Lublin 2016 â Appendix - Kultura Enter

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kes long-term action (year-long and longer) and carries it out successfully for the period of three consecutive years, it will be invited to enter a solid budgetary financing agreement with the municipality. The agreement will rely on the entity’s results, the evaluation from the LOK and recommendation from the city offer supervising body; the size of financing will be decided after the entity’s budget analysis spanning the period of three years. Such an arrangement is particularly justified for establishments conducting educational activities and working with persons at risk of exclusion. A separate pool of resources, available as subsidies or loans (thus renewable) for own contribution to NGO projects, will supplement the spectrum of third sector support and will considerably strengthen the sector’s position in fund-raising outside the town budget. 6.4 The implementation of task-based budgets - as a principle of financial management promoting transparency and efficiency in apportioning funds. Such a budget structure is now being implemented at the Municipal Office, but soon it should embrace all cultural institutions and NGOs cooperating with the municipality. It will put on view the expenditure for individual projects and programmes and will help compare and balance the costs (also operational) with produced effects. This will enable a coherent and comparatively similar financial policy across the cultural sector and will provide justification for public spending. What is needed for a successful implementation of this goal is proper training for the financial personnel responsible for finance in the cultural structures. Some teething problems are initially expected, yet the task-based budget should successively lead to a significant simplification of financial procedures. 6.5 The implementation of on-line financial settlements - along with the improvement of deployed IT solutions, financial settlements should be expedited; this is absolutely necessary, given the growing number of entities relying on the municipal financing. This goal also necessitates additional training. Before the launch of the new IT system, it is advisable to streamline the existing conventional settlements, speaking both of procedures and forms. 6.6 To increase the influence of municipal cultural institutions - this objective will promise a number of opportunities that strengthen the financial position, and thus increase the pool of resources for the mission-related activity. These include: • Viability of ticket prices and other fees - this should concur with a system of subsidies and concessions, thus preventing low attendance at paid events and programmes. Growths in revenue should be encouraged by annual awards. This process may be accelerated by encouraging VIPs to join a VIP tickets scheme before most prestigious events. • The development of private sponsorship - it is both an economic must and a sign of recognition for cultural activity. The sponsor’s advertisement, now obtrusive and dominant, should be reduced to a discreet indication of its logo in the prospectus or information material. On the other hand, it would be a good idea to throw an annual “Gala of Sponsors of Culture” (e.g. during the carnival period), where sponsors’ role in the development of culture would be mentioned and some prestigious awards and distinctions handed out (as statuettes and diplomas). • Earning revenue from associated activities - for example, child care (4.3.) photography, copying and recording or offering space to catering businesses; these can also boost the attractiveness of cultural institutions. The balance between the mission-related activity and associated activities should be determined through the assistance of Programming Boards, so as to prevent over-commercialization of cultural institutions. • Obtaining grants from outside the city budget - from the EU funds, ministry programmes, or foundations - may be beneficial in enhancing the capacity of municipal cultural institutions, especially that they are often associated with the broadening of the regular offer. An active involvement in this area should be stimulated by the bonus system mentioned above. Cultural Development Strategy 84
Implementation of the strategy The above operational axes of the strategies are interdependent and require almost parallel implementation. Yet, in view of the current needs, the strategy team proposes that in the opening stage of implementation (in the years 2011-2012) absolute priority should be given to: Space and Governance, as calling for the most urgent action and enabling the advancement of further axes; in the same period, Availability will also be an important factor furthering other priority axes. In the subsequent years (2013-2015), the priority axes will be Participation, Offer and Financing. In the years 2016-2017, all the axes should be fully operational for the celebration of 2016 and 2017 - (the 700th anniversary of city rights). The period between 2018 and 2020 should see the continuation of the activities from all the axes, after the necessary adjustments on the basis of their evaluation in the preceding periods. At that time Governance will again become a priority, given the need for reviewing the results of the former, key periods for the Lublin culture; conclusions will be drawn and will underlie new strategy development for the following decade. Cultural Development Strategy Irrespective of the above-said, the strategy of cultural development provides that the following regulations and programme and strategic arrangements with serve as integral supplementing components: • Integrated Plan of Cultural Heritage Management in Lublin, drawn up under the HerO project (URBACT II) • Long-Term Investment Plan for the City of Lublin (2008-2015) • The social problem-solving and social exclusion programme. • Study of the Conditions and Directions of Development for the City of Lublin, drawn up by the Planning Department, Municipal Office • local spatial plans, especially those to be drawn up for the centre of Lublin (Podzamcze area and the railway station) by the Planning Department of the Municipal Office. • concept of development for the Bystrzyca River valley (created for urban investment and the Green Connection programme) and other valleys • Lublin Revitalisation Programme in the version adopted by the City Council in 2008 with amendments. • long-term programme of cooperation with NGOs • Lubelskie Voivodeship Development Strategy and the Regional Operational Programme - Lubelskie Voivodeship for the years 2007 to 2013, and for the following programming period (2014-2020) • programmes of the Ministry of Culture intended for the support of cultural activities Considering the final shape of the strategy of cultural development, the strategy team submits a list of tasks/objectives to bring them up for discussion and requests comments and supplementary notes with proper justification: Space • to finish renovation of the Old Theatre, St Brigit Order convent (municipal Culture Centre) and other scheduled urban investments in 2011 and 2012; working out the “target’ working frames till 2014, and the programme for 2016 and 2017 (recommendations to governance) • to improve the “looks” of the Old Town and the surroundings (including Castle Square) as cultural space: managing the advertising and shop-signs policy, façade renovations (at the minimum), extra amenities in public spaces (benches, toilets, bus stops, etc.) • to prepare for the inscription of the historic part of Lublin on the UNESCO World Heritage List 85
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LUBLIN European capital of culture
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political and financial endorsement
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11 endorsement by other cities
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Page 33 and 34: 33 endorsement by other cities
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Page 51 and 52: Partnerships developed by Laborator
Page 67 and 68: Lublin European Capital of Culture
Page 69 and 70: Charter of the Laboratories and Tas
Page 71 and 72: Endorsement of the ECC Lublin 2016
Page 73 and 74: LUBLIN 2020 - Cultural Development
Page 75 and 76: We will reaffirm the importance of
Page 77 and 78: Lublin, whose growth was always dep
Page 79 and 80: 2.2 Cultural education - this will
Page 81 and 82: and freely available, arranged them
Page 83: seeking of additional sources of fi
Page 87 and 88: 87 media support
Page 89 and 90: ski, Tomek Bielak, Norman Davies, P
Page 91 and 92: Grzegorz Józefczuk. J. Onuch o Lub
Page 93 and 94: Jarosław Koziara: Lublin bardzo si
Page 95 and 96: Lublin - New Opening We treat the E
Page 97 and 98: An Idea For A Literary Scholarship
Page 99 and 100: Civic Bank Of Ideas Emilia Chomowa
Page 101 and 102: Dusted Off To Be Remembered Aleksan
Page 103 and 104: Festival of Isreal - Palestine. Cul
Page 105 and 106: International Artisitc Sculpture Wo
Page 107 and 108: Lipiński and Weniawski Internartio
Page 109 and 110: Lublin On the Set / Cinema-Lublin M
Page 111 and 112: Not Better Or Worse - Just Differen
Page 113 and 114: Presentations of Street Theatres in
Page 115 and 116: SOC Town = Good Town Grażyna Stank
Page 117 and 118: the Monument of Grouchy Smurf The O
Page 119 and 120: West Flanders and Bruges Western an
Page 121 and 122: What is the “Thinkery”? Tomas V
Page 123 and 124: wszechnica ECC Lublin 2016 In Novem
Page 125 and 126: ty. On the contrary, the forming of
Page 127 and 128: The Honorary Committee • Abel - O
Page 129 and 130: Lublin 2020 Development Council •
Page 131 and 132: Cultural Institutions in Lublin Sup
Page 133 and 134: The Towns and Cities of the Lublin
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• Logostur Tourist Agency • Lub
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Open Lviv 2016 Despite the fact the
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Tyzhden / Week of Contemporary Art
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communication with a reader/listene
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INDIVIDUAL PROJECTS The Open Lviv 2
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OPEN LVIV PROJECT PROJect / DAY OF
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Lviv Municipal Public Organization
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• Oleksa Furdijak - NGO “Еksce
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Lublin 2016 â Appendix - Kultura Enter