INTERNATIONAL STRATEGY FOR AARHUS 2017 Executive summary The Aarhus 2017 International Strategy outlines why we are working with international partners, whom we are working with and how we are planning our international activities. The overall purpose of the strategy is to support the realisation of the KPI s for Aarhus 2017, thereby achieving the long-term impact and legacy of the European Capital of Culture project as described in the Strategic Business Plan. Furthermore, the International Strategy will facilitate the coordination and communication of international activities across all stakeholder groups. Aarhus 2017 will engage in international activities to exchange ideas, learn from other cultures, develop competencies and high quality projects, increase visibility and attract tourists. We will work with partners who share our values and concerns, partners who are innovative and creative and who want to participate in creating a better world. Geographical priorities: Europe we will focus our international engagement on European countries Beyond Europe we will also engage beyond Europe, but only with selected countries where this supports the strategic goals of the overall project, e.g. Japan, China and Australia Strands of engagement: Communication: Engagement with diplomatic missions, associations/organisations, tourism agencies and media Programme: International commissions and project cooperation Organisational: International VIP visitors/visits and international networks Development: International sponsors Different levels of engagement: Meetings and visits Information material and events Letters of intent/mous Cooperation agreements on cultural projects European Capital of Culture concept The European Capital of Culture concept was developed to: - Highlight the richness and diversity of cultures in Europe; - Celebrate the cultural features Europeans share; - Increase European citizens' sense of belonging to a common cultural area; - Foster the contribution of culture to the development of cities. In addition to this, experience has shown that the event is an excellent opportunity for regenerating and raising the international profile of cities as well as strengthening the cultural life and increasing tourism. The concept has proven highly successful looking at for example Liverpool 2008 and Marseille 2013, where the cities images were turned around to attract trade, talent and tourists and the economies were boosted despite recession. In 2016, the European Commission adopted a new strategy placing culture at the heart of EU international relations as culture is a valuable resource to tackle many of the challenges Europe and the world are currently facing. The EU strategy for international cultural relations focuses on culture as an engine for social and economic development, intercultural dialogue and the role of culture for peaceful inter-community relations as well as cultural heritage. European Capital of Culture Aarhus 2017 The vision for European Capital of Culture Aarhus 2017 is exactly to use art and culture to rethink the challenges of tomorrow and our mission is to create sustainable development cultural, human and economic growth - inspiring citizens to live, work and participate in the European region. 1
Aarhus 2017 is a regionally anchored, national project of international scope. It is an opportunity to place Denmark on the European map and to learn from other cities, regions and countries. A common goal for the EU member states is smart, sustainable and inclusive growth and culture and creativity play a crucial role in reaching this goal. With the concept of Let s Rethink, Aarhus 2017 provides a strong platform for discussing difficult issues and establishing partnerships across many kinds of borders to provide innovative answers on how to meet challenges such as climate change, social exclusion, urbanisation and economic crisis. These challenges are not unique for Aarhus, the region or Denmark they exist across and beyond Europe. Aarhus 2017 will deliver an international programme that highlights Europe s cultural diversity and common history. We will engage in international networks, connect to other European Capitals of Culture, establish residency programmes and create international co-productions. We will invite international capacities to Denmark and rethink together. Values and objectives of Aarhus 2017 international activities Aarhus 2017 builds on three core values that also encompass the international activities: Diversity. We use experience as well as experiment, when we establish new connections and we show cultural awareness in our international relations. Democracy. Aarhus 2017 is an invitation and a movement we are inclusive and open-minded and have the ambition of mutual learning and making things better together. Sustainability. We focus on quality and legacy - by creating cultural excellence we build competencies and generate long-term impact. The overall objectives of Aarhus 2017 s international strategy are to create: A high quality cultural programme with a strong international dimension and impact beyond 2017 International exchanges of ideas and people An increased number of tourists generating growth and jobs International awareness of Danish strengths positions Promote Denmark as an attractive place to study, work, visit, live and invest. We believe that by achieving these objectives Aarhus 2017 will create long-term impact: 2
Purpose of the international strategy This international strategy has been developed to ensure the international dimension of the European Capital of Culture Aarhus 2017. The international strategy will lean up against national strategies on tourism, export and public diplomacy and link into ongoing work of partners in order to reach maximum impact. In annex 1, you will find an overview of the geographical and topical focus for national strategies on tourism, public diplomacy and export as well as the headlines of the internationalization agendas of Aarhus and the Central Denmark Region. The strategy takes its point of departure in the Aarhus 2017 Strategic Business Plan and has the purpose of ensuring full implementation of the international aspects of Aarhus 2017 and delivering on our long-term impact areas, including a stronger cultural sector, enhanced visibility, a higher number of tourists, activation of the citizens and stronger cross-sector relations. Furthermore, the purpose of the strategy is to create an overview of the international activities across the teams and topics as well as to ensure coherence and synergy in the activities. The strategy will be a tool for information sharing, resource planning as well documenting and communicating international activities. Monitoring, evaluation and legacy Aarhus 2017 has established an extensive monitoring system across activities and will monitor international activities in order to document delivery as well as to adjust along the way. Furthermore, we have established cooperation with the University of Aarhus on the evaluation of the European Capital of Culture, which will also include the international dimension across impact areas. The Aarhus 2017 Legacy Strategy will be based on a broad consultation process including international stakeholders and will be presented to the Aarhus 2017 Board in November 2016 and launched to the public at an international conference in 2017. Positions of strength Who: The Aarhus 2017 secretariat has international expertise in its international and internationally experienced staff. It is the ambition that 40% of the Aarhus 2017 staff, including seconded employees from the participating public authorities, has international experience. The Aarhus 2017 internship programme has an international dimension and will include international students, including from other European Capitals of Culture, e.g. San Sebastian. What: Denmark has a number of strength positions that will be promoted by Aarhus 2017, including the environment and sustainability agendas, creative industries, food and agriculture as well as the Danish model of society. The Central Denmark Region and Aarhus offers many attractions for international visitors, including its wide range of museums and galleries, stunning architecture, music and theatre, gastronomic experiences and a beautiful and varied countryside as also discovered by international media like Evening 3
Standard and Lonely Planet, who recommends Aarhus as top travel destination. The Central Denmark region is a good place to live, work and study, as demonstrated by Aarhus having been ranked the best place to be by international students at the multitude of educational institutions in the region. How: Aarhus 2017 is an opportunity to strengthen existing networks as well as to develop new international relations. The Aarhus 2017 Foundation draws on the international networks of the founding public partners, the city, the region and the Government. The International Cultural Panel of the Danish Culture Agency for instance provides valuable international opportunities. Furthermore, Aarhus 2017 will enter into strategic partnerships with partners in the tourism sector, international organisations and cooperate closely with the Danish Foreign Ministry and the EU institutions in order to draw on their extensive network of delegations in Europe and - to a lesser extend - beyond. When: Timing is everything, and Aarhus 2017 will build up its international activities in the years leading up to 2017 to benefit fully from the international cooperation during the European Capital of Culture year in 2017 as well as beyond in terms of for instance lasting international networks. Key actions In order to create cultural impact we will work with cultural institutions, cultural entrepreneurs and artists to create stronger European relationships and a stronger cultural sector. We will: Develop and implement international projects, undertake international commissions and collaborate with international partners. Support the EU funding of cultural projects through the regional initiative Shortcut to Europe, that provides guidance and support for applications for funding from EU programmes. Facilitate international residencies, where Danish artists go abroad and international artists come to Denmark to exchange ideas and collaborate on creative concepts. In order to create image and identity impact, we will work with media, cultural institutes, organisations, EU delegations and embassies in Denmark and abroad to enhance visibility and awareness of Aarhus 2017. We will: Invite culture and travel journalists to visit Denmark and make tours of regional highlights in relation to gastronomy, art, events, etc. Invite Danish journalists to other ECOCs. Develop and disseminate promotional material, such as information brochures, merchandise, adds, tourist guides, etc. Organise and attend promotional events, incl. expos, fairs and welcome programmes for tourists. In order to create economic impact, we will work with the cultural tourism consortium, tourism agencies and Danish embassies abroad to attract more visitors to Aarhus and the region and to develop a stronger creative sector. We will: Present an ambitous cultural programme in 2017 with more than 350 projects, including 4 MEGA events and 12 Full Moon events. Organise and attend promotional activities, incl. expos, fairs and welcome programmes for tourists. Attract international conferences, such Creativity World Forum. Attract international tourist to Aarhus. Develop and disseminate promotional material, such as information brochures, merchandise, adds, tourist guides, etc. In order to create social impact, we will work with associations and organisations, foreign embassies and consulates in Denmark as well as media to activate citizens through volunteering and as audience as well as to activate young citizens with little experience of developing cultural products. We will: Develop the Aarhus 2017 volunteer programme to include 3500 volunteers, who are diverse in terms of geography and demography. 4
Present a broad cultural programme in 2017 with more than 350 projects, including both experimental and folkelige events. Develop and disseminate promotional material, such as information brochures, merchandise, adds, tourist guides, etc. Organise micro funding to train young people in making small-scale projects, facilitating information sharing and networking among young and new project managers. In order to gain organisational and political impact, we will work with international networks, partners and political bodies to establish stronger relations across sectors and between institutions as well as enhanced cross-sectoral cooperation. We will: Develop the Aarhus 2017 Strategy for Events and Visitors, including procedures for international delegations and considerations regarding invitations and protocol. Receive delegations of international VIP visitors, including programmes, logistics and protocol. Oversee international activities abroad; attendance in conferences, fairs and expos, visits to partners and potential partners, including ECOCs etc. Organise and attend international network events in and outside Aarhus, e.g. the biannual ECOC meeting. Recruit international staff; with the aim of 40% of Aarhus 2017 staff having international experience, we will continue to recruit staff and interns with international experience and skills. In order to create governance and funding impact, we will work with businesses and business organisations to make the financial resources available. We will: Organise and attend sponsor activities with international reach. Develop proposals for cooperation with international sponsors on projects with an international dimension. Servicing of sponsors, e.g. organise international visits for Executive Partners. Below overview of actions related to the KPI s developed for Aarhus 2017 as well as the primarily responsible team/s: 5
Impact area KPI Actions Stakeholders Responsible Cultural 1) Stronger European relationships 2) Stronger cultural sector Develop and implement international projects Support EU funding for projects Facilitate international residencies Cultural institutions Cultural entrepreneurs Artists Programme team Image and identity Economic Social Organisational and political Governance and funding 3) Enhanced visibility and awareness of Aarhus 2017 4) More visitors to Aarhus and the region 5) Stronger creative sector 6) Activation of citizens through volunteering 7) Activating citizens as audience 8) Activation of young citizens with little experience of cultural products 9) Stronger relations across sectors and between institutions 10) Enhanced crosssectoral cooperation 11) Financial resources available Press tours for international journalists to DK Press tours for Danish journalists abroad Develop and disseminate information material Organise and attend promotional activities Present ambitious cultural programme Organise and attend promotional activities Attract international conferences Attract international tourists Develop and disseminate information material Develop the volunteer programme Present broad cultural programme Develop and disseminate information material Organise micro funding Develop Event Strategy, including framework for international visitors Receive international VIP delegations Oversee Aarhus 2017 attendance in international events Organise and attend international networks Recruit international staff Organise and attend sponsor activities Develop proposals for cooperation Servicing of sponsors Media EP/EC delegations Cultural institutes Organisations e.g European Movement Embassies/consulates in DK and abroad Cultural tourism consortium Tourism agencies Danish embassies abroad International media Associations and organisations (volunteer, students, spouses etc.) Foreign embassies/consulates in Denmark Media International networks International political bodies Businesses Business organisations Communications team Communications and Programme team Communications and Programme team StratOps Development team 6
Annex 1: Relevant strategies National strategies for tourism, public diplomacy and export National strategy for Geographical focus Topical focus Tourism Public Diplomacy Export Scandinavia: Sweden, Norway. Europe and US: Germany, UK, Holland, France, Italy, USA. New markets: Australia, Brazil, Russia, India, China, Japan. Visit Denmark campaigns: Fun, games and learning; The good life; Modern city experiences, Meetings and Business events; International congresses. Japan, Russia, Paris, Middle East, North Africa, Eastern Europe, Greece, China, Germany, India. Environment, energy and climate, The Danish model of society, Creative Denmark, Denmark s Global responsibility and engagement. Traditional markets: Europe, USA and Japan, Growth markets: Brazil, Russia, India and China + Indonesia, Mexico, South Africa, South Korea, Turkey and Vietnam. Export, investment and innovation in the sectors: Environment and water; Climate and energy; Food, Agriculture and Agro industry; Creative industries; Health and welfare; Financial Advice. Central Denmark Region international strategy Central Denmark Region s (CDR) international strategy is a tool for renewal and innovation in health, psychiatry, welfare and staff functions. Internationalisation is thus an integral part of the regional plans for health, psychiatry and development, as well as of the Growth Forum s business development strategy (and a future Growth and Development Strategy). Specifically, CDR will participate actively in European and international organisations and seek to exercise political influence on regional development in Europe and worldwide. CDR will cooperate with other regions, municipalities, businesses, organisations and ministries and, as far as possible, coordinate international efforts with broader regional, national, European and international efforts in order to maximize synergies. CDR s international work is already coordinated with other interdisciplinary international initiatives such as the CDR EU office in Brussels, the International Centre at Aarhus University, as well as VIA University College s international department. Overall, CDR aims to boost development and growth in businesses and organisations in the region through international work and by promoting understanding between nations by cross-border cooperation, attempting to ensure that the region has political influence in organizations working with regional issues at European level. Aarhus City international strategy Aarhus Municipality s international strategy focuses on Aarhus as a city where international businesses as well as knowledge and culture institutions thrive. The strategy is based on three basic principles: openminded, business-minded and service-minded: 7
Goal Initiatives Open-minded Business-minded Service-minded Aarhus goal is To create the best possible conditions Aarhus goal is to develop and to strengthen the for the businesses of the city, as well provide the best service citizens as for knowledge and culture possible for the inhabitants of tolerance and institutions, thus creating a dynamic the city. International make Aarhus a and international competitive collaborators and network great city to visit, environment, which is crucial if Aarhus should inspire continuous work and live in wants to position itself internationally. development of the for students, municipality s service level. guests and Additionally, the possibility of expatriates. working internationally will contribute to making Aarhus Municipality an interesting work place for present, as well as E.g. citizen service and information in several languages; participation in EU-projects; international student exchanges, etc. Attract internationally educated labor; an international school, high school and dormitory; branding of the city in several languages and via new media; Taste Aarhus; Aarhus as European Capital of Culture 2017; creating an international community for businesses and their employees; attracting international events, congresses, etc.; membership of CDEU Office and CDR s office in Shanghai. future employees. Participation in international conferences, networks and city collaborations; the Hamburg effort; EU-knowledge communication; development of the employees international competencies, e.g. through language courses, study abroad, project export, etc.; international knowledge sharing between the municipality s employees. The annual magazine Aarhus. Danish for Progress inform stakeholders about the international work, providing examples of international initiatives and events co/organised by Aarhus. Furthermore, it is the ambition to establish a website in English keeping politicians from European cities and government offices informed. In 2015, Aarhus Municipality commissioned an internationalisation committee for a two-year period, which is to develop strategies and action plans in order to increase internationalisation in Aarhus focusing on the business sector and strengthening the city s international profile towards the European Capital of Culture year. 8