Cinergy

1. x Cross Over collaboration between CI & TI is the backbone in this joint project Cinergy

2. Roots of the idea of Cinergy The potential for creating growth and employment in Creative Industries and the culture sector has since long been in focus in Västernorrland and elsewhere. - decline of employment rates in traditional industries e.g paper pulp, wood, production etc - biggest export product in Sweden is music ! NPP meeting in Derry 2007 – huge interest in forming projects in the theme creative industries. Two tracks were discussed: 1. Creative industries and business development 2. Creative industries development through events, culture exchange etc The Cinergy preparatory project was a merger of these two: Business development of creative industries and traditional industries through cross-collaboration

3. Brokers (Key persons in each sector or inbetween) Traditional industries Creative industries Cinergy - concept Pilgrim Education/ training Match-making Business support

4. Identify actors and brokers Identify and develop education/training ICT tools, existing and development of match-making functions, databases and social media interaction Business development methods – improvement for creative sector and facilitating cross-collaboration Creative Business Arenas • Best practice exchange • Business cases • Transnational mutual learning

5. Cinergy – project outline WP 1: Project management, communication (and dissemination ) WP 2: Identification, Mapping and Theoretical base WP 3: Development of methodology, technical platform (s) and tools WP 4: Cross-collaboration (piloting), business and innovation support methodology WP 5: Dissemination? Indicators # Actors – in each sector affected by the project # Enterprises – in each sector, added value of service # Turn-over and new affairs? # New SME:s?

7. The partnership – full partners • County Council of Västernorrland (SE)LP (regional dev./culture) • Kainu Vocational College (FI) (education) • Kainuun Etu Oy (FI) (business development) • PowerHouse Kramfors (SE) (education/business development) • Almi Mitt AB (SE) (business development) • Verbal Arts Centre, (UK) (education/arts) • The Rural Area Partnership in Derry Ltd (UK) (rural development) • House of Ideas/ Academy of the Arts(IS) ?(bus.dev/education)

8. The partnership – associated partners Västernorrland association of municipalities (SE) Scenkonstbolaget (Västernorrland company for performing arts) (SE) Design i Västernorrland (SE) Artplant (SE) (creative company/arts) Poularde (SE) (architecture and building) Ådalsproduktion (SE) (traditional mechanical industries association) Mid Sweden University (SE) (Design education) (tbc) Association of entrepreneurs, Kainuu (FI)

9. The Partnership – important issues All full partners must be fully committed to the project and contribute with co-funding in time and or money Partners should be able to add relevant knowledge, skills and expertise to the fulfillment of the objectives of Cinergy The role of each partner in the project must be clarifyed Associated partners are needed for providing expertise and relevant contacts and networks in the creative industry as well as traditional industries, provide cases for experiment and test and for exploiting the results of the project. Associated partners need not (but are allowed) to co-finance the project but will not in most cases receive funding from NPP More associated partners are welcome (and needed) from all countries 1-2 more partners are needed from Iceland (full or associated) Too many full partners = risk for too low budget for each partner

10. Cinergy and the NPP vision Northern Periphery programme vision “Regions working innovatively together to help communities to develop the potential of Europe’s Northern Periphery, and to achieve a sustainable and high quality future, and so make a distinctive contribution to a more dynamic EU” Cinergy Challenges are the same e.g. structural change in traditional industry, decline in employment rates, demographic change Solutions are not always the same but mutual learning is essential - Business development and support methods - Creative product and service development in both sectors - Business opportunities for creative and cultural sector – in the traditional sector - Business opportunities in traditional sector by use of creativity and culture - Best practice exchange is essential

11. Council of the European Union – 2009Culture as a Catalyst for Creativity and InnovationCouncil decision 8749/1/09 Considering that (e.g) Arts and culture play an important role in education and lifelong learning, particularly as a means of promoting creative thinking, unlocking the creative abilities of people and helping develop new skills for new jobs in an evolving socio-economic environment; Many sectors invest directly or indirectly in culture and cooperation with cultural actors both as a fundamental resource and as a stimulus for their creativity; Culture and access to diverse cultural expressions provide opportunities to enhance intercultural competences, stimulate creativity and creative skills for citizens; Culture and creativity are driving forces for the development of European regions and cities, as they enhance local attractiveness and help revitalise local economies, including through the clustering of cultural and creative industries at local and regional level; Because of the creativity it generates and stimulates, culture can be an important actor in tackling the challenges that the European Union is now facing, particularly the demographic changes, social cohesion, globalisation and sustainable development;

12. Council of the European Union – 2009Culture as a Catalyst for Creativity and InnovationCouncil decision 8749/1/09 Pointing out that: As a consequence, strategic investment in culture, as well as in cultural and creative industries, in particular in SMEs, is vital for promoting culture as such and for strengthening a dynamic creative society in the European Union, for creating jobs and enabling the fulfilment of the Lisbon goals; Such an investment should be further considered as an integral component of the future of the Lisbon strategy beyond 2010; In this context, it is of strategic importance to further promote synergies between the cultural sector and other sectors as well as to ensure that the potential and specificity of the cultural sector are taken into account in other policy areas;

13. Council of the European Union – 2009Culture as a Catalyst for Creativity and InnovationCouncil decision 8749/1/09 Invites the member states to (e.g): Strengthen the ties between cultural and creative sectors and innovation and all other relevant policies; Stimulate networking and exchange of experience between regions and cities on creativity strategies, in particular with respect to connecting cultural actors with other sectors (clustering, partnership in public services, etc), with civil society stakeholders and actors in the wider economy; Use the already existing financial mechanisms at national and European level (e.g. structural funds) to strengthen the links between creativity and competitive advantage; Nurture creativity and innovation, namely by recognising artistic talents, rewarding their excellence and disseminating innovative works. In addition, share experiences andfoster creativity in formal, informal and non-formal education and training in a lifelong learning perspective;

14. Council of the European Union – 2009Culture as a Catalyst for Creativity and InnovationCouncil decision 8749/1/09 Invites the commisson to: Further explore the close – but still largely underestimated – links between culture, creativity, innovation, economic performance and the wider economy; Pursue the analysis of the links between culture, education and creativity, and explore the impact of creativity and innovation in economy and society, better taking into account the specific contribution of culture and the stimulus that this can bring to other sectors; Promote the exchange and use of good practices stemming from the projects funded in the context of the already existing Community instruments aiming at fostering creativity; Further support at Community level the networking of regions and cities and civil society organisations investing in creativity;

15. National strategies - Sweden National action plan for the creative and cultural sector (N9060) November 2009 - Guidance to companies - Programme for incubators for cultural and creative industries - Brokers, networks and models for collaboration between CI and TI - Entrepreneurship in cultural and creative educations - Innovation and design - Leadership and work organisation - Study on financial needs - Improved statistics - Development of knowledge         = Cinergy addressing the issues

16. National strategies - Iceland Strong need for innovation and business in the trace of financial crisis Law on suppport for innovation companies expected in 2010 Association for the Icelandic Gaming industry with 20 companies with over 300 employees. 200 recruitments are planned and revenue for 2009 was around 54 million Euros. The gaming industry employs those experienced in other traditional businesses and also those with experience tailored to the gaming industry. The House of Ideas is a project that started in 2009, because of collapse of the Icelandic economy. - The project is a cooperation between two universities: University of Reykjavik and Iceland Academy of Arts. - Blending untraditional industry (Iceland Academy of Arts) we can expect more ideas to be developed from the original idea because of diffrent respectives and diffrent approaches.

17. National strategies - UK The Creative Economy Programme, launched in November 2005, Staying ahead: the economic performance of the UK’s creative industries – 2007 Creative Britain - New Talent for the New Economy’ 2008 Strategic Action Plan for the Creative Industries in Northern Ireland, 2008 - Giving all children a creative education - Supporting research and innovation - Helping creative businesses grow and access finance - Fostering and protecting intellectual property - Supporting creative clusters - Promoting Britain as the world’s creative hub ?    = Cinergy addressing the issues

18. National strategies - Finland National Development Programme for Business Growth and Internationalization in the Creative industries 2007-2013 The programme is directed by the Ministry of Education and funded by the European Social Fund (ESF), State Provincial Office of Southern Finland as well as the cities of Helsinki and Tampere. The development program totals around 14,6 million euro. Special focus on: - Product development and innovation - Business and entrepreneurial competencies - Producer and managerial competencies - Anticipation of changes in the operational environment and enhanced knowledge base    = Cinergy addressing the issues

19. Cinergy – Remaining Challenges Further elaborate on the objects of the project and services/products to be developed - Education: how much can we develop? Models, Best practice, Courses? - Matchmaking: What service/product needs to be developed (Pilgrim) and what existing resources could be used e.g existing databases, Facebook, Twitter etc - Business Development: How to develop existing support models to fit the support of creative entrepreneurs and the cross-sector collaboration - The role of Creative Business Arenas (= cross-sector meetings and events) Finding the right balance in the partnership – which additonal partners are needed Defining the explicit role, duties and task for each partner Planning of how the project should interact with companies, entrepreneurs and other actors in both the creative/cultural sector and the traditional industry sector Balancing the budget according to each partners role and defined tasks

20. Contacts and more information Gustav Malmqvist gustav.y.malmqvist@lvn.se Co-ordinator, Lead Partner +46-70-6630442 County Council of Västernorrland Ilona Novak ilona.novak@lvn.se Financial manager, Lead Partner +46-70-562 33 08 County Council of Västernorrland Ewa Billmark ewa.billmark@kramfors.se PowerHouse +46-706463153 James Kerr james.kerr@verbalartscentre.co.uk Verbal Arts Centre,Derry +44-28-7126 6946 Tuomo Tahvainen tuomo.tahvanainen@kainuunetu.fi Kainuun Etu Oy, Finland +358 44 551 4585 Risto Virkkunen risto.virkkunen@kao.fi Kainu Vocational College +358-8-6165 6886 Halldor B. Olafsson hbo@hugmyndahus.is House of Ideas, Reykjavik +35-46 950 275

21. Costs & Resources 1,5 mill € for 3 years (exceptionally possible to increase) 4 countries x 2-3 partners each (currently 8 full partners) Partners average budget/ 3 y = ~ 200.000 € 60% financed by EU - 40 % partner-financed Co-funding 80.000 €/3 years 26.667 €/year In most cases possible by allocation working time

22. Expessions of interest/potential partners Mid Sweden University (SE) (Design education) Companion Västernorrland (SE) co-operative business development SEED (South Eastern Economic Development)/Craigavon Borough Council (UK) Donegal County Enterprise Board (IE)