In the European context and the Europe 2020 strategy, innovation is seen as a way to achieve smart, sustainable and inclusive growth. A sustainable recovery from the economic and social crisis calls for structural changes driven by innovation. Innovation is considered essential to preserve and improve Europe’s competitiveness and its ability to create jobs and to tackle societal challenges. It is therefore important to understand how firms innovate in terms of their products, processes, marketing and organisation; also important are the particular bundles of practices that innovative firms use to produce positive outcomes for the organisation and the workforce. Technological development and research is not enough anymore for companies in their innovation processes. New approach is required including open and disruptive innovation. Such approach needs to be realised with cross-sectoral cooperation and linkages. At the same time, the Cultural and Creative Industries are regarded as one of the most promising fields of economic activity in highly developed economies, having a great potential to contribute to wealth and job creation. The “Economic Contribution of the Creative Industries to the EU in terms of GDP and Jobs” report 2016 indicates that creative industries, which are cultural sectors indeed, account for 6.8% of the total production of European Union (EU) measured in terms of Gross Domestic Product (GDP). Cultural and Creative Industries play three roles: first, they are a major source of innovative ideas and thus contribute to an economy’s innovative potential and the generation of new products and services. Secondly, they offer services which may be inputs to innovative activities of other enterprises and organisations within and outside the creative industries. Thirdly, Creative Industries are intensive users of technology and often demand adaptations and new developments of technology, providing innovation impulses to technology producers. In this context, Cultural and Creative industries drive innovations in other sectors and contribute to improving the competitiveness of the economy as a whole due to their strong orientation towards innovations. Cultural and Creative industries (CCI) can offer traditional industries valuable input for innovation processes, especially at the interface between human and technology. CCI also include a range of occupations in the VET sector, such as media technicians, graphic technicians, creators of fashion clothing, textile transformers,…), which have the potential to link with other industry sectors. However Cultural and Creative (CC) occupations lack information on what their contribution could be in other industry sectors like advanced manufacturing, and they lack also knowledge on current technological developments. On the other hand, classic industry sectors need to sharpen their awareness of the potentials that CC occupations have for them. Using the potential of the vocational training network and its closeness to companies, CreO project aims to mobilize the young VET students’ capacities and talent, but also strengthen the collaboration between VET and companies within the manufacturing sector, with emphasis on work-based learning. One of the indirect results is also a better inclusion of women in male-dominated professional fields. CCI occupations (design, etc.) are currently female-dominated. Bridging VET in CCI occupations to industry sectors outside CCI such as advanced manufacturing will lead to a better inclusion of women in technological professional fields. With the consortium of partners in education (VET schools with occupations from the range of CCI) and companies/intermediary organisations (industrial sectors, the cultural and creative sector), CreO project has the following objetives: - develop the capacity of the Cultural and Creative VET teachers to teach their students the new competences and skills in line with current industry development, in order to enhance their employability to sectors outside Cultural and Creative Industries. - Increase the competences of mentors and HR staff of industrial companies for enhancing the cooperation between VET schools and companies through implementing work-based learning of CC VET students in industrial sectors outside CCI. The target groups involved will be: - VET teachers/trainers of CCI sectors - Managers, middle managers, HR responsible of companies that are interested in innovate. - VET students of CCI sector - Intermediary organizations (such as chambers of commerce, local or regional development agencies,..) - Unemployed people from CC areas that want to insert in the labour market - Other stakeholders from the Educational System and Economic Systems Documents: - Economic Contribution of the Creative Industries to the EU in terms of GDP and Jobs - Europe 2020 Strategy - The Role of Creative Industries in Industrial Innovation - Innovative changes in European companies
Cultural and Creative industries drive innovations in other sectors and contribute to improving the competitiveness of the economy as a whole due to their strong orientation towards innovations. Cultural and Creative industries (CCI) can offer traditional industries valuable input for innovation processes, especially at the interface between human and technology. CCI also include a range of occupations in the VET sector, which have the potential to link with other industry sectors. CreO project had the following main objectives: 1. Develop the capacity of the Cultural and Creative VET teachers to teach their students the new competences and skills in line with current industry development, in order to enhance their employability to sectors outside Cultural and Creative Industries. 2. Increase the competences of mentors and HR staff of industrial companies for enhancing the cooperation between VET schools and companies through implementing work-based learning of CC VET students. The main Intellectual Outputs developed during the project: IO 1: CreO Training curriculum and training materials for VET teachers of CCI IO1/A1- Description of CreO Training Curriculum. In this Activity the partners elaborated the templates to use in order to develop the Training Curriculum. - Validation of training curriculum by 14 teachers (5 in Slovenia, 3 in Spain, 3 in Portugal and 3 in Austria). IO1/A2- Development of the 4 training modules according to the areas defined. The 4 training modules have been defined according to the training Curriculums developed in the previous phase. Module 1: Mindset of companies in Advance Manufacturing sector and overview on current trends in manufacturing sector. Module 2: Virtual and Augmented Reality in the industry 4.0 Module 3: Additive Manufacturing and 3D Printers in the industry 4.0 Module 4: Graphic design for marketing in industry 4.0 IO1/A3-Assessment of CreO training materials:The assessment was as follow: M1-ISQ (PT)-3 teachers M2- Slovenia-3 teachers M3-Austria-3 teachers M4-Spain- 8 teachers. IO1/A4-mplementation in real context in the participant countries. This activity has 2 subactivities: • C1 short term training held in Bilbao from the 11th of November until 15th of November of 2019. • National Training session with VET students. One training module has showed to the VET students in each partner country. IO 2: CreO WBL Guide and Training Contents for Companies IO2/A1: Description of CreO WBL Guide for Companies. IO2/A2: Development of the 5 training modules and each Training Curriculum for companies: The training modules has been developed taking into account the training curriculums discussed by the partners in the meeting in Ljubljana. Module 1: Problem based learning Module 2: Creative and innovative thinking Module 3: Critical thinking Module 4: Collaborative learning Module 5: Virtual Collaborative environment (tools 2.0) IO2/A3: Assessment of CreO WBL Guide and materials for companies: The Guide have been assessed in the partner’s countries. In the evaluation participated VET providers; HR experts and or responsible of industrial companies IO2/A4: Implementation in real context in the participant countries. One National Training testing session was implemented. Each country has developed one testing session with 69 participant in total ( AU 21, PT 10, SI 31, SP 7) Intellectual Output3: CreO Learning Virtual Environment. IO3/A1-Development of CreO Virtual Environment- http://creo.sc-celje.si/?redirect=0 IO3/A2- Assessment of CreO Virtual Environment. Internally by the partners and externally by the users - Quality Management Handbook. Document for the quality management of the project. It contains information about how to implement quality assurance in CreO project. It has detailed information about: indicators, tools, responsible, outputs, timetable for the quality activities,.. - Dissemination Dossier. The dissemination dossier contain the dissemination activities such a articles, publications, ... that the partners made along the project and used in different steps to ensure a permanent dissemination. The partner´s also developed a Dissemination plan with scheduled activities per partner in order to ensure constant dissemination of the project. - Sustainability Strategy. The Sustainability Strategy contains all necessary information and basis for the sustainable maintenance of the project results after the end of the project funding. The strategy analyzes in detail the possibilities of further support in the partner countries. The Sustainability Strategy is meant to complement the exploitation strategy developed in the project with a long term impact perspective relevant for achieving the set long term impact targets in the project. For futher and more detailed information visit project´s Google Drive: https://drive.google.com/drive/folders/1uga4jiXuHwpz4KQfpWfPY4WN2lgqTA95