Culture for Cities and Regions Economic and CCI support 19.10.2016 - - PowerPoint PPT Presentation

Culture for Cities and Regions Economic and CCI support

19.10.2016

• THE CAPITAL CITY OF SLOVAK REPUBLIC
• POPULATION OF 465 327 (REGISTER OF INHABITANTS)
• DAILY PRESENT INHABITANTS 650 000 – 750 000
• FROM BRATISLAVA TO:

VIENNA - 60 KM BUDAPEST - 200 KM PRAGUE - 328 KM PARIS - 1358 KM

Living

Living

• 300 YEARS CORONATION TOWN OF

AUSTRO - HUNGARIAN KINGDOM (1563 – 1830)

• 11 KINGS
• 8 QUEENS
• SPECIAL TIP: Coronation Festival, in

June

Living

• Devin Castle
• Roman military camp Gerulata
• Unique wooden watermills on the

Little Danube river

• Natural treasures: Majestic

peaks, deep valleys and mysterious

• gorges. Large forests which are full
• f life. The Carpathians, the home of

wolves, bears, lynx and chamois. The largest karst area in Central Europe with more than 1,000 caves The biggest supply of drinking water per inhabitant in the world!

Living

wine tasting & winery tours

• SPECIAL TIP: roasted goose
• r duck with potato crepes

and chopped cabbage...a true delicacy :-)

Living

• 1 functional urban area ,

but:

• 3 different languages

(Slovak, Austrian, Hungarian) and some minorities...

• 4 different urban

planning (Lower Austria, Burgenland, Hungary and Slovakia)

• => Multicultural territory
• Sub-urbanization in

progress

Living

• Strong relations: Wien,

Budapest, Praha

• Competitors for business

investments

• Lack of strategic

cooperation: SMART TWIN CITY CONCEPT in progress

SLOVAKIA: FASTEST GROWTH IN EUROZONE, 2005-2012

• Source: European Commission, Eurostat 2013
• 2,00
• 1,00

0,00 1,00 2,00 3,00 4,00 5,00

Greece Italy Portugal EUROzone France Spain EU Netherlands Belgium Finland Ireland Germ any Slovenia Austria Cyprus Luxem burg Malta Estonia Slovakia

• 1,30
• 0,28
• 0,15

0,84 0,85 0,89 1,00 1,13 1,20 1,29 1,33 1,45 1,49 1,63 1,76 2,10 2,13 2,88

4 ,5 0

• CAGR ( Com pound Annual Grow th Rate)

COUNTRY RATINGS (Sovereign foreign currency ratings) SLOVAKI A CZECH REPUBLI C HUNGARY POLAND BULGARI A ROMANI A

A- stable AA- stable BBB- negative A- stable BBB stable BB+ stable A2 negative A1 stable Ba1 negative A2 Stable Baa3 positive Baa3 stable A+ stable A+ positive BB+ negative A- Stable BBB- negative BB+ stable A+ stable A stable BBB+ negative A- Stable BBB stable BBB- stable A stable A stable BBB stable A- stable OECD Country risk 2 4 4

• Source: www.standardandpoors. com,www.moodys.com, www.fitchratings.com,

www.jcr.co.jp, www.r-i.co.jp, www.oecd.org

Ratings & Outlook

Presentation of the Bratislava self-gouverning region (BSGR) according to the economic strength of regions (NUTS3) in terms of GDP per capita and most significant regions in different EU countries (compared to the EU average GDP=100) In terms of evaluation of the regional economic strength (by the Eurostat) the BSGR ranks on the seventh place compared to other European regions (GDP per capita in the Bratislava region reached 176% of the EU average). Compared to 2009, however, the BSGR moved by two positions lower.

Bratislava´s economy

Bratislava´s economy

GDP per capita at Purchasing Power Parities

Bratislava´s economy

• The wealthiest and economically most important region in Slovakia.
• Unemployement rate in BA region – 5,75 % (2012) and average wages

€1184.

• Primary income 105% of the EU-27 average.
• Nearly 55,597 enterprises are located in Bratislava.
• Whereas Bratislava region hosts only 11% of Slovakia’s population, it

contributes more than 27% to the country’s GDP. About 35% of all Slovak companies are located there.

• More than 75% of Bratislava's population works in the service sector, mainly

composed of trade, banking, IT, telecommunication industry, tourism.

• VW Slovakia, investments in hi-tech, e.g. e-car manufacturing, impact of

supply chain companies.

• Concentration of ICT companies – IBM, Siemens, HP and others.
• Dynamic development of Slovak R&D ICT companies, e.g. ESET, Sygic,

Ardaco.

• Significant intellectual capacities and the first university, scientific and educational

pole of Slovakia.

• The biggest share of population with academic education (23,85%) and 40,7%

share from the total number of students in Slovakia.

• In 2013, Bratislava municipality concentrates 48% of employees in research and

development.

People

In 2012, one third (11) from the total number of 33 academic institutions, was located in Bratislava municipality. Dominant position in Slovakia in the field of science and research. In 2012, Bratislava municipality concentrates 51% of science and research costs. Excellent fields in which Bratislava has dominant position...

• Biomedical engineering and environmental health
• Progressive materials, energy and energetics
• Knowledge technologies with the ICT support

…insufficiently valorised and supported

Bratislava – R&D

The principle of concentrating activities to build a critical mass of diverse and complementary activities equally applies to the re-development of two localities. Activity will be concentrated into a number of key sites within two Bratislava´s areas:

• Biomedical Science park – SAS
• Molecular, Enviromedical and

Biotechnology park – CU

• Applied ICT park – SUT
• Institute of Materials and

Machine Mechanics- SAS

Bratislava - Science City

Bratislava - Science City

Challenges

Main objective: To enhance the innovative and entrepreunarial capacity of the city and its region Local objectives:

• To enhance knowledge development and valorisation
• To stimulate cooperation between knowledge institutes, government bodies and

business community

• To develop more integrative policy

Bratislava’s model to suport entrepreneurs

Strategic Planning Strategic documents of the City of Bratislava: Strategy of the City of Bratislava, 1999 Land-use Plan (Master Plan), 2007 Program of Economic, Social and Cultural Development, 2010

Bratislava’s model to suport entrepreneurs

• Smart point
• EKO+ Bratislava
• FabLab Bratislava

Support program 2015 - "I think therefore I make a business”

SMART Point Bratislava- part of ecosystem

Universities Student

• rganizations

Startup events Coworking and accelerators

SMART Point Bratislava

SMART Point Bratislava- part of ecosystem

Start-ups recruitments and selection Workshops Mentoring Seed financing forum

SMART Point Bratislava – Education program

Workshops & tools for startups Lean startup Business Model Canvas Prototyping Market testing Pivoting Pitching Storytelling

SMART Point Bratislava - Services

• SMART Point office = part of

coworking center => open daily 8:30am-7pm

• Access to working zone, meeting

rooms, chill out zone

• Community of like-minded people

and projects => motivation

• Diverse backgrounds of community

members => mutual cooperation

• Regular educational and networking

events

• Contacts with TOP entrepreneurs

=> feedback, network of contacts

• SMART Coordinator

• To deliver on the creative city we need to take a holistic view of place making.
• Focus on the local distinctive knowledge and creative (broadly defined) resources.
• Concentration on building urban, human, social and creative capital in an integrated

way.

• Collaboration between different levels of government, disciplines, professions and

shared leadership on the ground.

For the future: Need for New Approaches to City Making

• Bratislava- hub of creative talents

KEY FACTS

Creative Industries in Slovakia

• More than 4000 creative companies (6.2%)
• Contribution to GDP 5.5 bilions

EUR (4%)

• More than 45.000 employees (4%)

Challenges:

• Brain drain (#4 worst place in Europe)
• Low level of support for SMEs
• No public supported creative incubator (2 private initiatives)

Opportunities:

• Political support, first projects started
• Interest in debate and working together in partnerships
• Funding opportunities for creative industries

RIP DILEMA: INCUBATOR VS ECOSYSTEM ?

DEVELOPING CREATIVE INDUSTRIES

Ragnar Sill, Estonian Ministry of Culture

SUPPORT AT DIFFERENT STAGES

Children Cluster Innitatives Networks and Partnerships Awareness Raising Initatives International Fairs Program Export Programmes Start-up Incubation services Universities Start-up Development Internationalisation “Find your talent” Pre- incubation Accelerator Research and Development

BUSINESS MODEL

“INCUBATOR CUSTOMERS”

VALUE PROPOSION: TO HELP GROW COMPANIES

6 PILLARS OF CREATIVE ECOSYSTEM

• 1. Talent and skill development
• 2. Business support and financing
• 3. Infrastructure for creative entrepreneurs
• 4. Marketing, commercialization and export
• 5. Working in partnership
• 6. Innovation, research and development

TIERS OF SUPPORT

BEST PRACTICES

• 1. TALENT AND SKILL DEVELOPMENT

Complex entrepreneurship education (Valnalón)

• From primary and secondary school, universities to lifelong education
• Different programs such as:
• A Company in my School
• European Junior Enterprise
• Enterprising Families
• Young Production Companies
• Entrepreneurship Workshop ....
• Working with businesses to adapt curriculum to future needs
• Certification „Entrepreneurship driving license

Educational programs with international partners (Minc, Malmo)

• Partnership with universities such as Stanford will increase profile and quality

BEST PRACTICES

• 2. BUSINESS SUPPORT AND

FINANCING

Tailor made incubation program (Cockpit Arts)

• 1:1 coaching and mentoring
• Initial funding in association with Princess Trust
• 100% success rate

Acquisition of 3-rd party funding (Coralia)

• OneStop shop for companies to get access to venture capital, banks and EC funding

Project management services (Business services outsourcing,..) Financial tools (Vouchers, Crowdfunding,..)

BEST PRACTICES

• 3. INFRASTRUCTURE FOR

CREATIVE ENTREPRENURS

Specific infrastructure for CCIs subsectors (not only ICT)

• TV and Film studios (MEC Malmo)
• 3D prototyping (FabLab Asturias, C4CC London)
• Craft / Ceramics (Cultural Factory Asturias)

Infrastructure for meet the needs of value chain (Fashion Example)

• From natural resources to final products / complete lifecycle
• Agriculture (linen plants, wool)
• Printing on textiles
• Prototyping
• Mass production

BEST PRACTICES

• 4. MARKETING, COMMERCIALIZATION

AND EXPORT

Story of Bratislava

Collaborative project of local creative people to improve branding of Bratislava

Increasing awareness about creative industries

Promote entrepreneurship, creativity and importance of local economy

Provide physical and virtual space for presenting local creative companies:

• Pop-up shop: Camden Collective, Pernament shops: Laboral
• Open days: CockiptArts, Physical exhibition space: Corallia Clusters

Promote local companies on international trade fairs

BEST PRACTICES

• 5. WORKING IN PARTNERSHIP

Operate incubator in partnership (Tagus park Incubadora)

• Leverage synergies and economy of scale
• Engage private sector (Telecomunication, Banks,…)

Support growth of networks

• Local or regional creative network
• National specialized networks (Slovak Fashion Council, Chamber of Architects,..)
• European networks (EBN, ECBN, EVIA)

BEST PRACTICES

• 6. INNOVATION, RESEARCH AND

DEVELOPMENT

Research and mapping on impact of Creative Industries

Redefine business model for subsectors, asses current situation with advanced mapping, define KPIs and targets

Facilitate CCIs R&D project between SME and Universities (Coralia

Clusters)

Transfer university research results into business (ITTO, Patras) Innovation voucher for SMEs

REVENUES

1. Membership fees 2. Rental of working space and studio space 3. Technology rental 4. Training, coaching, mentoring 5. Project profit (delivering project with members) 6. Equity in companies (optional) 7. Public funding / EC, national, local

WG 1 COMERCIAL CONTEXTUALIZATION

LOWER COSTS

Investment (CAPEX)

• Use EC funding to lower capital requirements
• Partner with other institution to get technology (Cultural Factory, Asturias, MEC Malmo)

Operating costs (OPEX)

• HR Costs
• Professional staff to manage
• Use incubates to manage the building (CoFWD 161, Medway)
• Volunteering
• Partner with ISP provider for connectivity (LX Factory, Lisbon)
• Working materials, energy supply …

WG 1 COMERCIAL CONTEXTUALIZATION

SOCIAL ASPECT

Impact of Incubator on Place making

Revitalization of former military barracks Best practices:

• Engage a local community into strategic decision making and also financing

(Business Improvement District - Camden Collective, London)

• Urban revitalization of former factories and quarters (Trinity Wharf, London)

Social Inclusion

Access for all – Grants for socially excluded people to access education and services of incubator Best practices:

• School of Woman Entrepreneurs of Asturias
• Special Needs Education (Company in my Center / Valnalón)

Social Entrepreneurship Support WG 2 SOCIAL CONTEXTUALIZATION

RIG PARTNERS

1. Municipality of Bratislava 2. Bratislava SelfGovernign Region 3. Ministry of Culture 4. Slovak Center for Design 5. Small Business Act (National Agency) 6. Slovak Energetic and Innovation Agency (National Agency) 7. University of Arts and Crafts, Bratislava (VŠVU) 8. University of Economics in Bratislava 9. University of Comenius 10. Creative Entreprenurs, Freelancers, Students

GOVERNANCE MODEL

1. Institutionalize RIGs : Setup creative cluster

• For project sustainability setup a legal body with RIG stakeholders (quadruple helix).
• Define governance model with roles, responsibilities and meeting agenda for

committees and working groups

• 2. Coordinate support initiatives of stakeholders
• Align local support initiatives to remove overlaps and promote synergies
• Promote best practices to support creative entrepreneurs to members
• Measure project performance and impact to evaluate ROI of intervention
• 3. Engage private and not-for-profit organization
• Design initiatives, that do not create unfair competition with EC funding
• Develop value proposition, that address needs and pains of creative people and artist,

that are more skeptical for working with public sector

STRATEGIC OPTIONS

1. One larger project / Revitalization of former military barracks

• r

more small projects 2. Develop new project by public body with EC funding

• r

integrate and support existing projects, bottom up … or just to put strategy into shelf

Thank you for your attention!