CultureEspoo 2030

CULTUREESPOO2030

SUSTAINABLE AND INNOVATIVE

City Council, 9 November 2015

2 CultureEspoo 2030 3 CultureEspoo 2030

In 2030, Espoo will be a creative and bold cultural city that supports

a sustainable way of life. There will be good co-operation between

different sectors and the city will prosper through an experimental

and curious approach. Culture and art will be present in the spirit

of the city, the daily lives of the residents, the physical urban

environment and the Espoo identity.

Introduction

Megatrends and city development stages as starting points for policy

Objectives of a sustainable and innovative city

The organisation adapts with the rest

Actions to create the city of culture of the future

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INTRODUCTIONCONTENT

A cultural strategy has been prepared for the

Council to decide on according to the fi rst note in

the Council’s negotiated agreement (14 November

2014). Because Espoo has one shared strategy, the

Espoo Story, the cultural policies for the future will

be called CultureEspoo 2030.

CultureEspoo 2030 views culture and art as an

integral part of the future of the city and states that

they should have a more visible role in city planning,

construction, learning, social

services and health care. Its

core belief is that culture

can transcend the barriers

in society both socially and

economically.

Espoo has everything

it needs to become a

pioneer as a progressive

and innovative cultural city. The ways and means

in which this will be achieved must be agreed

upon across

organisational

boundaries.

The creative

city must

be created

together.

Espoo is

changing

and growing

at an astonishing rate. The West Metro will create

new residential areas and bring the eastern parts of

Helsinki closer together; tying Espoo increasingly

closer as part of the greater metropolitan area.

In this development, it is important that the local

identity not be forgotten.

In accordance with the Espoo Story, Espoo wants

to be a successful city. The city needs a creative

environment in order to be successful and develop

further. Culture is the basis

of a creative and successful

city. The value of culture

and art is not measured by

the material benefi ts of art

and culture but rather by

trying to imagine the kind of

city Espoo would be without

culture. Being a pioneer

requires risk-taking within a creative environment

that is both open-minded and progressive. Curiosity

creates innovations and

new ways of thinking. Espoo

needs culture to succeed.

Espoo Innovation Garden

describes our city as the

garden of innovations and

bold experiments. This

defi nition refers to the

culture of working and

creating things together.

Espoo has everything it

needs to be a pioneer as a

progressive and innovative

cultural city.

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Publisher City of Espoo, Finland / Cultural Unit

Inquiries [email protected]


The Keilaniemi-Otaniemi-Tapiola area is seen

as the heart of the Innovation Garden, where

the abundance of art and culture enriches

the dynamic activities of science and the

economy. CultureEspoo 2030 aims to improve

the exposure of high-quality international

art and cultural activities from Espoo and

to build the image of the city and the Espoo

Innovation Garden.

Espoo’s previous vision for culture, Culture

belongs to everyone, is from 2003.

However, it is now the time to boldly gaze

into the future. The Espoo Story sets

city-level objectives. CultureEspoo 2030

specifi es methods to meet those objectives

cross-administratively.

Public cultural services promote

accessibility and equality

The production of the city’s cultural services

is guided by legislation and other social

values, such as promoting equality. Cultural

services are produced in co-operation with

actors from various sectors. It is the task of

a public actor to steer, coordinate and create

preconditions for cultural activities.

The majority of the cultural services in Espoo

are organised by partner organisations. The

services are produced in co-operation with

the city. Espoo prepares for the changes in

the operating environment and service needs.

It does this in interaction with its partners

in Espoo, other municipalities in the Helsinki

Key concepts

This section defi nes the aspects of the concepts

of culture, diversity and accessibility that are

especially signifi cant for the CultureEspoo 2030

policies.

Culture

Culture is communication, a way of living and

behaving. Culture and art build the identity of a

person throughout their life. Everyone has the right

to culture. Urban culture promotes diversity and

a sustainable way of life in cities. Culture is a key

attractive factor for the city. It offers preconditions

for a wide range of business activities.

Diversity

Cultural diversity creates preconditions for seeing

things from different perspectives. Culture helps

us understand and take advantage of the social

changes caused by internationalisation. Cultural

activities facilitate varied interaction between resi-

dents of various ages, belonging to different minor-

ities or with different cultural backgrounds.

Accessibility

Accessibility requires availability of cultural ser-

vices and events. All residents have the oppor-

tunity to participate and enjoy art and culture. It

is the nature of public cultural services to com-

prehensively reach all the residents of the city.

Information about services is actively distributed to

the residents.

Metropolitan Area, other cities in Finland and

international city networks.

Espoo wants to use cultural services to promote

equality and strengthen the sense of community,

participation and well-being. The Espoo of the future

will be an increasingly diverse city, where over 20 %

of the residents will have a native language that is

not Finnish or Swedish by 2030.

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Espoo will also improve the accessibility of the

cultural services by actively informing the residents

about the available services through different

channels. The city will take advantage of the

possibilities of digitalisation in organising diverse

services and communicating about them.

Culture and art will help us think

in new ways.

Anna Valtonen, Dean at Aalto University School of Art, Design and Architecture


MEGATRENDS AND CITY DEVELOPMENT

STAGES AS STARTING POINTS

FOR POLICY

CultureEspoo 2030 is based on understanding the

megatrends that will change our society in the com-

ing decades and the development stages that cities

go through.

Megatrends refer to unavoidable global changes and

dynamics that occur outside the operating environ-

ment but also have local impact. The changes caused

by the megatrends will challenge the established

practices of individuals, communities, businesses and

public organisations. The old strengths and solutions

will lose power. New phenomena will create undesir-

able consequences but also new opportunities for

problem-solving and success.

Diminishing natural resources

The demand for energy and natural resources will

increase globally in the next few decades. The rea-

son behind this is the growing population and the

fast growing affl uence of large developing countries.

The diminishing natural resources force us to extend

the planning horizon and to develop systems that

use resources wisely over the long term.

In everyday life, this means signifi cant changes in

technology, human behaviour and community struc-

ture. Especially the solutions for housing and trans-

portation will change. It will be a generation-long

turning point equivalent to industrialisation.

Population change

Urbanisation is one of the big social changes of the

21st century. Finland has been slower than the rest

of Europe in terms of urbanisation, but will rise to

the level of the others. Urbanisation is more metrop-

olis-led than before. People from all over the world

gravitate towards centres of innovation, including

the Helsinki metropolitan area, which are integrated

with the global economy. This leads to the develop-

ment of cities that are larger as well as more densely

populated and multicultural. The third big demo-

graphic phenomenon is the ageing of the population.

Until now, societies have been designed mainly in

terms of the working-age population. The proportion

of the ageing population will grow signifi cantly in the

coming decades and, as a result, many of the prac-

tices of our society will change.

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The City 3.0

• There is a desire to use the collective

creativity and intelligence of the residents

in designing the city

• Experiencing things is important

• The city as an organism in which cross-

administrative co-operation is the way of

working

• Space for trial and error: the only way to

success

• Entrepreneurship, creative and innovative

economic thinking are encouraged: start-up

culture

• Cultural and physical spaces in which people

can express their creativity are created:

a so-called third space outside of the home

and workplace

• Different forms of pop-up culture are supported

• Different ways of participation are sought

and utilised, and residents are encouraged to

get actively involved in decision-making

• Culture in different places, such as the

streets, cafés, pop-up events

• People are no longer just passive consumers

but rather participate in the making of culture

The City 2.0

• From the 1990s onwards

• Science parks and high-tech industry play

a large role

• Collaboration and partnership thinking rises

• Characterised by urban design

• The city’s spirit and image are created with

physical structures, such as skyscrapers and

other impressive works of architecture

• Awareness of the importance of the creative

economy grows: culture is starting to be

seen as a competitive tool

• The residents are customers and consumers

of culture

The City 1.0

• Typical in the 1960s to the 1980s

• The city is like a large factory, siloed and

divided into sectors

• Development is conditioned by the eco-

nomy, infrastructure and organisations

• There is low tolerance for experimenting

and failure

• The relevance of aesthetics is small

• Culture audiences are mainly the elite

Digitalisation

The fact that digital systems are becoming a part

of all work and leisure time is currently radically

changing the ways in which businesses, communities

and entire societies are organised. Digital systems

create substantial effi ciency gains and enable new

kinds of fragmented approaches. The global division

of labour is changing and the value of human labour

is determined in new ways because of digitalisation.

Already, the new digital logic has revolutionised,

for example, the media, banking world and music

business. The structures of work, livelihood and con-

sumption will undergo a thorough upheaval in the

coming decades.

The I/we society

Greater affl uence, the rise of the educational level

and the digital opening up of information all have

enabled a stronger individualisation of people.

People have a greater freedom to choose which

group they belong to and how. Factors such as par-

entage and occupation are now a smaller part of

people’s identity than before. Digital communication

has led to an entirely new layer of communities and

new ways to collaborate. Many of the institutions of

our society are still based on the assumption of the

traditional way to belong to and identify with the

place of residence, nation or wider community. This

creates friction between individuals and institutions.

Social change creates a new city

According to urban planner Charles Landry, every

economic and social change creates a new social

order and new ways to act and learn – a new city.

Landry defi ned the stages of urbanisation and urban

development from World War II to the present day in

his blog on 2 April 2014 (http://charleslandry.com/

blog/the-city-1-0/). He refers to the historic city as

the City 0.0. This is followed by the City 1.0, 2.0 and

3.0.


OBJECTIVES OF A SUSTAINABLE AND INNOVATIVE

CITY

Culture promotes

accessibility and safety

Culture creates safe places and spaces. Seeing cul-

ture in everyday environments as works, events or

places to create culture strengthens the feeling that

the spaces are open to all. The threshold for various

groups of people to move and spend time in differ-

ent environments drops when culture is present,

whether external areas, shopping centres or public

buildings. In spaces that are free to use, residents

have the opportunity to make and experience some-

thing new, and thus shape their environment.

Open spaces, urban environment, pop-up

activities, cultural grants, ‘culture for

everybody’ services

Culture helps regenerate

competence

In the rapidly changing society, jobs and professions

inevitably disappear and old skills require updating.

Culture can provide new learning environments

as well as routes for learning new things. In the

future, more and more of the trades will be linked

to the processing of cultural meanings in some way.

Various cultural actors may play an important role in

the development of these skills.

KULPS! – Culture and Sports path, adult

education centre, library makerspaces,

basic education in arts, KäsityöKera

The Tapiola district of today needs the

pioneering spirit of its early days again.

Anne Stenros, Design Director at KONE Corporation

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Culture is part of resident-oriented

urban development

Espoo has grown from a network of suburbs into a

network city. Local culture has played an important

role in the development of regional centres. In the

years ahead, Espoo will be tied increasingly closely

as part of the metropolitan area, especially because

of the metro, and many regional centres will get a

stronger urban profi le than before. New urban city

environments are developed in a resident-oriented

way, and cultural spaces and events play and impor-

tant role in the development.

Tapiola entity, Iso Omena service square,

development of the regional centres of

Espoonlahti and Espoo Centre

Culture safeguards

peace in society and

builds community spirit

The changing society violates traditional norms

and emphasises the individual ability of people to

interpret the new phenomena caused by the change.

Without collective and experimental ways to process

new things, interpretation may be diffi cult. Art and

culture bring people together. Culture offers alter-

native frames of references and ways to release

diffi cult issues. Culture helps groups of people to

learn from each other and adjust their own modes

of operation.

Espoo Day, independent events in libraries,

supporting diverse resident activities with

grants, cultural activities for children

Culture encourages

unexpectedness and

risk-taking

Cities and regions increasingly compete in the cre-

ation of new services and activities. The appeal of

a city arises not simply from functioning structures

and systems and successful trade but also from the

phenomena that are unique and come about, in part,

spontaneously. The different forms of culture play

an important role in this. They create the experience

of an atmosphere that is permissive, experimental

and promotes risk-taking and which, in the best case

scenario, will expand from culture into other parts of

society and life as well.

Attraction services, partnerships with the

business sector and Aalto University, art

institutions, theatres, museums, festivals,

orchestras, internationality, resident activities

Culture penetrates all

sectors.

Tom Selänniemi, Director at The Finnish Nature Centre Haltia


THE ORGANISATION ADAPTS WITH

THE REST

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Social change shapes the actions of individuals and

communities. When the world around them changes,

organisations must also adjust to new modes of

operation. This section specifi es how we in Espoo

could speed up the realisation of the CultureEspoo

2030 policies.

Making residents’ voices heard

Experts are no longer alone in defi ning what ser-

vices are needed in the city. Residents must be

included in the dialogue and given the opportunity

to participate. This may result in pop-up spaces,

inclusive neighbourhood events or phenomena like

the Restaurant Day.

Cross-administrative

co-operation benefi ts everyone

Sectorial thinking and silo mentality must be dis-

posed of inside the city and in relation to the private

and third sectors. Co-operation benefi ts all parties.

The values of the cultural activities of Espoo create a

strong foundation for networks and partnerships.

Success requires

recognition of identity

A successful city must recognise its own charac-

teristics as well as what the city is developing into.

What does Espoo, as a city, look and feel like? The

identity of the city is an important part of planning

the future. Culture and cultural heritage are the DNA

of the city – that special something which makes it

recognisable and authentic.

Courage to reshape

operations

The conventional and institutionalised forms of cul-

ture must be analysed boldly in a new light. Where

can curiosity lead in the coming decades? How can

the courage to do things in a new way strengthen

society? We must acknowledge the importance of

culture for the success of the city and the creation of

sustainable well-being.

The city creates

opportunities

The city needs the spirit of accomplishing things,

which is aimed at opening new doors. We must

search for creative solutions for problems together.

Residents must be given the opportunity to use the

urban space experimentally. The atmosphere must

also allow for mistakes; failure always teaches you

something new. If you do not dare to try, you cannot

improve.

Finding your strengths and interests

and investing energy in them makes us

experts.

Aape Pohjavirta, entrepreneur


ACTIONS TO CREATE THE CITY OF CULTURE OF THE FUTURE

Making the urban

environment visually harmonious

for the residents

The overall picture of the cityscape will be taken

into account in city planning and permit matters so

that it supports the identity of the area. Quality mat-

ters and the best of Espoo art will be considered in

key urban spaces. Actors from different sectors will

prepare the plan and objectives together.

The ‘per cent for art’ principle will be adopted

in all construction in the city. According to the prin-

ciple, approximately one per cent of the costs of

new construction, renovation and supplementary

construction projects will be applied towards art. Art

can be utilised creatively in construction and both

indoors and outdoors.

We will establish a cross-administrative working

group for the aesthetic environment. The network

will solve practical issues regarding, for example, the

visibility of art in the cityscape or the comfort and

attractiveness of the living environment.

Cultural environment

increases residents’ well-being

We will take responsibility for the city’s cultural

environment (manors, historical buildings, parks,

etc.) together. The objectives and actions will be

drawn up cross-administratively.

The cultural heritage education of children and

young people will be promoted in the Kestävä kehi-

tys espoolaisen identiteetin rakentajana (Sustainable

development for building the Espoo identity) pro-

gramme. The immediate surroundings will be used

as a learning environment, and children and young

people will be included in planning them.

Shared use of space is

diverse and creative

The co-operation between branches of city

administration will go smoothly, and existing facil-

ities will be used in a diverse way. Shared use of

space will support the revitalisation of city centres

and the sustainable way of life. The future of teach-

ing facilities in schools for basic education in arts

near the pupil will be secured.

The city will support the creation of temporary

operators and events by providing them with facil-

ities. The city will support bold experiments with

facilities (pop-up events, micro-businesses).

Buildings will be utilised throughout their

entire life-cycle, including temporary users and

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To me, the creative campus means

learning, experimenting, meeting new

people and eternal youth.

Tuula Antola, Director for Economic and Business Development, City of Espoo


The cultural sector will participate in land use

planning and regional development. Residents’

opportunities to infl uence the development of their

neighbourhood will be increased.

Strengthening the expert role

of the Espoo City Museum

Espoo City Museum participates systematically

and actively in the preparation of zoning, renovation

and construction matters, for example.

The City Museum and Technical Services will

prepare a cultural environment programme together

that guides the management and conservation of

buildings that are important to the cityscape, the

cultural landscape and archaeological cultural herit-

age. The programme will facilitate city construction

and growth in which the layers of the city support

the cityscape.

The library is an open

learning environment where

visitors teach each other

The facilities of the Espoo City Library adapt

and transform to meet the local needs at each time.

For example, the library will function as a meeting

place for people of different ages and offer digital

services.

The fl exible and resident-centred activities of the

library will promote the building of social urban envi-

ronments. At the library, the residents can create a

new type of communal urban citizenship together

that encourages entrepreneurship and participation.

The library will be a locus for learning, meeting

and sharing. In the sharing economy, one does not

If the city creates a

ready-made platform

for companies, we

will be pleased to

take part in the

co-operation.

Mari Kalmari, Vice President, Corporate Communications Finland at Fortum

have to own everything oneself.

Sustainable urban culture is present in the

residents’ immediate surroundings

The city encourages the residents to create inclu-

sive urban culture events. The city will facilitate res-

idents’ self-motivated activities and promote them,

for instance, by simplifying permit procedures and

providing facilities.

Digital facilities that enable new kinds of encoun-

ters will be made available to the residents.

The Kera district will be a pioneer of the circular

economy and ecologically and socially sustainable

way of life in Espoo.

There will be good and fl exible co-operation

between the city actors

that award grants (cul-

ture, social and health

services, youth and sports,

education and Swedish

Education and Cultural

Services). Digital tools will

be utilised in the grant

process and to improve its

customer-orientation.

Measuring the economic

impact of culture

In the future, the economic focus will shift to ser-

vices and well-being: intellectual capital will be high-

lighted next to conventional economic thinking.

In addition to key performance indicators, cul-

tural services will be measured and monitored using

brand new indicators. The indicators will be designed

in co-operation with fi nancial administration.

Solutions facilitated by digitalisation will make data

collection broader and more accurate.

Culture strengthens city

image and vitality

Culture is an important part of Espoo’s business

and attraction services. Culture will extensively uti-

lise the digital operating mod-

els of the future.

Collaboration between

culture and business will

strengthen Espoo’s reputa-

tion and also make Espoo an

attractive place to live for

international experts and

operators.

The fl agships of art and culture in Espoo will be

a signifi cant image factor to be actively leveraged in

city marketing.

The City of Espoo will be a creative platform; a

creative campus where services, jobs, entrepreneur-

ship and housing go hand in hand. The co-operation

between cultural actors, institutes of higher educa-

tion and the business world will be active and highly

functional.

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The City of Espoo will be a

creative platform; a creative

campus where services,

jobs, entrepreneurship and

housing go hand in hand.Follow-up of actions

The CultureEspoo 2030 actions are

cross-administrative, and their realisation

requires commitment from the different

sectors. The actions will be taken into

consideration in the operational planning

of the sectors and units in question, and

their realisation will be reported to the

Culture Committee and City Council every

council term.

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