Creative industries, Apulia, Pierluigi Montelblano - WealthR meeting

CREATIVE APULIA Facts, figures and preliminary results

WealthR meeting – 22 MAY 2014

Pierluigi MontalbanoSapienza University of Rome (Italy)

[email protected]

Stakeholder Consultation on Creative industries and LSED: Case studies

and policy guidelines

Promoting Local SustainableEconomic Development

mailto:[email protected]

BACKGROUND

• Where are we?

• Why measuring success is not straightforward?

• What thus can we do?


• The most recent literature looks at culture and creativity as key drivers for LSED (see Montalbano et al., 2014).

• In the first phase of the Wealth project we discussed about the conceptual framework and the key factors for the start-up of a cultural-based LSED.

• It is now time to address the most difficult task of our research program: i.e., to quantify the success (i.e., the added value) of programs and/or policies undertaken to foster culture and creativity and, then, LSED in priority areas.

Where are we?

• First, the outcome (i.e., cultural participation, creativity, etc.) is difficult to define and measure (UNESCO, 2012);

• Second, in absence of a randomized experiment, the analysis of causal effect of cultural policies and creativity promotion policies/programs is not observable by looking at pure facts (we need counterfactuals).

• It stands to reason that we cannot derive any casual effect by looking at simple correlations between cultural outcomes and funding.

Why is this not straightforward?

• We believe that the collection and discussion of a set of case studies, coming from heterogeneous international perspectives, could provide key insights about the causal determinants of the nexus between culture/creativity and LSED.

• Our aim is thus to organize and launch the collection of a set of available case studies from the project partners and stakeholders.

• The final goal is to elaborate, discuss and agree within the research group a set of common recommendations and policy guidelines to bring to the attention of the EC.

What can we do?

The Creative Apulia strategy is very recent and its actual implementation is currently in place.

After one cycles of structural funds’ programs

It’s time to take stock.

Let’s start with some key figures on the culture and creativity sector in the Apulia Region.

The Apulia’s case

FACTS and FIGURES


BACKGROUND

• Apulia’ strategy in a nutshell– Overall investments in the field (2011-2013)

– The set of initiatives and achievements

– Stylized facts about the outcomes

Overall Investments by item

The Apulia’s case in a nutshell (1)

• In the period 2007-2013:

– € 90 mln of public investments;

– 168 cities involved;

– 18 Environmental and Cultural System set up (covering almost the entire Apulian territory);

– 421 start-up enterprises;

– 159 old buildings revamped (to be used as “new public spaces” for the young);

– 12 theatres re-opened (185 operators involved).


• AFC. Some figures:

– more than 50 film projects in 2013;

– over 170 since 2007;

– local impacts estimated in € 9 mln. for the period 2007-2010;

– 1:6 the ratio between regional/public fund allocation and direct expenditure

• BIFEST. Some figures:

– 400 events per edition; 50.000 visitors per edition: overall income per edition: € 2,6 mln;


• Puglia Sounds. Some figures:

– 500 events; 47 summer festivals; 70 concerts; 600.000 spectators; 53 recording productions; 11 countries;

• MEDIMEX. Some figures:

– more than 10,000 visitors per edition and an overall short-term economic impact of € 2,6 mln, without considering the long-term impacts.


• Living Labs. Some figures:

– More than 50 companies involved;

– 34 Living Labs;

– New projects within the following domains: environment, security and territorial protection; cultural heritage; energy; e-government; social inclusion and healthy and active ageing; education and training; creative industries; transport and mobility.

Stylized Facts: Tourism dynamics

Figure 1 - Tourism dynamics of Apulia, Southern Regions and Italy national average (period 2000-2010). Source: Apulia Tourism Observatory

Apulia Region’s regional departments(Tourism, Culture and EconomicDevelopment) together with the mostimportant cultural institutions, TeatroPubblico Pugliese (theatre, music and dancesectors), Apulia Film Commission(audiovisual sector) and the regional CCIsare currently engaged in setting up acreative and cultural cluster (90enterprises) aimed at reinforcing synergies,improving impacts, sharing experiences anddeveloping new models and tools forenterprises in the cultural and creativitysector.

The joint actions of the two regionalagencies (TPP and AFC) contributed tothe development of agglomerationeconomies and regional clusters aimedat promoting a critical mass ofinvestments in new technologies,talents and abilities. The aim is tocontrast the penetration of big playersas well as the adoption of externalvalues inconsistent with European andnational identities

the CCIs Cluster

INITIATIVE – 4) THE LOCAL COMPARATIVE ADVANTAGESStylized Facts: CCIs Cluster

IMPACT EVALUATION

• Preliminary Questions

• Preliminary Activities

• Facts or Counterfactuals?


Preliminary questions

• What is our definition of «policy success» in the field?

• Is there consistency between objectives (“policy success”) and instruments?

• Is there consistency between planned instruments and applied tools?

• Is there consistency among actual achievements, our objectives and our definition of “policy success”?

• Are there (positive or negative) spill-over (out-of-scope) effects?

• Can we decompose our measure of success in small achievements along the local value chains (creativity, turism, audiovisual, etc.)

Preliminary activities

• A clear-cut definition of the likely “transmission channels”, by fleshing out: the heterogeneous nature of local value chains, culture, innovation and creativity links; local economic and social dynamics; other indirect and direct impacts; shortcomings and vulnerabilities, etc.

• A through analysis of the «spill-over effects», i.e. the presence of «mediating factors” able to transmit to the rest of the population the «treatment» applied to target groups;

• In absence of randomized experiments, the need to setting up appropriate methods to remove self-selection bias which is endogenous to the nature of promotion instruments

Facts or counterfactuals?

• Credible impact assessments use random assignments to address the “what if” question…

• Naïve Example: Do hospitals make people less healthy?

– It is exactly a stylized fact (people who go to hospitals are statistically less healthy than people who do not go)

– The issue is that less healthy people self-select to go to the hospital

– We should remove this self-selection bias by asking the “what if “ question:

• i.e., What would have happened to people who did not go if they went (this is a counterfactual)

THE APULIA’s CASE STUDIES

- AFC

- ECS


APULIA FILM COMMISSION

A public foundation set up under regional legislation, was

established in 2007 with the aim of attracting audiovisual

production companies to the area through the good value of its

facilities, the professionalism of its skilled personnel and the

lowering of costs for travel, cast, crew and location scouting in the

region.

AFC supports and co-ordinates all links in the film and audiovisual

production chain with four funding programmes and a variety of free

services which provide immediate solutions to logistical problems

such as scouting and photo-scouting in the region, reductions in

the costs of using public areas, studios for casting and office space.

APULIA FILM COMMISSION

Case study 1


HETEROGENEITY IN LOCAL VALUE CHAINS

Analizzare esperienze concreteCASE STUDY - THE ECS

ENVIRONMENTAL

AND CULTURAL

SYSTEMS” (ECS)

What are they?clusters of local bodies (municipalities) for the management of environmental, cultural heritage and performances.

WHAT YOU CAN SEE WHEN YOU ARRIVE?

- new integrated cultural services

ENVIRONMENTAL

AND CULTURAL

SYSTEMS” (ECS)

WHEN YOU ARRIVE WHAT YOU CAN SEE?

ENVIRONMENTAL

AND CULTURAL

SYSTEMS” (ECS)

- networking (physical, IC&T, functional, etc.)

- creative entrepreneurship

- Investments in new technologies

VERSO LA SMART PUGLIA

ENVIRONMENTAL

AND CULTURAL

SYSTEMS” (ECS)

touristic information

and marketing

WHEN YOU ARRIVE WHAT YOU CAN SEE?

ESC: THE ASSESSMENT FRAMEWORK

The efficacy of the ESC will be evaluated according to the following 5

criteria:

• Please fill in the items below

• Qualified Integrated services:

– Please provide a brief description of the services

– Please provide info on the nature of qualification

– Please provide info on the nature of the integration

– How to you think this will impact on the entire system?

– Please report the main caveats

• Partnership and co-projects

– Please provide a brief description of the nature of the partnership

(e.g., private, youth, women, disadvantaged social categories,

etc.)

– Please provide info on the nature of qualification

– Please provide info on the nature of the integration



ESC: THE ASSESSMENT FRAMEWORK

• Integrated Management

– Please provide a brief description of the nature of the integration



• Ex-ante sustainability

– Please provide a brief description of the nature of the

sustainability

– Please provide a brief description of the managers’ qualifications



• Improvement of financial efficiency and spending review

– Please provide a brief description about the nature of the

financial efficiency’ improvements

– Please provide a quantitative measure of the spending review

consistency



THE APULIA’s CASE STUDIES

Guest Speakers:

- Cristina Piscitelli (Apulia Film Commission)

- Gianfranco Ciola (Via Traiana ECS – Dune Costiere Park)


Economy & Finance

Creative industries, Apulia, Pierluigi Montelblano - WealthR meeting