CULTEMA Book

LEAD Partner

Veneto Region - Public Works and Sport Section, Italy

ERDF Partners

Ministry of Culture, Romania Aitoliki Development Agency S.A, Greece

Association for Preservation and Research Graz University of Technology, Austria of the Austrian Cultural Heritage, Austria

Venice Water Authority, Italy Regional Agribusiness Centre Vidin, Bulgaria

Regional Union of the Chamber of Commerce, Veneto, Italy

IPA Partners

Ministry of Culture, Republic of Macedonia Ministry of Culture, Montenegro

Ministry of Culture and Information, Serbia

Strategic associated Partners

Municipality of Despotovac, Serbia Municipality of Zagubica, Serbia

Observer Partners

Council of Europe, France Art Kontakt, Albania

Venice City Council, Italy

CULTURAL TERRITORIAL MARKETING Project co funded by the EU,within the framework of the South East Europe transnational cooperation programme

The publication reflects the author’s views. The SEE Managing Authority is not liable for any use that may be made of the information contained therein

General Editing Regione del Veneto Copyright Regione del Veneto and all Cultema project partners, Venice, 2014

Pubblication framework Raffaella Lioce General proof reading Valeria Brunelli English Proof reading Studio Moretto

Graphic project www.urbanpress.it with Davide Longhi, Denis Bordignon, www.patchworkstudio.it

Photo credits: IRVV archive, Petya Asenova, Ivan Djokovic, Dejan Gileski, Robert Jankuloski, Elham Madadi, Dusko Miljanic, Kostas Petsas, Studio Photoliu, Alexander Shmiderer, Simon Thurley, Frantisek Zvardon

Photo cover: Zabljak Crnojevica, Montenegro, photo by Dusko Miljanic cultema cultural territorial marketing in the south east europe foreword cultema project presentation cultema project: tools and practices for cultural heritage enhancement in the south east europe 21 methodological approach and tools sustainability of cultural heritage management 29 cultural heritage in europe: an opportunity for more sustainable development for the whole european space 45 knowledge: a precondition for assessing cultural investments opportunities cultema database and evaluation tool 51 cultural governance in south east europe 65 cultema territorial marketing strategy, an overview 79 web tools for communication and marketing 89 local development pilot plans from knowledge of the past, to opportunities of the future. the enhancement of venetian villas 95 the venetian defense system 101 cultural system enhancement: strategies, scenarios, feasibility. the case of venetian villas and fortresses 113 the planning of heritage-based development scenarios in the rupea-cohalm area 119 the case of nafpaktia: potential scenarios for sustainable use and enhancement of cultural heritage municipal owned buildings 125 cooperation and effective reduction as a development strategy 133 cultural heritage for local development and investments in south east europe 151 opportunities for investments in cultural heritage in debar - reka region, republic of macedonia 157 people and the lake. opportunities for local development and investmentsin skadar lake region 173 mainstream and follow up laboratory network 183 project communcation strategy 189 the investment and the investitors in the cultural heritage: good praticties 193 cultural heritage adaptive reuse: a drive for sustainable development 197 partners and working groups 205 foreword

The CULTEMA project has assumed a key role in the framework of the Ve- neto’s Region foreign policy and international relations in the geographical area of South East Europe, at the same time confirming the barycentre position of the Veneto Region and of Venice as international crossroad for cultural relations and meeting point for foreign populations. The project’s outstanding vocation for international cultural cooperation is confirmed by the relevance of the partnership: 13 partners and 3 observers from 10 different countries in a balanced and comprehensive representation of public and private institutions ranging from ministerial to local level. A further value for the project are it’s achievements, included in a wider joint framework European Commission-Council of Europe “Regional Pro- gramme on Cultural and Natural Heritage in South East Europe – RPSEE” of the capacity building process and of sustainable economic development through the enhancement of the cultural and natural heritage. The goals and the results of CULTEMA are on the same wavelength as the Veneto Region, which has set up initiatives of international cultural cooperation that go beyond the regional and national borders and which the actions of the institutions cannot disregard in the perspective of a European Union enlarged to the Balkan countries. CULTEMA’s leitmotiv of the convergence between economic efficiency, cultural diversity, social cohesion and environmental balance has found a synergic realisation in the survey of two peculiar typologies of widespread heritage assets in our Region: the Veneto’s Villas with 4.000 sites and the fortifications with over 200 assets, both of them of unquestionable historic and architectonic value, which represent a tangible and intangible heritage of our community that must be safeguarded and enhanced in the framework of a harmonic intervention of public and private actors. The CULTEMA project has highlighted the different potentialities of the cultural sites, whose tutelage and safeguard nowadays require greater and greater support from private resources. The perpetuation of the CULTEMA networking and the dissemination of the results will be ensured by a Memorandum of Understanding and by the opening of three Cultema Laboratories in Venice, Graz and Belgrade, which will be the focal points for all the public and private stakeholders in the wide range of cultural sites. The Venetian Cultema Laboratory has been established in the historical fortified site of Forte Marghera, thanks to a synergic agreement between the Veneto Region, the City of Venice,the Marco Polo System G.E.I.E and the support of the Council of Europe, Venice Office.

On. Marino Zorzato on the left Vicepresident of the Veneto Region and Councillor for Environment, Culture and General Affairs View of Venice 11

The implementation of the CULTEMA project has been an added value for the Public Works Section of the Veneto Region. The mutual exchange of experience and best practices of assessment, management and enhancement of the cultural sites of the 13 partners provided an effective benefit to all the relevant actors and public/private stakeholders directly or indirectly involved in the cultural heritage. The CULTEMA project enhanced the sustainable economic potentialities of the cultural sites according to a range of criteria capitalising the partners’ experience in the joint EU Commission – Council of Europe of the Regional Programme for Cultural and Natural He- ritage of South East Europe (RPSEE) component C Local Development Pilot Projects (LDPP). The leitmotiv of the Cultema project is the acknowledged awareness that historical and architectonic values and cultural heritage are a sound factor of local sustainable growth included into regional and transnational territorial development strategies. In this perspective, the Veneto Region plays a key-role by including the safeguard, and the preservation of the landscape in the Regional Territorial Coordination Plan (PTRC); this in turn means also protecting the existing historical and monumental elements that bear witness to the works of men.

Mariano Carraro Director of Public Works Section (Pub. Wks., Energy, Residential Dwellings) on the left Urban Security, Local Police & planning. Reg. of the Veneto Region Villa Fulcis Montalban, Belluno, Italy 13

The CULTEMA project is a milestone in the field of cultural heritage with the outstanding results achieved during the 30 months of its implementation. Starting from the dissemination and awareness activities on the key role of cultural sites from the historic, architectonic, social, environmental and anthropological point of view in the society of the 21thcentury, a joint ERDF-IPA countries trans-border plan of communication has been developed with the result of mobilising and gathering together policy makers and public-private stakeholders and investors. During the project, 3 international conferences and 7 workshops in 5 countries took place. Moreover, 5 focus groups of local economic actors linked to the cultural field activated local virtuous processes of cross-fertilization that will produce benefits in the medium-long term. CULTEMA has also performed training sessions to enhance the capacity building of the technical and managerial leadership of the cultural heritage, subsequently empowering also the upgrade of civil servants employed in the field of cultural heritage. One of the most relevant core output of the project is the finalisation of one model of transnational governance of the tangible and intangible heritage applied to the socio-economic context of the SEE and this tool is pivotal also in the perspective of the enlargement of the EU’s countries membership. Another effective contribution of CULTEMA is the set-up of two database: 1)Database of 90 surveyed cultural sites analysing the economic potentialities according to a specific range of criteria; 2)Public database of 40 cultural sites of mainly public property at disposal of advanced planning of the private sector in the cultural, touristic, free time, and trade fields. Another key result has been the finalisation of a transnational marketing strategy for promoting the cultural heritage in the SEE area. The follow up of CULTEMA achievements and a further strengthening of its outstanding partnership network will be made effective through a Me- morandum of Understanding and by the settlement of three Cultema La- boratories in Venice, Graz and Belgrade, which will be the pillars of further actions and activities of multilateral cultural cooperation.

on the left Stefano Talato Villa Poiana, Poiana Maggiore, Vicenza Director of Public Works and Sport Section of the Veneto Region Italy 15

The CULTEMA project is an initiative launched by Veneto Region together with some of the countries participating in the Council of Europe’s Regio- nal Programme for Cultural and Natural Heritage in South-East Europe. CULTEMA is supported by the Council of Europe, acting in the project in the technical role of “observer”, as the project, leaded by The Veneto Re- gion, create strategic bridges to the action of the Council of Europe in the South-East European region. In fact since 2003 the Council of Europe is developing technical assistance and cultural cooperation in the South-East European Region within the so called Ljubljana process and has recently developed “Local Development Pilot Projects” (LDPP). LDPP were initiated in 2008 in the framework of its Regional Programme for Cultural and Natu- ral Heritage in South East Europe. These Pilot Projects currently include seven pilot territories engaged in an innovative holistic process that focuses on reconciling economic efficiency, cultural diversity, social cohesion and ecological balance through the active participation of all the stakeholders involved in the decision-making processes. One of the main aims of the Council of Europe Pilot Projects is to help national, regional and local institutions to examine the long-term potential of their particular territories, and the institutional and legislative frameworks that determine regional policies and decentralisation mechanisms. This assessment is conducted through a specific bottom-up approach leading to the design of a development project. The LDPP is implemented in territories where local agencies face difficulties in improving living conditions and creating social cohesion or economic activities. The projects relate to local development based on the enhancement of the cultural, heritage and natural resources which distinguish these territories from others, and which have the potential to make them economically competitive. The authorities in the pilot territories in crisis or depression, are seeking alternative visions or innovative ideas to enable development mechanisms to start moving again. The LDPP process is effectively based on the principle that a community must be able to decide how it wants to live in the future in the territory that it occupies and on which its political and cultural identity has been imprinted. CULTEMA has developed innovative actions and practices and instruments improving the Private/Public partnership for the development of local cultural sites. It has created a permanent implementation of the results both with the Cultema Laboratory Network in Venice, Graz and Belgrade and with the framework of the Memorandum of Understanding signed by all the partners. CULTEMA has been therefore a successful regional project which also has generated a strongest international cooperation in the Ve- netian Region, especially improving the technical cooperation with South East Europe Region and reinforcing the links between the Council of Euro- pe Office in Venice and local institutional partners as the Veneto Region, the City of Venice and the Marco Polo System G.E.I.E.

on the left Alberto D’Alessandro Zabljak Crnojevica, Cetinje, Head of Office, Council of Europe Office in Venice Montenegro 17 cultema project presentation

cultema project: tools and practices for cultural heritage enhancement in the south east europe

Stefano Talato, Nicola Camatti, Raffaella Lioce, Daniele Sferra

The CULTEMA project represents a great opportunity to enhance and test new patterns, initiatives and transnational agreements useful to render our cultural heritage an important chance for sustainable development. Specifically, thanks to CULTEMA, further contributions, new experiences and results are now available for those who are involved daily in the field of cultural heritage management, offering new suggestions for the analysis and assessment of suitable cultural assets, the elaboration of investment scenarios and local development pilot plans, the definition of innovative patterns of governance and, finally, the elaboration of a territorial strategy able to improve the marketing approach to private resources and to establish new institutional capabilities.

Cultema context and challenges Cultural heritage could become a key of success for sustainable development. Defined not only by the presence of inestimable cultural sites and assets elsewhere lost, but in also by long-lasting traditions and by a unique local collective identity, cultural heritage represents a strategic asset not only in the field of tourism, but also in many other circumstances. For example, if conveniently planned, equipped and promoted, historic heritage can be an effective drive for growth and for the synergic exchange of interests between public and private parties. At the same time, cultural identity values are key-factors in the development process as they ensure participation and sharing. This great occasion for development is even more explosive in particular areas, such as that of SEE, featuring a relevant ensemble of tangible and tangible cultural assets capable of attracting public international interest because of their history and traditions but several constraints obstruct the take-off and success of such a development pattern. Among the obstacles we can mention, for example, the high costs for conservation and revitalization, the difficulties in defining new compatible uses, the bureaucratic contexts, the barriers in the communication among different levels of government, the lack of territorial marketing practices, as well as, the hazard of searching for potential investors. An emblematic case is the one of public complexes restoration. This could not always be done with public resources, so it is absolutely necessary to start actions to involve private capitals to upgrade Europe’s cultural heritage, by offering potential investors an easier way to face and tackle rehabilitation investments, in the respect of the equal opportunity and no-discri- mination principles. Moreover, in the Eastern European regions, cultural richness, which was the background of ethnic- complexity, recent clashes on the left and difficulties, could nowadays be a tool of cohesion, starting from the Synagogue, Vidin, Bulgaria 21 Veneto region Italy Rupea-Cohalm Romania Nafpaktia Greece Murau Region Austria Eisenstrasse Region Austria Vidin Region Bulgaria Skadar Lake Region Montenegro Valleys of the Resava and Mlava rivers Serbia Debar-Reka Region Macedonia

HERITAGE FOR DEVELOPMENT

sharing, recovery, and valorization of values into territorial development cultural assets. strategies by defining a creative mo- Thus, it is necessary to support the del of “Cultural Marketing and Go- governance approach and the pro- vernance,” based on Heritage Know- cesses of participation by reducing ledge, on Land Potential and on the barriers between offer and de- Experimental pilot Actions, with the mand, supporting investments in final aim of attracting investments; the field of cultural buildings recla- - To place heritage at the heart of mation, rendering this area definite- communities rehabilitation initiati- ly more integrated and attractive. ves and explain how cultural value and heritage revitalization could re- Objectives of the project present a driving force in terms of Faced with the scenario mentio- local development; ned above, Cultema’s main goal is - To improve information and servi- to increase the level of attraction ces towards potential investors, by of cultural heritage investments, by working out LDPP, by proposing establishing new institutional capa- cultural pilot sites as candidates for bilities and implementing innovati- funding, by creating an innovative ve governance patterns, capable to virtual showcase of assets liable to reduce administrative, social, and reuse, and by involving stakeholders economic barriers between cultural in a real process of co-planning; heritage and potential investors. - To improve administrative, techni- Specifically, considering cultural va- cal and political Capacity, ensuring lues as a sustainable growth factor the project sustainability in the long and as a key resource for develop- run, when a Laboratory Network will ment, specific project objectives be operative to manage and to capi- have been defined: talize project outputs and results.

Cultema pilot areas -To include cultural heritage and 22 Methodology, activities, and out- elaboration of a territorial strategy, comes in order to improve the marketing Speaking about cultural marketing approach to private resources and and considering our heritage as an to establish new institutional capa- opportunity to include cultural va- bilities; lues in planning and development creation of a laboratory network, processes with a sustainable perspec- made of operative poles (Venice, tive, we deal with some factors such Graz, Belgrade), where the project as knowledge, participation, local de- results are stored, updated and velopment plan, marketing, and the made accessible to the experts and mainstream. the general public, ensuring the These factors determined the logical project follow-up in the long run; project framework: First, sharing and benchmarking The core project outputs could be good practices, reviewing the litera- categorized in two main groups: ture, as well as, the census, evaluating transnational tools and place based cultural heritage performances and experimental actions. land market analysis, provided the project’s cognitive framework. The transnational tools include: Secondly, knowing that awareness is the Database and the Web Platform, a precondition for any cultural exploi- where the data concerning the se- Defined by its richness in tation measures included in the local lected cultural assets are stored and terms of cultural and natural development projects, participation relevant information promoted; processes have been activated to a shared territorial marketing stra- diversity and advantages, share the impacts with the commu- tegy; the land of Rupea is one of nity to whom cultural values belongs. an evaluation model to support re- Then, in order to reach potential in- habilitation projects and related pu- the three historic regions of vestors and obtaining the necessary blic decisions; Brasov, situated in the very resources for restoration and reuse a governance toolkit; heart of Romania project, local development plans a laboratory network established for have been arranged together with the project follow-up. a join marketing strategy. Marketing tools have been also created and fo- The place based experimental ac- stered. tions are: Finally a mainstream process, with The Local Development Pilot Plans regard to adaptive reuse projects (LDPP) arranged for attracting capi- Rupea-Cohalm, Romania and local development pilot plans, tals for cultural assets and genera- has been launched through the ting economic growth in the part- establishment of a Cultema labora- ners’ regions. tory network. The local development pilot plan arranged by the Veneto Region aims Core outputs and pilot areas at fostering sustainable scenarios for The tasks implemented can be sum- the enhancement of Venetian villas marized as following: and for the rehabilitation of Vene- analysis and assessment of the cul- tian fortified sites. Both are heritage tural assets suitable for the elabo- of the past, today in need of new cre- ration of investment scenarios and ative uses capable to ensure long la- local development pilot plans; sting investments and a reasonable definition of innovative patterns of time to recover initial costs; governance, fostering the importan- The local development pilot plan ce of the local communities’ partici- elaborated by the Ministry of Cultu- pation to decision-making as per the re of Romania deals with the promo- future uses of their heritage; tion of the cultural heritage - Saxon 23 fortresses and houses, and former heritage, unknown and rarely seen noble residences - situated in Ru- in other parts of the country. It in- pea-Cohalm area, in the pristine ru- cludes archaeological sites, mona- ral scenery of Transylvania. steries, churches, mosques, unique The territory addressed by the pilot old urban and rural architecture, and plan designed by the Aitoliki Deve- villages. lopment Agency S.A. is Nafpaktia, the fastest growing historic munici- The Cultema project starts a process pality in the prefecture of Aetoloa- to conciliate cultural instances with karnania, characterized by particular economic requirements, by creating environmental and aesthetic value compatible business models for the and by the harmonious coexistence enhancement of heritage assets. Its of unique ecosystems and rich cultural heritage. goal is to better develop and to in- In Austria, two areas have been se- crease the attractiveness of South lected by the VEEOBB association East Europe’s cultural heritage, and for the local development pilot plan: to reduce the gap between “cultural the Murau region, a rural remote heritage offer” and potential inve- area with an intact cultural landsca- stors. pe and villages and Eisenstraße The Cultema project issues the great Nafpaktos, the seat of the (Iron-Road), located in the northern challenge of creating new tools su- Municipality of Nafpaktia, part of Styria, representing a region itable to increase the attractiveness is a seaside city at the with a uniform geographical and hi- of the cultural rehabilitation pro- storical growth. grams. The challenge remains open, opening of the Corinthian The Regional Agribusiness Center of with the awareness that to invest in Gulf, combining the Vidin focused on the northwestern our cultural heritage means to invest medieval character of part of Bulgaria, characterized by an in our future. unpolluted agricultural area and by its port and fortress with a rich cultural heritage. Partnership contemporary lifestyle. The local development pilot plan ar- Different levels of government are ranged by the Ministry of Culture of represented in the Cultema part- Montengro is located in the Skadar nership, which also involves priva- Lake region, situated in the far sou- te bodies and a university. It is this theast of Montenegro, where impor- integration of competences and tant statehood and architectonical backgrounds that allowed the suc- Nafpaktia, Greece traces have been left by Illyrian, Hel- cessful development of the project lenic, and Roman civilizations. since the preliminary phases. The local development plan arran- Ministries, regional and local au- ged by the Ministry of Culture of thorities, private associations, and Serbia is focused on the mountain a university coming from different landscape area around the munici- countries of South East Europe palities of Despotovac and Žagubica, worked together in a transnational rich in natural and cultural heritage context, under the umbrella of the such as medieval monasteries, ca- Council of Europe, benefiting from ves, waterfalls, old mining towns, the debates on cultural heritage and vernacular villages. preservation and territorial develop- The local development pilot plan ment goals. developed by the Ministry of Cul- Partners: Veneto Region Section of ture of the Republic of Macedonia Public Works (IT), Aitoliki Develop- is designed for the Debar-Reka re- ment Agency S.A. (GR), Ministry of gion, characterized by the richness Culture of Romania (RO), Graz Uni- of its gorgeous cultural and natural versity of Technology (AT), Associa- 24 tion for Preservation and Research and to consolidate public and pri- of the Austrian Cultural Heritage vate alliances. Shared approaches VEEOEB - (AT), Venice Water Autho- to common problems arose; a tran- rity (IT), Regional Agribusiness Cen- snational dynamic context of work ter Vidin (BG), Regional Union of the has been implemented; exchange Veneto Chamber of Commerce (IT), of practices allowed both for a lear- Ministry of Culture of the Republic of ning process and an improvement of Macedonia (MK), Ministry of Culture practices. of the Republic of Serbia(SRB), Mini- The Cultema partnership is a balan- stry of Culture of Montenegro (MNE). ced mix of local, regional, and na- Associated partners: Municipality of tional bodies capable to generate a Despotovac (SRB), Municipality of fluid and operative management of Žagubica (SRB). Observers: Council project initiatives and to combine of Europe (F), Venice City Council and innovate the transnational bot- (IT), Art Kontakt (AL). tom-up and top-down approaches. The Cultema partnership was born During the project life-span, parti- out of its partners’ previous expe- cipation processes have been im- riences and common needs in the plemented by all the partners, with field of cultural heritage rehabilita- the aim to involve different levels of tion. When the Lead Partner - the government and the local communi- Eastern Serbia considers Public Work Section of the Veneto ties. This led to a sort of enlargement its heritage as a key Region - defined the project idea, of the partnership and, at the same resource for regeneration. its coherence with the objectives of time, a concrete action of governance. the Regional Programme on Cultural Looking at the project follow-up, Municipalities of and Natural Heritage in South-East an important role is attributed to all Despotovac and Zagubica Europe carried on by the Council of the partners: the ministries and the - rich by vernacular and Europe was clear. The consequent regional governments because of convergence of objectives allowed their competence and their capa- industrial heritage, develop the Lead Partner to involve some city to encourage a domino effect to sustainable heritage of the partners already active in the and the exportability of the outputs; tourism. Council of Europe initiative (ministri- the local authorities because of their es of culture of Romania, Macedonia, capacity to carry on and further ex- Serbia, and Montenegro). The part- pand the local development pilot nership has been enlarged in order plans; the university because of the to ensure a proficient horizontal and great potential in terms of capitaliza- Resava-Mlava, Serbia vertical integration of knowledge tion and mainstreaming; the private and skills: an academic partner was bodies because of their capacity to involved – Graz University of Tech- activate private stakeholders and nology –, then bodies of different le- “stockholders.” vel of government entered the con- 1 More than 300 sites identified, assessed sortium (the Venice Water Authority and included in the Cultema Database; the and Aitoliki Development Agency) most suitable ones have been promoted to- together with private bodies (the wards potential investors through the web Union of Veneto Chamber of Com- platform (www.cultema.eu) and direct placement actions merce, the VEEOEB association, and the Regional Agribusiness Center Web References of Vidin). During project implemen- www.cultema.eu tation, the partners merged efforts and resources in order to create the necessary conditions for strengthening the stakeholders’ participation 25 methodological approach and tools

the sustainability of cultural heritage management

Christian Kersten Hofbauer, Elham Madadi-Kandjani

The heritage of each country is a part of the history of that country and also the country’s different ways of life and behaviour. Heritage gives the opportunity to society to learn truly and chronologically about their cultural history. However, the heritage is threatened by many considerable social, environmental and economic repressions. Due to the fact that the heritage is an non-renewable source, its conservation and management needs to be efficient. Through history there have been different approaches and principles of conservation and management with the relative developments. Based on previous research, conservation is defined only as a physical intervention on heritage and does not take into consideration the cultural, social, natural and economic aspect of the conservation process. However, recent literature considers wider aspects of conservation and adopts a more comprehensive and detailed definition. Since the 1970s with an emphasis on the principle of “sustainability”, a new approach has been implemented, termed “Cultural Heritage Management”. The aim of the new approach is to conserve and develop heritage and to sustain its values and significance by giving the heritage a compatible use. This research will present the projects with the relative practical, legal, and theoretical issues, how it is sustained and how the management approach of the projects has contributed to the conservation process. The document will also discuss the theory of different cultural heritage management approaches, which emphasize the principle of sustainability in the conservation of cultural heritage. Further on it will develop the theoretical framework for sustainable cultural heritage management with respect to the legal, organizational and practical factors.

Introduction Heritage is an extensive concept which includes cultural, natural, historical, architectural, archaeological and geological values1. According to Merriam Webster dictionary “Heritage” is defined as the traditions, achievements, beliefs that are part of the history of a group or nation[1]. According to ICOMOS; “cultural Heritage is an expression of the ways of living developed by a community and passed on from generation to generation, including customs, practices, places, objects, artistic expressions and values. Cultural Heritage is often expressed as either intangible or tangible Cultural Heri- tage”[2]. However, heritage is threatened by many considerable social, environmental and economic repressions. Due to the fact that heritage is a non-renewable resource, its conservation and management needs to be on the left efficient. Zabljak Crnojevica, Montenegro 29 Since the 1970s Cultural Heritage is to develop as a viable strategy, Management has become an impor- the economic dimension needs to tant issue in Europe and has been be addressed, while at the local le- researched and discussed by many vel community education and par- since then. Afterwards the sustaina- ticipation is central to sustaining bility issue came in to consideration conservation initiatives. Unless we in terms of cultural heritage mana- understand how cultural heritage gement. Although the management is being lost or affected and what studies started in the 1970s it was factors are contributing to those used for the first time by ICAHM processes, we will not be able to ma- (The ICOMOS International com- nage it, let alone pass it on. Effective mittee on Archaeological Heritage heritage site management involves Management). Formally this was the both knowing what is important and ICOMOS Charter for the protection understanding how that importance and management of Archaeological is vulnerable to loss” [3] . Heritage and it dealt with the principles for Archaeological Heritage Cultural Heritage Management Management. In 1992, the first ICO- For the purpose of reclaiming the MOS guidelines and the cultural di- advantages of or coping with the vision of UNESCO Guidelines for the threats posed by globalization, Management of World Cultural He- countries revise their culture policies ritage Sites have been written. Two and parallel to the democratization years later in 2000, the approach has perspective which suggests local been accepted internationally and administration, they consider mana- has been implemented in various gement and decentralization crucial projects especially in Europe. In the in preserving/sustaining cultural he- same year the sustainability princi- ritage. To this end, UNESCO, which ple achieved significant importan- until 1985 determined its criteria ce for heritage conservation and in according to working with central 2001, it was the subject of an inter- administrations, is also adapting to national symposium by US/ ICOMOS working with local administrations under the theme “Managing Chan- and non-governmental organisa- ge: Sustainable Approaches to the tions which have become active in Conservation of the Built Environ- preserving cultural heritage throu- ment” [3]. ghout the world[4-5]. In this process, According to the 4th Annual US/ approaches concerning the mana- ICOMOS International Symposium gement of world heritage archae- “Sustainability emphasises the need ological sites and natural heritage, Brugger House, Schöder, Austria for a long-term view. If conservation and Operational Guidelines for the 30 Implementation of the World Heri- and “heritage” (a cultural value that tage Convention, are pioneers for possesses a worth beyond its mone- Cultural Heritage Management. In tary value) are contradictory[11], this the Operational Guide, dated 1983, is simply not true. management has been demanded for the first natural heritage candi- Definition of Cultural Heritage Ma- date and planning for cultural assets nagement has been encouraged[6]. In the Ope- Cultural heritage management is rational Guide of 1988, the necessity the vocation and practice of mana- was emphasised for regulations that ging cultural heritage. It is a branch would provide legally adequate proof cultural resources management, tection, management mechanisms although it also draws on the prac- and public access for cultural assets tices of conservation, restoration, or protected areas[7]. museology, archaeology, history However, the term cultural herita- and architecture. Cultural heritage ge management was used for the management has traditionally been first time in ICOMOS- Charter for concerned with the identification, the Protection and Management interpretation, maintenance and of the Archaeological Heritage[8], preservation of significant cultural dated 1990, and by ICOMOS - The sites and physical heritage assets, al- International Scientific Committee though intangible aspects of herita- on Archaeological Heritage Ma- ge, such as traditional skills, cultures nagement[9]. In cultural heritage and languages are also considered. management, in Article 110 of the The subject typically receives most Operational Guide, the clause sta- attention and resources, in the face ting that “the management system of threat, where the focus is often should effectively provide the pro- upon rescue or salvage archaeology. tection of world heritage values and Possible threats include urban de- an active management system is velopment, large-scale agriculture, subject to the type, characteristics mining activity, looting, erosion or and cultural-natural conditions of unsustainable visitor numbers. The the asset” explains the variables that public face of cultural heritage ma- cause differences in management. nagement and a significant source In related literature, cultural herita- of income to support continued ge management is defined through management of heritage, is the indifferent concepts which change ac- terpretation and presentation to cording to disciplines with different the public, where it is an important interest areas and meanings attri- aspect of tourism. Communicating buted to cultural heritage (heritage with government and the public is management, cultural resource ma- therefore a key competence[12]. nagement, archaeological heritage According to Cooper, Cultural Re- management, and the like). Further- source Management is “An umbrella more, heritage management and term for activities affecting cultural cultural or archaeological resource resources; includes the preservation, management is frequently used in use, protection, selective investiga- place of one another[10]. Yet when it tion of, or decision not to preserve, is claimed that the terms “resource” prehistoric and historic remains. (the economic value of the asset) The term specifically includes the

31 development of ways and means, planning and stewardship. Research including legislation and actions, aims to identify, assess and make an to safeguard extant evidences or to inventory of the heritage; planning preserve records of the past”[13]. uses this collected data and informa- As stated by Lipe “Cultural resource tion for the management process in management, which is concerned order to set priorities, and lastly the- with what things will be retained re is stewardship “under which plan- from past and how they will be used ning decisions are carried out and in the present and future, thus repre- resources are preserved, protected, sents the self-conscious emergence and interpreted to the public” [19]. of consideration for an ordinarily The Department of Public Works of implicit process that must be as old the Queensland Government defi- as human culture”[14]. Cultural re- nes the heritage asset management source management appears as the as a process that maintains the signi- research, activity and regulations ficance of the cultural heritage by aiming at the preservation and in- managing the physical asset, such terpretation of historical and archae- as: “a relic, an object, a monument, a ological resources[15], or the metho- landscape, park or place, but is more dology of what should be protected usually a building”[20]. The heritage of the past and how they should be asset management pays attention used today and in the future. Accor- to the maintenance of the assets ding to Orbasli “heritage manage- “during their lifecycle including ma- ment is the management of visitors nagement-in-use, maintenance, and in an historic place in the interest of capital works expenditure or dispo- the historic fabric and the enhan- sal” [20]. cement of visitor appreciation and After summarising the different ap- experience”[16]. According to Clee- proaches it can be seen that cultural re who has conducted considerable heritage management is the combi- studies for cultural heritage mana- nation of planning, implementation, gement, “Archaeological heritage as well as monitoring and review. The management has an ideological ba- planning part is similar to structure sis in establishing cultural identity, planning; it consists in the identifica- linked with its educational function, tion, registration and analysis of the it has an economic basis in tourism, heritage. It also includes the defini- and it has an academic function in tion of visions, strategies, and policies safeguarding the database”[17]. that are needed to attain these objec- According to UNESCO; “effective ma- tives. The next step is implementa- nagement of World Heritage sites in- tion. Action plans as well as heritage volves a planned cycle of long-term management plans are made in this and day-to-day actions to protect stage. The third step is monitoring conserve and present the site”[18]. and review which represent the most As mentioned in this document any considerable contribution of mana- management approach should nor- gement, i.e. sustainability. It consists mally include a cycle of planning, in the regular monitoring of the he- implementation, monitoring and ritage situation and the proposed evaluation. According to the Natio- project implementation process as nal Park Service cultural resource well as the necessary updates to the management includes research, projects and visions.

32 CHM used informally after World War II

CHM has started to be discussed after the 1970s Sustainable Development

Physical, after the 1980s Sustainability

Physical, Functional, Organizationale Sustainability after the 1990s

Sustainability plementation process. However, if The development of the manage- the conservation and management ment process with respect to the strategies are supported by politi- principles of physical, functional cal, ideological social and economic and organizational sustainability is factors, the sustainability principle shown in this page. As mentioned can be achieved. In 1992 the United above, identification, inventory, Nations Conference on Environment selection of the heritage; interpre- and Development (UNCED) develo- tation; visitor management; educa- ped new ideas of sustainability and tion of society; administrative and global politics. The UNCED forma- organizational structure; legislation; lized the principles of sustainable financial management; lastly mo- development with respect to en- nitoring and reviewing related to vironmental quality and economic sustainability are the requirements growth. According to Matero “In the of the Cultural Heritage Manage- building industry, sustainability has ment (CHM) approach. In order to become synonymous with “green conserve and manage the heritage architecture,” or buildings designed effectively and sustain it, a number with healthy work environments, of instruments are necessary, such energy conserving systems, and as education and awareness of so- environmentally sensitive mate- ciety; administrative and organiza- rials. For historic tangible resources tional structure; legislation; financial whether cultural landscape, town, management; and lastly monito- building, or work of art the aim is ring and reviewing. All of these are notably different, as the physical re- required to ensure sustainability of source is finite and cannot be easily the heritage enhancement and im- regenerated. Instead, sustainability Sustainability and CHM 33 in this context means ensuring the will ensure that it continues to meet continuing contribution of heritage current needs” [23]. to the present through the thought- As a result, the monitoring and re- ful management of change respon- view part can be said to be one of sive to the historic environment and the most powerful elements of the to the social and cultural processes management approach that ensu- that created it” [21]. res sustainability of the heritage and The Guidelines for the Management physical, functional and organizatio- of World Cultural Heritage Sites mo- nal outcomes of the management stly emphasises the importance of plan. reporting, monitoring plans and review of the heritage and mana- Examples of Cultural Heritage Mana- gement plan outcomes. It propose gement Plan Implementations in the short-term, medium-term, long- World term reporting and annual plans; At its simplest, a management plan and reviews and catalogues open to is a document that sets out what is the public, maintenance and control significant in a site or monument as of the sites and the plan. This is dealt a basis for understanding its impor- with in detail in the Heritage Manage- tant qualities, in order to determine ment Plan. The Burra Charter (1999) the action necessary to protect and emphasises that sustainability of the manage it. The success of this appro- heritage and projects should be proach has resulted in the preparation vided by regular review and revision. of management plans becoming Lastly, Comer emphasises the sustai- good practice for historic sites. nability principle at the Site Mana- “State Parties to the UNESCO Con- gement Guideline, prepared for the vention are now expected to ensu- Ministry of Culture. In brief, he says re that “Each nominated property that management plans are iterative should have an appropriate mana- devices that should be monitored gement plan . . . which should spe- according to new conditions of the cify how the outstanding universal site and, if required, should be chan- value of a property should be preser- ged[22]. The ICOMOS draft guideline ved, preferably through participato- called “The Management of the Hi- ry means”. (Operational Guidelines storic Environment” (2006) empha- for the Implementation of the World sises the monitoring and review as: Heritage Convention paragraph 108 “Management policies should never (UNESCO 2005). It is the policy of the be considered as definitive. Regular UK Government that Management monitoring and review of the stra- Plans are required for all our World tegy is essential. The strategy itself Heritage Sites (National Planning Po- should define the methods that will licy Guideline 18)” [24]. be used to monitor its effectiveness, Two examples will be analysed below, and they should, as far as possible, which both emphasize the sustainabi- be related to the primary objecti- lity principle of the management plan ves of the plan. The strategy or plan approach. The nomination for World should, therefore, be produced in Heritage Site status for Edinburgh a format that can be modified to was considered by the World Heritage adjust practice to contemporary and Committee at its meeting in Berlin in changing demands. Regular revision December 1995 [24].

34 In its report to the World Heritage Heritage List. In 1996, in response to Committee, the ICOMOS (International inscription, the predecessor organiza- Council on Monuments and Sites) of- tions of Edinburgh World Heritage, Hi- fered the following brief description of storic Scotland on behalf of the Scottish the Site: “Edinburgh, capital of Scotland Ministers, the City of Edinburgh Council since the fifteenth century, presents and Scottish Enterprise Edinburgh and the dual face of an old city dominated Lothian were signatories to a state- by a medieval fortress and a new neo- ment of intent concerning the Edinbur- classic city whose development from gh World Heritage Site. Edinburgh has the eighteenth century onwards exer- long been celebrated as a great city: an ted a far reaching influence on Euro- ancient capital, the medieval Old Town pean urban planning. The harmonious juxt aposed with a world-renowned juxtaposition of these two highly con- eighteenth century classical New Town, trasting historic areas, each containing all placed in a spectacular landscape of many buildings of great significance, is hills and valleys beside the wide estua- what gives the city its unique charac- ry of the Firth of Forth. The city retains a ter” [24]. high level of authenticity and aesthetic “The Site was deemed to meet the test quality and has significantly influen- of authenticity in design, material, wor- ced town planning and intellectual kmanship or setting and to have ade- enquiry, since the eighteenth century. quate legal and/or traditional protec- It is the recognition of these qualities tion and management mechanisms to that has led to the city’s inscription by ensure the conservation of the nomi- UNESCO (United Nations Educational nated cultural properties. The Commit- Scientific and Cultural Organization) as tee therefore agreed the nomination a World Heritage Site. These are also the and inscription of the Site on the World qualities which enhance the lives of the Edinburgh old town boundaries with new town 35 city’s inhabitants, attract large numbers namic, living and working city; of visitors every year and bolster com- - Facilitate the co-ordination of all the mercial opportunities for its busines- actions of all the parties involved in the ses” [24]. protection, enhancement and foste- “Edinburgh has for many centuries ring of the appreciation of the Site; developed within strictly controlled, - Improve access and interpretation, broadly ‘conservationist’ parameters, thereby encouraging all people to en- but from the mid-1960s, in reaction to joy and understand the Site; the wholesale reconstruction of the - Improve public awareness of, and in- post-war years, a heritage ‘battle’ com- terest and involvement in, the heritage menced, which tended to polarize of Edinburgh by achieving a broad- development and conservation. The based ownership of the Management intervening years have seen the two Plan” [24]. ‘sides’ come together, with developers The Old and New Towns of the Edin- seeking the added value of heritage, burgh Management Plan are prepared and conservationists coming to an in line with international management understanding that good modern bu- guidelines. It includes six sections: ildings will represent tomorrow’s heri- Description and History of the Site; Si- tage” [24]. gnificance of the Site; Management “The Management Plan offers a positi- Strategy and Policy; Challenges and Op- ve approach in which conservation and portunities; Promotion and Appreciation; development are not mutually exclusi- and Implementation, and it analyses the ve objectives, but part of a single plan- topographical, archaeological properties ned process. It provides a framework and architectural history of the site. for the conservation of cultural he- “The Management Plan is not an end in ritage within the Site. It sets out the itself. Effective implementation is neces- outstanding values of the Site and the sary if it is to achieve its vision, aims and challenges to be faced in the future by objectives. Whilst the Plan will provide identifying key opportunities and risks, the focus and is a potent tool, its imple- along with the policies and proposals mentation will require the concerted that are needed to sustain the Site suc- effort and continued commitment of all cessfully. The Plan encompasses pre- the organizations and individuals concer- servation and enhancement of the ar- ned. chitectural, archaeological landscape, It is essential that senior executives and natural assets and their setting. It seeks political figures within the City of Edin- to enhance understanding of the Site, burgh Council and other relevant orga- its interpretation and use as an educa- nizations and agencies are fully aware tional resource, and supports the local of and committed to the Plan. Delivery community in its use of the Site. The of the objectives set out in Chapters five Plan is supported by the many national and six depends on stakeholders across and local statutory and non-statutory the Site making a commitment to action. policies already in place, providing for Therefore, the Plan’s success will be de- the protection and future develop- pendent upon careful co-ordination of ment of the Site” [24]. partner organizations to ensure that col- “The main aims of the Management lective effort is possible and resources are Plan are to: used to best effect” [24]. - Conserve the Site by promoting su- “The key components of the implemen- stainable management as part of a dy- tation strategy are: 36 - review of the Management Plan every In conclusion, it is shown that the ma- five years; nagement plan for the old and new - the World Heritage Site Action Plan, town of Edinburgh gives importance which translates the principles and to sustaining the outstanding values of policies of the Management Plan into the site and the vision, strategies and practical actions; principles of the plan. It establishes a - co-ordination of projects, initiatives number of mechanisms such as the or- and funding; ganizational structure and monitoring - annual review of the Action Plan; and review plans to achieve this. - annual and periodic monitoring of the state of conservation of the Site” [24]. Graz “One of the responsibilities of inscrip- The purpose of a management system tion on the UNESCO World Heritage is to ensure the effective protection of List is monitoring each site’s state of the nominated property for present conservation. This includes both perio- and future generations. The UNESCO dic monitoring according to UNESCO’s urged the creation of a management timetable and regular monitoring of plan, which defines the framework for key indicators identified for each site, the future management of the City of carried out more frequently (systematic Graz with its World Heritage List. That monitoring)” [24]. requirement is what the city of Graz cre- “Periodic reports are prepared every six ated with the Cultural Heritage Mana- years. They contain statements of how gement plan. UNESCO World Cultural the State Party fulfils its obligations un- Heritage built up the following protec- der the Convention and give detailed tion levels: Monument Protection Act information for each World Heritage (Denkmalschutzgesetz-DMSG), Styrian Site inscribed on the List. The next re- spatial planning law 2010 (StROG), St- port on Edinburgh is due to be presen- yrian Building Act and the Grazer Histo- ted to the World Heritage Committee ric Town conservation law (GAEG 2008). in 2006 as part of the report on North The goals for this Cultural Heritage Ma- American and European World Herita- nagement Plan are to promote archi- ge Sites. Systematic monitoring reflects tectural quality in urban changes, to the guidance offered in the Operatio- synchronize the scientific processing of nal Guidelines, that it ‘… is necessary historic buildings and the city’s creation that every year the condition of the of cultural policy programmes, with pu- property be recorded by the Site ma- blic and private funds, to increase the nager or the agency with management tourist publicity activities and a general authority’. Edinburgh World Heritage raising of awareness for citizens “living monitors the Site, and publishes an an- in the world of cultural heritage” [25]. nual report on findings, in order to: A higher ranking goal lies in the control - Identify how, if at all, the Site is chan- of the economic pressure for a further ging by using a series of indicators; structural concentration of dense cities - Assess the effectiveness of manage- in the historic city centre, with a view ment and planning measures in pro- to creating a vibrant city. “The World tecting the significant qualities of the Cultural Heritage Management Plan is Site such as the setting, townscape and anchored as a cross-sectional approach historic fabric of the Site; (World Cultural Heritage-coordination) - Measure the progress of initiatives to with as main mission statement to han- enhance the Site” [24]. dle for the Grazer world heritage in the 37 future. The UNESCO World Heritage acts as a coordination interface for all Management Plan is a general guide the upcoming activities and to com- providing recommendations for the municate with higher ranking World evolution of the historic centre within Heritage and stakeholders, to provi- the context of the WCH and to ensure de assistance and preliminary consul- its interests. This document sets the po- tancy services to project developers/ litical framework conditions concer- investors within the framework of all ning the status of the cultural world architectural projects in the World heritage of the city of Graz-with its Heritage. One of the main ideas of historical center and the castle of Eg- the CHM Plan is the pro-active mo- genberg”[25]. nitoring, which includes the conti- The World Heritage Management nuous observation of existing/ plan- Plan represents a living structural fra- ned objects in the core and buffer mework document and process map zones and the early identification of of all urban changes in the World problematic developments through Cultural Heritage and requires conti- information and assistance, especial- nuous evaluation and monitoring. ly prior to submission of projects to The World Heritage Office coordi- the authority. nates the anchoring of the cultural “In the years of 2000, in the regular heritage management principles wi- report meetings of The World Heri- thin the Austrian legal system. The tage Committee, management plans World Heritage office has been inte- were expected of world heritage list grated in the Directorate for Urban candidates and management plan Planning and Construction with the relating to cultural assets was men- organization shown in the following tioned, for the first time, in the 108th flow-chart The World Heritage office paragraph of Guidelines for the Ma- Layout Plan of World Heritage Site Graz 38 WH Office

legal expert strategic partner: Internationales Stadteforum director for urban planning, development and construction Architect and office reponsible for the WHS

stakeholder Art Historian

nagement of World Heritage Sites site and determining the appropriate (GMWHS) of 2005, and as such, mana- policies in the protection of the site gement plans were required in Cultu- in order to exert the use of the site ral Heritage Management[26]. This in the future[30-31]. Hence the ma- requirement is based on the fact that nagement plan includes the goals and Cultural Heritage Management is su- policies involved in protection” [27]. stained according to a management “The World Heritage Committee does plan and that it is a dynamic process not have a management plan format with its control mechanism constan- or organization style for the manage- tly working. Thus the management ment plan. Nonetheless, in order for plan, as a process that determines the the management plan to be effective importance of the site and the goals and adequate, the minimum condi- necessary for its management, over- tions are “the preparation of a report sees the status of the resources and that defines the protection level rela- visitor satisfaction; It continuously ting to the significance of the site and develops and transforms for mana- its Cultural Heritage and its sustaina- gement and use and, as such may be bility, the definition of the other plans defined, as a written and published relating to the rules of protection certified agreement among the part- planning and the legal framework ners[28] and as a flexible-compatible and the designation of propositions guide that puts forth the characteri- concerning the required personnel stics of the site and management go- for forming and executing a plan and als [29]” [27]. developing opportunities [18-27]. “The management plan is the body “Management plans (such as the of documents and actions concer- 2005 Edinburgh Management ning factors that are important in the Plan[24], Graz Management Plan Flow Chart of World Heritage Office 39 2013[25]) usually consist of three the consideration of all its resources. stages in between which feedback is A resource constitutes an identifiable made use of: part of a World Heritage site. the Management Stage: this includes According to the Management Gui- the evaluation and analysis of the site, delines for World Cultural Heritage sub-management areas, work team, Sites; the following steps are involved programme, action and function or- in preparing a management plan: ganizations, administrative structure - initial survey of the site; and opportunities and set up of site - site description and boundary defi- management; nition; the Utilization (implementation of - identification of resources; the plan) Stage: this includes protec- - evaluation of resources; tion-utilization policies, organization - formulation of objectives and consi- of the site, its submission for use, par- deration of constraints; ticipation of the partners and training - definition of projects; programmes; - work programme and annual plans; the Development Stage: this constitu- - execution of works; tes supplying management opportu- - recording, reporting and review of nities, visitor satisfaction, restoration results; work, sustainability and developing - storage of information and data; appropriate methods and strategies - revision of site description and re- in achieving these goals. The revision evaluation; and renewal of the plan through the - formulation of revised objectives feed-back system also takes place at and reconsideration of constraints; this stage [31]” [27]. - definition of further projects; “The preparation of the management - revised work programme and next plan necessitates a multidisciplinary annual plan [33]. team along with an advisory board The National Heritage Areas and Na- and a separate team that carries out tional Park Service (NPS) explain the research in the field and obtains in- management planning process as formation. GMWHS prepared by The follows: World Heritage Committee is sugge- Phase one: planning to plan sted as the stages and the process of - Identify Planning Team or Planning preparing management plans. In the- Lead; se propositions, the common point - Develop Cooperative Agreement is that plan preparation should be a with National Park Service; continuous process, that the plans - Review existing information/Begin should be re-interpreted with the Draft Foundation Statement; addition of new data (according to - Prepare Scope of Work; social, economic variables), and that - Engage Partners; many stages are constantly revised - Develop Public Involvement Stra- and partner participation is provided” tegy; [27]. Phase two: vision and foundation development Different cultural heritage manage- - Develop the vision and mission; ment approaches - Interpretive themes; The preparation of a management - Goals, objectives and strategies; plan for a World Heritage site implies - Gather information to develop alter-

40 natives; as, the visions and the strategies of - Complete foundation statement the projects. In order to achieve this, Phase three: making choices and it uses a number of instruments as a draft plan; monitoring programme and review - Develop Alternatives; policy. Based on the research fin- - Analyze Options and Select Prefer- dings, it can be concluded that thered Alternative; re are various factors such as society - Draft Management Plan; awareness, education and participa- - Plan Review; tion which affect the sustainability - Final Plan Publication [34]. of cultural heritage management. According to IUCN, International However, this approach considers the Union for Conservation of Nature; evaluation of the whole process ran- “Completing a comprehensive World ging from planning and implementa- Heritage management plan involves a tion to the phase after implementa- number of different stages. Each of the tion. It suggests that the monitoring suggested stages should be adapted and review system is a powerful tool to suit local circumstances and in most for achieving sustainability. Monito- instances the outcomes of one should ring includes regular reporting and inform the next. The exception in this maintenance programmes. The re- sequence is public engagement which view provides the evaluation of the is necessary throughout the process project according to new conditions with the techniques used varying ac- and necessities of the area. cording to the stage of the process. As a result, its worth of stating that The key stages in producing a mana- the monitoring and review part of gement plan can be thought of as fol- the Cultural Heritage Management lows: approach is one of the primary re- - Getting started and planning the quirements of sustainability of the work. heritage significance and proposed - Understanding the property’s cha- projects’ vision and strategies. Ho- racteristics and its natural values; cking (2002) asserts that: - Deciding who should be involved “The management cycle is com- and when; pleted when the manager reviews - Agreeing a vision for the property progress and uses this review in- and setting management objectives; formation to adjust or correct their - Examining management options; planning and management. This re- - Agreeing management policies; view function is often visualized and - Agreeing management actions; presented as only being linked to - Consulting on and approving the management outcomes. However, plan; evaluation can look at all aspects of - Monitoring the plan; the management cycle, including the - Reviewing the plan” [35]. context within which management takes place. The results of evaluating Conclusion each aspect can be fed back into the It has been found that cultural heri- management cycle.” tage management brings important contributions to heritage conservation by emphasising the sustainabili- 1 the following numbers in square brackets ty of the heritage significance, as well refer to the bibliography at the end of the text.

41 Bibliografy gement: Archeological Research, Bergin & Car- 1 http://www.merriam-webster.com/dictio- vey, London. nary/heritage, visited on October 3rd, 2013. 16 Orbaşlı, A., (2000), Tourists in Historic Towns: 2 ICOMOS-2002, International Cultural Tou- Urban Conservation and Heritage Manage- rism Charter; Principles And Guidelines For ment, E & FN Spon, London, New York. Managing Tourism At Places Of Cultural And 17 Cleere, H. (1989) Introduction: the Rationale Heritage Significance, ICOMOS International of Archaeological Heritage Management. In H. Scientific Committee on Cultural Tourism. Cleere (Ed.), Archaeological Heritage Mana- 3 ICOMOS (2001) Foreword, Preface. In J. M. gement in the Modern World. London: Unwin Teutonico (Ed.), Managing Change: Sustaina- Hyman Ltd. ble Approaches to the Conservation of the Built 18 http://whc.unesco.org/en/guidelines/, visi- Environment. Los Angeles: The Getty Conser- ted on October 15th, 2013. vation Institute. 19 http://www.nps.gov/history/history/onli- 4 Howard, P., (2005), Heritage Management, In- ne_books/nps28/28contents.htm, visited on terpretation, Identity, MPG Books, London and October 17th, 2013. New York. 20 Queensland Department of Housing and 5 Lennon, J., (2006), Cultural Heritage Mana- Public Works, (2010), Life cycle planning, Bri- gement, Managing Protected Areas: A Global sbane. Guide, Earthscan, London. 21 Matero, F. (2001) Preface. In J. M. Teutonico 6 Lyon, S. W., (2007), Balancing values of (Ed.), Managing Change: Sustainable Appro- outstanding universality with conservation and aches to the Conservation of the Built Environ- management at three united kingdom cultural ment Los Angeles. world heritage sites, Journal of Heritage Touri- 22 Comer, D. C. (2002), Guide for Producing Site sm. Management Plans: Planning for Sustainable 7 UNESCO-1988, Guidelines for the Manage- Management of Archaeological and Historic ment of World Heritage Sites. Sites. 8http://www.icomos.org/en/practical- 23 ICOMOS, (2006), Management of the histo- information/179-articles-en-francais/ ric environment. ressources/charters-and-standards/160- 24 The City of Edinburgh, (2005), Manage- charter-for-the-protection-and-management plan for the Old and New Towns of Edin- ment-of-the-archaeological-heritage, visited burgh World Heritage Site, Edinburgh. on October 17th, 2013 25 UNESCO World Heritage Graz Management 9 http://www.icomos.org/icahm/bios.html, vi- Plan, (2013), City of Graz, Directorate for Urban sited on October 3rd, 2013 Planning Development and Construction/ 10 Mc Manamon, F. P., Hatton, A., (2000), Cul- World Heritage Coordination Office, Graz. tural Resource Management in Contemporary 26 Karpati, T.H., (2008), Management of World Society, Routledge, London and New York. Heritage Sites, Germany. 11 Mc Kercher, B., Cros, D. H., (2002), Cultural 27 Gultekin, N., (2011), Cultural Heritage Ma- Tourism: The Partnership between Tourism and nagement: The Case of Historical Peninsula in Cultural Heritage Management, the Haworth İstanbul, Ankara Hospitality Press, New York. 28 Thomas, L., Middleton, J., (2003), Guidelines 12 http://en.wikipedia.org/wiki/Cultural_He- for Management Planning of Protected Areas- ritage_Management, visited on October 15th, World Commission on Protected Areas (WCPA), 2013. IUCN The World Conservation Union, Gland, 13 Cooper, A.R. (1996) Cooper’s comprehensive Cambridge. environmental desk reference. New York. 29 Chape S., Spalding, M., Jenkins, M.D., (2008), 14 Lipe, W. D. (1984) Value and meaning in cul- The World’s Protected Areas; Status, Values and tural resources. In H. Cleere (Ed.), Approaches Prospects in the 21st Century, UNEP World Con- to the Archaeological Heritage. A Comparative servation Monitoring Centre, Berkeley. Study of World Cultural Resource Management 30 Cleere, H., (1993), Archaeological Resource Systems. Cambridge: Cambridge University Management in the UK, A. Sutton Publishing. Press. 31 Cleere, H., (2010), “Management plans for 15 Kerber, J.E., (1994), Cultural Resource Mana- archaeological sites: a world heritage template”,

42 Conservation and Management of Archaeolo- http://en.wikipedia.org/wiki/Cultural_Heri- gical Sites, Maney Publishing. tage_Management, visited on October 15th, 32 Orbaşlı, A., (2008), Architectural Conserva- 2013. http://whc.unesco.org/en/guidelines/, visi- tion: Principle and Practice, Blackwell Science, ted on October 15th, 2013. Oxford. http://www.nps.gov/history/history/onli- 33 Bernard M. Feilden, Iukka Iokilehto, (1993), ne_books/nps28/28contents.htm, visited on Management Guidelines for World Cultural He- October 17th, 2013. ritage Sites, Rome. http://www.iucn.org/about/work/programmes/wcpa_worldheritage/resources/ 34 National Park Service, (2007), Components publications/?uPubsID=3990, visited on Oc- of a Successful National Heritage Area Manage- tober 1st, 2013. ment Plan, Washington DC. 35http://www.iucn.org/about/work/programmes/wcpa_worldheritage/resources/ References for pictures publications/?uPubsID=3990, visited on Oc- UNESCO World Heritage Graz Management tober 1st, 2013. Plan, (2013), City of Graz, Directorate for Ur- ban Planning Development and Construc- Ünver, E., (2006), “Sustainability of Cultural tion/ World Heritage Coordination Office, Heritage Management: “Keklik Street and it´s Graz. surrounding conservation and development The City of Edinburgh, (2010), The Old and project”, Ankara. New Towns of Edinburgh World Heritage Site, Management plan 2011-2016, Edinburgh. Web references http://www.merriam-webster.com/dictiona- Authors Profile ry/heritage, visited on October 3rd, 2013. Kersten Hofbauer, http://www.icomos.org/en/practical- project technical manager information/179-articles-en-francais/ Graz University of Technology, Austria ressources/charters-and-standards/160- charter-for-the-protection-and-manage- Elham Madadi, scientific expert for public ment-of-the-archaeological-heritage, visited spaces and cultural heritage on October 17th, 2013 Graz University of Technology, Austria http://www.icomos.org/icahm/bios.html, visited on October 3rd, 2013

43 cultural heritage in europe: an opportunity for more sustainable development for the whole european space

Nicola Camatti

Cultural heritage in the European space: from static element to dynamic entity Considering culture as the entire complex of distinctive spiritual, material, intellectual and emotional aspects that characterise a society or social group (including creative expression, community practices and material forms such as sites, historic centres, art landscapes and objects)1, cultural heritage is a legacy of the past passed down from generation to generation and distinguishable in tangible and intangible heritage2. But more than its definition, which has been spoken about for more than 20 years with the great merit, however of having finally revealed what probably represents an untapped treasure of the old continent, the Europe- an debate today has focused on the role that cultural heritage can take in economic and social terms, interpreting it, no longer simply as a heritage to preserve and protect, but as a real opportunity for development and growth, particularly for local communities, to be given priority among the European Union’s most important policies. The assumption that has been able to evolve the concept of cultural heritage in Europe today is thus basically focused on the system of relations that exist between it and the reality that surrounds it and on a reinterpretation of cultural heritage from static element to dynamic entity with the ability to exert an effect (role) in the space that surrounds it. This effect (role) can then be positive or negative and of varying intensity depending on how that entity will be used by the policy maker and by private operators. The issue of the importance of the presence of cultural heritage in Europe should therefore be examined not only on the basis of variables related to its “quality” and “quantity”, albeit divided into their individual components, but also on the “effects,” or on the role and function of cultural heritage in Europe. It is precisely by proceeding in this way that we realise the real importance and impact that cultural heritage has in Europe. In particular, following the approach proposed by the ESPON 1.3.3 project, cultural heritage is related to the following “functions of culture”3: - the conservation of culture: culture a un asset – tangible or intangible – with ethic value and carrier of local identity, which needs to be defended against territorial and market trends which compromise the stability of its provision; - the production of culture: culture as a “commodity” which needs to be on the left re-produced not only to reconstitute the cultural capital which is one key Zabljak Crnojevica, Montenegro 45 component of contemporary social theless distant from the most impor- and economic development, but tant rich European poles but equally also as a source of economic deve- important and able to activate me- lopment insofar it is embedded in aningful paths of socio-economic production processes (creative indu- development. stries and other knowledge-intensive economics sectors); Cultural heritage as an opportunity - the valorisation of culture: culture for growth and sustainable deve- as a set of social norms and capaci- lopment ties which enrich the local commu- Today more than ever, the focus is nities and the may be used by the on the influence of cultural heritage latter to make themselves known to on the space in which it is physically the other communities in order to or immaterially located, preserved, establish goods relations for social transmitted and enhanced, but with and economics exchange. particular attention to its effects in Taking into consideration the imporeconomic and social terms, or, in ge- tant presence and diffusion (by qua- neral, to its role as driver for sustai- lity, quantity and role) of cultural he- nable development. ritage in the old continent, it can be Such attention, especially in policies imagined how it represents a static of territorial cooperation, is not so or dynamic entity, whose effects, al- much directed towards any “income” beit with different impacts, are likely that a hypothetical owner (public or to affect the entire European space. private) may derive from the offering In a certain sense, it is fair to say that for sale or use of a prestigious histo- cultural heritage represents an op- ric building in return for payment, portunity and a challenge for all re- but in relation to the positive effects gions and localities in Europe, each (direct or indirect, of an economic of which, given its characteristics but also social and even aesthetic and different attitudes, can count on nature) that a careful enhancement its cultural assets to pursue new pa- and enjoyment of cultural heritage ths of sustainable development, cali- could release throughout the terri- brating them on its other distinctive tory. opportunities and constraints. More precisely, reference is incre- This will thus be true not only loo- asingly being made to the impact king at the great European capitals, that an appropriate policy of con- such as Rome or London that have servation and enhancement can been able to increase the number determine directly - that is, in terms of their economic specialisations of employment, income, qualifica- (including also those in the cultural tion of technical and scientific per- sector and cultural tourism), or hi- sonnel - but also indirectly through, storic cities like Venice that are sla- for example, improvement of living ves of their unique great resource conditions, social inclusion or the and trapped in unsustainable touri- ability to trigger further parallel pa- sm, but also taking into account less ths of sustainable development as in well known situations, such as those the case of cultural tourism 4. present in the area of the South East In fact, if we consider, for example, Europe Programme, which are main- architectural or artistic recovery and ly inserted in rural contexts or never- restoration, it immediately beco-

46 mes quite clear that these are not ning of cultural heritage should take only a “cost” spent on the territory into consideration: by some public authority or private - the “Attraction paradigm,” which re- foundation but also, and above all, fers to cultural heritage as a resource an important occasion for the pre- for the development of tourism pro- servation and transmission of tech- ducts and therefore not the export nical and scientific know-how of a of tourism products or assets, but community. Or, considering cultural import of tourists; heritage as a point of interest for - the “Dissemination paradigm,” tourists and visitors, it is clear that it which highlights how cultural heri- is an opportunity to activate tourism tage creates a favourable climate for of quality (capable of including lo- the production of new products and cation and rewarding localities that services related to the cultural sec- would otherwise be excluded due tor, in this case suitable for export, to competition with the usual and but also for creativity and other acti- known mass tourist destinations) vities related to the management of whose effects are not limited to the cultural heritage; revenue generated from the pay- - the “Territorial paradigm,” which ment of a ticket at the entrance to refers to the capacity of cultural he- a museum, but are multiplied in the ritage to produce and disseminate various services required by the “cul- values, points of reference and social tural” tourist. integration. Moreover, the impacts in terms of As regards the cultural sector - dis- aesthetics and protection of the lan- semination paradigm - the intere- dscape that conservation actions sting nature of its structural features and restitution of cultural heritage should be emphasised. In fact, this to the collectivity generate, maintai- sector is one of the most dynamic ning over the long term the artistic sectors, based on activity that is re- beauty and uniqueness that distin- latively insensitive to the business guishes Europe, are obvious to all. cycle5 and on a significant increase Finally, it should not be forgotten in demand and revenues so that, ac- that the cultural heritage is an ex- cording to the OECD, the sector of pression of the sense of identity and culture and creativity has grown at a a means for promoting social and faster rate than manufacturing sec- cultural integration, which are es- tors over the last 10 years in Europe. sential elements for talking about The cultural sector is therefore a sec- territorial development. tor capable of a multiplicity of gene- Overall, there appear to be three pa- rally positive effects in support of su- Lesendro Fortress, radigms that governance and plan- stainable development by focusing Montenegro 47 Marghera Fortress The Sinagogue

Place for hosting the production of goods and services related to culture Cultural tourism

on man and his knowledge. In addi- mented, at least two in our case ap- tion to ensuring a significant share pear to be paradigms that deserve of employment in Europe, activities exploration in the context of South directly and indirectly related to cul- East Europe: tural heritage have a significant ef- 1 cultural heritage as a naturally can- fect on the growth of human capital, didable place for hosting the produc- that is, of one of its most important tion of goods and services related to endogenous factors for explaining culture, but also of creativity (as in long-term growth. At the same time, the cases developed by the Veneto the increase in the quality of work Region); and opportunity is reflected in a so- 2 cultural heritage and development cially and globally more attractive of cultural tourism (as in almost all the able to recall as highly qualified and cases studies developed). The third qualifying human capital. paradigm undoubtedly emerged in So an increasingly important role the cases developed by IPA partners. is attributed to cultural heritage in But cultural heritage very often con- the context of development models tributed to local sustainable develop- based on the exploitation of local ment as a “place” capable of attrac- resources of a territory and on local ting and stimulating creativity. tangible and intangible assets. The cultural and creative industries Finally, there is the role of ‘”ecosy- are developed at local and regional stem” that can be created around level, where networks and clusters cultural heritage and that becomes work excellently. the point of reference for an appro- The cultural and creative industries priate enhancement process able often help to revitalize local econo- to take advantage of the internal mies in decline, contributing to the system of socio-economic relation- emergence of new economic acti- ships that revolve around cultural vities, creating new and sustainable heritage in support of sustainable jobs and increasing the attractive- and competitive development of ness of regions and cities in Europe. the territory. Challenges in Europe and the SEE Some opportunities identified area. in the SEE area by the CULTEMA As shown, the SEE must confront dif- project. ferent challenges. Moreover, these Based on the experience of the Cul- challenges should not only interest tema project and a recognition of local and supra-national policy ma- the opportunities that have emer- kers, but also private stakeholders in ged from some of the LDPPs imple- the cultural sector. 48 The policy maker is called on to inve, but above all as an innovator and tervene not only because cultural private “partner” in public initiatives. heritage is largely owned by the sta- Exactly as hoped for and experien- te or local government or because ced within the Cultema project. those bodies are responsible for the functions of enhancement and ma- Bibliography nagement, but also because of cer- 1 Our Creativity Diversity, Commissione Mon- tain distortions that characterise the diale su Cultura e Sviluppo, 1995. culture market. 2 ICOMOS, International Cultural Tourism In fact, very often the cultural sec- Charter. Principles And Guidelines For Mana- ging Tourism At Places Of Cultural And Herita- tor not only creates barriers on the ge Significance, ICOMOS International Cultu- supply side denying access to cul- ral Tourism Committee, 2002. tural products and services to some 3 Espon project 1.3.3., The Role and Spatial Ef- individuals but, because culture is fects of Cultural Heritage and Identity, Venice, a “public good,”it is also subject to 2006. free-riding behaviour that should be 4 Lichfield N. , The urban and Regional Plan- corrected. ning Requirements for a Cultural Heritage Con- In addition, there are various nega- servation Policy: The British Scene., Centro di tive externalities that, for example, Studi e Piani Economici, Roma. unsustainable cultural tourism can 5 Florida R., Mellander C., Stolarick K., Inside the black box of regional development – Hu- exert on local communities (such man capital, the creative class and tolerance, as a rise in prices, congestion and CESIS Working Paper n. 88, April, 2008. crime) or information asymmetries that characterise some sub-sectors Author Profile like the art world. Nicola Camatti economist in the field of lo- Obviously, the policy maker is called cal development and tourism. He promo- on to intervene in order to maximise ted and managed several euro-projects the positive effects and some impor- during the past and current period of Eu- tant EU initiatives currently under ropean Planning of different programmes, way go in this direction. such: as IPA-Adriatic, ITA-SLO, SEE, Central The Europe 2020 strategy is aimed at Europe, and also ESPON and other DG En- intelligent, sustainable and inclusive terprise Tourism Unit initiatives ([email protected]). growth and culture and cultural heritage plays a decisive role in at least four of the initiatives of the Europe 2020 strategy. But the private sector is also called on to do its part not only as a reci- pient of the policies mentioned abo- 49 knowledge: a precondition for assessing cultural investments opportunities cultema database and evaluation tool

Christian Kersten Hofbauer, Elham Madadi-Kandjani

The recording parameters for cultural heritage are diverse and the majority does not use a systematic approach when drafting an inventory of cultural heritage assets1. Notwithstanding the systematization a tool for assessing the knowledge has been developed with the SECI (Socialization, Externa- lization, Combination, Internalization) Model by Chaffey and Wood[1] to explain the different stages of data, information and knowledge. When looked into in more detail, the notion of knowledge is defined by explicit and tacit knowledge referring to internal and external knowledge, individual and group knowledge, which is specifically relevant for the assessment of cultural heritage processes. A further step in assessment considers the performance of heritage and the decision making process to achieve a relevant listing of parameters for typological features, regional, architectural and historic context, as well as owners and the predominant use of the site or building. The indicators of this evaluation stage are common, location-based and lead to representative results for the evaluation of the parameters. The Cultema database uses hard and soft indicators to register the quantitative site and regional parameters and to build up an evaluation stage, scientifically and mathematically summarized to obtain a decision support tool by normalizing the parameters and leading to the graphical representation of a spider map. This map shows the performance of the sites and offers a direct comparison of the different cultural assets. The main information of the database is represented in the Cultema data cards, containing the site location, main features of the indicators, the performance parameters, a general description, the afore mentioned spider map and a representative picture of the asset.

Tools and Methodologies: Knowledge Research shows that knowledge is transferred most effectively through a convincing narrative. However, a distinction between data, information and knowledge has to be made. The concept of Data describes raw numbers and discrete facts about events, whereas information describes already processed data that are analyzed and structured within a particular context. More specifically, through the processing of data we reach the concept of knowledge. This refers to the meaning of information within a specific context. It is the insight and experience that guides the thoughts, behaviours and decisions of people and the product of learning which is personal to an individual. “Knowledge is about knowing what to do with information” (informa- on left tion that can be acted upon or information with context)[2] – and can University of Technology Graz, Austria 51 be classed as internal and external their craft, rather than from written knowledge, individual and group manuals or textbooks. knowledge, explicit and tacit knowledge. Explicit knowledge is writ- Tacit to Explicit (Externalization) ten or stored in particular formats Between tacit and explicit knowled- such as text, photographs, voice, ge by Externalization (publishing, video, and so on. It is reusable in a articulating knowledge), developing consistent and respectable manner factors, which embed the combined and therefore easy to transfer. Tacit tacit knowledge that enables com- knowledge is stored inside the mind munication. When tacit knowledge and often we know much more than is made explicit, thus allowing it to we can tell. It can be technical, such be shared by others and it becomes as the knowhow of an expert, or the basis of new knowledge. cognitive- based on values, beliefs and perceptions- and is therefore Explicit to Explicit (Combination) very difficult to transfer. Explicit to explicit by Combination “Human activity is inconceivable (organizing, integrating knowledge). without knowledge and the sco- Explicit knowledge is collected from pe of knowing, and types of know- inside or outside the organisation ledge are as wide and varied as and then combined, edited or pro- all the varieties of human pursu- cessed to form new knowledge. The its” [3]. “The key issue is therefore new explicit knowledge is then dis- to identify localized knowledge seminated among the members of and transform it into productive the organisation. knowledge that resides within the organisation to create value”[3]. Explicit to Tacit (Internalization) Explicit to tacit by Internalization (know- Four modes of knowledge conver- ledge receiving and application by an in- sion were identified (SECI Model)1: dividual), enclosed by learning by doing. Internalization: is also a process of conti- Tacit to Tacit (Socialization) - This di- nuous individual and collective reflection mension explains social interaction and the capacity to make sense between as tacit to tacit knowledge transfer, fields, ideas and concepts. Knowledge sharing tacit knowledge through management is the process of capturing, face-to-face or sharing knowledge developing, sharing, and effectively using through experiences. Socialization organisational knowledge. It refers to a typically occurs in a traditional ap- multi-disciplined approach to achieving prenticeship, where apprentices le- organisational objectives by making the Data, Information and Knowledge Hierarchy arn the tacit knowledge needed in best use of knowledge. 52 Performance Indicators, the uses of output and the direct conservation measurement activity a weighting has to be intro- Performance is the quantitative de- duced. Each indicator merely repre- scription the output and describes sents a single dimension, or a part results such as efficiency or effecti- of it, of the overall output and, the- veness. The different components of refore, a single measure to represent performance can be related, whilst a the overall activity cannot be used single number cannot properly de- unless weights are assigned to each scribe all the aspects. Therefore we part of it, with the related technical should focus on the different uses of as well as institutional difficulties. the separate indicators. The problem is made more difficult when com- “Performance indicators can be con- paring different institutions, as the sidered a sort of “virtual” gauge of varying dimensions would not have cultural activities, but we must be the same composition and, therefo- aware of the fact that measurement re, any indicator measuring only one is not straightforward. Many issues of them might be misleading. Diffe- are involved. It is important to define rent types of outputs for instance, the object of measurement, its final such as visits, acquisition, conser- aim, which methodology should be vation, research, temporary exhibi- used and how to interpret the indi- tions, ancillary services, are possible cators. A closely related issue is the and a long list of possible physical as design of the consistent information well as monetary indicators of ou- flows to identify the data needed for tput devised to express each aspect the implementation of those measu- of such a complex activity, for exam- res and the related costs.” (…) “In arts ple the number of visitors, the num- and culture the tensions that arise ber of days open per year, the num- in implementing such indicators ber of publications, the number of have been rooted less in the theory restored objects, etc. For the defini- than in the practice of performance tion of the output of the activities re- indicators... opposition has come lated to built heritage conservation not from disagreement in theory distinction between the regulatory but from actual issues arising out of SECI (Socialization, Externalization, Combination, Internalization) model 53 practice”[3]. Indicators are only re- By moving from theory (what is ne- levant if they illustrate the relation eded) to practice (what is available) between the volume of activity and one has to face the possibility that the resources employed. However data are not available or, if they exi- because of the multidimensional fest, they are not necessarily accurate, atures of heritage activities, several reliable, or of good quality. The limi- numerical indicators would be nee- tations in the practice of performan- ded to evaluate the overall efficien- ce indicators in the heritage field are cy, that is to say that for any given somewhat affected by its specific level of output and of input prices, features: the lack of clearly identi- resources are used in such a way as fied objectives, as well as, of clarity to minimize costs.- It seams better in the identification of the nature to measure the outcome rather than of heritage activities, for instance is the output. conservation the relevant output for a museum. The need for well defined Performance indicators can be used priorities to a limited number of indi- for different purposes to influence cators and for better communication the behaviour of organisations, no- and even coordination- between the tably when the government wants researchers, organisations and po- to use the indicators as a planning licy makers involved in developing tool in providing funds for cultural indicators- performance indicators organisations, or to evaluate mana- must be handled with care, should gerial behaviour and, from this per- not be considered as a panacea spective, suitable indicators are tho- (universal remedy), or to solve the se measuring the use of the different accountability problems of cultural resources to produce the different organisations. outputs, or to monitor the behaviour of organisations, for instance, to The Relationship between Orga- ascertain whether the ex ante plans nisational Culture and Knowledge for which funding was requested, Management are indeed reflected in the ex post Knowledge is the mental aspect of activities or, in other words, how well saved ideas, realities, concepts, data its activities match what the organi- and techniques in human memory. sations claims to be its intention. Any Its source is the human mind and it discussion about performance indi- is based on the information which is cators is based on the assumption obtained through experience, belie- that information is available and of fs and personal values. It is transfor- good quality. Information may be mable in association with decisions of highly refined aggregate perfor- and actions to become mature and mance indicators or the form of less fruitful. The knowledge of two peo- manipulated, but still highly relevant ple receiving the same information and qualitative data. Information is not identical. Issues of knowledge may be collected as time series data, production and knowledge proces- as well as, of cross-sectional data, so sing has challenged organisation in that the behaviour of the same orga- the current time. Knowledge ma- nisation may be evaluated through nagement is a set of processes for time and compared with similar or- understanding and applying know- ganisations at a given point in time. ledge strategic resources in an or-

54 ganisation. It is a structured appro- order to provide a comprehensive ach which proposes methods for list of beneficial aspects of knowled- recognition, assessment, organizing ge in relation to different products storing and applying knowledge in and services. Knowledge is located order to meet the needs and aims of within a context and lines, so that the organisation[4]. it can be searched, examined and The problems faced in a decision- saved[5]. Power relations or selfish making process may be based on motivations might influence the de- the availability of data which always cision-making process itself, leading contains an element of uncertainty, to the assertion that a decision-ma- as the data or information may be king process has to take place within stored in different data bases that the shortest time possible to avoid are difficult to access, manipulate, counterproductive effects. compare and study. In this case a large set of often conflicting - objec- The Cultema Database tives or targets has to be taken into In accordance with the Ljubljana account. Today knowledge mana- process a multicriteria model has gement is considered as the main been developed, based on the Cul- source of competitiveness. This does tema project partners experiences, not mean that in the present com- to develop a strategy to focus in- petitive world, knowledge manage- vestments on priority assets, defined ment can not be used to gain a com- in a priority list by each partner. The petitive edge, accomplishing goals Cultema evaluation platform censes and being creative, but it certainly the assets and evaluates the cultu- can be claimed that today know- ral heritage in the regional context. ledge management skills could be For the multicriteria analysis cultural used for generating inventiveness heritage experts contributed their in organisations. Knowledge crea- knowledge and experience to create tion means organisations making the priority list and the weighting of a concerted effort from both the the parameters. Multi-criteria analy- inside and outside to examine and sis is a method of gauging classifying define appropriate knowledge and and analysing different scenarios by resources. In other words, it is pos- means of explicitly formulated cri- sible to create new knowledge by teria (which are set out on the axes finding new ways that personnel of the spider). The advantage of this have found to perform tasks, or to analysis is that the individual asses- find new knowledge from outside sment criteria do not have to be me- sources. This knowledge has to be asured in a single quantitative unit; captured; new knowledge is known they may be qualitative in nature as a valuable and appropriate means (e.g. rank order). The Spider model to meet contemporary and future has up to now been used as a means needs. Keeping this knowledge is a to present the contents of scenarios logical step forward, which simpli- in a user friendly way and has been fies the process of gaining, extrac- applied to various types of transport ting and distributing knowledge. studies. Its aim is both to analyze and Further on this knowledge has to visualize scenarios for the future. be organized. New knowledge is or- The collection of basic data is based ganized and refined by filtering it in on a preliminary baseline study, col-

55 lecting the background information the neighbourhood context and about the general aspects of the cul- therefore local acceptance of the tural asset in the regional context. neighbours. The survey was then The main issues of the inquiry were narrowed down to the site and the a short description of the legal and object aimed at highlighting the planning framework concerning the concrete physical and functional project context on local level and conditions of the respective object, the expected specifications for the the site and the area. This inclu- pilot activities. The study was based des the architectural and physical on the description of the planning structure of the object as well as system and instruments, asking functional conditions of the site. An how the general planning system is important issue in this context was organized, how responsibilities for the ownership structure of the area, planning are shared across different the site and the object and its most administrative levels and what is the challenging aspects. Foreseeing the legal basis for each level? It provided development for a feasibility study, an overview about the kind of plan- the partners were asked what was ning instruments implemented and the greatest potential of the site for who uses them (e.g. land use plan, future development as well as for zoning map, historic monument a description of the planned activi- protection) and what are the legal ties and outputs of the pilot project. obligations. Furthermore chances With the aim of sustainability a major and risks regarding the national le- point of the inquiry was the descrip- gal framework were inquired toge- tion of the aspects of sustainability ther with the legal handicaps which of the partner projects. As far as the could represent opportunities or ri- stakeholders play a fundamental sks for the pilot project. role in the project development, the Concerning the specific aspects of aim was to retrieve information on the local development pilot project, the main actors, roles and responsi- the partners described the gene- bilities, and who was actually invol- ral urban, physical, socio economic ved in the realization of the project and demographic context and the (politicians, public authorities on perspectives for the ocal develop- different levels, private investors, ment pilot project on a city and city- local enterprises, citizens and their regional level. The need to point out associations etc.). They were also the socio-economic, demographic, asked how the neighbours were on top physical and urban situation of the involved in the local development CULTEMA database interface neighbourhood lies in the city and pilot project project, or how they 56 could possibly be involved in project The CULTEMA database analyzed funding. Furthermore the inquiry led soft and hard indicators: Hard in- to the synergies, arising from the colla- dicators in this context on the macro boration of the project partners in the and micro level are the location of the local development pilot project. The site, the distance to neighbouring ci- inquiry led to the different objectives ties, the city development, its struc- and interests of these actors (inclu- ture and the accessibility of central ding politicians). Moreover potential locations and state locations. This conflicts between the partners in the mainly covers the transportation planned cooperation were evaluated. sector with connections for exchan- Another main topic consisted in the ge of goods or travelling in a cross- envisaged financing concepts; what regional context. On the micro level potential of the object and site could the situation of the site was exami- generate revenue and which resources ned, checking whether integrated or are available from the municipal or re- solitary, the topography, the size and gional budget and to what extent pri- the state of the built substance, the vate capital, provided by investors or general architectonic requirements banks, will be used to finance (parts) and the availability of technical sup- of the project. The survey led to the ply and waste disposal. In the micro question of the most challenging is- level analysis the traffic frequency sues, to be solved during the Cultema and the accessibility of the site, as project and the most important topics well as parking and distance to pu- for the cultural asset. blic transport were analyzed. Partly The development of the Cultema da- hard, partly soft indicators on the tabase is based on a survey of spatial macro level, represent the charac- interoperability a GIP GIS (GEOGRA- teristics of the city, the economical PHICAL INFORMATION SYSTEM) map structure, the unemployment rate, based web portal where data is in- the income and tax structure and cluded in a geographical vision. The the percentage of commuters. The main aim was to implement a testing micro level for hard and soft factors of methods, strategies and concepts includes the characteristics of the for safeguarding and maintaining the environment, the built structure, and valuable built cultural heritage. The the usage opportunities of the near- approach for comparing the assets by environment, the agglomeration by their performance was based on effects, the frequency of passers-by the characteristics of the location, in and the gastronomic infrastructure. geographic, landscape-environmen- On the Soft factor level concerning tal terms, as well as economical and the socio-demographic structure urban characteristics. The database on the macro level the inquiries led analyses the main typological featu- to the demographic structure and res, the architectural and historical development, the age distribution context and the features concerning and the social structure, the propor- the main elements of the estate and tion of foreigners, the income and surroundings. Another important fea- spending power, the migration tren- ture concerns ownership and current ds and their prognosis. On the mi- or prevailing use of the building and cro level of the socio-demographic the maintenance status of the asset. structure the residential population according to the catchment area, 57 the age distribution and the presen- the region. External factors describe ce of fringe groups was queried. An the labour costs and its qualification, important factor for the soft factors the average level of education in the concerning the image and the city’s area, the corruption index according investment climate was the admi- to the EUSTAT ranking and the cul- nistrative structure, the political si- tural networks or associations in the tuation, the investment and autho- area in order to endanger the project rization climate and the culture and development of the cultural asset, or leisure range. On the micro level the as a risk-factor. All in all 42 sites and “address”, the performance of the as- 31 regional parameters were defined set, the re-letting environment, the to assess the performance of the site amenity value, the living quality, the in the Cultema database. leisure resources and the proportion of greens was important for the The Cultema Decision Support Sy- analysis. stem (DSS) The Cultema Decision Support Sy- The stages of the evaluation are first stem (DSS) is an innovative tool to common for all and in a second sta- support public decisions and to ge a place based approach- declines orient sustainable programs for the territorial, economic, social and cultural heritage enhancement. A environmental context, supported Decision Support System is an in- by the PP´s panel of experts, bu- teractive computer- based system ilding evaluation model with the or subsystem intended to help de- support of the panel of experts. The cision makers to use communica- question of evaluation depends on tion technologies, data, documents, the performance of the region and knowledge and models to identify the cultural assets- for the prevailing and solve problems, complete de- uses of tourism, culture and for real cision process tasks, and to make estate use. The main results of the decisions. The term of Decision Sup- evaluation are the project partners’ port System is a general term for any priority lists. computer application that enhances a person or group’s ability to make The focus of the Cultema databa- decisions. Also, Decision Support se was then narrowed down to the Systems refer to an academic field of asset and the issues ultimately ne- research that involves designing and cessary for a successful recovery or studying Decision Support Systems development of the site in its regio- in their context of use. Based on the nal and landscape context. The site data collected by the Cultema web database was classified by regional platform, a DSS has been implemen- and site parameters. The regional ted. By expert knowledge a weigh- parameters cover extrinsic features ting of the site parameters was per- within the territorial context and ex- formed. Starting from these defined ternal factors thematically focused weightings, mathematical relations on the risks and the markets. of the site parameters were establi- Extrinsic factors cover the landsca- shed. The summarizing or multipli- pe quality, with an ordinal indicator cation the weighting of the site pa- for protected nature, natural park or rameters established this relation. As none and the population density of result of this process, a normalized

58 validation indicator was calculated Accessibility, Infrastructure and ser- for every site. On this basis a starting vices, Technological, Environmental, point for the project evaluation was Utility, Spatial and Territorial and created, using a matrix- system with landscape. Each entered parameter a statistical, mathematical approach, to the database will be normalized, for the weighting of the 73 parame- which means that the maximum va- ters to determine the performance lue of a parameter within the who- of the region and the site in the rele database is assigned the value 1 gion. and the minimum value of a parameter within the whole database is The mathematical approach to the assigned the value 0. In the case of evaluation distances the opposite applies: the The clustering on the level of the site value with the closest distance to a and the region for the weighting in transport infrastructure has the va- the main categories for the sites re- lue 1 and the furthest distance has quired a large amount of sites in the the value 0. The normalized values database. The evaluation is based within a cluster are summarized and on the criteria defined for the data- again normalized. With this strategy, base, a multi criteria evaluation with for each of the seven performance a decision support system (DSS) to parameters, values between 0 and 1 assess the investigated heritage and are calculated. If there is no value en- to determine the priority list, taking tered for a parameter in the Cultema into account the different starting database, it is not considered by the points of the partners. DSS. The output of the DSS is a radar graph, which is dynamically calcula- The DSS is a web based software ted for every site of the Cultema da- tool shown in scheme below. In the tabase. If further sites are entered in screen centre the performance of the database or site parameters are the selected site is shown in a radar edited or inserted, the radar graph graph. The site can be selected via will be re-calculated by the system. the menu on the bottom of the site. The scheme below shows an exam- The info button refers to an informa- ple output of the performance of a tion screen, which summarizes the site. The seven performance para- entered parameters of the site sto- meters of each site are calculated by red in the Cultema database. With summarizing normalized parame- this information, the results of the ters as described below. performance analysis can be better The seven performance parame- explained and understood. The site ters are graphically shown in a ra- parameters used for the performan- dar graph, which can be accessed ce analysis are summarized in the for every site of the Cultema data- pdf- document “Explanation of per- base. With the DSS it is possible to formance parameters”, which can be compare each site to another. The accessed via a link from the DSS. The outer points of the spider present implemented Decision Support Sy- rather extreme developments. In stem (DSS) of Cultema makes it pos- the scheme above for example, the sible to compare the performance of outer points present a liberalized the sites. The DSS clusters existing environment, while the inner points parameters in seven classes, namely present a situation in which gover-

59 infrastructure services landscape

plans terriorial

cultural enviromental

public spatial

tecnological utility

nment intervention is assumed. It is web- programming languages (PHP, possible or even likely - that in prac- JavaScript-Libraries, HTML), data tice the future developments will be sheets will be implemented using a less extreme. In that case a shrinking predefined design. With the sugge- of the axes may take place in order to sted workflow, a data sheet can be describe such current developments. automatically produced for every Clearly, the second and fourth point site stored in the database without represent developments, which are additional manual data handling. closer to the extremes, whereas the The data sheet will be produced central point indicates an intermedia- “on the fly”, which means that they te (neutral) development[6]. are not permanently stored on the The Results of the evaluation process server. Whenever new information capable to support Public decision about a site or a completely new is based on benchmarking, which site is added to the Cultema data- is mainly applied as a management base, a data sheet with the upda- tool. Its aim is to compare the perfor- ted information will be available mance of a company with the that of for download for this new site. The other companies, and to analyze why main goal for implementation and changes occur. In this way it can be use of the data sheets is the streng- analyzed why a company is more suc- thening of institutional and civil so- cessful than another. It is important ciety capacity, to foster investment not to base the comparison on pro- in built heritage assets and policy ducts and financial figures are com- support in the field of cultural heri- pared, but rather on the underlying tage. It also aims at, the promotion processes that cause the differences. of intercultural dialogue and social As a result an analysis why differences cohesion, access to cultural heritage occur is presented, with any indica- and participation in cultural herita- tions of how a company may impro- ge decision-making, socio economic ve performance. In a benchmarking opportunities of communities in cul- project, activities are split up into ture based activities, the strengthe- small activities (e.g. invoicing, main- ning and further developing of cul- tenance), so that the analysis takes tural policies, as well as improving place on a rather detailed level. the financial self-management of cultural public Institutions, together The Cultema Data Sheets with the preservation and promo- Data sheets will be produced auto- tion of cultural heritage and the ca- matically from generated data sto- pacity building of actors working in The CULTEMA spider map comparing the assets red in the Cultema database. Using cultural and tourism enterprises. The 60 accesibility

terriorial and landscape infrastructure and services

spatial tecnological

performance utility enviromental of site data sheets display the name of the Bibliography site, the main features, such as title, 1 Chaffey, D., Wood, S., (2005), “Business In- formation Management, Improving Perfor- geographic location, the main fea- mance Using Information Systems”, Pearson tures of the asset, the performance Education Limited, Edinburgh. parameters concerning accessibility, 2 Peacock, A., Rizzo, I., (2008), “The Heritage Game-Economics, Policy, and Practice”, Ox- infrastructure, technological, envi- ford. ronmental, utility, spatial and terri- 3 Robinson, H. et al., (2010), “Governance torial and landscape performance, and Knowledge Management for Public-Pri- vate Partnership, U.K. the current use and the state of the 4 Davenport, T.H., Marchard, D., (1999), “Is KM substance, the availability of servi- just good information management, Financial ces, environmental aspects, distance Times Mastering. Information Management Supplement”, Financial Times, London to POI and Google Map location, a 5 Rahgozar, H., et al, (2012), “The Relationship general description, the spider map between Organisational Culture and Knowled- and a representative picture of the ge Management; a Case Study at the University asset. of Shiraz”, Iran 6 Nijkamp, P., et al, (1998), “A Survey of Metho- des for Sustainable City Planning and Cultural Cultural Heritage Valuation Heritage Management, in: Research Memo- The users of cultural heritage have to randum”, Amsterdam find appeal in the assets, to be interested in visiting the location and find Thurley S., (2005), “Into the future. Our stra- the site attractive in appreciation of tegy for 2005-2010”. In: Conservation Bulletin [English Heritage]. the site presentation. The Scheme Chaffey D., Wood S. (2005), “Business Infor- below shows, when read clockwise, mation Management, Improving Performance that by understanding (cultural heri- Using Information Systems”, Edinburgh. tage), people will value it; by valuing it, people will want to care for it. Web References http://www.english-heritage.org.uk/publi- By caring for it, it will help people to cations/conservation-bulletin-49/cb4926- enjoy it and from enjoying it, comes 27.pdf, visited on 07.11.2013 a thirst to understand. This Cultural http://en.wikipedia.org/wiki/File:SECI_Mo- del.jpg, visited on 11.11.2013 http://www. Heritage Cycle has been developed cultureindevelopment.nl/Cultural_Herita- by Simon Thurley and leads to an ge/What_is_Cultural_Heritage, visited on integrated development of heritage 13.11.2013 http://www.giarts.org/article/ knowledge-centric-arts-organisation, visited necessary for the valuation and inte- on 14.11.2013 gration in every day life. “The SECI model”: Wikimedia commons, “The SECI model”. 1 the following numbers in square brackets “Into the future. The cultural heritage valua- refer to the bibliography at the end of the text. tion cycle”: Simon Thurley,

CULTEMA spider map with parameter weightings 61 DATA cards 62 HERITAGE CYCLE

by understanding

comes a thirst they will to understand value it

from enjoing by valueing

it will help pe- they will want to ople enjoy it care for it

by caring

Authors Profile Elham Madadi-Kandjani, received her Christian Kersten Hofbauer, received his Bachelor of Science degree in Architectu- Master of Science degree in Architecture ral Engineering, Tabriz, Iran, in 2004 and and Urban Design, Graz, Austria, at the obtained her Master of Science degree in Graz University of Technology. He started Urban Design Tehran, Iran, in 2007. She his PhD studies at the Institute of Urbani- started her PhD studies at the Institute of sm in Graz University of Technology, Graz, Urbanism in Graz University of Technolo- Austria, in 2010. His areas of interests are gy, Graz, Austria, in 2011. Her areas of inte- urban development and sustainability rests are Ideal City, Public Spaces, Housing, and the means of financing these com- and Sustainability. Furthermore a main plex issues. Furthermore a main focus of focus of her research lies in the Identifica- his research lies in regional development tion of Public spaces and Cultural Values. and energy efficient measures for urban Elham Madadi-Kandjani is currently invol- agglomerations, as well as in sustainable ved in the research activities as Scientific landscaping. Christian Kersten Hofbauer Expert at the Institute of Urbanism, Graz is currently Scientific Assistant at the Insti- University of Technology, Graz, Austria. tute of Urbanism, Graz University of Tech- nology, Graz, Austria.

The cultural heritage valuation cycle 63 cultural governance in south east europe

Spyridoula Papathanasiou,Christina Panagiotidis, Marco Acri

The scope of Work Package 4 “Cultural Governance and Participatory Ap- proach to Share Decisional Process” was twofold. On one hand, it defined tools to share decisional processes and support private and public decisions regarding the exploitation of cultural values and, on the other, it improved the level of participation in order for awareness to be increased and cultural heritage to be included in development plans with a sustainable and subsi- diary perspective. To this end, a participatory report was created a governance benchmark report was implemented , a toolkit on Cultural Governance was formulated, and Focus Groups have been implemented by partners. The participatory report explored and analyzed the issues of the involved partners, such as participatory procedures in general or governance of cultural management already applied in the partners organizations in terms of communication, information, consultation and listening, so as to reach a flexible participatory methodological approach that could be adopted in the different regions of the project partners. The combination of the results of this analysis. the methodological approach proposed by the “Regional Union of the Chamber of Commerce of Veneto Region”, the experience of “Aitoliki Development Agency S.A.” in participation processes and perti- nent bibliography, formed the basis of the report for the organization of the participatory procedures. Through a critical analysis of the partners’ replies, the governance benchmark report aimed at giving an overview of their governance models and their views on the case studies taken as reference for the Cultema project. The partners were asked to select pilot projects in their areas of operation and analyse them according to the EU Governance guidelines. The information collected and analysed through the report gave a general overview of the understanding and application of the governance models in South East Europe.

The toolkit on South East European Cultural Governance Development Introduces the five main principles of the White Paper, namely openness, participation, accountability, effectiveness and coherence associated to the traditional proportionality and subsidiarity: it recalls the need for stronger cooperation among all players to shape new development strategies. Along with recognizing the need for a different approach to sustainable policies, European experiences showed that homogeneous areas exist that are the expression of cultural development during centuries. Different concepts were proposed in this regard, such as the cultural landscape, the cul- on the left tural district, the cultural territorial system, etc., with the common under- Tower of St.Peter,Cetinje, Montenegro 65 standing of a complex reality, thus tend to improve the quality of the coordinating different players and way EU initiates policy. According to types of actions at different levels. the Paper, they should ensure clari- The toolkit intended to make clear ty and effectiveness in policy exe- the need to work on development cution and maximize the impact of policies with a more integrated and the Commission’s actions. It is also holistic view, starting from the as- underlined that the EU Community sumption that Europe is a complex cannot improve its governance alo- manifestation of different cultural ne, but it needs the participation evolutions that are often not proper- and support of all stakeholders at all ly represented by administrative bor- levels. ders and competencies. Governance The White Paper points out 5 main procedures should be established principles of good governance, to guide development in respect of namely: openness, participation, cultural traditions and diversity, in- accountability, effectiveness and cluding all aspects required, that is, coherence in order to establish an ef- infrastructures, environment, eco- fective European Governance. Each nomics, planning, etc. Within this principle is important for establi- process, governance can facilitate shing a more democratic governan- management of specific cultural he- ce. They underpin democracy and ritage – both tangible and intangible the rule of law in the Member States, – where the collaboration of a redu- applying to all levels of government ced set of stakeholders can be easier. – global, European, national, regio- The implementation of Focus nal, and local, and are particularly Groups, based on the methodology important for the Union, in order to proposed in the participatory report respond to the challenges of sustai- mentioned above, involved the local nable development. The application community and territorial stakehol- of the above mentioned principles ders in a process of co-planning of reinforces those of proportionality the rehabilitation projects and subsidiarity. From the concep- tion of policy to its implementation, Cultural Governance. the choice of the level at which ac- The European Governance has been tion is taken (from EU to local level), addressed by the European Union and the selection of the instruments through the White Paper on Gover- used must be in proportion to the nance, Com (2001) 428 Final, lamen- objectives pursued. This means that ting for the need of a change in the before launching an initiative, it is relationship among the different essential to check systematically if EU players, layers, and citizens. By (a) public action is really necessary, means of some focal concepts, the (b) the European level is the most paper considers the way in which appropriate, (c) the measures cho- the Union uses the powers given by sen are proportionate to the initiati- its citizens, especially when asking ve’s objectives.” them and their representation for a different and more involved level of 1 Criteria For Good Governance participation. Governance depends on the role of The proposals included in the Euro- local authorities within the national pean Governance White Paper in- administrative frame. The powers

66 Horizontal cooperation creates conditions for development and sustainability, by means of its traditional tools of operation, such as legislation amendments, infrastructure provisions, and social services.

Vertical cooperation, targeting all levels, should be oriented to the adoption of more “operational” targets, such as: - Variety and wide representation (representatives of all possible players) - Quality of information and proposal to be discussed - Transparency of the decision making process - Avoidance of windfall effects - Clarification of the responsibilities in the execution of the steps of proposed projects - Evaluation tools to be adopted (before, during and after the implementation of a project) - Consolidating experience and skills in the long run. of local authorities should lead to initial cooperation phases. improvements in terms of integra- Establishing strategic partnerships ting operations and competencies. implies coordination among the It is important for local authorities partners, combining and integra- to keep in mind their institutional ting their skills and competencies, objective of serving their citizens defining logistic solutions for mee- and implementing actions to achie- tings, communication, etc., and po- ve conditions in order to satisfy their oling complementary or common primary needs and improve their resources. The quality of the part- quality of life. It should firstly be nership and coordinated actions cleared out that competitiveness, will measure the quality of gover- often introduced in territorial ma- nance and its success in pursuing nagement by traditional economic progress through heritage quality theories, is not an intrinsic objective preservation. At the same time, the of the public sector and should be quality of governance will influence pursued only as a means of public the quality of the partnership. Local regulation. development processes are highly The establishment of a strategic part- dependent on the integration of nership among the stakeholders in local players and such integration, dealing with the management of a possible mainly through interac- site is a key factor in governance. Key tion, should be investigated in all its stakeholders could be the initiators aspects and tools. of the partnership, while other secon- The findings of the assessment in the dary and tertiary stakeholders could SEE Region, coming from indepen- be involved gradually and according dent research and the results of CUL- to the main findings and lacks of the TEMA analysis show that the main 67 players who are entitled to coordinate tion” to new administrative systems. partnerships are mostly of 2 types: Their principle is to coordinate de- - Local, provincial, regional, and/or velopment actions at local level, by national authorities, since they have means of communicating with local an “administrative” ownership on he- authorities and channel their activi- ritage sites. Partners at local level ap- ties within a national development pear more responsible and effective plan. Their role reflects the effort by due to their proximity to citizens; EU to promote governance and the -Local Development Agencies, since simplification of territorial admini- they are usually established to pre- stration. pare and implement local development projects of national and inter- 2 Tools for appropriate governance national cooperation. The way to achieve good governance depends on the cultural and so- Local authorities cial context one operates in, as they In most of the cases, proposed by constitute preconditions for good the CULTEMA project, the role of cooperation. Factors that influence, local authorities (Municipalities) is more or less successful results, inclu- fundamental. Their activity is more de individuals’ choices, where indi- effective and closer to citizens when viduals meet and communicate, the properly coordinated with that of productive system and the commu- central Governments and peripheral nication system and its functioning. offices. Along with the usual hori- In order to maintain complexity and zontal cooperation (ex.: local autho- diversity, three main instruments rities-regional, authorities-national should be considered for adoption: government and peripheral offices), 1 Main players/stakeholders should processes should be initiated for the have the necessary decision ma- establishment of a vertical coopera- king power to implement a project tion with the private sector, non-go- by means of a governance model. In vernmental bodies and NGO’s (third this sense an appropriate allocation sector), private companies associa- of responsibilities without overlap- tions, citizens and their representa- ping or lacunas is fundamental; tives. 2 Governance is based on the integration of actions and powers, thus Local Development Agencies creating synergy. In order to achieve These agencies are well developed good governance, a platform/forum in many of the countries of South- for discussion and sharing should be East Europe, especially as a conse- introduced through a formal coope- Skadar Lake Region, Montenegro quence of conflicts and the “transi- ration agreement (institutional de- 68 sign of partnership); be coordinated by the central gover- 3 Main stakeholders should be em- nment and proportioned to the local powered in agreement with the cases; integrated strategies and actions 2 By nature, some areas are more taken in the common forum. Once endowed than others, thus holding common strategies are defined, they specific qualities over others, a fact should be enabled by appropriate more evident when dealing with implementing tools (instrumental cultural and natural heritage. This coherence). aspect is related to eventual economies of scale (e.g., heritage sites 2.1 Decentralisation and local de- could create an economic windfall for velopment industries related to heritage and art); The appropriate distribution of re- 3 Depending on the above, local sponsibilities among different levels economies should not be restricted and layers of government (central, to few development targets, main- regional, provincial, local, peripheral taining the necessary flexibility for offices) and decisional power allows change (e.g., tourism should not be for the implementation of develop- considered the main economy in the ment policies, including actions on case of heritage assets). cultural heritage. The institutional Decentralisation is sometimes ne- involvement should be as proportio- cessary due to the character of spe- nate as the issue to be solved. cific areas (e.g., mountainous, etc.), Successful decentralisation deals the scarce flexibility of centralised with the following constraints : systems, the faster reactivity of de- 1 Avoiding competition among local centralised powers in response to authorities. Fiscal measures have to unexpected events (e.g., environ- Jimbor Fortress, Homorod, Brasov County, Romania 69 mental disasters, local unemploy- where corruption mechanisms are ment, mass tourism effects, etc.) and rooted, due to historic contingen- for more coherent education and cies. In Some European countries training policies according to local have recently undertaken processes needs. In central Europe, decentra- of decentralisation by reorganising lisation systems could be levelled, different sectors, including culture as in Spain, France and Italy (with and heritage preservation, avoiding regions, provinces, municipalities mechanisms of simultaneous chan- and sometimes quarters’ districts) or ge (all levels at once), as well as, mode-concentrated, as in the UK, where ving powers from central bodies to the central government has local of- peripheral or local authorities, which fices and/or officials. is the most valued option. In any decentralisation process, the following conditions are necessary: 2.2 Institutional partnership and - Local governments must hold suffi- cooperation design cient power to fully administer their Governance exists due to the organi- respective areas; zation of meetings where key players - Central governments should gua- gather. These meetings must be de- rantee the redistribution of wealth signed to gather stakeholders from (deriving from the implementation different levels, as well as, to make of successful projects); their strategic cooperation a reality, - All layers of government should be implying multiplicity information sy- accountable for their decisions. stems and objective functions. Accountability and transparency are A new approach is based on the essential, especially in the South Ea- establishment of advisory partner- Manasija Monastery, Despotovac, Serbia stern Region and the Mediterranean, ships, shaped in forums, in order to 70 inform, discuss and coordinate com- velopment strategy. Development plex issues for increased effective- agencies should however not over- ness. This model is often concretised lap with existing public authorities, into a common table of discussion as this would have a negative impact (e.g., a steering committee regularly on governance. meeting and governed by a cooperation agreement), aiming at making 2.3 How to consolidate governance decisions for territorial policies in over time homogeneous areas. This is an addi- The involvement of stakeholders is tional reason to assess stakeholders crucial, but what is more essential operating in an area, differentiating is their permanent commitment, them according to their specific sec- which is often the cause of political tors. discontinuity. Such commitment According to their sector and the could be either through direct parti- project to be implemented, stake- cipation to a plan or an action, or the holders should be evaluated for indirect implementation of actions their expected impact on the pro- or activities that influence other de- cess, often related to the “ownership” velopment areas. of the site and/or the degree of in- When cooperation is repeated, it volvement in or influence over the is essential that stakeholders trust project. each other’s “good reputation,” in or- Establishing regional partnerships der to establish a positive and viable for meetings, pooling information, partnership, which could be guaran- synergising projects and decision teed through a good information making is presently a preferred ap- system. To this end, “labeling” local proach for good governance, meant products (heritage included, espe- to do the following: cially in the cultural districts or cultu- - Foster cooperation among stake- ral territorial systems) is an effective holders; participatory tool for all stakehol- - Design and implement develop- ders, who benefit from the regional ment strategies (including preserva- effects. tion); Partnership stability should be en- - Stimulate innovation and progress, forced by official or non-official agre- as they hold the advantage of being ements, contracts and quasi-con- highly flexible in geographical and tracts. This is normally regulated by functional terms. trust links, as well as, by the norma- Beyond consultation, partners could tive context. Un official or quasi-of- also set up institutional agents to ficial agreements could be destabili- manage the development projects, sed by political shifts and therefore as in the case of development agen- official pacts are suggested, which cies, which could be both public and are far from traditional contracts private, offering a wide range of ser- between private parties. The latter vices. The establishment of agencies are often too flexible, in the way that needs however a clear definition of responsibilities and commitments tasks and clear coordination (from are not properly and precisely quan- the stakeholders, i.e., national and tified or specified. local authorities), thus avoiding the An additional condition for gover- risk to offer services lacking a de- nance sustainability is that of a ste- 71 ady financial mechanism, which nance depends on public funds, with pos- In order to achive a correct attitude sible support from other stakehol- of governance, it is important to ap- ders. The participation mechanism ply the above mentioned governan- of other non-public stakeholders ce principles within a stakeholders’ should be investigated; it depends cooperation process. Governance greatly on sectoral policies and the should be viewed as an institutio- way they are integrated with each nal application of a management other. approach, with active participation and contribution at different levels 2.4 The importance of human resources and stages. Governance is a wide po- All previously stated conditions de- licy practice, cultural and natural he- pend on institutions, but mostly on ritage cannot be considered its only individuals within institutions, as in- target, but part of its objectives and dividuals provide the stakeholders’ a tool for the achievement of better strengths and weaknesses. Thus, the territorial management. representation of stakeholders by The logical framework below pre- individuals should be properly de- sents the main steps of governance, alt with as a fundamental condition. with a focus on their relationship In this regard, we can argue that the with cultural and natural heritage conditions defining suitable indivi- preservation and management: duals are as follows: - Assessment of territorial resources: - High level of training and education; this step, independent from gover- - Homogeneous education level, so nance, but essential for its imple- as to avoid misunderstandings, un- mentation, addresses the collection less the stakeholders’ composition of the data describing the area. It imposes different conditions; as well includes information on the cultural as appropriate working conditions and natural heritage (a clear under- (an overload of tasks and duties in- standing of characteristics, objects, terferes with and negatively impacts values, etc.), the political and admi- “external” commitments); nistrative structure dealing with lo- - Homogeneous status level and po- cal policies and the socio-economic sitions of the stakeholders’ represen- conditions influencing policies at tatives; local level; - Good employment conditions and - Planning Governance: this step de- welfare status. als with building up cooperation ac- The creation of links in partnerships cording to the assessment findings. highly depends on the personal rela- The relevant matters to be planned tionships among individuals; the gre- regard the establishment of a com- ater their agreement, the more effec- munication and cooperation pla- tive the partnership and the longer tform with the use of several tools; its duration. The dynamics of relation- the organisation of an education sy- ships among partners depend on au- stem to keep levels of knowledge at gmenting the frequency of scientific the highest possible standards; and coordinated meetings, there by the enhancement of local authori- creating opportunities for dialogue ties’ skills and competencies regar- and integration. ding dialogue and its impact on su- 2.5 The logical framework of Gover- stainability and the creation of more 72 focused local objectives; sion of cultural heritage plays a cru- - Defining governance objectives cial role, as seen in the production and tools with specific regard to cul- of cultural landscapes and Cultural tural and natural heritage: once the Territorial Systems. governance is in effect, tool for spe- - As in the case of any social work- cific local objectives should be ap- site, initiatives in support of cultural plied, so as to maintain stakeholders heritage should be assessed, but and achieve results, as far as, herita- the method of evaluation should re- ge preservation and management; spect the diversity of cultural expres- - Maintaining governance over time: sion, which gives a special character this step is mostly based on the con- to such a procedure. cept of monitoring and updating re- People approaching cultural assets sults. from an economic perspective are inclined to treat them as collective 2.6 Government and/or governan- goods and believe that the gover- ce of cultural heritage nment, whether central or local, is As previously stated, governance responsible for their upkeep and should be intended as an overall enhancement. They support the tra- approach, without specific sectoral ditional economic theory, by which applications. However, considering the market may fail to sustain the the horizontal/transversal influence production of collective goods, of cultural heritage on sustainable whereas governments have at their territorial development processes, disposal instruments to make it pos- we should emphasize the following: sible. This approach gives rise to the - Culture and cultural heritage de- following issues: pend on a huge number of agents, - It bureaucratizes culture and makes whose actions should be coordina- cultural sustainability fundamentally ted. This is an indication of a change dependent on political choices of concept, as cultural heritage is no - It cannot be said that cultural go- longer treated as a collective asset, ods can be produced only by the go- but as a common one vernment, as the history of cultural - As product of a multitude of ac- systems shows that very vibrant and tions, cultural heritage ends up by innovative cultural goods have been acquiring variable qualities, which produced by the market. may or may not retain inputs by In this light, cultural heritage should members of the society in question. be considered as neither collective From this point of view, cultural he- nor private, but as a common good. ritage benefits from being conside- In economics, common goods are red as an ecosystem, whose deve- rivalrous and non-excludable. The- lopment should be sustainable and refore, one can assume that these this sustainability will depend on the common goods result from the right care dedicated to it by its related so- or wrong combination of decentra- ciety. lized decisions. A special regulatory - When integrated into a community system or governance is required for or area, cultural heritage becomes a sustaining this kind of resources. If lever for promoting social cohesion, access to the common good is regu- but it can also give rise to tension lated at the community level, by re- and conflicts. The territorial dimen- stricting its use to community mem- 73 bers and by imposing limits on the decision-making process. However, quantity of goods withdrawn from when there are partnerships among the common good, the ‘tragedy of individuals and agencies with clear- the commons’ may be avoided. For cut strategies that deal with such is- this very reason, cultural resources sues, the benefits can be significant. and goods can be considered as Effective partnerships at all levels do common goods. The main result of not simply happen, they require cla- this viewpoint is the understanding rity of purpose, effective planning, that many cultural resources will be and sympathetic action, as previou- produced and reproduced by a set sly described; of forces, acting positively or nega- More specifically, building effective tively. A special regulatory system partnerships requires the identifica- is then required, but it will not be tion of shared policy agendas that systematically efficient since it has deliver public benefit and explicit to influence on private behaviour value, the identification of areas to make the right decision, where- in which organizations can com- as collective goods need a public plement each other or bring their decision, which is the government’s strengths to bear for the delivery of responsibility. Common goods need high quality outcomes, going be- a mix of private-public decisions, yond opportunistic resource-bid- which falls under governance. ding, and securing project-funding, Partnership is again relevant in this which supports and is in line with context. By working in partnership core policy programmes. Together with the community and third sector with the evaluation of individual groups, (cultural heritage) organiza- projects, establishing external eva- tions can develop an understanding luations of partnerships is an im- of diverse groups’ needs and inclu- portant part of the learning and de- de community-based learning into velopment process and can lead to their work, in order to deliver quality stronger and more sustainable part- services, while building their capaci- nerships. ty. The benefits of working in part- The experience of CULTEMA in the nership are as follows: SEE region shows that the precon- - higher quality outcomes for indivi- ditions for governance are different duals and organizations; and lead to different scales of im- - access to a wider range of fundings plementation. The countries with by addressing multiple policy agen- a lighter administrative structure das; (Central Government, Development - economies of scale, project syner- Agencies, and Municipalities) have gies, and complementarities; the opportunity to grasp the benefit - opportunities for complimentary of a governance process better than shared staff expertise; the countries with a heavier one - inter-professional learning; (National Government, Regions, Pro- - ability to reach a wider and more vinces, and Municipalities). This can diverse audience; become more obvious when consi- Partnerships can be costly and dif- dering the additional layer of the EU ficult to maintain, they may rely too government. 1 In local development projects and coope- much on key individuals who may ration, it is important that local authorities withdraw, thus slowing down the understand the listed mechanisms to avoid 74 counter effects. 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Alexandra Zbuchea

The CULTEMA project offers to heritage owners a series of instruments to better manage their assets. Amongst them, the marketing strategy facilita- tes the valorization of heritage properties in a wider regional and Europe- an context. The territorial marketing strategy is designed considering the characteristics of the heritage properties selected by the project partners. It has two components. A general European approach, which is meant to stimulate investments in heritage assets by promoting the opportunities on the CULTEMA heritage platform. Personalized territorial strategies for each partner-region, based on the specific traits of the pilot territories, meant to ensure the long-term sustainability of the project.

Territorial marketing Territorial marketing is an effective tool to better manage regions, taking advantage of all the local resources. It is a strategy that aims at the development of a region by integrating activities associated with the valorization of the key assets of that area, as well as their promotion outwards. The main aim of a territorial marketing strategy is to attract investments. The mechanism is put in motion by making that region more appealing, both in terms of image, as well as actual development and partnerships opportunities.

CULTEMA regions – an audit Implementing CULTEMA in the pilot territories is challenging considering not only the extreme diversity and specificities of the selected areas, but also the ambitious main objectives of the project. CULTEMA aims to set cultural heritage at the center of community development initiatives, explaining how cultural values and heritage regeneration can be an engine of local development therefore targeting various local stakeholders – so it has an important strategic component. In the same time, the project wishes to enhance the quality of heritage property management (as a condition for its preservation and valorization), focusing on the budget, and the ability to attract financial resources as well as partnerships for sustainable development, therefore being also operative in approach. An efficient territorial marketing strategy has to extract its strength both from common features of the areas considered (especially the cultural heritage assets included on the priority-lists) and from the individual strong points of each heritage case contemplated. These strong points could be characteristics of the heritage itself (e.g., its cultural value, physical features, etc.), could be related with its use (cultural, educational, commercial or on the left tourism-related activities), or could be connected with the area they be- Rupea-Cohalm Fortress, Romania 79 ͙͘ ͙͙

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Ǧ 8080 gain relevance; still much has to be ge number of investors could be done. addressed by the territorial marke- PP10 Bulgaria – Vidin Region is one ting strategy: individuals, groups of of the poorest areas in Bulgaria due individuals and organizations. Sin- to its unprivileged status as a border ce the latter would be the main tar- region and the associated restric- gets of any heritage-based project, tions and lesser investments in eco- a more detailed analysis is suitable. nomic development. Yet, the region The typology is extremely diverse is suitable for development due to in terms of ownership, form of asso- its cultural and natural resources, as ciation, dimensions, or aims. Several well as good infrastructure. types of organizations are to be con- IPA1 Macedonia – Debar-Reka Re- sidered by the marketing strategy: gion is a mountainous area, one of public administration; educational a particular natural beauty. Despi- and research organizations, regional te this, the economic development / national and international; NGOs; and most of the jobs in the region professional associations; social en- are related to the electrical and con- terprises; as well as private compa- struction industries. Tourism sector nies. registered a growth during the last The CULTEMA stakeholders’ analysis years, but it is far from its develop- is vital for setting the proper marke- ment potential. Agriculture in the ting strategy. In all territories, public area has preserved its traditional local management is the main sta- aspects. Cultural heritage is rich and keholder. In South-Eastern Europe could generate a highly appealing more public stakeholders have been profile for the region. identified, but their actual contri- IPA2 Serbia – Resava-Mlava Region bution and influence on the pro- is poor in terms of economic indi- cesses may vary. In several regions, ces, but highly appealing in terms economic organizations have been of cultural resources. The two basic identified as key-stakeholders. Local economic activities are mining and communities are weak constituents agriculture – both fields are not very in the considered regions. There are generous in terms of ROI. The region some NGOs, but at present they are is extremely rich in both cultural and not so relevant. Still, their status and natural heritage, conferring a strong degree of involvement might chan- base for a complex local develop- ge in time, considering the progress ment. of civil society. IPA3 Montenegro – Skadar Lake The proposed strategy takes further Region is striking though its natural advantages of some common ap- beauty, protected as an important pealing features, but also considers national park. Very small settlements common difficulties that the partner are present in the region and only a regions face. In the first category of small town hosts more dynamic ac- elements, we mention that in most tivities. The traditional economic cases the diverse and dense cultu- activity is fishing. The population is ral heritage is backed by valuable multi-ethnic. Cultural traditions are natural landscape. In all the regions alive. heritage has been undergoing re- Considering the wide variety of si- storation works, but more needs to tuations and heritage assets, a lar- be done. The regional support of de-

81 velopment projects is increasingly results generated by the adoption stronger. The stakeholders are incre- and implementation of the strategy asingly more numerous and active at local level are related to the attrac- in all regions. Almost all territories tion of investors and valorization of benefit from the expertise and re- the identified opportunities, deve- sults associated with previously im- lopment of existing and new creati- plemented (European) projects. Still, ve enterprises, investments in herita- the difficulties all partners share are ge and associated assets and in the relevant. With the exception of the neighborhoods. Veneto region, all the other pilot are- The scope of the strategy is to assist as are amongst the poorest in their the sustainable development of the specific national contexts and some pilot territories by attracting inve- are experiencing shifts towards eco- stors. The strategy is meant to put nomic diversification and refocusing. in motion a mechanism to stimula- This latter aspect can be transfor- te various investments in heritage, med into an opportunity, relating it especially in built heritage, including with image improvement , increased after the end of CULTEMA, ensuring a interest of more diversified investors sustainable approach for the project. or valorization of the infrastructu- The strategy contributes to the de- re and regional traditions related velopment of local cohesion and with the dying industries. Funding networks in order to stimulate in- of large and long-term investments vestments in creative industries and in heritage is problematic for all the economic areas that are heritage-re- considered regions especially since lated. It also aims to attract partners many of the selected assets are in a for and investors in heritage-based poor state of preservation, abando- projects (considered by additional ned and, in some case, with modest registrations on the CULTEMA pla- associated infrastructure. tforms). It also focuses on designing a consistent and sustainable profile CULTEMA general territorial marke- for the regions and assisting with its ting strategy implementation. The territorial marketing strategy The main objectives are meant not acts in two directions: at CULTEMA only to draw the attention on the level and decentralized (at regional opportunities for development offe- level). The first direction is centrally red by built heritage, but also to ge- coordinated (the instruments are the nerate an adequate climate for the online marketing platform and par- investment mechanisms to operate, ticipation to international events). on a long-term perspective. To ensu- The second direction is locally sure impact, a wide variety of market pervised (the instruments are rela- segments are considered: local ad- tionship marketing tools, local fairs, ministration, tourism and other ser- road shows, workshops, promotion vice providers relevant for each ter- activities etc.). ritory, business investors important The expected results are: increased for each territory, key local stakehol- visibility for the partner territories, a ders as well as the local population. clearer positioning focused on heri- The mechanism on which CULTEMA tage as part of a development trail, relies is based on the ability of the increased local cohesion. Long-term cultural heritage to attract various

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8385 CULTURAL TERRITORIAL MARKETING

Heritage for development

CULTEMA Cultural Value for Sustainable Territorial Governance and Marketing

requires individual and personali- this proposal is its ability to stress the zed solutions, it is hard to identify role of the CULTEMA online heritage a common positioning statement. platform: a focused presentation of This declaration has to consider the heritage assets aiming to stress on many factors and stakeholders invol- various development opportunities. ved. The tag-line proposed is herita- The two main directions of action ge for development. This is equally of the general CULTEMA marketing appealing for heritage owners and strategy are: relationship develop- those who could invest in heritage ment and investment stimulation. based projects and partnerships. It Owners of heritage assets could har- is a promise that development could dly thrive without a strong relation- be achieved based on cultural heri- ship network. Relationship develop- tage. In the same time, it reflects the ment with long-term impact is hard openness of heritage owners to sha- to attain. Nowadays the Internet re their assets, to ‘offer’ the heritage offers many ways of doing this in a as the raw material for sustainable more cost-effective manner, but sin- development. It supports both a ce relatively small territories are con- `push’ and a ‘pull’ strategy to valorize sidered by the strategy, traditional the heritage. Another advantage of approaches – though more expensi- 84 ve – are also recommended because tionship development, and periodi- personal relationships are important cal evaluation. in smaller communities. Relation- ship development is to be attained CULTEMA territorial marketing ap- both at CULTEMA and at territorial proaches level. In the first case, the key activi- Though the online heritage platform ties considered are the participation is operational and it is designed to to common events and international generate benefits in all partner re- fairs and the provision of toolkits and gions, special attention is given to expertise for the process. In the se- each pilot territory. The marketing cond, each local territorial marketing strategy proposes to every partner strategy will aim at this objective by to design and implement local me- means of personalized activities. chanisms meant to generate local The international fair selected to awareness about the importance of attend is the TrE (Tourism and Real heritage in ensuring local develop- Estate) fair in Venice (Nov. 2013), sin- ment, as well as to further promote ce it presents two relevant focuses: the heritage platform in order to ge- tourism and real estate. During the nerate additional leads and contacts event, CULTEMA partners interact of interest, for the heritage platform with potential partners, present the to be uploaded and to be finalized in specific development projects asso- cultural projects. Another important ciated with their key-assets, and pro- role of the partners, which should mote their territories. A strong em- be supported by proper marketing phasis is placed on promoting the strategies, is to ensure the implemen- heritage platform in order to ensure tation of local development mecha- its visibility and growth potential. nisms based on the outputs of CUL- At the transnational level, investment TEMA. attraction is aimed at by creating, Considering the above, regional maintaining and promoting the on- marketing strategies are proposed line heritage platform. Ensuring its for each partner. Their general sco- permanent development, updating pe is to stimulate the interest in he- and uploading new entries, as well as ritage investments, to set a specific generating traffic on the platform will profile for such a framework in order lead to increased investments, to new to facilitate the implementation of partnerships and to the implementa- heritage-based local projects. tion of heritage-based projects. The The following lines of action are pro- platform is promoted online at Eu- posed for each case; ropean level (October - December LP Italy – Veneto Region: Heritage 2013), directly at the TrE fair, and re- communities gionally by each partner. Specific op- The strategy aims that heritage as- portunities are also promoted using sets become the setting for creative individual business cards. local communities; spaces where ar- The sustainability of CULTEMA and tists, representatives of various non- long-term impact of its marketing profit organizations or even tourists strategy are ensured by respecting could interact with the members of the following principles: continuous these communities. Heritage assets promotion and update of the herita- would become an illustration of ge platform, active networking, rela- their communities, being an expres- 85 www.cultema.eu/heritage_platform

HERITAGE FOR DEVELOPMENT The Main Pit

Ravna Reka — Serbia

sion of local cultural dynamism; Nafpaktia: Heritage and diversity PP2 Romania – Rupea-Cohalm mi- The emphasis on the wide variety of cro-region: Hidden treasures opportunities related to rich and di- The Rupea region is rich in heritage, verse heritage is particularly appro- which offers a potential of develop- priate in this case. The wide variety ment not through its uniqueness, of tourism opportunities should be but rather through variety and num- valorized not only in Greece, but also ber. This opportunity is not valorized on the international market; because of the lack of awareness of PP9 Austria – Eisenstraße and Mu- this potential outside the region and rau Regions: Enriching residences lack of resources inside the region. The tag-line is appealing both to po- A proper track of actions, involving tential investors/partners, as well as both local stakeholders and outside to local communities and tourists. It parties, could lead to local develop- represents a promise that partners ment based on the overlooked heri- would be successful by getting in- tage; volved in valorization projects re- PP8 Greece – Municipality of lated to stylish and full of history 86 dwellings. In this way, built heritage tions. Both historically and symboli- is part of a cultural framework, from cally, they are not just witnesses of which any tourist will benefit, and it the local history, but they also pla- would contribute for a holistic and yed an important role in shaping it special experience; and, therefore, they were a decisive PP10 Bulgaria – Vidin Region: Heri- influence on the cultural landscape tage connections of Montenegro. The Vidin Region has a high poten- There are two main directions that tial in valorizing its diverse heritage. all the partners will exploit. One of It also benefits from a favorable geo- them is the development of a CUL- graphic position in terms of econo- TEMA “dossier” in their own langua- mic flows in Europe, but also faces ges, meant to present and promote many economic and financial con- the heritage platform, good practi- straints. The tag-line proposed con- ces identified during CULTEMA and siders primarily the development of provide stimulus both for using the tourism-related forms of valorizing platform and for actual investments heritage, but it also supports future in heritage. The second one is to expansion in other fields; develop or to participate in various IPA1 Macedonia – Debar-Reka Re- events – both national and interna- gion: Invest in our heritage tional – aiming to promote the heri- The assets considered for Macedo- tage platform, as well as the actual nia are very diverse and complex (in- opportunities offered by the herita- cluding entire villages, not just mo- ge assets in the partner regions. numents). Therefore, encompassing all these opportunities in just one Author Profile Alexandra Zbuchea is a specialist in cul- direction and selecting a privileged tural marketing and communication and line of operations would be impossi- a consultant for the National Network of ble and not strategically wise; Museums in Romania. Her academic rese- IPA2 Serbia – Resava-Mlava Region: arch interests are: cultural management, Tradition and development cultural tourism, museum marketing, and The tag-line specifically proposed marketing for nonprofit organizations. for Serbia considers the wide va- She has published several books on mu- riety of cultural built and immaterial seum management, heritage marketing heritage and the relations between and on business promotion. cultural resources and other types of resources in the regions considered. It is also in line with the variety of assets included on the priority-list. The “tradition” component is not limited to a cultural dimension; IPA3 Montenegro – Skadar Lake Re- gion: Guardians of culture. Investors in development Almost all the monuments considered in Montenegro are located in a magnificent scenery, part of a natural park. Due to their character, they are solitary, impressive construc- 87 web tools for communication and marketing

Giovanna Monsutti

Presentation of the website created for the CULTEMA Project, with a description of its sections and characteristics, serving as a working tool for the dissemination of information on the assets selected by the partners of the Project and to stimulate investment opportunities for the stakeholders and economic actors interested in enhancement.

The aim of this project represents an important challenge because the territorial marketing becomes a tool for promoting the territory itself, and a stimulus for the development in a perspective of enhancing its artistic, natural and cultural heritage. With this premise, the design of the web platform not only had to take into account the communication of the contents of the project, but also served to provide the tools for marketing actions. We can say, therefore, that the website has a threefold function: - As a “container” for the information related to the project; - As a means of exchanging information and materials between partners; - As a marketing tool for the merging the exploitation of land resources and concrete actions for development.

The structure of the website The image represents the structure of the website, which includes: a public section; a user login area (with the option to create a personal account); and a reserved area for partners as a working space for the project. The site also provides the Cultural Heritage Platform: this is the operative tool that provides data and information on the assets that partners decide to share with investors and stakeholders. The public area contains the description of the project with the institutional information on the objectives and the activities; a partnership section; a download area with all the documents on the project that partners want to publish and share; a news area; a territories involved section where each partner can show the kind of properties they want to propose to potential investors; a territorial marketing section with information about the concept of territorial marketing, its strategies and applications on cultural heritage. From the login area, a public user can create a personal account for access to all information about the assets stored in the Heritage Platform. The reserved area is structured as a website within the website and, more specifically as the back end of the platform as it allows partners to manage and update the main contents of the site. The partners have a control on the left panel through which they can choose actions to: manage the Heritage Cultema windows of website 89 Platform; insert news; upload public online through a search form that documents or upload and download serves to help users in their opera- reserved documents; update profile tions. and contacts of their working group; This heritage database was created and add useful links to the public list. as a container of information and Essentially, this area has been desig- images, accordingly ordered and ned as a working tool where part- classified, to provide information on ners can insert, modify and delete potentially interesting properties re- data and information regarding the adily available. different sections of the project. From the reserved area of the website, the project partners can insert The working tool data, starting from basic information During design of the web platform, such as name and location, so that the need became increasingly clear public users can identify the position to create a user friendly database. of the property on the dynamic map. This tool should be implemented di- A brief description of the property rectly by the partners and consulted completes the basic information, The parts of the reserved area that can be managed 90 but data are then detailed through Author profile the indication of the type of herita- Giovanna Monsutti, Master in Architec- ge (historical house, rural historical ture and Territorial Public Policy PhD, has complex, fortified complex, castle/ been dealing with communication, mul- manor, religious building, industrial timedia and web projects for public and private institutions for many years. She is archaeology, other); the location; now Head for editorial and graphic design the scope (restoration, reuse, enhan- at SynergyLab snc, Venice, Italy. cement, refurbishment, investment, promotion); the landscape; the accessibility; the ownership; the dimensions; classification as a listed building; the current use; the state of conservation; the indication of the normative constraints and the planning tools; the useful links; and a person to contact in the event of real interest. In this way, the database becomes the Cultural Heritage Platform, a real reservoir of useful data for potential stakeholders and investors, the basis for an effective marketing tool which can assist the operators who want to get into the cultural business and in the development projects of specific geographic areas. An example of a sheet resulting from the database search 91 local development pilot plans

from knowledge of the past, to opportunities of the future. the enhancement of venetian villas

Carlo Canato

The Regional Institute for Venetian Villas (R.I.V.V.), currently headed by the President Giuliana Fontanella, during its 55 years of activity, has promoted more than 1900 interventions and public funding of over € 290 million, cataloguing a “system of values” made up of around 4300 buildings, 400 of which are state property. A cultural heritage of “wealth”, an economic resource with its own identity, typical of the Venetian and Friuli territorial “system”. Most of these villas require significant activities of starting value, enhancement and preservation. The project CULTEMA proposes a practical evaluation, through open discussions and the collection of information, of possible courses of action to encourage private investment in cultural heritage. A list of 67 villas was drawn up, all owned by local public authorities, to promote specific relational focus with the participation of scholars and technicians. The results of this project have led to the recommendation by the R.I.V.V. to launch a series of initiatives aimed at overcoming the logic of mere “cataloging” - seen here as an analytical tool specifically aimed at protection - promoting the set-up of a dynamic “Observatory” for the public Venetian Villas, which can become an essential means for the study and planning of excellence initiatives.

The civility of Venetian Villas As argued more than fifty years ago - among others by pioneers such as Silvio Negro, Renato Cevese, Giuseppe Mazzotti, Gilberto Muraro, Venetian Villas “not only reflect the fleeting whim to escape from the city, but end up hiring an -in dependent and durable nature, ..., raising an eternal hymn to the wealth of the fields and the richness of the earth. “ The villa was originally born as productive farming centre, at a time in history when Venice, industrial city ante litteram and commercial metropolis, which had since directed their target market to the east, directed the prow of it ships inland, at the same time with a policy of dialogue and oppres- sion, conquest and confrontation. A territorial “system” thus arises, known as the Venetian model, to enable the definition of an entity which, surpassing the characteristics of an exclusively urban economy, becomes a Region. The villa is thus the outcome, on a “realized” level, of a planning activity that owns a civilization that projects on the territory a coherent economic strategy, according to an original model, though not indifferent to the influence of the Roman “villa” and then to the “yearnings for the holiday.” Over time the villa increasingly became a “single economic unit” of nobility, on the left Villa Venier Contarini, while supplying a complex social class system that has characterized the Mira, Venice, Italy 95 history of the Veneto Region. artistic relief devices. A big “shows This process developed at various complaint” for years travelled to the stages through to the end of the major cities of Europe and America, 18th century, when the villa, with the from Milan to Rome, Paris and Lon- advent of industrial civilization, was don, and in twelve other British ci- subject to gradual neglect and decli- ties, from Dusseldorf to Vienna. ne that peaked after the two World Consequently, thanks to the results Wars: arise of the Veneto Region of of the work to encourage public reconstruction first, that of the “han- awareness, the government introdu- gars” then. ced Law n.243 dated 6th March 1958, setting up the Agency for Venetian From the Agency to the Regional Villas, as a consortium of Provincial Institute for Venetian Villas Administrations for Tourism in the The battle to highlight the state of province of Belluno, Padua, Rovigo, degradation of the Venetian Villas, Treviso, Udine, Verona, Venice, and began at the end of the 1940s on Vicenza, to which the State delega- the initiative of some worthy men ted the task of providing specific of culture, local authorities and as- direct interventions of restoration sociations. They began a public in- and indirect actions - supporting information campaign on the need dividuals in the protection - through to recover this wealth of heritage: loans and funding. the villas outlined in the campaign After the dissolution of the Agen- amounted to more than 4000, most cy for the running of time, in 1979, of them of considerable size; mo- the Veneto and Friuli Venezia Giulia

Villa Albrizzi Franchetti, numental complexes consisting of Regions set up the Institute, since Preganziol, Treviso, Italy barns, oratories, gardens, rustic and then, engaged in the promotion of 96 knowledge and the best use of the time point, widespread and discon- Venetian Villas. Over 55 years, the tinuous, and therefore profoundly conservation and enhancement ac- Venetian. tivities have promoted more than 1900 interventions and have funded The Regional Institute for Venetian more than 290 million. The two Re- Villas and the European Project gions, taking advantage of the Re- CULTEMA gional Institute, aim not only to en- The numerous State of public owned sure and support the preservation of Venetian Villas constitute an authen- the cultural heritage constituted by tic and specific economic resource Venetian Villas, but also to promote and identity, belonging to the terri- accessibility and public use of the torial “system” of the Veneto Region, latter. whose process of development - that The Regional Institute for Venetian must be ensured in accordance with Villas, set up following regional Law the provisions of the Code of cultu- n. 63 dated 24th August 1979, took ral assets - cannot apart from an ade- over the task of providing, together quate cognitive capacity, from a test with the owner or on behalf of it, the of the structural components, from “consolidation, restoration, as well an analysis of the potential transfor- as to the most appropriate use, even mative factors, the development of by study and research, of the Vene- strategic plans and feasibility studies tian Villas” subject to the provisions and the consequent activation of stated in part II of Legislative Decree the appropriate territorial marketing n.42 dated 22 January 2004 and sub- actions, because of the specificity of sequent amendments. the individual contexts. Much of the heritage is concentrated Many of these villas require signifi- in the Provinces of Treviso, Padua, cant actions for safeguarding and Venice, Verona and Vicenza, as well enhancement, able to contribute to- as in Belluno Valley and along the ri- wards preserving the memory of the vers of Polesine. The Villas surveyed regional community, enhancing it are: 573 for the Province of Venice, with cultural and economic develop- 195 for the Province of Belluno, 638 ments in all related sectors. In 2012, for the Province of Padua, 251 for the the Veneto Region therefore set up Province of Rovigo, 787 for the Pro- a working relationship with the Re- vince of Treviso, 676 for the Province gional Institute for Venetian Villas for of Verona, and 683 for the Province implementing the Community CUL- of Vicenza. TEMA project, which aims at con- The R.I.V.V., currently headed by the solidated implementation, through President Giuliana Fontanella, has open discussions and the collection cataloged a “system of values” con- of information, of possible lines of sisting of 4237 buildings of which action in this direction, to encourage 3803 are located in the Veneto Re- private investment in cultural herita- gion and 434 in Friuli. Around 86% ge, identifying plans, programmes are privately owned, 5% are owned and / or innovative projects aimed at by ecclesiastical bodies and the re- the recovery and reuse of the “heri- maining 9% are state property. A tage” of State owned Venetian Villas. “system” of values, a united heritage The project started with the de- of cultural “wealth”, but at the same velopment of strategies to ensure 97 Villa Contarini Camerini, Piazzola sul Brenta, Padua, Italy 98 the greatest possible involvement experimental proposals of re-use, to of operators potentially interested ensure the observance of the law, in the development of the project, but which also generate new oppor- with the drafting of a list of 67 villas tunities for dialogue, coordination owned by local governments and and integration of the skills requi- promoting specific relational focus red of all institutions involved, the with the participation of scholars Supervisory Authorities, the Region and technicians, representatives of and the owners. the properties, members of associa- An example of this project could tions and numerous professionals be the programme to enhance Villa and interested economic operators. Poiana in Poiana Maggiore, and the The CULTEMA project has thus allo- outcome of the competition called wed focus on the specificity of this “Venetian Villas Prize for Europe”, unique network of public “infrastruc- announcement for the financing of tures”, made up of villas which stand extraordinary interventions of con- out not only for the architectural, servation and innovative projects of functional, historical-document and enhancement, reserved to the villas typological size, but also for the way selected by the CULTEMA project, in which they are related to services, to grow even more an integrated the productive and economic sy- system, able to act as a driving force stem and the culture it expresses. for recovery, along the roads of cul- Useful information was collected ture, of economic development in to allow - starting from the know- Italy and in Europe. ledge of the past - the elaboration of 25 draft planning questionnaires Bibliography accompanied by plans of feasibility Badia F., Donato F., (2008) “The Valorization of cul- and financial sustainability, contai- tural sites and landscape. An economic-corporate perspective”, Leo S. Olschki Editor, Florence. ning evaluations about the possible AA.VV., Villas, stately homes and castles. Instru- transformative outcomes and there- ments and pilot projects for cultural architectural fore offer an opportunity for signifi- heritage exploitation”, Venezia, Lunargento,2007. cant new investment potential. Web References From the catalogue to the dynamic www.nationalgeographic.it Observatory for Venetian Villas http://it.wikipedia.org/wiki/Ville_palladiane The results of this project led to recommendation by the R.I.V.V. Author profile to launch a series of initiatives ai- Carlo Canato, architect and law graduate, since 2007 head of the Regional Institute med at overcoming the logic of for Venetian Villas. mere “cataloging” - seen here as an analytical tool specifically aimed at protection - promoting the set-up of a dynamic “Observatory” for the public Venetian Villas, which can become an essential means for the study and planning of excellence initiatives, enabling collaborative arrangements to accompany the enhancement process with innovative

99 the venetian defense system

Mauro Scroccaro

The History During The Years Of The Serenissima, Year 1571, War of Cyprus. Upon hearing that the Turkish army had entered the gulf, we feared for the city of Venice and thought about defending the lagoon. Therefore, a war General was elected along with six noblemen from the Senate to assist him. As the Sant’Andrea Castle was located directly facing the mouth of San Nicolò harbour, it was garrisoned with infantry and bombers. A thick chain was pulled from the castle to the opposite side of the Lido closing the entire canal, behind which were placed three large galleys and some hulls of thin galleys with a large number of artillery. The other ports were secured with less effort and works due to their lack of depth and the tortuosity and uncertainty of their channels leading to the city.

So wrote Paolo Paruta, a Venetian historian and politician (1540-1598), in his “Storia della guerra di Cipro (1570 – 1573)”1 (History of the Cyprus War). However, the defence of Venice had been on the agenda long time before the war of Cyprus would turn the Turkish fleet into a real life concern. Regarding the previous works of defence in the city, there is news of a great tower from the twelfth century located in San Nicolò del Lido, completely restored between 1401 and 1413 and known as “the Castelvecchio”, as well as of a wooden tower with sighting and reporting functions, almost overlo- oking the Castelvecchio in the island of Certosa, dating from 1313. The early fourteenth century Lupa Castle in Chioggia must have also been made as a wooden tower before it was rebuilt in masonry between 1384 and 1395, after the destruction caused in the south lagoon town by the events of the War of Chioggia, which had led to the Genoese and their Paduan al- lies seizing Chioggia from 1379 to 1381 and threatening the occupation of Venice itself2. On the edge of the lagoon, at the mouth of a branch of the river Brenta3, there are important examples of control systems from still previous eras surviving in the ruins of what was once the “Tower of Beb- be”, which goes back to the years between 742 and 755, and the “Tower of Caligo”, erected around 930 on the banks of the canal by the same name, which at that time, before the diversion of the river Sile, was a major waterway towards the river Piave and the rivers of Friuli4. Both the “Tower of Tessera”, a circular bell tower in the Byzantine style, and the “Tower of Dese”, squared and with battlements on its top, date back to the twelfth century. They were both part of the lagoon’s border surveillance system although they are currently located in the mainland, both of them still almost intact5. on the left Carpenedo Fortress, As can be clearly seen, it was almost essentially a system of small garrisons Mestre, Venice, Italy 101 that were employed both as customs over the island of San Secondo, the houses and for sighting purposes, longer, smaller calibre cannons com- both towards sea and land, while pared to the bombards in use until the main defence function remained then that were introduced in the late de facto delegated to the breadth of fifteenth century together with the the lagoon waters, hardly navigable use of molten iron balls, had defini- by non-experts and large enough to tely improved the performance of keep away the siege machines of po- cannons, now capable of hitting ever tential attackers. farther targets. On the sea front on By the early sixteenth century, ho- the other hand, several of the most wever, after the disturbing expe- famous architects had been com- riences of the wars against the Lea- missioned on behalf of the Council gue of Cambrai6, when the imperial of Ten to study how best to protect troops had arrived at the gates and the access to the main port of the were threatening the lagoon, they Venetian Republic and, on 12th Sep- had begun to wonder if those lago- tember of 1543, again the Council of on waters would still be sufficient Ten had decreed the beginning of to protect Venice “la Dominante” on works on what would become the the land front, as had been the case fortress of Sant’Andrea. This was cer- in previous centuries, without being tainly the most monumental among forced to seek protection inside as- the defensive structures to be built phyxiating walls. Although in those around the city; it was the work of early years of the sixteenth century famous architect Michele Sanmiche- the imperial artillery that came to li from Verona, whose masterpieces 7 Carpenedo Fortress, the then village of Malghera had (not just military ones) can still be Mestre, Venice, Italy failed to shoot their cannonballs found scattered along all the lands 102 that belonged to the Republic of Ve- the northern part of the Venice Lido nice8. from the rest of the island and clo- The erection of the fort of Sant’An- se it with a broken curtain facing drea was meant to cater to military the sea; a structure that, despite its functionality and aesthetic value in peculiarities, ended up making the equal measure, since it was de fac- capital of the Republic one among to the first monument that one saw the cities with a frontal fortification. when coming into the city from its The soldiers’ provisions, a “Tezon main harbour inlet; however, this per i salnitri” where gunpowder was had not exhausted the debates produced, the stables for the horses, and comparisons among different and the convent and church of San design solutions aimed at raising Nicolò had been included inside the the security of the city as much as fort, in an area that had always been possible. As much for Venice as for characterized by its military use and Chioggia, ideas had not yet waned that in 1203 had hosted the thou- that could have completely transfor- sands of horsemen waiting to leave med the city’s and the lagoon’s lan- for the Fourth Crusade10. dscape, which would have given us Between 1591 and 1595, and at a a whole other Venice today. cost of 4000 ducats, the “Quartier Thus, for example, wrote Alvise Cor- grando” or “Palazzo dei soldai” (Main naro, “And this will be done by sur- Headquarters or Soldier’s Building) rounding this city with walls, flanks, was also erected inside the fortress; bastions, and gates, which is neces- it is one of the very few examples of sary in order to earn 200 thousand barracks from that era built for that ducats worth of income, and for gre- specific purpose in the whole world, ater strength and beauty and securi- designed to accommodate the “Fan- ty, as well as to ensure against ill win- ti da mar”, the marines waiting for ds and be able to have some wood boarding or set to spend the winter in case of a siege” 9. comfortably. Nothing came of it; it was the splen- After completing San Nicolò del Li- did forts built by the Serenissima in do’s defensive line with the system rapid succession on the shores, at that would be forever known as the harbour inlets, that survived to “duo castelli” (two castles), the go- this day. vernment of the Serenissima tur- Always under the pressure of a pos- ned back its attention to Chioggia, sible attack by a Turkish fleet, works in the southern part of the lagoon. for the upgrading of the Castelvec- Here, after the idea of girding the chio had already started in 1546, city with a walled circle advocated following the completion of fort by Antonio da Castello and oppo- Sant’Andrea, at the entrance of the sed by Sanmicheli was cast aside, main harbour San Nicolò del Lido. the construction of what would be- Following the lead of architects like come the fortress of San Felice was Francesco Maria della Rovere, Sforza started in 1538, on the site of the Pallavicino, and Giulio Savorgnan, old Lupa Castle; it would take on a new fortress was to set up featu- the form of a fortification facing the ring a long transversal street that, harbour entrance, with a pincer-like by linking sea and lagoon, mana- landside area according to an idea ged to separate a large portion of by the Duke of Urbino. Just like for 103 the fort of Sant’Andrea, the new fort case. These are the Batteries of Fi- of San Felice would be equipped in solo, Podo, Trezze, Campalto, Tesse- 1703 with a monumental entrance ra, Carbonera, and San Marco (also facing the lagoon, resembling very known as “Buel del Lovo”). Earlier closely the typical city gates on the on, the islands of San Secondo di mainland. The forts of San Michele Sant’Angelo and Polvere had been and Brondolo would also be erec- organized as defensive structures for ted on Chioggia’s landside in the this side of the lagoon. second half of the sixteenth century, followed in the eighteenth century Between Napoleon And The by the two redoubts of Ca’ Lino alla Habsburgs 1797-1866 Brenta and Ca’ Lino al Mare. The conquest of Venice and its ter- After the completion of the fort ritories by the French did not in any of San Felice, on the other hand, it way diminish the importance of the would take almost another century city, especially its shipyard, still one before defensive arrangements for of the largest in the world. Mindful the other inlet of the harbor, Mala- of the lagoon area’s strategic value, mocco, would be approved by the the French immediately undertook Senate on 1st May 1646; two forts a systematic analysis of what was were thus erected, Alberoni and San then in existence as compared to Pietro, which had become a neces- the defensive system built during sity due to the sand build-up that the Venetian era, while considering made ever more problematic the en- the need for an upgrade to further trance to the lagoon from San Nico- artillery expansion. Their feverish lò inlet, especially for large vessels. reconnaissance activity lasted as Prior to the construction of these long as the few months of this first two forts, a July 1571 Senate decree French Government period, from established the creation of the octa- which we have inherited an intere- gons of Poveglia, Campana, Albero- sting series of drawings preserved in ni, San Pietro, and Caroman, to be ac- the French Military Archives in Paris; complished either by transforming the big catch is however the initial or rebuilding from scratch a number blueprints of their new fortification of islets consisting of embankments projects, considered essential for and equipped with artillery. Spre- the protection of the city. This time ad out inside the lagoon, along the around, they had to focus on the main canals between the inlets and mainland as well, since the stretch the city, with its port and navy yard, of lagoon water was no longer big these octagons would have had the enough to offer protection from task to surprise the ships managing shots fired by attackers from the to get by the forts at the inlets, and edge of the lagoon. It almost seems force them to parade frontally. as though fate had written that, once The part of the lagoon facing the no longer protected by the waters at mainland would in turn be reinfor- the base of its power and wealth, the ced during the eighteenth century, city would lose its independence. It through a whole series of small for- was therefore the French who first tifications built simply by exploiting focused on the need to build an im- small pre-existing islets or creating portant defensive garrison alongsi- them ex novo, as in the previous de the village of Malghera, which

104 had been for centuries the point of tegic and all-important harbour and arrival and departure of goods and shipyard. It was they who started people to and from Venice11. the installation of the first defence However, the republican armies’ en- works in Malghera. These are some gineering corps barely managed to ramparts that still coexist seamlessly set up the project of what would with the town and its many activi- become fort Marghera that in Sep- ties related to travel and commerce tember of the same year, 1797, after (inns, hotels, warehouses). Additio- only four months of occupation, the nally, the Austrians reinforced and French and Austrians signed the Tre- transformed previous Venetian forts aty of Campo Formio, with which Ve- and created some new works on neto and Friuli were signed over to the edge of the lagoon, such as the the Habsburgs. Batteria Sant’Erasmo, the Fort of San Thus began what is known as the Giorgio in Alga, Fort Cavanella d’Adi- “first Austrian occupation” period, ge by the extreme southern edge of which would end in 1805 with the Chioggia, and the Madonna Marina Treaty of Pressburg (current day Bra- Bridgehead and Madonna Marina tislava), after the Austrians were de- Redoubt, which once stood in the feated at Ulm and Austerlitz; Veneto Chioggia area although no trace is and all the former territories of the left of them today. Republic of Venice thus went back Upon their return, the French lau- into Napoleon’s hands. nched an important construction The Austrians did keep up the work project that would result in thirteen started by the French, as they also in- new works around the lagoon, and tended to strengthen in an adequate the makeover of some works from Marghera Fortress, manner the defences of such a stra- previous eras. They built the Batte- Mestre, Venice, Italy 105 ries San Francesco del Deserto and the Fossa Gradeniga canal actually Garzina, the forts of Sant’Erasmo, disappeared, and the water course San Pietro in Volta, and Caroman, itself was no longer recognizable, the redoubts of Sant’Erasmo Vec- having become part of the fort’s pe- chio, Sant’Erasmo Nuovo, Mazzorbo, rimeter ditches. and Crevan, the Sant’Erasmo Brid- After the Austrian army comman- gehead, and the gunpowder depo- ded by Archduke Johann withdrew, sits of Lazzaretto Nuovo, Grazia, and the fort’s construction resumed with Santo Spirito; they also restructured vigour; by the time it came under the island of San Giorgio Maggiore siege again by the Austrians on 3rd for military and artillery use. Many October 1813, it had been practical- of these works consisted of simple ly completed with three ramparts, dirt bastions suited for holding artil- two imposing bomb proof barracks, lery pieces, or slotted brick defensi- and a wide open space all around ve walls called “Carnot”, designed to for a 600 meter radius. They also bu- protect the infantry. The forts would ilt a small redoubt on its north side, be reworked several times over in which was called “Forte Eau,” and la- later ages, thus losing their original ter renamed “Fort Manin.” In addition characteristics. However, the French to protecting the north side, the ta- officers commissioned by Napoleon sks of the redoubt included breaking to prepare a comprehensive plan for the banks of the river Marzenego so the defence of Venice concentrated as to flood the access ways to fort their efforts on the mainland, thin- Marghera12. king of it as suitable base for offensi- On 26th April 1814, a few days after ve warfare. They remodelled and up- Napoleon abdicated and was sent graded fort Brondolo, planned forts into his first exile on Elba, fort Mar- for Fusina and Cavallino, but more ghera went over to the Austrian vic- importantly, finished fort Marghera, tors, who returned to rule in Veneto. under the direction of engineering The “Second Austrian Domination” corps general Chasseloup; this was marked the beginning of another perhaps their greatest work, both new and important construction as for its size and for being essen- phase with adjustments performed tially the most important testimony on the Venetian defence system. of military architecture works from The Habsburg rulers brought the the French period in Venice. Fort basis of their fleet within the wal- Marghera would be substantially ls of the Venetian Arsenal, where completed by 1814, with its charac- their future navy officers would be teristic star-shaped ramparts, which trained. The strategic importance of we can still see today extended over the city was therefore emphasized an area of almost 50 hectares. It was once again, along with the need to not yet finalized in 1809, when it en- ensure a defence that would be that dured its first siege by the Austrians; more effective. Up until the outbre- some of the ramparts were still mis- ak of the Republican revolution led sing, but the main body had been by Daniele Manin in March 1848, the completed, and most importantly, Austrian engineering corps moder- the conditions of the premises had nized existing military installations been totally altered by then. The and built four new coastal batteries old and lively village lined up along on the Lido strip (Casabianca, Terre 106 Perse, San Leonardo, and Rocchet- dable Austro-Hungarian Navy base. ta), three forts (Quattro Fontane, Ma- Given this context, people’s commit- lamocco, and Treporti), the redoubts ment to create new defence works of Filippini and San Nicolò, and the was also greatly reduced. Between Maximilian Tower on the island of 1849 and 1866, after completing Sant’Erasmo. These were all works of the works already started, refitting great importance that would actual- Fort Marghera, and improving some ly be used until the First World War, of the existing works, the Austrian thereby becoming an integral part army erected only a few new buil- of the fortifications in use by the ma- dings of some importance, such as ritime stronghold of Venice. the Batteria Sottomarina, Fort Santo The saga of the reborn Republic of Stefano on Pellestrina island, the fort Venice lasted more than a year; from of the station, and some small lago- 22nd March 1848, when Daniele Ma- on batteries previously organized by nin - following a workers’ uprising Manin’s Republican forces: Penigo, at the Venice Arsenal that resulted Pieretto, Sant’Antonio, and San Gia- in its commander being killed - pro- como in Paludo. claimed the republic, to 22nd August 1849, when the city-left alone by The Kingdom of Italy Piedmont’s withdrawal, fighting un- After Italy’s third war of independen- der a tight siege, and exhausted by ce, Veneto and a large part of Friuli hunger and cholera-surrendered to went over to the Kingdom of Savoy; Field Marshal Radetzky’s troops. In consequently, the new Italian gover- the space of those 18 months, all the nment saw the need to reorganize forts around the city were armed and this area’s defensive system once brought to a state of maximum rea- again, redirecting its front of opera- diness, new lagoon batteries were tions from the south to the north. also built. Fort Marghera, Fort Bron- Venice, its Arsenal, and its port ac- dolo, and new, Austrian built Fort quired then an even more signifi- Treporti became the main defensi- cant role, as the only large base in ve strongholds facing the mainland the northern Adriatic directly over- and would eventually be engaged in looking the main Austro-Hungarian the war13. Navy base in Pula; the Austrians After losing fort Marghera, the Vene- were the enemies the Italians would tian defences were forced to retreat still have to fight in order to achieve inside the lagoon, while the small their national unity. San Secondo and railroad bridge However, newly united Italy had batteries were left to fight the dying more issues to face than just the Republic’s last battles. defence of its borders with Austria- The return of the Austrian Gover- Hungary. The Roman Question, the nment took place within a climate of tensions over Tunisia, and Italy’s mistrust towards the city, probably colonial aspirations in North Africa aware that the Austrians would not were keeping open the possibili- stay long. They transferred fleet com- ty of a conflict with France, which mand to Pula, relegating the Venice became even more concrete soon Arsenal to a secondary role; in a few thereafter, on 20th May 1882, when decades, the new Istrian base would Italy, Germany, and Austria-Hungary be destined to become the formi- signed the Triple Alliance. In the face 107 of these circumstances, the Standing old round ones. As the top brass di- Committee on Defence developed scussed the need to expand into the projects that were as pharaonic as mainland with a further line of forts they were unworkable, with entren- so as to keep away any aggressor ched camps in all the major cities, and also create more space for tro- along the main accesses to the Po ops and materials to be eventually Valley, and towards the Apenni- engaged in counteroffensives insi- nes, so as to face enemies coming de the Po Valley - the decision was from the Alps. Thanks to its ease of made to build a fortified camp with access by sea and rail, Venice was detached forts to be built around seen as the basis for any kind of de- the old Fort Marghera. fensive and counteroffensive ope- However, the Fort Brendole (Gaz- ration projected into the Po Valley; zera) construction project had to it thus went back to becoming first wait until the summer of 1883 be- an object of study and then a major fore being approved and contrac- investment and construction area ted out. For many years, this fort for defensive works. Several new would be the only one built for the military posts were immediately set Entrenched Camp of Mestre project; up to fortify the coastal batteries, two entirely similar ones were even- most of them interspersed among tually built between 1890 and 1892: the pre-existing ones and without Vallon (Carpenedo) and Tron. These significant infrastructure added. The three forts constituted a concen- same went for Sant’Erasmo, which tric line around Fort Marghera; they was still a beach directly facing the were each placed close to one of the sea before San Nicolò’s port break- main access points from the main- water was built. Two halfway-point land into Venice, at a distance of 3,5 batteries were built there: eastern to 5,4 km from each other and Fort and western Sant’Erasmo. The Lido Marghera. This arrangement meant was also equipped with interspersed to ensure mutual defensive cover. batteries: Sant’Elisabetta, Casabian- The rapid development of offensive ca, Tereperse, Malamocco, and San capabilities and ballistic performan- Leonardo. Two new batteries were ce recorded in this period, however, built from scratch: the Santa Maria made essentially obsolete this first Elisabetta at the Lido and the San implementation of the Entrenched Pietro at Pellestrina, the latter had Camp of Mestre, unable to provide been previously set up by the Au- sufficient protection. The three forts strians. of Gazzera, Carpendo, and Tron were The need to strengthen its mainland built according to the Tunkler style front was however the top concern and designed in the mid-nineteenth of what was by then the Maritime century; they made ample use of Stronghold of Venice. By then, in- semi-subterranean masonry walls creased artillery range and the rifled but still had unarmoured barbette barrels introduced from the mid-19th positions. Even though they were century had made Fort Marghera technically evolved when compared hardly defensible; its simple struc- to Fort Marghera’s simple bastion sy- ture made up of dirt bastions had stem, they were in fact already out-

Marghera Fortress, become obsolete compared to the dated and completely vulnerable to Mestre, Venice, Italy new bullets that had replaced the the bullets used at the end of the ni- 108 neteenth century. This led to the cre- land fronts, plus a long series of sup- ation of a further outer line of forts, porting works subdivided by groups so-called second generation, made of towns. between 1907 and 1912 according The Stronghold of Venice would de- to the Rocchi style, featuring am- ploy this very line-up at the outbreak ple use of reinforced concrete and of the First World War in May 1915. equipped with rotating armoured The following were added to Caval- towers. Thus, forts Rossaroll, Pepe, lino during the course of the war: Cosenz, Mezzacapo, Sirtori, and Po- the state-of-the-art Battery Amal- erio were added to the first gene- fi, which began in September 1915 ration forts; along with the Bazzera and was tested in May 1917, with its gunpowder magazine, they comple- 381/40 ship cannons; the airfields ted the Entrenched Camp of Mestre, of Bazzera and San Nicolò del Lido, standing eleven forts strong. which were operative since the first During the years when the second days of the war, just like the Sant’An- line of the Entrenched Camp of Me- drea seaplane base; a new airport for stre was being built, the winds of war navy airship explorers in Bazzera and from the neighbouring Balkans kept the Marcon airfield, both after 1917; blowing ever more powerful; thus, and the subsequent Ca’ Tessera and the sea front was also significantly Malcontenta airfields. The Marcon strengthened, with the construction airfield came into operation before of more modern batteries deplo- the breach at Caporetto and even- yed along the coast from Cavallino, tually accommodated a squadron of via Lido and Pellestrina to Chioggia. Navy bombers16. They were the following batteries: The war over Venice would be fought Venier, Bragadin, Emo, Morosini, primarily in the air, with rapid incur- Dandolo, Marco Polo, Manin, Bar- sions from the Austro-Hungarian se- barigo, Penzo, Pisani, Radaellei, and aplane bases of Pula and Trieste; the San Marco. Their telemetry towers impressive array of forts built around are still today a significant part of the the city over the years would never scenery on the Venetian coasts. be used directly to stop landings or In those same years, with the emer- troops from the mainland. After the gence of the new “aerial weapon”, terrible ordeals suffered in the early which Italy would actually be the months of the war by both Italian first to test in conflict15, the defence and Austro-Hungarian forts on the system of the Maritime Stronghold Asiago plateau17, the Entrenched of Venice was also equipped with a Camp of Mestre was progressively mainland airship base, in Campalto, disarmed starting in the summer of and with a core group of seaplanes, 1915, except for its anti-aircraft bat- which would operate initially from teries, until “any recovery” was finally Vergini island near the shipyard, ruled out and the Camp was “aboli- and then from the basin of the for- shed as per the functions for which it was mer torpedo base on the island of previously intended” 18. Sant’Andrea, behind the sixteenth- Only Fort Pepe, the closest to the century fort. Piave front, was kept up and made By the spring of 1913, Venice could available to the 3rd Army, whereas count 37 forts and main batteries in forts Mezzacapo, Cosenz, Rossarol operation on both the sea and main- and Poerio had to be employed as 109 strongholds for the Dese and Gam- 1 Paolo Paruta, Historie veneziane, Venice, barare stronghold line, with the 1718, p. 195. 2 The war had broken out due to bitter com- installation of machine guns and mercial rivalry between the two republics rapid fire small-calibre cannons19. in the Eastern markets. The Genoese were The coastal batteries kept working immediately followed suit by the Lords of constantly against possible coups by Padua and the Patriarchate of Aquileia, suf- fering the increasing power of its neighbour, the Pula fleet; those operating in the and the King of Hungary, in contention with Cavallino area ended up engaging Venice for the control of the Dalmatian coast. in combat on the ever so near Lo- 3 The tower was attacked on several occa- sions: by the Franks and the Hungarians wer Piave and delta front. The most in the ninth century, Adria and Ravenna in modern among the coastal batteries 1010-1015, the Genoese in 1379. would be kept in working conditions 4 The tower was part of a system of similar until the end of the conflict and used buildings, built in the same period over the whole of the north lagoon, in Lio Maggiore, for deterrence and dissuasion also and along the Revedoli canal, which howe- during the Second World War, while ver went missing in the sixteenth century. the Entrenched Camp of Mestre and 5 No trace has been left of the Towers of San other lagoon installations would be Giuliano and Marghera or Malghera. The former was the first tower to be built in Venice gradually transformed into deposits. and was located on the island by the same A systematic process of divestiture name. The latter, practically a neighbour and and abandonment on the part of the controlled by Treviso, was located on what was then the border; it is currently inside the armed forces started with the end of grounds of Fort Marghera. Redi Fofano and Second World War. Useless as depo- Dario Lugato, Da Margera a Forte Marghera. sits or gunpowder magazines, the Storia delle trasformazioni dell’antico borgo many coastal batteries were among di Marghera da ambiente naturale ad area fortificata, Spinea (Verona), 1988, p. 15-29. the first to be abandoned. For seve- 6 The League of Cambrai was formed in 1508 ral decades, some became displaced at the expense of the Venetian Republic un- people’s homes or “temporary” lod- der the guidance of the papacy, with the alliance of France, the Empire, Ferdinand of Ara- gings for Istrian and Dalmatian refu- gon, and the duchies of Ferrara, Mantua, and gees, as in the case of the Austrian Savoy. It disbanded with the retirement of the Redoubt of the Lido. The various Pope in 1510, after the Venetian troops were installations on the lagoon islands routed at the Battle of Agnadello in 1509. 7 Not to be confused with the current indu- were gradually abandoned starting strial and residential area. which was then in the 1960’s. The forts of the Entren- non-existent. This is the place where Fort ched Camp of Mestre’s initial line-up Marghera stands today, in the town of San were also abandoned starting in the Giuliano in Mestre. See in this regard the submission by Redi Fofano and Dario Lugato, Da 1980’s, as their age and location on Margera a Forte Marghera…, quot. the edge of town made them unusa- 8 Among some of the main military works by ble. The end of the Cold War and the Sanmicheli are the monumental gates of the city of Verona, and the defensive systems of general re-deployment of the Ita- Zadar, Sibenik, Corfu, and Heraklion. lian Army away from the north-east 9 V. Fontana, Architettura e Utopia nella Vene- led to the abandonment of the last zia del Cinquecento, Catalogue, Milan, 1980, remaining forts after the year 2000. card 140 “Alvise Cornaro”. Antonio da Castello, a famous military architect who had been the These were forts Mezzacapo and Sir- first to propose building the fort of Sant’An- tori, which were being used as depo- drea as a defensive solution for the San Nicolò sits or logistics centres, just like Fort harbor inlet, had formulated the idea of gir- Marghera until 1995. ding Chioggia with a walled circle, but San- micheli opposed it. Pietro Marchesi, Fortezze veneziane 1508-1797, Milan, 1984, p. 184-193. 10 Included in the customary “military” acti- 110 vities that took place here were Palio perfor- airplanes and airships, not only for recon- mance grounds and crossbow target practi- naissance, but also for experimental ground ce, for archers who were then embarked on attack operations. any ship sailing from Venice. Young noble- 17 The Bazzera airship base was later tran- men were especially fond of this specialty; sferred to Mogliano Veneto and finally abo- they were thus initially trained for marine lished following the Caporetto breach. The duty with a somewhat light approach. As ar- Marcon airfield, made in a time when the tillery took on more importance, the San Ni- front was still far away, was intended for of- colò area would also be used systematically fensive operations against the ports of the by the “Bombers” corps, a special citizen mili- Austro-Hungarian Navy. As the Piave lines re- tia consisting mostly of craftsmen that beca- treated, it was allocated as a base for obser- me known for its efficiency and effectiveness vation and fighter squadrons, making it one 11 The first permanent connection to the of the largest fields in operation at that time. mainland would be built only in 1840, when 18 Heavily bombarded on both sides du- the Austrians made the railroad bridge; the ring the first weeks of the war, the forts bu- road bridge parallel to it was built in the Fa- ilt along the Italian-Austrian border on the scist period. Up until then, the main access Asiago plateau were not that defensively ways to Venice from the mainland were Lizza efficient and suffered numerous destruc- Fusina coming from Padua, Chioggia from tions. The most ruinous was the tragedy of the south, and Malghera from all other direc- the Italian Fort Verena, which was one the tions. most modern, but was hit on June 12, 1915 12 The master project by the French inclu- by a 305 mm mortar shell that penetrated ded a further external redoubt in defence through its walls and caused the death of 35 of the south side, which would be built by soldiers. the Venetians only in 1848, during the anti- Historical Department of the Navy General Habsburg uprising; it took the name of Fort Staff, arch. 1201, Difesa della Piazza diVe- Rizzardi, and was subsequently razed to the nezia e suo valore difensivo, Supreme Com- ground in order to build the current indu- mand letter no. 7384 – War and General Af- strial area. fairs Department, on 18th January 1918. 13 Unlike Fort Marghera, Fort Brondolo and 19 Ibidem. Forts Gazzera, Carpenedo, Tron, Fort Treporti did not come under attack; ho- and Sirtori had to be damaged to such an ex- wever, they had an important strategic role tent as to make them useless to the enemy. in guarding the southern and northern accesses to the lagoon and were used as bases Author prolile for some sorties. Mauro Scroccaro Degree in Contemporary 14 From a chronological point of view, the History at the Cà Foscari University in Ve- instability in the Balkans can be traced back to 1878, when the process of dismember- nice on the issues of the end of the Austro- st ment of the Ottoman Empire had begun in Hungarian Empire after World War 1 . Sin- that area with the Peace Treaty of San Ste- ce the Eighties he carries out activities of fano and the constitution of fully sovereign recovery and valorisation of the fortified Serbia, Montenegro, and Romania. Austria- system of Venice. He coordinate for Mar- Hungary had had the mandate of the gover- co Polo System geie the editorial projects nment on Bosnia and Herzegovina, which on “Quaderni del Centro Studi per le Ar- however remained part of the Ottoman Em- pire on a nominal basis. chitetture militari di Forte Marghera” and 15 Afterwards, in 1908, the Habsburg Empire “Patrimonio Veneziano nel Mediterraneo”. annexed these two provinces permanently He is the author of several publications on via a bloody military campaign, provoking the theme of military architectures and on protests in Italy due to a considerable un- World War 1st. wanted expansion of their ally/competitor in an area considered to be of interest. In 1911, Italy declared war on Turkey over the posses- sion of Libya; the defeat of Istanbul would lead to the outbreak of the First and Second Balkan Wars, which would result in Turkey losing nearly all its European territories between 1912 and 1913. 16 This is the conflict between Italy and Tur- key for the conquest of Libya, during which Interior of Marghera Fortress, Italy would make extensive use of both Mestre, Venice, Italy 111 cultural system enhancement: strategies, scenarios, feasibility the case of venetian villas and fortresses

Antonella Faggiani

Scope of the Local Development Pilot Plan (LDPP) Within the Cultema project two networks of cultural assets were identified as objects for enhancement in view of a private partnership: the Ville Vene- te network, public-owned and underused and the fortified sites, located in the province of Venice. Hence, the LDPP aims at locating strategies of enhancement that apply to both cultural systems, bearing in mind their own specific aspects. Service terms and activities linked to the LDPP serve to identify the best models of investment on homogeneous assets connected to the two classes of networks and public heritage. In particular, the service objective regards 67 villas as well as 38 fortified sites. The best investment model (business model) defines the planning and managerial path most effective for the sustainable enhancement of a class of homogeneous assets, in terms of their adaptability to a convenient economic change.

Identification of sustainable scenarios and the preferences The Scenario elaboration was methodically developed through various steps which make up the decision-making process to support actions of functional enhancement of real estate assets. Due to the fact that the two classes of cultural networks involved show significant differences in type and dissimilar inclination to adaptation, the scenario was elaborated by the implementation of strategic development guidelines. The construction of problem space suggests that functional valorisation be addressed toward two opposed strategies: punctual valorisation oriented at increasing appeal, in view of the achievement of a “real estate” that may adapt to an asset whose real estate/construction, and a network-based one aims to enhance the appeal of assets in view of an “integrated accessibility of rarefied spaces”. Intermediate actions are envisaged between the two strategies, which feature the activation of network of assets, cultural background systems and punctual actions of various kinds. The drafted scenario aims to supply, despite an unsettled background, options which are feasible and shared among decision makers. Such options feature specific implementation and risk-management project strategies. It follows that scenarios do not account for any forecast or preferential development. Instead, they provide consistent and credible descriptions, which offer different forecasts of alternative futures. on the left Villa Sceriman-Foscari, The scenarios offer a context that may help assess factors, situations, re- Mira, Venice, Italy 113 114 lationships among actors to facilita- fine-tuning of a thematic function. te reflections on backgrounds and The shift from a vocational stance respond to questions such as “what to actual scenarios is accomplished would happen…if?” and this way through swot function analysis. This they set the foundations for the va- identifies the driving forces of the lorisation project. market and the background. Even- Studies of the issues of space in a tually, such move is perfected throu- systematic way, as well as the voca- gh the matrix. This allows attention tions which arose thanks to the mul- to be focussed on the relationship tilevel analysis of the cultural net- between the degree of failure to sol- works has enabled scenarios to be ve key issues and their relevant im- drawn up accordingly, forming the pact on the valorisation project and basis of two strategies. thus on the investment. Scenarios featuring punctual stra- Each scenario combines vocational tegy combine two vocations centred istances internalising restraints and on the subjects of accommodation opportunities intrinsic to the asset and space destined to use as servi- and extrinsic to both the background ces , in addition to a third scenario and the market. which covers the mixed opportuni- As for the vocational istance aimed ties of the local market, whereas the- at accommodation, the driving for- re is a lack of factors to enable the ces are represented by the degree 115 of adaptability of the real estate involvement of operators, with re- asset, the acknowledged prestige gard to: and its size. On the other hand, the - Peculiarities of the acting subjects, key issues are identified with the their role in relation to the functions background peculiarities (landscape that feature scenarios; quality), as well as, the degree and - Actions by such subjects, stating modalities of asset accessibility. actions according to ownership, de- Finally, as regards the service fun- veloper, or keeper (property mana- ction, driving forces are represented ger, tenant, dealer, investor). by the infrastructural background Issues of procedural and operatio- and the presence of an economic nal complexity refer to those tools and entrepreneurial fabric that al- that may be used in order to maxi- lows for synergy or team actions. mise operational effectiveness in a The drafted scenario is shown in the prospect of public and private part- scheme below: nership (project financing, long lease, sales, etc.), as well as to minimise Proposed business model for pre- project start-up times, and make the ferred scenarios functional project life-cycle more fle- Each scenario features a set of “re- xible. commended peculiarities” of the To draft these issues in a systematic real estate assets which favour one way allows for the development of adaptation scenario with respect to economic and financial feasibility another, hence allowing the poten- plan for functional valorisation. Fe- tial implementation of its project. asibility is implemented through a Peculiarities stem from best practi- business plan (Discounted cash flow ces and from recommendations of models). Business plans aim to expli- operators, as well as market indica- cate all operational assumptions with tors. The analysis of scenario risks regard to valorisation, capitalising on and critical factors are based on the the previous steps. In particular, attention focuses on: matrix which investigates and eva- - Investment activation methods luates, in terms of quality, the im- (sale, lease, tool mix); pact of relevant components on the - Investment or Lease amount; investment, aimed at a functional - Time period of the private operator valorisation. Therefore, this matrix involvement (length of lease or lease serves to decide on its feasibility. contracts); Thus, scenarios face and offer istan- - Framework of investment costs (re- ces on the real estate market and furbishing, valorisation), as well as also form the basis of the project for management costs (maintenance, adaptation by introducing quantita- operational costs); tive components into the decision- - Income prospects and maximisation making process. strategies. The ensuing step regards the introduction, on each scenario, of issues pertaining to managerial as well as Bibliography operational complexity. G. R. Brown, G.A. Matysiak, Real estate in- The managerial complexity inve- vestment. A Capital Market Approach, Finan- stigates and offers solutions with a cial Edinburgh, Times Prentice Hall, 2000. view to maximise efficiency in the L. Fahey, R. Randall, What is Scenario Learning, 116 high impact on investment

low

low medium large margin of error

in L. Fahey and R. Randall, Learning from the for public and private clients and she has Future: Competitive Foresight Scenarios, New experience in real estate valuations (va- York NJ, 81-108, John Wiley, 1998. luation activities concerning land and S. Hargreaves Heap, M. Hollis, B. Lyons, R. property valuations for investment, pro- Sugden, A. Weale, La teoria della scelta. Bari, perty development processes and fiscal Laterza, 1996 purposes, valuation of property portfolio P. Howard, Heritage Management, Interpre- and Reits); property development and tation, Identity, London and New York, MPG feasibility studies ( valuation performed Books, 2005. with simple or complex valuation models J.N. Maak, Scenario Analysis: A Tool for Task for public administration or other public Managers, in World Bank, Social Analysis. Se- decision makers and for private company lected Tools and Techniques. Paper 36, Wa- or investor developments); private and shington, DC, 62-87, 2001. public partnerships (interest focused on M. Hoesli and G. Morri, Investimento immobi- the application of innovative tools in the liare. Mercato, valutazione,rischio e portafogli, planning process such as transfer of de- Milano, Hoepli, 2010. velopment rights, urban compensation, P. Schwartz, The Art of the Long View. Currency public and private agreement) and she Doubleday, New York, 1996. has practical experiences in primary chief towns (Venice, Milan, Bologna). Author profile Antonella Faggiani is currently free- lance professional who came from a background in real estate and planning studies (PhD in Real Estate Appraisal and Land Economics) to enter the property sector. She is also lecturer of real estate appraisal and valuation courses at Università IUAV di Venezia with which she has colla- borated since 1999. She acts as consultant 117 the planning of heritage-based development scenarios in the rupea-cohalm area

Claudia Romanescu

Rupea-Cohalm is one of the three historical regions of Brasov County and at the same time one of its less developed areas. The local administration, burdened by social and economic problems, could leverage the current disadvantages by putting to good use an abounding resource: its diverse tangible and intangible heritage. Therefore, the CULTEMA project was the perfect framework for developing pilot scenarios for the valorisation of the cultural assets, a tool which could empower the local communities and convince them to value heritage as a reliable future perspective.

Sustainable Development After the Brundtland Report in 1987, heritage capitalization has become strictly connected to the sustainable development concept. It became a goal increasingly subjected to cultural strategies with strictly defined rules. These rules needed to be obeyed precisely as not to infringe on the sustainable development concept and to eliminate the risk of multiple interpre- tations. For this reason, the definition of sustainable development given by the World Commission on Environment and Development has become one of general applicability on life quality in its complexity and not just one concerning the natural environment (when it was first issued, it was regarded as a solution to the ecological crisis caused by intense industrial exploitation leading to continuous and irreversible degradation of the environment). “Sustainable development is the kind of development that aims to meet the current needs without compromising the ability of future generations to meet their own needs.” Thus, it is imperative to see the world as a system that connects space and time, ensuring cultural continuity by responsible capitalization of the heritage. The capitalization of existing built heritage as means of growth and intrinsic characteristic of the communities becomes a primary principle of social cohesion, economic development, intercultural, inter-ethnic and inter-generational dialogue.

Rupea-Cohalm micro region The pilot territory selected by the Romanian Ministry of Culture in the framework of the CULTEMA project is Rupea-Cohalm, a 1011 sq. m. area situated in the north-western part of Brasov County, formed by 9 administrative units: the town of Rupea and 8 communes. The identity of this territory was formed in the 12th and 13th centuries during the Saxon colonization. Its cultural characteristics are given by a great diversity of tangible and on the left intangible heritage, set in valuable natural landscape. The type of built Sükösd-Bethlen Castle, Racoș, Romania 119 heritage assets varies from fortified the constant migration of local la- evangelical churches, castles, for- bour force towards urban environ- tresses and manor houses to entire ments in the region or abroad. This Saxon villages and protected stre- is the second migration wave after et ensembles. With a few notable the industrialization of Brašov du- exceptions, there is a low level of ring the communist regime and the interest of the main stakeholders migration of the Saxons in Germany towards the cultural assets, some of after 1989. them being seriously neglected and abandoned. The cultural activities Heritage-based development: se- are limited mostly to local festivals lection and evaluation models and traditional events, but a few As part of the project an inventory successful restoration projects have and an assessment of the 145 histo- increased the interest in generating rical monuments in Rupea-Cohalm more dynamic cultural services and have been carried out, based on activities. With small exceptions, the the methodologies and criteria ela- local decision makers understand borated in Ljubljana Process II or the value of the built heritage for constructed by the Technological sustainable development. However, University of Graz. With the sup- the lack of integrated planning, fun- port of the local public authorities, ds and skilled human resources is a CULTEMA experts have involved the serious obstacle in producing a no- communities in a decisional process table economic growth and a signi- concerning the future use of the six ficant impact on the communities’ selected priority assets. The list in- quality of life. cludes 2 fortresses, 2 castles, a stre- The social structure is affected by et and a house located in 4 different 120 settlements with the same Saxon The criteria used in the scenario se- cultural background. Although the lection were the following: compared analysis of the selected assets shows similarities within the Initial investment micro-region, it also reveals specific This criterion refers to the investment differences amongst communities. costs needed in order to implement Three development scenarios were the scenario. These include: the va- drafted for each asset, based on the lue of the construction materials and valorisation potentials proposed by labor, landscaping, maintenance the local stakeholders and conside- costs on site, notifications, licences, ring cultural, economic and social permits, and necessary expertise; criteria. The selection of the most Economic impact suitable capitalisation scenario re- Financial benefit for the investors. lied on a multi-criteria analysis that Return on investment and cost-be- includes both the criteria specific to nefit report. Ability to stimulate new economic efficiency and the goals economic endeavours; for a sustainable development. Both Social impact the initial risk and the one present Positive effects on the community: during the implementation phase number of new jobs during and af- were decisive factors in the selec- ter implementation, additional in- tion. A working hypothesis consists vestments (modernization of various of legislative/legal, investment and services or infrastructure), stronger external environment elements. Pre- sense of belonging to the communi- liminary conditions and their chan- ty, prevention of migration, new lo- on this page ces of being fulfilled represent the cal similar initiatives completing the Roades Fortified Church, basis of the entire endeavour. initial one; Brasov County, Romania 121 Heritage asset Title of the Scenario Brief description Rupea Fortress, Rupea Rupea Cultural Hub Complex and integrated valorisation concept, structured around the idea of multifunctional spaces, open to the public. Entrepreneurship and creative businesses are the key to successful implementation. Sükösd-Bethlen Castle, Racoș Cultural Centre Centre with multiple functions (social, educational, Racos economic, cultural, touristic) serving as a local and regional platform for joining other cultural and educational initiatives. Jimbor Fortress, Homorod “Castle-play” Open space for leisure and creative recreation for the general public and tourists.

Zolya House, Jimbor village, Educational platform at regional and local level. Camps for Homorod “Zolya School” children during summer and space for various educational activities in the community all through the year. Guthman -Valenta Castle, “The Castle Centre” Integrated community centre with multiple functions: Hoghiz information centre for citizens and tourists, library, IT café, conference and entertainment room, offices, professional training, occupational retraining centre.

Cultural ronmentally, and socially, etc; Better use of other cultural re- Sustainability of the asset sources, raised heritage protection This refers strictly to the degree of and preservation, diversification of conservation, promotion and sound cultural services and products, incre- management of the heritage assets ased cultural export, etc. ; for a period longer than 5 years; Educational Risks Diversification/creation of educatio- This criterion takes into account the nal facilities; know-how transfer to whole range of risks arising from im- the citizens and authorities in the plementing the proposed scenario field of sustainable use of the cultu- (legal, economic, and community- ral resources; increasing the educa- related aspects are considered). The tional levels in various occupational impact of this criterion on the selec- segments; tion process as a whole is maximal; Environment Business models Protection of the environment as a General impediments and oppor- whole; increased efficient energy tunities for the potential investors use; efficient management natural were also identified. A risk analysis and material resources. Environmen- was conducted for each scenario, tal impact of the scenario; emphasizing both ex ante problems Sustainability of the community and issues that might appear during Medium and long-term effects re- implementation phases. Each of the sulted from the usage of the asset, selected scenarios was translated following the successful implemen- into an investment model, followed tation of the scenario, which support by a specific action plan. The goal the community economically, envi- was to offer the beneficiaries an 122 effective tool in order to attract re- Author profile sources and to revitalize the cultural Claudia Romanescu is currently working assets and the territories. as a project manager and consultant in The following business models resul- the field of culture. Her experience in cul- ted: The documentation is available tural management, public policies and for study on line at www.cultema.eu informal education has grown over the last 10 years due to various challenging Bibliography projects implemented both in private and United Nations, Report of the World Commis- sion on Environment and Development - Our public working environments. Her interest Common Future, Olso, 1987. in cultural heritage protection and communities’ development begun in 2002, Web References while volunteering for Pro Patrimonio http://conspect.nl/pdf/Our_Common_Futu- Foundation. Particular of building re-Brundtland_Report_1987.pdf Jimbor, Homorod , Romania 123 the case of nafpaktia: potential scenarios for sustainable use and enhancement of cultural heritage municipal owned buildings

Spyridoula Papathanasiou, Christina Panagiotidis

The integration of heritage in development strategies and the creation of adapted and applicable regulatory tools are essential conditions for the management of heritage. Local and national, authorities should prepare and set up various policies of development such as economic, infrastructural, mobility, commercial establishments, residential and social services. These policies must be prepared based on urban or territorial planning documents, regional development schemes and local development plans. The concept of cultural heritage and a notion of the value of the heritage that exists at a local level should be effectively integrated into these documents. Also, a shared vision of the way heritage conservation policies should be implemented and the compatibility of the complementary roles played by the national and local government are determining success factors . Many European municipalities place sustainable development at the heart of their activities. They produce local action plans integrating environmental, cultural, social and economic concerns. Creation of increased awareness in all sectors and at all levels of society is a prerequisite for success. The training needs of local government officials appear among the most urgent as local and regional authorities need to be key components of national sustainable development strategies, if such plans are to succeed, as well as the least attended areas of capacity building. Under this direction, the municipality of Nafpaktia has set local development strategies that lie in the municipality’s operational program, an institution that has been introduced within the framework of the primary local authority’s modernization and organization process and operation, aiming at the creation of programming structures.

Operational Framework of Municipality of Nafpaktia Within this framework, the strategies of local development based on culture that the municipality of Nafpaktia has to execute are defined as follows: Axis 2: Social Policy, Health, Education, Lifelong Learning, Culture, and Athletics; Measure 2.3: Culture – Athletics – Volunteering; Objective 2.3.1: Enhancing the creative and cultural expression of residents and cultural associations; Objective 2.3.2: Utilization of existing and creation of new cultural infrastructure; Objective 2.3.3: Organization of events with a local, national and international character; on the left Objective 2.3.4: Promotion of the Municipality’s cultural identity. Nafpaktia, Greece 125 Although direct plans for the su- and information centres, technical stainable use and enhancement of appraisals, professional exchanges, the municipality’s cultural herita- multi-purpose and professional ge have not been included in the workshops and pilot projects. The- Operational Plan, the municipality se tools are used both for technical always considers that sustainable and administrative purposes and to development is a key objective in trigger genuine institutional and le- policy-making and regards parts of gislative reform processes. Lepanto as historic districts where It is thus not only the conservation the urban regulations could be dif- of heritage that should be encoura- ferent for the considered zone (con- ged, but a more complex and accu- cerning the heights, volumes, and rate management of the cities and construction materials, for example). landscapes, in which the heritage Thus when a particularly rich herita- and cultural resources become real ge is present within the municipali- tools for local development. ty, the urban master plan includes a A crucial step in sustainable deve- specific safeguard and development lopment and enhancement that plan , supplemented with the iden- the municipality enforces is that all tification and localization of the bu- players involved in cultural herita- ildings and urban landscapes that ge must intervene directly and take are interesting in terms of cultural action on the ground in the context and tourist interest, and particular of regional co-operation. Under the recommendations for their use and same aim for the sustainable use conservation are made. of cultural heritage, steps are taken The municipality’s mission in regards at the request of local authority, in to cultural heritage and in relation to the historic town centre, to address our society is to foster an understan- complex problems connected with ding of the area, aim for sustainable the integrated conservation of cul- development, contribute to social tural heritage. cohesion and provide a forum whe- Firstly, the aim is to provide a model re dialogue, mutual understanding, response to problems by bringing and efforts to reach out to other pe- together local experts in pursuit of ople come together in a grand social an approach based on past expe- design, establishing a European refe- rience, the identification of good rence framework. The municipality’s and bad practices, and rigorous me- technical committee is thus being thodology. Secondly, the idea is to extended beyond old buildings and create a knock-on effect on the spot, historic sites to embrace such new by seeking to add a regional or na- areas as town planning in historic tional dimension. Thirdly, legislative, settings, the landscape and regional institutional and technical support planning and sustainable develop- units must be set up under such de- ment processes. velopments. Emphasis is given to cross-sector ap- To this aim, practical examples of su- proaches and comprehensive stra- stainable development can be iden- tegies using a wide variety of tools, tified through European networks such as steering committees for the that focus on developing informa- management of urban and territo- tion exchange and training to help rial development projects, advice decision makers in implementing

126 these types of policies. More and which was interested in investing more municipalities are signing up in cities declared as tourist sites, for such Europe-wide networks to as Nafpaktos was declared as such benefit from new synergies. through a presidential decree in 1949 and 1976. When the hotel’s ma- Heritage Assets nagement passed to the municipali- All three selected CULTEMA assets ty. it slowly started to decay, as the are municipally owned and cannot municipality was unable to manage be sold. Their exploitation by future it. The site is located within an ur- investors is desired within the limita- ban area in the centre of Nafpaktos, tions indicated for each asset regar- the capital of the municipality of ding their use and operation. Nafpaktia, and consists of a building surrounded by rich plantations in an Xenia hotel urban garden with streams of crystal The specific site (before it was built) clear waters falling into the Corin- used to belong to a political and cul- thian Gulf. The hotel building has a tural figure of Nafpaktos city, Mr. Nova, total surface of 11.580m² and it con- who bequeathed the management of sisted of 92 beds. Besides one big the site to the Greek Tourism Organi- room used by the municipality for zation for 25 years and its ownership conferences, the rest of the building to the municipality of Nafpaktos, un- is abandoned and the interior is in der the condition that it be used only bad condition. for tourist accommodation purposes. The development of the specific as- The building (an old hotel) was built set is included in the municipality’s in 1976 by the technical department Integrated Urban Development Plan of the Greek Tourism Organization, titled “Urban renewal of the Lepanto Nafpaktia, Greece 127 kastropolis by upgrading its urban Development Plan which aims to wards”. upgrade the area where the asset is; The sustainable development of B to the protection of the environ- the asset involves the retaining of ment as it faces dangers due to its the area’s character by adding buil- abandonment and includes the pro- dings as little as possible in light of tection and promotion of the large the viability of the tourist unit and urban garden. The pollution and lit- enrichment of the tourist product by ter collection problems caused by the region with new services. Within the abandonment of the building this framework, a multiplex with th- will be dealt with through the sustai- ree conference units can be created, nable development and enhance- parking with appropriate landsca- ment of the asset; ping and a garden pool . Furthermo- C to tourist promotion, as the asset re, small additions will be created in is destined to be a tourist unit and order for the tourist unit to properly the enrichment of the area’s tourist operate. product through the creation of in- The suggested scenario for sustai- frastructure for seasonal tourism; nable use and enhancement of the D to employment, since in a difficult municipality’s cultural asset will con- economic period the asset’s deve- tribute: lopment will create a significant A to the upgrading of the residents’ number of jobs, both during con- quality of life, since the building has struction and during the operation been abandoned for years, creating of the tourist unit. a negative aesthetic image with lur- king health risks in a tourist town. It is also part of the Integrated Urban Xenia Hotel, Nafpaktia, Greece 128 Plage Building tion of new activities, improve the Built in the 1970’s, the building con- region’s image as it will bring added stitutes a characteristic example of value, and enhance the resident’s the architectural trend of 1960’s and quality of life. 70’s Greece; initiated by a group of The local authority has a major role Architects of The Greek Tourism Or- to play in the protection of herita- ganization, it has a minimalist style. ge, as it needs to work closely with Its size is 128,34 m² and it is located the populations who are the prima- at Psani Beach, on the western coast ry beneficiaries of the development of Nafpaktos, within the urban part activities. Under this prospect, local of the city. authorities and the population need It is actually situated on the coastal to jointly decide on how to carry front and the view it offers is specta- out the sustainable development cular, as when facing south one can and use of the asset within an urban enjoy the Corinthian gulf and the development framework without main land of Peloponnesus, while compromising important heritage when facing north the view of the elements, the urban identity, the ge- Venetian castle is outstanding. neral atmosphere within the site and The nearest available transport infra- the nature of the landscape, as well structure is the national highway An- as how to preserve the site in a man- tirrio-Itea, the Bridge of Rio - Antirrio, ner that maintains both its attrac- and the national highway Athens tiveness to visitors and the values - Patras. There is also a railway con- for which it is preserved, keeping nection from Patras to Athens. traditions alive and maintaining the Nearby the cultural asset are several asset. cultural attractions, the highlights of Furthermore, the sustainable deve- which are the Medieval Port and Ca- lopment and use of the heritage as- stle of Lepanto, “Botsaris Museum”, set will generate new employment the “Museum of the Resurrection opportunities, creation of jobs in the of 1821”, the Fetiche Mosque, and enhancement area, its maintenance many others.According to the Law (for local craftsmen and construc- 4049/2012 (OGG No. 35/23.2.2012) tion companies) and exploitation the ownership of the building was for research and management pur- transferred to the Municipality of poses (researchers, administrators, Nafpaktia; it was recently characteri- marketing and communication pro- zed as a scheduled building and its fessionals, gardeners and guardians) possible stated uses include restau- and also tourism management. rant and café facilities, while prohibi- ting further land expansion. Thermal Springs Of Stachti The sustainable development and Known since ancient times, the transformation of this specific asset Thermal Springs of Stachti can heal into an exhibition center, maintai- various diseases, such as arthritis, ning its architectural character, ex- dermatitis and rheumatism. In some ploiting the sun’s energy as it is si- cases, the water from the Springs tuated on the coastal zone and using can also be drunk. carefully thought out landscaping, The Thermal Springs, located in the could contribute to boost the local Loutra Stachtis village, in the Munici- economy through the implementa- pal Department of Pylini (situated at

129 www.cultema.eu/heritage_platform

30km from Nafpaktos city), are sur- of the heritage asset at a local level, rounded by a forest area of 95 acres, develop management tools, set up the natural habitat of many fauna and manage the local conservation and flora species. and valorisation project, and most Its current use includes thermal importantly, work with the local spring facilities, as well as a small ho- population to jointly decide on the tel and restaurant that need recon- sustainable use and enhancement struction. Since the asset is located of the asset, and to find ways to pre- in mountainous Nafpaktia, the only serve the identity of the space consi- transport infrastructure available dering the implantation of new sup- is the paved road from Nafpaktos port facilities in the context of new to Loutra Stachtis. Sustainable en- rural planning projects . hancement and use of the specific Following this perspective, the use heritage asset would include the of available local resources (mate- creation of a modern hydrotherapy rials, know-how and construction centre, equipped with additional management) and their adaptation support facilities, while keeping the to contemporary needs make it pos- characteristics of the landscape. sible to reduce investment and pro- Such use would make the Thermal duction costs . This in turn generates Springs fit for sustained tourism ac- employment opportunities and ad- tivity, bringing significant long-term ditional profit while reducing con- economic benefits to the area and struction costs. its population. As this particular asset is old, the The local authority’s concern, as in quest to protect it should not be all cases, is to establish local deve- perceived as being in contradiction lopment plans for the conservation Plage Building, with the general aspiration toward Psani Beach, Nafpaktos, Greece 130 modernity and the enhancement of thus to benefit the local population, living conditions. Old buildings are while helping to change the some- usually better adapted to the local times negative perception with re- weather and social needs than mo- gards to old structures. dern buildings, but they must also Such heritage assets should demon- be adapted to suit the requirements strate that it is possible to adapt the of contemporary life – a condition vestiges of the past to the needs for their safeguard. and requirements of today and to- To avoid the discrepancy between morrow. Heritage conservation can heritage and modernity, it is essen- and should be a dynamic process tial that several conditions be under- of change and, at the same time, an stood for the sustainable develop- effort to preserve the values upon ment and enhancement of the asset which the local identity is based. under consideration: - the restoration of the traditional Authors profile building and its surroundings, in or- Spyridoula Papathanasiou: der to show that it is possible to mo- Project Coordinator dernize this structure by adapting it Aitoliki Development Agency S.A, Greece to today’s needs; Christina Panagiotidis: - the maintenance of the original Steering Committee Member function of the building, or adapted Aitoliki Development Agency S.A, Greece re-use; - the maintenance or restoration of cultural and economic activities within the city or area. The goal of enhancing this asset is Thermal Springs Of Stachti, Loutra Stachtis village, Nafpaktos, Greece 131 cooperation and effective reduction as a development strategy

Alexander Schmiderer

The revitalization of historic buildings is a topic that is current by the increasing vacancy and decay of the growing population centers and cultural landscapes. Decades of non-involvement with this subject caused the result that the knowledge for efficient renovation is gone or the renovation residue represents a significant hurdle for a new use. In addition, many buildings have lost their original use and so there exists a need for new models. For both economic and cultural reasons models are asked for the use and revitalization, to get our growing locations and to preserve the cultural landscape from decay. The following local development plan describes models, actors and illustrates and explains concrete successful implementation.

Building on the cultural values of the Styrian region - sustainable revi- talisation of rural and urban spaces - giving new meaning and use to old structures We have a cultural heritage that for centuries has been a rich source of vitality for our regional identity. Duty and common responsibility to safeguard this cultural heritage led to the recording of these values 50 years ago in the “Charter of Venice” to pass it onto future generations. Although of timeless validity, contemporary life requires adaptation to reflect a dif- ferentiated handling of the historic substance. Our way of life, cultural and economic has change radically. These changes are reflected in our environment, our towns and rural areas – vibrant centers and regions have turned lifeless and have become mere facades. The “Eisenstrasse” is one region which is identified with an entire age the “Eisenzeit” and was most affected by technological change in the 20th century. This progress resulted in economic and social downturn of the region making structures and skills of inhabitants redundant. Still remaining and valuable are buildings – human habitations, cultural and spiritual monuments – existing and visible in organic architectural structures. This change is the challenge of the present. CULTEMA addresses this challenge in the SEE context. The CULTEMA provides the framework for developing a shared marketing strategy to increase cultural heritage investments. Innovative governance aimed at reducing administrative, social and economic barriers with a view to facilitating economic growth and development. Pilot business models involving local communities and stakeholders are already in place. A productive union of business and culture is practiced by VEEOEB. A Model for this practice is the UK National Trust. The guiding on the left principle of VEEOEB and GEMEINNÜTZIGE ÖSTERREICHISCHE BAUKULTUR Styria Region, Austria 133 PRIVATSTIFTUNG is the conserving through models that allow more of historic monuments and buli- time to enjoy life. dings, industrial plants, parks and That resulted in a more efficient re- gardens. Part of the mandate of VE- sult in economic systems (infrastruc- EOEB is the creation of a knowledge ture costs, mobility costs, housing base and scientific documentation support costs, etc.) of the relevant objects in the Eisen- strasse region. Fostering traditional Providing the necessary framework trade practices and skills, as well as, The restoration or non-restoration, the awareness of the values of tradi- the way the design of the built lan- tion and heritage are an important dscape with the built structures are part of preserving tangible and in- inextricably linked to the conditions tangible cultural heritage. which affect them. These are (no The work 0f VEEOEB and BAUKUL- claim to be complete): TURSTIFTUNG is illustrated in selec- - Spatial planning framework (defini- ted projects, as listed in the Cultu- tion of settlement areas, dedication ral heritage platform of CULTEMA: policy, levels of responsibility); the Radmeisterhaus Schwarzer Hof, - Designing the promotion policy Eisenerz, the Zainhammerl Forge, on new construction, renovation or Eisenerz and the Church St. Jakob, adaption of buildings; Mitterberg. The aim the foundation - Design of the legal framework in VEEOEB and BAUKULTURSTIFTUNG terms of new construction or reno- is to inspire all citizens – town and vation (“Building Code”); country planners - think tanks and - Implementation, application, inter- policy makers - in short- all of us re- pretation and enforcement of the sponsible for making best use of the applicable legal framework conditions. past for a vibrant, prosperous and Like any legal rules also those which enjoyable present. the planning and construction concern are only meaningful in the cor- Local development plan responding effective implementa- The focus in the local development tion and execution. pilot plan is on the following core Especially in the field of spatial plan- themes: ning and sustainable development - Creation of the necessary environ- of rural areas and the built cultural ment through policy and manage- heritage, there are legal bases on dif- ment; ferent hierarchical levels and areas - Awareness through lectures, de- of responsibility. The Alpine Conven- monstration projects, field trips tion is mentioned here as an exam- to pattern reconstructions and in ple of a European framework in the regions with functioning develop- form of an international treaty. ment strategies; The Alpine Convention is divided - Special focus on the young gene- into so called “Implementing Proto- ration to bring them back into the cols“, which are related to different villages. subject areas. The emphasis is placed on the re- - Spatial planning and sustainable duction: development; Zainhammerl, Reduce, ease of building refurbi- - Conservation of nature and count- Eisenerz, Styria, Austria shments, and lower costs of living ryside; 134 - Mountain farming; to increased preoccupation with this - Mountain forests; subject; - Tourism; - The theme of the Alpine Convention - Energy; and § 43 is furthermore part of public - Soil conservation; relations in the course of lectures by - Transport; the Styrian public education work in In addition, two additional Protocols cooperation with Cultema (see also have been adopted, respectively on the following point); Solution of litigations and on the Adherence of the Principality of Mo- Measures for awareness raising, pu- naco to the Alpine Convention. blic relations, sensitization The implementing Protocols would Refurbishment of old buildings are have to be implemented by the na- closely connected with cultural edu- tional states into national and regio- cation, the employment with the own nal laws, but for example in the case identity and often emotionally char- of spatial planning that was perfor- ged. This is a recent trend to build new med woefully inadequate in Austria “ready-made” buildings - according to to date. Another example is the St- individual desire. A paradox, which yrian building law, which calls for the can be explained only by the coherent inclusion of buildings in the streets, mixture of individual, hedonistic desi- towns and countryside in §43. The res in a confirmed consumer society. jurisdiction is currently the mayor The additional factor of the business, of the respective municipality. Ex- which is gained by building material perience shows that the observance manufacturers, construction compa- of §43 is often executed insufficient, nies and up to furniture stores and because compared to different tech- enables corresponding marketing, nical parameters, the interpretation cannot be sufficiently demonstrated. of a fulfillment or non-fulfillment On the other hand, there are growing could be different or subjectively places that cultural landscapes built biased. This example keeps in mind up over tens of generations. Howe- that, as in other spheres of law, a cer- ver, these social values, cultural go- tain common practice and the acting ods have no lobby, they belong to all (or not acting) people ultimately are and yet no one. This is also precisely responsible for the practical politics. the problem which has been investi- To take account of these factors, the gated extensively in the LDPP as part following steps as part of the LDPP of awareness raising, public relations were performed within Cultema: and showcases. - Clearance of the possibilities for The regional development plan is in implementation of specific points this area in a cooperation and synergy of the implementing protocols of with the Land of Styria. These include the Alpine Convention in the Styrian the lectures in the course of the se- provincial legislation. Talks with the ries “townscape – figure or destroy.” leaders in the field of spatial plan- This series is performed by the Styrian ning and construction of the Land “Volksbildungswerk” since 2012. Government of Styria brought some As mentioned above, the revitaliza- concretions in terms of implemen- tion and use of the built environment tation in Alpine Convention guide- has not an economically significant lines ,as well as, a general impetus lobby (which is grotesquely lead back 135 on its efficiency). This is where the “mentality”. To awake that spirit is public sector applies in the form of the duty, the categorical imperative the land Styria and Cultema. The of “experts” and “planners”. As part transported themes in the course of of the townscape lectures, special LDPP focus on the following: emphasis is therefore placed to this - Raising awareness on the concepts; area. Politically, the first signs are - Demonstrating the processes of already visible in the province of St- change; yria, such as the purchase of funding - Impact on the economy and every for historic buildings by municipa- individual; lities. But other subsidies, such as - Resource consumption and effi- subsidized housing, still go exactly ciency; in the opposite direction. Old hou- - Embodied energy of material; ses have to look attractive for young - Infrastructure costs; families - that is the creed. - Consequences of the continuation of the present action in relation to Sustainable scenarios and models the consumption of resources (ener- In the course of Cultema the VEEOEB gy, materials, soils, lifetime); investigates different scenarios and - Identification of alternative con- one is examined in more detail with cepts and particularly noteworthy: regard to concrete, economic re-use The value of old buildings with their opportunities. In the pilot regions traditional designs and construction Murau and the region Eisenstraße methods. following strengths and weaknesses of the regions, as well as, the oppor- Special focus on the younger gene- tunities and threats are typical. ration – to bring them back to the - In the region Eisenstraße there villages is still the mining of iron with the Only buildings which are used have scientific and tourist escort services. a future in the longer term. Therefo- The combination of these resources re, in the local development concept with the historical building stock a key point is the study of the revival ensue uses in the fields of tourism, of historical centers and their buil- lodging and seminar and training dings. Currently the model of the re- centers. One of the key projects in novation of old buildings, especially this regard is the so-called “Zentrum in town centers, is used only by a mi- am Berg” (“center on the Mountain”), nority of young applicants for a buil- which uses the underground mining ding permit and families compared voids for training purposes in the mi- to the option of a new construction ning and security. For the necessary in the single-family settlement. If the facilities also the asset “Schwarzer model of the growing place should Hof” was envisaged and a diploma continue and exist in the future, the thesis was estimated. Politically, ho- younger generation must be brou- wever, another building complex ght to the centers. A look to countri- was preferred; es such as Italy or France, where in - Model of the use of historic buil- many villages and towns the life is dings as a holiday and/or second flourishing in the cores, shows, that home in combination with self- this is an emotional topic, a basic performance during the revitali- adjustment on life and the so-called zation. Furthermore an analysis of 136 a foundation model, which makes Non profit Model the buildings available for potential In the nonprofit model, the buildings long-term tenants for the building are in the ownership of a charitable renovation. institution. This could be establi- The use of historic buildings for tou- shed in the form of an association, a rist and semi tourist use (second foundation or another entity. In or- homes and shared residences) is at der to preserve the continuity which first sight in many cases a model of is necessary for the long-term ow- charm, because the buildings are of- nership and rehabilitation of histo- ten in attractive locations, whether ric buildings, the statutes must be in an old town, next to a stream or equipped in such a way, that reliable in the form of a farm in this scenic basic structures are maintained for a location. The people, who are intere- long time. sted in such holiday homes or apart- A prominent example of a succes- ments, are usually above average sful organization of this kind is the wealthy or culture affine and historic National Trust of England, which is buildings often have variable spa- already more than 100 years old. The cious floor plans, which are specially National Trust was founded in 1895 estimated on holiday. with the aim to preserve buildings With all the above advantages, the and landscapes of historic interest. obstacles which are opposed to the- They wanted to protect buildings se models must not be forgotten, and land by the private ownership that the buildings are often too lar- of any destruction or development ge for one prospective and also the by the state. More than 100 years af- refurbishment is, due to the size, not ter its founding, more than 350 man- financially viable for one party alo- sions, parks, castles, nature reserves ne. The temporary use of a large bu- and historic pubs and over 1000 kilo- ilding or part time inhabited smaller meters of coastline and 2500 Km2 of objects brings a certain amount of forest and land belong to property maintenance and function with it of the National Trust. The buildings and the revitalization of the objects and land are often derived from the is for the prospective logistic reasons estate. The previous owners wanted often difficult to supervise, therefo- to ensure that the property or nature, often not feasible as desired and ral areas will be carefully preserved. connected with additional costs due In the statutes of the association is to increased amount of skilled crafts- also stipulated that the buildings, men and logistics costs. The acqui- real estate and land must not be sition of and access to historic pro- sold. The money for the renovation perties often occurs in the regional, and preservation of the property of not publicly visible range in a certain the Foundation comes from mem- „scene”. Newcomers often have no bership fees including the 3,7 mil- knowledge of the potential interest lion members, donations or from the and purchasable real estate objects. ongoing operation of the building, Different ownership and financing which are operated as pubs, souve- models are conceivable for the abo- nir shops and cottages. A lot of the ve model, which are considered criti- work is done by the over 60000 vo- cal in the following sequence. lunteers. The National Trust is the largest organization in Europe for cul- 137 tural and nature conservation, the are adopted by the association and President of the Association is Prince then carefully renovated and rented Charles. The enormous growth of as holiday accommodations. This the National Trust and its anchoring idea comes from the Foundation in the population are a continuou- “Holiday in Monument” which was sly developed specific feature of founded in 2005. The objects of the England with its cultural and politi- association are distributed over the cal landscape. Therefore, the model entire Switzerland and currently is not 1:1 implementable to other there are 18 completed apartments countries or regions implementa- and more are being renovated. In ble. Recently, however, there are two order to finance the re-building of similar models that demonstrate the objects, which are the property the possibilities and limitations of a of the Foundation, the responsible new-funding of such an institution: are dependent on donations. After The German Foundation for Monu- renovation, the building can partly ment Protection is a private, non- pay for itself by the income from the profit foundation with over 200000 rental. supporters. The Foundation was The Gemeinnützige Österreichische founded in 1985 and is headed in Baukultur Privatstiftung is the Au- the number of the current Presi- strian equivalent of the National dent. Since 1985 the Foundation Trust. The primary objective of this has supported more than 4300 re- trust is the conservation of cultural storations and used more than 500 assets, historic buildings, industrial million Euros for it. The Foundation monuments and fermentation, fur- is represented by curators and cler- ther research and scientific docu- gy. In contrast to the National Trust, mentation of the acquired objects, the buildings are not owned by the the promotion of old craft techni- Foundation, but the foundation pro- ques and awareness in the popu- motes the revitalization of private lation. This foundation was establi- properties and operates public re- shed in 2000 and as the deed of fixed lations. The Foundation has grown hold the purpose of the Foundation into the largest German Heritage is the conservation and manage- Conservation citizens’ initiative and ment of historically important mo- it helps especially where public fun- numents in the sense of favoring the ds are not sufficiently available. The nonprofit community: the care of work of the German Foundation for our architectural heritage. protection of monuments is therefo- The foundation is designed as a na- re built on two pillars: tional organization, located in the - The advancement of the preserva- territory of the Republic of Austria. tion and reconstruction of cultural Based on the financial support of monuments through project funding; interested sponsors and the use of - The awareness raising of the need for volunteers, the focus is on the con- conservation through public relations; servation and care of those cultural The Foundation “Holiday in Monu- monuments dedicated to get off ment”, also known as “Magnificasa by adverse circumstances or threa- - Vacation in a Historical Building” tened destruction. These buildings connects the monument with the are adopted by the Foundation and tourism. Historically valuable objects the responsible makes them open

138 to the public. Thus, the foundation their freedom of action. The factor does not compete with the impor- „property”, which is used for entre- tant cultural assets that are owned preneurially minded people as dri- by the church, the state, the count- ve to form the property, is omitted ry or are in the ownership of many in such models. For this reason, of dedicated individuals which are kept course, also the model of self-power and perfectly preserved, but sees it- lacks, which can be compensated by self as the guardian of those cultural volunteers and volunteers in part. monuments, which would inevitably threatened by decay without the ac- Private-sector model quisition by such an institution, be- The first step of the private sector ac- cause the original owner - for wha- cess is an historic property owned by tever reason - are no longer able to a natural or legal person seeking an guarantee permanent preservation economic objective with the mana- and care. gement of the object. Furthermore The Foundation is funded by con- also the use as a residential property tributions from the members of the falls within this range. The motiva- association, through donations from tion of designing and developing individuals, companies and through of one’s own is a basic principle of a project-based funding of public pla- functioning market economy and a ces. The funds will be used exclusi- high efficiency in the renovation is vely for research and restoration of possible if the appropriate expertise their properties. The goal is to save and entrepreneurial thinking is pre- this building and repair through sent. However, a high capital outlay gentle use without major changes to for the acquisition of a property is the substance, otherwise these buil- often necessary and some funding dings are gone forever, and thus the are not gain able for private owners. culture of past centuries. Without broad knowledge and good As it has already been described in advice an efficient revitalization is part, nonprofit organizations offer inefficient or impossible. advantages and disadvantages. In a favorable combination of factors The weight of an organization like very successful models are possible. the National Trust provides access A very good example is “Holidays in to political and economic circles, Monuments” or the initiative of Mar- as they are very difficult otherwise. tin Macharik in Slovakia, which is With a certain size (such as the Na- very successful with its private-sectional Trust), such an institution is tor model in Schemnitz. Martin Ma- an inherent part of politics, culture charik operates a kind of “real estate and self-image of the country. Many assistance”. This process has begun funding or grants are only targetable with the setting of a good example with the non-profit status but - lar by him. He has bought and revitali- ge appliances, such as the National zed a semi derelict building, which Trust, run the risk of inefficiency and he operates as a hotel today. Out of increasing bureaucracy and the po- this good example a large circle of tential advantage of acquisition. The people has become aware of what interwoven with politics and society he does. So nowadays he searches can also cause that the organization buildings for private investors in the is being exploited or restricted in city and renovate them with a given

139 budget. The target groups for this to be dying. are wealthy people from Slovakia, Since the appointment of a World who wish to have their second or Heritage Site, there was an exem- weekend residence in Schemnitz. plary regional development in the Banská Štiavnica (German: Schem- very remote town Schemnitz. The nitz, Hungarian: Selmecbánya ) is level and quality of the performed the oldest mining town in Slovakia. and revitalization project and the In 1993 the town was included in the usage models of historical buildings World Heritage List of UNESCO. The are exemplary. One of the most am- city is historically associated with the bitious project developers is Martin region Eisenstraße and the Universi- Macharik, which has already been ty of Leoben. 1735 a mining school implemented with great personal was founded in Schemnitz, which is commitment of much successful re- considered to be the oldest technical vitalization. university in the world. Around the In the 80’s Schemnitz was a city in a middle of the 19th Century Schem- devastating poor condition. Most of nitz, Pribram and Leoben were the the buildings were dilapidated and three major mining academies in Schemnitz looked like a ruined city. Austria-Hungary. The way to a lost city was not far, The character of the city was formed but then stitches were removed so- by the mining industry and his we- mewhere in the background, which alth in the 18th Century. The decrea- made it possible to rebuild the city. se in the economic efficiency of the Nobody knows exactly the mecha- mining industry in the 19th Century nisms and funding which were re- caused a stagnation of the develop- sponsible for this processing, but so ment of the city and then Schemnitz the foundation was laid for the fur- slowly fall apart. ther development of the city and its The historic development of the present condition. From a report of town Schemnitz is comparable in the UNESCO World Heritage you can many areas with the region Eisen- read that the renovation strategy straße and the city of Eisenerz. The starts in 1978 with the support of zenith during the late Gothic and the government. But it took 10 years Renaissance, as well as the close cul- to build an integrated system out of tural and economic ties have led to this strategy for a safeguarding and a very similar development in many revitalization of Schemnitz. locations in Central and Eastern The basis of the strategy were five Europe which were dominated by pillars: mining. In the case of the city of Ei- 1 The backup and restoration of mo- senerz and Schemnitz this trend is numents and the increase the histo- particularly clear understandable. rical importance of the city at an in- In the middle of the 18th century, ternational level. Schemnitz was the second largest To enable the enormous financial town in Slovakia, but on account of cost of the renovation of the dilapi- the crisis situation in the 1970s the dated parts of the city, a request was buildings get decrepit and many pe- made to the inclusion in the World ople left the town. So in the end of Heritage Site of the UNESCO. This the 20th century the population fell application was successful and so less than 7000 and the city appeared they could found different funding 140 possibilities by the international per- has been trying to raise awareness ception of the outstanding quality of of the local people for the respect of city. From 1993 to 2008, more than the town and its history. 80 dilapidated properties have been Nowadays you can find a city that is renovated and put to a new use; largely revitalized and reconstruc- 2 The construction and restoration ted. Few buildings are still in a very of an infrastructure that enables the bad condition, but these are preser- permanent occupancy; ved and will be restored in the futu- This task was very challenging be- re. There are almost no gaps through cause the city was not built for the demolitions and thus results in a co- automobile transportation. Even herent and uniform townscape. the drinking water supply or sewer But you can still note a striking va- system was not effective. But these cancy in the old town similar to problems could be solved since the Eisenerz. This problem also exists intake in the World Heritage Site. in connection with the New Town Now Schemnitz has an infrastructu- which is on the outskirts and draws re that makes the life in the city very the inhabitants. Attractive proper- livable; ties in the old town could move the 3 Improvement of social infrastruc- inhabitants back into the city cen- ture ter. But because with the prevailing There were established retail and prejudices against the quality of li- service utilities and other elements ving in old buildings (windows, he- of the social infrastructure in the vi- ating,...) and the lack of knowledge cinity of the old town because the about good quality housing, espe- size and character of the old houses cially among young people and the are not suitable for all purposes; relatively good condition of the bu- 4 Improvement of the economic si- ildings in the new town, there exists tuation and the administrative sta- no subjectively important reason to tus of the city Schemnitz at national move back into the old town. This level problem we can also recognize in The improvement of the econo- Eisenerz and in the region of Murau. mic situation has worked very well. So the initiators of the city revitaliza- Schemnitz has an unemployment tion set the focus to a different tar- rate, which is lower than the average get group. They want high-income in Slovakia. They created jobs, which persons or families attracted to en- are related to the revitalization, the joy a second home or weekend resi- education and also to the tradition dence in Schemnitz. In this concept of the city; the World Heritage Site is a great ad- 5 The return to traditions and intel- vantage. Perhaps they manage the- lectuals revitalization. reby also a process that promotes The intellectual revitalization had the good living in the old town. the goal to make the life in the city In discussions with local initiatives attractive for young people. Rather a great will and commitment is pal- quickly two primary schools, three pable. The first very small initiatives high schools and a university affilia- have spread. They are no more indi- tion for the study of sustainable de- vidual projects, but a large group of velopment were established. To re- flagship projects that attract more turn to the tradition the government and more investors. 141 A big advantage is that the craftsmen find only little real historical appe- require a rather low hourly wage and arance surfaces in the old town of thus the focus can be placed on the Schemnitz. The knowledge of tradi- important human work in the reno- tional materials and traditional craft vation. Through this structure, the skills are no longer present in the ex- total cost of the projects can be kept tent to which you would expect it in relatively low, and there is also a ma- a city with such prehistory. terial cost saving potential. In summary, you can say that the Compared to the areas in Austria, city of Schemnitz has grown from a there is a very different approach to ghost town in the 80’s to a city with the revitalization of historic objects. an intact historic townscape. This The discussions do not decide historic quality that we cannot find between renovation and demoli- very often nowadays and being nation, they only discuss about the med as World Heritage site, attracts way of revitalization. An outline of people and gives the city a priceless the building is very rarely an issue. value. The initiators prevented by their Another example is the initiative commitment and political contacts “Holidays in Monuments” and one of many questionable projects. A very its objects as a practice example. The good approach is that each object is Guesthouse Bruggerhaus is an old revitalized only after finding a suita- rural building which has different ble use. The concept of use is indivi- functions in his history on the sou- dually adapted to the object and to thern side of the styrian Sölkpass. the investor’s needs. The core part of the building was The structure of the projects is that built around 1500; enlargment and investors contact the appropriate changes were done in renaissance initiators to give them the task of fin- and baroque times. A complete re- ding a suitable property to renovate vitalisation was done between 2010 and this with an agreed budget. This and 2013. The building with more target group was selected specifical- than 300m² was developed to a very ly by the investors. They are conside- authentic and comfortable gues- ring, who can afford to pay for the re- thouse with two flates by the - ow novations and how the structure of ners in a private-sector model with renovation must be, that it is appea- big success. A former storage cellar ling to the target audience. This, ho- has been converted into a wellness wever, is also dependent on the de- area with sauna and an additional sires of investors and the economic appartement in the old wheat sto- power of the second home owners. rage will be opened. This usage is A missing link in these projects is fitting quite well for such a heritage the involvement of the locals and building and it shows a good exam- the inclusion of own performan- ple of a perfect regional develop- ce. The renovations are completely ment and investment project which outsourced. Another need for im- is also confirmed by the very good provement in this exemplary project booking rate and the feedback from lies in the details. There are used guests. During the renovation, only some mismatching overall systems natural materials were used, which is in terms of the materials (for exam- an important success factor. The flo- ple dispersion paints) and you can ors are old wood floors or larch, even 142 the new windows and doors were Monuments” there is an extension made by regional handicrafts from of the brand and an application at a larch. Plaster and wall color were specific audience. selected according to ecological cri- Concept and financing teria. The house is centrally heated The heart of the concept is the use with pellets. There is a wall heater of what exists. This refers on the one and slightly tempered bottoms for a hand on the use of the region itself perfect living atmosphere. and the existing regional resources in The concept of the best practice mo- the concept (leisure, infrastructure, del “Guesthouse Bruggerhaus” has etc.) which brings the concept of the diverse, complex with each other necessary authenticity and protects operating success factors. against installed patch and inappropriate structures. On the other hand, Infrastructure: it comes to the use of regional buil- The given site infrastructure is con- ding materials and also the existing ducive to a corresponding concept financial opportunities without - lar of tourism. The village has a restau- ge debt financing and also to the use rant; shops are each in the neighbo- of the existing network. Last but not ring towns. Due to the rural position, least, it covers the use of the given there are varied opportunities for lei- building structure. The floor plan of sure activities in winter and summer, a given central corridor house brings which are also applied specifically a lot of opportunities. The large ro- on the homepage of the object. oms allow for a flexible utilization while providing an enormous living. Location: The installation of partitions or smal- The location of the house is in the ler rooms would destroy this sense countryside, but in the center of the of living. The modification and inter- village. This town is notable for its in- vention of the take his effectiveness tact village center and the authentic flexible and the cost would arise wi- built environment. At the same time thout bringing a benefit. you can enjoy the peace and nature The heating system in a historic bu- to the fullest. Preserving the rural ilding is an extremely important fac- character, however, is threatened by tor. This is achieved with the combi- a variety of bad planning and a weak nation of tempered walls and partly political leadership. Therefore, it is temperate soils including stoves for important never to leave this factor a very good feel-good atmosphere. out of sight and to invest in its pre- In objects that are used for tourists, servation. a low-maintenance automatic heating (for example a chip heating in Marketing: combination with the use of solar The house is being advertised in energy) in conjunction with heated various internet portals and also tiled handed down a good solution. marketed via booking platforms. So that the guests get the desired Here, however, always make sure luxury of not having to heat up to that there is a direct customer care the opportunity for heating “old- by the owners and the personal fashioned” and “quaint” at the same conversation never comes up short. time. In all heating concepts, it is Through the initiative “Holidays in fundamentally important to rely on 143 the use of radiant heat. form of a north-south barrel-vault in During the renovation and adapta- the western part of the building. The tion of the building the simplicity building is preserved in its baroque- and reduction is always focused. It is scale building structure substantial- about the reduction in the total con- ly and offers a number of relevant cept - a sort of “healthy shrinking“. components. The inherent power is in the fore- Belonging to the building is an open ground and through your own dili- space facing south with access to the gence and one’s own physical work forge room and a secondary opening things can be created that would be into the parlor on the ground floor. otherwise not affordable. Therefore, In the north of the building inclu- it is also about a reduction of the des a generous garden with approx. necessary financial resources and an 300sqm floor area, from there is the avoidance of debt financing. main entrance to the forge room. In summary the recipe for success The two-story building was last used focuses the conscious and even un- as a multipartihouse in the final pha- conscious well-being of residents se of the Eisenerzer mining boom in historic buildings. It focuses the (70’s). Four apartments were instal- enjoyment of nature and space and led in the building where the origi- the possibilities and also limits of the nally spacious rooms were divided available structures. into many small, unfavorable floor plans. After the turn of the millen- The combined model nium, the house was empty and was An interesting variant is the combi- released for demolition - despite (or nation of a non-profit owner with a because of) the development plan beneficial owner who can turn their during the project “Redesign Eise- ideas and concepts in the context nerz”. The special cultural and histo- of appropriate use. Such a model rical significance and architectural has been studied in the context of quality were not considered. In the the business model, which is re- meantime, the building has been presented subsequent. Through classified as a monument by the Fe- the Foundation property, the ad- deral Monuments Office and the bu- vantages mentioned above come ilding is a historical monument sin- in useful and the beneficial owner ce 2012. In the course of a diploma economizes the cost of acquisition thesis at the Technical University of and is integrated in the competen- Graz usage models for the building ce network of the Foundation. There were investigated and a correspon- are also those advantages of private ding concept were selected with an property, as above mentioned. appropriate planning. The concept The planed usage model for the includes a use for the entire building object Zainhammerl in Eisenerz structure, the interventions in the is a good example for this combi- existing building stock was kept mi- ned revitalization model. The forge nimal, which was possible also due building “Zainhammerl” is owned to the well-conceived historic buil- Austrian private foundation for bu- ding structure. ilding culture and is a classic, baro- The core of the concept is the use of

Living atmosphere in the Guesthouse Bruggerhaus que center hall house with a built-in the revitalized forged room which Eisenerz, Styria, Austria forge room, which was built in the is recruited with forging hammer 144 from the defunct Hackenschmiede make sense to think in large, public in Mitterlobming/Knittelfeld. One projects or plan. Another factor is of the smith’s hearts we put in or- the increasingly close policy regar- der so that the professional work of ding technical building codes, which a blacksmith’s art is possible. At the concern most developers in larger same time the forge room is desig- projects, developers and public fun- ned so that a regular visit operation ded projects by country or federal is feasible. In the living rooms of the concern (e.g. housing subsidies). building, two areas are integrated – The development plan is on the re- a private area for people who want sources that are present in almost to deal with the issue of forging and all human beings and must be awa- metal processing for a limited time kened only in the correct way. The and a public visitor area, which in- work by hand on the building are cludes the entrance area with toilets, original needs and abilities of the pe- a storeroom and the interactive for- ople from whom they are estranged ge room. more and more in the industrialized The revitalization is carried out with working society. With all the benefits financial support of the revitalization of technical and scientific progress, funds, the Federal Monuments Offi- the time to self-determined life is ce as well as donations. Furthermo- not more than before. The overall re volunteer forces and adolescents efficiency of the system decreases are used from programs for unem- continuously. Most clearly is the si- ployed. This in combination with a tuation in a family that once could highly efficient, reduced to the mi- live well with one earner and much nimum of necessary revitalization less state subsidies (child benefits, allows very low construction costs. subsidized housing, supported child In the business model, the concept care, day school, etc.). was modified in detail. To get back to the area of construc- Another example could be a concept tion - a few years ago the rural buil- for new uses for vacant buildings in ding allowed a good living with own the historic center of Eisenerz. performance, neighborhood coope- The theme of the new uses for va- ration, etc., and was also economi- cant buildings in Eisenerz was pro- cally justifiable. High subsidies and cessed in detail by experts of various cheap loans currently are pushing disciplines over more than two de- this model back - but that ultimately cades. An essential new knowledge drives the citizens into slavery and seems difficult. Ultimately, projects dependence. This is the reactionary with greater use of capital, such as approach, which permits comforta- “Redesign Eisenerz” brought in top- ble living in the old building at af- down approach some selective revi- fordable prices to those citizens who talization, but they are tending away are willing to pay and have a certain from the citizens and their needs effort. and possibilities. The local development concept is Therefore, in the LDPP a consistent divided into specific steps. The first bottom-up approach was chosen. step is an evaluation of vacancies in In times of scarce public funds, fal- Eisenerz and a selection of buildings The Guesthouse Bruggerhaus after the ling real incomes and rising unem- those are suitable for the intended renovation of the facades, ployment rates, it does not seem to use. Primarily a residential use or a Eisenerz, Styria, Austria 145 combined residential and working be a healthy shrinkage of the city use is aimed. Then there follows promoted at the center. a selection of a pilot building and Old buildings are well usable due clarification of the cost structure to the materiality, robust and servi- (purchase price, ongoing operatio- ceable structures and well- to-learn nal costs, estimation of the costs of techniques for self-renovation per- remediation). To secure an option to formance. Another very important purchase the building by a nonprofit point is the high emotional value support (foundation, association, le- of historic buildings. When people gal person/company with charitable with appropriate access and love to purpose) is the next step, followed work on the own home enter in the by the application of the concept on concept, excellent overall results are real estate platforms and the muni- expected. cipality of Eisenerz. Another impor- The model is also conceivable to tant point is the clarification of the commercial use, and possibly with a funding opportunities of redeve- reduced self-performance for a holi- lopment by the usual housing sub- day apartment use. sidies, revitalization fund or possibly Combined living and working in the the Federal Monuments Office. forge Zainhammerl in Eisenerz. After this first steps, the discussions The forge was acquired by the Au- with potential users can start to cla- strian private foundation for buil- rify the points like the craftsmanship ding culture for a recognition contri- of users, the extent of the willingness bution of € 5000. to make personal contributions, the The main costs are therefore given willingness to longer-term commit- in the renovation. The starting value ment to the property and a possible for the remediation costs, the costs purchase option. according to DIN276 were taken. Ba- The next step is the detailed plan- sed on that a calculation of the cost ning, including the above parame- of materials according to the own ters and the contract establishment experiences at the current market with an exact definition of the self- price and the use of simple, old bu- performance, cost of materials, the ilding suitable, repairable systems duty for the building attendance and follows. In a further step the possibi- the penalties for breach of contract lities of self-performance were elici- or non-performance of the services ted in the individual items or estima- as well as the determination of the ted and variations are calculated. In utility bill, the tenancy free time and the last step advice and attendance- the possible purchase conditions. costs of remediation and the mana- The objectives of this concept are gement costs were included or bud- the followings: The buildings in the geted as well. centers experience another use, the The costs for the renovation inclu- new building in the periphery is re- ded forge room according to DIN duced and the population is more 276 could be bring down about 35 brought back to the center. This to 40% by the model with own per- eventually leads to lower infrastruc- formance. ture costs, compression on the cen- The key partners of this model is the tral space with a general revival of Austrian Private Foundation for bu- the center. In the long term it would ilding culture as owner, VEEOEB as 146 Revitalisierung des musealen Objektes Schmiede „Zainhammerl“ Legende:

Abriss Neubau verstärkt erhaltenswert

Beschreibung:

Das Objekt „Zainhammerl“, Krumpentalerstraße 13, Eisenerz ist ein seit den 1980er-Jahren leerstehendes Gebäude aus dem Barock, das ursprünglich als Wohnhaus mit angebauter Dachraum

Gang Dachraum Technik, Heizung Die Schmiede war bis etwa zur Zeit des Zweiten Weltkrieges in Betrieb, das restliche Haus wurde nach dem Krieg in mehrere Wohnungen unterteilt. GRUNDRISS DACHGESCHOSS 1:100 ANSICHT SÜD 1:100 Baulich wurden einige nicht tragende Zwischenwände eingezogen und die Kamine der zwei Essen teilweise abgerissen. Ansonsten ist das Gebäude ohne grobe bauliche Eingriﬀe erhalten. In der Schmiede sind neben einem Blasebalg auch dessen Transmission und beinahe alle mechanischen Teile erhalten, im Gebäude sind Bad WC Dachraum ebenfalls teilweise noch original erhaltene Böden, Fester, Türen und Gebälk zu ﬁnden (siehe Bilder). DACHRAUM Gang

Arbeits-/Projektraum KURATORENWOHNUNG (privat) Küche PROJEKTBEREICH Nutzung: (halböffentlich)

Das Ziel ist eine Nutzung als museales Objekt, das idealerweise auch über eine Schauschmiede sowie eine Wohnmöglichkeit verfügen soll. Für die Schmiede werden zwei Schlafen Wohnen, Essen historische, Schmiedehämmer Gang BESUCHERBEREICH mit SCHAUSCHMIEDE aus einer Schmiede in Kleinlobming in das Objekt verlegt. GRUNDRISS OBERGESCHOSS 1:100 ORGANIGRAMM

Museum: Kaminzusammenführung Tramdecke Eisentürflügel Barockfenster Türe Türe Das Museum soll die Geschichte von Eisenerz im Allgemeinen und die Bedeutung der Eisenverarbeitung im Besonderen zeigen. Dazu gibt es an festgelegten Tagen einen Schauschmiedebetrieb, für den ein Arbeitsplatz mit Esse und Hammer wird. Der zweite Hammer bildet das Zentrum einer Schmiede", wo mit Sensorgriﬀen und Bildschirm vom Besucher virtuelle Werkstücke geschmiedet werden können. Der Tisch der zweiten Esse wird und dahinter die Wand zum Kellergewölberaum durchbrochen, was es erlaubt, durch die als glühend inszenierte Esse zu gehen. Die geneigten Rampen erlauben einen barrierefreien Rundgang, machen das Volumen des Gebäudes erlebbar und bilden einen ovalen Weg, RAMPE 6,5% der auch als ein im Zusammenspiel der Interaktive aktiver Hammer stiller Hammer Stationen historisch interessanten Gebäude von Eisenerz -1,61 RAMPE 8% gesehen werden kann.

Bereich Schauschmiede

Kohle Wohnen: Esse Da Eisenerz ein sehr großes Angebot an leer Begehbare Esse, Durchgang Kellergewölbe stehendem allgemeinem Wohnraum hat, wird hier RAMPE 6,5% in der Schmiede eine Wohnung speziell für

WC Backoffice Personen eingerichtet, die sich für eine gewisse Zeit fachlich oder künstlerisch mit einem Eisenerz- oder

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0,00 kann bei Bedarf auch für Besucher der Schmiede Eingangsbereich zugänglich gemacht werden ohne die Privatsphäre GRUNDRISS ERDEGESCHOSS 1:100 der Wohnung zu berühren. Küche und WC können dabei auch für die Gäste mitgenutzt werden.

LUFTBILD EISENERZ 1:10.000 thesis abstract: Development object Forge Zainhammerl, Eisenerz, Styria, Austria 147

Diplomarbeit im Rahmen des CULTEMA-Projektes Paul Randig a supporting association, technical development plan is drawn up. In support for the remediation, the FA parallel, the model is coordinated 15 from the government of Styria with the involved institutions and and the Federal Monuments Office the procurement of the necessary (promotion, professional accompa- public funds will be secured. Collate- niment, the Municipality of Eisenerz ral the further consultation with the for a user mediation, promotion and social supports for non-profit volun- licensing as well as social promoters teer work will be coordinated. for community services. If the resources are appropriate, now Fundamental considerations for a re- the start of the base redevelopment use of the forge were made before is already possible. Following the the acquisition of the object by the project is advertised, with the aim to Foundation. But the preservation of find a specific user for the initial pha- the building was basically the center se of the main use. The profile of the due to existing plans for demolition. user is to select and apply in accor- First construction analysis, especially dance with the local development in regard to historical forges were plan. Subsequently, the main phase already carried out in 2011, also a of the restoration can be made. first recording of historically valuable The application of the forge, the pro- building parts. ducts and the use of options is in- A detailed planning for use a model cluded in the regional development according to the local development plans. For the applications and their plan was carried out by a diploma products an own website will be of- thesis on the Graz University of Tech- fered. As another option, the possi- nology as part of the project Culte- bility of a branch of the association ma. The plan shows the possibility of VEEOEB is discussed, which makes combining a public, interactive mu- the possibility of membership for seum area with a semi-public area the Zainhammerl, which forms a cer- and forge and the private premises tain package of services in exchange of the forge user. In the planning for the membership fee. also an entire urban analysis of iron As key resources for this concept we ore is involved. can mark the characteristics of the After determining the fundamental building and its qualities, which have and remediation goal, the funda- already been discussed above. Parti- mental reconstruction starts with cularly noteworthy is the abundance the removal of the components of preserved components in relation from the 20th Century including to the relatively small building. Also the structural-physical false floor the knowledge of the VEEOEB and its construction and plastering, the re- partners, having background base establishment of the smith’s hearth with focus on engineering know- and the construction of the smith- how with all relevant areas such as hammers from the Mitterlobming. historic preservation, artisanal che- This first package could be funded mical disciplines, building (heating, by the foundation from its own and exsiccation, etc.), a political net- also public supported. work, the access to public funds, the Based on the building structure, a knowledge to successfully use mo- calculation of costs in accordance dels, especially in the tourism sector with the model from the regional with extensive experience and a Mi- 148 ning History knowledge, on the one needs no “marketing”. The quality hand with respect to the contexts of and the concept should tell its own the region (in a large scale), on the tale and act as a logical, congruent other hand, in relation to the refur- model. Owners and renovators of bishment and re-commissioning of historic buildings, which follow the the Zainhammerl including the tran- same approach, have a well above- sferred hammers. average sense of “right” solutions The utilization concept offers the be- and what is called “common sense”. neficial owner a unique combination The preoccupation leads further to of favourable conditions to get in an a community of artisans, designers existing, highly competent network and funders, which form a friendly and to use and shape a convenient network of like-minded people. living and working opportunity. The Author profile visitors and tourists can learn from Alexander Schmiderer, Montanist, self em- this model and thus generate new ployed in the old building revitalization ideas in their own sphere. The region and in the area of ecological building ma- and the residents of Eisenerz see terials; Technical implementation in the a model of re-use and so they can EU project CULTEMA for the VEEOEB, lec- generate activities in their environ- turer on the subjects of building culture, ment. The exemplary pilot projects, landscape, townscape and refurbishment. which are emerging as flagship projects in the first phase of the implementation of the development plan already are by itself a support of a “marketing” – better described as an attractiveness of a region, which 149 cultural heritage for local development and investments in south east europe

Vanya Tsakinska

Vidin is situated in the north-western part of Bulgaria. To the north its limits meet the banks of the Danube and coincide with the state border between Bulgaria and Romania, while to the west they coincide with the national border with Serbia. The district encompasses the Vidin lowlands from the Danube’s curve and stretches to the northern slopes of the Western Balkan Mountain. Its location is of major importance for the region’s economical growth. The international route E-79 connecting the Baltic and the Mediterranean pas- ses through the region. The river port of Vidin is the second biggest after Rousse and is a very important transport junction. It is located approximately 200 km north of Sofia, 43 km from the Serbian border and approximately 100 km north of Montana. The entire province includes a total of 11 municipalities – Vidin, Belogradchik, Kula, Boynitsa, Bregovo, Chuprene, Dimovo, Gramada, Makresh, Novo selo and Ruzhintsi. Vidin is the largest town in the province and is also the administrative centre. In the past, the medieval fortresses “Baba Vida” and “Kaleto” near Vidin were used for defense because of their key strategic location. They are still well preserved and now converted into open museums for tourists from all across the country and abroad. Regional Agribusiness Centre Vidin /RABC/ is an organization with ideal purposes for implementation of activities in public service, registered on 20 October 2000 at the Vidin Regional Court; re-registered in public service on 29 December2001. The RABC-Vidin is the first non-governmental organization in the Vidin region, dealing with the establishment and institutional strengthening of the organization and equipment of the Centre for supporting small, medium- sized and family agrarian businesses in the region of Vidin. The organization was set up in February 2001. RABC Vidin involves the efforts of the district and municipalities. Vidin Chamber of Commerce and Industry, RDA and Business Center, branch organizations and unions etc. work for the creation of a proper competitive, and economic environment for the development of agrarian businesses in the Vidin district. Regional Agro Business Center-Vidin /RABC/ is a centre providing assistance to small, medium and family agrarian businesses in the Vidin district it is a non-profit company registered in October 2000, re-registered according to NPLE Act for social activities in December 2001. on the left RABC Vidin is the result of the work and partnership of local authorities, bu- Baba Vida Fortress, siness, banks and the non-governmental sector in the 18 month process of Vidin, Bulgaria 151 economic development of “PLEDGE” Members of NGOs located in the Programme. region, and who work in the field On 28 April 2011 the Monitoring of culture were also invited. The re- Committee approved the SEE presentatives of the SME businesses Project CULTEMA (cultural values for from the region were also invited to sustainable territorial management take part in the workshop. and marketing) as part of the pro- Within a week before staging the gramme. workshop all stakeholders were con- tacted by phone with the reason of The Regional Agribusiness Center informally delivering the invitation project team carefully selected for the workshop, as well as pro- the stakeholders for the territorial viding the workshop participants workshop”Cultural heritage of the with general information on the region of Vidin and its place in the workshop subject. Following this project Cultema” taking into conside- introduction, they were told of the ration that they should have various subject to be dealt with and why social and economic backgrounds they had been invited to participate,. of society. The team of experts of The workshop took place in the con- RABC-Vidin decided to invite the ference room of the Regional Coo- members from the Vidin region and peravite Union-Vidin. The workshop the Municipality of Vidin, aiming at was planned to be held for 4 hours, the presence of local authority re- with a coffee break between the two presentatives at the workshop. We sessions. were invited the members of the The team of RABC-Vidin introduced

Baba Vida Fortress, Vidin Orthodox Church also for the the project CULTEMA and the reason Vidin, Bulgaria presentation of church ”St.Dimitar”. for staging the workshop. 152 Workshop participants were provi- the laws governing cultural heritage ded with workshop materials, consi- of Bulgaria.. Of course , we believe sting in questionnaires with multiple that further innovative elements choice answers. on governing the cultural heritage The staff of Vidin Chamber of Com- assets could derive from the overall merce and Industry involved in the process of accelerating the actions organisation of the focus groups set within the working package 4 of the the questions to be addressed to CULTEMA project and could repre- the participants. A consultant of the sent a practical exercise for the Tran- Chamber was involved in the organi- snational Programme for South East sation and chaired the focus groups Europe’s cultural heritage. and moderated the debate The Regional Agribusiness Center – The participation was very active Vidin, BG organized 3 Focus Groups as we organized this cycle of focus on a territorial level, with the objec- groups with the aim of involving tive of promoting dialogue among them, listening to their needs . They targeted participants, to draw out provided some suggestions that will their views, collect data and analyze be useful for the regional admini- them, in order to draft the governan- stration when defining its strategy ce model for rehabilitation project on these themes. development (Act. 4.3). There was also a lively debate on the The methodology applied was sug- economic and financial crisis which gested by Regional Agribusiness severely affected the private sector Center-Vidin , PP10 within the fra- and its capacity to support, sponsor mework of WP4 Act 4.1, for conduc- and participate in the enhancement ting Focus Groups and involved the of cultural heritage. following steps: The results are follows: - Preparation: identification of the - Improved cooperation between staff members and a facilitator to be the local and the state government involved, according to their involve- representatives ; ment in the project and knowledge - Support from local authorities and on the issues to be addressed. The inhabitants for projects that deliver following table indicates the person- social and economic change; nel member and relative tasks: - Use of the opportunities of Europe- The purpose of the Focus Groups was an projects for the rehabilitation of to register views regarding the enhan- cultural monuments; cement possibilities of cultural heri- - Promotion of the cultural heritages tage in the Municipality of Vidin and of the region of Vidin with aim of at- therefore the following categories of tracting more tourists; stakeholders were identified: - Use of the experience of European - Local Authorities; institutions in the field of cultural he- - Public authorities; ritage; - Real estate experts and busines- The territorial workshop “Cultural smen. heritage of the region of Vidin and The number of sessions was set at 3, its place in the project Cultema”, or- dividing stakeholders according to ganized by the partner PP 10 in CUL- their expertise and question list. TEMA enabled participants to ex- Questions to be addressed to the change thoughts about improving targeted participants of the focus 153 group were generated. Short and with vague status and ownership, flexible questions were prepared parceled out and distributed among and adapted to the group’s natural many private owners, adjustment conversation process. Power-point for leasing land exists, but not for presentations and handouts were selling, all very low prices; additionally prepared and used. At - Distrust in local administration the same time the location, equip- competence and suspicions regar- ment and catering details were ar- ding its transparency; ranged. - Business is timid and low develo- - Implementation: ped, there is fear of enterpreneur- The 3 Focus Groups were organized ship, no distinguished or active local by Regional Agribusiness Center on leaders; 21st; 22nd and 25th of February 2013), - No common vision for the deve- with the same topics, but involving lopment and economic growth, no different stakeholders, as mentioned governmental policy and local stra- above. At the beginning of the ses- tegy aiming at development and sion, participants were welcomed by support of the region. the facilitator and introduced to the topic. The project was presented by Opportunities for the region of Vidin the technical assistant and empha- - Potential for building a logistic centre; sis was laid on the purpose of the - Potential for development of agri- discussion and the use of its results. culture (many years of tradition, in During the discussion, questions recent years the land has been richer were gradually addressed and par- as it has not been over-used, there ticipants were given the opportu- is the tradition to irrigate with water nity to express their views in turn, from the rivers); respond to other participants who - Potential for development of touri- raised issues and finally a conclusion sm (country, hydropathic and cultu- was made by the facilitator, thanking ral-historic tourism, extreme sports, participants for their cooperation. nature sights).

Summary of results Topics discussed: Strong points of The Region of Vidin Evaluate the degree of knowledge - Geographical location – state bor- of each of the stakeholders on the der region, waterway; social and economic situation of the - Free working hand and low labour area of interest; prices; - Identify the strengths and the op- - Prerequisites for development of portunities for investment projects tourism (historic and cultural monu- in the area of interest; ments, nature sights such as Belo- - Identify the weaknesses and the th- gradchik rocks); reats for investment projects in the - Positive attitude to attraction of in- area of interest; vestments and creation of jobs; - Identify the degree of support from - Strong approval of the project for local authorities and inhabitants for elaborating a business map. projects that deliver social and economic change; Weak points of the region of Vidin - Mapping the investment projects - A part of the agricultural land is in the area of interest; 154 - Identify the problems that the inve- den in the fact that there is no fun- stors in real estate and land use may ding from the local or central gover- face in the area of interest; nment, or from the EU. For example - Identify the opportunities for in- the municipality has not paid a num- vestments in the domain of real ber of firms who performed work for estate and land use. them, and thus all business suffers. The population is with very low li- Summary of results: ving standards and low purchasing The problems in the region of Vidin power. Business itself is timid, afraid occurred at the very beginning of to accept credit, troubled by the fact democratic changes, after the close that no skilled workers are available, of state enterprises and industries, waiting for somebody to arrive from the main source of employment for abroad with ready capital. The world the population. The respondents economic crises simply add to the consider that neither the gover- problem. The bigger investors in the nment has the proper policy with region come from the larger towns respect to the region, nor the local or are foreign companies (for exam- authority is active enough or inte- ple chain of shops), who take profit rested in developing the town and by exploiting the local population, the district. Local population is not paying low salaries, while the profit active either, nor inclined to entre- does not stay in the town. Foreign preneurship. For these reasons there companies, especially in the buil- is the sensation that someone will ding of Danube Bridge 2, bring wor- come and create jobs in the region. kers from other countries, employ The resolve could be seen in the cre- very few local people; the salaries of ation of one big and several small Bulgarians are lower than the salari- enterprises to employ many people, es of the other workers. The survey as it used to be in the past. Origin of made an assessment of the current the problems and measures for their project by the business map. The solution. The main problem in the re- project is also approved by business gion is high rate of unemployment. and administration. Some people The demographic structure of the believe that such a map has been population has suffered greatly as a drawn up for the region, but wi- consequence of the depopulation of thout any effect. Generally the more the region and especially due to the educated people think the project migration of people at an active age. is useful for Vidin, that it is very im- Elderly people and children mainly portant to have information on the live in the region. The exclusively region and thus attract investors for low qualification of the population Cultural Governance. in the region represents another major problem. There is no motiva- Author profile Vanya Tsakinska, tion for jobs, because the population Project coordinator, relies on incomes from abroad, and Regional Agribusiness Centre Vidin, Bulgaria the local business cannot pay high salaries. Business in Vidin and the region is weak, without initiatives, mostly family based. The situation has worsened, and many companies are bankrupt. The reasons are hid- 155 opportunities for investments in cultural heritage in debar-reka region, republic of macedonia

Meri Bakalova

1 Cultural and historic heritage in Debar – Reka region In Debar – Reka region centuries do not follow one another – they live side by side; here, time losses its continuity and transfers itself in eternity. Here, one can witness the interlacing of the centuries of the civilizations heritage through the eras, and can sense the immaculate natural beauty, feeling the rhythm of Macedonia. Debar – Reka region is located in the north-western part of the Republic of Macedonia and it is administratively divided between the municipality of Debar and the municipality of Mavrovo and Rostusha. Here, each visitor can enjoy the rich cultural-historic heritage when visiting the archaeological sites, medieval monasteries and churches, mosques, hamams and get enchanted by the unique old urban and rural architecture. Even during the first visit to the Debar – Reka region, one can witness representative objects with high architectural and art highlights, unknown and rarely seen in the other parts of the Republic of Macedonia. Old urban and rural architecture stands as witness of the superb craftsmanship of Miyak builders who have, in their authentic way, presented the practical and aesthetic side of their masterpieces linking them with the traditional lifestyle in this region. On the other hand, The National Park Mavrovo and the entire surroundings is abounded with wonderful nature rich with high-quality and rare fruits of nature. Pure pastures, numerous forest fruits and herbs are true natural treasure of the Debar – Reka region. These fruits are used in the cuisine for preparation of tasteful traditional food. All of this offers additional opportunities of valorization and activities. The analysis of the specific situation of the Debar-Reka Region in Mace- donia stresses various opportunities related with both built and spiritual heritage. In the region, a large number of cultural and natural heritage sites exist. Some of the cultural assets are restored and valorized, offering examples of good practices. The proposed priority list of cultural heritage includes three villages (Gari, Galichnik and Kichinica), two hamams (Old Ha- mam and New Hamam) and two houses (Gani Grazdani’s and Veliu Suri’s). The types of investments suitable for these assets are very diverse: multifunctional cultural center, creative entrepreneurship and concept-store, revival of traditional handicrafts and traditions, tourism and hospitality investments, health tourism, traditional food and eco-tourism, recreatio- nal leisure and others. In this context, the strategy encourages the general on the left line of investment in heritage, in order to lead the economic and cultural Mavrovo Lake, Debar Reka Region, development in various ways, equally for local communities, for economic Republic of Macedonia 157 agents, for tourism agents and pu- with revamped streets and buildings blic authorities. will prove to be nothing short of a As an added value to the investments success for everyone willing to step in the cultural heritage, we can men- forward and engage in a hands-on tion that in Debar – Reka region, the approach. After all, who would not traditions still exist and they could pay to visit a place that not only pre- increase the cultural tourism offer, serves 20th century architecture, but moreover agricultural traditional relishes in the artistic and cultural ways are still respected and they value it beholds. could became an important factor in the development of agro-tourism as 2.1 Historical Development well as the presence of organic food First time the name Gari is mentio- manufacturing. Therefore, while the ned in the 14th Century. The etymo- cultural life is already diversifying logy of the village’s name Gari shows and developing, small enterprises several legends that refer to the are successfully operating in the re- origin of the name. One legend tel- gion. ls that the village was covered with large trees. People tried to clear the 2. Gari village: pilot case for cultural ground around the village and be- heritage rehabilitation cause of that they burned trees and Gari village has long been consi- thus creating “Ugari”, so they began dered one of the vanguards of Ma- to use the noun as the name of the cedonian culture and folklore, a village. Gradually the “U” in the spe- charm that delivered the true rough- ech was neglected and place beco- Mavrovo Lake, National Park Mavrovo, Debar Reka Region, around-the-edges picture to ever- me called only Gari. Republic of Macedonia yone who visited. Giving it new life Another legend tells that the village 158 has gradually increased and resi- The village is mentioned in the in- dents decided to confirm the area. ventory of Turkish defters in the pe- In order to do that, they should get riod between 1467 and 1519 under confirmation of the Sultan in Con- the name “Gare” or “Garje”, but one stantinople (Istanbul). So they ga- cannot detect its exact location. In thered all the necessary data from all the early 16th Century, the village villagers and with villagers financial was regarded as “dervendzhi” (can- help they went in Constantinople yon keepers), inhabited by 62 Chri- (Istanbul). Despite many requests stian families. Following the data of to the Vezir to let them in a mee- Turkish defters number of residents ting with Sultan, he didn’t provide a in the mid 16th Century decline and chance. That’s way in order to attract in 1583 was mentioned as “derven- the Sultan attention, one day (Friday) dzhi village” in Mala Reka inhabited when he walked through the square by 40 Christian families. in Sultan Selim Mosque they burned During the discussion of the de- “roguzin” in which one of them was velopment process of the village, dressed up. The people and police which explains the current structu- rushed to them to see why a man is re of Gari village, it should be noted burning, but they said they would that despite the continued existence answer only to the Sultan. The next of the settlement, as of pre-Turkish day Sultan met them, they told their period, the village had not maintai- troubles, desires and demands of ned its original location. According the villagers. Sultan by hearing their to legends, the village was situated arguments have issued confirmation in the Prisoj area, on the Debar - Ki- (ferman) immediately to be given cevo road. It is assumed that the vil- approvals to the place that they indi- lage was founded in around 1760 as cated by the present borders. When borderline settlement. Rich pastures they returned, they gave the name provided conditions for develop- “Gori” (burn) to the village because ment of cattle breeding activities. approvals are obtained by burning Due to its position it was often tar- the man in “roguzin”. Later the name get of Turkish başıbozuks. Therefore, was changed in Gari. residents took refuge in the locality The village was inhabited by Miyak, Dreniche where one can still see the which was compact tribe, so they remains of the St. Spas church. Dre- were making efforts to preserve niche area was offered unfavorable pure blood relationships and never living conditions due to the lack of married with Turks, Albanians, even potable water, and it may be the with Brsjak people and their tribal probably reason for the village to community. Special care was taken be moved and built on its present and the blood relationship between location in the mid-XIX century. The the people of their race. oldest facility which was the centre- In Miyak area was extremely hard piece around which the village deve- for penetration of impacts on nei- loped one can considered the Holy ghboring Balkan nations. They felt Mother of God church built in 1857. like real Macedonians, they didn’t Initially the village was inhabited by received nothing strange from fo- a small number of people, but over reigners, and that it is precisely fact time, with births and in-migration, talks theirs own flag, which was con- the village gradually grew. Settled in sidered not only as Miyak but Mace- inaccessible terrain, away from ma- donian flag also. Miyak flag was put jor traffic routes, the village repre- and emphasized on a church or on a sent safe haven for secured life and house during religious or church ce- soon the small rural settlement grew Gari Village, remonies and weddings. and developed into a great village. Deba-Reka Region, Republic of Macedonia 159 According to Thomas Smiljanicin its tion was established. Water supply peak, the village comprised of 146 in the village of Gari is built through houses and 953 inhabitants. the cooperative in 1958. The most intensive construction in Farmers’ village union functioned the village took place up to the Ilin- until 1964, and after the farmers’ den Uprising, and subsequent grow- union closed down the village slow- th of the village ceased influenced ly started to die out. So in 1961, Gari by the turbulent war times and the village counted 454 inhabitants, and great population migration. in 1994 the population dropped to After the Ilinden Uprising and the 33 residents of Macedonian origin, Balkan wars, emigration flourished. although during the summer most First migrant workers left for tempo- of its displaced residents come back. rary work in Russia, Romania, Yugo- In 2003 the village counted 170 re- slavia and Poland. That period pro- sidential, commercial and public bu- duced the well- known engravers ildings, and in the only 5-6 houses and mural painters who worked not lived only 11 inhabitants. The village only in the region but also in the wi- has no children and youth; all the vil- der regions. lagers are elderly people with a ten- After the Second World War the vil- dency for further reduction of their lage continued to live as one of the number and complete dying out. most important settlements in the Major migration village - city mo- region, but the population gradual- vements resulting from accelerated ly migrated. The first school in Gari industrialization of Macedonia led to was established in 1867 and was a diminishing the life in Gari village. located in the church premises. In The traditional economy and way of 1947/48 a new school building and life completely disappeared and the boarding school for children from architectural fund of the village was neighboring villages was built. The degraded although construction school operated until 1969 when it process is not reduced. closed due to the displacement of all Today the village has about 200 hou- the inhabitants. In 1956 was establi- ses, some houses are brand new or shed eight-year primary school and restored in distinctive and original of in academic 1959/60 are established Ohrid-Krushevo building style. The and evening classes for adults. houses are set so from every point of There was a village cooperative, view looking like the old amphithe- which employed 400 people, and atre. Material for building houses is mostly the main objective of the co- stone which villagers took from the operative was improving the living top mountain Stogovo. conditions of the population. During Village holiday is Holy Mother of God the cooperative work there was built (August 28), and on this day in the craft carpet production, youth home village were made over than 15 wed- in which is situated cinema projec- dings. The village was valid a saying tor, workshop for dairy, bakery and a for this day “Be everywhere, but on number of mills. this day you be home.” During the In 1949 a small power station was wedding revelry was enriched with built in the village and the village presence at pipes and drums, which was electrified. In 1956/57 within the are known Majovci by Gari origin. cooperative a small carpet produc- Characteristic that Gari people were 160 great masters performing folk dan- the south and west with Garska Ri- ces. It was established a cultural and ver basin and in the north east and artistic association “Stogovo”, which steep peaks of the mountain range. performed traditional Macedonian Particularly striking feature of the vil- songs and folk dances. lage is the fast Garska River, whose The village celebrated the St. Jovan clear water flow in small but also lar- the Baptist holiday (January 19), as ger cascades creating colorful frame rare in this village-reserved tradi- around the village. tions and customs of celebration of The village is mountainous, built at this great Christian holiday. an altitude of 1075-1170 m. The village boundaries are large and cover 2.2 Context an area of 27,4 km2. The biggest area Gari is one of the major Miyak villa- is covered by pastures occupying an ges located on the territory of Mala area of 2018,1 ha, followed by forest Reka. It is located in the southern area of 1417,3 ha, and the arable part of the territory of the Munici- land occupies only 33,8 ha. Thus, the pality of Debar, located on the nor- main operations in the village were theast slope of Mount Stogovo in farming and forestry. the Valley of Garska River. The City of Closest neighboring village is Laza- Debar is only 23 km away. The villa- ropole, a village which is a master- ge is located on the outer borderline piece of Miyak builders. Even though between the country side and the the villages are built on small distan- National Park “Mavrovo”. ce, the spatial organization and ar- Due to its specific location Gary re- chitecture differ. Lazaropole is built presents a separate entity with cle- on a large plateau and freely develo- arly marked natural boundaries to ped in the area, and its houses bear Debar Reka Region, Republic of Macedonia 161 the main features of Gorna Reka units, Upper and Lower neighborho- type of house-towers. Gari has more ods, both different in size. amphitheatre feature dispersed to- The density of buildings and the ter- wards Garska river and the houses rain inclination condition the com- bear certain characteristics of Miyak munication between houses to be School still represent a specific type narrow, steep streets and paths. Lar- that is not repeated in the surroun- ger streets have irregular trajectory ding villages. that follows isohypses and terrain Gary belongs to a group of settle- configuration. All paths merge into ments of compact type, with strong one broad area called “mid-village” rural structure, not only because of which is also the church location. the conditions imposed by the ter- Field conditions and division of plots rain, but also for common defence. especially subjected to the growth of It is placed in splendid nature unob- the families contributed to the great trusively as if it came out of the na- irregularity in the plots form. Most ture itself. common are extremely narrow and The village shows strong morpho- elongated plots, whose longer side logical constitution. Plastic terrain follows the direction of the access inclines on the steep mountain to- street and direction of the isohypses. wards the Garska riverbed, imposed The plots are small in size and only creation of an amphitheatre-like ru- the residential facility is placed on it ral structure that use the space to while commercial buildings are built its maximum utilizing the location on the outskirts of the village. Small capabilities. yards organized mainly in front of

Gari Village, According to the terrain, the villa- the houses are fenced by wooden Deba-Reka Region, Republic of Macedonia ge is divided into two architectural fences that served as a boundary to 162 the street and the neighbors. and the space utilization. Facade so- Building houses in Gari was based lutions with wall textiles highlight on centuries-old traditions and the the contrast between the stone and use of materials from local sources the tree as unique decorative ele- - wood and stone. Decision upon ments, coupled with the rhythmic this architecture was contributed placement of the window openings, by climate, topographic features of allowing a steady rhythm in the sha- the terrain and social and economic pe of the overall setting. Mild walls conditions of the time when these parties “bagdatija”, small, unstressed objects were built. bay outlets on the floors and deep eaves are essential elements in the 2.3 Significance formation of facade expression. Gari village is one of the most repre- Stone masonry and “bagdatija” sy- sentative rural sections with preser- stem at higher levels was inventive- ved authentic ethnographic, archi- ly applied in shaping various spatial tectural and ambient-rural contents and functional content. Skillfulness and characteristics which enlist the in their application was especially village among the most important prominent in the practice of overco- ones in Mala Reka area, along with ming the steep pitches that involve villages in its immediate surroun- customization of each individual dings: Lazaropole, Tresonche and case and always re-create architec- Galichnik. tural solutions that respond to the Variety of preserved traditional ar- challenges posed by the terrain. The chitecture, product of the specific anonymous architect created creati- socio - economic and topographical ve diversity in spatial solutions pre- characteristics of the area, profiled dicated in the wealth of individual Gari village as one of the most pictu- varieties and there are no two iden- resque and beautiful rural mountain tical houses in the village. settlements in the Reka region. Principality in setting the house lo- Inherited rural matrix architecture cation, consistency in its orientation originated from the 19th Century, towards line of sight and sunny si- when the village was erected on its des, functionality of the disposition, current location. Anonymous archi- standardization of internal regula- tect used the local topography and tion, compliance of spatial volumes local building materials to create and simple playfulness of wall pain- a distinct architectural expression, tings are the general features of the characterized by the massiveness Gari houses, which create the overall of the stone structure of the ground features of the village ambience. parties and the airy ease of the con- Compositional unity of architectu- nected floor construction. Experti- re created by man and surrounding se in dealing with the steep slopes nature contributes to highlight the and adjusting each location created monumental value of the village as spontaneous and logical solutions in a whole. the organization of the auxiliary or- Preserved traditional features in al- ganization and housing, and its ver- most all segments of the rural set- tical differentiation. ting, distinguish this neighborhood Forming the facades spontaneously as an excellent witness of socio - eco- arises from the internal organization nomic and ethnographic characteri- 163 stics and culture of living in the we- the following springs: Klaenec, Visok stern part of Macedonia in the past. Kamen, Brazda, Glava Ceshm, Bel In the past the village constituted Kamen, Belo Izvorche, Kobel, Lepna the cradle of wood carving. It is the Voda, Esen, Aleksova Ceshma. birth place of the famous carver Pe- No less important is the natural entre Filipovich - Garkata who together vironment with lush forest on the with his group left many masterpie- slopes of Mount Stogovo. Mountain ces in the region and beyond the slopes not only create a natural fra- territory of Macedonia and the Bal- me of the village giving its aesthetic kans14. Their skilful hands made the value, but also condition the com- wide-famous iconostasis in the mo- mercial and economic activity of its nastery, located near the village. inhabitants. The diversity of spatial solutions for Situated on the slopes of the the sacral architecture, wealth of mountain, hidden from strong win- excellent examples of icons derived ds, surrounded by rich pastures, the from the hands of Miyak painters village had an opportunity to deve- and mural painters, especially by lop animal husbandry, the only in- Dico Zograf painter who came from dustry which enabled survival for its this region, further adds to the im- residents. Although nowadays the portance and value of Gari village. population had largely migrated, Namely, in the village the Church of its environment grants location for St. Mary still exists, and it is one of about 12 sheepfolds on the slopes the oldest buildings in the village, of Stogovo. built in the mid 19th Century, with The rich pastures provide condition very valuable iconostasis. Its spatial for breeding of diverse cattle. Exi- resolution, although usual for the sting sheepfolds which are used to a period in which it was built, it offers lesser or greater extent, represent a impressive space in the central area huge resource for the economic re- covered with blind dome. vival of the village through produc- The existence of numerous archa- tion and sale of dairy products, well eological sites in the immediate known for its quality. neighborhood, near the village of Lazaropole speaks about a long pe- 3. Current Socio - Economic Condi- riod of living in these areas and can tion and Development Opportuni- contribute to the development of ties cultural tourism in the region. After The monument complex Gari inclu- all, it provides high concentration of des a total 170 dwellings, economic inherited rural architecture in neigh- and public buildings and premises, boring villages of Lazaropole, Mo- each of them in different preserva- gorche, Tresonche, Selce, Galichnik tion and usability status and condi- etc. The access road from the Boskov tion. The current construction fund Bridge serving as the first witness of present within the limits of the pro- the past times, where nearby is loca- tected while, subject of interest of ted the Elen Skok (Deer Leap) an old this study will be the buildings from single-arch stone bridge over the the traditional rural architecture Mala Reka (Mala River). (built at the end of the 19th and the The village is rich in spring waters. beginning of the 20th Century), the In the past, water was supplied from “Holy Mother of God” (end of the 19th 164 Century) and the building which ac- inappropriate interventions made commodated the first hydro power by the owners, usually related to plant built after the Second World roof replacement – for example, the War. There were still some construc- former stone slabs roof was replaced tion activities that caused greater with thin or salonite roof. Due to the changes in the last two decades, inappropriate upgrades and other but the village still maintained its interventions some of the buildings authentic look (the traffic matrix, lost their authenticity and the am- the allocation of the parcels, etc.) bient features. and the typical ambient spirit. The physical condition of the building 3.1 Management and Sustainability varies and it is usual for the older Cultural heritage management and buildings that have maintained their sustainability proposal in case of authentic architecture to be in worse Vilage Gari has been organized as a physical condition. The construction shared responsibility between priva- materials used and the construction te sector initiatives, local residents, approach provided for most of the Debar Municipality, National Agency buildings to be in good conditions, for Tourism Development, Ministry with some minor or greater damage. for Culture and Ministry for Spatial There are a larger number of ruined Planning and Environment. buildings that remains of which are Managerial skills in the field of site minimal and unrecognizable. management, architectural heritage Some of the old houses were aban- and historical towns, museum stu- doned and most of them were main- dies, tourism, conservation of the tained by the owners during the natural heritage and biodiversity are Gari Village, summer period only. There are many needed to build and maintain Gari Republic of Macedonia 165 as a unique village with its own de- destination; stination identity brand. - Create initiatives for prevention of The ways of understanding challen- Gari history, tradition and nature; ges and managing ‘cultural heritage’ - Initiate projects with Agency for around the world are changing rapi- Tourism Promotion, Ministry of Cul- dly. In one hand while the physical ture and Ministry of Spatial Planning objects remains in our past such as and Environment. buildings and landscapes, in the other hand intangible associations Local Authorities: of tradition, language and stories - Enforce implementation of culture continue to influence local commu- heritage preservation laws; nity and tourists. Additionally, ma- - Create infrastructure for tourism nagers have to be aware of the risks development (Info centers, Marks, of damaging natural heritage and be destination marketing); responsible for the conservation of -Improve local infrastructure; the landscape and biodiversity. -Develop spatial plan for Gari in line Implementation of best social, eco- with National Conservation Centre nomic and environmental practices guidelines; should provide sustainable mana- -Prevent uncontrolled building of gement models aimed at the con- houses with inappropriate architec- servation of the heritage for future ture; generations. -Take the role of heritage authority Most suitable model that could be and planner on local level; implemented in Gari is participato- All three institutions are currently ry management model, which will active in the village, but their activi- provide balance between economic ties are not being coordinated and effects, social effects and physical ef- structured in a way that will provide fects. sustainability. Enthusiasm and moti- Three main institutions should be vation of couple of individuals with involved: Cooperative of Gary eco family background from Gari are the food products producers, NGO – main drivers of Gari revitalization to- Gary Supporters and Local autho- day. rities’ representatives in Gari, each Future plans should be financially of them covering different scope of supported by National and Local activities aiming at same goal – pre- budget as well by EU funded pro- servation of Gari. grams to increase capacities of the entities. Labor market analysis pro- Cooperative of Gari eco producer’s vided clear indicators that there are responsibilities: qualified people in the region to ma- - Coordination of individual produ- nage the planned activities. cers; Proposed participative management - Branding of Gari products; model should create Gari Strategic - Marketing and sales activities of Plan and establish clear indictors Gari eco food products. (KPI – Key Performance Indicators) to be measured on yearly level. NGO – Gari Supporters main respon- Most important indicators for mea- sibilities: suring their effectiveness should be: - Increase awareness for Gary as a -Government resources dedicated 166 Strong points Weak points Opportunities Treats Protection of cultural heritage

Cultural heritage quantity Lack of regional institu- Building a joint strategy Cultural heritage quantity tions for protection of to raise awareness of the Cultural heritage diversity cultural heritage values of cultural heritage Cultural heritage diversity

Seasonal events Deficit of staff for direct Incorporating cultural heri- Seasonal events protection of cultural tage in tourism marketing Maintaining tradition heritage Maintaining tradition Development of cultural, Integration of cultural Lack of vision for how religious, rural, and eco- Integration of cultural heritage in the natural cultural heritage can be tourism heritage in the natural landscape used landscape Establishing annual – se- Preservation of the Insufficient state in- asonal events (festivals) Preservation of the authenticity of cultural vestments in the protec- authenticity of cultural heritage tion of cultural heritage Archaeological excava- heritage tions Poor physical state of cultural heritage. Creating a summer school for architectural conservation

Creating a wood-carving colony

Developing cross-border cooperation

Possibility of handing down tradition (craftsmanship’s, customs)

The existence of natural material needs for conservation of cultural heritage

Integration of cultural heritage in education

Using international funds for the protection and revitalization of cultural heritage to heritage; At the present, there is not yet de- -Number of visitors/ repeating visi- veloped special strategic marketing tors; program for the village of Gari. The -Number of branded products. word of mouth is the only marketing At this moment there is no experien- tool used by the people of the villa- ce in participatory management; ex- ge to invite their friends, relatives or ternal support is needed to support people interested to find out more the actors in the initial phase of im- about its history, visit the cultural he- plementation. ritage and the natural beauties. The implementation of the option for 167 protection of the cultural heritage, thentic high degree of conservation, in combination with development of adaptation of the old building of the rural tourism in this village, the the first hydropower plant into an strategy for integrated marketing in exhibition area, preservation and the region will be also implemented. conversion of the area called mid- village into a multipurpose space 3.2 Proposals and options and other smaller (neighbourhood) The main objective of the IPA1 LDPP squares/piazzas which would have (the village of Gari) is protection of formed at some selected points as architectural heritage, which in this recognizable places/benchmarks for case is the revitalization of rural set- orientation within the defined mo- tlement - monumental assemble, numental assemble. Such squares/ the village of Gari, by adapting and piazzas formed by cross-sectioning converting several selected objects of two, three or few rural trails might of traditional architecture into touri- also serve to organize smaller events sm - attractive contents, i.e. accom- and other gathering activities, cele- modation and catering facilities, info brating certain events, promotion of - zones and exhibition area. Within certain eco products, etc. the monumental assemble there is a Besides objects of profane archi- need of ceasing the activities of buil- tecture, the only sacred object –the ding new objects, and the functional Church “Holy Mother of God” will needs of the assemble need to be also be revitalized, which will crea- meet by the existing architectural te better conditions for intensifying fund. its basic function of active religious In the light of aforementioned, the facility which will also attract more Feasibility Study which was made visitors not only the monument it- for the village of Gari, proposes re- self but also its immediate surroun- vitalizing or devising other suppor- dings. Church complex has a signifi- ting content - such as organizing cant and pivotal position in the rural specialized summer school for ar- structure in terms of its approaches chitectural conservation of traditio- from multiple sides and is located nal houses and practical training, within walking vicinity, as such bor-

Gari house, Municipality of Debar i.e. the immediate preservation of dering the village square as the main Republic of Macedonia selected houses in Gari with au- meeting place. 168 After careful consideration of the the defined monumental whole was eventual sustainable scenarios, two selected since it provides: options were leveraged by the Feasi- 1 Preservation and revitalization of bility Study created for the develop- the Holy Mother of God church com- ment of the village of Gari: Option 1 plex as important cultural heritage involved investing in the village to by maintaining its default function; protect its cultural heritage. A more 2 Preservation and presentation of detailed analysis of this option sho- the architectural specifics of the tra- wed that it is not profitable. ditional houses; Option 2 involved the protection 3 Multiplied effects for populariza- of Gari’s cultural heritage with ele- tion of the cultural heritage, inclu- ments of rural tourism. An analysis ding industrial heritage buildings of this option, describes the great (the hydro power plant); possibility of rural tourism concept 4 Enriching of the cultural and touri- being developed in that region best offer in the village/ municipality/ cause of the village’s specific loca- state; tion and its natural treasures, as such 5 Enriching of the educational pro- showing valuable results for the so- grams of the schools; cio-economic benefits of the region. 6 Awareness rising among the local There would be a bigger interest for population for preservation of the Gari’s cultural heritage by tourists’ houses belonging to the traditional visits from Macedonia and neigh- rural architecture and respect for the bouring countries. It is also possible cultural-historical significance of the to solve social problems by creating church in local/regional context. new jobs in rural tourism, thus lowe- ring the unemployment rate. There Further objectives that should be would be a bigger interest for Ga- met: ri’s cultural heritage with visits from 1 Development of Valuation Study tourists from Macedonia and neigh- and adoption of Act for Proclama- bouring countries. It is also possible tion of Protected Immovable Assets to solve social problems by creating (for 10 houses, one church and one new jobs in rural tourism, thus lo- industrial heritage plant); wering the unemployment rate. The 2 Development of projects for pre- socio-economic benefits of this op- servation-restoration treatment and tion point to a long-term future, and adaptation of the immovable cultu- profitability. ral assets; Developing the second scenario le- 3 Preservation treatment of the bu- ads to the development of the rural ildings belonging to the monument tourism concept and placing the complete unit included in the pro- existing cultural heritage of the vil- gram activities of the summer school lage in focus of that concept. This for architectural preservation (using concept, inevitably asks for identi- traditional materials and techniques fying and proposing preservation for construction); and revitalization activities to be 4 Development of project for ar- applied to the cultural heritage sites. rangement of the space around the Hence, the architectural buildings church (the middle of the village) as that should be protected as specific multi-purpose area for rest, organi- immovable assets in the frames of zation of cultural events, exhibition 169 fairs of environmental products (on plant, to revitalize 72 private houses local level) by retaining the existing and pave 14000 m2 streets with paving configuration; stone, in addition to setting up 350 5 Adaptation of the current accom- candelabras. The houses up for revita- modation capacities (traditional lization are separated in three catego- houses) and conversion of buildings ries: into hospitality buildings which will - Revitalization of low damaged hou- have limited capacity of provision of ses; services; - Revitalization of medium-damaged 6 Development of project for provi- houses; sion of parking space, toilet, beyond - Revitalization of badly damaged the borders of the monumental whole houses. (in the contact zone); Investment in revitalization of less 7 Establishment of tourist information damaged houses will be around centre/ selection of the building that 25000 € per house, revitalization of will be most appropriate for that pur- medium damaged houses 45000 € pose on a KP; per house, and revitalization of ba- 8 The strategic plan of Debar Muni- dly damaged houses, the plan is to cipality, specifically about the Gari spend up to 60000 € per house. The- monument whole, should include dese 72 houses primed for revitalizing velopment of the village as a centre are actually 1/3 of the houses in the attractive for investments in: village. Alongside the investments in - Development of small business i.e. vil- the houses, there will be investment lage tourism development capacities in the infrastructure in the village (cattle breeding, carpet making...); as well. Approximately 7 km of road - Development of the cultural and en- will be paved according to the in- vironmental tourism: in addition to the vestment plan. The candelabras will monument assemble, the offer should be put next to the paved roads, and also include the other cultural and na- will be set up 50 meters apart from tural heritage objects in the Reka-De- each other; the number of candela- bar region; bras will total 350. - Construction of streets, landscaping and lighting; 4.1 Assessment of the justifications 9 Animation of the business for deve- of the investment lopment of small businesses in order From the above mentioned, it can to invest in protection of the cultural be concluded that this investment heritage. is justified. This is shown from the economic indicators of the financial 4. Investments in Fixed Assets analysis. The Revitalization of Gari aims to re- All of that makes us recommend this construct the existing houses of the investment to be supported since citizens and to invest in the village in- there are preconditions provided frastructure by paving the damaged such as: roads and setting up candelabras. With - Contemporary tourist offer in the the makeover, the village would be right time; able to host tourists and the landmar- - Location; ks of the village will create a base for - Slight sensitivity to retail prices ethno-tourism. The investment plans changes; to reconstruct of church and museum - New employments; 170 - Gari has long been considered one possibility was offered to the owners of the vanguards of Macedonian of the houses in Gari village accor- culture and folklore, a charm that ding to the investment 30241. The delivered the true rough-around- maximum acceptable investment by the-edges picture to everyone who IPARD program is 550000 € of which visited. Giving it new life with revam- 225000 € are co-financed means ped streets and buildings will prove from the program on a grant princi- to be nothing short of a success for ple. everyone willing to step forward and engage in a hands-on approach. 4.3 Loans After all, who would not pay to visit Macedonian Bank for Development a place that not only preserves 20th Promotion provides loans with com- century architecture, but relishes in petitive interest rate aiming to deve- the artistic and cultural value it be- lop rural areas and increase number holds. of tourism capacities in Republic of Macedonia. 4.2 Grants IPARD founds are part of fifth ele- 5. Conclusion ment of IPA pre-accession funds With completion of all steps propo- that are available for development sed in the feasibility study, architec- in Macedonian rural and agriculture tural heritage in the village of Gari will regions. For infrastructural projects be protected, preserved and promo- such as paving and street lighting, ted, which was the main objective of the municipality can apply for grants the study. Referring to the feasibility that are given by the state through study there is a potential the protec- the program for financial support of tion of the architectural heritage to rural development, Measure 322 – be achieved through adapting and reconstruction and development of converting several selected objects villages and Measure 321 – improve- of traditional architecture into touri- ment of the quality of life in rural are- sm - attractive contents, i.e. accom- as. The support means giving irre- modation and catering facilities, versible financial funds (grant) from info - zones and exhibition area. The the Budget of Republic of Macedo- original function of selected objects nia. According to Measure 321, in- with traditional architecture will be vestments in local road infrastructu- retained in order to meet the needs re (including bridges) for connecting of its residents. Despite retention of villages with a regional road or with traditional objects in Gari, new com- a city of 7 km length; investments patible features will be introduced in objects and equipment for orga- that will contribute towards resto- nizing sales of agricultural products ring life in the village. in rural environments. For the afore- Parts of the text are taken from the mentioned investments, the munici- Feasibility Study for the revitaliza- pality can apply on a public call and tion of Gari village. can use a grant of 20000000 Mace- donian denars or 325000 €. Author profile According to IPARD program specifi- Meri Bakalova, cally for owners of houses within this Technical expert for project implementation, region, they are offered co-financing Ministry of Culture, Republic of Macedonia of their investments in reconstruc- ting their houses and enabling them for rural tourism. According to the program, the co-financing can be up to 50% of the total investment. This 171 people and the lake opportunities for local development and investments in the lake skadar region

Lejla Abdic Djokovic

The Lake Skadar region, with its extraordinary cultural and natural heritage and unique tradition and gastronomy, is a wild wonderland waiting to be explored that offers great investment opportunities. The Cultema project for Lake Skadar enabled the Montenegrin Ministry of Culture to undertake, as project partner, several activities for the promotion and possible valorization of this region rich in cultural heritage, with an eye to economic development. By preparing the project documentation for the Zabljak Crnojevica fortress with the inclusion of all stakeholders, the basic foundations were provided for the future process of cultural assets revitalization through participative mechanisms which will result in wide consensus regarding our vision in this matter. With quality assessment of cultural heritage and production of promotional catalogues for the Lake Skadar region, we will draw the attention of potential investors, not only to specific sites of cultural heritage, but also to the possibilities that this region can offer in the wider context of its rich heritage. Our aim is to promote the lake for its valuable cultural and natural heritage and to focus, as much as possible, on the needs of local communities and all those economic activities that can contribute to a better quality of life for the people of this region.

Lake Skadar, our pilot territory Lake Skadar is the biggest lake in the Balkan Peninsula; its overall surface area varies around the year from 375 to 540 km². It is situated in the Zeta and Skadar structural basin, in the far south-east of Montenegro. Two thirds of the lake belong to Montenegro, and the remaining one third is situated inside the Republic of Albania. The Montenegrin part of the Lake, with its shores, covers the total area of 40000 ha, and was proclaimed a National Park in 1983. The shores of the Lake are indented and rich in bays, peninsulas and capes; they are mostly swamps, covered with reeds. The Mediterranean-subtropical climate, which dominates this structural basin, is characterized by long hot summers with droughts, and rainy and cold winters. The Lake Skadar region is under the influence of the Adriatic- Mediterranean climate, but it is also affected by the continental climate of the mountains in the background. In 1996, Lake Skadar was entered into the global List of wetlands of international importance, based on the Ramsar Convention. The rich cultural and historic heritage of the Lake Skadar region confirms that this is a mild and fertile region, inhabited since who knows when; it on the left also shows that this was a battle site in certain times in history, but most Skadar Lake, Montenegro 173 of all an important cultural center. tural heritage involves national Numerous civilizations have come to craftworks in construction; old, this region one after the other and abandoned and derelict fishermen’s left their traces – Illyrian, Hellenic, communities, situated at the very Roman. Powerful dynasties, such as banks of the lake, such as Radus, Kr- Vojislavljevic, Balsic, Nemanjic, Cr- njice, Poseljani, Karuc, which used nojevic, as well as the last one – Pe- to be inhabited and where people trovic have left important statehood provided for their families by fishing and architectural traces from the ti- and where fishnets were untangled. mes of their independent rule over this region. Heritage-based development An extraordinary number of arche- An analysis of the state of affairs in ological sites, fortresses, monastery the area of cultural and historic he- complexes, authentic architectural ritage in the Lake Skadar region sho- craftworks, are located on the shores wed that this region has significant and in the islands of Lake Skadar, potential for territorial development dating from the various epochs that based on the valorization of its heri- followed one another in this region. tage. The biggest threats are related There used to be some twenty mo- to the lack of a systemic heritage nasteries or so in this region, and for inventory, together with a cultural that reason it was called the “Holy value assessment, and the lack of clear Mountain of the Zeta region”. Despi- development directions, thus creating te the weather, wars and lack of care good grounds for lack of protection and and attention, several valuable com- unplanned activities that always redu- plexes, endowments of the Balsic ce the value of material and immaterial and Crnojevic families have mana- heritage. Lack of state funds for conser- on top Bridge of ged to preserve their basic form vation of sacred and profane archi- Rijeka Crnojevića, Montenegro even today. This extraordinary cul- tecture facilities, as well as unfavora- 174 ble conditions for investors, prevent The fortified town of Zabljak- Cr the use of these facilities for touri- nojevica sm or promotional purposes, thus, The medieval fortified town of Za- they fall into dilapidation over time. bljak Crnojevica was built on the hill There is a need for strict control and in the northwest part of Lake Skadar. enforcement of punitive measures Historical documents make first by the authorities, in order to pre- mention of it in the 15th century as vent or reduce illegal activities re- the capital of the Crnojevic dynasty. lated to these cultural resources. During its long and turbulent histo- Education of the local stakeholders ry, Zabljak has frequently changed and the local population, reduction character and significance. During of business barriers, investments the Crnojevic dynasty, the building and use of various facilities that have system looked like the Venetian sy- cultural value, would create prere- stem of fortifications, unique in the quisites for a multiple use of cultural region. Surrounded by strong walls, heritage in the development of the the entire city was protected. region, with the observance of su- During Ottoman rule, it was one of stainability principles. the most important strongholds in The priority in all this is to make an the area, around which fierce battles inventory of all the facilities belon- we fought. Because of its historical ging to material or immaterial heri- significance and unique architectu- tage, in order to know what is availa- re, Zabljak Crnojevica is one of the ble, and then to use this information most important cultural monuments to develop plans for quality preser- in the Lake Skadar basin. vation and valorization of heritage. So, the main vision leading to rehabilitation based on touristic content Elaboration of heritage assessment and the development of eco tourism reports and creation of Preliminary is in line with its specific significance. Intervention List In the context of the project, an ela- Besac Fortress boration of 32 heritage assessment The Besac Fortress is situated on the reports has been made in the region hill right above the Virpazar commu- of Lake Skadar as part of the new Na- nity. The Turks built it after the fall of tional Register of Protected Cultural Lower Zeta 1478 year. It has been in Goods. operation through Turkish domina- Keeping also in mind methodologies tion. Due to its favourable location, and criteria elaborated during the it played an important role in the Ljubljana Process II or formulated by system of fortifications on the Lake. the Technological University of Graz, On the 1200 m2 plateau, a well-pre- we selected six priority assets for the served defensive fortress is located purpose of Cultema PIL. Five of them with walls, gates, watchtowers, and are under State protection (Zabljak ruins of extra facilities. Crnojevica fortified town, Lesendro Experts set up a vision of the location Fortress, Besac Fortress, Grmozur and its sustainability as a tourism/ Fortress, Tower of St. Petar) whereas hospitality point for excursions and the Godinje village is a rural complex related activities of the local popula- that will be part of the valorisation tion in the Lake Skadar National Park process and is slated for future state . Reconstruction based on the ori- protection. ginal design with the possibility of adding new contents is in progress and it will be finished by the end of 175 the year 2014, when it will be on the ted is the only and narrowest water market for public-private partner- passage between two parts of Lake ships. On the former island in vicinity Skadar and that is why for many ye- of the village of Vranjina, Montene- ars this important place was called grin ruler Petar II Petrovic Njegos built the “key of Lake Skadar”. in 1843 the famous Lesendro fortress The fortress is currently abandoned over an area of 3000 m2. and affected mainly by weather con- The position of this island with its ditions. fortress is of great significance from The public administration is seeking a historical and strategic point of public-private partnerships for pre- view as well as from a current valori- serving and restoring the Fortress, Besac Fortress, zation perspective. in order to protect its original shape, Virpazar, Montenegro The area in which Lesendro is loca- with the possible reconstruction of 176 the towers and buildings within the A possibility for social use and sustai- Fortress, which could host various nable development consists in the activities, touristic ones, as well as promotion of the site for other ac- cultural, as well as hospitality related tivities, such as specific forms of or administrative ones. tourism and educational activities bird watching, information, etc. Grmozur Fortress Public access would be limited and The Island of Grmozur, with its for- controlled, as a potential benefit to tress, is situated in the Godinje Bay, the community. in the south-western part of Lake Skadar, the first one in the group of Godinje Village islands situated along the eastern The village of Godinje is located in coast of the lake. It was built in 1843 the Crmnica region, an area with a by the Turks, in the bordering area tradition of grape growing that has between the Montenegrin and Turk been producing the famous wine for territories. During the liberation more than 500 years. wars, in the period from 1876 to 1878, The first written documentation re- under the leadership of Duke Nikola garding Godinje dates from the 13th Petrovic, the Grmozur fortress was century, while in the village, traces occupied by the Montenegrins. After can still be found of the Balsic Dyna- that, the fortress was transformed sty, which lived during the 15th cen- into a dungeon for serious criminals. tury. Nowadays, Godinje is one of Today, the fortress is in bad condi- the best preserved rural entities of tiondue to natural causes, but it is re- historical importance. cognized as a special nature reserve, Traditional architecture, stone hou- and represents one of the significant ses with arched doorways and inns, elements of Lake Skadar’s unique as well as structures that are typical Island Grmozur, cultural landscape. of an older way of life, such as, thre- Godinje, Montenegro 177 shing floors and mills, are prevalent through the “Ljubljana Process II: Re- here. Houses are built close together habilitation of our mutual heritage”. and form a compact unit that resem- In order to improve the participation bles medieval fortified settlements. of all of the stakeholders, in order to The village is a true pleasure for peo- have a cultural heritage rehabilita- ple who are interested in traditional tion process that is sustainable and architecture, wild nature and wine. beneficial to the entire community, The village’s homeowners are intere- the inclusion of the stakeholders was sted in cooperation and partnership actualized through a research que- with potential investors. stionnaire and the organization of joint workshops. The questionnaires, Tower of St. Petar which were distributed to the essen- The oldest preserved object in Karuc tial stakeholders and also through is St. Petar tower, built on the highest workshop discussions have helped in point of a conical hill. It is also known defining the possible key partners in as Bishop Petar I Petrovic’s win- the process of protection, valuation ter house, who built it somewhere and utilization of Zabljak Crnojevica, around mid-19th century. Starting and in recognizing the areas in which then, this settlement began to ex- the individual institutions/organi- pand and houses were built in lower zations could contribute to the pro- points, closer to Lake Skadar. cess. The following are mentioned On the tower’s facade, a series of loo- as possible management models: pholes bears clues to not only living A Establishing a special, indepen- space but of a defensive charac- dent organization that would coor- ter as well. After Peter’s death , the dinate the management of resources first school, which was mentioned owned by Zabljak Crnojevica; in1871, kept working for a while. B Identifying the management au- In 1959, extensive restoration work thority within the structure already was performed on the building, but established in order to avoid the for- as an appropriate function for the malized establishment of authorities tower was not found, the house was without sufficient interest or mana- abandoned once again. gement capacities; Experts are fully supportive of the C Establishing a board/forum/ pla- idea to revitalize this important cul- tform that would decide on mana- tural monument, which is linked to ging Zabljak Crnojevica and have one of Montenegro’s most impor- enough know-how to solve problems tant historical figures. through projects and attract funds to be invested into the development; Feasibility study and Business plan D Granting private management for Zabljak Crnojevica utilization concessions under cer- For the development of the Feasibi- tain terms. lity Study, we used the methodolo- When reviewing the possible deve- gy that had already been developed lopment directions for Zabljak Cr- through the project “Plan of integra- nojevica, three possible scenarios ted rehabilitation projects / Over- were recognized: view of architectural and archeolo- 1 Conservation of fortification, wi- gical heritage” (IRPP/SAAH), a joint thout taking any major steps; program of the Council of Europe / 2 Valuation according to the adop- European Commission that has been ted Site Study of Zabljak Crnojevica; implemented since 2003, and conti- 3 Alternative model of the entire so- nued in the period from 2011 to 2014 lution for the settlement. 178 Starting from the guidelines for pro- 7 Site presentation; tection of cultural heritage, as well 8 Development of the manage- as priority activities defined in the ment plan for the fortification and Site Study of Zabljak Crnojevica that the entire settlement. might be of special significance for In parallel to the activities on the touristic valuation of the entire set- fortification, it would be necessary tlement, regardless to the possible to carry out activities related to the scenario the project of rehabilitation entire settlement, including impro- and revitalization of Zabljak Cr- vement of infrastructure and rehabi- nojevica fortification would imply litation of the settlement. the following phases: Adequate measures and interven- 1 Detailed processing of the cur- tions would contribute the integral rent status image, including the rehabilitation and revitalization of image of facades based on the or- Zabljak Crnojevica as a significant tho-photo layers; tourist destination but also as the 2 Systematic archeological and ar- settlement living throughout a year, chitectural research, according to thus creating the multi-layer bene- the Guidelines of the Republican fits for both the local population and Institute for the Protection of Monu- the entire community. ments of Culture; 3 Defining of conservatory requirements by the Administration for Author profile Protection of Cultural Heritage and Lejla Abdic Djokovic is currently working defining the detailed program task as a project manager and consultant in of rehabilitation of fortifications and the field of local development and culture. settlements; Her experience grown over the last 10 ye- 4 Development of the conserva- ars due to various challenging projects im- tion project of Zabljak Crnojevica plemented in NGO sector as well as public fortification; working environments. Her development 5 Preparatory and priority works; begun in 2002, while volunteering for Pro 6 Execution of conservation-resto- Patrimonio Foundation. Godinje Village, ration works on the fortification; Bar, Montenegro 179 mainstream and follow up

laboratory network

Daniele Sferra

WP 6 “Follow up strategic action: re-training, quality, Laboratory Network” is a key pillar in the balanced layout of Cultema WPs and their activities. In fact its main task is the construction of the grounds of a long term conve- yance and follow up of the results of the projects and of the partner’s networking. The ratio of WP 6 goes beyond a mere follow up of the project, as it is usually requested in the application’s manual of the EU fund’s programme. It is the starting point of a framework for a long term multilateral cooperation that involves a wide range of partners from the ministerial level to the local level, with the participation of public and private partners and Universities and research institutes, the latter ones constituting therefore also a “brain-pool” of the project. More precisely we have 13 partners and 3 observers coming from 10 different countries. CULTEMA’s international background is accurately harmonised in a wider joint framework, European Commission - Council of Europe “Regional Pro- gramme on Cultural and Natural Heritage in South East Europe – RPSEE” of the capacity building process and of the sustainable economic development through the enhancement of the cultural and natural heritage, constitutes an outstanding starting point and the central theme that inspired the specific activities of the six WPs. A specific linkage to CULTEMA was the component C of the RPSEE, the Local Development Pilot Project (LDPP). As well as the “Ljubljana Process II: Rehabilitating our Common Heritage” as continuation of the component B of the RPSEE: Integrated Rehabilitation Projects Plan/Survey of architectural and archaeological heritage (IRPP/ SAAH) was a further inspiring pillar of the CULTEMA project. CULTEMA’s guiding principle was a coherent promotion and valorisation strategy of the SEE heritage sites with all the relevant institutional and private actors in a framework of multi-cultural dialogue, tolerance and plura- lism focused on a common and shared cultural and natural heritage of. In this context, the barycentric location of the Lead Partner, the Veneto Re- gion and Venice with its vocational role of international crossroad for multi- cultural relations and as meeting point for foreign populations plays a key role in the world-wide scenarios of the Twenty-First century. Already in 2005, in occasion of the Fair of the Cultural Assets and Activities and the Ist Fair Restaura in Venice, the Council of Europe presented the results of the IRPP/SAAH activities, the “first seeds” of CULTEMA were already growing. In fact following this event, and the 2006 Fair, the Marco Polo System G.E.I.E. of Venice, that was involved as a liaison organisation between the Council of Europe and the Venetian institutions, proposed to the Veneto Region the on the left submission of a project proposal to the SEE Call, in its double role of pro- Krap Fest, Virpazar, Montenegro 183 moter of the settlement of an Office In particular, the training was finali- of the Council of Europe in Venice on sed to sensitise the participants to a one side, and on the other side ma- broad and holistic approach to foster king available its decennial interna- the identification and protection of tional experience in the valorisation the authenticity of any cultural site, of cultural heritage, with particular while at the same time safeguarding attention paid to the tangible and and fostering their sustainable deve- intangible fortified heritage. lopment. With this regard, cultural Going back to the project’s activities, sites also face the challenges of eco- the first concrete action by WP 6 has nomic competitiveness: their herita- been the appointment of the CUL- ge made of tangible and intangible TEMA task force for Transnational values, knowledge, historical, archi- Agreements, composed by eminent tectonic, and environmental identity representatives and experts from all must be enhanced through a quan- the CULTEMA partners, who made titative and qualitative participatory available their relevant experience process and negotiation schemes towards the shared goal of finalisa- led by public institutions and the tion of a Memorandum of Under- potential interested private actors standing of the project. The outstan- (Foundations, trusts, banks, enterpri- ding commitment of the task force ses, philanthropists, and sponsors. and the profitable transnational me- The training was also conceived to etings and workshops that took pla- highlight an academic and technical ce in Bucharest in September 2012, network where the dynamics betwe- in Belgrade in February 2013, in An- en conservation, management, and tirrio in May 2013, and in Venice in development were analysed and November 2013 were an enthusia- viable solutions for specific projects stic confrontation and cross-fertili- and case studies were proposed. The sation arena, where the key-pillars theme of cultural governance was of the Memorandum of Understan- tackled in its multi-disciplinary di- ding, which will be described more mension as well. in detail in the following pages, were A further added value of WP6 has defined and finalised. been the provision of appointment In the same above-mentioned me- of a Quality Assessment Board, an etings of Belgrade and Antirrio, as independent body of CULTEMA, well as in the meeting of Skopje in whose task was to assess in an im- December 2013, the partner Graz partial way the consistency and University of Technology developed the effectiveness of CULTEMA core and implemented successfully three outputs according to the SEE pro- training sessions for the “Professio- gramme guidelines and the main EU nal Capacities Development,” which policies fro the SEE programme. This is a more and more demanding need body was composed by 6 eminent of the SEE national, regional, and lo- members, from 3 ERDF and 3 IPA cal institutions in order to develop countries with relevant experience specific “capacity building” for sustai- and background as legal experts, nable economical management, va- cultural management, and cultural lorisation and enhancement of the marketing. The result of their work cultural sites, and cultural heritage was 6 reports on CULTEMA’s core information management systems. outputs that were aggregated in a 184 single report. The specific report on ritage, and a widespread network of the Memorandum of Understanding local and international Universities... was surely the most effective, since a living example and best practice of it provided a determinant contribu- sustainable management of a cul- tion in the final stages of negotiation tural site in a bottom-up approach. and preparation of the document. The second CULTEMA Laboratory Now I would like to draw your atten- Network was settled in the premises tion on the two main pillars of the of the Rectorate of the Graz Techni- follow-up of the CULTEMA project: cal University, a further wise deci- the three CULTEMA Laboratory Net- sion due to the fact that this partner works and the Memorandum of Un- has the role of “scientific pool” of the derstanding. project and its long-lasting expe- When WP6was build, due to the re- rience on EU projects, PPP projects, levance of the project partnership and cultural areas rehabilitation and the WP’s core outputs that were projects is an added value for the capitalising the RPSEE framework, CULTEMA partners. This CULTEMA we have assessed that it was ne- Laboratory Network will benefit also cessary to set up a network of CUL- from the support of the CULTEMA TEMA “focal points” that would last partner Association for Preservation and continue to operate after the and Research of the Austrian Cultu- end of the project. The number and ral Heritage. The last but not least the locations of the CULTEMA La- CULTEMA Laboratory Network is boratory Networks were carefully settled in the Ministry of Culture of assessed and chosen according to a Serbia and it will run in collaboration balanced geographical distribution with two Serbian national organisa- and the type of partnership. More tions: the Institution for the Protec- precisely, Venice, Graz and Belgrade tion of Monuments and the Institute were chosen. Venice as ideal inter- for Conservation. The location of national crossroad and barycentre Belgrade as cross-road and gateway gateway between the Western and in the Danube area with the ERDF Eastern countries. In particular, the and IPA countries is also pitoval for synergic cooperation between the CULTEMA’s networking in this area. Veneto Region, the City of Venice, Few words on their functions and and Marco Polo System G.E.I.E. led to tasks. First of all, the three CLNs will the decision of settling the Venetian store the hard copies and electronic CULTEMA Laboratory Network in the files of the relevant core outputs, historical site of Forte Marghera in documents, reports and results of the premises of Marco Polo System CULTEMA that will be available for G.E.I.E.. A farsighted decision in con- consultation, dissemination and de- sideration that Forte Marghera beca- livery to any subject or institution me in the recent years a real incuba- that is potentially interested to ack- tor of cultural heritage with relevant nowledge, study, and analyse the international activities of artists, above mentioned achievements. permanent activities of the Venetian The Database and the Cultural He- Academy of Fine Arts, handicraft ritage Platform will be available for activities, scientific workshops, cros- consultation as well. At the same sroad of implementation of several time, there will be a daily operatio- EU projects in the field of cultural he- nal platform available as a work me- 185 eting point for potential investors achievements of the project. This is and representatives of public/priva- a key driving asset of the Memoran- te bodies willing to finalise project dum taking into consideration the proposals to be submitted to EU, EU framework planning for 2014- national, regional, or local Calls for 2020 as well as the other relevant EU funding. Just like the CULTEMA La- policies in the neighbouring areas. boratory Network will be the focal In fact the signatories partners agre- point to facilitate and foster the inte- ed the following: rest and the interaction of strategic - to plan and deliver together the public/private stakeholder and inve- transfer of good practices related stor partnership for the restoration, to the successful management, at- preservation, and management of traction of investments, and enhan- the identified sites. The CLNs are also cement of cultural assets between an area for debate and the transfer CULTEMA partners and to third par- of best practices of recovery, preser- ties, thus enabling historical cities vation, and management of cultural and settlements, cultural heritage si- heritage assets and sites. Last but tes, and local authorities to generate not least, the CLNs represent the new employment, achieve improve- ideal pillars to foster and enhance ments in the communities’ quality of any further form of bilateral or mul- life, and deliver sustainable growth tilateral cooperation activity and/or of economic activity, highlighting agreements in the field of cultural the ability of CULTEMA partners to heritage sites, either among CULTE- respond to the goals set by the re- MA partners, or enlarging the cur- levant European Union cultural poli- rent network to new public/private cies and the related Acquis Commu- partners. nautaire; The latter issue introduces the Me- - to promote, deepen, and consoli- morandum of Understanding that is date the existing effective collabora- mainly a technical agreement on the tion demonstrated by the successes continuation of the existent CULTE- of the CULTEMA project; MA partnership networking, sharing - to heighten public awareness and capitalising the projects’ achie- about the cultural heritage of Euro- vements, confirming the key role of pe through the creation of an open cultural heritage sites and territories Network of Heritage sites partner, as powerful catalysts for the local cities, and local authorities; and regional economy, which re- - to support the activities of the Net- presents a pivotal strategic resource work of Heritage sites partners, cities, and powerful engine driving eco- and local authorities, safeguarding nomic growth within a perspective and realising the socio-economic of potential creative hubs of local, potential of heritage assets, working regional, national, and international in close partnership with national, sustainable development. The Me- international, and European institu- morandum defines also the current tions; aggregation of CULTEMA partners - to encourage new bilateral and as an open network that can be also multilateral activities amongst pu- enlarged to new partners who sha- blic and private European non-pro- re the same principles listed in this fit bodies and organisations with a document, as well as the results and strong participation of the European 186 cultural heritage sector; Author profile - to promote international exchan- Daniele Sferra is an expert in international ges of information, scientific rese- relations and cultural cooperation affairs. arch expertise, and analysis on the Graduated in Political Sciences, Interna- above-mentioned cultural and national Relations in Padua. He carried out 12 diplomatic missions in the Balkans, in tural heritage, in order to achieve Asia and Oceania with UN, OSCE/ODIHR, new practical partnerships among EU and IOM. He worked in 25 EU funded experts from the university sector, projects. He carries out international in- policy practitioners, and enterprises, terdisciplinary cultural cooperation acti- which define clear and effective stra- vities. He is a former officer of the Italian tegic approaches to the social and Navy and member of the Italian Society economic restructuring and master- for International Organisation SIOI in planning of cultural heritage cities Rome. ([email protected]) and sites, faced with the challenge of achieving new uses and functions for large swathes of cultural and natural heritage assets; - to promote and/or organize conferences and meetings with the most important scientific institutions in the field of heritage protection, and to cooperate with international organisations such as UNESCO, COUNCIL OF EUROPE, Europa Nostra, ICOMOS, ICCROM, and others in order to jointly enhance a more effective valorisation of the common cultural and environmental heritage; - to promote, prepare and submit project proposals in the Call for Pro- posals of the new EU programming framework 2014 – 2020 or other financing programmes. To foster any other reciprocal bilateral or multilateral forms of collaboration in common projects, strategies or international cultural cooperation.” A deep analysis of the above-mentioned statements and of the whole document highlights the holistic range of this Memorandum and the firm cohesion of the partners of CULTEMA who have declared their unanimous will and consensus to finalise further projects for the continuation of CULTEMA. Its successful “navigation” will continue... with “tailwind”! 187 project communication strategy

Stefania Mazza

The communication plan, described in Cultema DCS, provided information and publicize the project, the aim was to stimulate project development and add value. The plan ensured all project partners know what should be done in terms of communication and it ensured coordination, managing and responsive to partners, stakeholders and general public needs.

Communication Strategy Objectives and tools activated The definition of the strategic objectives was an important starting point for the project communication because allowed to reflect what goals has to achieved and which path should have been followed. The communication plan objectives, necessarily connected and consistent with the overall strategy of the project, were: -to highlight the institutions activities on the project and how they work; -to promote widened and deepened knowledge about the project; -to encourage internal processes of procedure simplification and the equipment modernization and the knowledge of the start and of the administrative proceedings course; -to promote the administration image giving visibility to events of local, regional, national and international level relating to the project; -to promote the project credibility and viability to potential customers with information processes deployment actions at different levels and with different methods. After the definition of the Visual Identity, containing the headlines for a coordinated image, were implemented some executive layouts of communication tools, as letterhead, folders, leaflets and brochure, manuals, posters, power point presentation. A web platform has been created as main tool for project dissemination. The project web site contains an “archive area”, with the restricted access to the partners, for gathering all the information related to the project with documents and texts produced, and a “news area” open to the public for disseminating all the useful and necessary news for the project and its objectives promotion. In addition a “download area” for public access (with identification), has been implemented to collect a mailing list of people interested to the project stakeholders. The most important tool was, as foreseen, the Cultema Web Site. The website has been set up to meet the needs of the project external and internal communication and dissemination. In particular, the communica- on the left tion and counting visits mode, and information requests mode to the users poster by Lead Partner -Veneto Region 189 Cultema Poster by Lead Partner Veneto Region 190 to create personal data has been set. The main KPI have been and will be: - the visits counter; - the news area updating on the home page about all the events related to heritage assets; - the use of the store area from partners to publish documents of common interest; - the access to the download area for the public, useful to increase the mailing list; Afther the end of the project partner will ensure some activities and tools availability To promote, and consolidate the existing effective collaboration demonstrated by the successes of the CULTEMA project. 1 CULTEMA Laboratory network: will be establish three CNLs, in Italy, Austria and Serbia with the task to assure the future availability of the whole core outputs, final document, reports and results of Cultema project. 2 CULTEMA website: to update relevant cultural heritage sites information of the activities of the partners, trainings, meetings, new projects; 3 CULTEMA database of Cultural He- ritage Assets: to update the database of the cultural heritage assets, according to changed status, condition, ownership, state of preservation and relevant structural modification of the database enlisted sites. 4 CULTEMA Cultural heritage Author profile platform. This heritage platform Stefania Mazza, general services officer of shares information about cultural the Venice Water Authority, was respon- heritage properties that are sible for coordination related to com- available for development projects munication activities and maintaining and require private investments (e.g. relationships with project partners, she restoration, refurbishment, reuse provided operational support to the publi- for social, educational, research or cation of dissemination materials. various economy-related services, etc.).

Cultema Flyer by Lead Partner Veneto Region 191 the investment and the investors in the cultural heritage: good praticties

Marco Marinuzzi

The focus groups organized within the framework of the project CULTE- MA enabled a preliminary analysis, in the Veneto region, on the theme of partnerships between public and private entities aimed at the protection of the regional cultural heritage or, more generally, on the involvement of the private sector in the conservation and promotion of cultural heritage. It has been almost ten years since the government took action to regulate this sector but we have yet to see a significant change in approach. During the focus groups, the audience (private and public stakeholders) had the opportunity to learn of some interesting examples of innovative governance ( participatory foundations and the system of villas in Lombar- dy) and other experiences developed in Italy to meet public and private needs as the Office for the sponsorship of cultural assets and activities set up by the Chamber of Commerce of Monza and Brianza. The debate has also given rise on the problems that do not favor the matching between public and private sectors. While the private sector asks for a well-defined and clear strategy promoted by the decision-makers, on the other hand the private sector is hampered both by the many bureaucratic and procedural steps required and the current economic and financial crisis. Culture, as Durão Barroso, President of the European Commission, mentioned during the last European Culture Forum is the cement that binds Europe together, while Androulla Vassiliou, Commissioner for Education, added that culture is now more than ever, central to the European project and support to the cultural and creative sectors needs to be strategic. In these days we are moving from the European programming period 2007-2013 to the period of 2014-2020 period. In fact, Brussels sets its policies on a seven years basis. This is the first programming designed during the crisis against a setting of growing Euroscepticism. This programme envisages some important changes, all conceived with the aim of achieving the objectives of the Europe 2020 Strategy . Europe 2020 is the ten-year strategy for Europe aims to boost the EU economy over the next decade and it follows the so-called Lisbon Strategy, which, however, failed to achieve the goals that had been set for 2010. In a changing world, the EU aims to become a smart, sustainable and inclusive economy. These three priorities mutually reinforce the priorities that aim to help the EU and its Member States to achieve high levels of employment, productivity and social cohesion. on the left To give more substance to this statement, the EU has set itself five objec- Grmozur Fortress, tives to be reached by the end of the decade. They are related to employ- Godinje , Bar, Montenegro 193 ment, education, research and inno- riod of the Structural Funds, aligning vation, social inclusion and poverty the need for the concentration of reduction , climate and energy. resources, has selected 11 thema- The 5 targets for the EU in 2020 tic objectives on the basis of which 1 Employment 75 % of 20-64 year- each Managing Authority should olds to be employed; establish its own policies and build 2 R & D 3 % of the EU ‘s GDP to be the operational programs. They are: invested in R & D; 1 Research & innovation; 3 Climate change and energy sustai- 2 Information and communication nability greenhouse gas emissions technologies (ICT); 20% (or even 30 %, if the conditions 3 Competitiveness of Small and Me- are right ) lower than 1990, 20% of dium-sized Enterprises (SMEs ); energy from renewables, 20% incre- 4 Shift towards a low-carbon eco- ase in energy efficiency; nomy; 4 Education, Reducing the rates of 5 Climate change adaptation & risk early school leaving below 10% at prevention and management; least 40 % of 30-34 year-olds com- 6 Environmental protection & re- pleting third - level education; source efficiency; 5 Fighting poverty and social exclu- 7 Sustainable transport & removing sion at least 20 million fewer people bottlenecks in key network infra- in or at risk of poverty and social ex- structures; clusion. 8 Employment & supporting labour The strategy also includes seven mobility; priority initiatives that outline a fra- 9 Social Inclusion and Combating mework within which the EU and Poverty; national governments support each 10 Education, Skills & Lifelong Lear- other in their efforts to achieve the ning; Europe 2020 priorities, such as inno- 11 Institutional capacity building & vation, the digital economy, employ- efficient public Administrations. ment, youth, industrial policy, poverty and the efficient use of resources. As can be noted, we cannot find a All programmes and European ini- specific objective for culture as it is tiatives 2014-2020 will be strongly considered a cross-cutting theme focused on achieving the objectives that can be included in each of them . of the Strategy and will avoid disper- Therefore, the effort required to ma- sion of resources, instead favouring nage authorities, cultural operators a concentration of interventions. and representatives of the cultural Some programmes have been mer- and creative sectors participating ged, while others have been signifi- in the works of the institutional ta- cantly modified or innovated. bles , will be to include the aspect Culture is considered a cross-cutting of “culture” in each of the objectives. priority for the European Union. This means that the objective 1, for As far as cohesion policy is concer- example, can and must provide for ned, the European Regional De- measures to promote the develop- velopment Fund, European Social ment of research and innovation Fund and Cohesion Fund together for the promotion and safeguarding account for more than one third of of cultural heritage (new products, the EU ‘s overall budget. new technologies) while objective The 2014-2020 programming pe- 2 may envisage interventions that 194 are directed to the digitalization of As regards direct management pro- cultural heritage in order to preser- grammes, i.e. those implemented ve it and open it up to a wider au- directly by the single Directorates dience. Objective 3 will finance in- General of the European Commis- terventions aimed (also) to cultural sion, there will be a programme and creative enterprises and so on. for the cultural and creative sector Objective 6 will be the most appro- (Creative Europe, a single program- priate for interventions dealing with me bringing together the former the conservation of the cultural heri- Culture, Media and Media Mundus tage, although Brussels has stressed programmes) but we could also take the fact that it should be more ad- advantage of other useful programs dressed to natural resources rather for the sector such as Horizon 2020 than cultural resources. In any event (scientific research and technologi- it will be possible to finance struc- cal innovation), Erasmus for All (for tural and infrastructural culture-re- vocational education and training) lated projects, also combining the and COSME (promotion and develop- European Regional Development ment of entrepreneurship). Fund and the European Social Fund. Creative Europe has also introduced As part of this objective, for example, a new guarantee facility scheme in interventions aimed at enhancing order to facilitate access to credit for the so-called “cultural attractors“ will the cultural and creative industries, be financed. This kind of project will as it has been proved, with a great promote the creation of cultural cen- deal of research and studies, that tres that could work as cultural pro- culture, more than other sectors, is pagators. faced with a series of obstacles and Regarding the mode of implementa- difficulties in obtaining funds for tion, the Global Grant will continue investments by the financial institu- to exist while the main novelty is the tions. Integrated Territorial Investment (ITI) . As we have seen, the new program- ITI is a tool to implement territorial ming period provides many oppor- strategies in an integrated way. It is tunities for the cultural and creative not an operation, nor a sub-priority sector and for the conservation and of an Operational Programme. Inste- enhancement of European cultu- ad, ITI allows Member States to im- ral heritage. Most programs involve plement Operational Programmes in the participation of both public and a cross-cutting way and to draw on private entities to establish part- funding from several priority axes of nerships for the development and one or more Operational Program- implementation of projects. An es- mes to ensure the implementation sential requirement is that the Ma- of an integrated strategy for a spe- naging Authority, especially in Italy cific territory. As such, the existence , recognises culture as a central ele- of ITI will provide both flexibility for ment for regional and national pro- Member States regarding the design gramming. of Operational Programmes, and enable the efficient implementation Author profile Marco Marinuzzi, of integrated actions through simpli- Expert Consultant fied financing. More specifically, it will Regional Union of the Chamber of Commerce combine ERDF and ESF with the aim of Veneto, Italy to implement an integrated project. 195 cultural heritage adaptive reuse: a drive for sustainable development

Raffaella Lioce

When the risk of abandonment of cultural heritage and the risk of loss of identity values are too high, adaptive reuse projects become unavoidable. The challenge is to identify the most sustainable use able to preserve historic values and to be attractive for the market. This paper discusses problems and challenges that owners, public authorities and investors should face in a increasingly competitive scenario, where resources for restoration and maintenance have to be activated, showing how Cultema outcomes should be mainstreamed and improved in the next future.

Sustainable and adaptive reuse of cultural heritage Cultural heritage is an important part of our landscape and territorial identity. It represents tangible and intangible values and concrete opportunities for sustainable development. Yesterday as today, villas, castles, fortresses, historic homes, manor houses, churches, ect. give, identity and character to cities and villages. They are worthy to be preserved for future generations, but the high maintenance costs for are mounting challenges that must be faced by owners and planners among legal restrictions and scarcity of resources. Believing that the best way to conserve a cultural building complex is to use it, a change of attitudes from absolute conservation towards sustainable reuse is no longer deferrable. Heritage can and must be reused, whenever the original use is no longer convenient and the risk of abandonment is high. “Where a building can no longer function with its original use, a new use through adaptation may be the only way to preserve its heritage significance” (Australian Gov.) Once established that, to be preserved, building heritage must be used or adapted to new purposes, it is necessary to clarify how the conversion process should be developed. It must be respectful of cultural values, based on the ongoing interpretation of compatible functions that are socio economically acceptable. In other terms, the adaptive reuse project must be sustainable. Giving new life to heritage, rather than freezing it in history, represents also a tool for local development. An adaptive reuse project adds “a new layer without erasing the earlier layers and becomes part of the long history of the site. It is another stage, not the final one” and it offers the opportunity to “maintain the heritage fabric that would otherwise be lost and to make it available to new generation” (ICOMOS charter). on the left Changing the use of historic buildings is nothing new. In the past, buil- Villa Revedin Bolasco, Castelfranco Veneto, Treviso, Italy 197 dings were renewed without paying that not all cultural assets are suita- particular attention to their history, ble for tourism re-use. It is necessary but with a pragmatic approach not to focus on territorial and socio eco- intented for value conservation. nomic features, before understan- Changes were driven by structural ding what a cultural asset could be- and functional needs. Nowadays, a come. Cultural building complexes collective awareness and conscience have their roots in the place where require more attention to the preser- they have been built in the past with vation of the past and the lack of re- a specific purpose and it should the sources demands for an innovative contemporary dimension of the and creative approach. same place that can determine the Considering that Cultural heritage, most suitable use for them. Howe- preserved and managed in an ap- ver it won’t be enough identifying propriate way, could play a decisive sustainable uses if potential inve- role in local development and belie- stors are not reached and activated. ving that, for the great part of the The assessment of marketability of european historic heritage to be a plan becomes nowadays the core preserved and sustained, new uses issue of any cultural enhancement are needed, different from the ones process. they were built for, it is necessary to A step by step interpretation process improve and revitalize the aesthetic is necessary: firstly, a detailed buil- and economic aspects of architectu- ding analysis must reveal spatial and ral heritage, by defining compatible structural capabilities and limita- re-use strategies. tions, highlighting its potentialities and possibilities; secondly, a territo- Which type of reuse? How can be rial needs survey can show market determined? That’s the first issue to territorial trends and demands. face: reuse must be compatible with Adapting a cultural building com- cultural values, economically conve- plex provides an interesting chal- nient, socially accepted and the in- lenge for architects to find suitable vestments reasonable. innovative solutions with creative designs that retain heritage signifi- A creative approach must be elabo- cance. rated overpassing the common idea A deep understanding of heritage that cultural heritage can be enhan- significance must guide the regene- ced only for tourist purpouses. If it ration projects and a sound interpre- is true that sustainable cultural tou- tation of territorial features is also a

Villa Correr Pisani, rism is a concrete opportunity for compulsory step. Montebelluna, Treviso, Italy heritage conservation, it is also true A long term perspective must be 198 addressed by adaptive reuse pro- purpose of tourist accommodation cesses and, considering that the wil- and facilities to many others, such lingness to invest depends more on as: company premises, libraries, mu- the sustainability and effectiveness seums, start up incubators, training of the operational scenario, than and educational centers, offices, co- on refurbishment costs, a manage- housing and so on. Different uses ment plan is the decision support are viable for different contexts and base. Actually, costs for restoration for different investors. works represent only a small part of Adaptive reuse must also be based the total costs that an investor takes on its social value and impact on the into account during the decisional lives of communities. It is opportu- process, as far as architectural de- ne to involve communities in driving signs are only a part of the general adaptive reuse projects. Consulta- plan of investments. In this horizon, tion and participation are important only the integration of skills and for the effectiveness of regeneration competences can provide the ap- and development plans. Externali- propriate project: architects must ties that can be generated by new talk with economists, planners with uses have an impact on social life marketing experts, engineers with and economic growth. The areas sur- contamination specialists: they have rounding the asset can benefit from much to offer if working together. the presence of cultural heritage if it is appropriately managed and en- Cultural heritage and territorial hanced. marketing Types of reuse derive from a mix of There are a lot of opportunities pro- analysis: cultural and architectoni- vided by cultural assets marked for cal, territorial and economic, social regeneration. The CULTEMA project and environmental; hovever, the demonstrates how the need for in- choice depends on its marketability, vestments is a common concern in notably the capacity of the project Europe and in particular in the South to attract necessary resources for East, where the lack of resources de- restoration and for management in termined a more competitive scena- the long run. rio for the owners that are looking for investors. Where and how reaching potential A strategic approach to cultural heri- investors and activating resources? tage marketing can provide the first Where are the actors capable to in- answer to the questions above. vest in project of such dimensions The purpose of reuse derives from and importance? What do they ask its economic sustainability in the for? long run and on the compatibility of the operation with the artistic It is common knowledge that an and historic dimensions. Through a investor asks for approved projects deep analysis of territorial economic and certainty of time. In this fra- trends of the area where the asset is mework, a possible marketing appro- located, new uses can be identified. ach can be traced as following: When looking for an adaptive reu- 1 Economic Sustainability assessment: se of a cultural asset, it is necessary - Analyzing market trends, territorial fe- to consider a multilevel scenario of atures, and socio economic contexts in possibilities: from the most common order to define the new functions con- 199 sistency with the context, being sure economic development of the larger that operational plans will be economi- area, because of both the intrinsic cally sustainable; cultural dimension and the poten- - Mapping potential investors, in order tials determined by the economic to both identify economic operators uses of it (more jobs for example). that could be interested in investing A major challenge is to identity and in such a project and develop a plan implement appropriate new uses, better tailored to investors’ needs and apt to make a good economic utiliza- requests; tion of the cultural heritage, that can 2 Social Sustainability assessment: be contemporary accommodated - Sharing potentialities with communi- within the size, shape and structure ties, in order to ensure social acceptabi- of the existing building. “Adaptive lity whenever a cultural identity value reuse is a process of match making” belonging to the community is going between structures, cultural values to be transformed; and functional needs. Believing that “there is a potential productive re- 3 Financial Sustainability assessment: use for all the buildings that need - Identifying management scenarios one” (H. Kalman), and that it is quite in order to check the compatibility impossible to achieve a performing and the long term sustainability of adaptive reuse without engaging operation and management cash owners and/or investors, the real flows; challenge is to find resources, or no- 4 Technical Compatibility And Sui- tably an interested financing part- tability assessment: ner. -Elaborating a design and an adaptive plan, involving authorities gran- How do change risks ting the necessary permits, in order turn into potentials? to provide the potential investors with a project already approved and Adapting a cultural heritage asset to ready for works; a new life is the real objective for ar- 5 Marketing Effectiveness assessment: chitects, owners, administrators, de- - Arranging the business plan and velopers and investors to find inno- the marketing dossier, in order to vative approaches towards excellent give a complete overview on the design solutions and creative forms project, especially in terms of inve- of use able to preserve cultural va- stor convenience; lues. - Starting the so called “marketing The economic adaptive reuse is an fit“ and indentifying investors; opportunity and an innovative way - Communicating opportunities and to preserve historical manors and meeting the market. houses from degradation and abandonment, while financing the main- Opportunities and challenges tenance of assets and their main arti- Vacant and unused cultural building stic and traditional characteristics is complexes cause loss of property always the greatest challenge. and identity value, while economic It is necessary to find and identify adaptive reuse, if appropriate for the use, then address and tailor the the context, can generate positive project in such a way as to avoid externalities at a range of scales. It generating rehabilitated structures can contribute to sustainable socio- with no productive use. 200 The process requires a circular ap- conveniences (ROI, NPV, ToR,…) to proach through the following: cultural heritage represents a key A feasibility study, exploring compa- element for project development. tible reuses and providing alternati- Often, the indirect impacts of a cul- ve scenarios; tural investment on communities A master plan, embedding long and on investors, clients and stake- term strategies and including op- holders must also be taken into ac- portunities to rethink options on count by the project developers. the basis of market and territorial The real estate market is not the only development; one to be addressed when resources A management plan or a business for cultural heritage restoration are plan, including an architectural plan; requested. Ideas and wills can make A marketing dossier addressing in- the difference. vestors’ information. There is a greater need for approved Investing in well developed feasibi- projects and business plans than for lity studies, master plans and ma- feasibility studies, as it is not enough nagement/business plans before promoting the asset itself: a marke- beginning restoration works is ne- ting process must start with the idea cessary and vital for the success of of adaptive and sustainable reuse. the initiative. In particular, when a cultural heritage asset is publicly owned, it is not Could cultural heritage become a advisable trying “to sell” it without sustainable business? an approved plan and this plan The diminishing and the lack of re- should consider multidimensional sources is one of the facets of the factors leading to the investment problem, which is also characterized decision process. It is demonstrable by transformation constrains of the that no offers will be made to- pur listed buildings and by marketability chase a cultural asset, if there are of cultural heritage reuse projects. no certainties on possible uses and “Cultural heritage, embodied in nu- times required for works. It is as if the merous and precious historical-ar- market itself is saying that short per- chitectonical manufacts, represents spective and vision are not suitable an enormous value for society, but in for cultural reuse choices. Decisions order to be adequately maintained, made without a broad perspective it requires continuous and conspi- and sound enhanced strategy can cuous investments” (Rotaris). cause the risks of approaching pre- Investors’ strategies are not always servation incorrectly and failing to known and easy to address, as they match the demands of investors. Be- can postpone investments to the fu- fore selling or granting license of use, ture rather than implementing them it is necessary to identify sustainable in the present, or invest in other sec- scenarios and arranging projects re- tors. Understanding the decisional ady for works and the market. process for a cultural investment is Nowadays more than in the past, we a fundamental step to undertake could look at cultural heritage as a when a marketing strategy is going business factor, if we would preserve to be prepared to attract resources it for future generation. It is no lon- for heritage maintenance and/or for ger only a question of adaptive reu- adaptive reuse projects, just as the se, but it is becoming a business is- Villa Capra Barbaran, ability to apply typical indicators of sue. Drawing up a business plan and Camisano Vicentino, Vicenza, Italy 201 assessing the risks of investments indicators and the private sector is are essential steps to convince inve- paying attention also to non-econo- stors and turn a project into concre- mic aspects of the investments. “The te action. playing field is changing and the in- If we want to activate resources for terests of these two worlds can con- the rehabilitation and maintenance verge, especially in response to the of cultural heritage, we cannot not changing patterns of public cultural taking into account the investors’ consumptions” (K. Salmon). convenience framework and must Business models and models for fin- adopt tools to address the market, ding resources should be innovative, such as a business plan. Feasibility not only for refurbishment but also studies are only the first step to un- for management in the long term. derstand the suitability of a project From crowdsourcing to new chan- or of alternative scenarios, but it nels for communicating opportuni- must become a business plan com- ties to investors, the scenario is be- plete with financial indicators. coming global and competitiveness However, when ROI risk manage- increasing also in the cultural sector. ment and traditional financial rules are applied to cultural heritage Mainstreaming CULTEMA results projects, it is important do not forget The Cultema project experimented that cultural values (use at not use) different approaches to local deve- exist and contribute to the general lopment projects based on cultural effects of the project. New economic assets rehabilitation and re-use, cre- models able to capture both artistic ated tools for communication and and aesthetic values and financial re- adopted a marketing strategy to at- turns can improve investments and tract investors. ensure profitable business models. A “stock” of cultural assets looking Actually, it is the combination of the for resources and new uses have cultural dimension with economic been stored in a common data base goals that attracts investors more and some pilot feasibility studies than just financial convenience. Cul- have been elaborated. To mainstre- tural projects provide such positive am the project results, but most of all impacts and values that the decision to start a virtual process of cultural on investments cannot be made ba- heritage rehabilitation, it is oppor- sed only on economic and financial tune to develop business plans and indices alone. A business plan for marketing dossiers to activate and the cultural sector must take into ac- address potential investors towards count both dimensions of the value the SEE’s cultural heritage, catching that this type of projects are able to both economic and cultural values. generate. For both public and pri- The Cultema laboratory network vate bodies, culture is becoming a shouldn’t be simply a repository of drive for development and growth. good practices, but a real agency Companies and local authorities are able to provide the necessary skills stimulated to promote their culture and support to owners and inve- as a vector for increasing their image stors, involving architects, surve- and perception. During the last de- yors, economists and marketing ex- cades, the positions of the public and perts. Furthermore, as the adaptive private sectors changed: the public reuse projects represent a “special al- sector is addressing also profitability chemy” between public and private 202 sector investors, governance models per lo sviluppo sostenibile della città e del terri- must be innovated and tailored on torio, Milano, Franco Angeli, 1997. H. Kalman, Adaptive reuse, conference pro- specific contexts and must be close ceedings, (s.d.). to management in order to move P. Howard, Heritage Management, Interpreta- quickly from ideas to decisions and tion, Identity, London/New York, MPG Books, 2005. action. It is necessary to innovate Heritage Council of Victoria, “Adaptive reuse governance patterns before inve- of industrial heritage,” Melbourne, 2013. sting in cultural heritage restoration, N. Lichfield, The urban and Regional Planning Requirements for a Cultural Heritage Conser- balancing conservation and innovation Policy: The British Scene, Roma. Centro vation. In particular, new functions di Studi e Piani Economici. (s.d.) must be able not only to protect the R. Lioce, Villas, stately home and castles: compatible use valorization and creative manage- building’s identity, but also to ensu- ment. re a significant growth in economic Project aims and result” and Lo sviluppo eco- and social values (Fusco Girard and nomico territoriale attraverso la valorizzazione delle ville venete, in Villas, stately homes and Nijkamp, 1997). In this perspective, it castles”, Venezia, Lunargento, 2007. is opportune to: M.R. Pinto, Il riuso edilizio. Procedure, metodi - develop new evaluation methods ed esperienze, Torino, UTET, 2004. to assess investments projects; M.R. Pinto and S. De Medici, “The governance of the Italian cultural heritage: the enhance- - encourage social contribution and ment process”, in Finch E. (s.l.), 2008. acceptability; P. Rosato, L. Rotaris, Una valutazione econo- - promote cultural entrepreneurs; metrica dei fattori che influenzano il riuso dei manufatti storici, in “Villas, stately homes and - improve cultural clusters, gover- castles” Venezia Lunargento, 2007. nance models and cooperation wi- K. Salmon, “Cultural undertaking and in- thin the cultural sector; vestment: from intuition to decision making”, Avignon, 2010. - come up with innovative business models and schemes, where the Author profile non-economic dimension of culture Raffaella Lioce architect is an expert in is taken into account and evaluated. project management and cultural herita- CULTEMA is an important step toge enhancement; she is a professor of Eco- ward mainstreaming a new way of nomic Evaluation of plans and projects thinking, assessing and valuing cul- at the University of Venice. From the year tural investments projects and terri- 2000, she has been dealing with cultural torial marketing strategies; a main- heritage, territorial marketing, and lan- stream process that has been started dscape projects. Among them: Villas, sta- and will be fostered and promoted tely homes and castles; VIVEN Villevenete by the Cultema laboratory network open network; 2Bparks, Be Natur, Geosee, and the partners themselves, in the and Polynvest. She’s a member of TEA long term. engineering in Padua; here she usually works in the fields of euro-projects, cultu- Bibliography ral assets restoration and enhancement, G. Carbonara, Restauro architettonico, vol. I, Torino, Utet. 1996. sustainable tourism and marketing, lan- G. Caterina, Criteri per la definizione di nuove dscape and environment assessment and funzioni, in G. Caterina and P. De Joanna, Il planning ([email protected]; pm.studio45@ Real Albergo de’ Poveri. La conoscenza del costruito per una strategia di riuso, Napoli, Li- gmail.com). guori Editore, 2007. S. De Medici, Nuovi usi per la tutela e la valorizzazione del patrimonio costruito. La priva- tizzazione dei beni immobili pubblici, Milano, Franco Angeli, 2010. L. Fusco Girard and P. Nijkamp, Le valutazioni 203 partners and working groups working groups

Lead Veneto Region - Public Works and Sport Section, Italy Stefano Talato, project responsible second phase Andrea Cisco, project responsible first phase [email protected]

Serena Bressan, Valeria Brunelli, Maria Mangano, Morena Quaresimin: technical - administrative and external communication office Maria Grazia Bortolin, Maria Paola Dal Borgo: legal and financial office Daniele Sferra, transnational coordinator, political scientist expert in international relations and cultural cooperation affairs Raffaella Lioce, project manager, expert in the field of territorial marketing and adaptive reuse assessment Nicola Camatti, economist, expert in the field of local development and tourism

Institutional agreement with the Regional Institute for Venetian VIllas (IRVV) [email protected] G. Fontanella, President, C. Canato, Director

Ministry of Culture, Romania Claudia Romanescu, Project Coordinator, [email protected] Alexandra Zbuchea, Cultural Marketing Expert (external)

Graz University of Technology, Austria Jean Marie Corneille Meuwissen, project responsible, [email protected] Kersten Hofbauer, project technical manager Elham Madadi, scientific expert for public spaces and cultural heritage

Venice Water Authority, Italy Cinzia Zincone, head of project unit, [email protected] Stefania Mazza, project & communication coordinator Carmela Privitera, administrator Giuseppina Sbavaglia, communication management Augusto Bianchi, IT & Web-Site management Massimo Vianello, project accounting Giovanna Monsutti (SynergyLab snc), External expert for Web Site realization Davide Magro (SynergyLab snc), External expert for Web Site realization Matteo Dal Tin (SynergyLab snc), External expert for Web Site realization Giuseppe Pisani, Project Supervisor

Regional Union of the Chamber of Commerce of Veneto, Italy Roberta Lazzari, Responsible of EU Project Area, [email protected] Valentina Colleselli, Project Manager Irene Coppola, Assistant Project Manager Marco Marinuzzi, Expert Consultant

Aitoliki Development Agency S.A, Greece Spyridoula Papathanasiou: Project Coordinator Christina Panagiotidis: Steering Committee Member [email protected] VEEOEB Verein zur Erhaltung und Erforschung der Österreichischen Baukultur/ Association for the Preservation of and Rese- arch on Austrian Building Culture Johann Kolb , Chairman [email protected]; www.baukulturstiftung.at Eugen Csicsaky, Maria Strigl-Wimmer, Deputy Chairman Christian Hofbauer, Ernst Rainer Institut for Urban Development Alexander Schmiderer, project manager, technical expert Marelli Asamer-Handler: financial manager Julia Nöbauer, Technical coordination and implementation Paul Radinger, Graduate student

Regional Agribusiness Centre Vidin, Bulgaria Vanya Tsakinska, Project coordinator, [email protected] Violina Ananieva, Financial expert Rositza Bogomolova, Technical secretary Irena Georgieva, Marketing expert Petya Asenova, Public relationship/PR/

Ministry of Culture, Republic of Macedonia Meri Bakalova, technical expert for project implementation, [email protected] Vartan Surmejan, technical coordinator/project manager Aleksandra Matic Sever, project coordinator

Ministry of Culture and Information, Republic of Serbia and the Municipality of Zagubica Maja Miskovic, Ministry of Culture and Information of the Republic of Serbia [email protected] Ivana Antonijevic, 10% Project Partner the Municipality of Zagubica

Ministry of Culture, Montenegro Lejla Abdic Djokovic [email protected]

Contacts Cultema Laboratory Network CULTEMA Laboratory Network Venice - Italy Marco Polo System g.e.i.e representative: Daniele Sferra adress: Via Forte Marghera 30 – 30173 Mestre-Venice, Italy Tel.: +39 041 5319706 Fax.:+39 041 5311108 Mob.:+ 39 331 6920577 e- mail: [email protected]

CULTEMA Laboratory Network Graz - Austria Graz University of Technology representative: Kersten Hofbauer adress: 8010 Graz, Mandellstrasse 15/ III, Austria Tel.: +43 316 873 6789 Tel.: +43 316 873 6280 Mob.: +43 699 1820 1645 e- mail: [email protected]

CULTEMA Laboratory Network Belgrade - Serbia Ministry of Culture and Information of the Republic of Serbia representative: Maja Miskovic adress: Vlajkoviceva 3, 11000 Belgrade, Serbia Tel.: +381 11 3398 507 Mob.:+381 63 414 364 e- mail: [email protected]

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