Ex-post evaluation of 2010 European Capitals of Culture · 2017-02-01 · Ex-Post Evaluation of...
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Ex-Post Evaluation of 2010 European Capitals of
Culture
Annexes to the Final Report for the European Commission DG Education
and Culture
August 2011
Contents PAGE
Annex One: Terms of Reference .......................................................... 1
Annex Two: Topic Guide for interviews with co-ordinators............. 20
Annex Three: Topic guide for other partners .................................... 24
Annex Four: List of interviewees ....................................................... 27
Annex Five: Table of effects of the European Capitals of
Culture ................................................................................... 32
Annex Six: Bibliography and data sources ....................................... 49
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Annex Two: Topic guide for interviews with co-
ordinators
Questions
Objectives What was their overall motivation? (motivation of the partner organisation and of the city as a whole)
What was the process of determining objectives?
(How far) did they adopt each of the objectives listed in the intervention logic?
In particular, how was the European dimension taken into account? To what extent was the European dimension a bolt- on or integral? What was the relative importance of each objective?
To what extent did objectives change in the 4 years between the application and the start of the title year? What were the most important changes?
Application and planning/ development phases
How did the City apply to its Member States for the nomination? How effective was the selection process at Member State level? In what ways did the ECOC take into account the recommendations of the EU selection panel? In what ways have the mechanisms applied by the Commission for selecting the European Capital of Culture and the subsequent implementation and monitoring mechanisms influenced the results of the action? What were the main milestones in the planning/development phase? What difficulties were encountered during the planning/development phase and how were these overcome?
Inputs What was the process of securing the necessary financial resources? What were the inputs in terms of EU, other public and private funding? How effective were attempts to raise funds through sponsorship? How helpful (or not) was the ECOC brand in this? What was the balance of expenditure on infrastructure, events, management, communications, etc.? (NB We need the split between revenue and capital spend) To what extent did the actual financial inputs reflect those
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Questions
promised in the application? To what extent were the financial inputs sufficient to achieve the desired outputs, results and impacts?
Activities What was the process of agreeing artistic themes and designing the programme? What were the artistic themes? What activities did they undertake? How did the European dimension feature in the themes and the activities? Again, how integral was it - or was it a bolt-on? How were activities selected, implemented and monitored? How/how effectively was the cultural programme publicised (through a communications strategy)? What difficulties were encountered and how were they overcome? To what extent did the themes and activities change between the application date and the title year? (Which were achieved most/least?)
Outputs How did the delivery mechanism contribute to the achievement of outputs? What outputs did they produce from the set in the intervention logic? (special focus on the European dimension) Any other significant outputs (not in the intervention logic)? To what extent did the ECOC achieve the outputs hoped for by the city (and as set out in the application)? (Which were achieved most/least?)
Results How did the delivery mechanism improve management of culture in the city during the title year? What is the evidence that the results listed in the intervention logic were achieved? (special focus on the European dimension) Any other significant results (not in the intervention logic)? To what extent did the ECOC achieve the results hoped for by the city (and as set out in the application)? (Which were achieved most/least?)
Impacts What is the evidence that the impacts listed in the intervention logic were or will be achieved? (special focus on the European dimension) Any other significant impacts (not in the intervention logic)? To what extent did the ECOC achieve the impacts hoped for by the city (and as set out in the application)? (Which
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Questions
were achieved most/least?) What elements of the delivery structure (will) continue to operate? How will the city continue to manage its long-term cultural development following the title year? What has been the contribution of the ECOC to improved management of cultural development in the city? (in the long-term) Has there been a long term impact on levels of funding for culture in the city? Are bids to other EU sources in train or planned?
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Topic guide for interviews with ECOC
stakeholders
Questions
Background Explore background of interviewee and his/her organisation
Explore role of interviewee and his/her organisation in the ECOC
Explore views of interviewee on the background context of the city (e.g. state of cultural sector, socio-economic context, etc.)
Objectives What was their overall motivation for participating in the ECOC? (motivation of the partner organisation and their view of the motivation of the city as a whole)
What were the key success factors and failure elements related to the process of consultation / partnership building to define aims and objectives?
How relevant were the objectives chosen to the needs/potential of the city and the interests of the partner organisation?
In their view, how/how far was the European dimension taken into account? To what extent was the European dimension a bolt-on or integral to the ECOC?
Application and planning/development phases
What difficulties were encountered during the application and planning/development phases and how were these overcome? If there was a new delivery agency / mechanism put in place to develop and deliver the ECOC, what were the key success factors and failure elements related to it?
Inputs What were the key success factors and failure elements related to the process of raising the necessary financial resources (EU, public, private, sponsorship etc)? How helpful (or not) was the ECOC brand in attracting funding and sponsorship? In their view, to what extent were the financial inputs sufficient to achieve the desired outputs, results and impacts?
Activities What were the key success factors and failure elements related to the process of agreeing artistic themes and designing the programme? What were the key success factors and failure elements related to the process of selecting, implementing and monitoring activities, events and projects? In their view, how/how far did the European dimension feature in the themes and the activities? Again, to what extent was the European dimension a bolt-on or integral to the cultural programme? Explore key success factors and failure elements related to specific activities involving the interviewee's organisation What were the key success factors and failure elements related to the
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Questions
communication and publicity of the cultural programme?
Outputs How did the delivery mechanism contribute the achievement of outputs? Explore key success factors and failure elements related to specific outputs involving the interviewee's organisation To what extent did the ECOC achieve the outputs they hoped for?
Results In what ways did the delivery mechanism improve management of culture in the city during the title year? Explore interviewee's views relating to achievement of results i) involving the interviewee's organisation; ii) results in general To what extent did the ECOC achieve the results they hoped?
Impacts In what ways has the ECOC improved the management of cultural development in the city? (in the long-term) Explore interviewee's views relating to achievement of impacts i) involving the interviewee's organisation; ii) impacts in general To what extent did the ECOC achieve the impacts they hoped for?
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Annex Four: List of interviewees
Key: F = Face-to-face; T = Telephone
Table A.1.1: Interviews undertaken in Essen for the Ruhr
Name Type of interview
Organisation & Position
Governance and management bodies
Clemens Baier F Press Editor, Ruhr 2010 GmbH
Andreas Bomheuer F Head of Culture Department, Essen City Council
Hanns-Dietrich Schmidt F Director of International Relations Dept., Ruhr 2010 GmbH
Jürgen Fischer F Programme Coordinator, Ruhr 2010 GmbH
Dieter Gorny F Artistic Director for City of Creativity, Ruhr 2010 GmbH
Ria Jansenberger F Project Manager for TWINS 2010, Ruhr 2010 GmbH
Heinz-Dieter Klink F Regional Director, Ruhr Regional Association
Reinhard Krämer F Head of Division, Ministry for Families, Children, Youth, Culture and Sport (Federal State of North Rhine-Westphalia)
Katharina Langsch F Marketing Director, Ruhr 2010 GmbH
Friederike Laurenz F Sponsoring, Ruhr 2010 GmbH
Renate Lorsong F Volunteer Management, Ruhr 2010 GmbH
Brigitte Norwidat-Altmann
F Sponsoring, Ruhr 2010 GmbH
Karl-Heinz Petzinka F Artistic Director for City of Possibilities, Ruhr 2010 GmbH
Marietta Piekenbrock F Project development and management - City of Arts, Ruhr 2010 GmbH
Fritz Pleitgen F Chairman, Ruhr2010 GmbH
Dr. Oliver Scheytt F Managing Director, Ruhr2010 GmbH
Ronald Seeliger F Commercial Director, Ruhr 2010 GmbH
Asli Sevindim F Artistic Director for City of Cultures, Ruhr 2010 GmbH
Susanne Skipiol F International Relations Dept., Ruhr 2010 GmbH
Christian Thoben F Volunteer Management, Ruhr 2010 GmbH
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Name Type of interview
Organisation & Position
Helen Weisenbach F Online Editor, Ruhr 2010 GmbH
Cultural operators
Ulrich Borsdorf F Director, Ruhr Museum
Fabian Lazarzik T Head of Culture and Arts Department, Zollverein Foundation
Peter Reichenbach F Artist and Project Manager for Seven European Gardens Project
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Table A.1.2: Interviews undertaken in Pécs
Name Type of interview Organisation & Position
Governance and management bodies
László Cseri F Head of Communication Unit, Pécs2010 Management Centre
Antonio DeBlasio
F Chief Advisor of the Mayor of Pécs
Judit Geresdi F Project Assistant for Pécs2010 European Capital of Culture, University of Pécs
Janos Giran F Head of Mayor’s Cabinet Department, Municipality of Pécs
Jozsef Kardos
F Pécs 2010 Executive Director, Hungarofest Non-profit Ltd.
Eva Knyihar F Volunteer Programme Coordinator, Pécs2010 Management Centre
Peter Merza F Managing Director, City Development Ltd.
Ljiljana Pancirov
T Consul General, General Consulate of Croatia in Pecs
Veronika Pataki
T Program Coordinator, Baranya County Public Administration Office – Labour Centre
Attila Pavlovics
F Chief Advisor for Culture, Municipality of Pécs
Gyongyi Pozsgai
F Head of the International Relations, University of Pécs
Csaba Ruzsa F X 2 Managing Director, Pécs2010 Management Centre
Erika Saltarelli
F Project Manager, National Development Agency
Richard Staub
F Project Manager, South-Danubian Regional Development Agency
Tamas Szalay
F X 2, T Cultural Director, Pécs2010 Management Centre
Gábor Sztanics
F City Development Ltd.
Cultural operators
Anita Bozoky F Managing Director, Zsolnay Cultural Quarter and Kodaly Conference and Concert Hall
Andars Horvath
F Architect, President of South Transdanubian Chamber of Architecs
Zsofia Tasnadi
T Organiser/Animator, Ures Ter Egyesulet (‘Empty Space’ Association)
Annamaria Tatrai
F Owner, Parti Gallery
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Table A.1.3: Interviews undertaken in Istanbul
Name Type of interview Organisation & Position
Governance and management bodies
Asu Aksoy F Bilgi University & Istanbul 2010, Member of Istanbul 2010/ Urban Applications Advisory Board
Suay Aksoy F Istanbul 2010, Cultural Heritage and Museums Directorate
Erkan Altıok F Istanbul 2010, Deputy General Secretary (Project Management) since 2008 May
Şekip Avgadiç F Istanbul 2010, Deputy Chairman of Istanbul 2010 / Executive Board Member of Istanbul Chamber of Commerce
Sare Aydın F Istanbul 2010, Consultant in the Agency since April 2008 / Programme Manager of the Civil Society Dialogue Programme
Ahmet Emre Bilgili F Directorate of Culture, City of Istanbul, Director of Culture of City of Istanbul / Member of Executive Committee of Istanbul 2010
Mehmet Gürkan F Istanbul 2010, Deputy Secretary General
Osman İnce F Istanbul 2010, Deputy Secretary General (Budget) since 2009 May
Yusuf Kaplan F Istanbul 2010, Film Documentary and Animation Director
Hüsamettin Kavi F Istanbul 2010, Chairman of the Advisory Board Council Member of Istanbul Chamber of Industry
Ahmet Akif Koçyiğit F Istanbul 2010, Deputy General Secretary (Major Events) since December 2009
Nilgun Mirze F Istanbul 2010, Director of International Relations
Beyhan Murphy F Istanbul 2010, Director of Performing Arts
Bensiyon Pinto F Istanbul 2010, Member of Advisory Board (His first meeting in the advisory board was dated 27.01.2008) Honorary President of the Turkish-Jewish Community
Şafak Tüzer F Istanbul 2010, Advertising & Marketing Directorate
Laki Vingas F Istanbul 2010, ECOC 2010 Advisory Board (also Head of Greek Community in Istanbul)
Yeşim Yalman F Istanbul 2010, Manager of Volunteering
Cultural and media operators
Fatma Çelenk F SOYAK Holding, Corporate Communications Coordinator
Nuri Çolakoğlu
F Vice President of Dogan Media Group, also Istanbul 2010, Chairman of the Executive Committee (resigned 2009)
Şule Yücebıyık F Borusan Holding, Corporate Communications Director
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Annex Five: Table of effects of the European Capitals of Culture
Outputs, results and impacts of the Essen for the Ruhr ECOC (EQ33, EQ34, EQ38, EQ39, EQ40, EQ41)
The table below presents the generic expected/intended effects of the ECOC Action (see the conceptual framework in Table 2.2 of the report). In bold
italics we highlight the actual outcomes of Essen for the Ruhr, for which evidence is available.
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Support the development of local artists and cultural organisations
Invest in cultural education and facilities
Individuals/organisations receiving support.
Majority of activities involving local cultural actors*
Many promoters supported in development of project ideas, by delivery agency and each other*
Larger/stronger/more skilled sector
Cultural operators gained experience during title year. #
Thematic focus on cultural education, especially for schools (via “JeKi” project - An Instrument for Every Child) #
International/national profile and importance of city's cultural sector
Ruhr regional ready had strong (though fragmented) cultural offer, focus was on bringing together and promoting domestically and overseas
Increased collaboration between local cultural actors and with national/international partners #
Commission new artworks and encourage new forms of cultural expression
Encourage the avant-garde and independent scene
New artworks
220 artists exhibited works at 13 sites (within the project “Powerful Places for the Arts”)*
20 new works of art installed along Ruhr Art Trail*
New forms of cultural expression
New products and collaborations were main focus of ECOC programme, creation of new horizontal and vertical connections was one of three selection criteria*
Exhibitions in unconventional public spaces and dealing with
Ongoing process/trend for stimulating new artworks / forms of cultural expression
Recognised & ongoing contribution to artistic innovation
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OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
experimental themes e.g. light art*
Organise cultural events, activities and projects
Cultural events, activities and projects
5,500 events under ECOC projects, many more taking place across region in 2010*
350 theatre and dance events, 240
musical events*
Individuals accessing events, activities and projects
Estimated 10.5 million visitors*
61% of survey respondents attended an ECOC event, 57% two or more*
Positive effects on participants
91% of survey respondents agreed that ECOC was good or very good*
More cultural activity taking place on on-going basis / Step change in vibrancy of cultural scene
RuhrArtMuseums
Emscher Art
Ruhrlights: Twilight Zone
Biennale for International Light Art
Culture Canal
Powerful Places for the Arts
Walking on Water
TWINS-projects
A Night of Youth Culture
!SING – DAY OF SONG
Implement activities with a specific European theme (diversity and commonalities)
Create models for Europe
Events with European themes
Ability to provide a ‘Model for Europe’ was one of three selection criteria, focus on European issues such as migration, identities and multilingualism and global issues such as aging society, renewable energy*
Effects on participants – more aware of European diversity and common cultural heritage
At least 9 historical culture projects
with 424,000 visitors. At least 9
literature projects with over 1,000
literary events and 67,000 visitors*
More cultural activities taking place with a European theme
More European outlook of city residents
ECCE European Centre for Creative Economy founded*
Facilitate international exchanges and create international networking structures
Use the characteristics and commonalities of national and cultural
Individuals and organisations on exchanges
‘Moving Europe’ cluster of activities dealing with international (e.g. TWINS) and intercultural (e.g. MELEZ) exchange. Many cultural collaborations and exchanges of
Effects on participants – more likely to participate in exchanges in future
Sustainable platform for international cooperation established
Ongoing collaborations with cultural operators in other countries #
50% of TWINS project promoters
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OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
groups creativity*
Transnational activities
TWINS generated 100 multilateral art and cultural projects. 257 cities in 39 countries across 4 continents, 1,700 regional and international partners, 20,000 artistic participants, 330,000 visitors*
37 contacts with other ECOCs and 29 contacts with candidate cities*
have declared a desire to continue European collaboration after 2010*
Exploring extending approach to heritage tourism #
Improve access to culture
Involve all citizens in cultural development
Use the characteristics and commonalities of national and cultural groups
Events, activities and projects to widen participation and improve access to culture
High profile participation events such Still-life A40/B1, Shaft Signs, !SING – DAY OF SONG*
Local Heroes Week events across all 53 towns and cities, 1,578 individual events attended by 850,000 visitors*
Individuals from target groups accessing activities, events and projects
Explicit aim to involve more young people and those from migrant groups*
New approaches to participation
600 performances under !SING – DAY OF SONG*
Volunteering activities
1,165 volunteers (from 2,320
Positive effects on participants
96% of survey respondents agreed that there were many events to get involved in*
More people from target groups accessing culture
Activities designed specifically to bring groups together such as exhibitions dealing with youth, multiculturalism, ethnic arts and music and interreligious programmes*
Step change in cultural participation
53% of survey respondents stated they had attended more or many more events than usual*
Exploring ways to make volunteering system permanently available #
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OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
applicants) with 25,200 assignments and 175,000 working hours supporting 9,600 events*
Improve the capacity for governance in the culture sector
Develop the creative economy
Invest in cultural education and facilities
Effective delivery mechanisms
Dedicated delivery agency, strong programme and financial management
Creation of horizontal and vertical connections was one of three selection criteria*
Greater engagement with the cultural sector
Greater linkages between cultural sector, governance and civil society*
Sustainable platform for cultural activities established
Existence of plans for sustainability and legacy effects was one of three selection criteria*
In the process of transferring RUHR.2010 functions to other institutions*
Promote the city as a cultural destination nationally and internationally (especially in the EU)
Distribute the image of a dynamic cultural metropolis world-wide
Marketing campaigns to promote the city and its cultural programme to visitors and tourists (including those specifically stressing the European dimension) and activities to improve the visitor experience
Multi-channel media and marketing campaign, collaborations with public agencies and private partners
89% of survey respondents aware of ECOC programme
Creation of five visitor centres across region and upgrade of five railway stations in the Ruhr Area *
Increase in visitors and tourism (from within country, EU and outside EU)
6.5m overnight stays generating €90m additional gross revenue
18.5% increase in overseas visitors in 2010 (UK, Netherlands, Belgium and Poland and further afield including USA and China)*
City recognised internationally (and especially in the EU) as a cultural destination
Development of culture-tourism offer around industrial heritage #
Improve image of the city
Drive the transformation from a conurbation to a polycentric metropolis
Information/promotion activities focussed on improving image (including branding)
65,000 media reports, German
national media generated € 90m
Residents' perceptions and media coverage more positive
Media coverage overwhelmingly positive*
Improved civic pride and image (internally and externally)
86% of survey respondents agreed that image had improved*
82% of survey respondents agreed
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OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
equivalent advertising value
Special supplements in Welt am
Sonntag, Die Zeit and Frankfurter
Allgemeine Zeitung
2,510 print and online articles in 40
countries
225 hours of TV reports on Still-Life
A40/B1
30,200 fans on facebook, 11,500
subscribers to email newsletter,
4,100 followers on Twitter, iphone
app downloaded 14,000 times
1.5 million merchandising items
sold *
that ECOC led to new self-confidence*
Undertake capital improvements to cultural infrastructure
Permanently secure the industrial heritage for art and culture
New and refurbished facilities
Modernisation and extension of Museum Folkwang, Essen
Opening of Ruhr Museum, Essen
Extending the Küppersmühle Museum, Duisburg
New building for Federal Archive of North Rhine-Westphalia in Duisburg inner harbour
New mosque and Islamic centre in Duisburg Marxloh
Creation of house of Jewish culture at Old Synagogue, Essen
New Emil Schumacher Museum and extension to Karl Ernst Osthaus
Increased physical capacity for cultural events
Increased capacity from physical projects*
Improved cultural and tourist offering
Development of culture-tourism offer around industrial heritage #
Ongoing partnership working with Ruhr Tourism GmbH*
A38
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Museum in Hagen
Conversion of Dortmunder Union brewery into Dortmund U creative quarter and exhibition space
Angerpark Landmark
Rehberger Bridge*
Provide training and business support in the cultural field
Develop the creative economy
Individuals and businesses trained, supported
Focus on promoting creative economy, sharing knowledge, networking and provision of sustainable structures
Support for scientific research about ECoC, e.g. bachelor or master thesis, cooperation with the Institute for Advanced Studies in the Humanities*
Stronger businesses, higher skills levels
Greater economic success of cultural sector
Foundation of the European Centre for Creative Economy (ecce), Dortmund
Sources: * Ruhr.2010 GmbH; # Interviewees of stakeholders
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Outputs, results and impacts of Pécs ECOC (EQ33, EQ34, EQ38, EQ39, EQ40, EQ41)
The table below presents the generic expected/intended effects of the ECOC Action (see the conceptual framework in Table 2.2 of the report). In bold
italics we highlight the actual outcomes of Pécs, for which evidence is available.
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Support the development of local artists and cultural organisations
Individuals/organisations receiving support
394 organisations received funding for their projects. Individual artists have not been funded due to restrictions in financial regulations *
Larger/stronger/more skilled sector
Stakeholders reported that ECoC provided the opportunity for some of the cultural operators to implement larger scale projects and develop new activities. However, the cultural programme also supported projects that already have been part of the cultural life of Pécs #
International/national profile and importance of city's cultural sector
Stakeholders identified that ECoC facilitated the cooperation among the cultural operators in the neighbouring countries through establishment of a new international cultural region the "Southern Cultural Zone”. #
At the end of 2010 national opinion polls showed that 56% of respondents considered Pécs as the second most important city from cultural point of view in the country after Budapest. This was a significant growth compared to previous year’s 35%.*
Commission new artworks and encourage new forms of cultural expression
New artworks / new forms of cultural expression
The ECoC supported few projects that commissioned new art works. For example, the ‘Architecture and Context’ project initiated an international arts prize named after Victor Vasarely in co-operation with the Vasarely Foundation in Aix-en-Provence (France). It is expected that the prize-winning design will be implemented in and presented to the city in due course. *
Ongoing process/trend for stimulating new artworks / forms of cultural expression
Stakeholders identified that it is expected that development of new infrastructural facilities will stimulate new artworks and forms of cultural expression. However, there are very limited funding opportunities available. #
Recognised & ongoing contribution to artistic innovation
A40
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Organise cultural events, activities and projects
Cultural events, activities and projects
650 projects *
4,675 events *
Individuals accessing events, activities and projects
Around 900,000 visitors to cultural events up till November 2011. *
The best-attended events included the following:
• Opening ceremony - between 18,000
and 20,000 people*
• Hungarians in the Bauhaus – 16,350
visitors in 3 months*
• Mihály Munkácsy’s Christ Trilogy -
70,000 visitors in 6 months*
• The Golden Age of the Zsolnay
Exhibition (from the collection of
László Gyugyi) - 12,600 visitors in 4
months*
• Europe of the Eight – 9,600 in 2.5
months*
Positive effects on participants
Stakeholders identified that cultural events attracted high participation from citizens of Pécs and other cities in Hungary. However, some doubts have been expressed to what extent it is likely to be sustained. #
At the end of 2010 national opinion polls showed that general opinion of respondents regarding ECoC programme was 68% more positive when compared to the results of opinion polls 2-3 years earlier, and 43.5% higher then at the beginning 2010. *
More cultural activity taking place on on-going basis / Step change in vibrancy of cultural scene
Some events are likely to continue if the funding will be available. For example, Pécs International Dance Festival is likely to be organised at a smaller scale in 2011. *
Implement activities with a specific European theme (diversity and commonalities)
Events with European themes
Events organised in cooperation with other cities hosting ECoC title in 2011 and neighbouring countries included European themes. Some examples of the projects are the following:
• Hungarians in the Bauhaus
Exhibition*
• Europe of The Eight exhibition –
Effects on participants – more aware of European diversity and common cultural heritage
More cultural activities taking place with a European theme / More European outlook of city residents
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OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
under the spell of Matisse and
Cézanne*
• Pécs-Fünfkirchen-Pecuh exhibition –
A multinational city; in cooperation
with the museums of Berlin, Ulm,
Potsdam and Pécs*
• Pan-Balkan Art Picnic*
Facilitate international exchanges and create international networking structures
Individuals and organisations on exchanges
Transnational activities
270 projects involved artists from other countries*
50 projects have been implemented in cooperation with other cities hosting ECoC title in 2010 namely Essen and Istanbul*
Effects on participants – more likely to participate in exchanges in future
Some of the partners and cultural operators are likely to take part in international exchanges i.e. University of Pécs. However, for smaller cultural operators it is likely to depend on the opportunities for further funding. #
Sustainable platform for international cooperation established
The cooperation with the neighbouring countries will be taken further in the framework of a European Grouping of Territorial Co-operation (EGTC).*
University Network of the European Capitals of Culture (UNeECC) is established and facilitates the cooperation among the universities of the cities hosting ECoC title.*
Improve access to culture
Events, activities and projects to widen participation and improve access to culture
Targeting disadvantaged communities was one of the selection criteria in the calls for proposals*
About 12 projects specifically targeted disadvantaged communities.*
Some of the events targeting disadvantaged communities are: Art Para Festival and Para Gala, Arts in Difference conference, CanDoCo, The Art of Giving – HumanitART*
Positive effects on participants
Stakeholders identified that more people are likely to continue volunteering when compared to the previous years. #
More people from target groups accessing culture
Interviews identified that most of the events funded by ECoC were free of charge and attracted wide groups of visitors. #
Step change in cultural participation
A42
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Individuals from target groups accessing activities, events and projects
20 primary and secondary schools implemented projects supported by ECoC. Some examples:*
• Journey to the Heart of the Region*
• Three Wishes*
• EU Parliament – simulating the work
of the EU Parliament by secondary
school students*
• European Rhythm for Children*
New approaches to participation
The project initiated by Parti Gallery stimulated wide participation of local communities including deprived areas to acknowledge the contributions of individuals that were important for the local communities and city of Pécs.8
Volunteering activities
780 volunteers registered in the database*
Volunteers worked 17,190 hours in 2010*
Improve the capacity for governance in the culture sector
Effective delivery mechanisms
Dedicated delivery agency established*
Greater engagement with the cultural sector
Sustainable platform for cultural activities established
Promote the city as a cultural destination nationally and
Marketing campaigns to promote the city and its cultural programme to visitors and tourists (including those specifically
Increase in visitors and tourism (from within country, EU and outside EU)
124,050 people visited Pécs in 2010
City recognised internationally (and especially in the EU) as a cultural destination
A43
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
internationally (especially in the EU)
stressing the European dimension) and activities to improve the visitor experience
7,939 national and 1,642 international media articles were registered between January and November 2010*
20 thematic programmes and trips for journalists and representatives of the media related to significant cultural projects and events*
Around 70,000 people registered via the internet for the Pécs2010 newsletter*
21.6% of budget allocated to communication and marketing8
representing a 27.5% increase compared to 2009*
72% of visitors came from Hungary*
Most foreign visitors came from Germany, Austria, Italy and Romania.*
Pécs 2010 was mentioned most often in German (38%), English (18%) and Turkish (11%) language media*
Improve image of the city Information/promotion activities focussed on improving image (including branding)
Pécs2010 branding*
Some 70 stands were set up in Budapest and other Hungarian cities where informed and trained hostesses made over 400,000 personal contacts*
Marketing of Zsolnay Cultural Quarter as distinctive feature of ECoC*
Residents' perceptions and media coverage more positive
National opinion poll taken at the end of 2010 showed that 83% of people asked had heard about Pécs holding the ECoC title.*
Improved civic pride and image (internally and externally)
Undertake capital improvements to cultural infrastructure
New and refurbished facilities
Implementation of 5 major infrastructure development projects:
• South-Transdanubian Regional
Library and Knowledge Centre*
• Revival of Public Spaces and Parks*
Increased physical capacity for cultural events
New venues provide increased capacity for hosting higher quality cultural events such as exhibitions, concerts etc.*
New facilities for cultural operators
Improved cultural and tourist offering
A44
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
• Kodály Concert and Conference
Centre*
• Reconstruction of Museum Street*
• Reconstruction of the Zsolnay
Cultural Quarter*
and University of Pécs are expected to have positive effect on the quality of artistic outputs.*
Provide training and business support in the cultural field
Individuals and businesses trained, supported
150 beneficiaries of "New Jobs for Success" project who had the opportunity to enter employment*
Stronger businesses, higher skills levels
Greater economic success of cultural sector
Sources: * Pécs 2010 Management Centre; # Interviewees of stakeholders
A45
Outputs, results and impacts of Istanbul ECOC (EQ33, EQ34, EQ38, EQ39, EQ40, EQ41)
The table below presents the generic expected/intended effects of the ECOC Action (see the conceptual framework in Table 2.2 of the report). In bold
italics we highlight the actual outcomes of Istanbul, for which evidence is available.
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
Support the development of local artists and cultural organisations
Individuals/organisations receiving support
Broad range of local artists and cultural organisations involved in projects*
Support for local emerging film-makers and artists*
Larger/stronger/more skilled sector
Stakeholders report increased experience, skills and contacts for operators involved in 2010#
International/national profile and importance of city's cultural sector
Stakeholders report increased profile, particularly for certain operators, events or sites #
Commission new artworks and encourage new forms of cultural expression
New artworks / new forms of cultural expression
New commissions, including feature films ("Secrets of Istanbul", "Love in Istanbul", "Istanbul from Day to Night")*
World premieres, e.g. Pärt's "Adam's Lament"*
Ongoing process/trend for stimulating new artworks / forms of cultural expression
Stimulation of further new works and commissions will depend on initiative of individual bodies or figures, e.g. Artistic Directors, will develop further artistic ventures based on experience of 2010#
Recognised & ongoing contribution to artistic innovation
Stakeholders report that the ECoC has added impetus to the growth of Istanbul's modern and contemporary cultural sector #
Organise cultural events, activities and projects
Cultural events, activities and projects
586 projects, 1600 concerts, 1100 theatre performances, 1200 conferences or seminars, 700 workshops, 750 exhibitions, 300 publications, 350 literary readings, 50 festivals, 500 film screenings*
Individuals accessing events, activities and projects
Aggregate audiences of 12m people*
70% of participants report satisfaction with the ECoC
@
More cultural activity taking place on on-going basis / Step change in vibrancy of cultural scene
70% of residents report more cultural activity in title year
@
70% of residents believe ECoC will create long-term impacts
@
Stakeholders report a contribution to cultural vibrancy, with more events and more people accessing culture
A46
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
than would have occurred otherwise #
Implement activities with a specific European theme (diversity and commonalities)
Events with European themes
Events featuring performers of international renown*
International cultural festivals and events, e.g. International Ballet Competition, International Poetry Festival, European Writers Parliament*
Effects on participants – more aware of European diversity and common cultural heritage
"Istanbul 2010 course" at Istanbul's universities, making young people more aware of cultural diversity*
More cultural activities taking place with a European theme / More European outlook of city residents
Some international events will continue #
77% of residents report an improvement in cross-cultural relations
@
60% of residents have more positive outlook on European culture
@
Facilitate international exchanges and create international networking structures
Individuals and organisations on exchanges
Residences for artists from six EU countries with links to local artists*
36 municipalities involved in transnational partnership projects with cities in other countries*
Transnational activities
Suite of "International Relations" projects*
Collaborations with Essen for the Ruhr 2010 and Pécs 2010*
"Civil Society Dialogue Istanbul 2010" programme supported 11 multilateral partnerships between NGOs in Istanbul and in EU Member States in the area of culture and arts*
Effects on participants – more likely to participate in exchanges in future
29% of participants met people from other countries
@
Several municipalities involved in transnational partnerships for the first time #
Sustainable platform for international cooperation established
Some international co-operations will continue, e.g. Dance Platform #
Improve access to culture Events, activities and projects to widen participation and improve access to
Positive effects on participants
Municipalities supported to increase
Step change in cultural participation
58% of participants will attend more
A47
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
culture
Co-operation with 2,500 education bodies ("2010 in Schools" project)*
Individuals from target groups accessing activities, events and projects
950,000 residents accessing culture@
1.5m school students, young people, teachers or volunteers attending or participating in cultural events*
New approaches to participation
Projects involving people from Istanbul's poorer neighbourhoods, e.g. "My Town, My Utopia", "Sing Along"*
Volunteer programme*
their provision of interactive and contemporary approaches to culture*
More people from target groups accessing culture
6,400 individuals involved in volunteering (of which 360 involved throughout 2010)*
45% of participants were from groups not usually participating in culture
@
cultural activities after 2010 compare to previous years
@
76% of businesses believe ECoC increased interest in arts and culture
@
Improve the capacity for governance in the culture sector
Effective delivery mechanisms
Establishment of new agency for duration of title year (and preparation phase): İstanbul 2010 Avrupa Kültür Başkenti Ajansı*
Greater engagement with the cultural sector
Stakeholders report informal networks strengthened across the city #
Stakeholders report greater understanding and co-operation between state institutions and non-state operators #
Sustainable platform for cultural activities established
Informal co-operation between cultural bodies will continue in many cases #
Promote the city as a cultural destination nationally and internationally (especially in the EU)
Marketing campaigns to promote the city and its cultural programme to visitors and tourists (including those specifically stressing the European dimension) and activities to improve the visitor experience
International marketing campaign
Increase in visitors and tourism (from within country, EU and outside EU)
11% increase in foreign visitors@
City recognised internationally (and especially in the EU) as a cultural destination
Istanbul remains on UNESCO World Heritage List ±
80% of tourists report city will attract tourists demanding high quality
A48
OPERATIONAL OBJECTIVES
OUTPUTS RESULTS IMPACTS
(€12.5m)*
Advertisements on global TV channels, e.g. Al Jazeera, CNN, Euronews*
Exhibitions at international tourist fairs*
50,000 news stories and articles*
125 press conferences*
Monthly bulletin (100,000 printed copies)*
culture@
Improve image of the city Information/promotion activities focussed on improving image (including branding)
New brand image ("Istanbul, the most inspiring city in the world")*
Residents' perceptions and media coverage more positive
75% of residents aware of ECoC@
46% increase in news coverage of city's culture
@
60% of tourists aware of ECoC before visiting
@
Improved civic pride and image (internally and externally)
62% of local businesses believe ECoC created more positive outlook for city
@
Undertake capital improvements to cultural infrastructure
New and refurbished facilities
130 cultural sites restored, maintained or renovated*
Increased physical capacity for cultural events
Strategic Plan for the Sur-i Sultani conservation area (to 2023) *
Digital inventory of cultural heritage *
Improved cultural and tourist offering
Istanbul remains on UNESCO World Heritage List ±
Provide training and business support in the cultural field
Individuals and businesses trained, supported
-
Stronger businesses, higher skills levels
23% increase in number of companies in cultural and creative industries
@
Greater economic success of cultural sector
67% of residents believe ECoC will create new employment opportunities in culture and the arts
@
Sources: * Istanbul 2010; # Interviewees of stakeholders; ± UNESCO; @ Ernst & Young (2011), Istanbul 2010 European Capital of Culture Impact Assessment Report.
A50
Annex Six: Bibliography and data sources
EU-level literature
• Binns, L. (2005), Capitalising on culture: an evaluation of culture-led urban regeneration policy.
Articles, Paper 5, Futures Academy Dublin Institute of Technology, http://arrow.dit.ie/futuresacart/5.
• European Commission (1985), Resolution of the Ministers Responsible for Cultural Affairs
Concerning the Annual Event European City of Culture (7081/84).
• European Commission (2004), Evaluating EU Activities. A practical guide for the Commission
services, p.71.
• European Commission (2007), Employment in Europe 2007, ISSN: 1016-5444.
• European Parliament and European Council (1999), Decision No 1419/1999/EC of the European
Parliament and of the Council of 25 May 1999 establishing a Community action for the European
Capital of Culture event for the years 2005 to 2019.
• European Parliament and European Council (2000), Decision No 508/2000/EC of the European
Parliament and of the Council of 14 February 2000 establishing the Culture 2000 programme.
• European Parliament and European Council (2006), Decision No 1622/2006/EC of the European
Parliament and of the Council of 24 October 2006 establishing a Community action for the
European Capital of Culture event for the years 2007 to 2019.
• European Parliament and European Council (2006), Decision No 1855/2006/EC of the European
Parliament and of the Council of 12 December 2006 establishing the Culture Programme (2007 to
2013).
• European Union (2006), Consolidated versions of the Treaty on European Union and of the Treaty
Establishing the European Community, C 321 E/1, 29.12.2006.
• Griffiths, R. (2006), City/Culture Discourses: Evidence from the Competition to Select the European
Capital of Culture 2008; European Planning Studies, Volume 14, No.4, May 2006.
• Palmer-Rae Associates (2004), European Cities and Capitals of Culture; Study Prepared for the
European Commission.
• Selection Panel for the European Capital of Culture 2009 (2005), Report on the Nominations from
Austria and Lithuania for the European Capital of Culture 2009.
• Stevenson, D. (2004) Civic gold rush: Cultural planning and the politics of the Third Way,
International Journal of Cultural Policy, 10(1), pp. 119–131.
Websites
• Europa: European Capital of Culture; http://ec.europa.eu/culture/our-programmes-and-
actions/doc413_en.htm
A51
Essen for the Ruhr data sources
Document / data source Format Author / source
!SING Day of Song. Die Dokumentation Paper copy RUHR.2010 GmbH
3. Welle Bevölkerungsbefragung vom 29.11 – 17.12.2010 PDF
RUHR.2010 in cooperation
with Academic Data
Auf dem Weg zum größten Stadtpark der Welt. Emscher
Landschaftpark - Modell einer urbanen Kulturlandschaft
Europas
Paper copy RUHR.2010 GmbH
RUHR.2010 Besucherbefragung
RUHR.2010 GmbH in
cooperation with Academic
Data
Bilanz (Summary of Results) of Essen for the RUHR.2010 PDF RUHR.2010 GmbH
Creative NRW. Innovationsökologien. Vier Szenarios für
die Kultur- und Kreativwirtschaft in NRW 2020 Paper copy
Excellenz NRW - State
Government of North Rhine-
Westphalia
Das Henze-Projekt. Neue Musik für eine Metropole Paper copy RUHR.2010 GmbH
Das Kulturhauptstadt-Beauftragten-Treffen der
RUHR.2010. Funktion und Bewertung
Henning Mohr and Gregor
Betz, TU Dortmund and
Ruhr University Bochum, in
cooperation with
RUHR.2010
Das Ruhr-Atoll (project booklet in German) Paper copy RUHR.2010 GmbH
Daten und Fakten. Stadt der Kulturen (Stand 03.12.2010) Paper copy RUHR.2010 GmbH
ECCE European centre for creative economy Paper copy RUHR.2010 GmbH
EMSCHERKUNST.2010 Eine Insel für die Kunst. An
Island for the Arts Paper copy
Emschergenossenschaft
Essen, RUHR.2010 and
Ruhr Regional Association
Essen.City-Guide Paper copy RUHR.2010 GmbH
Essen2010 Das Programme 4. Quartal Paper copy RUHR.2010 GmbH
European Capital of Culture 2010 “Essen for the Ruhr”.
Book one Paper copy RUHR.2010 GmbH
European Capital of Culture 2010 “Essen for the Ruhr”.
Book two Paper copy RUHR.2010 GmbH
Freie Szene (booklet in German) Paper copy RUHR.2010 GmbH
Gesellschaftsprofil der RUHR.2010 GmbH PDF RUHR.2010 GmbH
Haben Sie mal ein Jahr Zeit? Paper copy RUHR.2010 GmbH
Jahresübersicht von RUHR.2010 Paper copy RUHR.2010 GmbH
Jede Vision braucht Menschen, die an sie glauben. Die
Entwicklung des Sponsorings Paper copy RUHR.2010 GmbH
Kreativwirtschaft stärken Paper copy RUHR.2010 GmbH
Kultur als Organisationsaufgabe. Organisation einer Paper copy E. Achauer and M.
A52
Document / data source Format Author / source
Gesellschaft zum Betrieb der Kulturhaupstadt Europas
2010
Grandmontagne
Kulturhaupstadt Europas RUHR.2010. Stadt der Künste /
Rückblick Paper copy RUHR.2010 GmbH
Kulturhauptstadt Europas RUHR.2010. Buch Drei Paper copy RUHR.2010 GmbH
Masterplan Kulturmetropole Ruhr PDF
Metropole Ruhr and Ruhr
Regional Association
Mega-Event-Macher. Organisieren von Großereignissen
am Beispiel der Kulturhauptstadt Europas RUHR.2010. Word Gregor Betz, TU Dortmund
MELEZ.2010 Festival der Kulturen Paper copy RUHR.2010 GmbH
Members of the Board of Directors PDF RUHR.2010 GmbH
Messen, Märtke und Kongresse Paper copy RUHR.2010 GmbH
Metropole gestalten Paper copy RUHR.2010 GmbH
Mit Kultur zum Erfolg. Statements der Sponsoren Paper copy RUHR.2010 GmbH
Monitoring. Brussels, 21 November 2007 Paper copy RUHR.2010 GmbH
Monitoring. Brussels, 22 April 2009 Paper copy RUHR.2010 GmbH
Musik Leben Paper copy RUHR.2010 GmbH
Mythos Ruhr Begreifen Paper copy RUHR.2010 GmbH
NL-RUHR Programme Paper copy RUHR.2010 GmbH
PRESSEINFORMATION - Kulturhauptstadt aus
touristischer Sicht PDF Ruhr Tourismus GmbH
Programmdokumentation RUHR.2010 Beitrag „Stadt der
Möglichkeiten“ Word
Prof. Karl-Heinz Petzinka,
RUHR.2010
Programme für Kinder und Familien Paper copy RUHR.2010 GmbH
Programme of events, European Capital of Culture RUHR
2010 Paper copy RUHR.2010 GmbH
Rahmenbedingungen und Effekte des
Kulturhauptstadtjahres RUHR.2010.
Bevölkerungsumfrage November/Dezember 2010
PDF RUHR.2010 in cooperation
with Academic Data
Report of the First Monitoring and Advisory Meeting,
December 2007 Word
Monitoring and Advisory
Panel for the European
Capital of Culture 2010
Report of the Second Monitoring and Advisory Meeting,
June 2009 Word
Monitoring and Advisory
Panel for the European
Capital of Culture 2010
Report of the Selection Meeting for the European Capitals
of Culture 2010 Word
Selection Panel for the
European Capital of Culture
2010
RUHR.2010 GmbH organisation structure Paper copy RUHR.2010 GmbH
RUHR Topevents Paper copy RUHR.2010
A53
Document / data source Format Author / source
RUHR. Vom Mythos zur Marke. Marekting und PR für die
Kulturhauptstadt Europas RUHR.2010 Paper copy
Julia Frohne, Katharina
Langsch, Fritz Pleitgen und
Oliver Scheytt für die
RUHR.2010 GmbH
RUHR.2010 Barrierefrei, Reisetips ohne Barrieren und
Soziale Teilhabe Paper copy RUHR.2010 GmbH
RUHR.2010 GmbH Finanzielle Eckdaten, Stand: 23.03.11 PDF RUHR.2010 GmbH
RUHR.2010 Programme Aug- Sep 2010 Paper copy RUHR.2010 GmbH
RUHR.2010 Programme Okt - Dez 2010 Paper copy RUHR.2010 GmbH
RUHR.2010 Save the date! Experience the European
Capital of Culture (english and german) Paper copy RUHR.2010 GmbH
RUHR.2010 supplement in Süddeutsche Zeitung Paper copy RUHR.2010 GmbH
RUHR.2010 zum Mitnehmen. Erleben Sie die
Kulturhauptstadt Europas Paper copy RUHR.2010 GmbH
RUHR.2010. Stadt der Möglichkeiten Powerpoint
Prof. Karl-Heinz Petzinka,
RUHR.2010 GmbH
RUHR.2010-Beauftragte in der Metropole Ruhr PDF RUHR.2010 GmbH
Sprache Erfahren Paper copy RUHR.2010 GmbH
Strukturwandel durch Kultur. Städte und Regionen im
postindustriellen Wandel Paper copy
State Chancellery, North
Rhine Westphalia
Studien zur Kulturhauptstadt (14.09.2010) Paper copy RUHR.2010 GmbH
Theater Wagen Zwei Paper copy RUHR.2010 GmbH
Tour Ost/West Programme Paper copy RUHR.2010 GmbH
Transformation Through Culture – Culture Through
Transformation. “Essen for the Ruhr – European Capital
of Culture 2010” – Summary, December 2005
Paper copy City of Essen and Ruhr
Regional Association
TWINS – ein europäisches Dornröschen ist auf dem
Schlaf erwacht Paper copy RUHR.2010 GmbH
TWINS Programme Guide Paper copy RUHR.2010 GmbH
Visitor survey questionnaire (English and German) Paper copy RUHR.2010 GmbH
Wandel durch Kultur – Kultur durch Wandel. Wir laden
Sie ein, unser Partner zu werden Paper copy RUHR.2010 GmbH
Zahlen und Fakten der RUHR.2010 Volunteers Paper copy RUHR.2010 GmbH
Zeit Reisen (supplement in „Die Zeit“ Newspaper) Paper copy RUHR.2010 GmbH
Zusammenfassung Nachhaltigkeitsstrategie
Kulturhauptstadt Europas (internes Arbeitspapier) Word RUHR.2010 GmbH
Zwanzig10, das Journal der Kulturhauptstadt Paper copy -
A54
Pécs data sources
Document / data source Format Author / source
Application 'Pécs Borderless City' Publication Pécs 2010 Application Centre, Europe Centre
Pbc.
First monitoring report, 21 November 2007 Electronic Pécs 2010 Management Centre
Second monitoring report, 22 April 2009 Electronic/Publication Pécs 2010 Management Centre
Presentation of Pécs during second meeting
of monitoring pane, 22 Aplil 2009 Publication Pécs 2010 Management Centre
Selection panel report, April 2006 Electronic The Monitoring and advisory Panel for the
European Capital of Culture (ECOC) 2010
First report from the monitoring panle,
December 2007 Electronic
The Monitoring and advisory Panel for the
European Capital of Culture (ECOC) 2010
Second report from the monitoring panel,
June 2009 Electronic
The Monitoring and advisory Panel for the
European Capital of Culture (ECOC) 2010
Cultural programme 'European Capital of
Culture Pécs 2010' Publication Pécs 2010 Management Centre
Draft Programme for Pécs 2010 European
Capital of Culture Publication Pécs 2010 Management Centre
List of projects implemented by University of
Pécs Printed note University of Pécs
Pécs captured by culture Publication Pécs 2010 Management Centre, Hungarofest
Note from Pécs 2010 Management Centre
on co-operation with „KKOSZ“ National
Association of Cultural Centres
Printed note Pécs 2010 Management Centre
Note from Pécs 2010 Management Centre
on cultural programme and its legacy Printed note Pécs 2010 Management Centre
General information about Pécs (note from
Pécs 2010 Management Centre) Printed note Pécs 2010 Management Centre
2010 - only the beginning (note from Pécs
2010 Management Centre) Printed note Pécs 2010 Management Centre
Guest flow January - July 2010 (note from
Pécs 2010 Management Centre) Printed note Pécs 2010 Management Centre
Krisztina Somogyi (2010), Space_Public Publication Krisztina Somogyi
Conference programme organised by
UNeECC and Compostela Group of
Universities in 14-15 October 2010
Publication UNeECC, University of Pécs, Compostela Group
Conference programme for Rectors
conference „Expanding Europe“, 11-13
October 2010
Publication University of Pécs
Compendium of cultural policies and trends
in Europe: Country profile for Hungary Publication Council of Europe
Publication ' Pécs 2010 European Capital of
Culture' Publication Pécs 2010 Management Centre
Programme booklet: May-June Publication Pécs 2010 Management Centre, Hungarofest
Programme booklet: July-August Publication Pécs 2010 Management Centre, Hungarofest
Key events: summer/autumn Publication Pécs 2010 Management Centre, Hungarofest
Time out Pécs: the Best of Pecs 2010 Publication Time Out Hungary
A55
Document / data source Format Author / source
Slide-show from the conference organised
by the Chamber of Architects on the ECOC’s
architectural outputs and on the ‘Architecture
and Context’ project
Electronic Chamber of Architects
Publications and material prepared for
'Architecture and Context' project Publications/ElectronicChamber of Architects
Press material supported the final press
conference of the mayor of Pécs Electronic Pécs 2010 Management Centre
Visitors number on monthly basis in 2010
provided by Mr. Merza (not clear what the
data refers to)
Electronic City Development Ltd
Presentation of results of a public survey
conducted 12 Nov – 2 Dec 2010 on people
knowing about, and assessing ECOC, or
Pécs 2010, assessment about Hungarian
cities, travelling preferences, positive and
negative changes in Pécs, etc.
Electronic Pécs 2010 Management Centre
List of supported cultural events mainly in
2010
Electronic Hungarofest
List of cultural programs supported in 2010 Electronic
Hungarofest
Summary of survey on visitors of the places
belonging to Pécs World Heritage Electronic
Zsolnay Cultural Quarter and Kodaly Conference
and Concert Hall
Comparative statistics of visitors for first half
2009 and 2010 of Cella Septichora Visitors
Centre
Electronic Zsolnay Cultural Quarter and Kodaly Conference
and Concert Hall
Report on the Cultural Activities of Pécs
Sopianae Heritage Non-Profit Ltd. in 2010
Electronic Zsolnay Cultural Quarter and Kodaly Conference
and Concert Hall
Annual report for the Culture Committee of
the Municipality of Pécs 2011 Electronic Pécs 2010 Management Centre
Presentation summarizing the results of
Pécs 2010 ECOC programme Electronic Pécs 2010 Management Centre
Key press releases i.e. Major Development
Projects of the EcoC Programme, Day of
Open Churches, Opening Ceremony, Pécs
2010 in Europe, 2010 Only the Beginning
Electronic Pécs 2010 Management Centre
List of beneficiary organisations supported
by the ECOC related employment project
‘New jobs to succeed’
Electronic South Transdanubian Regional Labour Centre
Summary about the ECOC related
employment project ‘New jobs to succeed’ Electronic South Transdanubian Regional Labour Centre
The Balkan's Gate' by Nora Somlyody Publication Nora Somlyody
Note from Pécs 2010 Management Centre
on culture programme
Electronic Pécs 2010 Management Centre
Note from Pécs 2010 Management Centre
on infrastructure projects
Electronic Pécs 2010 Management Centre
Note from Pécs 2010 Management Centre
on finances
Electronic Pécs 2010 Management Centre
Communications report Electronic Pécs 2010 Management Centre
A56
Istanbul data sources
Document / data source Format Author / source
Istanbul 2010 Application Document PDF Istanbul 2010
Report of the Selection Meeting for the
European Capitals of Culture 2010 PDF
Selection Panel for the European Capital of
Culture (ECOC) 2010, April 2006
Istanbul 2010 First Report for Monitoring
Panel PDF Istanbul 2010
Istanbul 2010 First Report for Monitoring
Panel PDF Istanbul 2010,
Celebrating Istanbul 2010: Earth - Winter;
Tradition and Transformation PDF Istanbul 2010
Celebrating Istanbul 2010: Air - Spring; PDF Istanbul 2010
Celebrating Istanbul 2010: Water - Summer;
The City and the Sea PDF Istanbul 2010
Celebrating Istanbul 2010: Fire - Autumn;
Forging the Future PDF Istanbul 2010
Istanbul 2010 Projects for 2010 PDF Istanbul 2010
Istanbul 2010 Budget figures (31.01.2011) PDF Istanbul 2010
Istanbul 2010 European Capital of Culture -
Background Word Istanbul 2010
Milestones to Istanbul 2010 Word Istanbul 2010
Law on Istanbul 2010 European Capital of
Culture, Law No. 5706, Date of Ratification: 2
November 2007
Word Istanbul 2010
Istanbul 2010 Executive Board Word Istanbul 2010
Istanbul 2010 Advisory Board Word Istanbul 2010
Istanbul 2010 Co-ordination Board Word Istanbul 2010
Istanbul 2010 General Secretariat Word Istanbul 2010
Istanbul 2010 Work Groups Word Istanbul 2010
Istanbul 2010 Financial Charts Word Istanbul 2010
About the Istanbul 2010 European Capital of
Culture Word Istanbul 2010
Projects - Definition Word Istanbul 2010
Directorates - Projects Word Istanbul 2010
Young People - Teachers Word Istanbul 2010
Media Analysis Report (2008-2009-2010) Excel Istanbul 2010
Istanbul_2008_Media Analysis Excel Istanbul 2010
Istanbul_2009_Media Analysis Excel Istanbul 2010
Istanbul_2010_Media Analysis Excel Istanbul 2010
Financed Projects Excel Istanbul 2010
A57
Document / data source Format Author / source
Activities - Number of participations Excel Istanbul 2010
Culture and Art Projects - Activities - Total Excel Istanbul 2010
Urban Projects - Activities - Total Excel Istanbul 2010
All Activities – All Directorates Excel Istanbul 2010
All Activities – All Directorates Excel Istanbul 2010
Projects in Periphery Excel Istanbul 2010
Projects supported by the Agency Excel Istanbul 2010
Istanbul 2010 European Capital of Culture
Impact Assessment Report PDF Ernst & Young
Evaluating Istanbul in the Process of
European Capital of Culture 2010 PDF
Eda Beyazıt, Yasemin Tosun, 42nd ISoCaRP
Congress 2006
Culture for Regenerating Cities: What can
Istanbul 2010 learn from the
European Capitals of Culture Glasgow 1990
and Lille 2004
Arzu Uraz, Erasmus University of Rotterdam,
Thesis for a MA Degree in Arts & Cultural
Studies, Cultural Economics & Cultural
Entrepreneurship; June 25, 2007