Bad Ischl-Salzkammergut 2024 European Capital of Culture · Candidate City Mit Unterstützung von Bund, Land und Europäischer Union Bad Ischl-SKGT24 European Capital of Culture · Candidate City INTRODUCTION - GENERAL CONSIDERATIONS Q 1 CONTRIBUTION TO THE LONG-TERM STRATEGY 01 Q 2 ⟶ Q 4 CULTURAL AND ARTISTIC CONTENT 02 Q 5 ⟶ Q 10 EUROPEAN DIMENSION 03 Q 11 ⟶ Q 13 OUTREACH 04 Q 14 ⟶ Q 16 MANAGEMENT 05 Q 17 ⟶ Q 41 CAPACITY TO DELIVER 06 Q 42 ⟶ Q 43 04 Introduction - General Considerations © Philipp Strasser QUESTION 1 The concept SALT.WATER and its Involvement since pre-selection Introduction The Emperor is still dead. And Europe and Impact of (Hyper)Tourism – is both history. We know enclavian behavior has lost its balance. In writing the our healer and the grit we need to and how each enclave brews in its own sto ry of SALT.WateR we changed our challenge us. WateR – reflected in stew. This stew is a world very narrow own balance too. Strength of Counter cul ture and Flow and small, resulting in malnourished to Retreat – is the connector and un­ culture and an inability to change. We seemed to have stirred something locker. Combining SALT.WateR gives deeply interesting here in the Salz­ Here in the Alps, one of Europe’s most 1 us culture, our New Salt. It is the best kammergut. We poked a wake­up of both Salt and Water, a fertile and famous and charismatic regions, stick into a hornets’ nest. But instead solid base on which to build a new SALT.WateR is forming something of an angry swarm, the loud buzz being Cultural Geography in our region, the special, as it has done throughout its heard across the region reflects an INCLAVE. This process did not start history. SALT.WATER is now opening excitement and a willingness to with last year’s ECoC Application. us up to new ideas. It can also open up em brace the New Salt. Our region is Cultural wor kers have been mi ning a the closed enclaves of Europe, sharing starting to discover more commona­ New Salt for years, slowly buil ding up our model of cultural connectedness. lities than contrasts. The closer we cultural con versations for a critical The Incla ve. A vision of a connected in volved our local population, the mass to NOW be possible. People, region, connected cities, connected more we saw interconnection. We saw Places and Pro gram solidify this Europe. Europe. Cultural Geo graphy ­ connecting As a result, our Sat­Nav lady from Like Europe, we need to find a balance cultures, creating common goals, to­ Pha se 1 is having second thoughts between challenges and familiarities. getherness and inclusion. New Salt, about turning around. Because change The balance between counterculture with new views, opens our hearts to be is star ting to happen. The question is and tradition, the balance of many captivated by culture and share it with ­ what CAN we and what WILL we cultures. As tourists we egoistically others. change about our future? It is precisely want to capture nature, at the same this change that is driven by the Yet Europe is becoming more and time endangering and potentially de­ oppor tunity to become European more a series of enclaves. On the face stroying it. That’s why SALT.WateR is Ca pi tal of Culture. of it, a place of safety, but an enclave now more relevant than ever. is about preserving traditions for the A new way of thinking IS emerging. It finds a balance between key ele­ sake of protecting traditions, leaving A sense of US is noticeable, that WE as ments of modern life. Tradition versus them static and dead in the end. About Europeans can make a difference, can modernization. Hyper­tourism versus getting as much money out of tourism change the enclave to Inclave, can relaxation and a balanced lifestyle with as possible, no matter the conse­ welcome people from all cultures to sit a respect for nature. SALT ­ re pre sen ted quences to nature or residents. We down at one table together. in our program lines Power of Tradition recognize this because of our own 1 from this point on abbreviated with SKGT Introduction - General Considerations 5 01Q2 ⟶ Q4 Contribution to the long-term strategy 01 Contribution to the long-term strategy 02 Cultural and artistic content 03 European dimension 04 Outreach 05 Management 06 Capacity to deliver Q2 ⟶ Q4 QUESTION 2 Cultural strategy: Changes in priorities including those for ECoC 2024 QUESTION 3 Intended long-term impacts of becoming ECoC 2024 We see our long­term strategy and the impacts of becoming European Capital of Culture as fundamentally connected. We therefore combined our answers to these 2 questions. Shortly after being short­listed, our Strategy 2030 was finalized. This was achieved, within the framework of a EU LEADER1 project, and with the collaboration of 23 municipalities, many cultural institutions, associations and members of civil society. Together, we published, presented and distributed the first ever regional cultural strategy for the SKGT (Kultur macht den Unterschied ­ Kulturvision 2030). It was presented on July 12, 2019 and subsequently agreed on by all 3 LEADER regions, the tourism board and regional cultural politicians. 2. Release the potential of culture for The inclusive approach, ultimately everyone. We need a change of uni ting 23 municipalities spanning strong, sustainable European Capital mindset! Politicians and business 3 different federal states in 3 EU of Culture here in the Alps. The strategy people need to see culture as an in­ LEA DER regions, gives us a solid and itself sets out 5 key priorities: vestment. This also applies to those sha red platform. With culture as the who think “culture is not for me”. It is successful connector, a unified cross­ 1. Establish a broad concept of cul­ not easy, but our passion will help us party and cross­society can move our ture and strengthen forms of cul­ find a way and we are more than region forward. The endorsement of ture not yet well established in the determined! this inclusive, future oriented cultural SKGT. Not just brass music, mega strategy is fundamental for convincing events with fireworks or Lederho­ 3. Make culture accessible and political, cultural and business leaders sen. We need to find a place for all at trac tive! Taking a look at our – and ourselves – that we can deliver a sorts of art and cultures! 1 LEADER aims to engage local stakeholders to initiate actions for the development of their rural areas. The Application process is also funded by LEADER. Contribution to the long-term strategy 7 Q2 ⟶ Q4 cultural institutions and events, we essential it is to see our ECoC program that delivers long­term rebalancing of know that there is a big potential to as hel ping us meet the special chal­ culture and nature, economic and be better, more fun, more challeng­ lenges we face. Arguably, as recently environmental concerns, tradition and ing, more engaging. seen in Spain, the challenges of rural modernization, and harmony among regions are the most acute of all. The people from many nations; a vision 4. Find different solutions to the twin spec tres of rural exodus and with the potential to really make a same old problems. It was Einstein’s hyper­tourism threaten to turn some diff erence to our region. Just as SALT definition of insanity to do the same regions into either ghost towns or theme and WATER made, and still make a thing over and over again, expecting parks. We want our region to be, and stay diff erence here. to achieve different results. ECoC alive – our concept is to create a new makes us see things from a dif­ Cultural Geography for rural regions, This led us to rework our key priorities ferent angle. Finding creative ways such as ours; a Cultural Geography for ECoC 2024. Instead of People, to address what we thought were characterized by a different set of Places and Connections, our priorities unsolvable problems. Such as assets, opportunities and challenges are now Places, People and Program. hyper­tourism or the shortsighted­ other than what metropolitan areas have. Connection is intrinsic to Places and ness of decision­making pro cesses People. But a catalyst is needed to affecting our natural envi ron ment. Regions like ours, across Europe, need make that connection ­ that catalyst to find solutions built around the spe­ is our 2024 Cultural Program. 5. Revitalizing old spaces. We are a cial Cultural Geographies they have. region rich in imperial and industrial Clean air, pure water, cultural heritage The combination of the 3 Ps – the heritage, which also found its way and community spirit are our assets. power of 3 – becomes the foundation into our building culture. Lots of Dwindling populations, dying tradi­ on which to build the new SKGT beautiful buildings are left unused tions, hyper and low­wage tourism and INCLAVE! and sit empty. These spaces will a reluctance to embrace change are It is the mixture of SALT.WATER that provide the hardware for our just some of our enemies. provides the solution we need. And Cul tural Geography. Building this new Cultural Geography is let’s face it, we are all looking for solu­ strategically important for us and can tions to the challenges of how to build Thinking outside the box enables us to also become important for Europe a more connected society, one which find alternative waystogether . This (more in Q12). The essence of this allows everyone to reach their full makes a bigger impact on people’s Cultural Geography is the INCLAVE.