Version: 01 March 2017

Needs Assessment Coaching visit 19-21 April 2017

Preparatory document

Table of Contents

Introduction ...... 2

Context ...... 3

Your analysis of needs ...... 12

Possible action plan ...... 16

The visit ...... 18

Draft agenda ...... 18

List of relevant stakeholders ...... 20

Logistics ...... 22

What next? ...... 24

1 Culture for Cities and Regions - coaching

Version: 01 March 2017

Introduction

This document is meant to help your coaching team prepare the reflective analysis on which to test hypotheses during the coaching visit. The purpose of the Needs Assessment is to produce insightful data on the needs of cities to be coached, allowing the coaching teams to calibrate the supporting tools and services they are producing to help cities.

The reflective analysis

On the basis of the documents and information provided by the coached city/region, the coaching team will draft a short paper outlining their interpretation of the key needs and priorities for coaching and outlines key hypotheses (based on the Needs Assessment) prior to the on-site coaching to focus the session around clear objectives. This paper will be shared with the coached city/region and will be open for comments/amendments, so that objectives are clear and shared by facilitators, peers and the coached city/region.

This exchange process will also serve the purpose of establishing a more accurate shared understanding of the needs assessment, and refine the agenda of the coaching visit.

The coaching visit

The coaching visit is more than a means to gather information and exchange ideas. A visit by an international team, funded by the European Commission, may help to change attitudes to the challenges you highlighted, both within your authority and among stakeholders. It may give those issues a higher profile. It may encourage actors inside and outside your city administration to form alliances to support the change you propose. Looking to the longer term, it could prompt them to get involved not just in action planning to design your action plan for change, but in helping to implement it. So the visit is an important opportunity to set the scene for change.

How to fill in this template?

Write as concise as possible, be as precise as possible. The questions are only here to guide your reflection, you do not need to answer them one by one. The aim of this exercise is to get a global but precise picture of the challenges and opportunities in your city, to start the reflection on the next steps to address. Do not hesitate to reuse some of the content you sent in your application form but develop further when needed.

2 Culture for Cities and Regions - coaching

Version: 01 March 2017

Context

Here we are looking at the context for your city’s work on the specific needs you have. This background picture includes the strengths and opportunities present in your city, together with the most important challenges you are facing. It is important for the coaches to understand the cultural political context in your city. Some of these factors are controllable by the city, others outside the direct control of the city – but are crucial for its work.

Demographic context: What is the city’s population, and how has it changed over the past 10 years? What challenges is the population in your city facing? Population - Currently, Chemnitz has about 247,000 inhabitants. The population of Chemnitz is thus slightly growing again after the city has suffered great losses in the period following the German reunification and the city’s economic downfall (320,000 inhabitants before 1990). - The significant gain of 5,000 inhabitants from 2014 to 2015 can partially be explained by the migrant movement: More than 2,000 refugees arrived in Chemnitz in 2015. - The population has become more diverse; share of foreigners in total population:  2016: 6.82%  2015: 7.16%  2010: 2.9%

Table “Population in Chemnitz”

Year Population Total male female 2015 248 878 122 508 126 370 2014 243 605 118 407 125 198 2013 242 177 117 194 124 983 2012 241 403 116 370 125 033 2011 240 545 115 740 124 805 2010 240 767 115 601 125 166 2009 240 629 115 289 125 340 2008 241 493 115 534 125 959 2007 242 885 116 108 126 777 2006 244 012 116 682 127 330 2005 244 999 117 016 127 983 1999 260 849 123 714 137 135

3 Culture for Cities and Regions - coaching

Version: 01 March 2017

Challenges - demographics: average age 46.78 (2014) - to keep young people in the city after their studies or education, to draw or bring potential employees back as there are newly created, vacant jobs now - the Free State of is planning to reduce the number of students at the city’s university; this will probably decrease the influx of young people further - generate stronger identification of citizens with the city; proudness concerning the city’s history or values exists only to some extent - “faces” and personalities representing and promoting the city are missing - integration of migrants and refugees - shortage of skilled employees in the city administration within the next years as 1,500 employees will retire - potential population growth due to movement to Chemnitz from the surrounding area; however, compared to other German cities, Chemnitz is so far profiting below average from the general urbanization trend

Economic and social context: How does the economic situation look in your city? What are the prospects for the coming years? General Economic Information - growing city with growing revenue - city budget  2015: 650 Mio. €  2016: 721 Mio. €  2017/2018: 728/749 Mio. € (biennial budget) - GDP per capita in 2013: 23,547 € (growing tendency) - unemployment rate  2016: 7.9% (as in Dec.)  2015: 9.1% (average)  2004: 17.5% (average)

Site Specific Information - good economic situation with manufacturing industries in the city - technological center with following industries: automotive and supplying industries, information technology, mechanical and plant engineering, technical textiles; IT is fastest growing sector - industrial location with a great variety of small and medium-sized enterprises (SME); as the enterprises belong to different industrial sectors, this leads to a certain economic resilience - leading center for research and development, e. g. micro system technology, lightweight structures (national excellency cluster Merge)

4 Culture for Cities and Regions - coaching

Version: 01 March 2017

- share of highly qualified employees is with 17.5% high - good infrastructure for working parents (kindergartens, after school care) - due to the city’s economic downfall in the 1990s and moving away of many of its inhabitants, nowadays much open space and creative opportunities in empty estates and industrial wasteland; plenty of open space for new concepts and the development of Cultural and Creative Industries (CCIs) - technical university with new library in vicinity to newly developing quarter in city center (problem so far: campus-university-live takes place on the campus) - lively industrial culture - city center lacks urban quality - industrial creation of value is in Chemnitz visible throughout the city; this could offer chances for new formats, e. g. in the sphere of industrial tourism, heritage and study tours, thematic days and festivals - exceptional chances for the economy as well as research and development exist if the issues sustainability and circular economy become more important within the production processes of value creation

National or local legislation and policy: Has your city been affected by changes in the legislation in recent years regarding culture, creative industries or social inclusion? Which ones had most impact?

 In Saxony, municipalities and rural districts are required by law, the so called “Sächsisches Kulturraumgesetz”, to provide and care for culture and cultural offers. Thus, the 5 rural areas and 3 urban areas (Chemnitz, , ) receive annual cultural allowances by the state government. This law is unique within the Federal Republic of .  The allowance rate for the urban area Chemnitz has remained with 11,326,000 € stable for many years. However, in 2011, there was an overall allowance cut as the funding for one state institution was integrated into the budget. Due to the efforts of the Saxon State Parliament,the allowances have gradually been increasing since 2015.  The allowances by the Saxonian State are of tremendous importance for the City of Chemnitz. They make up a significant share of the city’s culture funding.  The allowances by the Free State of Saxony for the care and support of culture for the City of Chemnitz:  2010: 11,326,000 €  2011: 10,030,600 €  2012: 10,930,600 €  2013: 10,930,600 €  2014: 10,930,600 €  2015: 11,598,400 €  2016: 11,626,200 €  2017: 11,863,700 €

5 Culture for Cities and Regions - coaching

Version: 01 March 2017

- For the years 2015 and 2016, the basic allowance was 11,597,100 €. The higher allowances in those years results out of funding means that had not been used in the preceeding years. - In 2017, the allowances increased by 266,600 €. - For 2018, a further increase in the allowances is expected.

- Due to political decisions on State level, Chemnitz was also assigned extra funding, which can be used as investments for construction activities or equipment for important cultural institutions; for 2017 approx. 400,000 €.

Culture on the local political agenda: What are the current and long term cultural priorities in your city/region? What priority is given to culture on your local political agenda? How are culture and the creative industries positioned within economic, social and education policies or within the general city/region development strategy?

Current Cultural Priorities - The development of the cultural strategy for the period 2018 – 2030 has the highest priority for the City of Chemnitz; with it’s development the groundwork for the following priorities is layed. - Chemnitz will apply for the title “European Capital of Culture 2025”; City Council resolution passed in January 2017 - support and establishment of CCIs as one of the pillars of local culture; development and establishment of a program to promote the CCIs, analogue to Bologna`s program IncrediBOL!, which Chemnitz got to know due to the study visit in the realms of Culture for Cities and Regions; cooperation between Chemnitz and Bologna concerning this issue has already been initiated - providing, supporting and maintaining subcultural open spaces - involve more students in the cultural life; as one means a cultural ticket for students is on trial; students can visit the theatre, the opera and the different museums for free; City Council resolution in February 2016 - Chemnitz has been using the slogan “City of Modernity” since 2009; with this slogan it is trying to establish a city identity, pointing at architectural, cultural and innovative values and potentials which existed and exist in the city and which are linked to the spirit of Modernity - to enhance the citizens’ proudness and visibility of the (hidden) potentials in Chemnitz, the image campaign “I am the City” was launched in 2014; the campaign presents personalities from different social spheres, such as economy, science, culture and sports - emphasizing the unique features of Chemnitz; improvement of cultural marketing/identification with the city (improved connection with the image campaign “I am the City”) - preserving and strengthening Chemnitz as the regional major center for culture,

6 Culture for Cities and Regions - coaching

Version: 01 March 2017

science and education - strengthening of “Zweckverband Sächsisches Industriemuseum”, an administration unit of museums of technical history; members are the Museum of Industry (Chemnitz), West-Saxon Textile Museum (Crimmitschau), Tin Mine (Ehrenfriedersdorf) - construction of new theatre complex nearby Opera and art museum “Kunstsammlungen Chemnitz” in city center, development of the so called “Theater Quarter”; City Council resolution passed in September 2016 - improved networking between cultural institutions, such as the different museums, the opera, and the theatre - establishing and coordinating cultural educational services - reaching different audiences with tailored cultural offers - enable long-term planning for cultural operators (use of the biennial city budget as of 2017) - connecting cultural workers with entrepreneurs and producing industries - as the population and the economy have been growing, more attention is being paid to culture

Long Term Cultural Priorities - a long term cultural strategy has yet to be developed (please see “City’s Strategic Approach” for further details) - network building of museums and memorials in the region - preservation of the A-Orchestra and all theatre disciplines beyond 2022

Culture and Creative Industries within Policies and General Development Strategy - within the city’s strategic urban development paper “Städtebauliches Entwicklungskonzept – Chemnitz 2020” (short: SEKO), culture is subsumed in the section “social infrastructure”; still, it is labeled as a site factor due to its possible image effects and a key to draw creative people to Chemnitz; however, it does not play a crucial role within this strategic paper; the CCIs as such are not mentioned; the SEKO was passed in 2009 and is the basis for municipal policies until 2020 - the city’s Integrated Action Plan for the ERDF 2014-2020 pays attention to the CCIs and assigns them an important role for urban development; moreover, a district manager “Economy and Creative Industries” for the different ERDF districts was established in the plan; it was passed in 2015 - the CCIs have recently started to become of interest for the city’s Economic Development Corporation (CWE); the corporation has just now installed a contact person for this branch; the CWE will also be in charge of the promotion program for the CCIs which is being developed at the moment; the city has no policy for CCIs

7 Culture for Cities and Regions - coaching

Version: 01 March 2017

Steering work on culture: How does your city organise its work on culture and cultural policies? Have you a department or unit specifically to promote cultural activities? Is the culture department collaborating with other departments or units on specific topic or issues? What part do elected city leaders play in it? How are local partners e.g. third sector /NGOs/private companies, involved in the city’s culture work? Organization work on culture and cultural policies - the City of Chemnitz has a Culture Department; it comprises the cultural management, city library, municipal music school, archive, Museum of National History and adult education center - the cultural management is responsible for the development of comprehensive cultural strategies and policies as well as the management of the cultural funding and promotion of cultural activities - Chemnitz has a Culture Adivsory Board; it decides upon which projects receive cultural funding; it has to agree upon cultural strategies before they are being passed on to the City Council for decision making; it constitutes of City Councilors and citizens who are experts in cultural issues - there exists an independent section within the city administration for the museums “Kunstsammlungen” (city’s art collection), “Museum Gunzenhauser” (art, specialized in classic modernity) and “Schloßbergmuseum” (city history)

Collaborations - close collaboration between the culture office and the mayor’s office within the framework of the EUROCITIES membership regarding the distribution and evaluation of the results of the culture forum - collaboration between the cultural office, the office for urban planning, the municipal business development corporation and the mayor´s office regarding the promotion of the CCIs - the municipal music school, the public library and the theatre are working closely together with schools and kindergartens - collaboration between Economic Development Agency with its tourism and marketing section and cultural institutions for e. g. on highlight events such as Long Night of Museums, upcoming celebration of 875th anniversary of the City of Chemnitz, German Championship in Road Bicycle Racing 2017 - general cooperation agreement between the City of Chemnitz and the Technical University of Chemnitz, joint preparation and organization of highlight events in the city - collaboration on district level between different district managements and/or urban planning office as well as cultural stakeholders and creative industries/association “Kreatives Chemnitz” (lobby group for CCIs)

8 Culture for Cities and Regions - coaching

Version: 01 March 2017

Involvement of local partners in city’s culture work - active in city’s cultural field are state/municipal cultural institutions, NGOs as well as cultural initiatives and individual artists - local partners such as NGOs, cultural initiatives and individual artists become often involved in the realization of public events by the Culture Department - a great number of cultural offers is being provided by NGOs whose work is often based on volunteers and their idealism - with support of the Free State of Saxony, the cultural management established a network office for cultural education which connects and mediates between cultural bodies and educational institutions (schools and kindergartens) and initiates pilot projects

City’s strategic approach: Has the city an overall strategy or plan for culture and cultural policies? Are there any other existing strategy papers that you would find relevant to mention? Do you already have an evaluation plan for these strategy papers? If so, how are you monitoring the results?

Culture and Cultural Policies - long-term cultural strategy for city is recently in development; the working process on designing the Cultural Development Plan until 2030 has been taken up in August 2016; prior to this, various other works, such as the culture evaluation of the periods 2007– 2009 and 2010–2012 and the publication of different reports were undertake (further details please see below) - cultural stakeholders and members of cultural committee are supposed to be included in the development process of the cultural strategy - Cultural Development Plan shall be presented to City Council in the end of 2018 - strategy for the Culture Department “Zukunftskonzept und Handlungsstrategie – Kulturbetrieb der Stadt Chemnitz 2016-2022” (valid until 2022) was passed in December 2016 by City Council - Chemnitz had a Cultural Development Plan for the period 2004-2012, which was approved by the City Council; it focused on the following subject, which still are the general criteria of public funding (e. g. the allocation of grants): Chemnitz’ inner city – the cultural center of the city – the city as a stage - the Cultural Development Plan 2004-2012 moreover defined as an aim the cultural strengthening of the city center as well as institutions and measures with supraregional importance; furthermore, the following topics were considered relevant for the future:  family friendliness  young people  eagerness to experiment  emergence and increase of charisma through cultural lighthouses

9 Culture for Cities and Regions - coaching

Version: 01 March 2017

 promotion of lively and independent art and culture scene  cultural education  dialogue with different cultures  preservation of cultural heritage

Culture Budget - culture budget:  2015: approx. 46 Mio. €  2016: approx. 53 Mio. €  2017/2018: annually approx. 53 Mio. €

- The increase of the culture budget is related to decisions by the City Council such as the construction of a new theatre complex and an increase in the State allowances; please see Page 5 for detailed information and amount of allowances of the Free State of Saxony. - It was determined by a City Council resolution in 2016 that 5% of the city’s annual culture budget are provided for independent culture in the years 2017 and 2018; included in the budget are not only freelancers but also institutions such as the Centre for Socio-Cultural Affairs “Kraftwerk” and the “Museum for Vehicles made in Saxony”.

Evaluation & Monitoring - Together with Dr Cornelia Dümcke (Culture Concepts, ), a cultural action and evaluation model was developed. In 2009, the City Council decided that the cultural evaluation should be undertaken every three years. - So far, an evaluation of the periods 2007-2009 and 2010-2012 were undertaken. So far, the results of the second evaluation have yet not been published. - The evaluation model aims at an holistic evaluation of the cultural development in Chemnitz. The process was as followes:  the leading cultural instutions answered questionaires concerning their performance, development, strategic aims, potential as well as strategic and economic controlling  the questionaires were evaluated by the cultural management, culture advisors and critical friends  information on each institution was then provided to a council of local experts which evaluated whether the institutions had reached their self-assinged aims and whether these were compatible with the Culture Development Plan; moreover, recommendations for action were given to the institutions

- The two evaluation processe resulted in the finding of the following cultural priorities for the city of Chemnitz which are currently being discussed with cultural stakeholders and politicians:

10 Culture for Cities and Regions - coaching

Version: 01 March 2017

 modernity in Chemnitz  CCIs as stimulus  industrial culture  internationalization  Chemnitz specialties and unique characteristics

Other Relevant Strategic Papers - Chemnitz has recently been undertaken a holistic analysis by the so called “Morgenstadt Initiative” which is led by the Fraunhofer Association; the analysis found that Chemnitz lacks long term strategic planning in urban development and a strategic master plan; it moreover recommends the development of a cultural strategy; the detailed results can be found in the report “City Lab Chemnitz: Ergebnisbericht der Stadtanalyse”. - As a consequence of the Morgenstadt analysis, the city is establishing a strategic executive department within the city administration; suitable and effective structures for the work of the department have to be created - “Städtebauliches Entwicklungskonzept – Chemnitz 2020” (SEKO) is the city’s strategic urban development paper and the basis for municipal policies until 2020 - Integrated Action Plan for the ERDF 2014-2020; it was passed in 2015

11 Culture for Cities and Regions - coaching

Version: 01 March 2017

Your analysis of needs

In this part, think about your coaching needs: what things need to be changed to reach the city’s aims or targets for these needs? What gaps are you aware of? Which are the main barriers or challenges you’d like to overcome, to help achieve success in this area of work?

Please briefly describe your coaching need/s: in which area of work do you think you need the most help? How are these needs related to previous work or to specific current or future challenges? Development Cultural Strategy & Stakeholder Involvement & Cultural Communication - Knowledge Transfer and Exchange of experience  methods used in other cities/regions for the development of cultural strategies resp. comprehensive strategies  aims and emphases of cultural development in other cities/regions; role of CCIs in this process  instruments/methods/emphases of cultural funding, especially regarding independent institutions, (voluntary) NGO’s

- Action Plan “Cultural Strategy” & Cultural Priorities  How can cultural aspects better be included into city development strategies?  How to decide upon which cultural stakeholders to involve in the working process for the development of the Cultural Development Plan until 2030? How can these stakeholders be involved in the best possible manner? How can suitable networks and partnerships be developed?  How can binding cultural priorities and themes be developed together with stakeholders (especially NGOs working on voluntary basis)? How can possible priorities and themes best be identified? How can it be achieved that the stakeholders regard theses priorities as binding superior themes for their work and how can they vice versa be used in order to shape the profiles of the stakeholders? How can these priorities and themes best be integrated into the cultural funding mechanisms?  How can internationalization and digitalization best be propelled if these topics have so far not played an important role in the city’s general strategy?

- Marketing & Tourism  How can priorities for cultural marketing be best identified? How can cultural marketing better be involved in (international) city marketing and used for tourism?  How can cultural offers best be combined in packages?  How can Chemnitz with its cultural offers become more attractive for people in the surrounding areas (which are currently being linked to the city by an

12 Culture for Cities and Regions - coaching

Version: 01 March 2017

innovative tram system, giving easy access to the city)?

Professionalization  How can the sensitivity of voluntary institutions for instability be reduced? How can sustainable (working) structures be generated for voluntary institutions and NGOs in order to ensure the permanent existence cultural offers which are important for the city and its image?  How can it be ensured that financial investment into crucial voluntary projects will not be lost once the volunteers decided to end the projects?

Civic Participation  How can structures for civic participation best be developed? How can sensitivity for this topic as well as its complexity and the time demanding processes best be established in the city administration and decision making processes?  How can the public best be involved in the development of the cultural strategy and the application for the title “European Capital of Culture 2025”? How can the relevant channels to reach different public groups best be identified?

Culture Partnerships  collaboration models between municipal administration/politics, industry and culture as well as financing and business models  How can well-functioning network structures between cultural actors such as museums, NGOs etc. be developed? What approaches exist for cooperation for all cultural actors (best practice examples)?  further development of program for cultural education and the linked collaboration between the different museums, the theater, kindergartens and schools

Cultural and Creative Industries  best practice examples regarding the connection of integrative urban development and the role of CCIs

City’s current practice: Please describe briefly the city’s approach to work on this need. What has been done so far regarding your identified needs and challenges? How was this practice adopted? Was it chosen as a preferred model, or did it just develop over time? Is the authority satisfied with it – and if not, what are its key weaknesses or problems? Do you know whether it reaches all the people who should be involved? If not, why not?

13 Culture for Cities and Regions - coaching

Version: 01 March 2017

Undertaken Steps

- Cultural Strategy  development of strategy for Culture Department 2016-2022 for the cultural institution of the City of Chemnitz  participation in the Culture Forum of Eurocities  panels/exchanges with local stakeholders, evaluation of the local cultural sector on the basis of a specifically developed measurement model  regular meetings and exchanges of as well as with experts and political panels, such as the City Council, Cultural Committee and Cultural Advisory Board  working group meetings with representatives of the different Saxon regions resp. cultural regions (entities of Saxon cities and municipalities created by law)  implementation of local, regional and international cooperation projects; participation in symposiums/professional trainings

- Cultural and Creative Industries  a district manager “Economy and Creative Industries” for the different ERDF districts, contracted by the City of Chemnitz, has started to work in 2016  the so called “Morgenstadt Resolution”, an initiative by Mayor Barbara Ludwig, has just been passed in January 2017 by the City Council; by the resolution the development of a support program of the CCIs, similar as IncrediBOL!, was decided; the NGO “Kreatives Chemnitz”, a lobby group for the CCIs in Chemnitz, was involved in the conceptualization and will also be engaged in the realization of the program  study visit to Bologna concerning municipal support of CCIs within initiative “Culture for Cities and Regions”  participation in the meeting of the Eurocities working group “Creative Industries” in Barcelona  draft of an application within the program “Creative Europe” together with the twinning city Tampere (the application could not be submitted due to the withdrawal of one partner)

City structures: What are the arrangements for leading work on this specific area of thematic work? How does this thematic work link up with the city’s other services? The Culture Department is responsible for the elaboration of the cultural strategy. It can design the development as freely as it likes to. However, the suggested strategy then has to be accepted by the Cultural Advisory Board and the different city departments before it is

14 Culture for Cities and Regions - coaching

Version: 01 March 2017

passed on to the City Council which decides upon accepting, rejecting or adapting the strategy.

Local political climate: What is the impact of local public debate on this thematic work? Is there political pressure on city leaders? Are you supported by local politicians on this topic? Are you supported by other city services?

As the City Council decided to apply for the title “European Capital of Culture 2025” the topic culture and culture development are currently very present not only within the body of the city administration but also in the public discourse. In general, the public supports the idea of the application which had been suggested by the Mayor, the Director General of Theater Chemnitz, Dr Christoph Dittrich, and the Head of the Culture Department Ferenc Csák. There has even formed an initiative of more than 50 culture and arts associations and institutions (having over 1,4000 members) which developed a Charta in which they publicly stated their support for the application.

Despite the fact that the public and cultural agents are in favor of the application, there exists a public “critical gaze”, meaning that some people generally deny Chemnitz the chance to actually becoming the “European Capital of Culture”.

Many, if not to say all, eyes are thus on culture and on culture development at the moment.

Financial resources: How far is the work on your needs affected by budget limits, or by uncertainty about funding? Do you happen to have other resource issues e.g. finding qualified staff?

The work and needs are affected by budget limits. There only exists a small budget for the development process, e. g. payment of fees for external experts is rather difficult, and there is only limited staff available.

Stakeholder engagement: Have you tried to strengthen your work by getting outside actors (such as civil society organisations/NGOs, private companies/employers, trade unions, faith groups, youth groups, volunteers, etc.) involved? Have you noticed any problems in getting their engagement? Which groups are hardest to involve?

The Cultural management has for a long time been involving outside actors in their work of development of the cultural strategy. They were e. g. involved in the development of the Culture Development Plan 2004 - 2012 and its evaluation as well as in the process of deciding for or against the application for becoming “European Capital of Culture”. Traditionally, the Cultural management has good ties to the city’s cultural agents and institutions.

15 Culture for Cities and Regions - coaching

Version: 01 March 2017

Possible action plan

Expectations: What do you expect from coaching? In what way do you see this coaching supporting your needs for change (in terms of methodology, policy, governance, specific groups, geographical areas etc.)? - foremost it is expected, that the external consulting and support will help to establish the issue towards the political decision makers of the city - it is planned to integrate the impulses and findings of the coaching into the new cultural strategy - external perspective as suggestion and stimulus; to learn from the examples of others - identification of best practice examples - Strengthening of culture as a location factor

Aim: What are the key goals you aim for in the framework of this coaching? Which practical steps or actions do you think will help your city/region to reach these goals?

- Key Goals  new approaches due to experience of other European cities  new networks on local and European level  new opportunities for cooperation of different municipal/social groups and areas  make better use of existing potential, bundling of resources  positioning/strengthening of the CCIs  more efficient cultural funding by the municipality due to the evaluation of institutions and projects  external glance, reflection  linkage cultural strategy and city marketing, entrepreneurship  further development and realignment of cooperation within the cultural institutions

- Practical Steps and Actions  coaching results will be taken into account in the Action Plan for the development of the new cultural strategy  regular cultural meetings  exchange concerning long-term objectives of the Cultural management, city marketing and independent cultural institutions  targeted communication strategies for potential partners in the concept development process  public information about the defined emphases in the cultural development until 2022; development of opportunities for civic participation/civic platforms

16 Culture for Cities and Regions - coaching

Version: 01 March 2017

 symposiums with stakeholders of all involved social areas  resolution by the City Council  cooperation projects

17 Culture for Cities and Regions - coaching

Version: 01 March 2017

The visit Draft agenda

Time Apr 18

19.00 - … Dinner @ Tillmann’s

Time Apr 19 Cécile Houpert, Val Birchall, Susanna Tommilla, Peter Inkei, Nils Scheffler Ferenc Csák, Katrin Voigt, Pia Sachs, External Advisor “European Capital of Culture”, Nancy Gibson, Simone Becht, Egmont Elschner, Ulf Kallscheidt, Eva Gräfer Guided City Tour 9.00 - 10.00 Opera, Karl-Marx-Monument, smac Briefing by the Coached City ‘Our Local Situation and Objectives’ 10.00 - 11.30 Presentation “General Information” Presentation “Cultural Strategy and Planned Development Process” Interview 11.30 - 12.00 Ferenc Csák & Katrin Voigt

12.00 - 13.30 Lunch

13.30 - 14.00 Guided Tour Town Hall

Interview 14.00 - 14.45 Barbara Ludwig 14.45 - 15.00 Break 15.00 - 15.30 Presentation “European Capital of Culture 2025”

15.30 - 16.00 Presentation “Tourism & Marketing”

16.00 - 16.30 Presentation “Urban Development & Integrated Development Plan” Open Space 16.30 - 17.30 (Rochold, Gibson, Becht, Dr Dittrich, External Advisor „European Capital of Culture“, Harbauer, Müller, Elschner, Endler, Stillger,) Summary of Needs Analysis 17.30 - 18.00 key challenges to be addressed

18.00 - 19.00 Break

19.00 - … Dinner

18 Culture for Cities and Regions - coaching

Version: 01 March 2017

Time Apr 20 Cécile Houpert, Val Birchall, Susanna Tommilla, Peter Inkei, Nils Scheffler Ferenc Csák, Katrin Voigt, Pia Sachs, External Advisor “European Capital of Culture”, Nancy Gibson, Simone Becht, Egmont Elschner, Ulf Kallscheidt, Eva Gräfer @ Museum Gunzenhauser Interviews 9.00 - 11.00 Anja Richter Egmont Elschner Ulf Kallscheidt 11.00 - 11.30 Transport Sonnenberg Interview 11.30 - 12.00 Elke Koch 12.00 - 13.00 Light Lunch

Tour “Sonnenberg” & Interviews 13.00 - 14.30 Komplex (Christian Feister), FabLab, Kabinettstückchen (Robert Verch), Lokomov & Gallery “Hinten” (Mandy Knospe) 14.30 - 15.00 Transport Spinnerei

Tour “Spinnerei” & Interviews 15.00 - 16.30 Klaus Hirsch Thomas Rebsch & Timo Stocker, Thomas Mehlhorn

16.30 - 17.00 Transport Kinderfilmhaus Interview 17.00 - 17.30 Michael Harbauer

17.30 - 19.00 Break

Get Together 19.00 - … Culture Institutions & City Councillors

Time Apr 21 Ferenc Csák, Katrin Voigt, Pia Sachs, External Advisor “European Capital of Culture”, Nancy Gibson, Simone Becht, Egmont Elschner, Ulf Kallscheidt, Eva Gräfer @ tietz 9.00 - 10.00 Review Findings from visit so far Prepare rough first draft of recommendations Present/discuss draft recommendations 10.00 - 11.00 with key local officers

11.00 - 12.30 Revise and finalise recommendations

12.30 - 13.30 Lunch

19 Culture for Cities and Regions - coaching

Version: 01 March 2017

List of relevant stakeholders Name, Institution Position Contact information Surname Barbara City of oberbuergermeisterin@stadt- 1 Mayor of the City of Chemnitz Ludwig Chemnitz chemnitz.de Deputy Mayor “Department for philipp.rochold@stadt- Philipp City of 2 Education, Youth and Social chemnitz.de Rochold Chemnitz Affairs, Culture and Sports” +49 371 488 1950

City of [email protected] 3 Ferenc Csák CEO Culture Department Chemnitz +49 371 488 4100

City of [email protected] 4 Katrin Voigt Head of Culture Managament Chemnitz +49 371 488 4120

simone.becht@stadt- Simone City of 5 Officer in Cultural Management chemnitz.de Becht Chemnitz +49 371 488 4126 Egmont Advisory Board 6 Chair Elschner for Culture nancy.gibson@stadt- Nancy City of 7 Director Municipal School of Music chemnitz.de Gibson Chemnitz +49 371 354 0453 Ulf [email protected] 8 SPD Councillor in Culture Committee Kallscheidt +49 371 488 1305/06 Head of Marketing and Tourism; Susann [email protected] 9 CWE Chemnitz Economic Development Endler +49 371 3660 200 Corporation City of Head of Section Funding and [email protected] 10 Grit Stillger Chemnitz Urban Planning +49 371 488 6030 Chemnitz Arts [email protected] 11 Anja Richter Curator of Museum Gunzenhauser Collections +49 371 488 7000 International Film Festival Michael [email protected] 12 for Children Director Harbauer +49 371 444 74 40 and Youth „Schlingel“ frank.mueller@kreatives- Kreatives 13 Frank Müller Chair chemnitz.de Chemnitz e. V. +49 371 909 85 14 robert.verch@kreatives- Robert Kreatives District Manager “Economy and 14 chemnitz.de Verch Chemnitz e. V. Creative Industries” +49 371 49370484 [email protected] 15 Elke Koch District Manager “Sonnenberg” +49 1522 7573016 Lokomov & Mandy 16 Gallery Founder [email protected] Knospe “Hinten” Christian Theater 17 Management [email protected] Feister “Komplex”

20 Culture for Cities and Regions - coaching

Version: 01 March 2017

Complex [email protected] 18 Klaus Hirsch “Spinnereimasc Owner +49 177 3101981 hinenbau” Thomas Rebsch & [email protected] 19 Spinnerei e. V. Chair Timo [email protected] Stocker thomas.mehlhorn@stadt- Thomas City of Coordinator “Urbact: Waking Up 20 chemnitz.de Mehlhorn Chemnitz the Sleeping Giant” +49 371 488 6153 City of [email protected] 21 Pia Sachs EU Coordination Chemnitz +49 371 488 1509 eva-maria.graefer@stadt- City of 22 Eva Gräfer Project Coordination chemnitz.de Chemnitz +49 371 488 1529

21 Culture for Cities and Regions - coaching

Version: 01 March 2017

Logistics

The EUROCITIES coordination team will take care of booking hotels and travels for the coaching team, with the assistance of the coached city or region.

Budget is available for four people during a three-day visit. The budget will cover the costs of travelling, accommodation and subsistence (transfer costs, lunches and dinners) in the visited city or region.

The costs of staff time and daily subsistence are not eligible and must be covered by the host city/region.

To facilitate the process, could you provide:

- A list of recommended hotels – max. 100€ per night per person, breakfast included

Name of the Prices per Address Website/contact hotel night Straße der Biendo Mail:[email protected] Nationen 12 45 € Hotel Chemnitz Tel:(+49)371/4331920 09111 Chemnitz Mercure Hotel Mail:[email protected] Brückenstraße 19 Kongress Tel:(+49)371/6830 64,22€ 09111 Chemnitz Chemnitz Fax:(+49)371/683505 Straße der Mail:[email protected] Hotel an der Nationen 56 Tel:(+49)371/6810 65 € Oper Chemnitz 09111 Chemnitz Fax:(+49)371/670606

- Any travel tips you found useful to reach your city

Leipzig Airport

An Airport Shuttle (Website in German – if you need assistance, contact eu-stelle@stadt- chemnitz.de ) is available on demand and can take you directly to Chemnitz (35 €).

By train: S-Bahn Mitteldeutschland’s Line S5 and S5X every 30 min. (direction ) from Leipzig /Halle Flughafen (Airport) to (Central Station). From Central Station, Mitteldeutsche Regiobahn to every hour (RE 74781). Total cost approx. 21 €.

22 Culture for Cities and Regions - coaching

Version: 01 March 2017

Dresden Airport

An Airport Shuttle (Website in German – if you need assistance, contact eu-stelle@stadt- chemnitz.de) is available on demand and can take you directly to Chemnitz (35 €).

Line S2 from S-Bahn Mitteldeutschland (direction ) twice an hour from Dresden Flughafen to . Both RE 26984 (direction Hof Hbf) and RB 26928 (direction Zwickau) to Chemnitz Hauptbahnhof, once an hour. Total cost approx.20 €

Berlin-Schönefeld Airport

Intercity bus service FlixBus goes directly from Berlin to Chemnitz four times a day. It is highly recommended to purchase tickets in advance. You can go by train as well, but you have to change twice.

Berlin-Tegel Airport

Intercity bus service BerlinLinienBus operates from Hauptbahnhof (Central Station) Berlin to Chemnitz directly. Bus TXL (Public Transport) in direction Alexanderplatz is going every few minutes from the Airport to (journey time 20 minutes). It is highly recommended to purchase tickets in advance. You can go by train as well, but you have to change in Leipzig.

Interpretation: budget is available to help cover interpretation if needed up to 500€. Arrangements must be done by the hosting city with their preferred interpretation company.

Do not forget to brief your coaching team about sensitive issues to be aware of during the visit, such as political and organisational interests among stakeholders

You can also draw up a preliminary set of questions for interviews with stakeholders.

23 Culture for Cities and Regions - coaching

Version: 01 March 2017

What next?

Please complete this template and sent it back together with a draft agenda and any supported documents by WeTransfer to [email protected]

Contact in the host city:

Name Email address Phone

Main contact Eva-Maria Gräfer Eva-Maria.Graefer@stadt- +49 371 488 1529 chemnitz.de

Back-up contact Pia Sachs [email protected] +49 371 488 1509

Culture for Cities and Regions contacts:

Name Email address Phone

EUROCITIES Cécile Houpert [email protected] +32 2 552 0848

KEA Arthur Le Gall [email protected] +32 2 289 2600

Your coaching team’ contacts: Name Email address Phone

Expert Peter Inkei [email protected]

Expert Nils Scheffler [email protected]

Birmingham Val Birchall [email protected]

Espoo Susanna Tommila [email protected]

24 Culture for Cities and Regions - coaching

Version: 01 March 2017

Attachments

City of Chemnitz: Action Plan „Development Cultural Strategy Chemnitz 2018 - 2030“ (2017).

Fraunhofer IAO (2016). Presentation City Lab Chemnitz.

Stadt Chemnitz (2017). Konzept zur Bewerbung um den Titel Kulturhauptstadt Europas 2025. German only.

Fraunhofer IAO (2016). City Lab Chemnitz: Ergebnisbericht der Stadtanalyse. German only.

Stadt Chemnitz (2016). Zukunftskonzept und Handlungsstrategie Kulturbetrieb der Stadt Chemnitz 2016-2022: Das TIETZ, Wa(h)re – Wissen – Kultur. German only.

Stadt Chemnitz (2015). Integriertes Handlungskonzept der Stadt Chemnitz zur Förderung der EFRE- und ESF-Gebiete 2014-2020. German only.

Stadt Chemnitz (2013). Kulturbericht der Stadt Chemnitz 2012. German only.

Stadt Chemnitz (2009). Städtebauliches Entwicklungskonzept ― Chemnitz 2020. German only.

Stadt Chemnitz (2004). Kulturentwicklungsplan der Stadt Chemnitz 2004-2012. German only.

25 Culture for Cities and Regions - coaching