This Manifesto Is Based Upon a Partnership Between the British Council and Ulyanovsk Region

Introduction

This Manifesto is based upon a partnership between The British Council and Ulyanovsk Region. This has involved:

- A study programme to the UK. Here senior colleagues from Ulyanovsk visited London, Liverpool and Glasgow to explore the UK approach to the creative economy. Facilitated by UK creative economy experts Tom Fleming Creative Consultancy (TFCC)[1], this included a set of high level fact-finding meetings with partners in the university sector, arts and cultural investment, workspace and cluster initiatives, leading cultural organisations and creative city-makers.

- A programme of workshops, partnership meetings and conference activities as part of the Ulyanovsk Cultural Forum in September 2013. This brought 4 leading UK experts and 3 leading Russian experts to Ulyanovsk (see Table below) as a way of generating ideas and priorities to set some goals and challenges for partners in Ulyanovsk if they are to develop a serious long-term approach to a high growth and high value creative economy.

The Manifesto sets out an agenda to position the creative industries and wider cultural sector as a major economic driver for the region – as a direct generator of jobs, attractor of talent and value-adder to other sectors. It calls on partners across the region to build a creative future for this distinctive, historic and welcoming city and region. It calls for a set of dedicated actions to ensure the region not only has the title ‘Capital of Culture’, but the actions to match.

The Manifesto has been co-created with participants in the above programme. The workshop on September 25th had the following structure:

Russia’s Creative Economy Lab

Thanks to its geographical position on the Volga River, its strong traditions and heritage, existing cultural, creative and educational strengths and growing international connections, Ulyanovsk is well positioned to become a leading Russian city for creativity and the creative economy. So much has already been achieved – the Capital of Culture Programme has lifted capacity and confidence and introduced some real assets to the city – such as Kvartel (the creative incubator), a modernised museums offer, and the emergence of a more networked and outwardly facing creative business community. Through collaboration, partnership and commitment across institutions and organisations, culture and creativity could underpin a successful, economically diverse Ulyanovsk over the next 50 years.

Already Ulyanovsk is known for its ambitious Cultural Forum and its commitment to creativity as a tool for development. But it is not yet known as a place which matches the vision with action, a place which demonstrates and explores the value of its creative assets, and a place which plays a leadership role for smaller cities across Russia in piloting new activities, experimenting and seeking genuinely innovative ways to grow and diversify the economy and improve quality of life. We are convinced that with the right mix of resources and energy, Ulyanovsk can become Russia’s Creative Economy lab: a city and region which provides the enabling conditions for creativity to flourish and which does so in ways that generate best and next practice ideas for cities across the Russian Federation. With 2014 heralding ‘Russian Year of Culture’, the time to act is now.

The following manifesto sets out 8 Priority Actions for Ulyanovsk:

Reform the university sector to mobilise a new generation of talented creative entrepreneurs. This can be achieved through a dynamic combination of courses, curriculum, incubation and networking to stimulate and grow the creative economy. This should include specially commissioned inter-departmental research and development projects, special industry partnerships to embed creative thinking across other sectors and develop progression routes into industry, and a cluster strategy: to connect existing assets and undertake feasibility for a new dedicated cluster (e.g. in old industrial spaces and to grow and connect assets such as the Kvartel incubator).

Outcome: A new generation of creative entrepreneurs who combine excellent technical skills with high levels of entrepreneurialism, management and finance skills; plus a more open, agile and commercially focused university sector which fosters a creative community in Ulyanovsk so that graduates are more inclined to stay and set up their businesses locally.

Establish a set of dedicated resources and activities for creative entrepreneurs – to include networking events where they can share ideas, pitch for work and exchange knowledge (this can include activities such as Pecha Kucha nights). It should include the development of a digital creative directory for the region – to enable creative businesses to identify one another, collaborate and develop new products and services. These activities should be led by the creative sector – with young entrepreneurs leading on the design and delivery. The energy generated by these activities will provide the basis for a creative business association - a trade body and social network for the ‘creative class’ of the city and region.

Outcome: A more confident and connected creative industries sector with a higher profile, stronger voice and recognised role as a driver for economic and social development.

Commission a mapping exercise and impacts framework – to provide detailed data and intelligence on the business profile, location, needs and aspirations of the sector; and to provide a framework to measure a wider set of social, cultural and economic impacts over the longer term. This evidence base should be used to inform additional support activities (see below) and to provide guidance for other Russian cities and regions on how to effectively map their changing creative sector. It should also be used to develop a richer understanding of the role of culture and creativity in changing the fortunes of cities and regions – e.g. to measure impacts of the Capital of Culture programme in quality of life and wellbeing; inward investment and confidence; talent retention and (re)attraction.

Outcome: A strong baseline to measure progress against; detailed understanding of key sub-sectors, supply chains and markets; a clear understanding of the development needs of the creative industries sector and wider cultural sector; a framework for measuring impacts; and a leadership role in impact measurement for other Russian cities.

Establish a Creative NGO / Agency: with a remit to deliver targeted business support, attract investment, broker networks and nurture markets for the creative industries sector. This could operate in a similar way to the model presented by the Scottish Cultural Enterprise Office[2]. However, it should place equal emphasis on market-development for the creative industries of Ulyanovsk: supporting creative businesses to improve the quality of their product/service, promoting ‘local procurement’ for creative companies, and campaigning for a ‘created and made in Ulyanovsk’ approach so that the region is renowned for its high quality and innovative creative output.

Outcome: a high profile creative agency to drive forward the creative potential of the city and region and act as the lead voice of and advocate for the sector.

Commission Creative Convergence Activities: Undertake a targeted exercise to build supply-chain relationships between creative businesses and businesses in other sectors (e.g. cultural tourism, aerospace, retail). This is to lift the innovativeness and distinctiveness of the wider economy. Focus creative sectors include design, digital content and the role of artists and architects as consultants to other sectors. It may need some targeted investment to bring different sectors together. It should be positioned as an action learning exercise – to explore the impact of creativity on the wider economy.

Outcome: a more convergent creative economy overall, with improvements in the design, innovation and distinctiveness of key sectors such as tourism, aerospace, manufacturing etc.

Connect heritage to contemporary creative activity via a set of dedicated activities. This can be achieved through the reuse and refurbishment of old buildings, the improvement of public space (including the riverfront) and re-imaging museums and galleries. An opportunity exists to ‘open up’ heritage assets such as museums and theatres to become contemporary centres of production. This requires entrepreneurial support for the traditional cultural sector and investment from private and state sponsors who are keen to see a more sustainable and value-adding cultural sector. The proposed Museum of the USSR could be a real beneficiary of contemporary approaches to interpretation and presentation (e.g. via the use of digital tools and through targeted creative themes such as architecture, design, fashion and music). As part of this process, efforts should be made to introduce innovative practice into existing cultural assets; to target key stakeholders such as young people (to mobilise a new generation of cultural leaders); and to position libraries, museums and other spaces as hubs for innovation and experimentation (trialling and prototyping activities such as pop-up shops / Friday late events / White Nights).

Outcome: A more entrepreneurial, open and interactive heritage sector which engages creative talent to reinterpret and reinvigorate heritage assets. This will widen the appeal of heritage assets and position the wider cultural sector as a key driver of innovation across the economy.

Build on the Festival Tradition & programme a ‘festival of festivals’. Ulyanovsk – as self-declared Capital of Culture – has a strong festival and events tradition. But the sector is still too fragmented and organisations lack the capacity or connectivity to grow as recognisable brands beyond the region. The festivals sector would benefit from greater coordination of activity, connecting existing festivals, building stronger international cooperation and connections, and generating marketing and spin-off events (with local creative businesses). A set of activities should be commissioned to catalyse and animate the current strengths of the sector. They should include developing an online festival centre with a calendar of events connected regionally, nationally and internationally. They should also include capacity building and training for the festivals sector to ensure there is a next generation of festival managers; and a programme to link the visitor economy and creative economy through joining the current fragments of activity and increasing activities in the summer.

Outcome: A more vivid, distinctive, connected and innovative programme of cultural activities and events packaged as a festival of festivals and expanding year on year. This will position Ulyanovsk as a leading festival city for Russia and one that connects contemporary creative practice to traditional culture.

Build on existing international networks and become known as the city of creative experimentation and demonstration – Russia’s Creative Lab. This includes showing a leadership role by volunteering to host national creative economy events, by leading on knowledge exchange partnerships, and by commissioning new approaches – such as in creative education and clustering. These should each be underpinned by solid research and feasibility activities to ensure projects provide new knowledge which is of benefit to the city/region and nationally/internationally. Efforts should be made here to become a partner with forthcoming European Union creative economy networks. Plus Ulyanovsk should establish a network and annual symposium for smaller creative cities – liaising with TFCC and the British Council to establish a best practice guide and network for creative smaller cities across Russia

Outcome: Ulyanovsk recognised as a leading edge creative city: a city which celebrates new ideas and embraces collaboration.

Immediate Action Points

Below we set out the ‘quick wins’ for partners across the creative economy in Ulyanovsk:

A: Establish working group to oversee the development of immediate activity and to decide future strategy and priority. This should include the development of this Manifesto into a fuller action plan for the region – with the potential for additional international and Russian expertise to guide this process. It should include young creative entrepreneurs, the education sector, cultural managers and representatives from the Capital of Culture and City and Regional Authorities.

B: Share contact details across the sector and begin process of establishing a database and directory of creative people and businesses across Ulyanovsk. This is the first step toward a sector directory and development platform. Also set up some high quality digital communication tools – to promote the creative ambition of the city and region.

C: Commission a Creative Innovation Fund: Establish a range of demonstrator projects - to establish the vitality and vibrancy of culture and the creative industries to a wider audience and to generate interest in the sector as a tool for economic and social development. This should focus on smaller cultural organisations and creative businesses; or on activities which connect traditional cultural; organisations to creative businesses, creative undergraduates, and technologists.

D: Commission an overall Creative Economy Master Plan for the region: to include sub-sections on the feasibility of specific creative cluster activities; on the value-adding role of the creative industries for traditional industries and for specific places (e.g. Dimitrovgrad); and on how Ulyanovsk can position itself as a leading smaller creative city. This should include international expert advice and technical assistance.

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