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Cultural Resources Strategy for Sustainable Regional Development

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Cultural Resources Strategy for Sustainable Regional Development CRS for SRD, CCC 79 Fig. 5.22: Individuals possess a vast knowledge of the local environment. Presentation of the “Our Cultural Wealth” brochure and staging of ICH - Performing Arts in Bovec The brochure is also important because it sums up a part of the knowledge about this topic disseminated to date into a meaningful whole. By focusing primarily on CCC descriptions of the living and visible domains of intangible cultural heritage in this region, it offers a solid foundation for research into the more subtle and abstract Cultural Capital Counts characteristics of this region. These activities represent the start of a project with a sustainable vision, which strives to reduce the environmental impact, improve the quality of life, increase regional income, promote entrepreneurship and improve the ability of the region to face future challenges. The collected material represented one of the foundations for the second phase of the project – capitalising the intangible cultural heritage to improve the economic situation and quality of life in the region. Cultural Resources Step 2: Strategic approach and vision development Copyright © March 2014, all rights reserved Workshops and trainings Strategy for Sustainable Editor: Verein zur Förderung des Regional Development Steirischen Vulkanlandes Dörfl 2, A-8330 Kornberg bei Riegersburg Austria The CCC Method phone: +43 (0) 3152 8380 13 project manager: Michael Fend mail: [email protected] ISBN 978-3-902852-11-3 www.verlag.natan.at www.culturalcapitalcounts.eu www.culturalcapitalcounts.eu CCC - The Cultural Capital Counts Method This project is implemented through the Central Europe Programme co-financed by the ERDF. This project is implemented through the Central Europe Programme co-financed by the ERDF. 2 3 Disclaimer: Any notice or publication by the project, in the programme bodies are not liable for any whatever form and on or by whatever medium, use that may be made of the information con- including the Internet, must specify that it re- tained therein. flects the author‘s views and that the MA and 4 This publication presents the main conclusions Brzezinska, Szymon Skublicki, Michael Phillips of the transnational cooperation project “Cul- Pictures: tural Capital Counts”, implemented through Region Vulkanland (www.vulkanland.at), the CENTRAL EUROPE Programme co-fi- www.eisenstrasse.info, Horst Marka, Pannon nanced by the ERDF. It is a common publica- Helyi Termek, Pannon Helyi tion of 10 partner from 6 countries as listed on Termek, Andreas Lengauer, Horst Marka, p. 19. Verona Innovation, LaMoRo development agency, Development centre of the Heart of This publication reflects the views only of the Slovenia, Local Tourist Organisation Bovec, author, and the Central Europe MA or pro- Hegypásztor Kör, Oszkó, Sub-Carpathian gramme bodies cannot be held responsible for Chamber of Commerce, Krosno, b&s consult- any use which may be made of the information ing and training for the rural area GmbH, Os- contained therein. telbien Copyright © March 2014, all rights reserved English proofreading and editorial advice by: First edition1.000# Michael Phillips, MA BVR Verlag, 8330 Auersbach 130, Österreich Artwork and graphics: Christian Krotscheck, Werbeagentur Conterfei Editor: Verein zur Förderung des Steirischen Cover design, composition and layout: Roman Vulkanlandes Schmidt, Roman Glatz, Werbeagentur Conter- fei, www.conterfei.at Authors: Christian Krotscheck, Michael Fend, Druck: Marie-Theres Albert, Marlen Meißner, Bar- Druckhaus Scharmer GmbH, 8330 Feldbach bara Reisenbichler, Toni Kofler, Roberta Davi- Printed in Austria sod, Elisabeth Graf, Roberto Sandrini, Peter Mißbach, Dieter Heider, Vera Fischer, Barbara Graeben, Holger Reinboth, Ferenc Laki, Mija ISBN 978-3-902852-11-3 Bokal, Metka Belingar, Nataša Bartol, Anna www.verlag.natan.at 5 6 Overview Author: Michael Phillips This book is intended as an information resource mented to address the specific conditions and and guide for anyone who is involved in the pres- challenges of any locality or region. ervation, revitalization or development of local- The book is divided into six sections. Chapter ities or regions, from elected officials, to busi- 1 provides a basic introduction to the origin, ness owners and entrepreneurs, to local artists, motivation and goals of the CCC project, and craftspeople and even concerned citizens. The Chapter 2 then goes on to describe the current era of globalization has brought new challenges trends in regional development and how the for rural areas in particular. Competition from im- CCC approach can help move this field forward. ported goods or large chain retailers, the decline Chapter 3 then offers a step-by-step guide to the of industry in many areas caused by widespread innovative approach for individual development international outsourcing of manufacturing activ- projects, which is followed in chapter 4 by an ities, and gradual depopulation due to ongoing explanation of how these individual projects can urbanization are just a few of the threats facing eventually be linked together to create a diverse, rural areas in contemporary times. To guarantee thriving, sustainable, heritage-based regional the long-term survival and prosperity of their re- economy. Finally, chapter 5 describes some initial gions, local and regional authorities, regional de- projects undertaken using the CCC method, in velopment agencies, and other concerned parties order to share some valuable lessons and recom- need innovative economic strategies designed to mendations, while chapter 6 provides a glossary meet these challenges. This book offers one such of important terms and bibliographies for each strategy that can be flexibly adapted and imple- chapter. 7 The CCC method in brief The strategy presented here is based upon the for literature searches. It provides many valuable long-term, sustainable exploitation or, as it is guidelines (e.g. how to identify suitable interview called here, valorisation of the cultural resources targets, how to conduct interviews), which will of a particular area. In this context, two impor- help developers build a catalogue of potential tant distinctions must be made. First, although ICH elements for valorisation. The section then the strategy may include the kinds of material goes on to provide an effective method for eval- resources traditionally evoked by this term (e.g. uating the valorisation potential of the individual monuments, castles), the focus here is on “in- ICH elements, as well as some key criteria to be tangible cultural heritage”, a term which encom- used during this evaluation. Thus, step 1 ends passes cultural traditions, practices, crafts, arts, with a ranked list of potential ICH elements. and the many other aspects that make “culture” a lived and performed construct. This concept While this list provides the raw material for a re- leads to the second important distinction. For gion’s development efforts, the list alone is not most people, the mention of commercialisation sufficient for guiding long-term development. in connection with the aforementioned elements Therefore, the next step is to devise a long-term of intangible cultural heritage immediately calls vision, a vivid picture of the region’s desired fu- to mind tourism. While the methods present- ture. Chapter 3.2 lists the vital elements that this ed here may include the development of cul- vision must contain (e.g. sustainability, authentic- ture-based offerings for visitors, the approach ity, improved economic conditions, a powerful goes much farther. Rather than the simple pack- and appealing regional identity) and also pro- aging of culture for tourist consumption, the goal vides some key guidelines for the development is to foster a vital symbiosis between heritage of this essential vision (e.g. process orientation in- and economy. The cultural heritage provides the stead of result orientation, maximising participa- raw material for the essential economic activi- tion, building awareness). It then outlines a step- ties. Jobs are created, entrepreneurs and small by-step process for creating the vision, which businesses are encouraged and supported, and includes specific recommendations for each step. new products, services and other economic op- This process yields a clear vision of the future. By portunities emerge. In turn, the resulting gains, helping to ensure that the many projects and the both the financial profits and the human pride parties involved with the projects are working and motivation created by these new opportu- towards a shared goal, the vision promotes co- nities, feed back into the preservation and culti- operation and synergy throughout the long-term vation of the cultural heritage itself. Thus, using valorisation process. the 5-step CCC method, a locality or region can develop a vital, sustainable economy with an Armed with this vision, developers can then pro- improved standard of living for the inhabitants. ceed to step 3, which involves formulating a more specific plan for guiding the community to its de- The first step in the process is to identify the el- sired future. To this end, Chapter 3.3 outlines a ements of intangible cultural heritage (ICH) that bottom-up approach that developers can use to are present in the particular region. ICH can be mobilise the energies of the relevant local agents present in the knowledge, talents and expertise (e.g. politicians, business leaders and entrepre- of the people, or the artworks, social practices or neurs, ICH practitioners)
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