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The European Capital of Culture
Lessons from the past, indicators for the future
Greg Richards
Tourism Research and Marketing, Barcelona
Common aims of the ECOC host cities
• Raising the international profile of the city/region
• Running a programme of cultural activities and arts events
• Long-term cultural development of the city/region
• Attracting visitors from own country and other countries
• Enhancing feelings of pride and self-confidence
• Growing and expanding the local audience for culture
• Creating a festive atmosphere
How has the ECOC changed over time?
Summer Festival (Athens 1985, Florence 1986)
All – year festival (Amsterdam 1987, Dublin 1991)
Art city (Berlin 1988, Antwerp 1993)
Urban regeneration (Glasgow 1990, Rotterdam 2001, Lille 2004, Genoa 2004, Liverpool 2008)
Tourism development (Graz 2003, Sibiu 2007)
Regional cultural development (Luxemburg 2007; Stavanger2008)
0
2000000
4000000
6000000
8000000
10000000
12000000
14000000
16000000
1985-1994 1995-2004 2005-2012 2013-2019
Population of the host/candidate cities
0200400600800
100012001400
Luxe
mbu
rg
Copenh
agen
Thessa
loniki
Stock
holm
Weim
arHels
inkiPra
gueBru
ssels
Reykja
vikAvig
non
Craco
wBolo
nga
Bergen
Rotter
dam
Porto
BrugesCor
kPat
ras
Sibiu
Luxe
mbu
rgLiv
erpoo
l
Stava
nger
Nu
mb
er o
f p
roje
cts
Number of projects
0
50
100
150
200
250
1985-1994 1995-2004 2005-2011
Ave
rage
spe
nd p
er h
ead
(Eur
os)
Expenditure per head of population
020406080
100120140160
Co
pe
nh
age
n
Th
ess
alo
nik
i
Sto
ckho
lm
We
ima
r
He
lsin
ki
Bru
sse
ls
Ro
tterd
am
Po
rto
Bru
ge
s
Sa
lam
an
ca
Gra
z
Lill
e
Gen
oa
Co
rk
Pa
tra
s
Lu
xem
bu
rg
Sib
iu
Liv
erp
oo
l
Sta
vang
er
1996 1998 2000 2001 2002 2004 2005 2007 2008
Mill
ion
euro
other8%
wages and overheads
15%
programme 63%
promotion and marketing
14%
Distribution of expenditure
EU1%other
10%
private16%
Region10%
City15%
National48%
Funding sources
What are the impacts?
Cultural
Increased cultural production and participation, Newcultural venues, Better networking in the cultural sector
Economic
More cultural funding, more tourism, High level of leverage, particularly for capital expenditure, Some citiessuccessful in attracting sponsorship
Image
Increased awareness of host city/region, increased local pride
Visitor Impacts ECOC % change in visitor stays
in ECOC year % change in visitor stays
ECOC +1 Luxembourg 1995 -4.9 -4.3 Copenhagen 1996 11.3 -1.6 Thessalonica 1997 15.3 -5.9 Stockholm 1998 9.4 -0.2 Weimar 1999 56.3 -21.9 Helsinki 2000 7.5 -1.8 Prague 2000 -6.7 5.6 Reykjavik 2000 15.3 -2.6 Bologna 2000 10.1 5.3 Brussels 2000 5.3 -1.7 Bergen 2000 1.0 1.2 Rotterdam 2001 10.6 -9.6 Salamanca 2001 21.6 -7.9 Bruges 2002 9.0 -9.6 Graz 2003 22.9 -14.0 Lille 2004 9.0 -7.0 Cork 2005 13.8 Luxemburg 2007 6.0 Sibiu 2007 8.0 -25.0
Change in overnight visitors to Cultural Capitals 1995 to 2007
Bednights Copenhagen
0
1000000
2000000
3000000
4000000
5000000
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
2000
2001
2002
2003
Glasgow - index of bednights
80
90
100
110
120
130
140
150
160
170
180
1986 1987 1988 1989 1990 1991 1992 1993 1994 1995
GlasgowOther cities
Glasgow 1990 – indice de pernoctaciones
563.3Luxemburg 2007
201601.1Sibiu 2007
10411.6Bruges 2002
37,51801.9Salamanca 2002
23691.2Porto 2001
17732.3Rotterdam 2001
141.1Luxemburg 1995
Attributableto ECOC(€ million)
Total visitorspend(€ million)
Visits(million)
Economic impact
0 50 100 150
Created more socialcohesion
Improved the quality of life
Improved cultural facilities
Brought more money toSibiu
Improved the image ofSibiu
%
2008
2007
Sibiu 2007 – Resident Perceptions of Impacts
The Palmer/Rae (2004) study of the ECOC also identified a number of key success factors Essentially, these factors can be grouped into a number of areas
•culture (content)
•place (context)
•planning (long-term vision, clear objectives)
•power (strong leadership, political will)
•relationships (partnerships, artistic autonomy)
•resources (funding)
•Context: the city must develop a programme that is right for the city at the time. Each city is at a different phase of its historical, cultural, social and economic development, and this context must be taken into consideration.
•Key questions
•What are the key strengths of the city and theregion?•How do they complement each other?•What will the ECOC deliver for the city and theregion?•What will the city and the region deliver for theECOC?
Culture
Strong content: the programme should be unique and visible with a balance of different types of projects
Dare to be different
Make choices – not just ‘something for everyone’
Programme culture that strengthens the sense of place of the city and the region
Planning
•Long-term planning: both advance planning and post-ECOC planning are essential.
Not just the pre-ECOC run-up, but also a clear vision of where the city/region goes afterwards (Lille 3000) and what legacy there will be. Usually requires a 25 year timeframe.
•Clear objectives: clearly defined aims and objectives must be developed.
The objectives must also relate to the cultural context of thecity/region and its needs
•Monitoring and evaluation: Systems need to be in place to guide the development of the programme and monitor the achievement of objectives
Power
•Strong leadership and committed team: an independent director with an international vision and leadership skills to head a team of committed staff should be recruited.
Artistic direction vs coordination?
•Political will: the project needs political support especially if it wants to have a sustainable impact.
Not just strong local support, but regional governmentis increasingly important.
Relationships
•Partnerships: the development of partnerships with many different stakeholders is of primary importance: cultural institutions, local independent arts groups, business and tourism sectors and social services/community organizations.
•Political independence and artistic autonomy: the cultural programme should not be influenced by political interests and the operational structure should have artistic autonomy.
•Good communication and marketing: a clearly defined communication strategy is indispensable.
�Resources
�Sufficient funds: a confirmed budget should be in place as early as possible in the preparation phase.
�Human resources: Volunteers as an essential part of the ECOC, but need to be recruited and managed
�Who contributes what?
�Who gets what?
Lille 2004
Lille 2004
Laurent Dréano, general coordinator of Lille 2004:
‘the secret to a successful year is a good start — and then to keep up the momentum.’ 600,000 people turned up to the launch party.
But Lille also had big ambitions:
We dreamt of Lille as a spaceship changing the fabric of time, a place where everyone can live at their own pace, cross through exotic parallel worlds, stroll through the new frontiers opened up and already dissolved….a process of metamorphosis with the ability and energy to perpetually remodel the world
Backed up by substantial funding:
€74 million programme spend and €70 million capital spend
10073,65Total
17.713Sponsorship
6.14.5European funding
18.613.7 National government (including ERDF
funds)
4.53.35Le Conseil Général du Pas-de-Calais
9.16.7Le Conseil Général du Nord
14.510.7Le Conseil Régional du Nord – Pas de
Calais
18.613.7Lille Métropole Communauté Urbaine
(LMCU)
10.98.0 City of Lille
%Million €Source
Funding
Lille 2004 programme by event type
1%Colloquia and debates3%Festivals
13%Events organized for the MondesParallèles programme
14%Exhibitions and installations28%Events at the maisons Folies40%Performing arts
110 000 Boulogne-sur-MerThe Egyptologist Auguste Mariette
128 000 Piscine de RoubaixPicasso exhibition
214 000 Musée d’Art Moderne de Villeneuve d’Ascq
Mexique-Europe
251 000 Tri postal de Lille
301 000 Palais des Beaux-arts de Lille Rubens exhibition
VisitorsVenueEvent
Major attractions
Results
•9 million visits•27% increase in bednights•60% of French population thought image of Lille improved•50% of residents now think of Lille as a ‘European Metropole’•17,800 ‘ambassadeurs’•12 Maison Folies in Lille, other parts of the region and across the border in Belgium
•
Legacy
The 12 Maisons Folies still continue to offer cultural programmes
Lille 3000, a ongoing programme of events and activities. Attracted sponsorship levels of up to 50% - even higher than 2004
‘Bombayers of Lille’ attracted nearly 1 million visits in 2006 and was supported by 33,000 ‘ambassadeurs’ and 40% of funding came from sponsors
Regional Cultural Capital Programme - Valenciennes, musée des Beaux-Arts, more than 178,000 visits for major exhibition in 2007
0
50000
100000
150000
200000
250000
300000
2002 2003 2004 2005 2006 2007
Vis
its
Visits to Piscine de Roubaix
Lille critical success factors:
•Strong support from regional government
•Imaginative use of public space
•Community involvement
•Development of ‘orgware’
•Marketing
•Combination of eventsand community arts
Essen 2010
Now re-named Ruhr 2010 – in spite of EU opposition:
‘Experience shows that the European aspect of the title itself is often not given sufficient attention by the cities. Some do not employ the right title, using "Capital of Culture" instead of "European" Capital of Culture or putting forward the region while only a city is supposed to bear the title.’ (EC Discussion Document, May 2009)
53 cities, over 5 million inhabitants
53 Cities, 53 Cultural Contact Officers
A Flying City Hall?
DAS FLIEGENDE RATHAUS: Unübersehbares Zeichen der KulturmetropoleRuhr wird das Fliegende Rathaus, das im Kulturhauptstadt-Jahr als mobileArchitektur durch die Region wandert.In einem Architekturwettbewerb 2007werden die besten Vorschläge für das luftige Symbol gesucht.
Lessons for sustainability
•Plan for the long term
•Think holistically
•Generate sufficient funding
•Put culture first
•Invest in creative spaces
•Develop creative networks
•Create effective organisational structures
MODEL DK-A1 DK-A1BK - Sharp .DK-A1BK Important Instruction IMPORTANT SAFETY INSTRUCTIONS Electricity
Development Kit Manual DK-136M-1 and DK-136M-3 .Development Kit Manual DK-136M-1 and DK-136M-3 Table