Creativity as a tool for sustainable competitiveness

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2 Creativity as a tool for sustainable competitiveness Relationships between culture, creativity and tourism in strategic documents the case study of 4 Polish cities Relationships between culture, creativity and tourism measurement and monitoring

3 technology Rapid changes in technology The fast pace of technological obsoleteness mobility The growing mobility of products and production factors The growing mobility of people unsustainability Loss of the social and natural heritage Erosion of the economic base, social unrest

4 Resistance to imitation Building of social cohesion Ability to innovate

5 Human creativity as a source of innovation Culture as outcome and source of creativity Building identity Occasion for networking

6 Interest in management of creativity Neo-liberal ideology prompts interest in accountability of government spending on culture Emergence of theoretical and practical reflection on culture and creativity creative sector, class, city

7 Strategies for creativity-based development No recipe Tourism indicated as economic activity that can form synergy with creative sector Different ways to realize the synergy in urban environment

8 construction of iconic objects hosting of hallmark cultural or sport events building of the identity that may create the unique selling proposition for the city According to Richards and Wilson 2006

9 traditional relationship: cultural tourism, cultural spending place promotion due to movies, novels etc.; enrichment to the traditional mass tourism offer like beach tourism promotion of particular places that increases awareness of their existence, values business tourism

10 Warsaw Cracow Lodz Torun Photographs TripAdvisor

11 Warsaw - developed by the task force representing members of groups involved in animation of culture. Visions of culture development: Warsaw as open, modern, creative and highly diversified. Its goals are to ensure active participation of inhabitants in culture, creation of strong identity and effective management of cultural initiatives and funds spent.

12 Lodz - the document does not contain information on authors or process of its formulation. The main themes in the strategy: identity, participants, talents, management

13 Torun - strategy authored by the consulting firm which gathered input from the local stakeholders by focus groups, interviews and web survey. Priorities set up for Torun embrace: the offer clearly associated with city, high quality and support for start-ups, support for cultural diversity, cultural heritage. They been summed up as: Torun as location of creative institutions and venue for significant cultural events.

14 Cracow - strategy developed by the team of local activists and experts with support of the consulting firm. Strategy for Cracow contains 5 goals: Cracow community as patron of artists and culture, Cracow as location of modern institutions, Creative city Cracow, co-operation of the selfgovernment with other entities involved in cultural activities, conservation of the cultural heritage

15 City Actions involving creativity Links to tourism Metrics Support for creative sector None None Warsaw Building of the identity Interactive maps and information system arranged around themes None Lodz Support for film industry and creative sector Promotion of the city identity Business tourism Tourism products and events as a medium of promotion None None Implicitly certificates for best tourist products Cracow Torun Promotion of the personalities Conservation of the heritage and its promotion Development of the cultural offer Tourist routes Religious tourism Increase of the number of cultural tourists Number of themed routes Implicit number of cultural tourists Position of the city in specialized rankings Increase of the number and duration of the stay Number of businesses in tourism and creative industries, employment

16 Difficulty in full exploitation of the synergy between culture, tourism, creativity and development Many potential linkages difficult to trace and measure The concept of creative sector allows some measurement although it still is not comprehensive Measurement of correlation between tourism and creative industries may be used to show the linkages and to monitor outcomes of strategies

17 The size of the creative sector measured by the number of registered businesses. The metrics allow measurement of the influence of micro businesses that may have more impact on local tourism than branches of multinational corporation active in creative sectors The size of tourism measured as number of nights spent in collective accommodation.

18 The selected industries have two-digit codes according to NACE ver.2 (the code for every activity has been shown in parentheses). The data have been divided by the number of inhabitants of the city so that the size of the city could be accounted for. Poviat cities

19 Pearson correlation between size of tourism and creative sector in Polish cities, year 2012 Pearson correlation Total 0,6617 The operation of museums of all kinds, botanical and zoological gardens; the preservation of historical sites; and nature reserves activities (91) 0,5441 Creative, arts and entertainment activities (90) 0,6691 Other professional, scientific and technical activities (74) 0,5950 Advertising and market research (73) 0,6079 Motion picture, video and television programme production, sound recording and music publishing activities (59) 0,4331 Publishing activities (58) 0,6370

20 . The synergy between creative sector and tourism presents one of the options as local development is considered Even if it is not the conscious choice there is a potential for realization of common benefits for all stakeholders: host population, creative and tourism sector businesses, visitors. As measurement of the effects may be one of the impediments to such co-operation: the correlation coefficients as a simple monitoring tool has been proposed

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