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The ECoC evidence base

The Archive

Forty years of European Capitals of Culture in their own words: what cities promised, what they did, and what the evaluations found.

documents
472

documents

cities
190

cities

evaluations
53

evaluations

bid books
182

bid books

1985–2031

title years covered

All shelvesEvaluations 53Monitoring and progress reports 1Bid books 182Selection and monitoring reports 111EU framework and official documents 27Strategies and action plans 5Research, guides and frameworks 33Shared by cities 1Sent in by members 59Published by cities 12
TypeBid book (pre-selection) 10Bid book (final selection) 10Monitoring panel report 3Ex-post evaluation 15Research 3
What the document types mean
Bid book (pre-selection)
A city's first application for the title, judged by the selection panel to make the shortlist.
Evidence of intent: what a city promised, not what it delivered.
Bid book (final selection)
A shortlisted city's full, final application for the title, with its programme, budget and plans.
Evidence of intent: what a city promised, not what it delivered.
Selection panel report
The EU expert panel's assessment of the bids in one competition, with its reasons and its recommendation.
Context: useful background, not a city's own evidence of what happened.
Monitoring panel report
The EU expert panel's report on a designated city's preparations before its title year, with its advice.
Context: useful background, not a city's own evidence of what happened.
Ex-post evaluation
An assessment, written after the title year or a programme, of what it actually achieved, usually by independent evaluators.
Evidence of outcome: what actually happened.
Monitoring or progress report
A city's own report on how its programme is going, written while it runs, with the figures it has tracked.
Evidence of outcome: what actually happened.
Strategy
A city's long-term plan or policy for culture, including legacy strategies and council decisions.
A plan: how a city meant to deliver and keep going.
Action plan
A concrete plan of what a city or organisation will do, by when and with what resources.
A plan: how a city meant to deliver and keep going.
Guide or toolkit
Practical how-to material that others can reuse: guides, toolkits, handbooks and templates.
Context: useful background, not a city's own evidence of what happened.
Research
Studies, frameworks and papers across one or more cities, written by researchers rather than by a city.
Context: useful background, not a city's own evidence of what happened.
Other
Anything else: news, memos, programme brochures and documents that fit no type above.
Context: useful background, not a city's own evidence of what happened.

41 documents for “Governance”

Clear
Ask Encore: “Governance”An answer from across the Archive, every claim cited to its document.

Found inside the documents

San Sebastián 2016 — Evaluation Report
San Sebastián · 2016

…of volunteering prior to the ECoC year) and that they continued to volunteer post 2016 because of the positive benefits they experienced. 2.4 Governance and funding 2.4.1 Governance The city of San Sebastián was the main driver behind the…

  • Governing ECoCs (Sibiu 2007)
    Sibiu · 2007

    …regarding the legitimation of the ECC coalitions and more importantly of the effectiveness and correctness of the entrepreneurial mode of governance pursued by the urban regime.

  • capitals-culture-2007-08-evaluation en

    (EQ14) The most efficient and effective role of public authorities in the governance of the ECOC has been demonstrated to depend on the governance context of each country and in, particular, on the different levels at which…

  • EC Ex-Post Evaluation — Aarhus, Pafos
    Aarhus & Pafos · 2017

    As noted above, one aim was to use the ECoC a tool to promote more cohesive governance within the Central Denmark Region. Some 200 events took place throughout the Region of Central Denmark.

  • EC Ex-Post Evaluation — 2016 (San Sebastián & Wrocław)
    San Sebastián & Wrocław · 2016

    …of volunteering prior to the ECoC year) and that they continued to volunteer post 2016 because of the positive benefits they experienced. 2.4 Governance and funding 2.4.1 Governance The city of San Sebastián was the main driver behind the…

  • Timișoara 2023 — Evaluation report (2025)
    Timișoara · 2023

    …interactions and increased the impact of their presence. ● Avoiding the concentration of power: The results highlighted the need to implement governance systems that prevent the concentration of power in one place, one institution, or a…

  • EC Ex-Post Evaluation — Umeå, Riga
    Umeå & Riga · 2014

    …that tried to increase the participation rates for cultural genres that are usually more associated with higher level artistic audiences. 3.4 Governance and funding 3.4.1 Governance The Rīga 2014 Foundation played the central role in the…

  • Leeuwarden 2018 — European Commission evaluation
    Leeuwarden · 2018

    …for Foreign Affairs and Trade Promotion in Valletta from 10-15 December 2018 and was co-financed by the Ministry of Justice, Culture and Local Governance and the Valletta 2018 Foundation.

  • Larnaka 2030
    Larnaka · 2030

    The New Governance Model An important element of the city’s new cultural strategy is the new governance model it introduces. It is a model that involves the creation of independent, flexible governance bodies (municipal enterprises)…

  • Magdeburg 2025 — Final selection
    Magdeburg · 2025

    The infrastructure projects included in the table are marked with * in Q43. 87 Q30 Governance and delivery structure The City of Magdeburg establishes a non-profit limited liability company (GmbH) as governance and delivery structure of the…

  • St. Pölten 2024 — Final selection
    St. Pölten · 2024

    Pölten is not nominated ECoC 2024 77 Chapter 5 Organisational structure What kind of governance and delivery structure is envisaged for the implementation of the European Capital of Culture year?

  • Linz 2009 — Evaluation Report
    Linz · 2009

    Governance and management were significantly problematic features of the Vilnius ECOC. Indeed, the governance and management were so problematic that they had major negative effects on the programme of events and ultimately on the overall…

  • EC Ex-Post Evaluation — Guimarães, Maribor
    Guimarães & Maribor · 2012

    5 Don't know 6 Total respondents: 32 0% 20% 40% 60% 80% Source: Ecorys survey 3.6.2 Cultural governance During the planning phase for ECoC 2012 it was expected that the Guimarães City Foundation would remain operational until 2016 and take…

  • EC Ex-Post Evaluation — 2015 (Mons & Plzeň)
    Mons & Plzeň · 2015

    …the activity attracted considerably more press interest in the cultural dimension of Wallonie picarde than had previously been the case. 2.4 Governance and funding 2.4.1 Governance Like the rest of Belgium, Mons has a complex and…

  • Galway 2020 — Monitoring Report
    Galway · 2020

    Galway 2020 facilitates increased capability, collection and use of data and insights for culture and cultural engagement. 28 Galway 2020 Governance Galway Cultural Development and Activity Company CLG, trading as Galway 2020, was set up…

  • Timișoara 2021
    Timișoara · 2021

    The governance and delivery structure is rooted in an independent cultural NGO, the Timișoara - European Capital of Culture Association. It has practiced transparent and effective decision- making procedures during the past five years of…

  • Pula 2020 — Pre-selection
    Pula · 2020

    …6b organisational structure 6b — Organisational Structure Q1 What kind of governance and delivery structure is envisaged for the implementation of the European Capital of Culture year?

  • Leuven 2030
    Leuven · 2030

    …Network not only actively seeks radical connections between itself and the below-mentioned partners, it immediately integrates them into the governance model and the functioning of the network.

  • Ghent2030: Toopen Together. Cultural recharge for a common future
    Gent. Contributed by Gent and published to everyone.Gent · 2024

    …programmes/funds Q31 Which amounts will be spend for new cultural infrastructure to be used in the context of the title year Q 32 Intended governance and delivery structure for Ghent2030

  • St. Pölten 2024 — Pre-selection
    St. Pölten · 2024

    …list of all measures currently planned for the cultural infrastructure can be found in ▶ 6 C . 5 B Please give an outline of the intended governance and delivery structure for the implementation of the European Capital of Culture year.

  • Compendium of recommendations from the ex-post evaluations of the ECoC 2007–2016
    2017
  • Tampere 2026 — Pre-selection
    Tampere · 2026

    …Please give an outline of the intended governance and deliv- ery structure for the implementation of the ECoC year. 48 T N E M E G A N A M IF TAMPERE IS selected as the European Capital of Culture for 2026, our tentative plan is to…

  • Namur 2030 — Final selection
    Namur · 2030

    The entire process is based on strengthened partnership-based governance, which guarantees the soundness of financial arrangements in the medium and long term. Additional response to Q/21.

  • Évora 2027 — Final selection
    Évora · 2027

    B) ORGANISATIONAL STRUCTURE Q. 30GOVERNANCE AND DELIVERY STRUCTURE As mentioned in the pre-selection bid book, we propose to create an autonomous, independent and competent manage- ment body, supported by a participatory governance model…

  • Nova 2025 — Monitoring Report
    Nova Gorica & Gorizia (GO! 2025) · 2025

    It understands that more work than initially planned has been needed to find the proper governance structure with a delivery entity which is legally sound and can receive funding from the relevant public authorities in Slovenia (the…

  • Ravenna 2019 — Pre-selection
    Ravenna · 2019

    THE GOVERNANCE IN DETAIL Staff 2019 The Ra2019 office deals with addresses, directions, coordination and management activities related to the bid.

  • European Capitals of Culture: success strategies and long-term effects (Garcia and Cox, European Parliament, 2013)
    2013

    Effective governance and financing Utilise a flexible but effective constellation of organisations within the host city to manage the ECoC process Although governance and financing is an area supported by extensive debate and benefiting…

  • Wrocław 2016 — Monitoring Report
    Wrocław · 2016

    They said that governance had been improved but that there was still a problem to be solved regarding the production team and a general coordinator still needed to be appointed.

  • Corfu 2021 — Pre-selection
    Corfu · 2021

    …the actors who will prepare and realize the events, as well as the temporary or permanent societal structures formed around it, the Corfu2021 governance approach envisages that more creative, mixed partnerships will emerge transcending…

  • Nova Gorica 2025
    Nova Gorica · 2025

    GOVERNANCE AND DELIVERY STRUCTURE Q31. Q34. MANAGEMENT, CEO AND PROGRAM DIRECTOR After a thorough assessment process, debating the weaknesses and strength and possible alternatives as well as taking into account the recommendations in the…

  • Pafos 2017 — Monitoring Report
    Pafos · 2017

    …not only information but also projects to be put in place by the schools themselves in the line of community building. 3 The management and governance are on track.

  • EC Ex-Post Evaluation — Tallinn, Turku
    Tallinn & Turku · 2011

    …a large majority (79%) of cultural operators felt that the Foundation had been effective overall, they were more ambivalent about whether the governance of culture in Tallinn would be better in future: only 32% felt it would be better, 19%…

  • Évora 2027 — Pre-selection
    Évora · 2027

    Évora 2027’s governance should therefore be based on a quadruple-helix model of participation and collaboration, with public bodies, companies, academia and civil society actively participating alongside the ACE.

  • Rouen 2028 — Pre-selection
    Rouen · 2028

    Our governance and implementation structure are driven by several complementary impera- tives: ■ Uphold the bidbook as the foundation for the project’s implementation .

  • Liverpool 2008 — Impact Assessment
    Liverpool · 2008

    Building the Partnership Statutory, Private and Third Sector links One of the key features of the governance and process of delivering the Liverpool ECoC was the involvement of stakeholders, both structurally and less formally, and the…

  • Lecce 2019 — Final selection
    Lecce · 2019

    ORGANISATION AND FINANCING OF THE EVENT | 59 Supporters Forum Founders Council Board of Auditors FIG. 1 Governance structure International Advisory Board Board of Directors General Director Coordination Group Region-State-Local…

  • Bodø 2024
    Bodø · 2024

    Ensure transparent governance of ECOC programs. Our findings show that clear communication of funding priorities is essential to avoid perceptions of elitism or fiscal opacity.

  • Limerick 2020 — Pre-selection
    Limerick · 2020

    Management | 72 73 | 6.3 Organisational structure 6.3.1 What kind of governance and A special purpose company (Limerick 2020) will be established under Irish Company Law.

  • Rouen 2028 — Final selection
    Rouen · 2028

    …4,3 100 2028 M€ % 3,8 9,8 29,3 75,5 4,2 10,8 1,5 3,9 38,8 100 2029-2032 M€ % 1,2 20,0 3 50,0 1 16,7 0,8 13,3 6,0 100 78 A stable and solid governance structure Q29 Our governance strategy is based on three key principles: – Strong…

  • Gent 2030 — Pre-selection
    Gent · 2030

    …title year itself: Q31 Which amounts will be spend for new cultural infrastructure to be used in the context of the title year Q 32 Intended governance and delivery structure for Ghent2030 42 Non-profit organisation structure with a board…

  • Also matching the title, city or themes

    EC Ex-Post Evaluation — Essen Ruhr, Pécs, Istanbul

    Essen/Ruhr, Pécs, Istanbul · 2010