Cultural and creative industries as drivers for growth

1. Cultural and creative industries as drivers for growth • CCIs contribute to to different Cohesion Policy priorities therefore CP can support CCIs under different categories of investments and falgships of the EU2020 strategy: • Innovation Union • Digital Agenda • An industrial policy for the globalisation era • An agenda for new skills and jobs • RTD-innovation, entrepreneurship, support services to SMEs, cooperation based on networks and clusters • Innovative ICTs, including e-services to SMEs, digitisation and e-access to cultural assests for the citizens • Urban regeneration (integrated projects) • Improvement of human and social capital CP support is especially relevant for SME activities inareas such as design, publishing, media content and ICT related industries

2. Culture/regional development strategies • Success factors • Mainstreaming culture in smart specialisation strategies for regional growth, with a political consensus (governance) • Partnership between the national and regional authorities in charge of the different public policies such as economic development, employment, higher education and culture • Partnership with representatives from the provates sector: SMEs, networks/cluster, civil society • Combining regional, national and EU funding sources -> ownership

3. Regional Policy contributing to smart growth in Europe 2020 • Amsterdam Declaration 05/02/2010 http://www.europe-innova.eu/creative-industries • „Cultural and creative industries are at the crossroad between culture, creativtity and innovation. They offer a huge potential to contribute to the transformation of European society, responding to major social, demographical and environmental challenges and leading to a more sustainable and smarter economy within the EU2020 strategy. Yet, the combined cultural and economic potential of these dynamic industries still remains largely underestimated and untapped.” • Commission Green Paper Unlocking the potential of cultural and creative industries: „ (CCIs) often contribute to boosting local economies in decline, contributing to the emeregence of new economic activities, creating new and sustaible jobs and enhancing the attractiveness of European regions and cities”

4. CCIs • Provide content for the further development of ICTs • Give impulses for innovation • Instrumental in shaping social and cultural trends and consumer demand in the „experience economy” • Provide inputs to innovative activities by other enterprises

5. Help to combat a wide range of social problems from crime prevention to the fight against social exclusion • Help regenerating communities and improving public services • Presence of CCIs and vibrant cultural communities a „soft” location factor: boosts competitiveness by attracting highly skilled people and companies

6. What needs to be done? Council conclusions 10/05/2010 on the contribution of culture to regional development: • Encouraging a favourable regulatory environment for cultural and creative SMEs • Strengthening entrepreneurship through the creation of CCI incubators • Promoting new buisness models and consolidating creative clusters and business research centres • Improving the access of cultural and creative SMEs to channels of distribution • Promoting better links between CCIs and financial services

7. Design • Increasingly recognised as a means of user-centred innovation • User needs and abilities are the starting point of design activities, integrating environmental, safety, and accessibility considerations into products, service and systems. • Can stimulate market take-up and commercial success of innovations

8. Smart Specialisation Strategies – Why? Harnessing knowledge potential, investing smarter, mobilising all regions for Europe 2020 • Coordinating national, regional and EU funds for a common goal: competitiveness and jobs • Spending Strutural Funds more efficiently by increasing its strategic content • Increasing leverage of private investment on Research and Innovation

9. Main message: Investment in R&D, human capital and innovation is crucial for all regions But: no “one size fits all” Regional Policy model, diversity as asset for different growth path/policy mixes Policy mixes need to recognise regional diversity and innovation capacity (assets, not ambitions) There are potentially large gains from strategies that exploit areas of competitive advantage and focus investments rather than spreading them thinly across many sectors and areas Smart Specialisation Strategies – Why?

10. Smart Specialisation Strategies – How? Strong focus on bottom-up process and stakeholder involvement and interaction • Combination of top-down setting of objectives (Europe 2020, Innovation Union) and bottom-up processes of entrepreneurial discovery • Involving experts, businesses, research centres, universities and other knowledge-creating institutions and stakeholders • Sound analysis, identification of competitiveness factors (e.g. critical mass) and bottlenecks, enabling technologies (sourcing in), concentrating resources on key priorities, …

11. Smart Specialisation Strategies – What? Innovation-driven development strategy focusing on regional strength/competitive advantage • Specialising in a smart way, i.e. based on evidence and strategic intelligence about a region's assets • Looking beyond boundaries, positioning region in global context (what specialisations can be developed in relation to those of other regions?) • International differentiation strategy to attract investments (public and private, e.g. FDI) • Not necessarily new for regions (e.g. RIS), but needs to be reinforced across all regions

12. Specialisation and Technopoles in Lower Austria • Lower Austria has gone through extensive prioritisation processes thanks to several strategic exercises since the mid-nineties. In 1998, a project for the continuous improvement of its regional innovation system started. • Three 'Technopols‘ were launched 5 years ago in the areas where the region has a competitive advantage: Biotech and regenerative medicine; Environmental biotechnology and agrobiotechnology; and microsystems engineering, tribology and medical systems technology • Resilience to the crisis and advanced competitiveness The Economic Impact of Technopols in Lower Austria (Research Report by ECONOMICA Institute of Economic Research, Vienna http://www.ecoplus.at/

13. Macro-sectors and focus on education and talent in Navarra • Navarra's modernisation strategy was launched to maintain and improve not only its regional competitiveness and GDP per capita, but also its human development and its environmental sustainability levels by 2030. • 'Moderna Navarra ' integrates more than 90 pre-existing plans and aims to lead the regional structural transition from an industry-based economy to a knowledge-based economy. • Navarra's government played a pivotal role in providing the impulse for developing the strategy, in particular by facilitating the coordination of the main academic, business, social and political actors. • Niche sectors, such as bio-medicine or medical appliances, have been identified as specialisations. Regions with similar sectors were visited, in order to learn from them and to develop niche specializations while trying to avoid duplications.