in the feedback from participants. Many of us have already experienced the ripple effect of the ECHF, establishing relationships with colleagues in other cities and countries and participating in events elsewhere. The impact of the forum is wide-reaching and establishing a Network will provide a focal point to build on these connections and offer new opportunities KEY INSIGHTS for sharing and learning that will benefit the development of the sector. But why is this network AND OVERVIEW 5 necessary? And what would it do? Here are some suggestions: Supportive Ecosystem: Creative hubs play a pivotal in the stimulating and supporting creative and cultural organisations and make a significant contribution to the creative and wider economy1. EUROPEAN The feedback form the ECHF demonstrated a desire for the formation of a European Creative CREATIVE Hubs Network that connects hubs across disciplinary and geographical boundaries and provides a HUBS valuable platform for the development of the sector. FORUM User-led Hub Development: The Network should be a dynamic platform for sharing insights, tools and resources that empower managers and support the resilience of creative hubs. Activities LISBON 2015 13 › 15 JANUARY developed by the Network should be user-led and informed through active dialogue with members ensuring managers can provide effective support to their staff and tenants and to secure the long- term sustainability of their hub. Champion: The Network would provide the support base for a Creative Hubs Champion. As a recognised leader in the sector, they will represent the views of the Network, extending its reach, city partner 2015 and be a conduit for information between policy makers, the sector and wider society. Advocacy: The Network would occupy a unique position as a nexus to support regional, national and international connections and opportunities. At a strategic level, it would provide a coherent voice to advocate for and lobby on behalf of the sector at a national, European and international level to strengthen the sector and articulate its economic and social value. Set-up: In the formative stages, the British Council, ADDICT Creative Industries Portugal and their partners are well placed to build on the momentum and connections already established to set up the network. By embedding a co-creative approach in the set-up process, hub managers and other stakeholders can help define the purpose, shape and deliverables of the Network from the outset but will be relieved from the burden of taking on additional roles in this early developmental phase. As we heard from our delegates, capacity within hubs is already limited and they are often already stretched in delivering their main role. A fully participative approach to the set-up will help provide a solid foundation for developing a meaningful and relevant resource and for the sector to then take complete ownership of the Network at the appropriate time. 1 European Commission Enterprise and Industry, ‘Creative Industries: Analysis of industry-specific framework conditions relevant for the development of world-class clusters’, European Cluster Observatory, 2013 2.2. Foundation For Meaningful Connections While it comes as no surprise that trust is a central pillar of meaningful relationships, I was heartened to hear such human qualities be expressed as underpinning the success of creative hubs. Working with like-minded people who share your values and seeking connections where mutual benefit is articulated and recognised by all parties enables a solid connection whether recruiting tenants, establishing links with funders or partnership working with other organisations. KEY INSIGHTS AND OVERVIEW 6 Nurturing valuable connections also requires a common language that can be embraced by stakeholders across disciplinary and geographical boundaries, providing a firm basis for shared understanding. EUROPEAN Such qualities are vital for our working relationships as well as for developing a collective ethos to CREATIVE drive forward the activities of a European Creative Hubs Network. HUBS FORUM 2.3. Support For Hub Managers LISBON 2015 13 › 15 JANUARY Central to the advancement and maturity of the sector is the professionalism of the hub managers who are responsible for the strategic direction of their organisations and the effective delivery of support to creative organisations. Specific areas identified as being helpful to support managers in their role include the following. city partner 2015 Connecting: The opportunity to meet face-to-face, to network and learn from peers and to know you’re not alone in the challenges you face, is greatly valued by hub managers. Events like ECHF provide the space, time and focus to learn from the successes and challenges in other regions and countries, energising participants and inspiring new connections and potential partnerships. Models of Success: Creative hubs demonstrate a broad range of business models and hub managers were enthused to hear about different approaches. Some hubs were privately funded while others received public finance. Some were revenue generating or have a combination of finance streams. The cooperative model used by some social enterprises likeFrappant was of particular interest to many delegates. Creative hubs were also at different stages of development: participants included those in early stage formation, others in development or consolidation phase, as well as mature organisations like Watershed, which has successfully supported creative industries for decades – even before the term ‘hub’ was used. The purpose of hubs also varied, some were network organisations that exist remotely while others have a physical base. Some were events based while others offered a suite of services to creative businesses from premises with a range of facilities such as a café, bar or cinema.

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