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

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

5. 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) • Almi Mitt AB (SE) (business development) • House of Ideas/ Academy of the Arts(IS) (bus.dev/education) • Verbal Arts Centre, (UK) (education) • The Rural Area Partnership in Derry Ltd (UK) (rural development)

6. The partnership – associated partners Västernorrland association of municipalities (SE) Scenkonstbolaget (Västernorrland company for performing arts) (SE) Artplant (SE) (creative company/arts) Poularde (SE) (architecture and building) Ådalsproduktion (SE) (traditional mechanical industries association) Association of entrepreneurs, Kainuu (FI) Belfast Metropolitan College (UK) tbc as associated or full partner

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

8. 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

9. 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

10. 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

11. 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.

12. 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

13. 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

14. Cinergy – project outline WP 1: Project management, communication and dissemination WP 2: Identification of actors, and needs for Business development and Education WP 3: Development of the e-platform for match-making (Pilgrim) WP 4: Development of improved models for Business development and education including “Creative business arenas” (CBA -cross over actions) WP 5: Piloting and business development of the service Indicators # Actors – in each sector affected by the project # Enterprises – in each sector, added value of service # ? # ?

15. Costs & Resources 1,5 mill € for 3 years 3 countries x 2-3 partners each (currently 8) 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

16. 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

17. 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 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