Cultural Affairs Strategy for the years Liite 4

2 Cultural Affairs Strategy for the years Mission statement Cultural Affairs enhances citizens’ well-being and life management by producing cultural services and supporting others’ productions. The Mission is based on the hopes and needs of citizens. The goal is to reach all citizens in all cultural sectors. Cultural Affairs is the city’s attraction factor and creates operational preconditions for economic life. Cultural Affairs enhances multiculturalism. Culture is living in the different arenas of the city, and the Cultural Affairs department supports varieties and continuous renewal of the cultural field as a whole. The strengths of the Cultural Affairs include locality, internationality and bilingualism, as well as high standard of expertise and committed personnel.

3 Cultural Affairs Strategy for the years Values 1. Citizen and customer-orientation The city is a service organisation based on democracy and interaction. 2. Competence and creativity The competence and the will to serve citizens and customers are being developed with the aim of making them the best in Finland. 3. Co-operation Every effort will be made to further co-operation on local, regional, national and international levels. 4. Justice All citizens are treated equally; the same principles are applied to enterprises and organisations. 5. Sustainable development Present and future generations will be guaranteed a high economic, social and ecological quality of life through balanced and continuous change. Differences from Turku Strategy The values of Cultural Affairs are the same as those of Turku Strategy.

4 Cultural Affairs Strategy for the years Vision 2015 Turku will be known as a pioneer of cultural affairs both in Finland and around the world. In 2015, Turku will be a creatively controversial and multifaceted stage for the past and future with excellent operating prerequisites. Vision 2015 of Turku Strategy Turku is a nationally and internationally attractive city of culture and a competence centre providing an excellent quality of life and an innovative environment for work.

5 Cultural Affairs Strategy for the years Strategic focal areas Well-being and quality of life Vitality through education, competence and entrepreneurship Competitiveness and sustainable development Possible difference of application to Turku Strategy The strategic focal areas of Cultural Affairs are the same as those given in Turku Strategy.

6 Cultural Affairs Strategy for the years Focal area: Competitiveness and sustainable development Critical success factors: Moving on to healthy net economy Effective and successful focusing of the resources Strengthening the basis of economy Creating active, international contacts Guaranteeing an inspiring, pleasant and multifaceted urban environment Acting efficiently in provincial and national projects Taking care of the preservation of the cultural environment and property as well as developing the care thereof Link to Turku Strategy: Efficient and customer-oriented operations and balanced economy An active, international actor with a strong influence on the development of the Baltic Sea area City planning that supports sustainable growth and well-being Regional co-operation leader, active safeguarding of interests Responsible climate and environment policy

7 Cultural Affairs Strategy for the years Focal area: Well-being and quality of life Critical success factors: Culture enhances well-being The cultural image of Turku is strengthened Turku’s culture will have more influence in the field of art and culture Culture reaches children, young people and families The clientele is increased and diversified Customer satisfaction increases A wide variety of cultural services offered Joint information and marketing is increased and intensified Development of the operations and processes of the Cultural Affairs units Increasing co-operation within the Cultural Affairs department and with free arts Increasing and clarifying cross-administrative co-operation and flow of information Link to Turku Strategy: A living and creative city of culture Work for the well-being of children, young people and families with children Health promotion and promotion of freedom from obstacles, support for life management and individual activity Services based on the customers’ needs and development of co-operation

8 Cultural Affairs Strategy for the years Focal area: Vitality through education, competence and entrepreneurship Critical success factors: Support provided to cultural entrepreneurs and professionals Increasing productivity through competence Cultural Affairs department is a competitive employer Productive co-operation with universities and polytechnics Link to Turku Strategy: Further development of trade and industry and support to top fields Creative, high-quality education Promotion of innovative work through co- operation with universities and enterprises

9 Critical success factors by point of view Colours: red = city level blue = administrative body -specific Processes and structures Developing operation and processes of Cultural Affairs and institutions Increasing co-operation in Cultural Affairs and with external actors Increasing & simplifying cross-administrative co-operation & flow of information Guaranteeing a stimulating, pleasant and multifaceted urban environment Active participation in provincial and national projects Preservation of the cultural environment and property and development of the care thereof Social effects Culture enhances well-being Cultural image of Turku is strengthening Turku’s culture will have more influence in the field of art and culture Customer management and service capacity Culture reaches children, young people and families Diversifying and increasing the clientele Increasing customer satisfaction Comprehensive supply of cultural services Joint information and marketing is increased and intensified Supporting cultural entrepreneurs and professionals Competence, renewal and working capacity Increasing productivity through competence Cultural Affairs department of Turku is a competitive employer Productive co-operation with universities and polytechnics Creating active international contacts Economy Moving to a healthy net economy Efficient and profitable allocation of resources Strengthening the economic basis At discretion - as part of strategy documents - for internal use