The project addresses the policy instrument of the Regional Operational Programme (ROP) of Central Macedonia 2021-2027 and – more specifically – its Priority 1 (Productive competitive transformation of Central Macedonia) – RSO1.3 (Enhancing the sustainable growth and competitiveness of SMEs and creating jobs in SMEs, including through productive investments).
This priority is directly linked and is going to support the region's innovation strategy (RIS3 21-27). RIS3 and ROP focus and will invest in several strategic priorities, including the creative industry. RIS3 identifies CCSI as drivers of economic and social progress, not only for the sector but also for the majority of the priority sectors of the region like culture, tourism, textile, food, modern education, and the social economy.
The region has decided to further invest in the effectiveness of its strategic priorities and developed a mechanism to make sure that the RIS3 action plan (ROP) is well implemented. This mechanism is called One Stop Liaison Office and is funded also by priority one. O.S.L.O. 's main goal is to catalyse and bring together all ecosystem’s parts to boost systemic growth, through collaborations, capacity building, and extroversion.

The city of Koprivnica Development Strategy until 2030 is a medium-term strategic plan. This document follows the priorities defined in the National Development Strategy of the Republic of Croatia until 2030 and the National Recovery and resilience plan as such represents a fundamental strategic document at the level of the City which determines strategic priorities, goals, measures, and activities for the development of the city. Achieving development priorities depends on the achievement of strategic goals achieved through the implementation of certain measures. Each measure is elaborated down to activities. One of the strategic priorities is Sustainable development, with the strategic goal of creating a stimulating environment for the development of a competitive and innovative economy. One of the indicators in the PI is that there will be increased number of entrepreneurs in CCSI in the city by 20%, until 2030. There are also activities such as “Development of creative and cultural industries” which have the aim of strengthening competitiveness and exploiting the potential of the market, and the implementation of training aims to strengthen the competencies of all stakeholders. The digital transition of society is one of the strategic goals of the Green Development priority, through this priority, the City plans to invest in digital infrastructure and encourage the introduction of digital solutions in the interest of citizens and development of the economy.

In the context of the regional policy, the Regional Development Strategy „Małopolska 2030” (SRWM 2030) remains the superior document in relation to the present Strategy.
RIS 2030 of Malopolska integrates with the RIS3 perspective (in connection with smart specialisations of the region) the selected activities in the area of education, entrepreneurship, competitiveness, digitisation or the circular economy, included in the SRWM 2030.

The project refers to the following goals of RIS 2030:

MAIN OBJECTIVE: Increase in the region's innovativeness level until 2030
Area of intervention 1. Innovative background, potential and image of the region.

Strategic goals:
1B. To develop the competencies of the future within formal education and lifelong learning
1C. Strengthening the brand of the region as a centre of innovation
Area of intervention 2. Innovativeness and industrial transformation of enterprises.

Strategic goals:
2B. Improvement of the technological level and better management of companies
2C. Effective instruments for supporting entrepreneurship and development of enterprise activity
Area of intervention 3. Trust, ties and diffusion of knowledge within the innovation eco-system (Entrepreneurial Discovery Process).

Strategic goals:
3B. Increased effectiveness of public institutions in creating conditions for the development of innovation

The objective of the local Business- and Growth Strategy of Kolding Municipality is to build a strong policy that is rooted in reality and capitalizes on the achievements and strengths of Kolding up until now. It aims to leverage the city's strong institutions, communities, and partnerships as a driving force and fuel for progress. The policy takes a circular approach, aiming to create coherence and synergy among various aspects. By doing so, it intends to enhance the overall appeal of Kolding, attracting more residents, students, and businesses, and generating positive word-of-mouth. Ultimately, the policy seeks to improve the city's image, increase its attractiveness, and foster entrepreneurship.
The characteristics of the policy instrument include its focus on Kolding's position as the leading design municipality in Denmark. It recognizes the value and potential of design and creativity in driving economic growth and innovation within the municipality. Moreover, the policy aims to establish Kolding as the number one municipality in Denmark for fostering entrepreneurship within the primary education system.
In summary, the local Business- and Growth Strategy of Kolding Municipality aims to capitalize on existing strengths, promote circular thinking, and create a cohesive and attractive environment for culture, creatives, residents, students, and businesses.

The policy instrument was approved by the city council on 17 May 2021 as reaction to the covid-19 crisis.
In May 2020, 2 months into the full corona crisis, the recovery plan 'Way out of the crisis' was presented. At that time, no one could comprehend how profoundly this health crisis had changed people’s lives and continues to do so. As in other cities, there was talk of a recovery plan with a view to the future. Unfortunately, a year later, it was concluded that not much has come of a recovery. Things went in the right direction between the first 2 waves, but since then mainly damage control was done again.
So after this first year, the city started thinking about a more appropriate recovery. The creativity and resilience that characterised the city and its inhabitants will play an essential role in the recovery in the coming months and years and will further develop the city as a pleasant city to live and work in for all Kortrijk residents, but also as an attractive central city to (re)discover and spend time in. To realise the latter ambition, the city must continue to innovate on its strengths and also use these assets in a focused way in the city marketing story. To be able to brand Kortrijk in a striking way at home and abroad, distinctive stories are needed. 4 storylines have been identified to make a difference with Kortrijk: gastronomy, gaming, retail, creative city of design.
The policy instrument describes the actions to be taken within these 4 storylines.