Periodic Reporting for period 1 - EIT CCSI SUGA (EIT Culture & Creativity)
Période du rapport: 2022-09-01 au 2023-12-31
In Europe, there is a need for transition to ecological sustainability, social progress and prosperity of current and future generations and a digital economy. The new Knowledge and Innovation Community (KIC) 'EIT Culture & Creativity' (EIT C&C) aims to facilitate this triple transition by leveraging the Cultural and Creative Sectors and Industries (CCSI). The CCSI consists of diverse smaller players that can bring new perspectives and approaches to innovation. Barriers to impactful innovations, such as skills gaps and siloed sectors, must be addressed. The EIT Extended Knowledge Triangle is uniquely positioned to overcome these gaps. The mission of EIT C&C is to integrate diverse players and maximize digital acceleration for cross-sectoral opportunities. By strengthening skilling and upskilling, the latent value of the CCSI is expected to be unlocked. The overarching objective is to make a difference for learners, higher education institutions, startups, jobs, companies, and citizens. The start-up plan focused on creating legal entities, establishing management teams, developing programmatic structures, and raising awareness of EIT C&C. The consortium consisted of 30 partners and one affiliated entity.
In Work package 1 (Legal readiness), legal and governance arrangements have been developed to establish EIT Culture & Creativity as an Institutionalised European Partnership. This includes creating a legal structure and establishing operational structures. Legal entities such as EIT CCSI e.V. EIT Culture & Creativity GmbH, and the Co-Location Centres (CLCs) have been formed. Partnership and internal agreements have been put in place, ensuring effective collaboration and management. The Strategic Agenda for 2024-2027 has been developed, defining vision, mission, objectives, and target impacts. A financial sustainability strategy has also been created.
Various activities have been undertaken in Work package 2 (Operational readiness) to ensure transparent and accountable management of EIT supported actions. KIC policies and strategies have been developed, including Control Strategy, Procurement Policy, and more. Recruitment of the legal entities' and CLC core permanent staff has been carried out. Action programs and First Calls have been developed to facilitate networking and collaboration. Monitoring and reporting functions have been established. These activities ensured the operational readiness of EIT C&C.
In Work package 3 (KIC partnership growth), a comprehensive strategy has been developed to ensure sustainable growth from 2024 to 2027. This includes the development of the EIT C&C Value Proposition, defining roles and contributions of partners. The strategy addresses CLCs and Regional Innovation Support (RIS) with plans to establish RIS Hubs. Quantitative and qualitative growth aspects have been considered, focusing on integrating stakeholders, increasing awareness, and strengthening collaboration. These strategies shall drive sustainable growth and maximize impact for EIT C&C.
Various activities have been undertaken in Work package 4 (Fostering EIT identity) to raise awareness, visibility, and accountability for EIT C&C and EU funding. Communication policies, plans, and tools have been developed, including a brand and visual identity with detailed guidelines. A SWOT analysis has determined communication goals, activities, and key performance indicators. A communication strategy and plan have been developed, along with external communication channels. An Engagement Forum concept has been developed, considering the KIC value proposition and engagement categories. The Next Renaissance sub-branding has been addressed, with website adaptation and a new call for contributions. Public events related to the Next Renaissance and EIT C&C have been organized. Concept development for future events has also taken place. These activities aimed to foster the EIT identity, increase visibility, and enhance stakeholder engagement.
Work package 5 (Additional activities) comprised activities undertaken to coordinate the KIC start-up plan and enhance the impact and reach of EIT C&C. Preparation for joining Cross-KIC activities has been a priority, with engagement in strategic clusters and shared services. Support for start-ups and scale-ups has been emphasized, including the creation of an investor community and deal flow pipeline. Various events, such as Gamescom 2023 and CLC Days, have been organized. Preparation for future contributions to Cross-KIC activities and the organization of the first EIT C&C Summer School have also taken place. These activities aimed to ensure effective collaboration, mobilize sector potential, and promote further growth and engagement. The management of the formal and legal relationship between partners and beneficiaries, as well as administrative procedures and efficient monitoring and reporting processes, have been established. Funding distribution, legal support, and compliance with GDPR regulations have been managed. These activities aimed to ensure effective collaboration, uphold legal requirements, and promote the mission and objectives of EIT C&C.
Various activities have been undertaken in Work package 2 (Operational readiness) to ensure transparent and accountable management of EIT supported actions. KIC policies and strategies have been developed, including Control Strategy, Procurement Policy, and more. Recruitment of the legal entities' and CLC core permanent staff has been carried out. Action programs and First Calls have been developed to facilitate networking and collaboration. Monitoring and reporting functions have been established. These activities ensured the operational readiness of EIT C&C.
In Work package 3 (KIC partnership growth), a comprehensive strategy has been developed to ensure sustainable growth from 2024 to 2027. This includes the development of the EIT C&C Value Proposition, defining roles and contributions of partners. The strategy addresses CLCs and Regional Innovation Support (RIS) with plans to establish RIS Hubs. Quantitative and qualitative growth aspects have been considered, focusing on integrating stakeholders, increasing awareness, and strengthening collaboration. These strategies shall drive sustainable growth and maximize impact for EIT C&C.
Various activities have been undertaken in Work package 4 (Fostering EIT identity) to raise awareness, visibility, and accountability for EIT C&C and EU funding. Communication policies, plans, and tools have been developed, including a brand and visual identity with detailed guidelines. A SWOT analysis has determined communication goals, activities, and key performance indicators. A communication strategy and plan have been developed, along with external communication channels. An Engagement Forum concept has been developed, considering the KIC value proposition and engagement categories. The Next Renaissance sub-branding has been addressed, with website adaptation and a new call for contributions. Public events related to the Next Renaissance and EIT C&C have been organized. Concept development for future events has also taken place. These activities aimed to foster the EIT identity, increase visibility, and enhance stakeholder engagement.
Work package 5 (Additional activities) comprised activities undertaken to coordinate the KIC start-up plan and enhance the impact and reach of EIT C&C. Preparation for joining Cross-KIC activities has been a priority, with engagement in strategic clusters and shared services. Support for start-ups and scale-ups has been emphasized, including the creation of an investor community and deal flow pipeline. Various events, such as Gamescom 2023 and CLC Days, have been organized. Preparation for future contributions to Cross-KIC activities and the organization of the first EIT C&C Summer School have also taken place. These activities aimed to ensure effective collaboration, mobilize sector potential, and promote further growth and engagement. The management of the formal and legal relationship between partners and beneficiaries, as well as administrative procedures and efficient monitoring and reporting processes, have been established. Funding distribution, legal support, and compliance with GDPR regulations have been managed. These activities aimed to ensure effective collaboration, uphold legal requirements, and promote the mission and objectives of EIT C&C.
As the first European Institutional Partnership for the CCSI, with stakeholders from the Extended Knowledge Triangle, including education, research, business, and public organizations, EIT C&C will grow from 50 partners in 2024 to approximately 360 Core and Cooperation partners and approximately 1,400 Community members by 2027, forming Europe's first KIC for the CCSI.
EIT C&C's vision is that culture and creativity lead to sustainable value creation, impact and growth in Europe's green, digital, and social transformations. Its mission is to accelerate change towards a more competitive and resilient CCSI. By innovating higher education and lifelong learning, entrepreneurship in the next generation shall be driven to address the challenges in transforming the CCSI, with seamless integration of small and medium-sized players, industries, and large organizations into inclusive and sustainable value creation networks.
EIT C&C has a unique value proposition as a public-private partnership. In its highly fragmented 15 sectors, only a pan-European, cross-sectoral, and inclusive community, open to all types of players, such as an EIT community, is positioned to scale innovations and organizations to have a systemic impact in the CCSI and wider society. Especially in an increasingly volatile, uncertain, complex, and ambiguous world, both small and large players need communities like EIT C&C to shape optimized economic ecosystems. EIT C&C offers stakeholders an ecosystem to achieve benefits they cannot reach alone or only at significantly higher costs. This includes access to capital, conducive frameworks, talent, and EU funding via public and open calls for innovation, education, business creation, RIS hubs, and new CLCs, open to all, including non-KIC partners.
EIT C&C's vision is that culture and creativity lead to sustainable value creation, impact and growth in Europe's green, digital, and social transformations. Its mission is to accelerate change towards a more competitive and resilient CCSI. By innovating higher education and lifelong learning, entrepreneurship in the next generation shall be driven to address the challenges in transforming the CCSI, with seamless integration of small and medium-sized players, industries, and large organizations into inclusive and sustainable value creation networks.
EIT C&C has a unique value proposition as a public-private partnership. In its highly fragmented 15 sectors, only a pan-European, cross-sectoral, and inclusive community, open to all types of players, such as an EIT community, is positioned to scale innovations and organizations to have a systemic impact in the CCSI and wider society. Especially in an increasingly volatile, uncertain, complex, and ambiguous world, both small and large players need communities like EIT C&C to shape optimized economic ecosystems. EIT C&C offers stakeholders an ecosystem to achieve benefits they cannot reach alone or only at significantly higher costs. This includes access to capital, conducive frameworks, talent, and EU funding via public and open calls for innovation, education, business creation, RIS hubs, and new CLCs, open to all, including non-KIC partners.