|Project name||StimulART: Stimulating mid-sized urban centers to boost change in local economy and cultural scene by developing and adapting an innovative operational framework for CCI|
|Priority||Natural and cultural resources|
|Aim||StimulART aims to generate change in the economic and employment structures of mid-sized Central European cities by stimulating their cultural and creative industries (CCI). Specifically, it will stimulate them in their (re)production, promotion, distribution, and commercialisation of goods, services, and other such assets that are of a cultural, artistic, or heritage-related nature. Concomitantly, it will improve the abilities of such cities to retain young and creative minds.
This aim is broken down into three project specific objectives.
1) Develop innovative operational schemes for CCI. For example, business models that establish a sustainable balance between a variety of income streams: public, corporate social responsibility, market-based, and crowd-sourced. These will contribute to a change in economic and employment structures. They will also contribute to community building via the provision of high value-added activities and an enriched cultural environment.
2) Incorporate underutilised infrastructure into the CCI sector as scenes and as targets of CCI activities.
3) Improve the entrepreneurial and operational skills of CCI stakeholders as fundamentals of CCI.
|Results||The above project specific objectives are to be realised via the completion of four categories of outputs.
1) The development of strategies and action plans. Tailor-made to local needs and challenges, these will focus on improving the operation and business application of cultural services via good governance, policy development, public-private funding, and integrated management solutions.
2) The development of tools, e.g. transnational methods and guidelines. These tools will incorporate the following: innovative CCI management schemes, alternative policy instruments and financial incentives, smart cross-sectoral organisation, and collaborative management and business models. They will be built with shared responsibility via the use of participatory methods. They will be supported by raising the public’s awareness of cultural products and services, and by improving the public’s attitudes to these products and services; this support will be provided by informal education.
3) The provision of practical training for authorities and cultural service providers. For example, participatory governance methods and best practices in cultural management. The training will be focused on two areas.
a. Firstly, on cultural marketing and cultural development methods that integrate artists, artisans, and CCI enterprises.
b. Secondly, on transforming cultural activities into marketable cultural products (e.g. objects, services, etc) that can generate income and thus support operations.
4) The implementation of pilot actions. These pilot actions will initiate institutionalised stakeholder cooperation frameworks and models that implement and maintain specific place-based CCI actions with maximal transnational transferability.
|Cost||Approximately EUR 2 million with partner budgets ranging between EUR 150.000-220.000.|
|Partners involved||The Municipality of Jászberény (HU, Lead Partner). Just one hour’s drive East of Budapest and lying in the centre of the Jász region, Jászberény, thanks to its abundant cultural heritage and strong economic performance, is a flourishing regional hub, drawing in workers, students, and tourists from a substantial distance. However, until recently there has been very little interconnection between the city’s local economy, culture, creative activities, and community life. Its economy has been centred on low value-added production, leaving very little space for creative entrepreneurship and employment. This has had negative demographic consequences, with young and creative minds leaving the city in their droves.
Meanwhile, over the last two decades the city has received a large amount of structural funding from the EU. A large proportion of this has been used for the revitalisation of cultural and urban infrastructure. However, very little attention has been paid to factors such as financial sustainability, integration with the community, and the utilisation of the creative potential of renewed urban spaces. Slowly but surely, macro-regional economic forces have spurred Jászberény’s cultural and creative stakeholders into action: local cultural arts movements have started vibrant bottom-up initiatives; local enterprises have launched creative activities and are engaging in CSR; and finally, the municipality has come to realise it must transform itself from the role of cultural benefactor to cultural partner and facilitator working in an integrated cultural and creative framework. Thus, the time has come to renovate the underlying structures and conditions and, in the process, to formulate an innovative operational framework for local CCI.
Partner search is just being launched.
|Partners requested||- Mid-sized city municipalities, township / regional centers (with a population of 20.000-100.000) with a firm economic background and a relatively developed and versatile cultural scene, with at least grassroot creative initiatives movements and enterprises
- These can then be twinned with: local cultural actors, cultural management organisations, creative industry organisations, or horizontal knowledge provider institutions (e.g. universities or research institutes).
|Innovation||The project seeks innovative solutions to create the proper ecosystem from the locally available but immature “ingradients” of CCI. The innovative solutions especially concern tools linked to business models that establish a sustainable balance between a variety of income streams: public, corporate social responsibility, market-based, and crowd-sourced.|
|Follow up of||Not applicable|
|Follow up fundings|