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

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) and formulate a specific social networks of the community, to name just a plan. Here again, recommendations are offered few possible sources. Due to the wide variety of regarding how to identify and recruit key agents, potential sources of ICH, a broad range of tools select appropriate projects for the initial develop- are needed to uncover this wealth of resources. ment phase, and create a suitable management Chapter 3.1 describes several research tech- plan for the first three years. This plan will include niques, ranging from multiple types of interviews concrete objectives and a detailed description of and observation methods to suggested sources how to achieve them, including which steps will

8 be taken by which people at which times, as well nomic activities. Chapter 3.5 discusses the princi- as the resources required. ples of effective change management, as well as the practical implementation of such a transfer of The fourth step of the valorisation involves the responsibility within the context of a regional de- implementation of the initial planned activities. velopment effort. It offers concrete suggestions Chapter 3.4 offers practical guidelines and tools on how to set up coaching or training sessions for developing effective communication strate- (including the specific topics and goals for such gies, raising local awareness of ICH via transpar- sessions) to prepare individual ICH practitioners ent planning, managing knowledge gained in to assume responsibility for their newly created the course of the planning and implementation endeavours and to foster the development of a phases, and fostering effective networks of ICH nurturing, sustainable economic environment for agents. In addition, this section discusses the im- the nascent ICH-based enterprises. The section portance of continuously monitoring the perfor- concludes with a useful checklist that developers mance of development activities using checklists can utilise to confirm that the tasks of this step with specific criteria, as well as the need to use have been successfully completed. One final this information to continually optimise and ex- important aspect discussed in this section is the pand the long-term development plans and vi- need to provide feedback for future projects that sions. are still in earlier stages of the valorisation process. Such information sharing can ensure that fu- The fifth and final step of the valorisation process ture projects will benefit from the lessons learned involves the transfer of responsibility from the in the course of the initial projects, thereby con- development agent to the individuals involved in tributing to the development of a vital, diverse the management of the various ICH-based eco- and sustainable local economy.

CRS for SRD, CCC 9

Valorised region/ICH

5. Responsibility, benefits (business) 4. Implementation of valorisation  high quality of life 3. Planning and development H  entrepreneurship IC f  Priorities, o regional products 2. ss strategy, vision ce and offers  high pro Identifying n income 1. tio current ICH za  regional jobs ori l  cultural wealth Va Region/ICH  reduced ecological today basis impact

Fig. 1.3: The Valorisation Process of ICH in five steps is the core of CCC methodology (Fend, Krotscheck) The Valorisation Process of ICH in five steps is the core of CCC methodology (Fend, Krotscheck) The five steps to unleash the power of a region’s intangible heritage (described in detail in Chapter 3) are: 9 1. Identifying the intangible cultural heritage: When considering intangible heritage, most people think first about a region’s outstanding specialities or attractions, but there is much more! Intangible heritage is often hidden in plain view. This is an expression that means it is right in front of your face, but you somehow don’t see it. It is necessary to review a region’s intangible cultural heritage from several perspectives in order to identify the cultural resources. ICH elements may appear in the following forms: talents, skills, expertise and knowledge, mentality, social practices, artworks and active social networks. 2. Vision, perspective development: Based on the strengths of our cultural heritage, we have to develop a strong picture of a positive, desirable future. Where do we want to be in 15 or 20 years? What should our region look like? In the context of ICH valorisation, sustainability is always an important aspect because the goal is to create long-term value from regional products, attractions and services. In order to achieve these future goals, clear visions have to be developed from cultural, humane, economic and ecological

Contents

1. Introduction 1.1 Intangible Cultural Heritage – The Backbone of a Community 1.2 How to use this handbook 1.3 Target audience for this handbook 1.4 Basic philosophy and goals of the “Cultural Capital Counts” project 1.4.1 The CCC Method as an effective approach for regional sustainable growth 1.4.2 The five steps of valorisation 1.5 Institutional framework 1.6 The CCC project implementation 1.6.1 Partnership and structure of the CCC project 1.6.2 Important work packages of CCC project 1.6.3 Future prospects of CCC and acknowledgements

2. Trendsetting in Sustainable Regional Development Processes 2.1 Sustainable development based on cultural heritage 2.1.1 What is sustainable development? 2.1.2 Intangible Cultural Heritage and sustainable development 2.1.3 Cultural Tourism as Panacea? 2.1.4 CCC innovation: Valorising heritage beyond tourism 2.2 Development potentials of cultural resources 2.2.1 The conventional way to valorise cultural resources: Culture and creative industries 2.2.2 The innovative way to valorise cultural resources: The CCC strategy for the valorisation of intangible cultural resources 2.2.3 A European trend: Regional consumption on the rise

3. Strategy, Approach and Action Plan 3.1 Identifying ICH 3.1.1 Inventory of ICH: Classifying each ICH in different dimensions 3.1.2 Methods for identifying ICH 3.1.3 Determining the valorisation potential of identified ICH elements and selecting the strongest candidates for further effort 3.2 Priorities, strategic approach and development of visions 3.2.1 Goals of the valorisation of ICH 3.2.2 Visions and their impact 3.2.3 How to develop visions & perspectives 3.3 Process planning: How to reach the vision 3.3.1 Approach and key agents 3.3.2 Basic planning of the first three years 3.3.3 Roles and support 3.4 Practical implementation of valorisation 3.4.1 Components / basic steps of practical implementation 3.4.2 Communication strategies for implementation 3.4.3 Transparency and raising awareness of ICH 3.4.4 Knowledge management for ICH 3.4.5 ICH network topology 3.4.6 Expanding the ICH action plan

10 3.5 Development and implementations to establish a sustainable change management process in the ICH areas of activity 3.5.1 Expected results from the sustainable change management process 3.5.2 Preconditions for an effective management transfer process 3.5.3 Concrete implementation of the management transfer process 3.5.4 Toolbox

4. Long-term comprehensive vision – regionally safeguarded and managed sustainability based on Intangible Cultural Heritage 4.1 Potential of ICH as a source of sustainable regional development 4.1.1 Traditional approach to regional development 4.1.2 The new approach to a sustainable economy 4.1.3 The holistic approach for regionally safeguarded and managed sustainability 4.2 Long-term comprehensive vision for a regionally guaranteed, safeguarded and managed sustainability 4.3 Building a “core team” to safeguard the long-term processes 4.4 Creating the regional vision 4.5 Valorisation of ICH at the regional level 4.6 Initiate processes 4.7 Building the regional brand 4.8 Culture of cooperation, trust and individual responsibility

5. Best practice examples and case studies from the CCC project 5.1 Holistic Health initiative in Steirisches Vulkanland 5.2 Craftsmanship in Kulturpark Eisenstraße 5.3 Fostering local excellences and synergies between tradition and innovation in Verona 5.4 The role of development agencies and cultural association for a regional development based on cultural resources in Piemont 5.5 Network of craftspeople of the Heart of Slovenia 5.6 Pilot Project “GOUF”, a creative and tasty courtyard 5.7 Crafts incubation centre in the Vasi Hegyhát region 5.8 Case Study of Carpathian Food in Krosno 5.9 Progress of farmers‘ market products in the region east of the river Elbe within the context of ICH valorisation 5.9.1 Development potentials – Vision definition 5.9.2 Investigating the conditions for development 5.9.3 Meeting the prerequisites – Tasks 5.9.4 Concrete procedure for implementation 5.9.5 Future potential for further development

6. Glossary and literature 6.1 Glossary of terms 6.2 Literature

11 1. Introduction

1.1 Intangible Cultural Heritage - The Backbone of a Community Authors: Marie-Theres Albert, Marlen Meißner

’Intangible cultural heritage’, which is closely but also modes of life, the fundamental rights related to more widely known terms such as of the human being, value systems, traditions ‘tradition’, ‘custom’ or ‘rite’, is part of the every- and beliefs.” (UNESCO, 1982) day lives of people all over the world. These In this sense, culture is a ‘whole way of life’ and days, more and more nations are recognizing forms the basis on which heritage is created. the important role that non-material heritage Heritage connects the culture of the past with plays in sustainable development. However, in- the present by constantly creating something tangible cultural heritage was not very widely new (Kirshenblatt-Gimblett, 2004). Heritage is known until UNESCO adopted the Convention inherited culture. The Mexico Declaration ini- for the Safeguarding of the Intangible Cultural tiated a process of rethinking that led to the Heritage in 2003. insight that heritage consists of both tangible UNESCO is very often associated with the and intangible elements, and that these two as- Convention Concerning the Protection of the pects are intimately intertwined (Albert, 2006). World Cultural and Natural Heritage (also However, it took another two decades and called the World Heritage Convention). Adopt- additional UNESCO recommendations, pro- ed in 1972, it targets the protection of build- grammes and initiatives before this all-embrac- ings, monuments and natural sites that possess ing concept of culture and heritage was finally an “outstanding universal value from the point codified in a tool for international policy-mak- of view of history, art, science” or from an “aes- ing. In 2003, UNESCO adopted the Conven- thetic, ethnological or anthropological point of tion for the Safeguarding of the Intangible view” (UNESCO, 2014). The agreements soon Cultural Heritage. It defines intangible cultural became one of the most successful and popu- heritage as cultural “practices, representations, lar international agreements, with hundreds of expressions, knowledge and skills”, such as sites being added to the register. However, as “oral traditions, performing arts, social practic- international recognition of the World Heritage es, knowledge and practices concerning nature Convention grew, it soon become clear that and the universe and traditional craftsmanship” there are other forms of heritage that did not (UNESCO, 2003). In essence, intangible cultur- fit into the Convention’s categories. al heritage is the manifestation of the creativi- Before the 1980s, international efforts towards ty, inspiration and inventive talents of groups, preserving cultural heritage tended to focus al- communities or individuals UNESCO (2009). By most exclusively on outstanding achievements inscribing different forms of intangible herit- of human creativity that were somehow above age into three lists (Representative List, Urgent ‘ordinary’ daily life. This implied a material Safeguarding List and List of Good Practice Ex- and rather static concept of heritage (Albert, amples), UNESCO has sought to draw interna- 2006) and essentially excluded forms of herit- tional attention to the manifold lived traditions age that are ‘lived’ by people day in and day around the world, thereby encouraging inter- out. In 1982, this viewpoint changed drastically cultural dialogue, cultural diversity and mutual when the World Conference in Cultural Policies respect. The Convention acknowledges that (MONDIACULT), held in Mexico City, estab- intangible cultural heritage has the potential to lished a much broader definition of culture: form identities and helps to counteract the ho- „Culture ... is ... the whole complex of distinc- mogenising tendencies of globalisation. tive spiritual, material, intellectual and emo- “Global communication and information sys- tional features that characterize a society or so- tems have not only affected the development cial group. It includes not only arts and letters, of industry, including flows of goods and fi-

12 nance, they have also had a direct and indirect the sustainable use of locally available raw ma- impact on the cultures of the world and cultural terials and ecologically responsible production identities.” (Albert, 2007) methods) and socio-cultural benefits (e.g. bind- Intangible Cultural Heritage is a prerequisite ing the community together through a shared for the cohesion of societies (Harrison, 2010). sense of pride in their heritage). The permanent production and reproduction Thus, the CCC method encourages the devel- of cultural practices establishes a sense of be- opment of a symbiosis between the people longing to a group of people or a place and and their own heritage. As their appreciation of forms the collective memory. Cultural activities the real benefits of their heritage grows, so too such as festivals or rituals affirm the relation- does their interest in preserving and celebrat- ships within a community and help the people ing that very heritage. Toshiyuki Kono, a mem- to maintain connections with each other and ber of the expert group who drafted the 2003 with their environment. Convention, asserts that intangible heritage Beyond pointing out the importance of intan- can only contribute to development “as long gible cultural heritage as a “mainspring of cul- as there is an interest in that heritage” (2007). tural diversity”, the 2003 Convention was also As a heritage expert, he knows that intangible groundbreaking in its explicit statement about cultural heritage depends exclusively on the the economic potential of cultural heritage, people. As soon as the interest in a tradition is calling it “a guarantee of sustainable develop- lost, it will cease to exist. Thus, Cultural Capital ment” (UNESCO, 2003). When linking cultural Counts contributes both to the safeguarding practices to economic development, the first of intangible cultural heritage and to the stim- image that springs to mind is likely typical “cul- ulation of a sustainable regional development tural tourism” businesses. However, the Con- by awakening interest of the people for their vention was quick to point out the potential traditions and promoting a truly lived heritage. damaging effects of this external focus on the The ‘Cultural Resources Strategy for Sustaina- heritage itself and argue instead for a focus on ble Regional Development’ provides easy-to- “enhancing the functions of intangible cultur- apply guidance on how to discover regional al heritage within society and promoting the intangible heritage and how to raise the aware- mainstreaming in economic policy planning.” ness of the local population for it. Subsequent- Cultural Capital Counts offers practical advice ly, it gives recommendations on how to devel- for achieving these goals. It provides an inno- op regional services and products based on the vative method for preserving (or even reviving) discovered heritage in order to foster a sustain- elements of intangible cultural heritage by first able regional development. Thereby, it takes raising awareness of the importance of a re- into account the key concept that heritage val- gion’s unique heritage and its economic and orisation initiatives have to emanate from the social significance and then developing ways people themselves, rather than being imposed to embed elements of this heritage in the local from above, if they are to have a positive so- economy. cial impact. It is the task of regional authorities This ‘valorisation’ process activates the devel- and development agencies to inspire the local opment potentials of cultural resources and population to come up with heritage-based in- inspires the creation of innovative products novations and to provide the political frame- or economic branches sectors specific for to work for these ideas to be implemented. This a certain region. Beyond the economic ben- handbook was designed to support them with efits (e.g. job creation, encouraging regional their efforts to stimulate a sustainable regional self-sufficiency to guard against fluctuations development based on intangible cultural her- in the global economy), this approach brings itage. many environmental benefits (e.g. encouraging

13 1.2 How to use this handbook

The ‘Cultural Resources Strategy for Sustainable First, it provides step-by-step instructions on how Regional Development’ is a handbook in a double to valorise intangible cultural resources with the sense. help of the ‘CCC Strategy’ (chapter 3). Background First, it provides step-by-step instructions on how information about current trends in consumption to valorise intangible cultural resources with the and sustainable development and the potentials help of the ‘CCC Strategy’ (chapter 3). Background of cultural resources (chapter 2) highlight the sig- information about current trends in consumption nificance of the strategy. The practicability of the and sustainable development and the potentials ‘CCC strategy’ is further illustrated using best-prac- of cultural resources (chapter 2) highlight the sig- tice examples of the CCC-partners, which show re- nificance of the strategy. The practicability of the gional success stories of heritage valorisation. ‘CCC strategy’ is further illustrated using best-prac- Secondly, the ndbook serves as a reference book tice examples of the CCC-partners, which show re- for key terms in intangible cultural heritage val- gional success stories of heritage valorisation. orisation and regional development. The glossary The ‘Cultural Resources Strategy for Sustainable defines and explicates concepts such as sustaina- Regional Development’ is a handbook in a double bility, intangible cultural heritage and community sense. involvement (chapter 6).

1.3 Target audience for this handbook

The ‘Cultural Resources Strategy for Sustainable One additional audience that this handbook tar- Regional Development’ supplies local and region- gets consists of people actively ‘living’ or ‘pro- al authorities (mayors, politicians, district councils ducing’ regional heritage as culturally engaged etc.) and regional development agencies with a persons, such as members of choirs, folklore so- forward-looking strategy for increasing the com- cieties, dance groups, carnival clubs and other petitiveness of their region and its general quality cultural associations. People who are interested of life. It offers tools and methods to foster entre- in maintaining and promoting their local cultur- preneurship and employment, which in the long al heritage can profit from the handbook insofar run attenuates rural depopulation. Moreover, it as it gives them examples of how they can utilise provides small and medium enterprises and en- their respective cultural expression for the benefit trepreneurs with inspiration concerning the de- of their native region. One final key target group velopment of new products and services that can of the ‘Cultural Resources Strategy for Sustainable contribute to their regional anchorage and estab- Regional Development’ consists of teachers and lishment. The handbook builds capacities with re- other persons working in the education sector. gard to regional innovation, as it contains tools for Educators are encouraged to integrate the strat- training and demonstration material that illustrates egy into their teaching materials, since education sustainable approaches to regional development. is the key for a sustainable regional development.

1.4 Basic philosophy and goals of the “Cultural Capital Counts” project Authors: Christian Krotscheck, Michael Fend

European regions face a profound change in the While many of these attractiveness factors (e.g. framework conditions of their development. In infrastructure or prices) are temporary and ex- a world of globalisation and high mobility, they changeable, attractiveness based on regional have to compete with other regions around the culture and cultural identity is more stable and world in terms of location factors, preconditions can neither be copied nor exchanged. for production and attractiveness as a residence.

14 Furthermore, rural regions, in particular, possess sources, with a particular emphasis on intangible an enormous intangible wealth that is widely un- cultural resources, such as: derestimated today. Most studies of economic potential focus on “classical” knowledge and – traditions, mentality, competences associated with universities and – peoples‘ potentials, skills, capabilities, research institutions, which are typically located – practical know-how, expertise & knowledge, in urban areas. Thus, education studies normal- – cultural performances, artwork, creativity, ly focus on formal education in schools and uni- – culture of living, inherent values and active so- versities and measure the knowledge connected cial networks to specific subjects in schools or scientific disci- plines. Such studies often neglect or simply fail The goals are to strengthen the regional identity, to recognize the more practical knowledge and enhance the quality of life and increase the at- competences found in rural areas. tractiveness and competitiveness of participating regions. Thus, the project links the cultural her- These less academic competences, which are itage to processes within the regional economy difficult to measure using conventional meth- - beyond tourism - and builds capacities for an ods, are passed on from parents or grandpar- innovative capitalisation of cultural resources, ents, gained through watching them and testing which foster entrepreneurship, investment and or tasting, or gathered through life experience innovation, and thereby support the develop- and common sense. Examples include under- ment of enterprises and job opportunities. The standing the signs of nature for successful agri- specific competences of the people in a region culture and forestry, having a talent for repairing provide the basis for unique new products and machines and furniture at home, knowing herbs services, which ultimately leads to the develop- to help sick children, cooking various dishes with ment of a clear unique selling proposition (USP) local recipes, constructing furniture from wood, and a strengthened identity for the region, there- or even telling fascinating stories all night long. by increasing its attractiveness for visitors and in- Although the bearers of such competences and vestors, as well as for the residents themselves. talents often consider them “ordinary”, we refer to them as an intangible cultural heritage, and it > To sum up, the valorisation of ICH positively is these competences that make a region unique effects: regional identity, people‘s self-esteem, and therefore attractive for residents, visitors and individual responsibility, quality of life, attractive- enterprises. ness of the region, unique features and offers, To exploit this enormous cultural wealth for the entrepreneurship, innovation, regional competi- benefit of a region, the “Cultural Capital Counts” tiveness, appreciation of nature, ecological relief (CCC) projects develops methods to identify, and cultural development. valorise and capitalise on a region’s cultural re-

1.4.1 The CCC Method as an effective approach for regional sustainable growth

In recent decades, technological innovation Growth”. Forty years later, many studies have and new economic possibilities have helped proven that the material limits of growth have generate great material wealth in Europe. Most already been exceeded. A worldwide overex- inhabitants achieved a very high living stand- ploitation has exceeded the ecological carry- ard, and nearly all problems were solved. In a ing capacity. Contamination, depletion and soil 1972 symposium about the future of the global degradation have strongly affected the natural economy that took place in St. Gallen (Switzer- resource base: material resources (both quanti- land), a group of researchers lead by Dennis L. ties and qualities) are shrinking. (Fig. 1.1 - next Meadows held a lecture entitled “The Limits to side)

15 For this reason, the focus of development must dividual responsibility and harmony). Both im- shift from physical and material growth to the material and material values contribute to the growth of the intangible capital. The Europe regional wealth, and it is also important to rec- 2020 strategy emphasizes smart, sustainable, ognize that there are no limits of growth for the and inclusive methods, which essentially entail intangible assets of society. The cultural imma- concepts for dematerialisation or refinement terial wealth is unlimited and offers “endless” (Fig. 1.2). opportunities.

The CCC Method is a strategy for truly endog- The CCC concept expands economic theory enous regional development based on the re- with a practical approach for gaining sustain- gions intangibleCRS forheritage. SRD, CCC In five steps(see Fig. able economic dynamics from cultural7 wealth 1.3 and Chapter 3), this toolbox provides guid- and a view to regional natural resources. With ance to regionalIn recent and decades,local politicians, technological regional innova tionCCC, and new the economicsustainable possibilities growth have of the economy developers andhelped other generate local great stakeholders material wealth who in Europe.results Most from inhabitants ecological achieved viability, a very social cohesion want to buildhigh the living future standard, of their and region nearly basedall problems and were cultural solved. development. In a 1972 symposium The starting point about the future of the global economy that took place in St. Gallen (Switzerland), a on its most valuable resource: their people‘s for this strategy is the valorisation of immaterial group of researchers lead by Dennis L. Meadows held a lecture entitled “The Limits practical know-how,to Growth”. skills, Forty yearscompetences later, many andstudies culturalhave proven potentials. that the materialThe strategy limits of gives regions social networks.growth The have development already been exceeded. of cultural A worldwide with overexploitationfewer material has resources exceeded thea new perspec- capital leadsecological to a flourishing carrying capacity. society Contamin throughation, tive depletion by identifying and soil degradation and fostering have their specific strongly affected the natural resource base: material resources (both quantities and civilization (i.e. by fostering social cohesion, in- advantages. qualities) are shrinking.

Pressure to grow! Untapped potential

overexploitation, depletion state of society ecological ??? carrying capacity

sufficient rich culture of living, raised means individual responsibility

minimum standard minimum culture, regulated living together physical intangible foundation of cultural foundation, roots, CRS for SRD, CCC resources, base ancestors, identity, heritage8

Fig. 1.1: Traditional concept of growth in economy (Krotscheck) Fig. 1.1: Traditional concept of growth in economy (Krotscheck) For this reason, the focus of development must shift from physical and material growthlimits to the of growth of the intangibleendless capital. Theopportunities Europe 2020 strategy emphasizes smart, sustainable, and inclusive methods, which essentially entail concepts for overexploitation, dematerialisation or refinementdepletion (Fig. 1.2). civilization

ofstate society refinement high individual responsibility, ecological cohesive communities, carrying capacity cultural sustainability

sufficient rich culture of living, raised means individual responsibility

minimum standard minimum culture, regulated living together physical intangible foundation of cultural foundation, roots, resources, base ancestors, identity, heritage

Fig. 1.2: The CCC method raises the intangible cultural wealth through civilizing process, Fig. 1.2: The CCC methodwhich raisesstarts withthe intangiblethe identifying cultural of ICH wealthand enables through sustainable civilizing growth process, which starts with the identifying(Krotscheck) of ICH and enables sustainable growth (Krotscheck)

The CCC Method is a strategy for truly endogenous regional development based on 16 the regions intangible heritage. In five steps (see Fig. 1.3 and Chapter 3), this toolbox provides guidance to regional and local politicians, regional developers and other local stakeholders who want to build the future of their region based on its most valuable resource: their people's practical know-how, skills, competences and social networks. The development of cultural capital leads to a flourishing society through civilization (i.e. by fostering social cohesion, individual responsibility and harmony). Both immaterial and material values contribute to the regional wealth, and it is also important to recognize that there are no limits of growth for the intangible assets of society. The cultural immaterial wealth is unlimited and offers “endless” opportunities. The CCC concept expands economic theory with a practical approach for gaining sustainable economic dynamics from cultural wealth and a view to regional natural resources. With CCC, the sustainable growth of the economy results from ecological viability, social cohesion and cultural development. The starting point for this strategy is the valorisation of immaterial cultural potentials. The strategy gives regions with fewer material resources a new perspective by identifying and fostering their specific advantages.

1.4.2 The five steps of valorisation

The five steps to unleash the power of a re- aspect because the goal is to create long- gion’s intangible heritage (described in detail term value from regional products, attrac- in Chapter 3) are: (Fig. 1.3) tions and services. In order to achieve these future goals, clear visions have to be devel- 1. Identifying the intangible cultural heritage: oped from cultural, humane, economic and When considering intangible heritage, most ecological perspectives. Here, we need to people think first about a region’s outstand- be creative in forming a strong vision and ing specialities or attractions, but there is defining its major values. much more! Intangible heritage is often hidden in plain view. This is an expression that 3. Planning the development process: Af- means it is right in front of your face, but ter defining the direction (vision), we have you somehow don’t see it. It is necessary to consider the journey: How can we get to review a region’s intangible cultural her- there? Which measures have to be imple- itage from several perspectives in order to mented? We have to begin the preparation identify the cultural resources. ICH elements with a basic management and organization may appear in the following forms: talents, plan, which will be expanded during the ac- skills, expertise and knowledge, mentality, tivity. The first steps have to be creative in social practices, artworks and active social order to define possible ways to proceed. networks. We have to make sure that the existing structures, key personnel, conditions, re- 2. Vision, perspective development: Based on sources and the regional brand are utilized. the strengths of our cultural heritage, we The management plan follows a multidis- have to develop a strong picture of a posi- ciplinary approach and contains options, tive, desirable future. Where do we want to most promising opportunities, relevant ac- be in 15 or 20 years? What should our re- tions, key stakeholders, strategic partners CRSgion for look SRD, like? CCC In the context of ICH valori- and rough cost estimations. 9 sation, sustainability is always an important

Valorised region/ICH

Fig. 1.3: The Valorisation Process of ICH in five steps is the core of CCC methodology (Fend, Krotscheck) Fig. 1.3: The Valorisation Process of ICH in five steps is the core of CCC methodology (Fend, Krotscheck) The five steps to unleash the power of a region’s intangible heritage (described in detail in Chapter 3) are: 17 1. Identifying the intangible cultural heritage: When considering intangible heritage, most people think first about a region’s outstanding specialities or attractions, but there is much more! Intangible heritage is often hidden in plain view. This is an expression that means it is right in front of your face, but you somehow don’t see it. It is necessary to review a region’s intangible cultural heritage from several perspectives in order to identify the cultural resources. ICH elements may appear in the following forms: talents, skills, expertise and knowledge, mentality, social practices, artworks and active social networks. 2. Vision, perspective development: Based on the strengths of our cultural heritage, we have to develop a strong picture of a positive, desirable future. Where do we want to be in 15 or 20 years? What should our region look like? In the context of ICH valorisation, sustainability is always an important aspect because the goal is to create long-term value from regional products, attractions and services. In order to achieve these future goals, clear visions have to be developed from cultural, humane, economic and ecological

4. Raising awareness: The concrete imple- constrain each other, but rather offer mutual mentation should always start with aware- support in the region, which increases the ef- ness-raising. The ability to communicate is fectiveness of the methodology, as well as the essential for success of an ICH project. First economic and social benefits (see Chapter 4). of all, we have to start with internal PR and Little by little, the CCC ethic spreads through- marketing within the region. A widespread out the different sectors of the region’s society, intra-regional marketing will intensify the economy and living environment, which gradu- emotional connection between the people ally brings an increased standard of living and and the project. We tell the people about sustainability within reach for all inhabitants. their rich intangible heritage, and about the The capitalization of a cultural resource through wonderful perspective and opportunities. valorisation describes the process of activating development potentials based on the eco- 5. Inspiration and networking: If we want to nomic value of a cultural entity. By embedding create a supportive working environment cultural resources into the regional economy within the project, continuity, stability and the quality of life and economic competitive- security are basic elements. A genuine re- ness are enhanced, and the regional identity gional spirit and cooperative culture are vi- is strengthened. The capitalization of cultural tal for the implementation of the project. In resources fosters entrepreneurship, investment order to be successful, many actors must be and innovation and ideally inspires the devel- inspired and motivated by the development opment of innovative products or economic of the valorisation process. They must gain sectors specific to a certain region. satisfaction by working on the visions. The In line with the Europe 2020 strategy, CCC processes gain dynamics via thematic work- creates business opportunities and local jobs shops, discussions, presentations, mentor- on a solid foundation. The valorisation builds ing and other tools to trigger and build net- awareness, educates the population, and de- works and economic opportunities. In this velops and secures regional competence. The step, the responsibility for further develop- conscious experience of cultural wealth raises ment of ICH and its economic opportunities people’s creativity and inspiration, which leads is transferred to the network (i.e. the indi- to increased innovation and motivation. The viduals themselves). This involves a step-by- combination of cultural creativity and authentic step process of handing over responsibility. regional resources activates innovation poten- Without this phase, sustainability cannot be tials and contributes to the development of a achieved. more dematerialised, sustainable economy. The overall ability of the region to develop After step 5, the process can be restarted with is improved, and the viability of the region is a new focus in order to valorise another aspect strengthened. The CCC method is a powerful of the intangible cultural wealth, thereby en- solution to truly sustainable development. abling even more synergies. The multiple valorised branches of intangible heritage do not

1.5 Institutional framework

Cultural Capital Counts is implemented cities and regions. CENTRAL EUROPE provides through the CENTRAL EUROPE programme of funding to transnational collaborative projects the European Union. The programme encour- involving public and private organisations from ages cooperation among the countries of cen- Austria, the Czech Republic, Germany, Hunga- tral Europe in order to improve innovation, ac- ry, Italy, Poland, the Slovak Republic, Slovenia cessibility and the environment and to enhance and Ukraine (www.central2013.eu). the competitiveness and attractiveness of their In addition, Cultural Capital Counts is co-fi-

18 nanced by the European Regional Develop- land (Austria) is the lead partner of the project, ment Fund (ERDF) of the European Union with and the other partners are: Culture park Iron 1.79 million €. The ERDF provides assistance Road-Oetscherland (Austria), Verona Inno- for cross-border, transnational and interregion- vazione - Special Agency of the Chamber of al cooperation, the economic and social regen- Commerce of Verona (Italy), LaMoRo develop- eration of cities and urban neighbourhoods in ment agency (Italy), Development Centre Litija crisis, and innovative measures and technical (Slovenija), Local Tourist Organisation Bovec assistance measures under the General Regu- (Slovenija), Winehill Sheperd Association (Hun- lation. The goal of the ERDF is to contribute to gary), Sub-Carpathian Chamber of Commerce a harmonious, balanced and sustainable eco- (Poland), b&s consulting and training for the nomic development, a high degree of compet- rural area GmbH (Germany) and the Branden- itiveness, high levels of employment, environ- burg University of Technology Cottbus-Senf- mental protection, and gender equality (further tenberg (Germany). information: http://europa.eu). Most of the partners receive additional financ- In total, Cultural Capital Counts unites ten pro- ing by national or regional institutions. More- ject partners from all over Europe. The Associa- over, some partners cooperate across project tion for the Advancement of Steirisches Vulkan- borders with associated partners.

Project Partner Associated Partners Co-Financed by PP1 (Lead Partner): Austrian Commission for UN- Amt der Steiermärkischen Association for the Advance- ESCO, National Agency for Landesregierung, Abteilung ment of Steirisches Vulkan- Intangible Cultural Heritage, 7 – Landes- und Gemein- land (Austria) Wien deentwicklung PP2: Kulturpark Eisen- - Amt der Niederösterreichis- straße-Oetscherland, Austria chen Landesregierung Abt. Raumordnung und Regional- politik, St. Pölten PP3: Verona Innovation - Spe- - National co-funding MISE cial Agency of the Chamber of Commerce, Italy PP4: LaMoRo development - Italian Ministry of Economy agency, Piemont, Italy and Finances through the National Revolving Fund PP5: Development centre of - - the Heart of Slovenia, Litija, Slovenia PP6: Local Tourist Organisa- - - tion Bovec, Slovenia PP7: Hegypásztor Kör, Oszkó, - Nemzeti Fejlesztési Ügy- Hungary nökség Nemzetközi Együtt- működési Programok Irányító Hatósága PP8: Sub-Carpathian Cham- - - ber of Commerce, Krosno, Poland PP9: b&s consulting and train- Verein zur Bewahrung und Verein zur Bewahrung und ing for the rural area GmbH, Förderung des ländlichen Förderung des ländlichen Ostelbien, Germany Raumes Ostelbien e. V. Raumes Ostelbien e. V. PP10: Chair Intercultural Stud- Foundation Fürst-Pückler-Mu- Investitions- und Landesbank ies/ UNESCO Chair in Herit- seum Park and Castle Branitz, Brandenburg (ILB) age Studies of the Branden- Cottbus burg University of Technology Cottbus-Senftenberg Stadtmarketing- und Touris- musverband Cottbus e.V

19 1.6 The CCC project implementation project Authors: Christian Krotscheck, Michael Fend 1.6.1 Partnership and structure of the CCC project

Cultural Capital Counts is a three-year (2011 to Nevertheless, the majority is more dissatisfied 2014) project that aims to valorise the intan- than ever. With the CCC project, we want to gible cultural heritage for a sustainable devel- draw attention not to material wealth, but rath- opment and to improve the quality of life in er to the people and their culture. We want to European regions. The partnership consists of make them aware of what they can be proud various complementary regions from six coun- of – of their origins and the special traditions, tries, which are already focusing on their cultur- skills and knowledge that make their regions al heritage in their regional development. They unique. have a great potential for a further capitalisa- Today, we are convinced that focussing on the tion of their cultural heritage and the ability to individual uniqueness of our regions will make implement the strategy into their regional pol- them more attractive to citizens, visitors and icies. The project is being implemented under entrepreneurs. Most of the people living in the the patronage of the Austrian commission for different regions participating in the projects UNESCO, which accompanies the project as an are unaware of the intangible cultural heritage associated partner with its significant expertise of the regions in which they live. CCC wants on cultural heritage. to make them aware of the uniqueness of their The overall project goal is to capitalize cultural region and to strengthen their relation to the resources by focussing on intangible resources region, landscape and culture. (e.g. peoples‘ skills, knowledge and talents) in By developing a strategy based on intangible order to make cities and regions more com- cultural resources, we will enable a sustainable petitive. This strategy offers European regions regional development in order to increase the a completely new perspective for a truly en- region’s attractiveness for enterprises and the dogenous development! For three years, the competitiveness of the regions. Finally, com- regions have worked together to utilize their panies will also focus on the intangible cultural cultural heritage for a positive future develop- heritage of their regions because it helps them ment. We are convinced that the knowledge of to develop their unique selling proposition the people, their experience and their social in- (USP), innovation potentials and self-esteem. teractions are the most valuable resources for The focus on intangible cultural heritage in- regional development. spires the development of new products, ser- We live in an area of the world where people vices and production methods based on re- have more material wealth than ever before. gional resources.

1.6.2 Important work packages of CCC project Step 1: Identifying the intangible cultural heritage

Since the issue of intangible cultural heritage terviews and the expert’s visits are summarized (ICH) is quite new, and most regions are una- in brochures, which show the regional intangi- ware of their ICH, our first step was to identify ble cultural heritage of the regions (see http:// the ICH. To this end, we interviewed people www.culturalcapitalcounts.eu for downloads with a profound knowledge of the regions. Fur- and description) and help raise awareness of thermore, mutual “expert’s visits” were used to this ICH. Furthermore, a transnational fair was bring in an external perspective and help dis- organised, where people had the opportunity cover “the obvious” factors that local people to see, touch and participate in the tradition- often fail to recognize. The results from the in- al crafts, skills, etc of their regions. Finally, a

20 manual on the methods used and the lessons other regions conduct further research to iden- learned during the research was printed, which tify their own intangible cultural heritage. included selected examples. This manual helps

Step 2: Development of common methods and tools to capitalise on cultural resources

This step started with research into existing capitalisation. The manual provides politicians, approaches, methods and tools for the cap- entrepreneurs and other stakeholders with italising cultural resources. The results of this methods and tools to capitalise local cultural research, as well as the specific expertise of resources, thereby contributing to an increased the partners in these fields, were discussed in attractiveness and competitiveness for the re- a transnational workshop in order to develop gions. Additionally, training material was pre- new methods and tools for ICH capitalisation. pared to build the capacities for implementing These methods and tools were described in the methods and tools. a manual, which is the first handbook on ICH

Step 3: Implementation and testing of the new methods and tools in the participating regions

First, a monitoring system was established to pects of ICH, as well as their proponents. Some evaluate the implementation of the methods key individual or organizations were invited and tools. This system could also be transferred to further develop their ideas in pilot actions. to other regions outside of the project. Work- Finally, a transnational workshop compared shops were held with politicians and regional and summarized the experiences and lessons stakeholders, and pilot trainings were offered learned, as well as best practice examples. An to entrepreneurs and leaders of cultural asso- evaluation report analysed the activities and ciations, where the participants learned how to the findings of the transnational workshop. apply the methods and tools in their work in This report is the foundation for the strategy order to achieve better results regarding the for sustainable regional development based on development of enterprises, municipalities intangible cultural resources, with the goal of and regions. The pilot trainings and workshops increasing the competitiveness of Central Eu- helped identify the particularly promising as- ropean regions.

Step 4: Development of a cultural resources strategy for sustainable regional development

This project step summarizes the knowledge ors and regional stakeholders in order to im- gained in the earlier activities and results in a plement the strategy on a regional level. The cultural resources strategy for sustainable re- implementation of the strategy fosters a devel- gional development, which is implemented in opment based on intangible cultural resources, regional policies and decision-making process- which will increase the competitiveness of the es in the participating regions. The strategy, participating regions. The implementation of which includes the revised methods and tools, the strategy strengthens the regional identity, as well as best practice examples, is now avail- valorises the intangible cultural resources (and able in the book you are reading now. therefore contributes to their preservation), Finally, regional policy workshops were held in and promotes a sustainable and comprehen- the participating regions with the local may- sive social and economic development.

21 1.6.3 Future prospects of CCC and acknowledgements

The project and its applicable expertise will 2. The tools for entrepreneurs or business lead- contribute to a more sustainable, comprehen- ers, adequate training materials, and the ex- sive, culture-based socio-economic develop- amples provided by many pilot actions link ment of Central Europe. Since the intangible the cultural heritage directly to processes of cultural resources are frequently not obvious, the local economy. This adds a regional cul- it is essential to combine the regional knowl- tural perspective to their work and inspires edge with an external point of view and involve the development of new products, services experts from different cultural backgrounds in and production methods based on the cul- order to identify regionally characteristic cultural resources. It also helps companies and tural resources and gain a deep understanding individuals sharpen their USPs, thereby con- of the issues. tributing to a significant enhancement of Furthermore, the different approaches and ex- the regions’ competitiveness. Overall, CCC isting CCC tools and methods for the capital- will add value to the GDP of the region. isation of cultural resources can be combined, tested and evaluated for defined regional set- 3. The methodology for utilizing intangible tings. It is a transnationally developed, innova- cultural resources and building capacity for tive, powerful and transferable methodology the implementation of the methodology on that can be applied to various framework con- the level of local politicians and other re- ditions. gional stakeholders enable them to initiate and manage sustainable regional develop- 1. The identification, promotion and capital- ment. This will increase the regions‘ attrac- ization of intangible cultural resources will tiveness and, most importantly, help create increase the awareness of cultural wealth in an attractive business environment based the regions, thereby strengthening the re- on local resources. gional identity and the citizens‘ self-esteem. This will improve their quality of life and the attractiveness of the regions for inhabitants, investors and visitors.

Acknowledgements

We greatly thank the Central Europe Programme strategies and for co-financing the CCC project. for supporting the CCC project, which is an im- Finally, we would like to express our gratitude portant issue in our region and for our work. to all of the practitioners and researchers who We also would like to thank all of the participat- contributed to this book as authors and as col- ing regions for testing and implementing the leagues for the whole project.

22 2. Trendsetting in Sustainable Regional Development Processes Authors: Marie-Theres Albert, Marlen Meißner

Questions that are answered in this chapter: This chapter begins with some background knowledge that is necessary to understand the What is sustainability and sustainable develop- ‘Cultural Resources Strategy for Sustainable Re- ment? gional Development’ and then goes on to delve How can intangible cultural heritage help to acti- deeper into the core strategy of the valorisation vate a sustainable regional development? process that was mentioned in chapter 1. Why is regional intangible heritage an important resource for the future economy?

2.1 Sustainable development based on cultural heritage 2.1.1 What is sustainable development? the consideration of the environment‘s prop- “We do not inherit the earth from our ances- erties. Crusoe rejected activities that seemed tors, we borrow it from our children.“ very attractive in the short run (e.g. eating the Native American Proverb corn to be satisfied for one day) to ensure a This ancient Native American saying captures regular food supply for the future, which saved the essence of what the Brundtland Commis- his life in the long run. Just like in Daniel De- sion of the United Nations described as sus- foe‘s adventure novel, mankind has to attune tainability in 1987. The Commission’s report, its everyday habits to the natural limitations of entitled “Our Common Future”, contains the the environment in order to ensure future sur- most popular definition of sustainable devel- vival. opment. According to the report, sustainable The term sustainability was originally coined development is a “development which meets in the 18th century by a German forest official the needs of the present without compromis- who worked according to the principle, “Log ing the ability of future generations to meet only as many trees as can grow back!” (Gardi- their own needs” (United Nations, 1987). This zi, 2009). The main idea behind this ethos was implies satisfying human needs and aspirations to recognize that anything mankind takes from (e.g. food, clothing, shelter and jobs) by adher- nature is borrowed on credit. Recognizing that ing to “consumption standards that are within economic development and technological pro- the boundaries of the “ecological” possible” gress are frequently accompanied by pollution (ibid.). and the exploitation or wasting of natural re- The concept of sustainability can be made eas- sources, representatives from developed and ily understandable by relating it to the situation developing countries adopted the Stockholm Robinson Crusoe found himself in after he was Declaration in 1972. Therein, they promised stranded on a remote island. When he discov- to cooperate in saving the environment and ered that the dumping of an apparently rotten acknowledged that environmental protection bag of corn resulted in the growth of barley, is also a question of poverty reduction (ibid.). he immediately understood the concept of sus- This was the first UN world conference on the tainable economic activity. In order to ensure evolution of theories of sustainability and the his future food supply, he decided to sow the beginning of an international environmental corn again, which involved careful planning and policy.

23 However, the Stockholm Declaration had a (Hawkes, 2001), they developed a Policy State- very limited effect, and the problems identified ment on Culture as the Fourth Pillar of Sustain- continued to grow as natural resources were in- able Development to promote the inclusion of creasingly exploited. Subsequently, the Brundt- culture as a fourth dimension in the concept of land Report of 1987 confirmed that a concept sustainable development (UCLG, 2010). of sustainable development should not focus In 2012, the United Nations Conference on Sus- exclusively on natural resource conservation, tainability agreed on the elaboration of a set but rather must also consider societal and of internationally applicable Sustainable De- economic factors. Consequently, a three-pil- velopment Goals. These goals will be released lar model of sustainability was devised, which in 2015, in order to provide the nations of the highlights the close connection between eco- world with guidance on how to implement the nomic, social and ecological sustainability. The goal of sustainability within their development report provided early strategies for not only policies. Meanwhile, a conference on the im- preserving the environment for future gener- portance of culture for a worldwide sustaina- ations, but also for reducing unemployment, ble development was organised by UNESCO revitalising local markets, promoting gender in Hangzhou, China in 2013. The participants equality, fostering social well-being, providing elaborated on the development potentials of equal access to education and more. Hence, cultural heritage and stated: the Brundtland Report helped popularise the definition of sustainability that is most often “(…) in the face of mounting challenges such used today (Drexhage & Murphy, 2010) and as population growth, urbanization, envi- also provided the context in which ‚Cultural ronmental degradation, disasters, climate Capital Counts‘ was developed. change, increasing inequalities and per- sisting poverty, there is an urgent need for In 1992, it became clear that in order to imple- new approaches, to be defined and measured ment the concept of sustainable development in a way which accounts for the broader pic- effectively, it had to be interlinked with national ture of human progress and which emphasize policies. To this end, the international commu- harmony among peoples and between hu- nity established a global partnership for sus- mans and nature, equity, dignity, well-being tainable development at the UN Conference on and sustainability.” Environment and Development in Rio de Janei- (UNESCO 2013) ro. Ten years later, the progress of all states in terms of sustainability was surveyed, and new ‚Cultural Capital Counts‘ took this demand to goals for the next decade were agreed upon at heart and has developed a “new approach” the Rio+10 Summit in Johannesburg. For the to “human progress” by demonstrating that first time, the connection between education the valorisation of intangible heritage can trig- and sustainable development was acknowl- ger a sustainable development and give rise edged, and 2005-2014 was declared the dec- to peaceful cooperation among the locals, ade of Education for Sustainable Development respect for natural surroundings and an im- (Gardizi, 2009). In 2010, UNESCO, the United provement in the quality of life. The CCC “Re- Cities and Local Governments network and sources Strategy for Sustainable Regional De- others recognized that the prevailing concept velopment” shows how civil society, including of sustainability based on three dimensions regional developers, local politicians, entrepre- was no longer suitable for representing the neurs and interested individuals, can contrib- complexity of modern society. Based on the ute to a sustainable development by valorising work of the Australian researcher Jon Hawkes their intangible cultural heritage.

24 2.1.2 Intangible Cultural Heritage and sustainable development

UNESCO (2003) states that intangible cultural the relationship between cultural heritage and heritage is a “mainspring of cultural diversity sustainability “through dual means”. On the and a guarantee of sustainable development”. one hand, cultural heritage contributes to de- Numerous researchers (Blake (2002), Moreno, velopment as a part of the industry (e.g. crafts, Santagata and Tabassum (2005), Kono (2007)) tourism, cultural industries), and on the other have confirmed that ITC is the basis for eco- hand, political recognition of the importance of nomic development. The material output of cultural heritage in all parts of public life (e.g. intangible heritage, in particular, can provide education, economy, science) fosters sustaina- a foundation for economic development (Kono ble development. Accepting these premises, 2007). The United Cities and Local Govern- the question becomes how exactly cultural ments (UCLG), which is an umbrella organisa- heritage can contribute to the adoption of new tion for cities, local governments and municipal technologies, material prosperity and a general associations throughout the world, promotes improvement of living conditions.

2.1.3 Cultural Tourism as Panacea?

Mentioning the terms “culture” and “econo- 150,000. This led to a breakdown of the natural my” together typically calls to mind “tourism”. evolutionary progress due to air and water pol- Indeed, cultural tourism is an important factor lution, as well as the import of foreign vascular for economic development in many countries plants by tourists from around the world (von and tends to be perceived as an universal Droste, 2012, p. 13). Malta, where tourism is remedy for structural weaknesses in Europe- directly responsible for 25% of GDP and indi- an regions. In fact, 37% of global tourism has rectly responsible for an additional 40%, also a cultural motivation (ICOMOS 2011, p. 857), shows the effect of a dependence on tourism and according to the European Commission, (UNEP). Since Malta does not possess many tourism generates 12 to 14 million jobs, while export products, its entire economy is vulnera- its revenues account for more than 5% of the ble to shifts in international demand. The same European GDP (European Commission Online holds true for 10% of all Alpine municipalities, Database ‚Eurostat‘, 2013). which are ‚mono-structured‘ to such an extent However, tourism can also have negative ef- that their economies rely almost exclusively on fects on the environment, social well-being and tourism (Althof 2001, p.150). Such a high de- regional identity, and it is subject to seasonal gree of dependency on tourism exposes these and economic fluctuations. Nowadays, many regions to the highly unstable demand typical historic town centres are more invaded than of the tourism sector and also affects policy visited by tourists. This leads to an increase in making. The German resort town of Althof fell prices, and the locals are often forced to move victim to this problem when reforms to the way out of their homes because life becomes too the German healthcare system covered visits to expensive. As a consequence, the town centres spa and bathing resorts resulted in guests for lose their vital functions (Venice, Italy is a prime sanatoria and health clinics (Ibid., p.171). example of this), which in the long run dimin- In order to foster a consistent and stable re- ishes their attractiveness as destinations (Viñals gional development and to reduce the impact and Morant, 2012, p. 42). The Galápagos Is- of external factors such as those described lands represent a relevant case study here. Be- above, Cultural Capital Counts focuses on tween 1978 and 2007, the number of aircraft the valorisation of intangible heritage beyond landings increased from almost none to 2,500, tourism. while the number of visitors rose from 9,000 to

25 2.1.4 CCC innovation: Valorising heritage beyond tourism

Establishing an economic approach that pays ucts and services can be developed (e.g. books, less attention to tourism and concentrates in- theatre productions, nature trails, storytelling stead on development towards self-sufficiency services). These products and services increase helps reduce external dependency. The CCC the general knowledge about the local area and strategy aims to develop products and services the natural environment, which may result in the based on the regional culture produced by local desire to protect it. Oral traditions can also give inhabitants and for local inhabitants and select- the local population a sense of belonging and ed export markets, not for visitors from abroad contribute to the consolidation of a collective or to appeal to passing trends. On the other identity. hand, completely excluding touristic development in regional planning would be regressive, Performing arts that are typical for a certain re- since such activities can also provide financial region (e.g. dance, music, song, theatre) represent sources for regional development. Hence, CCC activities that can be attractive to all age groups. does not work against tourism, but rather is de- Such traditions establish a “leisure time culture” signed to promote an identity-affirming, partic- and lead to dialogue and debate. Popular songs ipatory and sustainable regional development can transmit knowledge about agricultural prac- based on regional products and services. tices and the environment, which increases the In order to determine the “raw material” from collective awareness of the need to safeguard it. which the products and services could be de- Performing arts activities can promote intergen- rived, the project partners aligned themselves erational dialogue, which improves social cohe- to the Convention for the Safeguarding of the sion among the inhabitants of a certain region. Intangible Heritage (UNESCO, 2003). The Con- vention promotes the protection of cultural Social practices, rituals and festive events expressions resulting from human knowledge have the potential to stimulate the entire ser- that has been transmitted from generation to vice sector of a region. Regional fairs help to generation, which are considered to be ‚living‘ introduce local products and services to a wid- heritage (see glossary for a complete definition). er audience, which promotes the local tradition By calling for the safeguarding of intangible cul- while simultaneously strengthening the regional ture, the 2003 Convention complements the market. The economic profit flows directly into World Heritage Convention (UNESCO, 1972), the region, since local trade eliminates the need which sought to protect tangible cultural assets, for extensive transport and intermediaries. Ritu- such as monuments, buildings and sites. The als and events reflect the collective knowledge Convention for the Safeguarding of the Intan- of a region and provide space for debate and gible Heritage subdivides intangible heritage dialogue, which fosters the solidarity within a into five main categories: oral traditions and ex- society. Furthermore, social practices require pressions, including language as a vehicle of the the active participation of the local community, intangible cultural heritage; performing arts; so- which fosters the understanding of democratic cial practices, rituals and festive events; knowl- processes and mutual understanding. edge and practices concerning nature and the universe; and traditional craftsmanship. Knowledge and practices concerning nature and the universe can help preserve biodiversi- The following examples show how each cate- ty, regulate sustainable water supplies, maintain gory of the 2003 Convention can lead to inno- forests and soils as carbon sinks, and establish vative products that contribute to a sustainable other environmental services. The sectors of development (UNESCOCAT 2012): regional agriculture or environmental protection services can provide job opportunities for Oral traditions (e.g. sayings, riddles, legends) younger generations and slow the depopula- can provide the raw material from which prod- tion process in remote areas.

26 The production and selling of traditional med- local enterprises and earn a living from them. icine also transports knowledge about local The opportunity to be one’s own boss and to plants, consumption and health. In the context live and work in the same place can increase of contemporary trends such as “urban garden- feelings of individual freedom and a sense of ing”, traditional knowledge can also improve achievement. The transfer of artisanal skills also the dialogue between rural and urban spheres. provides a bridge between generations and Knowledge related to food can contribute to teaches children and young people fundamen- a high-quality gastronomic sector, from which tal skills in coordination, manual dexterity and local suppliers (e.g. agricultural and livestock common sense. Finally, traditional crafts make producers, huntsmen) can profit. use of local raw materials and involve small- scale production, which implies that the re- Traditional craft techniques produce tradi- sources will not be overexploited and that en- tional local products that can be sold in re- terprises involved in the extraction of the raw gional and selected export markets, fairs and materials will also derive economic benefits. stores. This provides the opportunity to start

2.2 Development potentials of cultural resources

2.2.1 The conventional way to valorise cultural resources: Culture and creative industries

One successful way to derive profit from cultur- Austria, jobs in the culture sector produce 14% al resources is found in the culture and creative of the overall gross value (WKStmk 2006, p.81). industries sector. Studies and reports on eco- In Italy, the sector of culture and creative indus- nomic development typically divide the culture tries was estimated to generate 9% of the GDP, and creative industries into three main sectors: representing 2.5 million jobs (Santagata 2009, the cultural industry in the narrow sense (liter- p. 14). In the region of Piedmont, jobs based ature, music and art markets), the culture and on culture account for 14.5% of the regional media industry in the wider sense (architects, added value and employ 17.2% of the overall designers), and relevant sub-sectors, such as workforce (OCP 2013, p. 121). Other studies handicraft enterprises, the building industry or have estimated that the proportion of people monument preservation (Wiesand 2006, p.12). working in the different sectors of the culture In the European Union, 6.3 million people are and creative industries in the wider sense ac- employed in this sector (BMWi 2012). To pro- count for 30% of all employees (Florida 2002, vide some specific examples, a study from 2011 p. xxi). In short, the importance of culture as found that the culture and creative industries an economic factor has been proven, and more in the narrow sense generate 3.4% of the total and more cities, regions and rural districts are revenue of the city of Dresden, Germany (Prog- incorporating cultural politics into their region- nos AG 2011, p.11), and in the area of Graz, al development plans.

27 2.2.2 The innovative way to valorise cultural resources: The CCC strategy for the valorisation of intangible cultural resources

The main innovation of CCC is that any eco- that personal well-being in industrialised coun- nomic sector can profit from the regional cul- tries does not depend on the average house- ture. Not only the culture and creative indus- hold income. Instead, general life satisfaction tries, but also the gastronomic sector, skilled depends largely on the peoples’ sense of be- crafts and trades, environmental engineering, longing to a community or to a place (Helliwell the pharmaceutical industry and many more & Barrington-Leigh, 2010, p. 743). The study could derive innovations and prosperity from highlights “the great importance of the quality the regional culture. By valorising local intan- of social identities and social capital as supports gible heritage, new enterprises and start-ups for better lives” (Ibid., p.745). The ‚Pacific Iden- apart from the ‘traditional’ culture and crea- tity and Wellbeing Scale‘ even measures the tive industries sectors can be developed. For wellbeing of individuals exclusively according example, forestry companies could take tradi- to 5 different dimensions of belonging, includ- tional knowledge about the regional nature as ing “Pacific Connectedness and Belonging”, a basis for developing services in environmen- “Group Membership” or “Perceived Familial tal protection or recultivation. Historic knowl- Wellbeing” (Manuela 2013, p.5). Intangible edge and skills concerning the characteristics heritage has the ability to establish a sense of of ecosystems could help to regulate water ba- belonging to a community or place and forms sins and the maintenance of forests as carbon the collective memory (Harrison & Rose, 2010). sinks (UNESCOCAT 2012). Chefs could use tra- It provides people with a sense of identity (UN- ditional recipes to create a distinctive regional ESCO, 2003), and cultural activities such as culinary culture. For example, the internation- festivals or rituals affirm the relationships with- al “Slow Food” movement, which originated in a community and help people to maintain in Italy, promotes conscious, healthy nutrition connections between themselves and other based on regional food as a counter-move- places (Harrison, 2010). Therefore, the valori- ment to the globalised fast food market (for sation of intangible heritage can contribute to more information visit: www.slowfood.com). the personal well-being of the local inhabitants Traditional house construction methods using by encouraging them to live and recreate their regional resources (e.g. wood or adobe) could regional heritage. Hence, the CCC-strategy inspire sustainable design and architecture by helps regions and communities in two ways: it eliminating long transportation routes and in- raises their inhabitants’ subjective well-being, termediaries. Traditional knitting or sewing which increases the quality of life in the whole techniques, costumes and patterns could in- region; and it enhances the regional economy, spire young designers to create up-to-date which may result in the creation of new jobs fashions. For example, a group of Berlin art and a gain in prosperity. students used traditional Sorbian costumes as The valorisation of intangible heritage provides models in order to design up-to-date fashions an ideal basis for the activation of a sustainable which even made it to the internationally re- regional development process. But how can it nowned Berlin Fashion Week (see www.sorbis- be assured that there is a market for these ICH- chmodern.de). based products and services? Due to the trend There are no limitations to new product and towards regional consumption, many potential service ideas based on intangible cultural her- consumers will accept the higher prices some- itage. Apart from economic revenues, prod- times associated with more individualised pro- ucts and services based on local heritage have duction methods and the use of regional raw many other positive ‘side effects’. The Canadi- materials. an Institute for Advanced Research discovered

28 2.2.3 A European trend: Regional consumption on the rise

The demand for global products, trades and al products. According to the European Con- labels (e.g. McDonalds®, Apple®, H&M®) sumer Barometer, 89% of Europeans want to does not appear to be diminishing, and many pay greater attention to products’ local origin urban centres world-wide are gradually con- in the future, and 79% already do this regularly forming to a global appearance. However, a in order to reduce environmental impact and slow but steady change in consumer behaviour to contribute to the economic development has been observed throughout Europe in re- of their home region (CommerzFinanz GmbH cent years. This change is related to what peo- 2013, p.1). Two German studies conducted ple buy, why they decide to buy it and what from 2007/2009 until 2013 showed that peo- retailers choose to sell in order to meet the ple are increasingly choosing to buy things that growing demand. Even studies conducted by have been produced in their home region (In- leading global companies (e.g. Adidas, KPMG, stitut für Demoskopie Allensbach, 2013) in an Henkel) have observed that on a global scale ethically correct way (e.g. organic, regional and “consumers are increasingly concerned about fair production conditions) (Otto Group, 2013). environmental, social and economic issues, and (Fig. 2.1) increasingly willing to act on those concerns” (WBCSD 2008, p.6). This trend also holds true The CCC method focuses on the creation of for Europe, since both environmental and so- new products and services that are perfectly cial considerations influence the buying deci- aligned with the current and future tendencies sion of European customers. In one study, more in European consumer behaviour identified in than half of Europeans (55%) expressed their these surveys. The method fosters develop- intention to align their purchase behaviour with ment of regional and seasonal products, direct criteria of sustainability and their willingness to purchase at local retailers, transparency and spend more money to do so (CommerzFinanz environmental responsibility. In short, it pro- GmbH 2013, p.1). European consumers are motes sustainability. (Fig. 2.2 - next side) also showing more and more interest in region-

Fig. 2.1 Results of a German survey on consumer preference for regional products (between 2007 and 2013); Source: Institut für Demoskopie Allensbach, 2013

29 The German Ministry of Consumer Protection, The messages of this chapter: Food and Agriculture has identified an additional trend. A representative, computer-aided � The concept of sustainability, which orig- telephone survey of 1,002 Germans revealed inated in 18th-century forestry as a means for that 23% of interviewees between the ages of securing renewable resources, is still relevant 15 and 30 regularly buy organic products due for contemporary society. to their regional origin and have a desire to support regional producers (BMELV 2013). The � Sustainable development meets the needs same trend has been observed in Italy, where of the present without compromising the abil- both the production and the consumption of or- ity of future generations to meet their own ganic products are growing consistently, as well needs. It seeks to promote the satisfaction of as the rate of direct purchase from producers human needs and aspirations (e.g. food, cloth- (SINAB 2013). One survey of people in Switzer- ing, shelter, work) by adhering to consumption land, Austria and Germany even concluded that standards that are within the boundaries of the the regional origin of a product is more impor- ecologically possible. tant to the consumers than an organic production method, and that 62% of the interviewees � Intangible cultural resources have the po- would like to consume more regional products tential to foster sustainable economic develop- (Kearney, 2013). The fact that younger genera- ment in sectors such as gastronomy, crafts and tions, in particular, are incorporating considera- trades, environmental engineering, the phar- tions of sustainability into their purchasing de- maceutical industry and many more. cisions can guarantee the future success of the CCC method. As they grow older, these gen- � The consumption of regional products and erations will become accustomed to a certain services is a significant trend in Europe. nutritional standard, teach this standard to their children, and thereby consolidate sustainable � European consumers are showing increas- consumption patterns in Europe. This trend will ing concern for environmental, social and eco- ensure increasing sales and revenues to produc- nomic issues and a corresponding increase in ers and retailers, provided that the products and their willingness to act on this concern. services they offer meet the high expectations of the customers, including environmental, social and economic sustainability.

Fig. 2.2 Consumption of products manufactured in an ethically responsible manner (e.g., orga nic farming, regional, fair trade, climate neutral, zero-emission) in Germany from 2009 to 2013; Source: Otto Group, 2013

30 3. Strategy, Approach and Action Plan This chapter describes a step-by-step ap- sub-chapter discussing one step of the CCC proach to the valorisation of ICH, with each method in detail. 3.1 Identifying ICH Authors: Anna Brzezinska, Szymon Skublicki

Questions that are answered in this sub-section

� What methods and tools can be used to � How can the potential of indentified intangi- identify ICH? ble culture resources be defined in the context of their valorization? � What are the advantages and disadvantages of these methods and tools? Chapter 3.1 describes the methods and tools of identification of intangible culture resources. � Who should be involved in the process of identifying ICH?

� What profits can a region potentially derive from the identification of intangible culture resources?

3.1.1 Inventory of ICH: Classifying each ICH in different dimensions

This sub-section describes the cataloguing of � Creating new job positions. Cultural herit- ICH, which can provide the basis for numerous age can contribute to the development of the benefits for the region, such as: economy in the region. The development of various industries may cause an increase in the � Social integration (i.e. strengthening ties). number of new jobs in the region. Encouraging a local community to identify with its heritage allows its members to gain a sense � Increasing the attractiveness of the re- of identity and answer questions about who gion in terms of tourism and new investments. they are. Unique cultural values may encourage busi- nesspeople to invest in the region and may � Building a society. Establishing cooperation stimulate entrepreneurship in the area. among local governments, NGOs, volunteers, residents etc. creates new opportunities for in- � Fostering sustainable socio-economic de- troducing changes and results in an increased velopment. The cultural richness of a region sense of responsibility for local events. can affect the development of the related infrastructure (schools, parks, swimming pools, mu- � Forming a network of contacts. Intangible seums, cultural parks, cinemas), which in turn cultural heritage can be the basis for building is important for many people when choosing a network of contacts, which may be useful in where they want to live or work. new undertakings (e.g. partners can promote each other or carry out joint projects financed from external sources).

31 Although not every region is fortunate enough � raising awareness of ICH. to have a wide variety of “marketable” ele- In addition to measurable economic indicators, ments of intangible culture, every region has valorisation will stimulate cultural development its own heritage. The important point is that in the region. the existing intangible cultural heritage can be revitalised. Another important issue is that the Key actors for the identification of ICH in the identified intangible cultural heritage will bring region tangible profits, such as � academic and cultural institutions � increasing the wealth of the region, � NGOs � private researchers � decreasing the number of unemployed � regionalists people, � regional and local politicians

� increasing personal wealth, and

3.1.2 Methods for identifying ICH

Intangible culture, which is manifested in works approaches for identifying cultural expressions of the human mind, is fragile and elusive. First, must be as diverse as the cultural expressions the intangible heritage of a region can be so themselves. For example, research on areas obvious and commonplace that the inhabit- as diverse as the history of Gothic culture, old ants do not recognize it as something special. legends and rites of bandits, traditional Easter Second, the regional intangible heritage may celebrations, or dying professions will require be enacted exclusively by a single group of a completely different methods. However, the society (e.g. the older generation). For these main purpose of these different research tools reasons, there is no single “golden rule” for is to provide an overview of the intangible her- identifying intangible cultural heritage. The itage of a region.

Interviews

Based on experience gained during the pro- viewer and the interviewee) where questions ject, we recommend using interviews to iden- are asked by the interviewer to obtain data and tify ICH. People are the most readily available opinions of the interviewee. These interviews source of information in a community. We can should provide information about what the in- gather significant data during interviews with habitants of the region perceive as their herit- individuals. There are various definitions of the age, which elements of heritage exist, and how term interview, but basically an interview is a these elements are characterized. conversation between two people (the inter-

Sampling techniques

The experience of the project partners demon- terviews is finding suitable people to interview. strated that optimal results can be achieved by In general, one can distinguish between three conducting at least seven interviews with peo- methods: ple from the region. The first challenge with in-

32 � Snowball sampling is a non-probability sam- groups, or strata, and then randomly selects pling technique that can be used if it proves final subjects from these groups proportional- difficult to locate suitable subjects for inter- ly. This type of sampling is used when the reviews about regional ICH. This method helps searcher wants to highlight specific subgroups identify additional interview subjects by ask- within the community. ing one person familiar with the topic if he/ she knows other people who would be suita- � Non-probability sampling is a sampling ble interview subjects for the topic. These ad- technique where the samples are gathered in ditional interview subjects are in turn asked if a process that does not give all the individu- they know other potential interviewees, and so als in the community equal chances of being forth. Thus, the number of possible interview selected. Subjects in a non-probability sample subjects grows like a snowball rolling down a are usually selected on the basis of their acces- hill (c.f. sociology.about.com). sibility or by the purposive personal judgment of the researcher. This entails that the sample � Stratified sampling is a probability sampling may or may not represent the entire population technique in which the researcher divides the accurately (see explorable.com). entire target community into different sub-

Personal interviews

The first type of interview is a personal in- � A structured interview (also known as a terview. Such interviews can be divided into standardized interview or a researcher-admin- two types: istered survey), on the other hand, is a quantitative research method commonly employed � An unstructured interview is an interview in survey research. The aim of this approach is in which questions are not prearranged. This to ensure that each interview is presented with allows for spontaneity and for questions to exactly the same questions in the same order develop during the course of the interview. As (see www.pentor.pl). This ensures that answers a qualitative research method, unstructured can be reliably aggregated and that compar- interviews prioritize the validity and depth of isons can be made with confidence between the interviewees‘ responses. However, with sample subgroups or between different survey non-structured interviews, the researcher sacri- periods. fices reliability, and it is more difficult to identify Either type of interview can be expanded in patterns between interviewees‘ responses. scope to provide more in-depth information.

Personal interviews offer significant benefits, such as:

� It is easier to get beyond stereotypes in Nevertheless, there are some important facts direct conversation. we need to consider when we conduct an interview. When we talk to a person, we always deal � Understanding and involvement increase in with a subjective point of view. Stories from dif- private conversation. ferent people may not be identical, and sometimes they are even contradictory. However, � Contact with people from other social back- this is not necessarily a disadvantage. It can be grounds yields knowledge about not only oth- a fascinating experience to compare such sto- er people and their habits, but also about the ries and try to draw conclusions based on the researcher’s own religious and cultural heritage. similarities and differences.

33 In all cases, it is important to verify all informa- This usually consists of 7-12 people who are tion with a different source (e.g. a conversation somehow associated with the topic and share with another witness of a certain event). similar life experiences (connected to their lifestyle or interests). However, they normally Focus group interviews (FGI) come from different socio-demographic back- In this type of interview, a trained moderator grounds, which provides different perspectives talks to a group of respondents in order to on the issue. In a session that lasts from 1 to 2 discover their ideas, emotions and attitudes hours, the participants are then encouraged to towards a certain topic. The interview is con- express their opinions on the various topics in ducted according to a script, which defines the the script. The moderator tries to engage all objectives of every stage of the study (i.e. what the participants in the conversation and en- information you want to obtain in each stage). sures that all points from the script are covered. In some cases, the script contains the exact One important advantage of such discussion questions that will be asked. The discussion groups is group dynamics and the opportuni- is usually recorded on an audio tape and or a ty for interaction. The contact that participants video. have with one another stimulates creativity, fa- The first step in this method is to prepare a cilitates the expression of emotions and may script that contains the main points that should help lead from standard topics to issues that be mentioned during the interview. Next, an may be more difficult to express. appropriate research group must be selected.

Participant observation

This method can be applied to gain infor- � Non-participant observation, which is mation that not only deepens our personal considered less effective, occurs when the understanding of a subject matter, but also researcher is not involved in the situation enriches our overall knowledge about cul- being observed (see www.kostera.pl). ture. Participant observation is a method of data collection used in field studies. In this Participant observation can be further method, researchers become members of a sub-divided into three types: community they want to explore. They can then look at things from the perspective of 1. Overt - respondents know the identity of the group and learn their customs, habits the researcher. and language (Frankfort-Nachmias, 2001). One should always bear in mind that when 2. Covert - the researcher participates fully we witness old customs, obtain skills associ- without revealing his/her identity the sym- ated with traditional crafts or participate in bols, their meanings and motives. religious ceremonies, we can sometimes experience something that is dying out, which This background information will provide a we may be able to record, describe, cultivate deeper understanding and appreciation of the and pass on to other people. We distinguish actions and events. It is also necessary between two basic types of observation:

� Participant observation occurs when re- 3. Semi-covert - some of the respondents searchers are members of a community they know the identity of the researcher. observe.

34 For observation, proper preparation is essen- notes or record their observations by means of tial. Every researcher needs to understand the different methods (photography, video, audio), meaning of the observed behavior. For exam- which will obviously involve the necessary tech- ple, if one wants to study an Orthodox Liturgy, nology (e.g. notebooks, digital cameras, voice it is necessary to know to conduct literature re- recorders). Finally, since it is impossible for one search and gather initial data each time we plan person to be in several places at the same time, an observation. Beyond obtaining the necessary multiple people should observe the same event. background information, one must be techni- Each person can spot something different and cally prepared as well. Researchers can take notice some interesting details.

Archives and other source texts

As mentioned above, intangible culture is diaries, letters, or written accounts of various fragile. It hardly leaves any material evidence. events. Since these valuable materials cannot However, there are certain texts that may be found in official archives or libraries, it is contain traces of intangible culture, including best to ask interviewees, the witnesses of histo- hand-written songbooks of our ancestors, old ry, for them. Moreover, valuable materials can photographs depicting various ceremonies, be found in museums.

Cultural associations and social networks

Collaboration with registered and unregistered or to establish social networks in order to in- associations is crucial for collecting information terrogate friends and acquaintances or partici- on Intangible Cultural Heritage. It may also be pate in local cultural events. beneficial to encourage or launch local activity,

Myths, legends, fairy tales

Myths, legends, and fairy tales are folk stories relate to real facts, objects, places or people of oral tradition passed throughout genera- from the past. Such tales, which often derive tions, which are sometimes preserved in writ- from the origin of the local community, de- ten form. Such stories often describe historical scribe the major settlements, national heroes, facts or legendary figures, places or events. traditions or rituals of a particular community. They bear many features of fantasy, but often

Expert visits

Experts visits are another method for discovering sources and where they have an opportunity to ICH that can bring additional information if inter- observe people involved in them; they may also views prove to be insufficient. Experts are individ- take part in certain activities themselves. Such vis- uals from other regions who are professionally en- its have to be prepared in consultation with in- gaged in the topic (e.g. in the context of research habitants of the region or country who know their units or universities). Although they may not know region and its heritage well. This tool is extremely the specifics of a particular area, they facilitate effective. It enables the exploration of the herit- the examination of individual elements of intan- age of a different region or country and the iden- gible culture heritage by the local inhabitants tification of differences between what is “foreign themselves. Experts can arrive at a place where or strange” and what is “ours”. These conclusions they could find examples of intangible cultural re- can then be presented to the community.

35 Advantages and disadvantages of the main methods

Each method for identifying intangible cul- vantages and disadvantages, which are sum- ture resources presented above has its ad- marised in the following table.

Method Advantages Disadvantages Personal • interviewer can adapt questions according to • time consuming interview particular situation • respondents may feel • data can be consistent without making the uneasy answering personal interviewee feel pressured questions face-to-face with • full cooperation the interviewer • faced with open questions, interviewee will expand on answers Personal • natural and unrestricted; can reveal more about • not standardized, so can- interview the participant not be replicated Unstruc- • interviewee may give an answer the research • problems connected with tured had not even thought about, which could lead reliability and generalizing interview the experiment in a new direction • difficult to quantify and • interviewees may feel more comfortable talking analyze results about their true feelings, as there is a relaxed atmosphere • provides highly detailed and valid data • extremely flexible • cost effective Personal • provides insight into descriptive knowledge • concepts unrelated to the interview - used interview’s focus may not be Structured • study of one concept can lead to the definition identified interview of other unknown but related concepts • interviewers must be se- • maintains focus on a given issue cure in their understanding • provides detailed information on the issue of the important issues to • provides structural relationships between con- direct the interview cepts • provides only weak knowledge about the topic Focus • more varied perspectives because there is a • more expensive groups group of people • results could be biased • detailed information because the people in the • the face-to-face involvement of a qualified group may just agree with moderator means that everyone is involved and other people instead of giv- the conversation stays on track ing their own opinion • the people in the group may get each other • not a suitable method for thinking, which may result in a much more in- gathering quantitative data depth discussion • good for obtaining rich data in participants’ own words and developing deeper insight • people are able to build on others’ responses and come up with ideas they might not have thought of in a one-on-one-interview Participant • detailed, in-depth knowledge of the situation • difficult to record data; hard observation can be gained to write down everything that • allows for insight into contexts, relationships, is important while you are in behavior the act of participating and • can provide information previously unknown to observing; documentation researchers that is crucial for project design, relies on the memory, person- data collection, and interpretation of other data al discipline, and diligence of • yields qualitative data the researcher • difficult to be objective; requires conscious effort at objectivity because the method is inherently subjective • difficult to replicate • time-consuming Archives • produces quantitative data • subjectivity of analysis and other • replicable • time-consuming source texts • cost effective • meaning and context may be overlooked

Tab. 3.1 Overview of the advantages and disadvantages of the methods

36 Who should be involved in the process of identifying ICH?

As the research on the ICH is not extreme- - The ability to correct documentation (e.g. ly difficult, anybody can participate in this for expert visits) phase. Experience has shown that some people are more likely to provide valuable - The ability to ask the right questions and information, such as teachers, historians, etc. customize a call to the interviewee (e.g. a Therefore, the people involved in ICH iden- conversation with a seamstress will be lead tification ought to have solid knowledge of in a different way than a conversation with intangible cultural heritage. People who are a person engaged in manual glass forming) specially qualified for the interviews should be well oriented in the subject of the intangi- - analytical skills (e.g. the ability to review ble cultural heritage. Other important skills archives) include:

Data synthesis

One important aspect is the synthesis of the tional tests in order to verify their authentic- collected data. It often happens that the ity. It can be useful to classify identified ICH data collected must be subjected to addi- into UNESCO categories.

3.1.3 Determining the valorisation potential of identified ICH elements and selecting the strongest candidates for further effort

The initial step of identifying the non-material sions with the regional population, the region- cultural assets leads to a second step of rank- al developers can get a good picture of what ing these aspects in terms of their suitability for is important and powerful to the people and further exploration in the valorization process. what is not. A SWOT analysis is a situation anal- A SWOT analysis is one method that gives im- ysis based on the internal strengths and weak- portant information about the great potential nesses as well as the external opportunities of a specific element of the intangible cultural and threats. In general, it is done in the form of heritage. In various conversations and discus- a grid similar to the following one.

Strengths Weaknesses

Opportunities Threats

Tab. 3.2 Scheme of the SWOT-Analyses

37 The SWOT analysis can be used to detect � Expected positive valorisation results specific promising “aspects”, which in turn and holistic approach (i.e. cultural, social, helps identify the most promising ICH ele- ecological and economic potential): The ex- ment in the catalog. Such promising aspects pected positive results of the valorisation can include: process and the creation of economic regional income can influence the selection of � Existing interest in an ICH: The first small a certain element of ICH. valorisation initiatives for a certain ICH have already been started by some actors and � Positive cultural environment: Recent have been well-accepted by the public. The years have seen a revival of interest in down “actors” of this ICH exhibit significant pas- to earth values. Many people are on a quest sion for the topic and want to launch further for their roots and their ancestors’ traditions initiatives or improve the existing ones. and ways of living. Therefore, ICH is also becoming more and more interesting. � Positive image of the ICH: The majority of the people have no negative thoughts in The more of the abovementioned aspects their minds when somebody speaks about are true for a certain element of ICH, the the ICH. more promising it is as a candidate for the valorisation process. In general, it will be � Identification potential: This aspect goes necessary to set priorities, which means fo- hand-in-hand with the aspect of authenticity. cusing on the most promising elements of An ICH that can strengthen the identifica- ICH. It is also important to mention that re- tion of the population with the region offers gions should not attempt to valorise all of good potential for successful valorisation. the identified ICH elements at the same time. This leads to confusion and an unmanagea- � Livingness of the ICH: An ICH that is ble workload. The main purpose of choosing known only from books and stories and is no certain ICH elements as pilot projects was longer “lived” can only be valorised with dif- their potential for developing many aspects ficulty (if it can be valorised at all). The more of the region (e.g. integration of local com- people practise the ICH, the easier it is to munity, benefits, sustainable development). valorise it. Moreover, the selected ICHS were the most strongly connected with our region. � Capitalisation potential: Not every ICH is easily valorised and capitalised. While this may be quite easy for an ICH in the crafts domain, it will likely be much more difficult for an ICH in the language domain.

What we have learned from this sub-section

� the potential benefits a region can derive - how to decide which of the identified intangi- from identifying its intangible culture resources ble culture resources should be further analyz- ed in the context of their valorization � how to prepare for identification of immaterial culture resources

� what tools and methods should be used in the identification process - which methods are the most suitable

38 3.2 Priorities, strategic approach and development of visions Authors: Barbara Reisenbichler, Toni Kofler

Which questions will be answered in this chapter?

� What are the goals of ICH valorisation? � How can a vision be developed? � What is a vision and why is it useful?

Chapter 3.1 (step 1 of the strategy) yielded a Step 2 involves the creation of a power- regional inventory of the ICH, which includes ful vision of the future that can attract the a series of valuable traditions, knowledge, people more than a simple goal. This vision capabilities or crafts that are special for the helps regional development agencies and region, still alive and ideally have the poten- ICH agents move consistently towards the tial to be capitalised within the next steps. desired positive picture of the future and to In addition, step 1 identified a particular ele- tackle all the activities launched to achieve ment of ICH to be further valorised in a pilot this vision. project.

3.2.1 Goals of the valorisation of ICH

Regional actors can have various goals when jobs. People get the opportunity to earn mon- valorising a promising element of ICH: ey by practising ICH.

� Regional identity. Valorising regional ICH, � Positive cultural development. Valorised which is strongly connected with the history of ICH also boosts cultural development because the region and its characteristics, helps local there are generally many different initiatives communities define the identity or “soul” of around the ICH (e.g. festivities, presentations the region. to people from outside, courses, weekly gath- erings of the ICH agents). � Regional identification. A successfully valorised ICH can help the people identify them- � Authenticity. A valorised ICH that is deeply selves more strongly with their region and its rooted in the region reflects the region as it is heritage, history and special values. without any artificial help. The region does not try to be a copy another region, but rather rep- � Unique selling proposition (USP). The resents itself naturally and originally. valorised regional ICH makes regions unique. Whereas the architecture of buildings and � Sustainability. By referring to their ICH and even of landscapes can be copied, traditions, its strengths and opportunities, regions can de- knowledge, skills and know-how of the people velop sustainably, based on their special USPs. cannot be transferred to other regions. This is what makes them unique compared to other � Regional well-being. Positive economic regions and therefore makes them USPs. and cultural development, authenticity and sustainability foster a regional well-being. This � Positive economic development and cre- means regional income, satisfied and proud ation of income. Valorised ICH can be used to people who enjoy living in their region, and create new products and new services. There- even the attraction of new residents. If the re- fore, it acts as a motor for economic develop- gion does well, the people also do well. ment and can create both income and new

39 � Applied talents, autonomy, meaning- � Inspired residents and entrepreneurs. ful work and improved self-esteem. People Based on the good examples of valorised and working in the field of ICH make use of their capitalised ICH elements, additional initiatives specific talents, which makes them more effi- for valorising and capitalising ICH will follow cient compared to others that just do their job. (i.e. the snowball effect). In the best case, initi- They have greater autonomy, readily identify atives become “sure-fire successes”. themselves with their occupations, and consider their work meaningful. Since they love what � Networking. Since the dfferent initiatives they are doing, their professional and private share the common goal of valorising and capi- lives are well-balanced and joyful. The region talising ICH, the actors get to know each other. can profit from this as well. Due to the high rate They recognize that others are facing the same of applied talents, the whole region is marked challenges and profit by exchanging their re- by high quality products that can be sold at a sponses to the common challenges. better price than mass-produced items. This leads to a better self-esteem for the individu- � Awareness raising. By valorising and capi- als, as well as increased pride in the region. talising ICH, people become aware of the special ICH that helps making their region unique � Valuable living space. People whose link and thereby develop pride in their region. to their surroundings goes beyond their work or residence and extends into the intangi- Experience in the project has shown that the ble (e.g. the traditions of their ancestors, the aspects “networking”, “creating income” and knowledge transmitted from their parents “awareness raising of the regional population and grandparents, active participation in local about ICH and its opportunities” are of high groups) are generally more intensely connect- importance when valorising and capitalising ed to their living space than others. (Fig. 3.1) ICH.

Fig. 3.1: A region is more attractive if both sides of the scales are in balance

40 3.2.2 Visions and their impact

A vision is a clear and understandable picture of Sometimes it is referred to as dream with a a positive, desirable and living future. Although target date. Although goals and mission state- it is imaginative, unlike a dream, it is also very ments are also directed towards the future, strong, powerful and realistic. It shows where they are not the same as a vision. The following a region, company or person wants to go and table clarifies the differences:(Tab. 3.3) how life will be like when they arrived there.

Goal Mission statement Vision Starting current state wishes inspiration point Approach problem-oriented sectoral, thematic solution-oriented Form of numbers, action plans guiding principles, pictures, values, emo- expression development plans tions, numbers Time hori- 3 years 5 years 10 – 20 years zon Aim solving a problem facing future challenges shaping the future Type of management advancement profound change modification

Tab 3.3: Comparison of characteristics of goals, mission statements and visions (cf. Krotscheck at al., 2007, p. 43)

Why a vision is necessary

A vision provides positioning and orientation: awareness, an increased output, and a better lev- “Who does not know where he’s going, must not el of penetration in the population. Continuity is be surprised when he arrives somewhere else”. made possible. With a strong vision, all the activities undertaken Unlike a goal, a vision is situated far in the future, and projects launched serve the same purpose. which brings the advantage that people do not One activity is based on another, and they are focus on every possible danger they may face. consistently directed towards the big picture of With a vision directed far in the future, obstacles the future. In addition, a vision focuses the atten- that may arise seem small compared to the vision. tion on the resources that a region possesses. Therefore, there is less risk that people will give When a vision for a certain ICH is at the centre up, since there is much time available to develop of attention, more ideas are created for utilising capabilities and strategies in order to overcome the relevant ICH. This also leads to an enhanced the obstacles. (Fig. 3.2)

Fig. 3.2: Obstacles seem very small compared to the vision

41 Visions tap into the large potential that is availa- common future. The vision acts as a kind of mag- ble in the people: knowledge, experiences and netic pole or a common point of reference (Sen- ideas are used to work with the ICH. Visions make ge, Kleiner, Smith, Roberts, Ross, 1996, p. 354). people specialists in their field of work that profit In fact, even the process of developing the vision from their special know-how. In addition, individ- is very valuable for the people, as they derive uals work autonomously and have the opportu- satisfaction from participating in a lively, creative nity to go their own way. They have the feeling process that directly influences both their individ- that their work is meaningful because they create ual and shared futures. They work together with something, rather than simply doing what their others towards a common understanding of what boss tells them to do. This increases motivation is important for the region and why it is impor- and makes the borders between work and leisure tant. Therefore, not only a vision for the region more fluid. Pressure from a boss is not necessary is developed, but often also a vision for the indi- because they are motivated by the vision of a viduals.

What a vision does not do

A vision is not a fixed path into the future. It indi- Because the vision does not prescribe a fixed cates the direction, but leaves plenty of space for way, it must be succeeded by an action plan with individual initiative and detours. Therefore, each short, medium and long-term goals based on the individual can use his/her own competences to vision, including actions that must be taken in or- develop freely. (Fig. 3.3) der to proceed step-by step to the vision.

Fig. 3.3: A vision indicates the direction, but also leaves room for individual initiative and detours

42 Characteristics of a good vision-development process and a good vision

A good vision development process and and work on it intensively. They have to take time a good vision are marked by the following to stretch their imaginations into new dimensions. characteristics: � Sustainability. As a good vision is valid � Participative approach – Involvement of for 10 years or more, the process should also the ICH representatives and the popula- focus on the three dimensions of sustaina- tion. As mentioned above, a vision will only bility: environmental, economic and social be important for the population of a region sustainability. if they are involved, both in a practical and an emotional sense. At the beginning, the � Authenticity. The vision is based on the desirable character of the future vision can character of the region and is a logical fol- only be determined by referring to the pop- low-up of the history. Therefore, the histori- ulation. In addition, once a first draft of the cal background and the development within common regional vision has been created, the history must also be taken into consid- it must be presented to the population in eration for the regional vision-development order to be reviewed and improved. Ideal- process. Only if we know the roots can we ly, people from outside the region are also find our way into the future. asked for their feedback. � Openness and tolerance. A good region- � Process orientation instead of result-on- al vision-development process does not ex- ly orientation. In a successful vision devel- clude other visions that exist independent- opment, the process is at least as important ly from the common vision of a region (eg. as the result. The people work intensively on company visions). Ideally, the regional vision a common view of their future. The process acts as a kind of umbrella under which in- of defining this common or similar view of dividual visions are integrated. Thus, the re- the future is more important than the words gional vision can act as a larger context for in which this future is described, because the other visions. people must gradually articulate their views. � Colourfulness and wording: A good vi- � Current situation as basis. The starting sion needs colours and details in order to point of a good vision-development process come to life. On the other hand, there must is the analysis of the current situation of the not be too many details. The ICH represent- region in its cultural, economic and environ- atives and the population also need the op- mental dimensions. portunity to “decorate” and “interpret” the vision according to their own needs and in- � Creative process. A good vision-devel- terests. opment process allows space for creativity. As mentioned before, a vision is marked by The most important characteristic of a re- imagination and therefore also creativity. gional vision is that it is not only the vision of Creative surroundings and the use of crea- the regional development agency, but rather tivity methods can facilitate the process. Sig- the shared vision of individual people. These nificant imagination is needed to invent the people “live” and represent the ICH and be- future. come agents and “innovators” of the vision over the years. The vision helps them to ori- � Intensive and comprehensive process. ent themselves. Participants in the vision-development process examine the vision from different perspectives

43 3.2.3 How to develop visions & perspectives Designing a regional vision-development process

Every region that wishes to develop a vision ter the vision development process. This group must design the process before initiating it. The should consist of three to five people who cov- following questions will have to be answered: er different areas (e.g. politics, strategy, economy, culture, intangible cultural heritage, media, � Which kind of vision should be developed? public relations). They should be very familiar Should the focus be on a common regional vi- with the region and its actors. The committee sion or rather on a vision for a single person/ designs and navigates the process. They coor- company/group? It seems clear that a com- dinate the different phases and are responsible mon regional vision is much stronger because for the progress of the process. it is the vision of many different people. When many people share the same vision, the region As mentioned above, it is very important to in- can commence its common development into clude the population that is meant to internal- the future. With many people in the same situ- ize the vision, especially the representatives of ation and sharing the same vision, a region be- ICH (e.g. entrepreneurs), who should work and comes much stronger. live based on this vision. Political representatives are another very important group to be On the other hand, a very personal vision will considered. They have a good knowledge of have even more impact on a person than a what is going on and are in contact with lots common regional one. For example, craftsmen of people. If they support the process, they could have the vision of doing “useful” work, can convince more people to take part in the which means that they can create something. If vision-development process. Once the vision this personal vision is not contradictory to the has been developed, they can also easily dis- regional vision but rather part of it, the region seminate it. In addition, it is politicians who will become even stronger. The people can find can ensure that visions become part of local or their own identities, and the region can also regional development plans and thereby be- profit from this. come anchored deeply in development strategies (e.g. for a municipality or a regional gov- Therefore, it is important to consider this aspect ernment). In general, it can be stated that the and to decide whether some space should also more different groups of people are involved, be provided for the development of personal the more productive the input for the vision de- visions in the regional vision development pro- velopment process will be. cess. If many personal visions are similar, this can strengthen a regional vision. � How much time should be taken to develop a vision? � Who will take part in creating the vision? Developing a common regional vision takes For regional development, it is crucial to devel- time. A broadly based process that includes in- op a vision that is shared by as many people as teractions between the focus group and the re- possible. The vision will not work if it is devel- gional population will last at least a few months oped by a single person and then announced and can take up to several years. However, this to the others. On the contrary, it is necessary is not a waste of time! On the contrary, a vision to involve the population at an early stage and embraces the next 10 or 20 years and is there- develop the vision together. fore of utmost importance.

Therefore, a so-called focus group (or steering committee) has to be established, which is responsible for the process of the vision development. Its tasks are to initiate, monitor and fos-

44 It is the principle of all the future plans and ac- tually be to construct the house. For example, tivities. Therefore, a region can even save time they must consider the placement of the elec- and energy in the long run if it knows where it tric appliances before they begin building the is going and how it should get there. house because they must decide where to put the outlets. The more they think about these Furthermore, it must be clear that major steps things before, the more they can proceed in a take their time. For example, if people are plan- targeted manner, and the fewer compromise ning the house in which they will live for the they will have to make in the long run. Chapter rest of their lives, they will not do that within a 4.2 describes the process for developing a re- few days. They know that the more they plan gional vision. and examine the details, the easier it will even-

The steps of a vision-development process (Fig. 3.4)

1. Creating a focus group (steering commit- Through conversations with the regional popu- tee) and planning the process. As mentioned lation, the focus group can get a good picture above, the focus group has to plan the further of what is important for the people and what is process. How will the development process pro- not. Another possibility is to conduct in-depth ceed? Who will participate, to which extent, and interviews (see Chapter 3.1) with regional pio- at what time? How much time will be taken for neers, who generally have a good feeling for the vision-development process? Which kind trends and can play a major role in the future of vision will be developed? Who should adopt development of the region. These so-called the vision? For planning the process, it might “Future Workshops” (see below) or “Future be helpful to look for best-practice examples, Dialogues” also offer a good opportunity to in- which means contacting regions that have al- volve the public in the creation of their own fu- ready established a vision-development process ture. Although you don’t write the vision there, in order to profit from their experiences. the ideas of the population reflect perfectly by which aspects of an ICH they are affected. Of 2. Analysis of the current situation. If it has course, broader studies can also be launched. not already been done, a SWOT analysis (see The aim is to get a good overview of the cul- Chapter 3.1) can provide important infor- tural, economic and ecological perspectives of mation about the great potential of the ele- the ICH. ment of intangible cultural heritage selected.

Fig. 3.4: The different steps of a vision-development process

45 3. Initial draft of a vision. After this analy- tic) and which aspects seem to be especial- sis, the focus group (perhaps in collaboration ly important. Based on this, the vision can with some of the ICH representatives) pre- be “tuned” and developed further. It will be pares a draft of the vision. This draft, which adapted and reviewed several times until it is usually written by one person and then reaches the “final” version. (Fig. 3.5) discussed and revised in the focus group, This ensures that the ICH representatives consists partly of assumptions and is not yet and the population share the final vision and considered a real vision, but rather a mission are supportive of it, and it also provides im- statement. Nevertheless, this draft is a major portant information about whether the right part of the vision-development process be- topics and concerns have been chosen for cause it is presented to the ICH representa- the vision. tives and the rest of the population.

4. Co-creation of the vision via discussions, A vision will never be 100% finalised, as it will feedback, reviews and adaptations of the constantly evolve. However, if the regional draft: Intensive discussions about this draft population can define mostly the same as- start, and a process evolves whereby both pects as their strengths, if enthusiasm arises, the focus group and the population are en- and if initiatives targeted towards the chosen gaged in working on the vision. In discus- element of ICH emerge, the vision-develop- sions, personal interviews, written feedback ment process can be considered a success. and diverse meetings, the focus group can (Fig. 3.6) see how the people react to the proposed vision (i.e. whether or not they are enthusias-

Fig. 3.5: A process evolves whereby both the focus group (steering committee) and the popula tion are engaged in working on the vision

46 5. Transmission and implementation of the changing. Therefore, the focus group should vision. The transmission and implementation not stop working, but rather must remain in of the vision are strongly connected to its de- contact with the ICH agents and the popula- velopment. As the ICH representatives and tion, in order to further advance and sharpen the population are part of the vision-devel- the vision over the years. opment process, they are normally already on-board with the vision and can transmit Useful methods for developing a vision (se- their enthusiasm to others and launch initia- lection) tives designed to achieve the vision. This chapter describes some useful methods It is important that the agents (especially and tools for the vision-development pro- political representatives and ICH bearers of cess: the region) talk constantly about the vision, in order to spread the message further. In � SWOT-analysis (see Chapter 3.1, step 1) addition, cooperation with the media can be � In-depth interviews a very important tool. For example, the me- � Future workshops: Future workshops are dia can report about positive ICH initiatives public meetings concerning a broad topic. that show perspectives to other people, who The participants are invited to bring in their might in turn start their own ICH initiatives. ideas, which are then normally developed In any case, it is very important to repeat the into projects within the workshop. The dis- message of the vision constantly. This helps cussion, which can make an important con- to increase its importance and contributes to tribution for the analysis of the current situ- the development of a positive initial atmos- ation (i.e. determining what the people are phere and a spirit of optimism. concerned with at the moment), is the first step towards a common vision. The more the 6. Further development of the vision over ideas are discussed, the more courageous the years. As mentioned above, a vision is people get in their ideas, which is important never really finished because it is constantly for the development of the vision.

Fig. 3.6: If enthusiasm arises, and if initiatives targeted towards the chosen element of ICH emerge, the vision-development process can be considered a success

47 � What do we want to create (Senge, Klein- � The “destiny factor” (Senge, Kleiner, er, Smith, Roberts, Ross, 1996, p. 391ff?) In Smith, Roberts, Ross, 1996, p. 395ff.): This the first step, called “Vision of the Future”, method starts from the assumption that the this method uses questions to encourage the past is the key to the future. It is easier to participants to describe the company (or, create the future when we know where we in the current case, the region) as if the vi- come from. By using the visions of the past, sion were already a reality. The second step, the current vision-development process can “Current Reality”, asks the participants to be enriched. In the first step, the original describe the company (or the region) as it vision and purpose of the regional devel- looks today. opment agency are defined. In the second step, participants reflect on any changes � Backwards into a vision (Senge, Klein- to this purpose, as well as the most impor- er, Smith, Roberts, Ross, 1996, p. 394f.): This tant milestones in history. Based on these method consists of the following questions: insights, the participants consider the cur- 1. Have you ever been part of a really excel- ret purpose of the regional development lent team that has achieved outstanding re- agency, the current goals and the ongoing sults? 2. What did you consider special about vision-development process. this team? 3. What can we do as a team to create exactly these emotions again? 4. What would we commit ourselves to? Ideally, the group commits itself to one or more initiatives. At this point, common priorities are set, and a new way of thinking is developed without using the word “vision”.

What we have learned from this sub-section

� A vision is a clear and understandable pic- � Creating a vision takes time, at least a ture of a desirable future. It shows where a re- few months up to several years. However, in gion, company or person wants to go and what the long run, time and energy can be saved they will be like when they have arrived there. because a region knows where it is going and what the future will look like. � A vision enables continuity. All the activities undertaken and the projects launched are � A vision has to be co-created by a so-called related to the vision. They are directed towards focus group (which keeps the process running) the big picture of the future. and the population (which provides feedback about different drafts of the vision). Thus, it is constantly reworked and developed further.

The results of step 2 are:

� Goals have been defined that should be committee), the ICH representatives and the achieved by valorising the chosen ICH. population. Therefore, it is shared by a large portion of the regional population. � A vision has been developed in a constant interaction between a focus group (steering

48 3.3 Process planning: How to reach the vision Authors: Roberta Davisod, Elisabeth Graf, Roberto Sandrini

Which questions will be answered in this hapter?

With steps 1 and 2 completed, the regional de- three to five years. The initial steps can be truly veloper now knows where and what the region creative, but realistic hypothesis can only be made wants to be in 15 or 20 years. The next issue is on the basis of the status analysis of the regional how this vision can be achieved. To this end, the situation. The regional developer must identify the regional developer has to focus again on the pres- most promising opportunities in the region and ent and start with the process planning for the first identify the appropriate measures to start with.

3.3.1 Approach and key gents

Local development based on endogenous resourc- of local agents and a rather sectored package of es (i.e. the capabilities of local inhabitants and insti- interventions. One particular territory was chosen tutions, as well as the specific resources and fea- to increase production of a certain item, whereas tures of the territory) is a rather recent orientation. another territory had to focus on the production In Italy, for instance, the traditional method for of other goods. planning policies and initiatives was the so-called In contrast, the “bottom-up” approach focuses “top-down” approach. In this approach, an ex- strongly on the local context and its specific needs. ternal agent, normally central governmental au- Actions or programmes arise from the collection thorities or agencies, provided the planning in- of local demands, and the process incorporates put in a neutral way, and the input was therefore the local population. The table below summaris- the same for every region or area in the country. es the differences between these two approaches Such a method involved almost no participation (INEA, 2006):

Development Top-down Bottom-up approach Modalities � Exogenous: based on � Endogenous: based on resources resources that come from that are present in the region itself outside the region � Decentralised management: deci- � Centralised manage- sions are made by local assemblies or ment: decisions are made governments. by national or federal � Local needs: actions are taken in authorities order to meet local needs. � Neutrality of the terri- � Centrality of the territory: diversity tory: regions are considered among regions is valorised. equal. � Integrated interventions and vision: � Sector-based inter- actions are taken under consideration of ventions: action is taken the entire regional environment. towards a particular sector. Effects Homogenization: each Differentiation: regions preserve their region tends to be similar to variety and their specific features. others. Disruption of iden- Strengthened identity: regional identity is tity: regions lose their iden- strengthened. tity. Sector-based growth: Diversification: the region develops on growth is involved only the basis of its own features and needs. specific, selected sectors.

Tab 3.4: Differences between the top-down and bottom-up approaches

49 The CCC method extends the bottom-up ap- From this point of view, it is easy to answer the proach. As already demonstrated in previous initial question: any planning of regional or lo- chapters of this handbook, the core richness of cal development that aims to reach the vision our regions lies in their people, who carry the cul- must start within the community and be led ture, traditions, crafts and skills. In order to reach by the community itself. The following sections the vision, the regional developer has to involve discuss the present understanding of the word and create living networks within the community “community” by describing which agents should and among the stakeholders and bearers of the be involved and how the regional developer can regional intangible cultural richness. involve them.

Identifying key agents: ICH bearers, public institutions and the private sector

Within the CCC project, the word “community” he produces pieces of design for houses and describes a group that shares a common intan- keeps a tradition alive that could be lost over gible cultural heritage (ICH) and lives within it. the years. For example, it could be the population of an Public institutions represent the public interest entire region that recognises itself in the region’s in planning and implementing short or long- oral traditions, or it could be the population of a term policies. Both executive (i.e. agencies) and smaller area that shares a particular knowledge legislative (i.e. elected bodies) bodies have the about nature. In order to start an effective de- capacity to mobilise resources and funds to val- velopment planning within such a rather large orise intangible cultural heritage. group, the regional developer must identify the The private sector, including enterprises and key target groups. Each community contains associations, represents specific interests and three main target groups: provides goods and services in their specific domains. Enterprises (i.e. profit oriented) and � ICH bearers associations (i.e. non-profit) keep ICH alive by � public institutions creating new products and services based on it. � the private sector In this context, the role of associations is crucial. For example, the statute of the “Amici del Cas- An ICH bearer is a person who actively practic- tello di Magliano Alfieri” (“Friends of the Castle es, produces, and documents regional ICH. His in Magliano Alfieri”) established its task of pro- or her interest is to keep the heritage alive and tecting and preserving the cultural heritage of pass it on to younger generations. One example the village of Magliano Alfieri. Thus, the associa- of an ICH bearer is a plaster craftsman who pro- tion has promoted the creation of a documenta- duces roof tiles just as they were produced cen- tion centre that collects audio and video mate- turies ago by the inhabitants of Magliano Alfieri, rial reproducing oral legends and myths, as well a small village located in the Piedmont Region. as traditional poems and songs. Using almost the same raw materials and tools,

Getting key agents involved

Once key actors have been identified, they key actors is not only a matter of working with must be involved in the planning process. This them, but also of winning their trust in order to might appear easy, but sometimes it is not easy establish a fruitful dialogue that can lead to a at all to reach the right person, particularly in shared vision. larger organisations or institutions. Involving

50 With regard to public sectors, it must be kept in the foundations for a constructive and deep dia- mind that political actors (politicians and officers) logue. can change over time. This means that the com- Awareness-raising activities are crucial in this ini- mitment of public bodies must also be ensured tial phase, and the regional developer can choose through official acts. Nonetheless, personal con- many paths, such as: tacts with mayors and competent officers can ensure rich and fruitful direct exchanges. � organising events and fairs Thus, the regional developer has the tasks of � distributing leaflets and cards starting a dialogue by means of workshops and � creating brochures meetings, and then building the team by creating � organising competitions a dialogue-friendly environment. Starting the � creating videos, multimedia materials, or discussion with the features shared by the key other shows agents (i.e. the common heritage) will help to lay

The role of civil society

The term civil society captures the local popu- legitimacy. The public sector’s main task is to ful- lation not directly involved in the three groups fil the needs of the local population. If it fails to described above. Civil society’s role is highly do this, it risks losing its power. Thus, for public important, and its support is essential through- institutions, it can be of the utmost importance out the process of regional development. With- to gain the trust of society and to reach a better out civil society, ICH bearers go from being quality of life through the valorisation of ICH. “Living Human Treasures” to museum pieces. Civil society represents consumers on the one Living Human Treasures are persons who pos- hand (i.e. the source of income for businesses), sess a high degree of the knowledge and skills and the pool from which associations draw and required for performing or re-creating specif- synthesise interests on the other hand. Moreo- ic elements of the intangible cultural heritage ver, gaining the interest and raising the aware- (UNESCO, 2012). If dialogue between the two ness of civil society about the importance of groups stops, or if one group is no longer able valorising the intangible cultural heritage will to recognise itself in the other, ICH cannot be also have cascade effects on the future of our re- transmitted or further developed. gions, since appreciation for one’s region will be For public institutions, and especially for elected more easily passed on to younger generations if ones (e.g. regional assemblies, governments, or there is a widespread feeling of attachment. municipal councils), civil society is the source of

3.3.2 Planning of the first three years

Planning a strategy requires some organisa- timations, and plan the process appropriately. tional work that must be carried out in advance. Before the project commences, we must en- The process preparation must begin with a ba- sure that existing structures, conditions and sic management and organization plan, which resources are used as much as possible and will be further expanded, constantly reviewed that the process is integrated into the regional and possibly modified during the process. The brand. All long-term processes must be based first steps must be creative, in order to define on the existing structures (CCC, 2012). the possible ways to proceed, correct cost es-

51 Selection of activities and initiatives

The first task to be accomplished is the selec- Regional developers can use their knowledge tion of activities and initiatives based on intan- of the region as a basis for this selection pro- gible cultural heritage that the region intends cess. In the Italian Piedmont Region, for ex- to valorise. The selection process has to be car- ample, the experience of the Book Village in ried out following the bottom-up approach, in Frassineto Po was chosen for valorisation be- order to ensure that these activities and initia- cause of its liveliness, its positive image and its tives are interesting, heart-felt and sustainable. capitalisation potential. The village of Frassine- Sustainability that stems from authenticity is to Po is located in the southwest part of the ensured when the integration of ICH in the region, and an initial group of artisan publish- economic development of the region looks at ing industries first started to grow and flourish the younger generations from the cultural, en- in the 19th century. Based on this heritage, vironmental and social points of view (Albert, the municipality and some associations set up 2012). However, there are some other impor- the Book Village, a place where books never tant aspects that must be kept in mind during die. The Book Village is a year-round initiative the selection of the ICH to be valorised. As that organizes readings with authors, festivals, shown in Chapter 3.1, these are: theatre performances, exhibitions and competitions. Public awareness has grown over the � Already existing interest in an ICH years, along with the number of people direct- � Positive image of the ICH ly involved in the initiative or participating as � Identification potential visitors. (Fig. 3.7) � CRSLiveliness for SRD, of CCCthe ICH 59 � Capitalisation potential � StartingExpected from positive the vision,valorisation it is necessaryresults to define a management plan for valorisation. � AsPositive stated circumstances in step 2, the vision has a long-term horizon and is defined by pictures, values, emotions and important numbers. The aim of the management plan is to define the initial goals that can be achieved within the first three years and to work with pilot projects that can be communicated and replicated on a wider scale. This is done using the so-called “Backcasting” method.

Fig. 3.7: Visioning and backcasting as tools for sustainable regional development (Krotscheck) Fig. 3.7: Visioning and backcasting as tools for sustainable regional development (Krotscheck)

The backcasting method is a strategic planning method that challenges a group of stakeholders to imagine ideal future scenarios (step 2) and then work backwards as a group 52 to figure out what is needed to get to the ideal states starting from the present state (step 3). In our case, the vision represents the ideal future. Stakeholders have to identify the activities that will help achieve the goals of the vision as much as possible, while taking into account the feasibility of the activities and the necessity to reach results that can be used to carry on the process of valorisation. The management plan is a first concrete output which defines the activities, roles and resources needed to start the valorisation process. It should be defined via a collective approach that involves the different key agents, which could include regional developers, local institutions, associations or private agents devoted to regional development. An inclusive approach promotes the commitment of different agents and offers the possibility of a shared strategy that valorises the different competences and roles. During preliminary meetings, it is necessary to share the vision, select the ICH and appoint people to work on the valorisation process (CCC, 2012). The appointed team

Design and approval of the management plan for valorisation

Starting from the vision, it is necessary to de- The management plan is a first concrete output fine a management plan for valorisation. As which defines the activities, roles and resourc- stated in step 2, the vision has a long-term ho- es needed to start the valorisation process. It rizon and is defined by pictures, values, emo- should be defined via a collective approach that tions and important numbers. The aim of the involves the different key agents, which could in- management plan is to define the initial goals clude regional developers, local institutions, as- that can be achieved within the first three years sociations or private agents devoted to regional and to work with pilot projects that can be development. An inclusive approach promotes communicated and replicated on a wider scale. the commitment of different agents and offers This is done using the so-called “Backcasting” the possibility of a shared strategy that valorises method. The backcasting method is a strategic the different competences and roles. planning method that challenges a group of During preliminary meetings, it is necessary to stakeholders to imagine ideal future scenarios share the vision, select the ICH and appoint (step 2) and then work backwards as a group people to work on the valorisation process to figure out what is needed to get to the ide- (CCC, 2012). The appointed team should con- al states starting from the present state (step sist of a core team of more than 5 people and 3). In our case, the vision represents the ideal one project manager with coordination skills. future. Stakeholders have to identify the activi- Along with organizational competences, the ties that will help achieve the goals of the vision team should possess a profound knowledge as much as possible, while taking into account of the local territory and its inhabitants. From the feasibility of the activities and the necessity the beginning, they have to build strong re- to reach results that can be used to carry on the lationships with municipalities, associations, process of valorisation. ICH bearers and related private agents. These agents should be taken into consideration when the management plan is defined.

Elements that should be included into a management plan

An outline of the project’s objectives and be created, which should also consider the goals: These goals are based on the previ- aforementioned factors (i.e. authenticity, sus- ous identification process, which selected the tainability and positive associations with ICH). ICH to be valorised. An intervention hierarchy Furthermore, goals and objectives should be based on the available resources and the strat- “SMART” (Wikipedia, 2013). egy agreed upon with the local agents should

Specific – target a specific area for improvement. Measurable – quantify or at least suggest an indicator of progress. Attainable – determine how the goal can be accomplished. Realistic – state what results can realistically be achieved, given the available resources. Time-related – specify when the result(s) can be achieved.

53 A list of actions required to achieve objectives: be used to split the process into individual tasks Based on the objectives identified, the project and then maintain an overview of the outputs, management team must define the various ac- roles, time commitments, etc. This can then be tivities. These actions can be subdivided into elaborated into a GANTT chart, as illustrated smaller tasks and then assigned to the different in the following example. A GANTT chart is a agents involved. In the management plan, each type of bar chart, developed by Henry Gantt activity should be described briefly, including in the 1910s, that illustrates a project sched- the inputs (resources, financial, equipment), ule. Gantt charts illustrate the start and finish actions, the responsible individuals, the time dates of the terminal elements and summary schedule and the outputs. This description can elements of a project. (Tab. 3.5)

Description of the Responsible Duration Jan Feb Mar Apr May ... activity party 13 13 13 13 13 Activity 1 xx 01/01/13 – 15/02/13 Activity 2 xx 01/03/13 – 01/05/13 Form of expression numbers, action plans

Tab. 3.5: Example of a GANTT chart

In terms of goal content and individual activ- should be integrated in the management plan ities, the UNESCO convention states that the are: (Tab. 3.6) major steps of the valorisation process that

OBJECTIVES ACTIVITIES Identification Acknowledgement, classification Acquisition Recording Conservation and protection Preservation Transmission (i.e. passing on) Learning, teaching, experimenting Capitalisation of ICH Valorisation, business development

Tab 3.6: Major steps of the valorisation process (based on Lupo, 2007)

These activities can guide the creation of the ferent agents (see section 3.3.3, “Roles and management plan and the definition of the in- support”). Through ongoing monitoring and dividual activities. These activities will vary, de- periodic meetings, the project can be aligned pending on the ICH to be valorised. However to the management plan, possible constraints the active involvement of all agents is crucial can be managed, and necessary adaptations to guarantee the success and sustainability of can be evaluated. Communication is a crucial the project. factor for maintaining the commitment of the The creation of the management plan should different agents and informing the wider public take only a couple of months. After that, the about the ICH valorisation process. project management team should start with Activities should promote concrete cases of the implementation and the first activities of valorisation and their steps (i.e. Identification, valorisation, beginning with the identification Acquisition, Conservation, Transmission and phase as described in table 3.6. Each finalized Capitalization), so that they can be spread as step should be evaluated, and its output and examples and promote additional projects results should be communicated to the dif- based on previous experience.

54 Budget and deadlines

In defining the individual activities, it is necessary ered. For example, sustaining cultural initiatives to estimate the cost of their implementation, as can offer fiscal advantages (Associazione Civita, well as any potential revenues. The sum of the 2012). The financial resources that could be used assessed costs and revenues will give an idea of in implementing a project include: the budget needed for the realization. Furthermore, possible funding opportunities � direct funding should be identified as well. This could consist � co-financing of local funding made available by public actors � support programs or private sponsorships. The possibility of a pri- � voluntary involvement vate-public partnership should also be consid- � information and lobbying

Available resources and constraints

When creating the management plan, it is nec- (e.g. lack of commitment from the stakeholders essary to identify the risks that could be en- such as politicians or ICH bearers) and risk fac- countered during the project implementation. tors that are intrinsic to the management plan Documenting these risks offers the opportunity and to the activities carried out within the val- to anticipate possible events and responses to orisation process. the risks. The strategies for dealing with risk are avoid- The nature of risks can vary. We can distinguish ance transferral, mitigation and acceptance. between risks related to the external context

3.3.3 Roles and support

As mentioned above, during the design phase of � The project management team is responsible the management plan, the identification and infor concrete activities. Consisting of a project man- volvement of key agents play a crucial role in guar- ager and his/her team (5-6 people), they manage anteeing the success of the valorisation process. To the activities and conduct the project, while keep- this end, the following steps are necessary: ing all the stakeholders informed and involving other agents (ICH bearers, volunteers etc.). � Identification and involvement of decision makers and economic agents in defining the man- � Other stakeholders include ICH bearers, vol- agement plan and throughout the whole process. unteers, partner networks, schools and institutions These interested representatives could also be that can contribute to the valorisation process. Al- called a steering committee or focus group. Their though they may only be involved in single activ- jobs are to identify the ICH to be valorised, appoint ities, their role is crucial for amplifying the results. the management team for the process, and mon- The media represent another important group itor and guide the project implementation. They in this context. They are essential for disseminat- are also responsible for the overall organizational ing information about the project and its results and legal aspects. Their long-term planning must throughout the territory, with the aim of obtaining be independent from election cycles. support.

55 Non-material help and voluntary service

Social capital and volunteerism represent an the process. To this end, the communication of important aspect. In order to motivate vol- objectives and goals is crucial, as well as the co- unteers, people must positively identify with herence of the activities carried out. Goals and the values of the project. Without the feeling activities must be consistent, and their commu- of positively contributing to the regional de- nication to potential volunteers is crucial. velopment, they will not commit themselves to the project. If activities are to be based on Another aspect that can be considered is in- voluntary service, tests should be run promptly volving associations that are based on volun- to determine if potential volunteers can see a tary service from the beginning. The main steps positive meaning and if they want to be part of can be summarized as follows:

� Define the target group you want to involve. � Contact them and provide information about the project, including its goals and activities. � Recruit volunteers, assess their skills and, if necessary, train them for the activities. � Involve them in the activities. � Communicate results and thank them for their participation.

Political support and lobbying

Political support can be obtained as long as the When involving politicians, it is necessary to objectives are aligned with those of politicians. address all parties, to prevent the valorisation Politicians should be involved during the plan- process from being identified with only one ning phase and the kept informed about the political orientation. This avoids the risk of the project’s progress. Sharing the results that can project only receiving support when a specific be achieved, as well as showing politicians the political orientation is dominant. It is therefore possible benefits to be derived, can enforce necessary to work on a long-term commitment their commitment and lead to further oppor- from all agents (CCC, 2012). tunities.

What we have learned from this sub-section

� Involve key agents by starting a fruitful dis- � Define budgets and deadlines, evaluate cussion and creating strong personal contacts. funding opportunities, and define the GANTT chart. � Plan awareness-raising activities targeted towards the key agents involved. � Identify roles and support from decision makers, project management team and other � Start to define the management plan by stakeholders. using the backcasting method. Establish goals that are “SMART” and define activities (includ- � If needed, get voluntary help and political ing what, who, when, with which resources and support; focus on their commitment through outputs). efficient communication.

56 3.4 Practical implementation of valorisation Authors: Peter Mißbach, Dieter Heider, Vera Fischer, Barbara Graeben, Holger Reinboth

This chapter describes the approach and the This chapter provides information and makes practical steps for implementing ICH valorisa- recommendations for the valorisation of exist- tion. Within the context of the Cultural Capital ing ICH, which are complemented by practical Counts project, several European partner re- tools and checklists for the individual measures gions from six countries tested the valorisation described. of ICH using practical examples.

3.4.1 Components / basic steps of practical implementation

A variety of coordinated and complementary A structured approach built upon the identifi- procedures are required to ensure ICH preser- cation of ICH existing in the region and its al- vation and valorisation in a region. In addition location to the five areas defined by UNESCO to the systematic identification of existing ICH is an important part of the practical implemen- in the region, particular actions are required tation of valorisation. Based on the survey, the to ensure sustainable safeguarding and dis- following question is answered: “What is the semination. Many traditions have already been current situation?” ICH identification should forgotten or are no longer part of the popu- be based on the classic SWOT analysis and the lation‘s direct awareness. The following chart procedure described in Section 3.1. Concrete illustrates the essential components necessary basic principles for further development guide- to safeguard the intangible cultural heritage in lines may be derived from this. a region. (Fig. 3.8) (Tab. 3.7 - next side)

Fig. 3.8: Steps for preserving intangible cultural heritage

57 The development guidelines must be attuned then be derived from this. The valorisation of to the local social and economic framework ICH should result in integrated approaches to conditions in the region. This includes the solutions. definition of a vision (see Section 3.2), which Measures, responsibilities, resources, methods, answers the question: “Where do we want to times and planned results should be clearly as- be in the future?“ Specific actions are then signed in the operational catalogue, which en- defined in an operational catalogue, which in- sures that a suitable level of responsibility for cludes a detailed plan of action. Direct oper- the implementation will be defined. ational requirements for implementation can

Strengths Weaknesses Reputation / value of Seasonal availability only regional products Hard to market Local availability DEVELOP IMPROVE Communicate regionally / Improve marketing strategy nationally Seasonal segmentation Integration into tourism Opportunities Risks Gradual expansion of Coordination effort in light of product range the diversity of individual pro- Creating regional identity ducers Competitors from neighbouring regions USE PREVENTION Develop new products Optimise network Expand product range Gain partners

Tab. 3.7: Recognition of development trends based on a SWOT analysis, using the example of farmers‘ market products

58 3.4.2 Communication strategies for implementation

Determining the communication and infor- own approaches and concepts for enhancing mation needs is an essential step in valorising cultural heritage intangible cultural heritage. Therefore, each region should develop and implement a com- When working with stakeholders within the munication strategy with a specific communi- framework of the workshops and “future work- cation plan, which can then be implemented shops”, the most important rules for modera- using a variety of measures. tion are: Communication is particularly important because it increases the level of awareness of ICH � Manage tasks - procedure, schedule and in the region and motivates the population to documentation of results re-evaluate their cultural heritage. Communi- cation strategies relevant to specific elements � Define the scope and rules of ICH should include the following points: � Define communication rules � Integrate feel-good factors, balance tasks � Goals: The key to the success of commu- � Continuous information nication strategies. Determine the reason for communicating. The following are particularly suitable commu- � Target groups: Identify the target groups, nication measures for the valorisation of ICH: prioritise, anticipate usage, develop a clear profile. � Press releases / conferences � Flyers � Messages and information: Consider � Brochures – In the CCC project, each re- wording, formulation of core messages, pur- gion produced a comprehensive brochure with pose, values, and emotions. a description of its ICH. � Dedicated internet presence � Methods and activities: Identify the most � Databases to capture and describe region- suitable tools and activities for the situation. al ICH (published on the CCC project website) � Periodic newsletter � Resource matrix and Budget planning, � Information events � Scheduling, � Regional workshops with private and pub- � Evaluation (Communication audit, pro- lic stakeholders cess, result, impact) � Short films and videos � Handbooks and manuals

Workshops and “future workshops“ (see 3.2), Within the CCC project framework, the com- which will also be used to disseminate messag- munication measures listed above were imple- es in the region, will be part of the process of mented by all the project partners in their re- ICH valorisation. They have the following ob- spective regions. jectives:

� Providing food for thought � Increasing ICH awareness � Developing abilities, skills and competences

� Raising awareness of the potential of intangible cultural heritage � Animating the participants to develop their

59 3.4.3 Transparency and raising awareness of ICH

Transparent structuring of the implementation This procedure, which has already been imple- ensures that the local population becomes mented in certain processes of political deci- aware of ICH that exists in the region. Since sion-making, allows not only the bearers of ICH many components of ICH are on the verge of to participate in its implementation, but also being forgotten, it is important to raise aware- participation by the carriers, multipliers and ness to anchor these endangered components decision-makers in politics and administration. firmly in the collective consciousness. This gives rise to the possibility of active par- An effective ICH communication management ticipation and the balancing of the various po- must be developed as part of the implemen- sitions of interests and values, which ultimately tation of the planned communication strategy leads to local acceptance of the ICH implemen- (see 3.4.2). It is recommended to include both tation and the broadening of its range. Thus, citizens who are active and committed to main- a win-win situation is created, from which all taining traditions and those who are needed those involved benefit. for the revitalisation and cultivation of tradi- Specific requirements and quality criteria need tions (e.g. town chroniclers). to be defined for the participation processes. It is equally important to include stakeholders in A willingness and ability to engage in dialogue government, business and the public adminis- with all relevant parties should be a basic re- tration. This will assist in integrating all areas of quirement. When defining the framework and social life in the awareness-raising programme. clear goals, enough leeway should exist so as The corporate identity (CI) in the region should not to exclude the exploration of any existing be strengthened in order to create a team options. All those involved must have the same spirit. However, the scope of these activities is rights and obligations (the same „eye level“) strongly dependent on the existence of a CI in and must be willing to learn. the region or at least some semblance thereof. Commitment and reliability, transparent in- Concrete measures and actions (e.g. festi- formation and traceable decision-making and vals, fairs, sports events, public readings, craft execution constitute an important basis for the shows, themed events) should raise public implementation of ICH programmes. The inte- awareness and arouse interest. This process gration of material and process competencies should be accompanied by active public rela- ensures the participation of all relevant stake- tions and the development of attractive mate- holders. rials. The ICH implementation must ultimately be in- Where possible and where appropriate op- tegrated into the local environment of existing portunities are available, the establishment of interests. Participation processes may be struc- a regional brand and corresponding strate- tured to include: gies for the marketing and distribution of local products will assist in the awareness-raising � Surveys programme. The organization of participatory � Stakeholder and/or public meetings processes is an essential component for ensur- � Forums ing the transparency of ICH valorisation. In this � Round tables respect, it is recommended that standards or � Open spaces quality criteria be introduced for the inclusion � Perspective and “future workshops” of citizens in the region.

60 3.4.4 Knowledge management for ICH

In order to implement ICH valorisation, the re- � Knowledge objectives gion must have or develop active knowledge � Knowledge identification management. This is an essential success fac- � Knowledge acquisition tor. The figure below illustrates the main com- � Knowledge development ponents of this process. (Fig. 3.9) � Knowledge distribution � Knowledge use The ICH is identified using the methods de- � Knowledge preservation scribed in the previous chapters (e.g. inter- � Knowledge assessment views, document studies). ICH processing is ensured through suitable communication The extent to which the individual components measures, such as publishing of brochures and of knowledge management are used will al- summaries in internet databases (see also sec- ways depend on the specific situation in the tion 3.4.2). region. Regional stakeholders secure the use by cooperating with local regional development institutions and involving additional local (private) organisations (e.g. clubs, work groups, community associations). Modules and core processes for the development of ICH knowledge management include (Probst, Raub, Romhardt, 2006).

Fig. 3.9: The main components of knowledge management

61 3.4.5 ICH network topology

Network building is essential for ICH imple- � Professional expertise (counselling, knowl- mentation, as networks can promote collabo- edge of regional structures) ration between different agents. Existing local regional development organisations are often The network should draw on the resources of already organised in a regional network, which key agents, as shown below. (Fig. 3.10) should definitely be utilised for valorisation. Organising collective action in the region and The honorary post opens up good opportuni- fostering social and professional networks in- ties for dissemination. Sponsorship exploits ad- volve the following tasks: ditional financial capacities in the region. The mix of regional resources to be exploited is im- � Creation of optimal cooperative relation- portant in this context. The process should be ships to benefit all participants controlled by a core team of important agents. � Communicating and developing common As part of basic network creation, it is advan- interests tageous to review the following elements with � Developing tasks and deriving action re- respect to both existing and developing net- quirements works: � Jointly identifying and evaluating problems � Creating space for new solutions and crea- � Networking goals tive options � Network use � Identifying risks and opportunities � Network type � Network profile To perform these functions, the network must � Network resources possess the following basic ICH requirements: � Network organisation � Partner networks � Social skills (communication, engendering � Network moderation trust, neutrality, goal-orientation, integration � Network rules ability) � Methodological skills (moderating, reflect- Building networks requires broad participation. ing, structuring, negotiating, presenting, con- Networks generate ideas, foster trust and lead flict resolution) to further collaboration. � Organisational skills (project management, self-organisation)

Fig. 3.10: Network resources of important stakeholders

62 3.4.6 Expanding the ICH action plan

As the process advances, reviews and adjust- ICH. Apart from checking the required valori- ments must be made based on the existing sation resources and structures, the following plan of action (measures) for the development, points, in particular, should be monitored. maintenance and reproduction of the relevant

Checklist for further development of the action plan

� Dimensions of external perceptions and de- � Taking the initiative velopment of project itself � Providing a clear direction � Increase aspects of use for those involved � Guiding the implementation � Horizontal objectives (synergies, comple- � Committed leadership mentarity) � Consistent cascading � Principles for sustainable ICH development � Ongoing communication � Additional valorisation potentials � Addressing concerns � Stakeholder participation � Integration of ICH into everyday life of in- � Public participation habitant � Civic involvement � Securing and developing what has been � Economic components achieved � Flexibility of future vision � Combining feedback and learning � Additional opportunities for cooperation � Turning progress into success � Interface management � Communicating benefits to all stakeholders � Time frame � Risk analysis The ICH should be a vehicle for sustainable regional development. Presentation of ICH in a This verification process is designed to flesh matrix form is optimal for the representation of out the valorisation plan. The practical imple- the scale and added value of valorisation to the mentation rquires the active and committed region, as such a matrix can be presented to action of all parties involved, which includes ICH “transporters” to explain the significance the following maxims for practical implemen- of ICH to those who are not yet involved and to tation of the ICH strategy (ILTIS, 4managers): convince them of the value of the valorisation process. The matrix also illustrates the added value to the region. (Tab. 3.8)

Categories for ICH valorisation

Added value Socio-cultural Ecological Economic for the region dimension impact impact CURRENT STATE OBJECTIVE ACTION

Tab. 3.8: Categories of ICH valorisation

63 The economic dimension may involve the di- Although not all elements of ICH have a broad rect development of value-added chains based economic dimension, they may nevertheless on the intangible cultural heritage. (Fig. 3.11) make a major contribution to improving the regional quality of life. ICH elements that contain economic potential may also promote unique regional features.

Fig. 3.11: Principle of a regional value-added chain

Monitoring outcomes and sustainability development

As part of the ICH valorisation, monitoring out- An instrument applied for the valorisation of comes serves two primary functions: intangible cultural heritage should be gauged using specific measurement criteria (indicators) I. controlling (i.e. correcting) that correspond to the SMART principle (specific, measurable, attainable, relevant, time- II. direct measuring of the progress towards set bound). The relevant agents should identify objectives specific indicators for the monitoring of outcomes. The following checklist may be helpful in this respect:

Checklist indicators

Level Description Example of Farmers’ Market Products Input Financial, material and human Financial resources deployed resources deployed Working hours Staff Output Products and services created Number of products and services New products and services Outcome Created use Sales increase Added value Impact Medium and long-term results Customer satisfaction created; cultural added value or Demand index utility Strengthening the regional identity through regional products or activities

Tab. 3.9: Checklist of indicators

64 Essential success factors for the process may 1. What was particularly successful in the ICH be identified by examining the following points valorisation? (Federal Administration Office REGIONEN AK- 2. How was this achieved? TIV, 2008): 3. What can we learn from this? 4. What benefits have been derived? � Common vision 5. How can we support others? � Clear objective � Benefits to involved parties Beyond the narrow local focus, the lived intan- � Success orientation gible cultural heritage also promotes practical � Commitment and support interaction with elements of cultural diversity � Learning ability and flexibility from other regions. (Fig. 3.12) � Trust � Resource management The checklist for sustainability contains issues � Public participation that need to be considered in order to ensure � Internal and external communication the sustainability of ICH valorisation, such as:

Ongoing testing and further development or � Common identity and consciousness evaluation of the relevant elements of ICH will � Creation and further development of re- foster the activities. In practice, it is important quired structures for the longer term here to ensure that the ICH neither alienates � Creating commonalities (products, content) inhabitants nor is artificially revived through � Involving all relevant stakeholders presentation and performance beyond its ac- � Sustainable resources tual context. � Localisation The valorisation process is built around „liv- � Flexibility in response to changing condi- ing traditions emerging as new creations to tions (i.e. adaptability) be shared and passed on from generation to � Ongoing reflection on the results generation“ (UNESCO, 2012). In this context, the term “transfer” does not imply an artificial transfer and propagation processes, but should rather involve a learning process that addresses the following questions:

Fig. 3.12: ICH „transfer“potentials

65 What we have learned from this sub-section.

� ICH valorisation can be successfully imple- � Ongoing development and stimulation are mented in a region through the application of required for valorisation, and visions must be practical steps. continuously refined. Regular evaluations pro- � The valorisation process should be broad- vide a learning aid. based and should involve all relevant stake- � The process of valorisation must be trans- holders (including the public). A communi- parent and must feature ongoing communica- cation strategy, networks and knowledge tion. management can be of assistance.

What are the results for the region?

� ICH has been valorised. � Knowledge management has been developed. � Popular awareness has increased. � Unique regional features may have emerged. � Networks have been created.

3.5 Development and implementations to establish a sustainable change management process in the ICH areas of activity Author: Ferenc Laki

Which questions are answered in this sub-section?

� Why is change management needed? workshops for private and public agents. � What are the preconditions for change man- There are two groups involved in the valoris- agement? ing of ICH. On the one hand, public agents � What exactly are the responsibilities of the are responsible for safeguarding the cultural development agent, public and private agents? values that emerge from their community by � How can continuity be established in ICH maintaining its authenticity and ensuring broad valorisation? public awareness and acceptance. The private sector, on the other hand, aims to generate As the process of capitalising the selected profit by capitalising the ICH. Through capital- ICH has now reached another step, the role of isation, the ICH becomes part of the regional the development agent is now coming to an economy and is adapted to the needs of the end, and the ICH element must now be able present day. Clearly, the objectives of these to stand on its own two feet. Thus, the main two interests can diverge or even come into goal of the next step is to prepare the private conflict. However, by recognising the common and public agents in the region to assume re- goal, namely to capitalise the ICH without los- sponsibility for the capitalised ICH. The man- ing its originality, the two groups can comple- agement of the process must change, and the ment each other and ensure the survival of the development agent can act as a catalyst for this indigenous culture in contemporary society. change by using the tools of networking and The key to success is the proper coordination inspiration, such as by coaching and organising of non-profit and profit-oriented aims.

66 Once the previous capitalisation steps have certain conditions. First, there has to be a real been completed and all necessary conditions and effective demand for the product or the are present, a ’transition phase’ begins for the service, and second, the producer or service capitalised ICH. As the ICH enters the market, provider must be able to deliver the demanded the development agent and the new manage- quality and quantity at a price that is competi- ment monitor the performance of the new tive in the market. To this end, this subchapter products or services closely. The capitalised ICH has a strong focus on economics. The goal of is integrated into the regional economy, but it this development phase is to ensure the long- can only survive in the real market if it meets term sustainability of the cultural resource.

3.5.1 Expected results from the sustainable change management process

The primarily goal of this phase of the capital- The ICH-based enterprise will be able to gener- ising process is to ensure that the new man- ate its own income. Once it is introduced to the agement is able to assume the leading role. market, it becomes part of the regional econo- The public and private sectors must be actively my and must sell its products and services. At involved into the process if the capitalised ICH this stage, the transition period has been com- is to become a stable part of the regional econ- pleted successfully, and the real-world testing omy. under careful control of the new management The aim of the whole capitalisation process is is concluded. to preserve the authentic values of an element However, the ‘market-ready’ products or ser- of intangible cultural heritage element in or- vices are not simply ‘left alone’. The manage- der to eventually integrate it into the regional ment will also be able to react to changes in economy. In order to ensure the sustainabil- demand, energy supply or material and energy ity of this process, the ICH-based product or prices. Innovation potential is secured, which service will be adapted to the ever-changing means a constant readiness to develop the market demands. Sustainability is ensured by product or service or to alter the business or appropriate financial resources, well-balanced marketing plan. new management organisation and an ongo- The new management will receive feedback ing innovation process. The roles and tasks will from the performance of the capitalised ICH be equally distributed among private and pub- in the form of measurable outputs, similar to lic sector members, who must be dedicated, revenues and expenses. The management will motivated and ready to learn and innovate. check whether the general aims of the capital- To ensure the survival of the capitalised ICH isation process have been achieved. The new under real market conditions, it must have a management members remain in close contact stable business plan and long-term financial with the development agent, which is also very resources. In the first phase, grants, project important for subsequent capitalisation pro- funds, micro-credits or even state aid will processes in the region. vide the necessary stability. In order to secure All these results will be reached by coaching stable resources, the powers contained within and mentoring activities conducted by the de- the community are used. velopment agent. These activities prepare the Volunteering provides a good opportunity for public and the private agents for the imple- locals to enter the process, as do sponsoring mentation of the sustainable change manage- and donating. Such processes embed the cap- ment. (Fig. 3.13 - next side) italised cultural heritage element deeply in the regional community. The existence of endowment funds may provide an additional resource for ensuring financial sustainability.

67 3.5.2 Preconditions for an effective management transfer process

Successful completion of ‘transition phase’

One basic requirement for the management market conditions, and the transition of the transfer is that the capitalised ICH must be- authentic cultural content has been secured, come ‘mature’. This maturity has to be test- management of the ICH can be transferred. ed and verified during the ‘transition period’. The transition period will last for at least 1 year When the ICH is able to survive under real and must yield in positive ICH performance.

Organisation of new management

The establishment of new management re- expected to do what, and when they are ex- quires active and cooperative participation by pected to do it. key agents who come from different fields of The key agents themselves must possess the activity and are strongly connected to the ICH. knowledge, experience and time required for Both the public and the private sectors must be the new management responsibilities. Further- represented, and clear roles must be assigned more, they must be fully committed to the task. that correspond to both the profit-oriented The cooperation must achieve a level when all and non-profit aspects. The distribution of re- members of the new management know exact- sponsibilities must be made clear to all parties ly what to do once the development withdraws. involved by a clear, formal statement of who is

Fig. 3.13: Sustainable management circle for capitalised ICH (Kovács, 1999)

68 Capacity mapping

Both the private and public entities must con- if they possess the knowledge, experience and tain management ability and professionalism. commitment needed to carry out this activity, Before handing over responsibility, it is impor- and furthermore, if they will have the time to tant to conduct a ‘human capacity mapping’ of manage future activities. The mapping process the future managers, which should determine has to be deliberately planned and executed.

Regional embeddedness

The capitalised cultural resource must be deep- aspect must also be verified as a precondition ly integrated into the local or regional commu- for a ‘mature’ ICH. This embeddedness ensures nity, and the new management must cultivate the social base and supporting background vital, close contacts to it. for the long-term viability of the ICH. To this The capitalised ICH is a value that belongs to end, educational materials must transmit the the community, and it must be well-known and richness of the regional cultural heritage to widely accepted. The implementation of the the younger generations. For example, local ‘CCC’ method is a community-based develop- schoolchildren should be given the opportuni- ment. Therefore, it is important that the ICH is ty to participate regularly in handicraft courses, deeply embedded in the local community via open-air schools and summer camps that focus strong contacts to the local inhabitants. This on regional ICH.

Financial stability

The financial stability of a capitalised ICH that � Is the financial situation of the capitalised is emerging from the ‘transition phase’ is cru- ICH sustainable? cial. The financial balance must be verified at � Where are revenues and expenses generat- this stage, and revenues and expenses must be ed? (i.e. for a single agent, such as the ICH- mapped. This process should address the fol- based entrepreneur, or for different agents?) lowing questions: � Will the prices of raw materials and energy remain stable in the foreseeable future?

Economic awareness

Economic awareness is essential for the fi- at least 1 business year must be completed nancial stability of the capitalised ICH. A successfully before the development agent can well-founded business plan must be on hand hand over responsibility (assuming that other during the ‘transition phase’. The business requirements have also been met). The capital- plan should define concrete financial steps for ised ICH and the new management must prove realising the vision of the future. A ‘transition their capabilities by successfully completing phase’ will be needed to test the ‘viability’ of the ‘transition phase’. the ICH for the regional economy. To this end,

69 Innovation potential

The new management must demonstrate its ten comes from the private sector. However, innovation potential. Even during the transition the normal temptation of the change agent to phase, key agents must display a willingness “change for change’s sake” must be balanced and ability to generate new ideas and adapt by the second individual, the ‘consolidator’. to changing circumstances. Over time, the The consolidator seeks to preserve the authen- capitalised ICH will face many challenges: new ticity of the ICH by questioning the value and market trends might arise, raw materials could necessity of new ideas. Finally, a successful in- become more expensive or even run out, ener- novation-based change requires a ‘catalyst’, gy prices might be increased, and new target who should secure the long-term energy by groups could emerge. The new management motivating individuals and establishing con- must be able to meet these challenges and tacts with the local community. make important decisions autonomously. Besides their personal competences, all key The cooperative balance of at least three main actors must also possess up-to-date knowl- innovative types is needed to provide flexibility edge about marketing, market trends, and the and adaptability. Firstly, the so-called ‘change changing accessibility and price of raw materi- agent’, who should bring ‘big ideas’, most of- als and energy.

Feedback to previous ‘CCC’ steps

It is also important to ensure that the capital- ing. Essentially, the strong connection with the ised ICH remains in constant connection with community must be maintained by providing the previous steps of ‘CCC’ methodology: feedback to these steps. awareness raising, inspiration and network-

Transition phase: an open process

The development agent must pave the way for In summary, when all conditions are met, a the management handover by implementing transition phase of approximately 1 year starts. the ‘transition phase’, whereby he/she takes During this phase, a stable financial process measures to ensure a smooth transfer of re- has to be implemented with dedicated agents sponsibility, as well as future sustainability. It who possess sufficient resources (time, ideas, is important to point out that this must be an personal contributions and influence) to ensure open process that allows new agents to enter the sustainability of the capitalised ICH. If it and perhaps make thematic changes. goes well, the ICH can stand on its own two Concerning regional development, reliable feet. The successful completion of the transi- data on the number of jobs based on the ICH tion phase is a precondition for transferring must be made available. Concerning safe- management of the ICH. guarding heritage, it is crucial to determine if the cultural element remains ‘alive’ and authentic. Concerning the relationship with the community, it is important to know how well the process of passing the tradition over is going from one generation to the next.

70 3.5.3 Concrete implementation of the management transfer process

Step 4 above yielded motivated actors in the business. At this stage, the responsibility for public and private sectors. The role of the further developing the ICH and its economic development agent step 5 is to channel their opportunities is transferred to the individuals commitment and ideas by helping them inte- who make up the network. The handover of re- grate ICH contents into their public policies sponsibility is a step-by-step process. and business activities. (Fig. 3.14) In this stage of valorisation, the role of the development agent is reduced to the coaching Stability and security are basic elements for es- of the relevant agents. The goal is not to con- tablishing a supportive working environment trol these individuals, but rather to educate, and achieving continuity. A genuine regional motivate, inspire and connect them, thereby spirit and cooperative culture are vital for the helping them achieve a deeper knowledge of implementation of the process. In order to be the ICH and develop its unique characteristics. successful, many actors must be inspired and The development agent should hold separate motivated during the valorisation process. The coaching session for public and private actors, processes gain dynamics in thematic work- since the two groups tend to have different shops, discussions, presentations, mentoring goals and interests. and by using other tools to build networks and

step 4: inspiration, step 5: awareness, potentials, capitalisation, ppp, opportunities business, benefits ppp new existing companies, companies startups networks municipalities, associations, co-operations institutions, schools, ... new business cluster segments

and so on ...

Fig. 3.14: Steps 4 and 5 in the valorisation process (Fend, Krotscheck) ppp ... public private partnership

71 Coordination and integration of non-profit and profit-oriented aims

The private and the public sectors have differ- awareness of the intangible cultural heritage ent interests that must be harmonised to en- of the region. It is important to highlight the sure a smooth continuity. In the early phases cultural values that locals often ‘take for grant- of the product or service lifetime, special con- ed’, as well as the best practices for capitalising sideration must be given to safeguarding the ICHs. Municipalities can create favourable con- authentic cultural values of the ICH. This task ditions for ICH-based entrepreneurs by: is performed mainly by the public sector, while the sustainable integration of the ICH into the � establishing the minimum basic infrastruc- economy is the task of the private sector. ture in a region Knowledge of traditional means of produc- � offering favourable tax regulations for small- tion, basic materials or packaging cannot be scale entrepreneurs changed just to gain short-term profit. On the � renting municipality-owned buildings or ag- contrary, these features are exactly what will ricultural lands at a reduced price or even for provide uniqueness and a market advantage to free ICH-based products or services in the long run. � establishing an ‘incubation centre’ for ICH- There is a basic difference between the inter- based entrepreneurs (Tab. 3.10) ests of the private and public spheres. Gener- ally speaking, municipalities and entrepreneurs of the region must be targeted by raising the

Public body Private actor tasks raising awareness, production, supply, building values, pricing, marketing, integrating visions into regional product innovation, brands, safeguarding product branding roles providing support by policy starting and operating ICH-based busi- making, safeguarding local ICH, nesses, providing favourable conditions ensuring the survival of ICH under real for ICH-based entrepreneurs, market conditions, securing regional embedded- networking, ness of ICH building clusters, tools policy making, trainings, coaching, mentoring, coaching and mentoring, Innovation, thematic workshops, development of sustainable business plan, fairs, funding, effective marketing, innovation awards, excursions, development of unique selling proposals trainings, study trips, education: to reach younger generations

Tab. 3.10: Division of tasks, roles and tools among the public and private actors

72 Topics for coaching public agents

Although this valorisation step has a strong materials. It is important that children begin economic focus, the public sector must also be learning about their own cultural heritage at an actively involved in order to ensure continuity early age. Teaching children about the region’s and safeguard the authenticity of the relevant ICH will increase their long-term commitment ICH. to safeguarding it. Study trips taken within the region to discov- Safeguarding ICH: The public sector must er cultural heritage, handicraft courses held in represent the local or regional community’s in- open-air schools, and summer camps with a terests and preserve the cultural values of the cultural focus will all deepen children’s practical community for future generations. This func- knowledge. They learn the ‘joy of creation’ in tion is a key topic for workshops with public handicraft courses not only for hobby purpos- agents. es, but also for spreading artisan knowledge in the region. Raising awareness: Raising awareness requires In addition to crafts, regional culinary arts consistent communication strategies related to must also be promoted among youngsters the capitalised ICH (see sub-section 3.4 for a (e.g. cooking events can spark their interest). more detailed description of the relevant ac- Regional school kitchens can play an impor- tivities). tant role in this area by serving traditional local meals made from locally produced foods. Building visions: Public agents must define This brings an added economic advantage of community-based and value-based visions (see stimulating consumption of products from local sub-section 3.2 for more information). producers.

Regional branding: Building regional brands ‘Handing over’ the capitalised, ‘mature’ ICH requires a broad cooperation and consent to the community: For the community in par- among all participants and usually involves a ticular, it is important that the transfer of re- long process. For example, a relevant work- sponsibility takes place in a transparent, public shop could draw attention to the needs of manner. The symbolic transfer of the capital- ICH-related private agents in terms of how they ised ICH to the new management (and thereby can use the regional brand for their products. to the community) can provide the ideal con- The branding process is detailed in chapter 4. cluding moment. In the case of new products, one good option is to place the prototype in a Favourable economic environment: One cru- local museum. Such actions, along with com- cial competence for the public sector is the munication to keep the community informed ability to provide favourable conditions for about any developments related to the ICH, ICH-based entrepreneurs. This involves foster- embed the capitalised ICH in both the commu- ing an image, positioning, accepted values and nal identity and the regional economy. a suitable climate for innovation, inspiration and cooperation.

Motivating younger generations to get involved: A strong relationship must be fostered between the ICH and the local or regional community, particularly the younger generations. To this end, it is helpful to include the cultural values of the region in relevant educational

73 To sum up, the workshop topics for public ac- � Coordination and integration of non-profit tors are: and profit-oriented aims � Involving the younger generations � Safeguarding ICH � Other tools for networking: fairs, thematic � Raising awareness events, innovation awards, excursions, study � Community and value-based based visions trips, etc. � Regional brands � Favourable conditions for ICH-based entrepreneurs

Topics for coaching private agents

In the private sector, it is possible that only a and the framework of their cooperation. Clus- single company or a limited number of entre- ters are professional networks that develop preneurs will be involved in the initial stages. organically by flexibly adapting themselves to The goal of workshops for these parties is to external changes. Cluster building is based on set a positive precedent that others would fol- a ‘cooperation agreement’ that defines the follow. If subsequent agents follow the positive lowing elements: example, they benefit from previously gained knowledge about how to organise themselves � the aim of cooperation (e.g. networking, forming clusters). Develop- � the scope of cooperation (i.e. which fields ment agents cannot form a cluster alone, but will be covered by the cooperation) they can educate, inspire and connect the right � how and by what means the cluster mem- agents. bers will achieve the agreed upon aims � rights and obligations of the cluster mem- A) Networking bers

The main task of this step of valorisation is Actions for fostering the development of clus- to motivate the agents to form networks. ters: Like-minded entrepreneurs (i.e. those who share similar interests) can achieve more by � personal visits to producers pooling their resources. The most effective � organising motivational workshops way to promote networking is to build clusters, � conducting demand survey among local which are founded upon familiarity between producers to identify the tasks that cannot be the entrepreneurs or companies and the fact solved alone and what they expect from the that they are all dealing with the same kind of cluster capitalised ICH (e.g. local products). The hu- � investigating product quality, quantity, pro- man factor of a cluster is the trust among the duction capacity, number of employees, and members that stems from a recognition that possible development directions (visions) they share common interests and goals. � make people aware of the advantages of During coaching, it is important to point out clusters: that potential members of a cluster share mutual interests and are not necessarily competi- � providing quality management, tors. Clusters provide a framework for compet- � the product or service could be integrated itiveness that cannot be achieved individually. into a regional brand, The existence of clusters is always planned for � to get an integrative design, to have assis- long-term. tance in product and packaging development, The cluster members should define common � to take part in trainings, workshops, receiv- methods and tools for reaching the final goal ing up-to-date information,

74 � to participate in fairs and markets, to be part � Pricing aims: What do we want to achieve of common marketing, by this price? Should it pay off immediately? � to have access to merchandising channels Should it bring profit in the long-term? Should (e.g. farm market, web shop), the profit be reinvested in the business? � to have innovation possibilities, ideas � Costs must be taken into consideration, es- � to initiate project applications, project gen- pecially production costs (e.g. labour costs), erations, supply costs, marketing and sales costs, etc. � to participate in study visits, � Demand: Is there a real, effective demand � to have assistance in development organi- for the product / service within the community? sation � Market competitiveness: Are we alone in the market, or do we have many competitors? An ICH-based cluster also provides an impor- What costs are the competitors dealing with? tant benefit for the local community and the What products or services can they offer, and public sector by guaranteeing the continued at what price? existence of capitalised ICH. � Legal regulations: What is eligible for customers and what is not? It is important to pay B) Integrating cultural resources into eco- attention to VAT regulations and to monitor nomic development changes in fuel prices and other factors. � What effect do the competitors’ products Market entry and their prices have on our product?

This is the main, decisive step in the matura- 3. Place: This involves determining the proper tion process of the capitalised ICH. It is based sales channels and practices (i.e. marketing and upon designing a business plan and a market- sales). Thus, it describes how a product or ser- ing plan. The strategy of market penetration vice gets from the producer to the consumer. for ICH-based products and services consists of the following elements: 4. Promotion: The goal is to draw the potential consumers’ attention to the product or service � Define the goals of market entry and to the ICH (or even the region itself). This � Analyse the existing state of the product or stage entails making decisions about advertise- service (SWOT, PEST, STEEP, etc.) ment and PR (public relations) activities. � Formulate a budget and conduct a feasibil- Although advertisement is costly, it is neces- ity study: prepare different case scenarios to sary for ICH-based products and services. Since explore alternative possibilities for production, consumers have to be well-informed in order delivery costs and market opportunities. to make the right decision, ICH-based entre- � Using the “8 Ps” of marketing to define preneurs need measures to build awareness what, where, whom, by whom, how and for of their products and services and to compete how much to produce or to deliver: with the competitors. Advertising delivers information, influences the consumers, and protects the product or service 1. Product: Determine the exact product or from the competitors. PR activity is an indirect service mix that can best satisfy the consumers’ way of promotion. ICH-based entrepreneurs needs in terms of both quality and variety. should strive to foster an atmosphere of trust and understanding for their organisations, 2. Price: Determine the price that buyers will products or services, as well as the ICH itself. be willing to pay, which should generate profit This depends on strong media connections, and make the product or service competitive at self-organised exhibitions, competitions, vol- the same time. Pricing aspects include: untary and civil activities and networking.

75 5. Personal factors: Marketing employees and proactive. It is recommended to create and fol- collaborators must be selected carefully. Since low a marketing plan and a marketing budget, marketing activity is capital-intensive, qualified which should provide the basis for periodic re- marketing personnel are needed. They must ports from the marketing personnel. be very creative and must possess strong capabilities and excellent communication skills. 8. Packaging & Presentation: The unique, tasteful, authentic and innovative packaging 6. Psychological factors: Since the ambience, and presentation of ICH-based products and atmosphere and surroundings in which sales services can provide an advantage over the take place are also important one must pay at- competitors. It can enhance likelihood of ex- tention to the conditions at the point of sale or periencing success in the market. It is always where a service is provided. worth paying attention to the appearance of products and the way services are presented. 7. Process: Marketing personnel need a process to follow, which must be strategic and

Transition phase

The length of the transition phase must be de- ICH should be transferred to the local agents or fined carefully. In this phase, sufficient experience returned to a previous level. The transition phase must be gathered in terms of the ICH’s perfor- also entails organisational development. The mance (e.g. financial data, market research, mar- most suitable organisational form must be identi- ket experiences, promotion and qualification). At fied. Depending on the diverse characteristics of the beginning of this phase, a product or service ICH and the region, possible forms include: prototype must be ready. For testing purposes, it has to be represented at relevant markets and � small-scale entrepreneur based on ICH fairs. It is also useful to build a brand or to be- � market-scale company come part of a regional or local product brand. � profit-oriented organisation founded by This can guarantee quality and foster an emo- non-profit initiatives tional identification within the region. � community-based enterprise development Upon the completion of at least one financial It is also possible that suitable economic agents year, test data can be used to decide whether the may already exist within the region or community.

Brand building – product brand

Branding is a useful tool for introducing new � It should be possible to register and protect products, and it can also guarantee quality and the brand without infringing on the legal inter- authenticity. It provides advantages for both ests of other parties. the producer and the buyer. It generates a � It should transmit the message (i.e. show the unique image for products and services based advantages it can provide for the consumer) on regional cultural elements. The brand (e.g. � It should be adaptable to new products. packaging, style and design) indicates quality. � It should fulfil the desires of the target market. The following aspects must be taken into con- � It should be easy to remember and appropriate. sideration for brand building: Brand building requires a significant investment � It should attract attention (i.e. be suggestive). of time and resources. Brands are created in � It should make the product or service dis- the mind of the future customers. They create tinctive from others. an emotional connection between the region’s people and its products and services. Brand

76 positioning is about finding an unoccupied � Challenging behaviour (the social compo- market niche and filling it with emotional con- nent). An individual’s ability to ineract and the tent. The brand has to ‘stick’ in the consumer’s likelihood that he/she will challenge the think- mind. It should create a positive image about ing of others in order to solve problems at work the product or service, or in a broader sense can be assessed. about the regional culture and values. The � Adaptation (the problem-solving compo- brand fosters an attachment to the region. It nent). An individual’s tendency to either stick must be built on two pillars: by tried-and-tested methods or explore revo- lutionary perspectives when tackling issues and � A sense of place: The brand must have solving problems can be determined. deep roots in the regional culture, and it must � Consistency of work styles (the action com- be clearly understandable to the local environ- ponent). An individual’s ability to work flexibly, ment. It must be able to transmit an emotion. accommodate a range of working styles, and � Storytelling: The brand also transmits per- deal with incomplete instructions can be eval- sonal stories that tell of the emotional identifi- uated. cation with the region, its culture and the activities of the local people. Since innovation is a product of both intellect and emotions, up-to-date knowledge, com- There are two basic phases of branding. Phase mitment to adaptation and flexibility are nec- 1, internal branding, involves the definition of: essary. By participating regularly in training courses and workshops in marketing and inno- � shared values vation, members of the new management can � ‘unique selling propositions’ ensure that they receive the latest information. � quality standards To safeguard innovation potential, the follow- � conditions for participation ing actions must be taken: � roles and responsibilities � Focus on the special characteristics of the Phase 2, external branding, is consumer-orient- product or service (i.e. the regional features, ed and involves the development of a promising uniqueness, and authenticity that make it ex- trademark or slogan that appeals to the consum- ceptional). er. � Take into account the role of design, brand, At a higher level, regional brands can also be packaging and image when planning and de- built, which includes several product brands (as veloping the product or service concept. These well as other elements). Chapter 4 describes are the appealing characteristics that tempt this process in greater detail. consumers to buy the product or service. � Identify and communicate the aspects of the C) Strengthening the innovation potential product or service that make it superior or ex- ceptional, as well as the advantages it offers ICH-based entrepreneurs must also demon- the buyer. strate innovation potential during the transi- � Select the target segment carefully. Consid- tion phase. Are they capable of innovating? er what type of consumer is likely to desire the Can they maintain the competitiveness of the product or service. capitalised ICH? Are they flexible enough? � Determine the ability of the organization Mapping the following innovation potentials to react quickly to changes in the market or in is a useful way for evaluating the potential of consumer behaviour. ICH-based entrepreneurs: Overall, innovativeness is based not only on introducing innovative products or services, � Motivation to change (the motivation com- but also on flexibility, open-mindedness and ponent). The person’s drive to seek and adopt renewability. change can be measured.

77 D) Minimising ecological impact � establishment of subsidiary branches � acquisition of equipment Every product and service affects its environment. A sustainable, liveable future for the re- If the product or service is ready for the market, gion requires that this impact be minimised. additional financial options are available, such To reduce the ecological impact of ICH-based as: products and services, the following aspects must be taken into consideration: � micro-credits for starting SMEs � the use of locally available basic materials � start-up credits for young entrepreneurs. � rationing energy consumption and using re- In the case of launching a capital-intensive newable energy product or service, it is useful to involve exter- � using the local labour force nal capital resources. Risk capital can rely either � local or regional merchandising (depending on state aid or private risk capital funds. In the on the existence of local demand, see points F case of start-up enterprises, normal loans with and G below) regular market interest rates would be unhelp- � choosing small-scale traditional means of ful, as the payback risk is very high in the start- production ing period. � minimising emissions and waste (e.g. zero Sponsorships, donations and endowment waste and zero emission concepts) funds are fundraising methods that are suita- Since local products travel a shorter distance to ble for community-based processes. This kind the end consumer, they require less energy for of development is always a bottom-up process production and delivery. that the community supports or, in an ideal case, even initiates. The reasons why compa- E) Fundraising, resources, helping to find nies should donate to ICH-based capitalisation grants for the small-scale entrepreneurs in- processes include: volved, endowment funds � to ‘invest’ in the community where they plan Financial resources are necessary even during to earn profit the transition phase. All types of production, � to increase their presence in the region or including even small-scale household-based community. producers, need a stable financial foundation. � to enhance their image as responsible cor- For example, it may be possible to rent the porations necessary equipment for prototype produc- � to realise tax benefits from such deductible tion, but regular production will require tools donations and machines that are available over the longer term. If it has not already been done, the tran- Private persons who sponsor or donate to new sition period is a suitable time for applying for businesses also receive services in exchange, national or EU grants, which sometimes cover: such as:

� organisation, enterprise development � discounts on services and products � training for starting SMEs in product or ser- � recognition on leaflets, posters, publica- vice development, marketing tions, etc. as donors or sponsors � support for starting SMEs to acquire a nec- If the new management is operated on a essary legal and financial knowledge or man- non-profit basis, endowment funds can provide agement skills, real financial sustainability in the long term. An � knowledge transfer, study visits to investi- endowment fund is a financial asset (i.e. a larg- gate best practices er sum of money that is deposited in an inter- � compensation for the costs incurred by est-bearing bank account). Endowments can small-scale start-up entrepreneurs (especially also be funded by donations. The principal sum in agriculture and food production) remains in the investment, and only the annual

78 interests used for finance the project aims. It is important to make it clear that those who Such permanent savings accounts can ease the buy local products or services contribute to financial burden during tough times and help the development of their own region and re- the organization flourish until more prosper- duce their own ecological footprint. Every cent ous times return. Endowment funds provide spent locally generates further income within a steady, predictable source of income for a the region. This commitment and emotional longer time. The advantages of giving dona- identification can be channeled later into re- tions to endowment funds are: gional brand building (see chapter 4). The final message can be delivered by using tags that � The donor gets a positive feeling of being contain the brand logo and the movement’s part of a ‘good thing’ (make it emotional) – aims, as well as transmitting the sense and at- e.g., safeguarding cultural heritage. mosphere of the region. � All donations for public benefit are tax de- Since the acceptance of the capitalised cultur- ductible (make it reasonable). al element can only be increased if the local � The donor should receive a personalised gift population comes into regular contact with that from ICH-based products (make it personal). element, a well-targeted marketing and merchandising effort is essential (e.g. establishing a F) Drawing the attention of possible consum- presence on the regional website, local newspa- ers to regional products per, or cultural programme offers, or having a local products “corner” in the local restaurant). In order to create markets for locally and regionally produced products and services based G) Build respect for local knowledge, prod- on ICH, it is important to raise consumer aware- ucts and services. Show the special nature of ness. Ideally, this begins with local children’s ed- local products ucation. It is a slow process with long-term effects. Knowledge of local and regional cultural Emphasising the uniqueness of ICH-based values needs to be integrated into educational products and services is another crucial as- plans and materials of kindergartens and schools pect of brand building. Local awareness can be in the region. To this end, a continuous contact raised by holding presentations about cultural must be maintained with schools and kindergar- heritage or tastings for local culinary products, tens in the region. Special school classes, study for example. trips, open air school programmes and summer The brand building activities of the new man- camps with a focus on authentic culture spark agement of the capitalised ICH will lead to an interest in the regional heritage and its pres- increasing acceptance of the local knowledge, ervation makes it easier to integrate authentic products and services. Brand messages based cultural elements into everyday life. on respect for regional cultural heritage must Special courses can be used to focus the atten- be targeted towards the community. It is useful tion of the local people on handicrafts, folk art, to organise training sessions in which ICH-based culinary arts, built environment and traditions, entrepreneurs can learn how to sell themselves as well as their possible uses in modern life. as local producers who offer unique selling The older generations can be reached by spe- propositions. Producers should be able to show cialised products and service campaigns, prod- visitors their own workshops how the product uct presentations, or tastings at fairs, where is produced and relate the personal story be- they ideally have the opportunity to see the hind the product or service. Moreover, it is cru- method of production and possibly even learn cial that ICH-based entrepreneurs in the region about the personal story of the producer. For recommend or even promote each other (e.g. example, the introduction of a ‘regional card’ the local cuisine is based on local agriculture can provide the holder with discounts and oth- and food production, and the local restaurant is er advantages. able to suggest other services or products related to the region’s cultural heritage).

79 To sum up, the coaching or workshop topics � Fundraising, resources, helping to find for private agents are: grants for small-scale entrepreneurs, endowment funds. � Networking, building clusters � Focusing the attention of possible consum- � Integrating cultural resources into economic ers on regional products development: market entry, transition phase, � Building a culture of respect for local knowl- brand building edge, products and services. Show the special � Strengthening innovation potential characteristics of local products. � Minimising ecological impact

3.5.4 Toolbox

Before finalising this step of the ICH valorisa- have been met . This can be done by complet- tion process, it is necessary to confirm that all ing the following checklist: of the requirements for the relevant change

Organisational procedure, general competence mapping:

� Do the key agents within the private and � Have the tasks, roles and tools been proper- public spheres have the necessary competenc- ly described and allocated among the private es? If not, will they develop them during the and public agents? transition phase?

Coaching, mentoring for both sectors:

� Have workshops or coaching sessions been � Did they cover the necessary topics? organised and successfully implemented for public bodies and private organizations?

Innovation potential:

� Is the potential to generate new ideas and � Have workshops and trainings been organ- develop them flexibly present? ised in innovation and marketing? Will they � Are the key innovation individuals present continue in the future? (change agent, consolidator and catalyst)?

Product development and marketing:

� Is there a market-suitable prototype of the � Is there a well-founded business plan for the product or service? product or the service? Does it provide con- � Is there an effective demand for the product crete steps to reach the vision? or service? Is there a market? Is there a real access to the market? Is the market stable?

80 Mapping of revenues and expenses:

� How stable are they? Can they also be entrepreneur, or for different agents)? Does it counted on in the foreseeable future? generate real revenues? � Where do revenues and expenses occur � Is the financial situation of the capitalised (e.g. for the same agent, such as the ICH-based ICH sustainable?

Safeguarding cultural heritage:

� Is the ICH safe from potential degradation � Can the cooperation between the public caused by real market expectations or prof- and private sectors guarantee that the ICH will it-oriented aims? not be distorted? Does it have a positive effect � Which things have changed by the new sit- on safeguarding heritage? uation?

Regional embeddedness:

� Is there a real connection between the com- � Are the applied methods useful to enhance munity and the cultural heritage element? their commitment and interest in cultural her- � Are the younger generations involved in the itage? process?

Regional development:

� Does the capitalized ICH create new jobs in the region?

What we have learned from this sub-section

� The transfer of management responsibili- the market. There are motivated private and ties is necessary because the capitalised ICH is public agents who are ready to take over the ready to enter the local economy. new management. � The preconditions for implementing this � The main activity of the development agent step are the successful completion of a ‘tran- in this stage of valorisation is the organisation sition phase’ for the capitalised ICH and the of separate coaching or training sessions for proper distribution of tasks and roles to private public and private agents based on their spe- and public agents. cific tasks and roles. � The main output of this step of valorisation is that the capitalised ICH is able to survive in

81 4. Long-term comprehensive vision – regionally safeguarded and managed sustainability based on Intangible Cultural Heritage Authors: Mija Bokal, Metka Belingar, Christian Krotscheck

These are some of the questions that will be agency, regional administration, municipality, answered in this chapter: local action group, civil society initiative, con- sultant) changes. Once the responsibility has � How can ICH serve as a basis for regional been transferred to the “active group”, the development? ICH “grows up” and stands on its own feet. � What is a long-term comprehensive vision? The following chapter discusses the transition � How does the regional vision play a very from a focus on individual elements of ICH to a important role in the regional development comprehensive view of the entire region using process? a holistic approach. It describes how the capi- � Why it is important to think in terms of stra- talisation of several ICHs can establish a new, tegic directions rather than just individual sin- broader identity, power, sense of self-worth gle products? and wealth in the region, thereby ensuring the � Why does a region need to develop more essence of sustainable regional development than one single ICH theme? (SRD): high regional quality of living and wealth � Why is it important to think in terms of pro- as the result of demography, creation of re- cess and not in terms of individual projects? gional added value and an enriched culture of � Why is it important to put all themes under living. The future is the product of the people’s one umbrella as a symbol for the “new” re- daily thinking, feeling and actions. It is in the gion? hands of the people of the region! � Why does the region need a “core team” to The chapter describes how to develop a long- safeguard the long-term processes? term comprehensive vision by planning region- � Why is a “culture of cooperation” and the al development based on ICH. For a strong re- building of trust of utmost importance? gional vision, thinking and working in terms of � Why are we all responsible for the future individual projects is not sufficient. The region- of our regions? al developing agent needs to adopt process thinking and a holistic approach to move to The previous chapters presented the basic the level of the entire region and to keep “big methodology of CCC and the five steps of picture” in mind (e.g. by constantly repeating unlocking the capitalisation potential of the the five steps described in the former chapters, regional ICH. At this stage, the role of the de- identifying different projects and target groups velopment agent (e.g. regional development to build the culture of cooperation).

82 4.1 Potential of ICH as a source of sustainable regional development

4.1.1 Traditional approach to regional development

The traditional theory of economic and region- the investment in intangible values is low. The al development focuses on the capitalisation of present political and economic framework fails “direct values”. These tangible values can be to integrate the social, ecological and econom- used for production, supply and services or can ic dimensions of development equally, which is be traded in the economy (Fig. 4.1). The “To- reflected in the traditional strategies. In most tal Regional Value” consists of direct-use value strategic decisions, business objectives domi- (e.g. income, products and offers), indirect-use nate over ecological or human needs. Howev- value (e.g. education, governance, aesthetic er, business is not an independent system; it factors), and “non-use values” as option value requires resources and people (Fig. 4.2 - next (e.g., geological resources, biodiversity), exist- side): ence value and other non-use values. � Most resources originate in nature (minerals, In the area of “direct use value”, the results of fossil fuels, water supply, agriculture, forestry development can be easily measured in terms or fishery, sun radiation). of revenues. However, as values move towards � People invest their talents, creativity (inno- “non-use values” (Fig. 4.1), it becomes more vation) and skills in their profession (i.e. they difficult to measure the results or benefits of de- start to work in the economy between the ages velopment. Since it is difficult to manage what of 16 and 25 after being parented and educat- cannot be measured, the attractiveness of in- ed in families and schools). vestment in the intangible side of development � Every business process builds on knowledge as decreases. Even if all concepts of sustainability immaterial heritage (e.g. existing concepts, machin- include “option values” and “non-use values”, ery, databases, methods, competences, products).

Fig. 4.1: Categories of economic values attributed to cultural assets (based on Zouain, 2011)

83 � Businesses are embedded in public infra- examples – are definitely a part of immaterial structure and services and make use of these cultural heritage and of non-business process- elements. es in societies. Dealing sustainably and carefully with nature is a question of culture in a broader sense and The core idea of the CCC philosophy is to thus related to immaterial heritage, which de- broaden the foundation of cultural wealth to fines people’s attitudes towards their resourc- provide a wider, more innovative basis for the es, skills for handling them, etc. The family local economy (Fig. 4.2). The CCC economic culture, the spirit of entrepreneurship, the in- development approach mobilises regional cul- herited methods and values, or the acquired ture and natural resources for more effective language, creativity and skills – as just some and sustainable processes of development.

4.1.2 The new approach to a sustainable economy

In the past centuries, economic development mate change, soil degradation, poverty, state has largely been achieved at the cost of envi- of health, underfunded education, hunger and ronmental degradation and poverty through malnutrition, drinking water shortage and gen- economic imperialism. Even 20 years after the der inequality. Even in industrialised countries, UN Conference in Rio that defined sustainable traditional economic development is not sus- development as an overarching principle, the tainable due to lost heritage, skills, culture (also environmental and social situation in nearly all the culture of individual responsibility) and nat- critical areas is still getting worse, including ural capital. Shrinking cultural capital reduces such factors as overfishing, tropical deforesta- the opportunities of the economy in the long tion, increasing greenhouse gas emissions, cli- run (Fig. 4.3).

Fig. 4.2: Contribution of nature, heritage, free-of-charge services and the economy to the overall regional wealth, wellbeing and quality of life (Krotscheck)

84 The most critical losses for society in this sce- � Smart, through more effective investments nario are: in education, research and innovation; � Sustainable, thanks to a decisive move to- � common sense and individual initiative (indi- wards a more ecologically responsible econo- vidual responsibility) my; and � culture of living � Inclusive, with a strong emphasis on job cre- � attitude to nature and connection to earth ation and poverty reduction. as livelihood (e.g. depletion, degradation of The strategy is focused on five ambitious goals soils, variety of species, exploitation of mineral in the areas of employment, innovation, educa- resources, pollution) tion, poverty reduction and climate & energy. � attitude to society and community (less volunteer work) The CCC philosophy provides a practical ap- � identity and trust as base of cooperation proach to achieve these EU objectives simul- and sustainability taneously by creating sustainable economic dynamics based on cultural capital and a fo- The goal of the European Union is to overcome cus on the natural resources of the region. the global economic crisis by creating a more competitive economy with higher employment. The Europe 2020 strategy is about delivering growth that is:

Fig. 4.3: Economic development at the expense of social cohesion and ecological viability (Krotscheck)

85 4.1.3 The holistic approach for regionally safeguarded and managed sustainability

The CCC philosophy is based on a holistic tally healthy living that again emphasizes the approach to regional development using 3 regional culture. Social, environmental, cultur- pillars of sustainability – socio-cultural, envi- al, and economic factors positively reinforce ronmental and economic. The aim is to cre- each other to increase the quality of life of an ate projects that work both with and within a area and to enhance growth. clean environment and promote the formation The holistic approach in this project involves of strong identities and integrated healthy uniting the disparate aspects of a region (so- communities in every sense. Development that cial, heritage; political, economic, environmen- takes the local culture and existing communi- tal) to create a comprehensive vision of an in- ties and regions as its starting point can en- tegrated whole, as opposed to a collection of hance the unique aspects of a location. Using individual parts. This approach embraces the local traditions, beliefs and resources reinforces fundamental belief that systems function as the cultural heritage of regions, thereby mak- complex wholes, and their operation therefore ing them thriving cultural hubs. Communities cannot be fully understood solely in terms of feature social values shared by the inhabitants their component parts. that connect them to their culture and history. They also teach these values and disseminate With the CCC Strategy, sustainable economic them, which attracts tourists and visitors who growth is based on ecological viability, social are interested in understanding local culture. cohesion and cultural development (Fig. 4.4). The purchasing power of people supports local The starting point is the valorisation of immate- businesses, which in turn supports the commu- rial cultural potentials. Thus, the CCC strategy nity by building a strong economic foundation. augments economic theory with a practical These communities become economically sus- approach for gaining sustainable economic tainable and create an even more vibrant com- dynamics from cultural wealth with a focus munity. The interactive connection between on regional natural resources. people and environment creates environmen-

Fig. 4.4: CCC development enables sustainable growth by broadening the cultural and natural base (Krotscheck)

86 Finally, this strategy for a sustainable, cul- rural regions to follow the development strat- ture-based, comprehensive social and econom- egies of urban areas, which feature completely ic development can change the basic approach different social end economic conditions, but of regional development. Instead of bringing rather capitalises the specific resources and in external experts and investors (i.e. from oth- strengths of regions. Thus, the CCC strate- er regions), local inhabitants are empowered gy gives less-favoured regions respectively to exploit responsibly their regional resourc- regions with fewer easily recognizable re- es and capitalise their own regionally specific sources a new perspective by identifying knowledge. Such a bottom-up development, and promoting their specific advantages. which is based on the specific knowledge and Ultimately, this will lead to a mosaic of unique competences of the local inhabitants, is truly regions and cities, each developing their full endogenous regional development. Since this potential. The CCC strategy replaces the tra- integrated cultural, economic and social devel- ditional „one-size-fits-all“ approach, which is opment is based on local resources and per- normally skewed towards areas with obvious sonal relations, it is sustainable in the long run. economically exploitable resources, with a flex- Additionally, this culture-based regional devel- ible, customisable approach that can be used opment takes into account the different con- to identify and promote the specific resources texts of cities and regions. It does not pressure and advantages of any region.

4.2 Long-term comprehensive vision for a regionally guaranteed, safeguarded and managed sustainability

For individual projects, fostering a long-term, The long-term vision provides the main focus of comprehensive vision means defining ideas as regional development. It is generated through projections of future states that a region want communication between the development team to achieve by using the knowledge and tech- and other stakeholders and is embodied in a re- niques discussed in chapter 3. At this stage, gional brand that is communicated to the public. however, developers need to shift the focus The vision helps municipalities, regional devel- from individual aspects of ICH to the compre- opment agencies and other ICH actors to move hensive regional view. They need to incorpo- continuously towards the desired positive image rate all aspects of regional development (i.e. of the future and to implement all the activities social, economic and environmental) and ex- launched in accordance with this vision. pand the time horizon to a period of approx- The long-term comprehensive vision in CCC imately 20 years. strategy is developed through the process of This vision results from the planning process regional development planning based on ICH. of developers, which is regionally supported, In order to discover and capitalise the unique comprehensive, and collaborative. It prescribes heritage, the following steps are necessary: the synergetic development of all three pillars of sustainable development (i.e. economic, 1. Build a core team with good leadership to socio-cultural, environmental) under one um- guide and maintain the process over the years brella to create a strong regional identity. The goal of the CCC planning process is that devel- 2. Create a strong, long-term vision (a realistic, opers, working with a core team, must define positive image) that people will trust and follow a overarching strategy and a strong vision of interconnected issues based on the ICH poten- 3. Plan a process for enabling the synergetic tial within a wider region. development of all three pillars of sustainable development

87 The practical implementation of the CCC Meth- the implementation of successive steps for the od in the region starts with leadership by may- future capitalisation and enduring sustainabil- ors, regional development agents and other ity. Only by a sustainable, long-term process active citizens. The leadership and vision help can the region reach the desired vision. Such the development agent transfer from focusing a process for achieving the primary regional on individual projects to fostering a supportive goals must be developed and maintained. environment on the regional level. This enables

4.3 Building a “core team” to safeguard the long-term processes

Teamwork is of strategic importance. A work- c. Building trust ing group that loses sight of the teamwork dur- Building an environment where colleagues ing the development process presents a signif- trust each other makes it easier for a team icant risk. A set of individuals does not become to meet challenges. It has been demonstrat- a team by chance. A working group needs a ed that a team in which individuals trust each process to develop into a living, designing enti- other works best, especially when they have to ty in the region, like a well-oiled generator. The negotiate with other groups (Naquin & Kurtz- following paragraphs summarise the relevant berg, 2009). The problem lies in assessing the findings of psychologists in recent decades: reliability of the working group. Despite what the song says, one bad apple can indeed spoil a. Give priority to social skills the whole bunch! To build a winning regional team, is it enough to just put the smartest people in a room to- d. Use humour in a working group gether? Not necessarily. According to research If some members of the working group do not conducted by Woolley et al. (2010) on a group trust the others, the element of humour may be of high-performance workers, a strong compo- lacking. When group dynamics are strong, peo- nent of social sensitivity is required. The over- ple begin to joke with each other and also tend all intelligence of the working group „... is not to talk to each other outside of work. Humour strongly correlated with the average or max- makes a working group cohesive and helps imum individual intelligence of group mem- to increase the pleasure of working with col- bers, but is correlated with the average social leagues. Humour also reduces stress, increases sensitivity of group members.“ creativity, fosters communication and unifies In other words, social skills are just as important the team. Finally, humour can enhance both as intelligence. You need people who are well performance and the effectiveness of leader- integrated into society, who know how to listen ship. Of course, the humour must be handled to others, who can share the criticism in a con- properly. Otherwise, meetings may not be suc- structive way, and who have an open mind. A cessful. core team must have strong social skills. e. Recipe for an outstanding group: a pinch b. The importance of women and men in a of extroverts and a pinch of introverts working group The usual thinking is that team players are pref- The Woolley studies demonstrated that erable. They fit better, are more sociable and mixed-gender teams are far more successful generally convey the impression that they can than teams composed exclusively of either do well in every situation. Introverts, in con- men or women. Hoogendoorn et al. (2011) trast, are certainly not big talkers and are often have also verified that mixed-gender corporate not noticed initially. However, after some time management teams achieve better results than working together, the working group tends to a working group of men only or women only. appreciate them more. In fact, generally speaking, as the working group evolves, extroverts

88 tend to disappoint, while introverts tend to ex- � Make messages easily comprehensible. ceed. Again, a mixture works out best. � Use common words. � Write clearly. f. Purpose, objectives and meaning � Clarity roles. The members of a team must Identifying a common goal is one of the primary know their roles in processes and projects. This obstacles when forming a working group. One is particularly important when situations get common mistake is assigning work without ex- more complicated. plaining the purpose of the work. Defining and sharing the vision helps to involve all players in h. Leadership in the development agent, the team and leads to a shared achievement working group, team of effective solutions. Individual goals must be The best leaders are constantly trying to im- brought in line with the group vision. plement the measures described above to im- In order for people to work effectively in prove their working groups. Encourage concise groups, they must know the background of the communication, spread the story of the group, vision (i.e. the component parts of the overall use humour, and know how to build trust vision) so they can make it their own. Psycholo- among people (Latorre, 2013). Hogan & Kaiser gists argue that „stories“ create mental mod- (2005) describe the main points for how to be- els. Individuals must form these mental mod- come a good team-leader. There are six factors els of the external world in order to figure out that psychologists consider important for good how to act. When the individual mental mod- team leadership: els of the group members are better aligned and captured in a collective manner, members � Decisiveness and intuitiveness: Becoming a perform better. People who share the same good leader means making concrete decisions. history are more likely to know what to do au- In moments of both uncertainty and certainty, tomatically, almost without thinking about it. good leaders are determined and take respon- Psychologists call this “implicit coordination”, sibility. and it is the result of intensive, sustained work � Strategic competence: Leaders know how on group processes. to be a resource for their groups. Leadership competence often involves the ability to influ- g. Communication must be concise and clear ence others by showing them the big picture - useful information and explaining the strategies. One of the most common reasons for group’s � Integrity: Becoming a good team leader failure is that the communication between the means earning the trust of members, commu- members was not effective and created mis- nicating with them and engaging them in a understandings. In complex environments, shared vision. Moral integrity is important to information often comes from many different gain consensus and to develop objectivity (i.e. sources. Nowadays, people are inundated with freedom from improper influence). information and often in danger of drowning � Vision: Projecting and maintaining a vision is in emails or company newsletters, thereby per- of vital importance. This provides team mem- haps missing the most important news. The bers a common purpose and motivation to per- goal is to communicate succinctly in order to severe. Without a shared vision, the members distribute information to those who need it to are lost. perform their jobs. To do this effectively, use a � Modesty: The most effective leaders are few rules: self-confident but usually also humble. They are people who seek a continuous dialogue � Put yourself in the shoes of the recipient of with their employees, networks and clients. the information. � Insistence: This does not mean inflexibility, � Use two-way communication to verify if the but rather a persistence in pushing toward the message is understood and to clarify it. visions. Leaders know how to have a healthy � Avoid unnecessary technical jargon. obstinacy in pursuing their goals.

89 The role of the development agent is to lead A core team for leading SRD must consist of the development of a shared vision in which individuals with open minds, decisiveness, ex- each participant becomes an involved and val- tensive expertise and enthusiasm, as well as ued stakeholder. A team leader builds trust charisma, a positive attitude, and the ability among different actors, thereby generating to activate people at a local level. The process positive expectations. It is important to make of creating and fostering a strong vision of re- a constructive contribution to the various net- gional development is built upon a foundation works and to involve the local community in of the team‘s social commitment independent order to expand the existing collective vision, of political changes. which is usually focus on the short term, into Only a strong team and leadership will have a a shared vision of long-term development. A good chance of creating an effective vision-de- leader must also be able to manage multilev- velopment process by working with politicians, el governance under given external conditions institutions and local inhabitants. By leading that are beyond the control of the local com- processes and projects in the region, the de- munity (region, state, European Union). velopment team becomes more and more The leadership must be able to manage the skilled and effective. It is important to integrate project, finances and investments within a re- excellent workers in the team over the years gional development perspective. It should pro- and to build trust among them with a strong mote discussions among different actors (e.g. connection to the regional vision and values. politicians, entrepreneurs, other interested The commitment to the values and initiatives parties) regarding how to respond more effec- safeguards the vision through the years. This tively to shared challenges. Success depends capacity is then utilized over the years to facili- on the ability to cooperate in decision-making tate the process, create stable (political/social) processes, which are often complex and tiring. networks and improve the benefit cost ratio.

4.4 Creating the regional vision

Chapter 3.2 described how to create a vi- � enables the setting of long-term and short- sion for valorising a single ICH. While this is a term objectives, as well as the definition of are- straightforward and well-developed method, as of responsibility. the regional vision is broader. Its purpose is to help the development agent keep the region a. The participatory process on track and to make it truly sustainable (cul- Chapter 3.2 described the methodology of turally, ecologically, economically) in the long participatory development of a vision using the term. At the regional level, the vision has to be example of developing a vision for valorising a based on the entirety of the natural and cultur- single element of ICH. The same methodology al resources of the region. To create a strong applies to the regional vision. The only differ- vision, the development agent needs to guide ence is that the stakeholder involvement needs the process such that the vision: to be even wider. The participatory process should take advantage of all available knowl- � is developed in a participatory process with edge about the situation in the region, includ- wide stakeholder involvement; ing studies, experience from past initiatives � is rooted in the physical and socio-economic and personal and institutional memory. This is reality of the region; a precondition for the development of a strong � takes advantage of the opportunities and and deep-rooted vision, as depicted in figure potentials, including the different ICH; 4.5. � provides inspiration based on emotional, cultural and symbolic “anchors”;

90 b. Vision rooted in the reality of the region c. Identify and link the different elements of Different methods can be used to incorporate ICH and other potentials of the region the real situation into the participatory pro- The development potentials of the region can cess. The development agent may develop a be identified as described in step 1 of Chapter situation analysis that is presented to and dis- 3 and by looking at the opportunities identified cussed with the stakeholders. Another option in the SWOT analysis. At the regional level, it is to conduct a participatory SWOT (Strengths, is important to look for the overarching poten- Weaknesses, Opportunities, Threats) analysis tials that connect the different visions for the to generate a common picture of the reality de- valorisation of ICH, as described in Chapter 3. veloped by the group for the group. The reality The different ICH visions should be brought to of a region encompasses many “layers”, such the regional vision process either by the de- as climate, infrastructure, companies and ma- velopment agent (e.g. through presentations, chinery, natural resources, culture, traditions, publications, exhibition of posters) or by the skills, emotions and ICH. These layers are often carriers of the ICH themselves. It is vital that hidden under the surface of statistical data and stakeholders involved in setting visions for in- university knowledge (Fig. 4.5). dividual ICH elements are also involved in the development of the regional vision. This helps However, a vision must be rooted especially in develop the regional vision as more than just these deeper layers in order to gain stability a sum of individual ICH elements and at the and success because people need to be deep- same time build a broad constituency for the ly moved by the vision. A vision will only be regional vision itself. successful if the culture, emotion and symbols (e.g.CRS Mozart for SR forD, CCC Salzburg or the Riegersburg 15 Castle for Vulkanland) are sufficiently incorporated.SWOT Thus, (Strengths,a vision anchored Weaknesses, in the soul ofOpportunities, the Threats) analysis to generate a regioncommon will have picture long-term of the success. reality developed by the group for the group. The reality of a region encompasses many “layers”, such as climate, infrastructure, companies and machinery, natural resources, culture, traditions, skills, emotions and ICH. These layers are often hidden under the surface of statistical data and university knowledge.

strong & deep-rooted vision rate of in-depth information, affection, commitment

isolated, detached detached from the region (e.g. nanotechnology) „surface“ down to earth regional infrastructure, potentials, resources basis culture, emotions, immaterial heritage ethereal states, gain anchoring symbols, soul of region stability absorption, holistic awareness & view - and thus success!

Fig. 4.5: A vision must go beyond the surface – it has to touch emotions, inherent Fig. 4.5: A vision must go beyond the surface – it has to touch emotions, inherent culture and culture and symbols. (Krotscheck) symbols (Krotscheck) However, a vision must be rooted especially in these deeper layers in order to gain stability and success because people need to be deeply moved by the vision. A vision will only be successful if the culture, emotion and symbols (e.g. Mozart for Salzburg or the Riegersburg Castle for Vulkanland) are sufficiently incorporated.91 Thus, a vision anchored in the soul of the region will have long-term success.

c. Identify and link the different elements of ICH and other potentials of the Formatiert: Nummerierte Liste + Ebene: 1 + region Nummerierungsformatvorlage: a, b, c, … + Beginnen bei: 1 + Ausrichtung: Links + Ausgerichtet an: 0,63 cm The development potentials of the region can be identified as described in step 1 of + Tabstopp nach: 1,27 cm + Einzug bei: 1,27 cm Chapter 3 and by looking at the opportunities identified in the SWOT analysis. At the regional level, it is important to look for the overarching potentials that connect the different visions for the valorisation of ICH, as described in Chapter 3. The different ICH visions should be brought to the regional vision process either by the development agent (e.g. through presentations, publications, exhibition of posters) or by the carriers of the ICH themselves. It is vital that stakeholders involved in setting visions for individual ICH elements are also involved in the development of the

d. Setting the vision every phase taking a step deeper into the core A vision is inherently a creative image. To cre- of the region. Here is an example of how the ate a strong collective vision, you need a strong vision could be developed in four phases: message with high positive “emotional ten- sion”. It must stimulate discussion within the 1. Focus on supply: 10 years working for “the community. One must have the courage to open self-reliant region” or “a region-in-motion” vi- up “new” worlds, new insights and new views sion and surprising interpretations of strengths and 2. Focus on empowerment: another 10 years opportunities. It is like reaching for the stars: developing the “self-determining region” or provocative and challenging, brave but mod- the “the alliance uniqueness” vision est. It is a long-term commitment to take re- 3. Focus on culture: focus on “the innovative sponsibility for shaping the future. and liveable region” or “the region of quali- The vision must present the “big picture”, ty-of-life” vision which may include some or all of the following 4. Finally, 10 or 20 years focusing on “the truly elements of sustainability: sustainable region” vision

Socio-cultural: culture of living, high-quality For a region just taking the initial steps in cultural heritage and practices, harmony, cor- sustainable regional development, the “re- dial communities, (resilient) positive values, gion-in-motion” vision could be the first phase source of meaning, creativity, social cohesion of using the CCC Strategy. It does not matter and trust, sustainable lifestyle, equity, diversity, how many phases it takes; the important thing quality of life is to start. Ecology: appreciation for living space and natural resources, wise utilisation of nature, plants e. Focus on the results and actions and habitats (within the carrying capacity); soil, Chapter 3.2 showed that the regional vision air and water protection; organic agriculture plays a key part in the regional development and forestry; minimising ecological footprint; process. It provides guidance and keeps the de- harmonious building culture; landscape quality velopment process on track. Without having a Regional Economy: added-value chains and goal, attention and activities wander from one networks of regional resources, in particular impulse to the next in the mass of options, pro- human capital, renewable (and regional) en- jects and possible directions. Flooded by vari- ergy for heating, electricity and mobility; sup- ous external influences, the parties react instead ply of regional markets; responsible culture of of acting according to a plan, which results in exchanging goods and services; cooperation; development that can be manipulated from out- youth education; ethical values (resources, pro- side. Without a clear vision that includes priori- duction, employees, business partner, emis- ties and goals, it is very difficult to concentrate sions and supply); minimise ecological foot- on the long-term perspective. With no shared print in processing and distribution (e.g., zero vision, developers, local organizations, compa- emissions) nies, and stakeholders end up in different po- A comprehensive vision does not have to be sitions and different directions, as random pro- developed in a single effort. It may be more jects are funded and implemented (Fig. 4.6). realistic to develop it in several phases, with

92 Fig. 4.6: Without a clear vision, confusion rises, and daily stimuli control the development (Krotscheck, Ober, Schmidt)

Without a plan, excessive options and stimu- possible. In this situation, external forces creep li diffuse energy and attention, and confusion in to assume control, and the long-term objec- reigns. Fleeting impulses control development, tives are obscured. and long-term, strategic efforts become im-

Fig. 4.7: With a vision in the hearts and minds of the local inhabitants, they will assemble the pieces of the vision-puzzle over the years (Krotscheck, Ober, Schmidt)

93 CRS for SRD, CCC 19

Picture of the future

Fig. 4.7: With a vision in the hearts and minds of the local inhabitants, they will assemble the pieces of the vision-puzzle over the years. (Krotscheck, Ober, A regional vision helpsSchmidt) the local inhabitants is an intrinsic tool of leadership. With a strong find theA regionalpieces ofvision the helpspuzzle the along local the inhabitants way. vision, find the piecesregion canof the movepuzzle from along the traditional the These piecesway. These are selected pieces areand selectedplaced toand form placed “problem-based”to form the final pictureto “objective-based” of the vision. A man- the finalstrong picture vision of theprevents vision. confusion A strong; itvision inspires agement, and activates. as shown It isin figuresan intrinsic 4.8 tooland of4.9. preventsleadership. confusion; With it inspires a strong and vision activates., the region It can move from the traditional “problem- based” to “objective-based” management, as shown in figures 4.8 and 4.9.

problem problem problem

1. 2. no real change

2010 reaction, reaction, 2030 time short-term planning short-term planning

Fig. 4.8: Development with no overarching vision Fig. 4.8: Development with no overarching vision (Krotscheck)

In many regions, development follows the which actions are unnecessary or even coun- impact chain: solving a problem > reaction ter-productive for our vision of development.

(instead of action) > a region as “graveyard” With each successful implementation, the cycle of insular reaction-projects (after 15 years); a of planning starts again, and the regional vision piecemeal approach with little effect on the becomes more and more powerful. It becomes whole region (Fig. 4.9). a never-ending story, with the final goal being the independent and sustainable region. For The short-term and medium-term objectives the long-term sustainable development, every and actions in the “objective-based” planning region has to repeat the five-step methodolo- and managementCRS for SRD, are CCC derived from the long- gy described in detail in Chapter 3 on a20 regular term vision by asking the questions “What next basis. This leads different ICH groups to discov- step bringsIn many us closer regions, to the development vision?” or “Whatfollows dothe impacter, envision, chain: solvingplan, raise a problem awareness,  reaction generate inwe need(instead to do todayof action) to reach  a the region vision as in “ graveyardten spiration” of insular and form reaction effective-projects networks (after over15 and or twentyyears years?”.); a piecemeal The vision approach also helps with decide little effect over on again.the whole region.

0. (define a) framework for sustainability creating the vision 2. 3. backcasting analyse and Vision consider the present Vision 2030 situation in the light 2030 of the framework

4. 1. time 2030 preparation next steps, 2010 planning the next years, create solutions (phase 1) Fig. 4.9: Development guided by a strong vision Fig. 4.9: Development guided by a strong vision (Krotscheck) The short-term and medium-term objectives and actions in the “objective-based” planning and management are derived from the long-term vision by asking the questions “What next step brings us closer to the vision?” or “What do we need to do 94 today to reach the vision in ten or twenty years?”. The vision also helps decide which actions are unnecessary or even counter-productive for our vision of development. With each successful implementation, the cycle of planning starts again, and the regional vision becomes more and more powerful. It becomes a never-ending story, with the final goal being the independent and sustainable region. For the long-term sustainable development, every region has to repeat the five-step methodology described in detail in Chapter 3 on a regular basis. This leads different ICH groups to discover, envision, plan, raise awareness, generate inspiration and form effective networks over and over again.

4.5 Valorisation of ICH at the regional level Every region has a wealth of unique elements of intangible cultural heritage, which can create countless opportunities in different sectors of economy, such as: - local food & beverages Formatiert: Einzug: Links: 0,63 cm, Hängend: 0,63 cm, Aufgezählt + Ebene: 1 + Ausgerichtet an: 0,63 cm + Einzug bei: 1,27 cm

4.5 Valorisation of ICH at the regional level

Every region has a wealth of unique elements and water management. Valorisation of ICH is of intangible cultural heritage, which can cre- possible, and often even necessary, in each of ate countlessCRS for opportunities SRD, CCC in different sectors these areas. This diversification makes local ag- 21 of economy, such as: riculture more sustainable over the years. - crafts and skills � local food & beverages After agriculture, developers can start valoriza- � crafts and- skillsenergy tion of ICH in the field of cultural festivals and � energy events, followed by local food and beverage � culture and- livingculture and living companies. In every sector, the CCC Method � traditional- eventstraditional events can be applied, as described in Chapter 3. � landscape and natural resources Each sector focus will valorise another aspect � health and- carelandscape and natural resourcesof the intangible cultural wealth, thereby ena- � agricultural resources and forestry bling even more synergies in the region. Rather - health and care than constraining each other, the different val- The different- ICHagricultural elements thatresources span sectors and forestryorised elements of intangible heritage support should become strategic priorities for region- each other in the region, thereby increasing al development, depending on the strengths the effectiveness of the methodology, as well of the region. In fact, every region needs to as the economic and social benefits. Gradually, The different ICH elements that span sectors should become strategic priorities for develop more than one element of ICH to the CCC ethos of valorisation spreads through- becomeregional sustainable. development For example,, depending the agri- outon differentthe strengths sectors of of the the regional region. culture, In fact, every culturalregion sector covers needs areas to includingdevelop specialty more thanenvironment one element and economy, of ICH which to become helps bring sustainable . wood, growingFor example vegetables,, the traditionalagricultural country sector values covers and areassustainability including withinspecialty reach of wood,the growing cuisine,vegetables, cultivation of herbs,traditional pickles, landscapecountry cuisinmajoritye, (Fig.cultivation 4.11 - next of side) herbs,. pickles, landscape management, slurry utilisation, soil fertility, management, slurry utilisation, soil fertility, and water management. Valorisation of ICH is possible, and often even necessary, in each of these areas. This diversification makes local agriculture more sustainable over the years.

phase 1, phase 2, ~5 years ~5 years

creative industr. food & total regional activities & resources beverages units already done culture & events culture & events agriculture agriculture unit 1, 2, ... 10, 11, 12, ... time

Fig. 4.10:Fig. Scheme: 4.10: UnitsScheme: for unit different Units ICHfor potentialsunit different are valorized ICH potentials in a region are(Krotscheck) valorized in a region (Krotscheck) After agriculture, developers can start valorization of ICH in the field of cultural festivals and events, followed by local food and beverage companies. In95 every sector, the CCC Method can be applied, as described in Chapter 3. Each sector focus will valorise another aspect of the intangible cultural wealth, thereby enabling even more synergies in the region. Rather than constraining each other, the different valorised

The majority of people and companies must creativity. The overall ability of the region to get involved so that the inhabitants will take manage its development will be strengthened. notice of the SRD and begin to become actors, In line with the Europe 2020 strategy, this will actively implementing the vision in their per- create business opportunities and local jobs on sonal environment. This is the point at which a a solid foundation. The region gains character region can begin to discuss true sustainability and independence. The regional brand (see with the broad public, thereby developing this below) is fostered and empowered over years new vision in the framework of a new process. of development. The innovation potentials combined with existing authentic potentials build a more dematerialized sustainable economy through cultural

CRS for SRD, CCC 22

elements of intangible heritage support each other in the region, thereby increasing the effectiveness of the methodology, as well as the economic and social benefits. Gradually, the CCC ethos of valorisation spreads throughout different sectors of the regional culture, environment and economy, which helps bring values and sustainability within reach of the majority (see Fig. 4.11). phase 4 phase 3 phase 2 phase 1, ~5 years nature, landscapes, etc. mobility & communication health & care, housing majority energy energy

craft craft

creative industr. creative industr. creative industr. food & food & food & total regional activities & resources beverages beverages beverages culture & events culture & events culture & events culture & events agriculture agriculture agriculture agriculture unit 1, 2, ... 10, 11, 12, ... 20, 21, 22, ... 30, 31, ...

Fig. 4.11: Step by step, the valorisation process of ICH covers more and more sectors of Fig. 4.11: Step by step, the valorisation process of ICH covers more and more sectors of the regionalthe culture,regional environment culture, environment and economy and economy(Krotscheck)(Krotscheck) The majority of people and companies must get involved so that the inhabitants will take notice of the SRD and begin to become actors, actively implementing the vision 96in their personal environment. This is the point at which a region can begin to discuss true sustainability with the broad public, thereby developing this new vision in the framework of a new process. The innovation potentials combined with existing authentic potentials build a more dematerialized sustainable economy through cultural creativity. The overall ability of the region to manage its development will be strengthened. In line with the Europe 2020 strategy, this will create business opportunities and local jobs on a solid foundation. The region gains character and independence. The regional brand (see below) is fostered and empowered over years of development.

4.6 Initiate processes

Typical projects managed by regions have a This is the situation in which different non-fund- maximum duration of three years. A valorisa- ed companies and people realize projects in tion process of a sector based on ICH needs at line with the vision on their own. If there is not least seven years, as experienced in Vulkanland. much money available for projects, try to keep Moreover, the penetration of regional thematic at least the process alive on a low flame. The issues and positioning takes even more time. result of the implementation process is a cul- The implementation of a long-term vision may tural change in the region as a whole (this gives take 15 years and must spread to hundreds rise to “newly created” immaterial wealth). The of companies and thousands of people. This valorisation brings benefits for the majority and means that building awareness, self-esteem strengthens the image of the region. and readiness to act needs to be a spatially in- It is not enough to reach a minority of the local clusive and comprehensive long-term process population. For a real effect, it is necessary to (Fig. 4.12). motivate the majority. Many actors have to be inspired by the development and valorisation As shown in Fig. 4.10, the development agent process. The processes gains dynamic ener- guides the process level. This is where the im- gy through thematic workshops, discussions, plementation of the regional vision, strategies, presentations, mentoring and other tools for studies, values, building awareness, competi- triggering and building networks and business tions, education, mentoring the project man- activities. It is very important that people take ager, participation, inspiration, terminology, responsibility for their own development. the KMS, branding, regional PR, know-how All the individual projects or pilot actions in transfer, co-operation, and work on synergies the region funded by public grants have to be are situated. The strategic process level is the in-line with the process. The participants at the most important segment for keeping imple- project level come from businesses, farms, mu- mentation alive and for achieving a high pene- nicipalities, households or institutions. Those tration (issues and parts of the vision are known who are engaged gain and develop their own by nearly every inhabitant), which in turn cre- affiliation for the region. The projects make the ates readiness to act at the individual level. process more visible and show good practices.

Fig. 4.12: How the process level and projects help to realize a regional vision over the years (Krotscheck)

97 In some cases, they even become a symbol of petitiveness of the region as a whole. It has the new and of the possibilities in the region. an important impact on the regional economy The specific competences of people in a re- and builds capacities for an innovative capitali- gion serve as a basis for new, unique products zation of cultural resources. It fosters entrepre- and services, which eventually lead to the de- neurship, investment and innovation, thereby velopment of a clear USP (unique selling prop- supporting the development of enterprises osition) of the region and to a strengthened and the creation of job opportunities. identity, thereby making it attractive for resi- Valorisation of ICH eventually becomes a well- dents, visitors and investors alike. In a regional known approach in the region, and people in- process, the ICH expands. It moves to the next tegrate it into their daily lives. With more and level, deepens the know-how, and builds com- more success stories, the circle becomes more petence, courage and character. New tasks dynamic, and the regional vision becomes become the centre of the processes, such as more and more powerful. It becomes a nev- developing the capacity to valorise new ICHs, er-ending story with the ultimate goal of an work on synergies, and to create broader vi- independent and sustainable region. In order sions and new perspectives. In the frame of to achieve a long-term sustainable develop- life-long learning, development agents must ment, the region must continuously repeat invent new concepts and tools, expand their the CCC Method and lead different groups networks, and develop new ICHs. of ICH bearers through discovering, vision- The goals of process thinking are to strength- ing, planning, raising awareness and making en the regional identity, enhance the quality of inspirations and networking. life and increase the attractiveness and com-

4.7 Building the regional brand

Just as each product and service must produce a guided by the regional developers should be po- name and brand to be recognised, every region sitioned under the same brand. Thus, in the long eventually needs a regional brand to be com- run, the brand emerges as the sum of all ICH plete and to have an identification reference. elements, shared regional values and visions, Imagine a region with 15 projects per year over projects and initiatives, priorities, terminology, a period of 15 years, with each project having culture of living, authentic products. It contains a different name and topic. In such a case, the all regional initiatives of valorisation and devel- public would be confronted by 225 different ti- opment. As most people will not read visions or tles, which in the end would means that none of concepts, the regional brand must transmit the the 225 would be recognized by more than 2% fundamental aspects of the vision. It is a vehicle of all inhabitants. This gives rised to a confusing for creating emotional ties to the regional devel- picture among the population of what has been opment process and the region itself. done or not done in the region over a particular Chapter 3.5 described how to build the product period of time. brand for a single ICH or a single product based To prevent this, a regional brand must be de- on ICH (e.g. pilot actions). At this stage, devel- veloped as an umbrella and symbol for all (new, opers need to move on to thinking about the ICH, innovative, unique) initiatives in the region. whole region. The main point of a regional brand The power of the regional brand grows with is that it presents the whole region and unites new themes (i.e. valorised elements of ICH that different aspects (e.g. individual products and create a wide and future-oriented picture of the services, identities and target groups, projects region). The brand has to be constantly connect- and initiatives) under a single umbrella brand. In ed to local people and their talents, as well as some regions, product or cluster brands can also the landscape. It should be built with the people be successfully linked to the regional brand (also upon the values of the region. Every new project using the same design elements).

98 The main difference between a product and a regional brand

Products are all around us, millions of offers, The regional brand has to be owned by a pub- they can be offered in a material form or as a lic association or public body so that conflicts service. Products and brands are not neces- of interests can be avoided. At the beginning, it sarily correlated to the area of production. A has to be freely accessible to stakeholders who tourist area may also be treated as a product are part of the movement. Building a region- which connects the tourist offer to the market al brand is a long-term process that requires and consumers. A product can be an activity, a significant but is of utmost importance as an place or an attraction. It can also be connect- instrument for communication and awareness ed to a certain tourist offer of a certain sector. building. It helps the region be recognised in It is intended to facilitate the distinction of a the wider sense, and it helps people and enter- certain tourist attraction within the competitive prises identify with the region and orient them- environment of tourism. selves within it. On the other hand, a regional brand has a The regional brand provides a symbol for the much wider meaning. It has greater complex- “new” region. Similarly, a strong existing re- ity in terms of the actors involved. It connects gional identity adds value and energy to the multiple locations, multiple sites, multiple op- brand. Do not “push” the regional brand from erators and companies on the social, cultural the beginning; it needs time to develop, which and private levels in order to foster a common is a long-term process. From the beginning, story, which will act as a communication link for invest in internal communication and inner-re- the selected regional messages to different au- gional marketing. The people need to become diences. This kind of brand connects the local proud of the brand and accept it as a symbol of community, gastronomy, sports, tourism, and their living space. business on all levels to each other and to a “Steirisches Vulkanland” represents a good ex- unique geographic area. ample of a regional brand. It was developed There could be an existing regional brand that as a regional brand from the beginning, since was created for tourist purposes. With the wid- the existing touristic brand was not interested er aspect of the regional development (which in cooperation. Through a strong political de- goes beyond the tourist meaning), the region cision (55 municipalities) and many efforts, the has to define this existing brand more broadly new regional brand was created in 2001. The and position it in relation to the different as- Steirisches Vulkanland brand was introduced as pects of ICH that create the long-term vision a brand that includes various regional strengths of the region. It must represent the region as (processes) and projects. The regional devel- a whole. The second possibility is to start from opments were mindful of the big picture and the beginning and create a new regional brand, focused on the comprehensive regional vision which must include symbols for the growing re- in order to create a strong identity by using gional identity. all projects and measures to reach a unique, shared future (Fig. 4.13 - next side).

99 As it developed and grew stronger, the brand A regional brand becomes visible when it re- became a recognizable symbol of the region. It flects all of the regional values of the long- collected all regional products, crafts, projects, term vision, projects, priorities, knowledge and initiatives under the same umbrella and re- and culture and authentic products. In return, flected a common identity. Over the years, the the brand raises awareness of the individu- regional brand became widely known, and the al initiatives. It contains all regional initiatives local people and different organizations now of valorisation and development to raise the feel committed to it. After gaining substance self-esteem of the people from the region. through built and immaterial capital, the regional brand is now very well-known outside the regional borders as well.

Fig. 4.13: How initiatives and projects under the shared umbrella of valorisation produce the “light house effect” of the regional brand (Schmidt, Krotscheck)

100 4.8 Culture of cooperation, trust and individual responsibility

These days, people are very self-focused and are � If they do not cooperate and grow strong in not used to cooperation or sharing thoughts and their values and visions, they will stay weak and ideas about the future. Many municipalities also act as a plaything for the global player. work in this way (i.e. parochial politics). Howev- � If they are not able to solve problems, they er, for the new sustainable development, a cul- will be stuck with them. ture of cooperation is essential. People have to trust each other, work together, share ideas and Who do the inhabitants think can bring solutions measures and find common solutions for shared and innovation to the region? What solutions do challenges. they want? Is it possible to influence the future? Companies, institutions, households, individu- Can the region play the main role in shaping the als etc. should take part in actions because they future, or is it an “undefined global power”? trust themselves, their colleagues and the development team. Trust as a resource is of utmost The crucial question of belief in own powers and importance. If more and more people and com- wealth: believe in top down at the start of the panies take part in the processes, the power in- process (left side of Fig. 4.14). Over the years, creases. People will take part in it if they trust the the inhabitants must learn that the regional leadingCRS person, for SR theD, CCC community and the regional wealth depends on their own thinking28 and hab- initiative (i.e. the development agent). Believing its (Fig. 4.14). This understanding grows during in themselvesleading andperson, acting the for communitythemselves andare thethe regionalthe processes initiative of valorisation(i.e. the development because it depends crucial points:agent). Believing in themselves and acting forstrongly themselves on the are commonthe crucial view po intof sregional: wealth

- If they do not care about their future, someone(including else immaterial will. values and culture) and fuFormatiert:- Einzug: Links: 0,63 cm, Hängend: 0,63 cm, � If they do not care about their future, some- ture possibilities (represented through visions).Aufgezählt + Ebene: 1 + Ausgerichtet an: 0,63 cm + - If they do not take care of their cultural wealth, it will be lost. one else will. Einzug bei: 1,27 cm � If they do- notIf they take buy care global of their products, cultural anotherwealth, region somewhere else will gain economic it will be lost. power. If they do not further innovation, another region or company will gain � If they buynew global market products, share. another region somewhere- elseIf they will do gain not cooperateeconomic andpower. grow If strong in their values and visions, they will they do not furtherstay weak innovation, and act another as a plaything region orfor the global player. company will- gainIf they neware market not able share. to solve problems, they will be stuck with them.

Who do the inhabitants think can bring solutions and innovation to the region? What solutions do they want? Is it possible to influence the future? Can the region play the main role in shaping the future, or is it an “undefined global power”?

EU, Federal 20% top-down Government assistance believe (upper representation level) 80% power power 80% Region, RD, Municipalities, bottom-up Locally owned companies, Farms 20% Inhabitants, Associations believe obedience (principle of subsidiarity)

Fig. 4.14: Different beliefs about power in development (Krotscheck) Fig. 4.14:The Different crucial question beliefs about of belief power in own in developmentpowers and wealth: (Krotscheck) believe in top down at the start of the process (left side of Fig. 4.14). Over the years, the inhabitants must learn that the regional wealth depends on their own thinking and habits (see fig. 4.14). This understanding grows during the processes of valorisation because it depends strongly on the common view of regional wealth (including immaterial values and 101 culture) and future possibilities (represented through visions).

Individual responsibility for the future of a region It is very important for the regional developers to let individuals take responsibility for their own future. In the process of developing ideas, self-worth, self-esteem and self-

Individual responsibility for the future of a region

It is very important for the regional developers 3. Planning, defining, making, doing, exchang- to let individuals take responsibility for their ing - if the inhabitants do not do it, who else own future. In the process of developing ideas, will? A region can change everything because self-worth, self-esteem and self-confidence are it has time, resources and purchasing power enhanced. Through trust and cooperation, the (Fig. 4.15). individuals are encouraged and start to take The most important issues for a region are finan- proper responsibility. Individual responsibility cial and time resources. A look at the Steirisches builds on a strong belief in one’s own potential Vulkanland region shows that locally owned com- and talents. Here are some arguments for the panies and farms have the biggest budget, fol- high responsibility of all inhabitants of a region lowed by households and the state levels (fed- for sustainable future development: eral, EU). The blue bar in Fig. 4.15 shows the CRS for SRD, CCC budget in terms of how much money those29 dif- 1. Every region is full of opportunities. Lud- ferent „groups“ spend per year. If we calculate wig Wittgensteinconfidence states are“the enhanced borders. ofThrough your trustthe free-timeand cooperation resources, theof theindividuals inhabitants are at 15€ language andencouraged thinking are and the start borders to take of proper your responsibility.per working Individual hour, we responsibility recognize hugebuilds potentialon a strong belief in one’s own potential and talents. Here are some arguments for the world”. If something is not in our mind, or if of free-time earnings in households and retired high responsibility of all inhabitants of a region for sustainable future development: we do not have an expression for it, or do not people. We calculated the purple bar in Fig. care about it,1. it doesEvery notregion exist. is full Thinking, of opportunities talk- 4.15. Ludwig by taking Wittgenstein the amount states “theof free-time borders ofpeople Formatiert: Nummerierte Liste + Ebene: 1 + your language and thinking are the borders of your world”. If something is not in Nummerierungsformatvorlage: 1, 2, 3, … + Beginnen ing, seeing, discovering opportunities, innovat- have (time when they are not at work or „eating, bei: 1 + Ausrichtung: Links + Ausgerichtet an: 0 cm + our mind, or if we do not have an expression for it, or do not care about it, it does ing ... each person is able to detect regional sleeping, or resting”) and multiplying that by 15€ Tabstopp nach: 0 cm + Einzug bei: 0,63 cm not exist. Thinking, talking, seeing, discovering opportunities, innovating ... each resources and thinkperson of their is able utilization. to detect regional resourcesper hour. and If think we assume of their utilization.the regional development 2. Daily actions are important because they process works with companies, municipalities 2. Daily actions are important because they define tomorrow. The result of your define tomorrow. The result of your thinking, and inhabitants, the ratio of influence is 87 for thinking, feeling and action is your future. Mahatma Gandhi captured the essence feeling and actionof the is newyour policy future. of valori Mahatmasation when municipalities he stated, “be and the privatechange sectorthat you to wish 13 tofor EU, Gandhi capturedsee the in essence the world.” of the new policy Federal Government and District. This shows that of valorisation when he stated, “be the change this region is 87% capable of acting by itself and 3. Planning, defining, making, doing, exchanging - if the inhabitants do not do it, who that you wish to seeelse inwill? the A world.” region can change everythingthus self-responsible because it has for time, forming resources its own and future. purchasing power.

Mio.€/a 0 500 1.000 1.500 2.000 2.500 3.000

EU, Federal, District

Municipalities

Companies, Farms

Households, Consumer

Retiree

Associations Budget Mio.€/a (private) Potential Free-time Earnings Mio.€/a

Fig. 4.15: BudgetFig. 4.15: and potentialBudget free-timeand potential earnings free-time ofearnings differentof different areas areas(database(database Steirisches Vulkanland with Steirisches104,000 inhabitants,Vulkanland with Krotscheck) 104,000 inhabitants , Krotscheck)

102

Another example is the time budget of employment). If emigration increases, the shrinking ees. They spend about 1,800 hours per year at demand decreases prices until many properties work, another 3,300 hours for eating, sleeping become unsellable. This is the final logical con- and resting, and 3,660 hours are at their dis- sequence of not spending regionally. posal. Studies have shown 80% gains in effi- 5. The more people work together in the same ciency and effectiveness in the workplace via direction (regional vision), the easier it is to motivation through a sense of purpose, pleas- reach the goal. ure (fulfillment), climate (team, community) People must learn to pay attention to imma- and challenge (all things that can be achieved terial wealth and apply the CCC Method in via ICH valorization). This results in a 3.7-fold their lives, families and businesses. In the long achievement of potential in spare-time activity, run, an effective valorisation process creates outside jobs, economy and the public sector. a “new” heritage (see fig. 4.16). Either ICH is 4. Buying, producing, selling and investing are “renewed”, or a new cultural entity is creat- the indicators to see what is traded and where ed that is worth passing on to future gen- an economy lives and gains power. There is a erations. One popular saying captures the “spending responsibility” because the sum of essence of the CCC Model: “Tradition is not all economic decisions defines the regional val- worshipping the ash, but building and main- ue (properties, land and building, private and taining the fire”(Fig. 4.16). public infrastructure, machinery and equip-

What have we learned from this chapter

� Intangible cultural resources have the po- � How to manage processes in strategic de- tential to foster economic development in sec- velopment in the region tors such as gastronomy, crafts and trades, en- � The meaning and advantage of a regional vironmental engineering, the pharmaceutical brand industry and many more. � The culture of cooperation depends on trust � The importance of creating a core team for and a broad involvement. regional leadership and development � The meaning of individual responsibility and � How to create a strong, long-term vision on its power the regional level CRS for SRD, CCC 31

Fig. 4.16: Through the CCC Method, new energy (i.e. fuel) is added to the ICH Fig. 4.16: Through(i.e. the fire) CCC by Method, innovation new energyand valorisation (i.e. fuel) is added (Krotscheck) to the ICH (i.e. fire) by innovation and valorisation (Krotscheck)

103 What have we learned from this chapter

Intangible cultural resources have the potential to foster economic development in sectors such as gastronomy, crafts and trades, environmental engineering, the pharmaceutical industry and many more. The importance of creating a core team for regional leadership and development How to create a strong, long-term vision on the regional level

How to manage processes in strategic development in the region The meaning and advantage of a regional brand

The culture of cooperation depends on trust and a broad involvement. The meaning of individual responsibility and its power

5. Best practice examples and case studies from the CCC project

This chapter describes nine case studies con- holistic health. These examples offer valuable ducted by the CCC project partners all over lessons that can be applied to help identify and Europe. Their thematic issues range from lo- develop the most promising ICH elements in cal cuisine and crafts to traditional games and your particular region.

5.1 Holistic Health initiative in Steirisches Vulkanland Authors: Christian Krotscheck, Michael Fend

Since 2002, the Steirisches Vulkanland has been holistic health offerings (i.e. treatments beyond undergoing regional development via long-term the familiar offers of doctors, medical centres, valorisation processes. The main areas – crafts- spas and health food stores). manship, gastronomy and vitality – have been In contrast to the Traditional Chinese Medi- divided into sub-categories by subject. For ex- cine (TCM) trend, TEM (Traditional European ample, the ‘vitality’ line now includes the fields Medicine) was classified under the term ‘Val- of lifestyle culture, tourism (remnants of the vol- orisation of Natural Healing’. This began with canoes, geomancy), culture, health and educa- small press conferences from various areas to tion (Vulkanland Academy, parent-child training, raise awareness through the media. TEM was Agenda 21). the predominant method in the 19th century, but was overshadowed by technological and Step 1: Raising awareness about immaterial pharmacological medicine as part of the gen- cultural heritage eral scientific advances. In 2010, the natural The topic of ‘health’ is only indirectly encoun- healing renaissance, in combination with mod- tered in many projects in the Vulkanland re- ern holistic knowledge, became an important gion, for example, in the permaculture centres, topic in the Vulkanland region within the core in high-quality GM-free organic cuisine, in the competence of vitality, including the following Slow Food festival culture, in being child and elements: youth-friendly, in renewable energy sources and building ecology, in the subject of hiking and � Natural remedies (including healing water), cycling through the countryside, in the ‘Healthy natural cosmetics, natural body care products Communities’ initiative and in the regional and folk medicine books about folk medicine (Schleich, 2001) and � Exercise, balance and sport geomancy (Krotscheck, Frohmann, 2007). � Physical and energetic applications, music Since the quality of life of Vulkanland residents is and art closely connected to personal health, and since � Quality of life, support and holistic prevention quality of life is a leading indicator for region- � Nutrition, geomantic potential and ecology al development, potential ways for stimulating development in this field have been under con- The Vulkanland region contains a wealth of sideration since 2007. The Joanneum University knowledge and methods, particularly in the of Applied Sciences organised a pilot project in fields of natural remedies, folk medicine, pre- the field of health management for the target vention, art and nutrition. These valuable group of people over 50 years of age in the Bad immaterial assets have a high potential for Gleichenberg area. In 2010, an internal study maintaining and improving the health of the was carried out on knowledge management population. Good health contributes to re- within the subject areas of the nascent field of gional prosperity in three ways: firstly, healthy

104 people are able to perform better; secondly, to personal lifestyle) and subtler aspects (from the market for holistic healthcare will grow by cultural exchange and personal responsibility about 800 jobs in the next 20 years (a market to mental and spiritual nourishment). People volume of around €45M), and thirdly, the qual- are taking an increasing interest in the con- ity of life and personal satisfaction increase as nection between health, mental and spiritual a result. harmony, living environment, personal vitality, An even greater market volume is foreseea- creativity and quality of life. ble because each year €350M is spent in the Moreover, it is evident that the government’s Vulkanland region on medication alone, and after-care health system is slipping into a finan- €650M on hospital visits. If an image can be cial crisis (even today, it consumes a third of established in the field of natural remedies and the federal budget). A sustainable healthcare natural cosmetics and we are able to become a system will not work without prevention and regional ‘exporter’ (serving the urban market), holistic offerings in the broadest sense, and this could lead to the creation of over 2,500 more and more people are turning away from jobs in this segment in the Vulkanland region. one-sided approaches. For this reason, there Another aspect which is especially important is a current window of opportunity to position for rural areas is the fact that these segments holistic offerings and active prevention and to are very well-suited for self-employment (e.g. make these aspects visible. The goal of the in- sole proprietorships) by qualified women, who itiative is to raise public awareness about ho- have traditionally made up around 70% of the listic healthcare and to promote cooperation workforce here. between prevention, natural remedies and medicine – for the good of the people. At the Step 2a: Strategic approach same time, this will result in a regionalisation Steirisches Vulkanland’s overarching vision is of the healthcare system, which will bring add- to achieve sustainability for the future. Holis- ed-value back to the region. Instead of expen- tic health is of central importance in the ‘hu- sive analysis and pharmaceutical therapy, per- man dimension’ of sustainability in particular, sonal expenditures will shift towards education as health is obviously extremely precious to all (prevention, health maintenance), folk medi- people. The view of ‘health’ has been great- cine and home remedies from the region, as ly broadened in recent years. It covers both well as physical therapy (Fig. 5.1). material aspects (from nutrition and exercise

Fig. 5.1: Most important issues to promote vitality and health in the region

105 We view individual health in the context of a responsibility for maintaining health, which is harmonious cooperation between the mind, why we make prevention a top priority as an el- body and soul. As humans, we are extremely ement of self-education. Ultimately, prevention multi-faceted beings who continue to develop. is clearly preferable to curing. The most important thing is to take personal

Common ground between holistic healthcare providers and regional development

Faced with people’s experiences of suffering ances) on a daily basis to encourage greater (e.g. pain, illness, depression, loss, fear), ho- awareness, mindfulness and higher values (e.g. listic healthcare providers help their fellow hu- peace, goodness, love, wisdom). In addition, man beings (physically, mentally and spiritual- beyond dedication to oneself and other indi- ly). They are dedicated to sharing knowledge viduals, they know that it is also important to about a healthy lifestyle with other people make a contribution to collective change in (adapted to their particular unique situations) consciousness and cultivation. As in regional and reflect more on people’s lives and how development, they also instil consciousness, they interact with each other (relationship cul- awareness, higher values and holism (meaning ture). They place a particular emphasis on the awareness of the harmonious working of body, resulting attitude towards transition and/or mind and spirit) in people. change in life and towards the purpose of hu- Long-term collaboration between holistic man life in general as important factors for the healthcare providers and regional develop- development of society as a whole. Regional ment bodies will help to bring forth many syn- development also attempts to activate this. ergies. Steirisches Vulkanland wants to become Health providers continue to consciously devel- a ‘healthy region’ full of vitality: this can be op themselves, as life-long learning is a need accomplished with residents who actively work that comes from one’s inner attitude. They mo- on their overall health with increasing respon- tivate clients (and their own circle of acquaint- sibility.

Fig. 5.2: Participants in the valorisation process

106 Step 2b: Vision development The CCC seminar on vision development was As part of the LEADER project ‘Vitality’, a study held in autumn 2012, with twelve participants. was conducted in autumn 2011 that investigat- The seminar met three times. Starting from the ed relevant enterprises and people engaged in idea of aspiration, a view of career prospects health. Regional newspapers, events, commu- was first developed, which was then refined to nity web information about commercial enter- personal visions via work in small groups (cf. prises and the chamber of commerce server for CCC, WP4, Pilot Training). In spring 2013, a industry information were scoured. This yielded group of new forum members then created a contact addresses and areas of specialisation forum vision out of their personal vision. This for 180 people. As a first step towards build- was refined through two feedback loops and ing trust, two workshops were organised with was then presented to the entire network in a total of 90 participants, in which a common September, before being refined once again. initiative entitled ‘Forum for Vitality and Health’ This vision contains shared values, which can be was presented and discussed (Fig. 5.2). regarded as a sort of ‘codex’ of holistic health providers, as well as a series of concepts about Active forum members then introduced them- what cooperative work could be like in the fu- selves as part of the collaborative ‘2012 Happi- ture. The vision, which will be revised roughly ness Weeks’ (Vitality and Health, 2012). Intro- every 3 years, describes the fields of coopera- ductory offers and information were provided tion, diversity, trust, the common good, places at open house days and in seminars attended of empathy, practice sharing, quality of service, by around 2,500 visitors. The Forum for Vitality promotion and mutual information exchange, and Health distributed a catalogue throughout maturity, harmony, nature and the purpose of the region with a circulation of 9,000, which life (Fig. 5.3). was positively received. The number of interested people grew steadily, as did the number of providers, such that we have now collected 350 contacts.

Fig. 5.3: The elements of the Vision Forum Vitality and Health 2025

107 The Vision Forum Vitality and Health 2025 is regional brand an image of the desired future which was com- � Jointly promoting and publicising the offer- posed in a collaboration of all participants. The ings and thereby enlarging the market; reduc- methods for fleshing out the scope and nu- ing the amount of each member’s advertising ances of this creation are as varied as they are expenditure and helping with the development wide-ranging. In accordance with the unique- of new offer packages ness of the undertaking, everyone will do his � Inspiring the Vulkanland community to inte- or her best to make a contribution to this work grate the topic of health (as the balance of ma- of art. terial and immaterial development) into their The vision contains elements for which exam- daily lives ples already exist, as well as areas which will be the result of long work. The values are strong, In order to improve the market and sales, ini- with many clear and challenging images show- tiative groups could also improve connections ing what is to be achieved in 12 years. These with the following ‘brokerage points’: phar- challenges form the impetus which is to pro- macies, hot springs, spa and health centres, vide the strength for further development. cosmetic and fitness studios, trade and man- Over the coming years, trust in the industry ufacture of healing aids (e.g. opticians, medi- (among companies) and regional development cal stores, hearing aids, orthopaedists), indoor must be strengthened accordingly. swimming pools with saunas, lodgings that offer a spa/wellness area, and receptive doctors. Step 3: Process planning for the next three Health is a topic that reaches into all of the Vul- years kanland region’s core competencies (e.g. gas- Over 400 people are active in the natural heal- tronomy, craftsmanship, remnants of the vol- ing field in the Vulkanland region. This target canoes, lifestyle culture, family education). In group includes, for example, massage spe- the years ahead, health will act as a catalyst for cialists, osteopaths, physical therapists, nutri- innovation here. Examples include the Gross tionists, homoeopaths, Bach flower therapists, carpentry shop’s solid wood bed that redirects life-quality coaches, holistic prevention train- earth radiation and the „Holler Vulkan“ health ers, and producers of home remedies, natural drink. cosmetics and natural medicines, as well as During the first three years of the valorisation instructors of exercise, folk medicine, music, process, the stakeholders will volunteer for many voice and art. The following activities are to be initiatives and collaborations. Regional manage- undertaken during the first three years of the ment will be in charge of the overarching pro- valorisation process: cess. They will also try to support the initiative groups through two to three-year projects (with � Reaching a large number of stakeholders a core budget of around €100,000 per year) (through mail, workshops, contacts) and en- and keep the subject active for the long term. couraging their appreciation of shared goals; In turn, individuals in the political sector of the creating, discussing and planning cooperative region and/or its municipalities can be informed initiatives; publicising the common vision and supported in this way, which will help drive � Increasing internal networking, getting to the awareness-raising process. know each other’s talents and establishing mutual trust; offering contact and exchange – Step 4: Long-term valorisation for synergies, practice sharing, innovation, re- The farther-reaching valorisation of the topic search, etc. area can only be presented here as a progno- � Boosting the image of the ‘industry’; offering sis based on our process experiences (see e.g. a reputable information platform (e.g. via con- Krotscheck et al., 2007; Eigner et al. 2009). To- tact persons, hotlines or an online platform); gether with the stakeholders, awareness-raising development of a brand for forum members and positioning of the topic will be maintained in conjunction with the ‘Steirisches Vulkanland’ for at least 10 years on the part of regional

108 development – step by step towards the vi- Step 5: Enabling continual advancement sion. On average, the goal is a public presence Participation in the forum will become broad- of more than 15 regional media reports per er and broader through various activities and year. In addition, information will be offered projects, so that after about 10 to 15 years a on the Internet, in mailings and in household broad base of stakeholders will found the ‘As- brochures. News and information releases will sociation of Natural Healing Promoters’ or the maintain interest and draw the population ‘Holistic Health Cluster’. The image boost that deeper and deeper into the subject of holis- can be expected for the topic (and the region) tic health. Participation in innovation compe- will propel the endogenous founding and/or tition will be encouraged to the same extent establishment of new enterprises (cf. the ex- as scientific investigation of areas of interest ample of South Tyrol: Irsara, 2009). The crea- and/or the allocation of studies (collaborations tion of jobs in the healthcare field is associated with academic institutions, particularly the Bad with this. Concrete benefits for the members Gleichenberg College for Health Management will arise through further cooperative projects in Tourism). In this way, the image will grow and campaigns. continuously. The establishment of a self-sufficient, coop- The development of overarching packages erative unit will result in the stakeholders tak- and health products will be promoted in action ing responsibility for the further development groups. Regular meetings will deal with impor- process. The health network will collectively tant individual topics, help coordinate internal address tasks which make little sense at the in- work and assist in building trust and promot- dividual company level, including: ing exchange among the members. Practical training will be organised in the network, and � Organising shared education and advanced internal knowledge management will make the training; organising seminars and internal shared work easier. The development and im- meetings; operating the network web portal plementation of kindergarten and school pro- and internal knowledge management; relation- jects will familiarise children with health as an ship management with relevant associations important topic from an early age. Collabora- and schools tion with the tourism industry has also already � Conducting studies about the effectiveness helped create new programs in which health is of methods and products (effects that can be enjoyably learned while on holiday. The ‘indus- proven to promote health), cooperation with try’ has therefore established itself already to the scientific community (universities and tech- some extent. nical colleges), promotion of research collaborations, mediation by experts and ‘translation’ ‘Environment and Health’ will be the next me- of technical knowledge into practical content ga-trend. The Russian economist Nefiodow and/or an understandable form, worldwide in- marked this as the sixth Kondratiev cycle (Ne- formation scouting (sourcing of existing studies fiodow, 2006), which is currently introducing and research results) the next economic wave (Schumpeter, 1961) � Holistic product development and commer- for a period of 40 - 60 years. Nefiodow regards cial collaborations, innovation consultation and the health market as the growth engine of the checking, transfer of methods and/or technolo- 21st century – especially ‘psychosocial health’ gies; professionalization of products and services (as the antithesis of mental, social and spiritual � Image development, awareness-raising and disorders and diseases), which he interprets as market development holistic health. At the same time, trends that � Encouragement of cooperative marketing, favour regionalism and authenticity are form- help with distribution and marketing, promo- ing a counterpoint to the pull of globalisation. tion of shared marketing and merchandising Conditions are therefore ideal for the holistic, items and/or incentives regional health sector.

109 � Conducting market studies and extra-re- With this strong, shared structure, and by gional activities, market research on customer means of these varied services, valorisation expectations and success factors, internation- of the natural healing field is sure to succeed. al collaborations and experience exchange, After 15 years, the topic will be deeply and know-how transfer sustainably rooted in the region. The use of healing powers remains a valuable topic, which � Promotion of inter-sector networking for contributes to added value locally and is hand- greater added value in manual crafts, gourmet ed down from generation to generation. In this gastronomy and tourism way, holistic health provides a benefit for peo- � Supporting members in unusual situations ple and for the regional economy’s ability to � Project development, fundraising and sub- perform, while strengthening our relationship missions; help with grant applications and fi- with our own living environment. nancing strategies; sponsor contacts � Lobbying for image, funding and legal circumstances (e.g. recognition, approval, health insurance reimbursement)

5.2 Craftsmanship in Kulturpark Eisenstraße Author: Barbara Reisenbichler, Toni Kofler

Since 1990, regional development has been tak- The association supports the implementation of ing place in the Kulturpark Eisenstraße (Culture regional development projects in the following Park Iron trail) region. The association of the domains: same name was established in order to preserve the cultural heritage of the region, which consists � culinary delights primarily of the traditional forging industry and its � tourism remaining buildings. In the first years, the focus � energy self-sufficiency was put on preserving of old forges from decay. � teaching and learning However, not only the buildings were preserved, � history and future (including culture and intan- but also the art of forging itself, which had been gible cultural heritage) nearly forgotten for many decades. The aim of the association was to preserve the cultural herit- Since 1990, several projects have been devel- age on which the region’s wealth is based. oped and carried out. One of the most impor- Today, Kulturpark Eisenstraße comprises 25 mu- tant ones was the oral history project “Doku- nicipalities with approximately 67,000 inhabitants mentation Eisenstraße”. With this project, the in the south-western part of Lower Austria. Its association was a finalist for the EDEN award in work is based on three pillars: 2008. The focus was on the “documentation” of the “spirit” of the region. Knowledge about the � preserving and developing the historical and region was collected and published in the on- current cultural heritage of the region line “Schatzsuche Eisenstraße” database (www. � developing tourism together with the Mostvi- eisenstrasse.info/schatzsuche), which resulted in ertel tourism association more than 100,000 data records. The so-called � pushing regional development through differ- “Hörsessel” – special “chairs” that were installed ent initiatives with the help of programmes co-fi- in public spaces – offer stories and experiences nanced by the EU (e.g. Central Europe, Leader) told by older people. In addition, documentation centres called “DokuZ” were developed, which provide information about the region and its cultural resources for every interested person.

110 Now, Kulturpark Eisenstraße tries to refer back developed for the last 20 years and is there- to old traditions when supporting the develop- fore already very well valorised. When visiting ment of different products such as (traditional) festivals such as “Ferraculum” or “Schmiede- costumes or regional bus stops, which have been weihnacht”, the people can experience the designed following the traditional chimneys magic of forging. Forging courses offer the of the forges. With the project “Cultural Cap- opportunity for anyone to learn forging. The ital Counts” (CCC), which started in 2011, the theme trail “forging mile” provides insight into region is once again focusing on its “spirit” by the lives of smiths and other people of former concentrating on its skills, traditions, knowledge times. The forging academy addresses young and know-how, especially in the domain of crafts. girls and boys and motivates them to begin The project is an important further step in the learning forging in their childhoods. The mem- advancement of the association’s regional devel- bership of the municipality Ybbsitz in the “Ring opment activities. It is also a milestone in a long- of European Cities of Iron Works” enables con- term, process-oriented development towards tacts to smiths and other people dealing with innovation based on tradition. In this section, we forging all over Europe. Thanks to all these in- describe our experiences from CCC concerning itiatives, “Forging in Ybbsitz” was included in the valorisation of intangible cultural heritage in the inventory of the Austrian Intangible Cultur- general, with a special focus on crafts and the al Heritage in 2010. planned network of craftspeople within the region However, there is also a wide variety of other (Fig. 5.4). special crafts that can be found in Kulturpark Eisenstraße, which have a significant poten- Step 1: Raising awareness of the intangible tial for valorisation. The CCC project played cultural heritage a significant role in discovering these crafts. Without a doubt, forging is the most popular Research conducted into the intangible cul- craft in the region. It has been continuously tural heritage of the region uncovered crafts

Fig. 5.4: Kulturpark Eisenstraße was established in 1990 in order to preserve the cultural heritage of the region, which consists of the traditional forging industry and its remaining buildings

111 currently considered “exotic”, such as book- concerning the valorisation of intangible cultur- binding, tailoring leather trousers, cooping, al heritage with a focus on crafts (Fig. 5.5). making sgraffito facades, charcoal burning or producing whetstones. Crafts and intangible cultural heritage in gen- Since there was not enough space to mention eral have also been present at different fes- all of them in the “Living traditions, regional tivals within the region (5-Elemente-Fest, knowledge and talents” brochure, which dealt Zweiklang). In this way, a broad public has been with the intangible cultural heritage of Kultur- made aware of the regional wealth in crafts. park Eisenstraße, a series of newspaper arti- The people could not only see the final prod- cles was started, which presented selected ucts, but also the ways in which they are pro- special crafts to the public over a 3-month peri- duced. This increased the appreciation for the od. The response was very positive. The people different kinds of craftsmanship. became aware of the wide diversity of crafts in Tourism also became interested in crafts in our region, and the craftspeople themselves Kulturpark Eisenstraße. Together with Mostvi- enjoyed the attention given to their skills. Oth- ertel tourism and the “Kreativreisen” (Creative er media also became interested in the intan- Tourism) initiative, different craftspeople and gible cultural heritage and the craftsmanship providers of other creative offers began coop- of Kulturpark Eisenstraße and presented it in erating and promoting special offers to guests several articles and TV programs. looking for active and creative holidays. In addition, excursions were organised that showed the rich craftsmanship of the region. Step 2a: General conditions and strategic ap- On the one hand, they took place within the proach region in order to promote the regional crafts We are living in a consumer society. For a little to multipliers who would promote them further money, we can buy anything that we want. In to other people. On the other hand, they took our throwaway society, there seems to be no place in other regions with a focus on crafts, in need for repairing things that do not work. order to get to know best-practice examples We just throw them away and buy new things.

Fig. 5.5: Excursions within the region displayed the rich craftsmanship

112 Nevertheless, there is also a desire to have home. Since they enjoy flexible working hours, high-quality products “for a whole lifetime”. their professional and private lives can be com- We are also living in the age of globalisation. bined quite well. We have access to products and traditions � Working at home also contributes to sus- from all over the world. Some young people tainability. There are no long commutes, and a are better informed about the traditions of oth- family might only need one car instead of two. er countries than their own. However, this can � The planned “Craftsmanship in Kulturpark also give rise to a desire to explore one’s own Eisenstraße” network will also promote coop- history and past, in order to understand where eration and networking among craftspeople. we come from. People want to do things them- � Old knowledge about crafts is passed on selves again. They want to create things with to the next generations. This ensures a mutual their hands, or at least know where the things understanding among the generations. Moreo- they buy come from. Courses such as “How ver, the intangible cultural heritage can endure. to make your own Christmas wreath” are very popular at the moment. One of the main aims of the “Kulturpark Eisen- In addition, we are living in times of econom- straße” association is to make people proud ic uncertainty. Many companies have difficulty of their roots and their region. They should be selling their products or services, which leads aware of their regional wealth and enjoy living to a higher rate of unemployment. Therefore, here. Even though the region offers quite good some people are looking for a second area of possibilities for living and working, many young activity. A focus on intangible cultural heritage, people move to bigger towns that have a wid- especially on crafts, can be a good reaction to er pool of working and leisure activities or that these current trends. They offer a great poten- offer better possibilities to combine their pro- tial for valorisation, because: fessional and private lives. Making craftsmanship popular by raising the � Handicraft products are generally durable, awareness for our intangible cultural heritage high-quality products. and by creating a network of craftspeople in � There is a great deal of interest in crafts at the region can be an important factor for ac- the moment. People like to (manually) produce knowledging our intangible regional wealth. things of their own. Furthermore, it offers opportunities for the � Crafts can create income and jobs. They are personal development of individuals that have a qualified domain for a second area of activity. to look for new job opportunities because of For example, people can start with crafts as a the economic crisis. In the long run, a focus on hobby and perhaps then make a job out of it craftsmanship and intangible cultural heritage after some years. in general can help us to come closer to our vi- � Since craftspeople are frequently one-per- sion of making Kulturpark Eisenstraße an even son businesses, their workplaces are often at better place to live.

Fig. 5.6: Crafts offer a great potential for valorisation; they can create income and jobs

113 Step 2b: Vision development general interest in crafts and intangible cultural In several workshops organised in the frame heritage in general that has been seen within the of the CCC project, representatives from both last 2 years (e.g. a range of courses concerning the public and private sectors (representatives crafts offered by different adult education insti- of municipal councils and craftspeople) were tutions, events and fairs with a focus on crafts, gathered to consider the opportunities offered training programmes for craftspeople organised by our regional intangible cultural heritage. by the chamber of commerce in cooperation The participants agreed that the intangible cul- with a regional management organisation), this tural heritage of Kulturpark Eisenstraße is a strong sign that crafts truly have a high potential for further valorisation. This interest could � represents the diversity of the region, also be seen in the project “Re-discovering the � is more important than financial prosperity, old”. In this project, a wide variety of project ide- � is characterised by handicraft skills, and as dealt with crafts, including the idea of organ- � has to be made more clearly visible. ising an annual crafts festival to demonstrate the many crafts in Kulturpark Eisenstraße, which will A great trust in the quality of regional tradi- be held for the first time in 2014. tions and skills was expressed. A strong need Based on this, a strong vision was created, which for networking, cooperation and an exchange stated that the people living in Kulturpark Eisen- of knowledge and resources among the crafts- straße want to be a great example for the follow- people and representatives of intangible cultural ing generations. The intangible cultural heritage, heritage was discovered. Also, a strong urban in- and especially crafts, are the soil for a fulfilled terest in intangible cultural heritage was found. life. Whereas the people living in larger towns and In summary, it can be stated that one of the core cities are looking for intangible cultural heritage, benefits of the workshops was an raising of the this treasure is omnipresent in the Kulturpark Ei- awareness of the wealth of crafts and intangible senstraße region. With the right strategies, the cultural heritage in general, as well as the network- “rural culture”, and especially intangible cultural ing of the participants and the motivation to start heritage, can be valorised. new initiatives. In addition, they were an important When brainstorming ideas for valorising our in- step towards anchoring the intangible cultural tangible cultural heritage, many ideas from the heritage, especially crafts, in the regional develop- crafts field emerged. In this way, the participants ment strategy. This means that 25 municipalities got a picture of which focus will shape the future will focus on this topic in terms of shared activities work in Kulturpark Eisenstraße. Along with the within the next seven to ten years (Fig. 5.7).

Fig. 5.7: The CCC workshops uncovered a strong need for networking, cooperation and an exchange of knowledge and resources among the craftspeople and representatives of intangible cultural heritage

114 Step 3: Process planning for the next four c. Networking and clustering years This field includes the development of aninter - After creating the vision, all the ideas and val- nal database that contains all craftspeople of ues concerning crafts that emerged within the the region, be they professionals or amateurs. workshops were integrated into a common de- They will be identified by consulting the munic- velopment strategy/action plan dealing with ipalities, the chambers of commerce, regional the valorisation of crafts in Kulturpark Eisen- newspapers, craftspeople that are present at straße. different events, etc. Based on this database, This strategy/action plan was presented to the an online-platform will be developed to pres- representatives of the private and public sec- ent the craftspeople, their skills and their prod- tord (craftspeople and representatives of the ucts to potential customers, as well as to other municipalities) and discussed several times, in craftspeople looking for specialists. Another order to produce a widely accepted strategy/ activity is the creation of a co-working space action plan. The main focus of this strategy/ with a focus on crafts. This would enable craft- action plan is to establish a network of craftspeople to use resources effectively (e.g. to speople that profit from each other by coop- share machines) and provide shared office or erating closely. Thus, the region shall develop sales areas. into a well-known crafts region that also acts as a model of successful regional development d. Identity and communication for other regions. A shared brand for handicraft products from Particular attention is given to innovation. In- the region Kulturpark Eisenstraße will be de- novation is the result of incentive measures veloped. It will characterise innovative qual- for one of the factors of production, namely ity products produced within the region and “land”, “labour”, “capital”, “public services/ strengthen the self-confidence of the partici- law” and “knowledge”. It can also emerge from pating craftspeople. A biennial crafts festival new combinations of the factors of production. will help the craftspeople display and sell their The crafts development strategy comprises 4 products to customers. In the context of this fields of intervention: festival, an innovation prize will be awarded to craftspeople who combine tradition with inno- a. further development of know-how vation. b.transfer of know-how and information c. networking and clustering The strategy/action plan will act as a guideline d. identity and communication for future crafts-related activities. Of course, Within these fields of intervention, the follow- there can be changes when implementing the ing activities are foreseen: planned activities. For the implementation, a series of smaller projects will be necessary, in a. Further development of know-how order to support the initiatives of the crafts- This means not only further training in specific people. The Kulturpark Eisenstraße association areas of expertise, but especially knowledge will assist in the activities of the craftspeople concerning the valorisation of products. with its expertise and will also try to set up a core funding via a co-financed project. The b. Transfer of know-how and information most important factor, however, is a well-func- Two “talent fairs” are foreseen. On the one tioning network of craftspeople because this hand, their goal is to foster networking among ensures sustainability and can also help devel- the different craftspeople, which should result op a range of awareness-raising activities for in different collaborative activities. On the oth- preserving knowledge of traditional crafts (Fig. er hand, their goal is to link the talents of the 5.8 - next side). region Kulturpark Eisenstraße with talents from outside, such as designers.

115 Steps 4 and 5: Long-term valorisation and The network will grow continually and devel- enabling continual advancement op further activities. Its members will work to- With the CCC project, the Kulturpark Eisen- gether more closely and continually exchange straße association and its 25 member munici- views. This communication, along with shared palities have identified intangible cultural her- campaigns, will ensure that members can prof- itage, and especially crafts, as one of the main it concretely from the network. The image points of interest for work in the coming years. of intangible cultural heritage, and crafts in They make our region truly special and are an particular, will grow. This will create a breed- authentic part of our lives that has developed ing ground for new ideas and initiatives. The throughout the course of history. population will appreciate the quality of hand- Therefore, crafts and intangible cultural her- icraft products that originate from Kulturpark itage in general provide the logical basis for Eisenstraße and will also appreciate the special regional development processes and will be work of the regional craftspeople. Traditional included in the regional development strategy craft skills will be passed on from generation to for the next seven to ten years. This will ensure a generation, and they will provide the basis for long-term valorisation of the intangible cultural regional added value. heritage in general, and especially of crafts. It will also help move from project-oriented work towards a long-term process, which is a very important step towards the common vision. Kulturpark Eisenstraße will continue raising awareness of the topic (especially by media coverage or by including the topic in the organisation of different events) and looking for synergies with the different activities going on in the region. Intangible cultural heritage and crafts will be included in the daily work of the association, which will continue accompanying the group of craftspeople in their meetings, helping them to coordinate their networking activities.

Fig. 5.8: A well-functioning network of craftspeople ensures sustainability and can help develop a range of awareness-raising activities for preserving knowledge of traditional crafts

116 5.3 Fostering local excellences and synergies between tradition and innovation in Verona Authors: Elisabeth Graf, Roberto Sandrini

Since 2001, Verona Innovazione (VerInn) has had competitiveness and job creation. For this rea- an office dedicated to promoting local entrepre- son, several initiatives aim to provide support neurs. Supporting the creation of new enterprises to future entrepreneurs, and the Veneto Region to valorise local resources and skills is part of Ver- has recently begun to emphasise the impor- Inn’s mission. With the CCC project, the services tance of valorising local resources and skills. This offered acquired a new dimension, fostering lo- orientation is expressed in the granting of extra cal excellences and synergies between tradition points for those entrepreneurial ideas that take and innovation. Based on the experience of the in to account local traditions and participate in CCC project, VerInn is now initiating several oth- calls for proposals and other initiatives funded er projects and initiatives to continue the process by the Veneto Region. of valorisation. The process of valorisation within the services of VerInn started with the interviews conduct- Step 1: Discovering the entrepreneurial di- ed in Workpackage 3 by the CCC project. The mension most important ICH factors were identified by Connecting the entrepreneurial dimension creating macro categories. The most repre- with the ICH classified by UNESCO has been sentative sectors for the region were Agricul- an enlightening experience. The Chamber tural Produce, Craftsmanship, Culture, Wine of Commerce and its statistics offices create and Food, Popular Festivals and Events. This quantitative reports that analyse local compa- analysis gave us the opportunity to discover nies. However, there is no report available that how typical arts and crafts traditions have de- highlights the connection between traditions veloped into enterprises, goods and products and the economic value created by the com- that are well–known all over the world. There panies valorising the ICH. The identification of are many “cultural” professions that form a the ICH during the CCC project revealed how fundamental part of this creative system and the oldest practices have been transferred into knowledge society, which can also guide Vero- local excellences, such as wine and food pro- na through the difficulties currently facing the duction, marble extraction and workmanship. economy. For this reason, providing major sup- Starting from small enterprises, they have be- port to enterprises and people who hold this come large industries, although SMEs still pre- knowledge has become a priority. vail. VerInn is also trying to build on the high entre- Step 2: Vision and perspective: How to val- preneurial spirit that characterizes the region. orise the ICH through companies With a local population of 925,290 (ISTAT 2012) In general, Verona Innovazione provides sev- and 98,215 registered companies (Econom- eral services that indirectly support companies ic Report 2013), Verona has a high density of in their valorisation process by focusing on ef- entrepreneurs. One out of 10 people is an en- ficient communication strategies and working trepreneur, and VerInn’s Start-up desk (Servizio with sectors that are strongly related to the Nuova Impresa) provides consultancy services local territory. Since the approval of the CCC to around 1,000 aspiring entrepreneurs (963 in project, the focus on ICH has increased. By 2013). This entrepreneurial attitude is a valuable identifying the three major areas of interven- resource for the region and fosters the creation tion (i.e. Agro-Foods, Culture and Craftsman- of new products and services. In light of the on- ship), VerInn wanted to promote the program going economic crisis, the European Union and and test the efficacy of the methodology de- the Veneto Region want to foster this entrepre- veloped by the CCC partners. neurial spirit in order to tackle problems such as

117 Pilot trainings and actions represented a first When organizing the training courses, in order opportunity to test an innovative and interac- to involve a high number of companies and tive training method and to assist aspiring en- aspiring entrepreneurs, we promoted the ac- trepreneurs and companies over a longer peri- tivities online, with a newsletter, press releases od of time through an extensive coaching. The and by spreading the message to our network results of the activities will be transformed into of local operators. Although numerous aspiring an interactive web app for the aspiring entre- entrepreneurs participated, only a few compa- preneur, with a particular focus on local ICH, nies attended the course. which will guarantee the long-term sustaina- The training course was highly interactive and bility of the activity. A guide for policy makers hands on. After an initial introduction to ICH and stakeholders will be created to facilitate and its value for the territory, participants had the replication of the training carried out in the to present their idea. With feedback from the pilot action. others, they had to find strategies for making it more valuable for the local setting and its in- The overall aim is to build a network of local ac- habitants. In a second session, they worked on tors to spread the results and create initiatives their business models and on elevator speech- that can continue with the valorisation process, es to present their ideas. Examples for every even after the project comes to an end. sector were provided, and testimonials were solicited. By presenting one concrete experi- StepCRS 3: for Planning SRD, CCC the process ence, participants could ask several questions53 The methodology was applied to support fu- and deepen their knowledge of the constraints tureThe or existingmethodology enterprises was in appliedtheir valorisation to support and future milestones or existing all entrepreneurs enterprises face inin their process.valorisation Starting process. from the training,Starting the from pilot theac- trainingadventures, the (Fig. pilot 5.10) action. was designed as tionfollows: was designed as follows: (Fig. 5.9)

Training for the Handicrafts, Agro Food and Cultural sectors

60 participants

56 ideas submitted: selection of the 30 ideas for the check-up Evaluation to identify their needs and the right coach – 24 ideas

Strategic Communication Economic and Strategic development and and marketing fiscal advice development business models (catering and accommodation)

11 focus groups – 48 hours of additional training

Individual coaching 10h each - 240h

Fig. 5.9: Schedule from pilot trainings to the pilot actions in the CCC project Fig. 5.9: Schedule from pilot trainings to the pilot actions in the CCC project

When organizing the training courses, in order to involve a high number of companies and aspiring entrepreneurs, we promoted the activities online, with a 118 newsletter, press releases and by spreading the message to our network of local operators. Although numerous aspiring entrepreneurs participated, only a few companies attended the course. The training course was highly interactive and hands on. After an initial introduction to ICH and its value for the territory, participants had to present their idea. With feedback from the others, they had to find strategies for making it more valuable for the local setting and its inhabitants. In a second session, they worked on their business models and on elevator speeches to present their ideas. Examples for every sector were provided, and testimonials were solicited. By presenting one concrete experience, participants could ask several questions and deepen their knowledge of the constraints and milestones all entrepreneurs face in their adventures.

Fig. 5.10: Training course with entrepreneurs at VerInn

After the trainings, the ideas were evaluated us- such as communication, legal and fiscal frame- ing a questionnaire filled out by every participant. works, territorial networks and how to create In total, 30 ideas were selected for the evaluation cultural offers were proposed. A high level of using parameters such as previous experience, participation confirmed the importance of tai- coherence and sustainability of the idea. The eval- loring the informative sessions to the partici- uation was coordinated by an expert, who made pants’ needs. Another positive side effect was a qualitative assessment of the idea and identified that cohesion was fostered within the group. the major needs of the aspiring entrepreneurs. In the coaching session, participants could ask The aim was to select the best 24 ideas, which questions and solve problems related to their were then admitted for the coaching. ideas together with the experts. Concrete ad- Eleven focus groups were held to create a net- vice was given, and the coaches were invited to work and a common understanding of major submit a detailed evaluation and to share the business topics among the participants. Topics tools used during the sessions.

Fig. 5.11: Coaching session with experts

119 In an interactive webapp, the results will be � Dieta Mediterranea: In view of Expo 2015, made available for all aspiring entrepreneurs, the national System of the Chambers of Com- together with a methodological guide for pub- merce proposed a project aimed at the val- lic stakeholders and policy makers. During orisation of local dishes and produce. VerInn this pilot action, we already achieved initial joined the regional partnership and is now results. Some of the participants opened their waiting for the approval of the project. “shops” or exhibitions and conducted testing � Fondazione Telecom – A call for proposals activities. The final questionnaires, which were aiming at valorising intangible knowledge re- highly positive, testified to real improvements lated to handicrafts was issued. Together with in their ideas. An informal group on facebook other local actors, VerInn proposed a project was created that continues to promote events, that further develops the traditional letterpress and participants have remained in contact even by involving new technologies and marginal- after the end of the coaching. ized individuals. Out of more than 300 project proposals, the project was selected for final Step 4: Awareness raising – long-term valori- evaluation. Results will be available by the end sation of 2013. The initial results of these activities have al- � Wood2good, a project that was recently ready been documented, and the real impact approved in the Progress Programme, will en- will also be measured by the monitoring sys- hance our capacity to work with the wood and tem. With the launch of the interactive webapp furniture district and to valorise the skills of the in February 2014, the results will be presented workers and entrepreneurs. to a wider public. Since 2001, VerInn has been a These are only initial projects that aim to con- reference for aspiring entrepreneurs, highlight- tinue the work started with the CCC project. ing the local ICH. Presenting best practices and The pilot action of the CCC involves public innovative enterprises in small events or publi- actors and aims to develop a network and to cations has proven to be an effective method work on future project proposals capitalizing of awareness raising. Daily contact with new the activities of the CCC. For this reason, ini- start-ups or people who simply have an idea tial workshops have been organized to involve gives VerInn the chance to support them and local stakeholders and public actors in new indirectly help them to be more successful in project proposals based upon the needs of the their endeavours. region. Other networks and projects are be- On a second level, informing our board of di- ing negotiated, and results will be available in rectors and the decision-makers in the Cham- 2014. ber of Commerce about the results should give us the necessary support and resources to sustain these activities in the coming years.

Step 5: Networking and Inspiration The pilot action itself proposed VerInn as a hub of a wider network of public and private actors working in the field of entrepreneurship. This allowed us to involve them in new project proposals that will continue with the valorisation process.

120 5.4 The role of development agencies and cultural association for a regional development based on cultural resources in Piemont Author: Roberta Davisod

Lamoro Development Agency was founded in gies. For 14 years, Lamoro has been supporting 1995 as a consortium of public and private bod- local and municipal actors and their associations ies, thanks to the initiative of 70 public authorities in enhancing their quality standard, with a special based in the rural areas of south Piedmont (Italy). focus on capacity building. Lamoro’s mission is to It was founded by Municipalities, Chambers of increase levels of socio-economic development Commerce and Associations located in the hilly by implementing development strategies. Over areas of Langhe, Monferrato and Roero. the years, this consortium has worked to stimu- The aim was to create a new economy based on late growth in the region by implementing de- the exploitation of local resources, valorisation velopment strategies in a variety of fields, from of territorial identity and human capital develop- cultural activities to environmental protection. ment. There was a strong need to halt depop- Lamoro assists and supports associated author- ulation of rural areas and to combat the unem- ities belonging to its network in the implemen- ployment brought on by the economic crisis by tation, planning and management of diverse creating a favourable environment for attracting projects addressing issues such as local and rural new investment. Therefore, Lamoro was founded development, energy, capacity building, labour in order to foster regional sustainable develop- policies, and cultural heritage. ment by implementing innovative policies that Although Lamoro acts in the public interest for bring together the public and private sectors. the region represented, it maintains manage- The agency is in charge of improving the devel- ment independence and operative authority in opment opportunities for a vast rural area in Italy the definition of its strategies and activities de- by formulating sustainable development strate- velopment plan.

Best Practise: Book Village, Landscape Museum, Literary Park

In the framework of the CCC project, Lamoro aimed to promote and valorise the heritage re- promoted three main activities closely linked to lated to the publishing sector. Its always busy the local cultural heritage: a Book Village, a Lit- schedule features readings by authors, literary erary Park and a Landscape Museum. All three festivals, theatre performances, art exhibitions, projects are intended as durable tools for rais- photography, and so on. ing awareness of the region’s unique character. The Literary Park of Langhe, Monferrato and Therefore, they provide a good example of long- Roero (www.parcoletterario.it) offers local inhab- term Intangible Cultural Heritage valorisation. itants and tourists a “reading” of the landscape A large number of agents and stakeholders are and cultural identity of the territories that were involved in these three projects, from the Mu- home to some major Italian writers (Vittorio Al- nicipalities, which are politically involved, to the fieri, Beppe Fenoglio, and Cesare Pavese, to private sector, which brings the local economic name just a few). In other words, it offers visi- sustainability needed to keep ICH alive for future tors, be they enthusiastic readers or not, a key generations. to interpret the landscape, literary identity and The projects are managed by the municipalities local culture. The Literary Park involves a wide with the active contribution of voluntary associ- variety for cultural activities: narrated visits, the- ations and are based on a bottom-up approach, atre, writing competitions for schools of all kinds which proceeds from the actual needs of the ter- and grades, organization of summer schools for ritory and the resources that are available. The students and fans of the subject (Fig. 5.12 - next Book Village, set in Frassineto Po, is an activity side).

121 Magliano Alfieri is a natural belvedere in the which is housed in the historical Alfieri family Tanaro valley in the hilly area of the Langa. The Castle, consists of three separate but related strong desire to protect and promote the local centres: the internal path in the castle, the out- cultural heritage is evident from the establish- er course in the surrounding countryside, and ment of the “Theatre of Landscape” museum. the documentation centre, which is located in This natural museum consists of an interactive one of the castle towers. The documentation path that shows visitors the beauty of the riv- centre houses an immense library of aural and er and hilly landscape and makes them feel visual heritage. The museum also interacts with involved in it. Indeed, they can travel through the external environment, and visitors can walk both space and time (e.g. sailing the Tanaro riv- outer country paths that originate at the castle er in the scenery of 1900) or explore what will to fully enjoy the beauty of the environment. happen to the region as a consequence of the The main goals of this project are the promo- current choices being made in the fields of eco- tion of the Alfieri family Castle, the strengthen- nomics, production and construction. ing of the tourism and cultural offerings, build- In order to highlight the recent significant ing appreciation of the local cultural heritage, changes in the region, the project is divided and the public sensitization towards the land- into five thematic areas: memory, hills, river, scape and nature. stone, and knowledge. This cultural initiative,

The agents involved in the process

1. Municipalities: One must always remember 2. Associations/networks of municipalities that political agents can change over time. For at regional/national level: Through these net- this reason, the commitment of municipalities works and associations, projects that have al- must be ensured through official acts. None- ready been successful on a local level can be theless, personal contacts with mayors and implemented and promoted in wider areas. competent officials ensureCRS for rich SR D,direct CCC exchang- 58 es. Therefore, it is necessary to maintain both 3. Organisations of the civil society: This formal and informal contactsand local with culture. mayors The and Literary group, Park which involves includes a culturalwide variety associationsfor cultural and activities: municipalities, in ordernarrated to guarantee visits, a goodtheatre, re - writingnon-profit competitions entities, for possesses schools theof allknowledge, kinds and grades, lationship over the courseorganization of time. of summer schoolscompetences for students and andmotivation fans of tothe keep subject. ICH alive.

Fig. 5.12: The authorsFig. represented 5.12: The in a theuthors Literary represented Park in the Literary Park Magliano Alfieri is a natural belvedere in the Tanaro valley in the hilly area of the Langa. The strong desire to protect and promote the local cultural heritage is evident from the establishment of the “Theatre of Landscape” museum. This natural museum 122 consists of an interactive path that shows visitors the beauty of the river and hilly landscape and makes them feel involved in it. Indeed, they can travel through both space and time (e.g. sailing the Tanaro river in the scenery of 1900) or explore what will happen to the region as a consequence of the current choices being made in the fields of economics, production and construction. In order to highlight the recent significant changes in the region, the project is divided into five thematic areas: memory, hills, river, stone, and knowledge. This cultural initiative, which is housed in the historical Alfieri family Castle, consists of three separate but related centres: the internal path in the castle, the outer course in the surrounding countryside, and the documentation centre, which is located in one of the castle towers. The documentation centre houses an immense library of aural and visual heritage. The museum also interacts with the external environment, and visitors can walk outer country paths that originate at the castle to fully enjoy the beauty of the environment. The main goals of this project are the promotion of the Alfieri family Castle, the strengthening of the tourism and cultural offerings, building appreciation of the local cultural heritage, and the public sensitization towards the landscape and nature.

4. Local inhabitants: The involvement of the 5. Private sector: As stakeholders in the pro- local population is crucial in ensuring the jects, entrepreneurs not only have an economic long-lasting effects of the initiatives. In fact, a interest, but they are also part of the local en- project cannot be fully implemented if the in- vironment. Indeed, they represent one of the habitants in the area do not completely under- most dynamic sectors of the local society, and stand and support it. Therefore, their sensitiza- they are more likely to actively contribute to tion is essential for the success of the initiatives the project and get involved in its implementa- planned. tion. Furthermore, direct exchanges with such individuals, even at an unofficial level, may lead to new ideas.

The Cultural Association “Amici del Castello di Magliano Alfieri”

The cultural association “Amici del Castello sociation, which has a regular statute, under- Alfieri” (“Friends of the Alfieri Castle”) was takes the protection, preservation and promo- officially founded on 26 October 1991. This tion of the Alfieri Castle, in order to revive it initiative has been promoted by the highest and make it into a symbol of the social situation representatives of the local associations that of Magliano. In fact, the castle, which has now were already active in the Magliano region, the been restored, has been involved in several di- vicars of the two parish churches, and several verse cultural and artistic initiatives designed representatives of the cultural administration to foster local growth while simultaneously that owns the majestic building. spreading knowledge of Magliano Alfieri be- Drawing on several sources of funding, the As- yond the local borders.

Fig. 5.13: Local inhabitants participating in a cultural event mixing oral and culinary traditions in Monastero Bormida

123 First, the Association had to undertake the committee has been created under the lead of quick preparation of the Museum of Arts and the president. It is divided into three different Traditions by creating an effective management sectors: one for the restoration of the castle, one tasked with establishing a centre for the study for the museum and one for the promotion of of the regional ethnographic and the historical cultural and touristic activities. Of course, the ex- archaeological heritage, which could help attract ecutive committee must ultimately serve as sim- additional research linked to the Museum (Fig. ply the leadership of a widespread movement to 5.14). promote interest in the Alfieri Castle, an inter- However, the efforts of the Association have not est which must also extend beyond the regional been dedicated exclusively to the Castle. On borders, since the building has a significant his- the contrary, it has also addressed other build- torical and cultural relevance. ings that are relevant from an artistic or historical Over the years, several young people from Mag- perspective (e.g. country chapels, votive shafts, liano have joined the Association, demonstrating palaces, farmhouses). The point is that the Alfieri their commitment to the goals of documenting Castle should not become an isolated point of and safeguarding the architectonic, artistic, his- cultural interest in the middle of an abandoned torical-archaeological and landscape heritage land, but rather it should be the flagship for a re- of the Magliano area. Furthermore, the archive gion that can maintain its architectonic heritage. material has been the subject of research by uni- Thus, the Association has multiple missions. In versity students and other researchers interested order to carry out these missions, an executive in the diverse aspects of country culture.

Fig. 5.14: The main entrance of the Alfieri Castle

124 The activities of CCC Project in Magliano

Training portunities (e.g. refurbishing, carpenters work, Training activities took place at the Alfieri Cas- woodworking). tle on April 16th, April 23rd, and May 9th of These sessions trained the volunteers for the 2013. The attendance was 21 on the first day, management of the Landscape Museum, while 14 on the second, and 23 on the third. raising their awareness of theme of immaterial Each of the three training sessions focused on culture. The immaterial heritage of a territory is a different theme: probably the key to its success. While the ma- - April 16th: The first part of the session was terial culture is clearly visible and measurable, dedicated to the presentation of the objectives the intangible one is subjective and unmeas- of the CCC Project. In the second part, the CCC ureable. Therefore, it is extremely important Manual for the Identification of ICH (WP3) was to raise awareness of immaterial culture as presented, and the third part was dedicated to much as possible, in order to make the region the methods and tools for valorising ICH. a unique flagship for the area. - April 23rd: The second training session was focused on a case study: the Royal Residence Workshop of Rivoli, which hosts the Museum of Contem- The workshop took place at the Alfieri Castle porary Art of Torino. The two castles (Rivoli and on 9 May 2013, with 23 people in attendance. Magliano) share some historical ties. The Alfieri The workshop participants included several lo- family was very close to the Savoy family, and cal agents, such as the mayor of Magliano Alfi- the construction of the Castle in Magliano im- eri, mayors of the neighbouring towns and cit- itates some elements present in the royal res- ies, the cultural association “Amici del Castello idences of Rivoli and Torino. Therefore, the Alfieri” itself and diverse other entities (e.g. the history of the castle in Rivoli is a useful source Parco Po Authority). The participants discussed for possible ideas for additional development the possibilities for local development through of the castle in Magliano. For example, the the valorisation and capitalisation of cultural creation of a Contemporary Art Museum in an resources. historic building proved to be the right choice. One of the main outputs of the discussion was Although, Torino Museums of Art prove a good that ICH is of the outmost importance when possible role model, it is not applicable if the decision makers are devising long-term devel- transport facilities and infrastructure are lacking. opment strategy. Therefore, the correct strate- - May, 9th: The third training session was de- gy requires both creativity and networking. In voted to a case history of the fortress in Verrua addition, networking is essential, especially in Savoia, with a special focus on the role of cul- local cases, where the agents (municipalities, tural associations. The fortress in Verrua Savoia enterprises) are often too small to act alone. is a good example on how the involvement of Culture has to be the first development engine local associations can foster regional develop- for small towns as well. In this context, many ment on cultural bases. The fortress in Verrua efforts have been made in the Piedmont region has a military history. The first signs date back to promote wine promotion, although wine is to year 1000, and it is particularly known for not the only asset. its role during the French siege at the begin- Moreover, it was concluded that good ideas ning of the 18th Century. In 2008, a foundation must circulate, so initiatives such as the CCC was created to ensure the restoration and re- project should happen more often. Although habilitation of the fortress and to use cultural there are several interesting initiatives in the initiatives to disseminate information about the field of culture and traditions in the region, history of the fortress. The rehabilitation of the they must be better structured and more com- fortress was important for the area not only be- prehensive. In this area, cultural associations cause it boosted tourism, but also because the play a crucial role in the development and cre- rehabilitation itself created local economic op- ation of cultural realities.

125 In fact, much has been already done in the place and working, it makes no sense to repli- region for the valorisation of typical products cate it. Each area should find its specialisation. and traditions, and one very important aspect Finally, it was concluded that rural areas have is to further expand the promotion of compre- to build on their own unique cultural resources hensive initiatives for the development of rural in order to properly guide their own develop- areas. On the other hand, it is also necessary ment. to avoid duplication. If something is already in

CCC steps in Magliano Alfieri

Step 1: Discovering ICH Step 2: Vision and perspective The first step consisted in conducting interviews After the workshop, the general vision was to gain knowledge about the local culture and drawn up. ICH is essential for the development traditions. Respondents were selected based of long-term strategy. In order to devise an on their knowledge of specific features of the effective plan of action, it is necessary to pay local ICH. The selected interviewees were his- attention to both creativity and networking torians, archivists, academics, entrepreneurs, among the different agents and stakeholders, civil servants, and members of cultural associ- especially as far as the local environment is con- ations. To expand the knowledge gained from cerned. Connections that are formed between these interviews, additional research was then the subjects can foster the circulation of ideas, conducted by reading through the archives, which allows every single entity to contribute some of which were available in the three mu- suggestions. To facilitate the dissemination of nicipalities (Fig. 5.15 ). ideas, it is very important to organize frequent workshops and conventions where the various Lastly, in order to build a general picture of the agents can meet and share ideas. region and its cultural heritage, experience and Furthermore, particularly for rural areas, it is knowledge gained from the Literary Park and oth- necessary to base the development on the re- er previous activities of Lamoro were essential. gion’s unique cultural characteristics, in order

Fig. 5.15: Historical events as part of local traditions

126 to guarantee the long-term success of the de- � Who will do what to achieve our goals? velopment efforts. In fact, copying other areas’ Answering these questions was not an easy strategies can be risky if they do not perfectly task, but the discussion and growing trust fit the local environment. Of course, it can be among the stakeholders involved led to the useful to take other experiences as an example signing of the cooperation protocol, which in of good practices, but ultimately each region the future will lead to joint initiatives and per- must plan the strategy which is best suited to haps more signatories. the local conditions and provides the maximum possible added value for the region. Step 4: Awareness raising and inspiration Defining an effective communication strategy Step 3: Planning the process is always a crucial task for each project. This is Together with the municipality and the “Amici particularly true when the project directly con- del Castello Alfieri” Association, a process was cerns the local population, as is the case with initiated that eventually led to the signing of a the CCC Project. In the case of Lamoro, activ- protocol with the Rivoli Castle for the exchange ities to raise awareness started from the first of experiences and initiatives, with the aim of steps of the project and built on the previous integrating itineraries about the immaterial cul- activities. This was very important in order to ture in the widest possible museum networks. provide a sense of continuation and to avoid In order to plan the process effectively, it was the sense of duplication of activities. first necessary to analyse the current situation The first message, which was transmitted via and define the scope for process planning. At the CCC project website, was to raise aware- the same time, the development strategy was ness of the richness of local ICH. The next step formulated with the cooperation of key agents. was to draw attention to the fact that ICH can Thus, the existing heritage, with its potentials serve as the foundation for building significant and resources, was identified and fully appre- opportunities that go well beyond tourism. In ciated. The preparation began by seeking to parallel, projects results were disseminated via answer the following questions: the project newsletters and other communication tools (e.g. uploading news on Lamoro � What do we already have? Website, placing news items in other newslet- � What do we want to have in the future? ters, conferences, press conferences).

Fig. 5.16: The main Library in Turin, showing the message “Culture=Capital”

127 Our experience shows that, in order to keep ticularly important to gain the support of the up the stakeholders interested in the relevant municipality, which must make the safeguard- issues and the CCC experience, various events ing of immaterial heritage one of its develop- must be planned, such as periodic meetings or ment priorities. cultural soirées. In the organization, it is par-

5.5 Network of craftspeople of the Heart of Slovenia Author: Mija Bokal

In modern European societies, craftsmanship is � Foster a supportive environment for entrepre- an important element of identity. Experts have neurship shown that it is not only about preserving tradi- � Build (or “strengthen and expand”, if it already tional activities, but also about building important exists) an intergenerational support network for opportunities for economic development. Pro- the elderly gressive regions already consider this field very � Establish an energy office for the Heart of Slo- important. They use various measures to pro- venia mote such economic activity and thus contribute � Promote the Heart of Slovenia as a tourist des- to the development of modern craftsmanship. tination Craftsmanship always stems from the talents of � Improve the system of local food self-sufficien- the local inhabitants. These skills represent an in- cy tangible cultural heritage that every region possesses, upon which it can build its identity. The network of craftspeople in the Heart of In the region known as the “Heart of Slovenia”, Slovenia promotes entrepreneurial activity in the which comprises 16 municipalities east of Lju- countryside with an emphasis on local self-suffi- bljana, the capital city of Slovenia, a systematic ciency. It is created in such a way that it connects regional development has been underway since traditional craft knowledge and fosters its broad- 2006. The development is based on potentials er promotion, marketing, proper evaluation, and which arise from the natural resources of the area knowledge transfer to younger generations. Such and its inhabitants. It takes into account their an entrepreneurial approach to the project can self-esteem and identity, wisdom and experi- be broadly applied and consequently influences ence, innovativeness and interconnecting, as well the development of other fields of people’s lives. as personal and structural capital. The period leading up to 2020 will see the establishment of Step 1: Raising awareness of immaterial cultur- a new model of social welfare in the Heart of Slo- al heritage venia, which will be based on three brand pillars: Although there are some handicraft centres in environment (encompassing food self-sufficien- Slovenia, no such centre has been established in cy, water and energy, integral development of the Heart of Slovenia, even though craftsmanship people’s competences and active socialising), en- presents a unique opportunity individual devel- trepreneurship and tourism. The ultimate goal opment, the preservation of tradition, and the is to improve the quality of life for all the people creation of new entrepreneurial opportunities. who live and work within the Heart of Slovenia. The Development Centre of the Heart of Slove- Discussions with people in the Heart of Slovenia nia took the initiative for establishing a network designed to investigate environmental potentials that would connect craftspeople and different for the period of 2014-2020 six process priori- organisations from the field of craftsmanship in ties upon which we must focus: the region. Approximately 150 people respond- ed to the initiative and expressed a desire to net- � Build (or “strengthen and expand”, if it already work and improve their handicraft knowledge. exists) a network of craftspeople in the Heart of Slovenia

128 Although most respondents are hobby crafts- workshops and meetings, we discovered that people, one group of approximately 80 craft- people and societies who work in this area wish speople has already developed a quality em- to interconnect and explore their potentials. blem (Craftsmanship, Art & Craft Slovenia), In the current times of economic crisis, when and many of them have already been quite suc- many among the elderly and young are unem- cessful. However, they are not interconnected, ployed, traditional knowledge and skills offer and their knowledge is not transferred system- significant opportunity, of which the younger atically, which is why the Slovenian tradition is generation is particularly aware. disappearing. The craftspeople only use their Craftsmanship is indirectly connected with own ideas and take action on their own, which many small projects that are already being im- is why we believe the establishment of a net- plemented in the Heart of Slovenia, such as work of craftspeople offers important develop- craft workshops that are held in schools and so- ment potential. cieties, informal socialising of different interest The Cultural Capital Counts project encour- groups, farms with supplementary activities, aged us to take a closer look at immaterial tourism programmes that involve content relat- cultural potentials in our area, which ultimately ed to traditional professions, and inventories of uncovered a nearly unlimited wealth of handi- cultural heritage that have been conducted in craft resources. We found people living among the past, as well as endeavours for better local us who can weave baskets, felt wool, sew, em- self-sufficiency and the evaluation of heritage. broider, crochet, construct outstanding musi- By promoting all these activities, we contrib- cal instruments, and make excellent handicraft ute to a better quality of life, which is the ba- products from ceramic, wood, metal and other sic principle of the Heart of Slovenia. The initi- materials, as well as people creating premium ative to promote a systematic approach to the local culinary and herbal products based on a development of this field is feasible and can be philosophy of living in harmony with nature. carried out with the help of numerous stake- In our booklet “Our Cultural Wealth”, we pre- holders (Fig. 5.17). sented many examples of the treasury of immaterial cultural heritage. By implementing many

Fig. 5.17: Within the CCC project, the craftspeople from the Heart of Slovenia had the opportunity to get acquainted with the best Slovenian handicrafts centre in Veržej

129 Step 2a: Strategic approach ence development policy at the national level. The Heart of Slovenia is striving to become a In Slovenia, people do not fully understand or place of opportunities for people who live appreciate the importance of craftsmanship for and work here. By acknowledging their crafts- the country’s economy. By following the “bot- manship skills, which are closely intertwined with tom-up” approach, we are striving to improve both entrepreneurship in a broader sense and a different development initiatives originating strategic approach, we can realise this vision. Im- in the local community and creative centres plementing the process of developing this field (community-led local development), thereby will help achieve the following sustainable multi- strengthening the Heart of Slovenia brand by plicative effects on the region: adding new, high-quality partners. The economic crisis offers a significant opportu- � Build a network and increase employment nity for the development of individuals, as the opportunities by following the principle of social lack of jobs encourages many people to pursue entrepreneurship independent, entrepreneurial endeavors, and � Develop a business model which contains a their own knowledge and skills are the ideal systemic approach to connecting stakeholders source for such opportunities. The promotion and creating solutions that foster sustainable ac- of craftsmanship, idea exchange and intergen- tion and development, which can then be trans- erational knowledge transfer have long-term ferred to other sectors positive effects. However despite the important � Guarantee the intergenerational transfer influence on people’s lives, well-being and social of cultural heritage by involving different age inclusion, many modern countries neglect this groups and different segments in both the crea- area. Moreover, networking in this field can con- tion and consumption of goods and experiences tribute to a better product quality, as there is a si- that combine traditional and modern approaches multaneous knowledge and experience transfer � Develop an interdisciplinary approach by among the people. involving experts from various fields, as well as Craftsmanship will be one of the important pri- from the academic, scientific, entrepreneurial, orities of the Heart of Slovenia LEADER area in education and policy-making spheres the next programme period, as we believe that Developing our own model can ultimately influ- promoting development of this area will help

Fig. 5.18: The handicraft expert Janez Bogataj, PhD participated in one of the training courses

130 foster new job creation, healthy rural cores, a to good practice examples (e.g. we visited the sense of personal responsibility for one’s own most successful craft centre in Slovenia, which is development, and other opportunities in the re- located in the neighbouring region). At the same gion. time, our craftspeople met other craftspeople who are already successfully marketing their craft Step 2b: Vision development knowledge. We concluded that the primary ben- In 2012 and 2013, numerous activities were car- efits of the training course were networking and ried out in the context of implementing the Cul- identifying people’s potential (Fig. 5.18). tural Capital Counts project in order to create a vision for craftsmanship in the Heart of Slovenia. In the autumn of 2013, we were intensively pre- At the end of 2012, we organised several work- paring an action plan for the pilot action “Net- shops in different places within the region, in work of Craftspeople of the Heart of Slovenia” which approximately 50 people participated together with external experts from the field of (i.e. representatives of local communities, socie- ethnology, regional development and communities, other organisations and individuals). The aim cations. A workshop was organised for societies of these workshops was to evaluate immaterial and individual craftspeople, where we identified cultural resources. Craftsmanship was mentioned the main areas that we would strive to develop repeatedly as the primary activity that needs to further. A workshop w as also held for local coor- be more systematically developed in the future. dinators from individual municipalities that sup- In June of 2013, we held a training course for port the project and joint activities, in which we craftspeople in three parts, which were attend- also defined the main tasks and aims(Fig. 5.19). ed by approximately 60 people. We focused primarily on potentials stemming from the envi- With a vision, concrete goals and defined tasks, ronment and the people. Perhaps a small group we are now starting the journey to the Network of people would be better suited for developing of Craftspeople of the Heart of Slovenia. By the visions of individuals properly. On the other 2020, it will become a model of the most suc- hand, such a large response shows craftsman- cessful network of craftspeople, societies and ship offers an outstanding potential for the re- craft centres in Slovenia. gion. Part of the training course was dedicated

Fig. 5.19: The craftspeople had a chance to be actively involved in the future planning of the Network of Craftspeople of the Heart of Slovenia

131 Step 3: Process planning for the next seven where they promote the preservation and years transfer of craft knowledge to younger gener- From the different forms of regional craft cen- ations. We will strive to connect and guide the tres that are possible, the non-centralised net- aforementioned initiatives to achieve improved work activity in the sense of connecting small- quality and recognition. scale craft workshops or centres in different � Develop craft workshops held in crafts- municipalities seems to be the most suitable people’s shops form for the Heart of Slovenia. This form has When investigating the interest in the field, we the following advantages: it is well suited to discovered that there are quite a number of the geographical and cultural diversity of the craftspeople in the Heart of Slovenia area who area; it is well adjusted to the activities that are are interested in occasionally opening their already being implemented in the region; and craft workshops for the broader public. Such it is particularly sustainable. The area contains workshops could improve the current tourism a wide variety of handicrafts, and individual lo- and educational offering within the Heart of cal identities are very distinctive. Implementing Slovenia. the programme, will require network partners � Selling handicraft products (i.e. individual craftspeople and organisations), Visitors will be able to buy handicraft products who would implement different training cours- at certain points in different municipalities, es at proposed micro-locations in different mu- which will be part of the craft network. The best nicipalities. way would be to select locations that are open most of the time (e.g. higher quality inns, tourist We will develop the network of craftspeople of farms, TICs) and furnish them with a showcase the Heart of Slovenia in three fields: for local handicrafts, as well as products from the broader vicinity. There is also the possibility of � Connect the existing initiatives within so- selling products online or preparing a catalogue cieties which connect craftspeople at the lo- of handicraft products that can be promoted cal level on the Heart of Slovenia website. One of the In most municipalities in the Heart of Slove- possibilities is to open a Heart of Slovenia shop nia, people who are interested in traditional (or shops) in Ljubljana or on any other well-visit- crafts join societies. These societies conduct ed location in Slovenia that would sell our local workshops, meetings and event programmes, handicrafts and food products (Fig. 5.20).

Fig. 5.20: Willow basket making is the most widespread handicraft in the Heart of Slovenia

132 The main activities and tasks of the Network of to receive financing from different European pro- Craftspeople of the Heart of Slovenia are: grammes, as well as from the municipalities of the Development Partnership of the Centre of Slove- � Keeping a record of craft knowledge in the area nia. A large part of the programme will continue � Connecting craftspeople and promoting their to be carried out independently, and the Develop- creativity ment Centre of the Heart of Slovenia will manage � Cooperating with kindergartens and schools in it at the regional level(Fig. 5.21). the area � Implementing craft workshops and trainings Step 4: Long-term valorisation � Joint promotion and marketing of craftwork When defining the vision and the main tasks of � Organising regional exhibitions and presenta- the CCC pilot action “Network of Craftspeople tions; participating in local, regional and interna- of the Heart of Slovenia”, we were mindful of the tional events long-term implementation. We believe that crafts- � Encouraging and supporting craftspeople in manship represents one of the key opportunities acquiring regional/national certificates for the development of the Heart of Slovenia area, � Creating an integrated image of craftwork and especially from the perspectives of entrepreneur- individual craft centres (a place where people can ship, intergenerational knowledge transfer and learn certain craft activities) networking within different societies. In the cur- � Including craft centres and content in tourism rent time of economic crisis, people are searching programmes at the regional and national levels for their roots and considering their abilities and � Coordinating other regional craft centres and how to benefit from them. initiatives at the national level In the development programme of the Heart of � Informing the public about the importance of Slovenia 2014-2020, we have identified crafts- preserving craft knowledge manship as one of the key development priorities in the next programme period, which will com- We estimate that we would need approximately prise at least the next 7 years. By following this 100,000 EUR yearly for the implementation of the method of development planning, we are moving network of craftspeople, which would ensure the from individual project activities to long-term pro- coordination of all partners, the implementation of cesses. By increasing the number of activities and programmes in local environments, and the con- including a broad network of partners, we will try ducting of the joint promotional activities that are to achieve the vision gradually. necessary for network development. We expect

Fig. 5.21: The main activity of the Network of Craftspeople of the Heart of Slovenia will be to promote business activities and high-quality products

133 5.6 Pilot Project “GOUF”, a courtyard venue for creative performances and culinary delights Authors: Metka Belingar, Nataša Bartol

The first steps for investigating the intangible of Slovenia, at the crossroads of three major cultural heritage in the region of Bovec were European areas – Slavic, Germanic and Ro- taken in tourism as part of the EDEN Project mance. The Soca River springs from the Julian (European Destinations of Excellence – Dis- Alps, and together with its tributaries, it con- covering our hidden treasures), which was first tributes to typical alpine scenery – deep valleys launched in the year 2008. Intangible cultural surrounded by mountains that are more than heritage was also one of the priorities of the 2,000 meters high. European Commission in 2008, which provided The Bovec region is distinctive in terms of cli- an interesting starting point. In order to find mate, environment, history and language, and new paths of common development in the re- all of these elements are reflected in the char- gion, the Local Tourism Organization Bovec acter of its people. Small cattle herding and (LTO Bovec) decided to include the heritage of cheese-making culture have left an indelible the Soča Front in World War I in the Tales of mark on the local landscape and culture, and Soča Project. other knowledge and know-how developed In the year 2012, the second, larger project in by the inhabitants in response to their environ- the field, the CCC Project, began. We started ment is both precious and important. the CCC Project systematically by researching After World War II, the regional economy and registering intangible cultural heritage, changed, in particular with an increase in with the aim of obtaining a thorough knowl- non-agricultural activities and a decrease in edge of the region’s identity, which was partial- small cattle herding. The region, which had ly lost due to political changes in the decades always depended on travel and intercultural following World War II. In our opinion, values, exchange between Slavic, Germanic and Ro- knowledge and skills of the region also serve mance cultures, was also hampered by new, as a basis for further economic development. closed borders with Austria and Italy. This peri- Therefore, we carefully planned a capitalisation od featured a kind of ‘half-agrarian’ lifestyle, in of these intangible resources. which local farmers often spent their mornings The main objectives of the research were to in factories. Although this helped Bovec and identify the key elements of living cultural her- its people survive the given circumstances, in itage, to raise awareness of the carriers and combination with the new political regime, it connect them, and to encourage innovative also essentially severed almost all ties with the ideas related to intangible cultural heritage, past and tradition. thereby creating added value for the Bovec re- In the past 20 years, the growth of tourism gion based on its local products and services. has contributed to the recognition of the im- In order to achieve our objectives, the five-step portance of cultural heritage. Despite the lack method of the CCC Project was adopted. of an overarching development strategy, this can be considered as the beginning of creat- Step 1: Raising awareness of intangible cul- ing new stories that re-connect with the past. tural heritage Traditional crafts and skills are gaining in im- To explore the sense of identity of inhabitants portance among the younger generations, and of the Bovec region, a systematic approach caterers and cooks have started to study tra- was adopted, whereby we also focused on sig- ditional recipes and add local dishes to their nificant historical events (e.g. important mile- menus. Moreover, tour guiding services based stones that played a vital role in forming the on traditional knowledge about the environ- region’s spirit, its cultural landscape and the ment have evolved considerably in the past few character of those who live there today). years, although this field will require additional The Bovec region lies in the north-western part measures to ensure the quality of services.

134 Research and raising awareness of the importance of the intangible cultural heritage of the Bovec region

A deeper understanding of the environment, and “kompanija”, traditional cheese-making historical background and current state of af- culture, beekeeping, hunting, fishing and guid- fairs in the region was of crucial importance ing represent special practices related to na- for our work. Therefore, we started the project ture. Woodcraft, collecting iron from the war, with research that helped us identify the most and the heritage of the Raibl miners highlight important domains of cultural heritage present traditional craftsmanship, knowledge and in this region. skills. The dishes „Čompe an skuta“, dried The project group conducted more than 40 meat, lamb and the dessert “krafi” are an inte- interviews with heritage bearers, as well as gral part of the local cuisine, and finally, the lo- external and local experts. A large part of the cal dialect, house names, important traditional knowledge we accumulated was derived from events and storytelling were also identified as previous research work, other publicly available important features of the local cultural herit- sources and private archives. The research and age (Fig. 5.21). information gathering created a rich archive, which will serve as a foundation for future research in the field. In the first phase, we identified the key areas CRS for SRD, CCC 78 of intangible heritage still present in the area. Small cattle husbandry, the so-called “mera” important traditional events and storytelling were also identified as important features of the local cultural heritage.

Fig.Fig. 5.21: ExhibitionExhibition and and discussion discussion of ICHof ICH in Bovec in Bovec

Based on the material collected and the research outcomes, we prepared the brochure “The Bovec region – our cultural wealth”, an exhibition of the local cultural135 heritage, and a short play that dramatised the passing of knowledge from one generation to another. The underlying purposes of all these activities was to raise awareness of the importance of cultural heritage and to foster public debate about the intangible values in the region. Connecting the local population with its own cultural wealth has played a significant role in the further development of the project. Obviously, the exhibition and brochure would not have been complete without the input of various renowned Slovenian experts in the fields of ethnology, geography and architecture, as well as individuals who possess a vast knowledge of the local environment.

Based on the material collected and the re- These activities represent the start of a pro- search outcomes, we prepared the brochure ject with a sustainable vision, which strives to “The Bovec region – our cultural wealth”, an reduce the environmental impact, improve the exhibition of the local cultural heritage, and quality of life, increase regional income, pro- a short play that dramatised the passing of mote entrepreneurship and improve the ability knowledge from one generation to another. of the region to face future challenges. The underlying purposes of all these activi- The collected material represented one of the ties was to raise awareness of the importance foundations for the second phase of the pro- of cultural heritage and to foster public de- ject – capitalising the intangible cultural her- bate about the intangible values in the region. itage to improve the economic situation and Connecting the local population with its own quality of life in the region. cultural wealth has played a significant role in the further development of the project. Obvi- Step 2: Strategic approach and vision devel- ously, the exhibition and brochure would not opment have been complete without the input of various renowned Slovenian experts in the fields of Workshops and trainings ethnology, geography and architecture, as well as individuals who possess a vast knowledge of In the second phase, we organised workshops the local environment (Fig. 5.22). on cultural heritage as an opportunity for the development of the private sector and new The brochure is also important because it sums business ideas. First, we carried out meetings up a part of the knowledge about this topic dis- at five locations in Bovec, Trenta and Log pod seminated to date into a meaningful whole. By Mangrtom, to which we invited representatives focusing primarily on descriptions of the living of the private sector, individuals dealing with and visible domains of intangible cultural her- traditional crafts, representatives from associ- itage in this region, it offers a solid foundation ations, entrepreneurs and potential entrepre- for research into the more subtle and abstract neurs, as well as other individuals who are inter- characteristicsCRS of for thisSRD, region. CCC ested in the capitalisation of cultural79 heritage,

Fig. 5.22: Individuals possess a vast knowledge of the local environment. Presentation of Fig. 5.22: Individuals thepossess “Our Cultura a vastl Wealth” knowledge brochure of and the staging local of environment.ICH - Performing Presentation Arts in Bovec of the “OurThe brochureCultural isWealth” also important brochure because and itstaging sums up of a partICH of- Performingthe knowledge Arts about in thisBovec topic disseminated to date into a meaningful whole. By focusing primarily on 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 136 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.

Step 2: Strategic approach and vision development Workshops and trainings

local knowledge and characteristics of the area. ing their business ideas in the future. Participants The workshops were held between April and Au- will continue to implement the measures devel- gust 2013 and were mainly dedicated to local cui- oped during the pilot training, either within their sine, herbalism, self-sufficiency, craftsmanship and own businesses, in new business entities, or in tour guiding (Fig. 5.23). agencies active in regional development. The workshops also served to verify the tools Initial meetings were dedicated to the question developed in the framework of the CCC project. of identity. The participants were asked to think Two ideas (one from the public sector and one about what makes them feel proud about their from the private sector) were selected as pilot region and to try to describe their image of a projects for the verification. A group of partici- perfect day in Bovec. This early phase was also pants came to the conclusion that the region lacks marked by brainstorming and discussing ideas cooperation and integration among local herit- for projects about storytelling, self-sufficiency, age bearers, small businesses, residents, young Waldorf education, tour guiding services, etc. To- people and visitors. Based on this finding, they gether with the agency Spirit Slovenia, the Uni- developed a business idea, the “GOUF” project, versity of Primorska (Faculty of Tourism Studies) which was chosen as the pilot project for the pri- and the Laboratory of tourism potentials (T-Lab), vate sector. we also presented some examples of good practice. The participants were very impressed by the Vision and perspective development with the “Taste the heritage” project of the Museum of GOUF project group the town Rogatec, as well as by the “Innovation and diversity” project conducted by the Kompas The next stage of the workshops was dedicated Novo Mesto agency for the conservation of vine- to the realisation of the ideas. Together with the yard cottages. trainers Nara Petrovič and Aleš Štempihar, the These „strategic“ workshops with external train- participants identified the internal and external ers were carried out in two stages. The first stage stakeholders of the project, segmented custom- CRS for SRD, CCC 80 consisted of a set of eight workshops, while the ers, prepared price ranges for different customer second set comprised six meetings. The par- segments, conducted a SWOT analysis and creat- ticipants’In the second strong interestphase ,inwe the organised legal and formalworkshops ed an on empathy cultural map. heritage as an opportunity aspectsfor the ofdevelopment starting up a ofbusiness, the private the basics sector of andThe newstory businessof “GOUF” ideas. was created. First, we“GOUF” carried is a businessout meetings entities, at andfive networking locations opportunities, in Bovec, Trenta local andexpression Log pod for aMangrtom, (usually arched) to which courtyard, we ledinvited us to representativesfocus mainly on these of the particular private topics. sector, which individuals is normally dealing at least with partly traditional closed off crafts, by the Atrepresentatives the same time, from the associations,Regional Development entrepreneurs walls of and the house.potential The entrepreneursidea of the project,, as dubbed well Centre (PRC Tolmin) organised a course for local “GOUF under ganjk, a tasty and creative court- as other individuals who are interested in the capitalisation of cultural heritage, local tour guides and a workshop on herbalism, which yard”, is to create a meeting point for the locals and knowledge and characteristics of the area. The workshops were held between April provided a nice supplement to the content of our visitors, a place where people can come together workshops.and August 2013 and were mainly dedicatedto share to thoughts local cuisine,and ideas. herbalism,Another important self- Localsufficiency, stakeholders craftsmanship will utilise theand results tour guiding.of the part of GOUF is the organisation and management workshops and the CCC project when develop- of tour guiding services (Fig. 5.24 - next side).

Fig.Fig. 5.23:5.23: CapitalisationCapitalisation of ofcultural cultural heritage heritage at theat the workshops workshops – exploring– exploring identityidentity Initial meetings were dedicated to the question of identity. The participants were asked to think about what makes them feel proud about their region and to try to describe their image of a perfect day in Bovec. This early phase was also marked137 by brainstorming and discussing ideas for projects about storytelling, self-sufficiency, Waldorf education, tour guiding services, etc. Together with the agency Spirit Slovenia, the University of Primorska (Faculty of Tourism Studies) and the Laboratory of tourism potentials (T-Lab), we also presented some examples of good practice. The participants were very impressed by the “Taste the heritage” project of the Museum of the town Rogatec, as well as by the “Innovation and diversity” project conducted by the Kompas Novo Mesto agency for the conservation of vineyard cottages. These "strategic" workshops with external trainers were carried out in two stages. The first stage consisted of a set of eight workshops, while the second set comprised six meetings. The participants’ strong interest in the legal and formal aspects of starting up a business, the basics of business entities, and networking opportunities, led us to focus mainly on these particular topics. At the same time, the Regional Development Centre (PRC Tolmin) organised a course for local tour guides and a workshop on herbalism, which provided a nice supplement to the content of our workshops. Local stakeholders will utilise the results of the workshops and the CCC project when developing their business ideas in the future. Participants will continue to implement

CRS for SRD, CCC 81 the measures developed during the pilot training, either within their own businesses, in new business entities, or in agencies active in regional development. The workshops also served to verify the tools developed in the framework of the CCC project. Two ideas (one from the public sector and one from the private sector) were selected as pilot projects for the verification. A group of participants came to the conclusion that the region lacks cooperation and integration among local heritage bearers, small businesses, residents, young people and visitors. Based on this finding, they developed a business idea, the “GOUF” project, which was chosen as the pilot project for the private sector.

Vision and perspective development with the GOUF project group The next stage of the workshops was dedicated to the realisation of the ideas. Together with the trainers Nara Petrovi• and Alea ` tempihar, the participants identified the internal and external stakeholders of the project, segmented customers, prepared price ranges for different customer segments, conducted a SWOT analysis and created an empathy map. The story of “GOUF” was created. “GOUF” is a local expression for a (usually arched) courtyard, which is normally at least partly closed off by the walls of the house. The idea of the project, dubbed “GOUF under ganjk, a tasty and creative courtyard”, is to create a meeting point for the locals and visitors, a place where people can come together to share thoughts and ideas. Another important part of GOUF is the organisation and management of tour guiding services.

Fig.Fig. 5.24:5.24: ParticipantsParticipants at theat the creation creation of “GOUF” of “GOUF” – developing – developing thethe vision vision

OneOne of of the the first first tasks tasks facing facing the thenewly newly founded founded of July group 2013, was the torenovation find a suit workable was place carried for groupthe realisation was to find of theira suitable idea. place The fordesolate the re- courtyardout with theof thehelp Stergul• of 96 volunteers. eva hiaa Thehouse court in- alisation of their idea. The desolate courtyard yard got a new and attractive look, and Bovec the centre of Bovec seemed like the perfect choice. The yard is suitable for public of the Stergulčeva hiša house in the centre of gained an interesting new venue. events such as concerts, lectures or workshops and also has a small bar attached to Bovec seemed like the perfect choice. The yard is suitable for public events such as concerts, The vision of the GOUF project: lectures or workshops and also has a small bar attached to it inside the Stergulčeva hiša „GOUF will become a meeting point for cre- house. Moreover, the house also contains a ative ideas based on the natural and cultural museum about local cultural heritage and two heritage of the Bovec region. The GOUF group conference rooms. will become the leading provider of tour guid- In the next step, specific tasks (e.g. project ing programmes and creative workshops, as management, administrative work, finance and well as culinary, cultural and art events in the bookkeeping, marketing, renovation work, pro- Bovec region. GOUF will become a place for gramme management) were allocated among exchanging and sharing ideas, knowledge, lo- the members of the group (Fig. 5.25). cal products and services.“

Renovating the courtyard The mission of GOUF is to integrate the mem- CRS for SRD, CCC 82 bers of the local community and visitors to the Significant effort was needed to give the cho- area, to preserve natural and cultural heritage, senit inside courtyard the aStergul• new and eva inviting hiaa image.house. First, Moreover, to promote the house sustainable also contains development, a museum and theabout group local had cultural to obtain heritage all the necessary and two docuconference- to raise rooms. awareness of the importance of the ments and the consent of the Bovec Municipal- preservation of cultural heritage. The strategic ity.In Theythe thennext definedstep, specific a workingtasks schedule, (e.g. de -projectobjective management, of GOUF is: „Theadministrative sustainable preserwork,- terminedfinance andthe spatialbookkeeping, arrangements, marketing, gathered renovation vation of work,cultural programme and natural heritagemanagement and the) buildingwere allocated material amongand prepared the members everything of else the group.creative presentation of the cultural wealth to necessary to start the work. In the first week locals and visitors.”

Fig. 5.25: The renovation of the courtyard with the help of 96 volunteers – building a space Fig. 5.25: The renovation of the courtyard with the help of 96 volunteers – building a space

Renovating the courtyard 138Significant effort was needed to give the chosen courtyard a new and inviting image. First, the group had to obtain all the necessary documents and the consent of the Bovec Municipality. They then defined a working schedule, determined the spatial arrangements, gathered building material and prepared everything else necessary to start the work. In the first week of July 2013, the renovation work was carried out with the help of 96 volunteers. The courtyard got a new and attractive look, and Bovec gained an interesting new venue.

The vision of the GOUF project: "GOUF will become a meeting point for creative ideas based on the natural and cultural heritage of the Bovec region. The GOUF group will become the leading provider of tour guiding programmes and creative workshops, as well as culinary, cultural and art events in the Bovec region. GOUF will become a place for exchanging and sharing ideas, knowledge, local products and services."

The mission of GOUF is to integrate the members of the local community and visitors to the area, to preserve natural and cultural heritage, to promote sustainable development, and to raise awareness of the importance of the preservation of cultural heritage. The strategic objective of GOUF is: "The sustainable preservation of cultural and natural heritage and the creative presentation of the cultural wealth to locals and visitors.”

Step 3: Process planning for the first year � Creating the event programme to be carried and the next 5 years out in the current year Building on the first two stages of the project, � Marketing activities the group initiated the third stage (see Figure 1.3), which involved the planning of specific ac- The plan for 2014 and the first few years: tivities. The date for the trial operation was set In the winter, the project team will evaluate the in the autumn of 2013. implemented activities and prepare a final ac- In July and August, the members attended a tion plan for 2014. It will cover the following workshop on herbalism. The project GOUF areas (Fig. 5.26): was also ranked among the 12 winners (out of 70 applicants) of the tender issued by the � operation of GOUF and the attached bar Laboratory of tourism potentials (T-Lab) and � establishment of a centre for tour guiding was therefore entitled to free consulting. Three services and programmes programmes for guiding services and a work- � organisation of workshops for children for shop for children on intangible heritage are in the next summer season in collaboration with development. The group also produced a new regional institutions, schools and kindergarten ordinance for regulating tour guiding services, � organisation of events in collaboration with which has been adopted by the Bovec Munici- other stakeholders and the municipality pality.CRS for The SR threeD, CCC main activities of the group in � other activities necessary for the operation84 the starting phase are: and development of GOUF, such as connecting with local heritage bearers, creating new job � Establishing a centre for tour guiding: Local opportunities, and raising awareness of the im- tour guides were invited toPROJECT create their own portance of cultural heritage programmes or packages, which were then jointlyMain objectiveexamined and finishedSustainable by the start preservation of of cultural and natural heritage and creative presentation of the cultural wealth to locals and the “Tour guiding day” in the autumn of 2013. visitors Specific objectivesPROJECT - new job opportunities Main objective Sustainable- well-organised preservation guiding of cultural service and natural heritage and creative presentation- carefully of thedeveloped cultural wealth alternative, to locals niche and visitorsservices ResultsSpecific objec- � new- five job new opportunities job opportunities in the next 5 years (seasonal tives � well-organisedwork) guiding service � carefully- 1–2 job developed opportunities alternative, in the niche year services 2014 (seasonal) Results � five new job opportunities in the next 5 years (seasonal work) Activities � 1–2- establishment job opportunities of inGOUF the year and 2014 the (seasonal)attached bar, as well as the establishment of a tour guiding centre, Activities � establishment of GOUF and the attached bar, as well as the establishment- workshops of a tour guidingand other centre, events � workshops and other events

Fig. 5.26: Presentation of the GOUF group and the project perspectives Fig. 5.26: Presentation of the GOUF group and the project perspectives

Step 4: Implementation: the presentation of GOUF and the “Tour guiding day”139 Together with the LTO Bovec, the Bovec Municipality, CCC project and the Regional Development Centre Tolmin, the group organised its first event, “Tour guiding day with GOUF”. The event, which took place in the premises of the Stergul• eva hiaa house and in the renovated courtyard, was launched by the award ceremony in honour of the first generation of local tour guides in the Bovec region. The event continued with the presentation of the GOUF group and the first guided tour through the museum in the Stergul• eva hisa. The visit to the museum was followed by an interesting lecture entitled “Planning of experiences and management of sustainable tourist destinations”. The evening ended in the GOUF courtyard with snacks prepared during the PRC Tolmin workshop on herbalism, in cooperation with the chef Tomaž Sovdat.

Step 4: Implementation: the presentation of trations of a folktale called “Pirta, farca, fidinja” GOUF and the “Tour guiding day” were presented to the public. The visitors were Together with the LTO Bovec, the Bovec Mu- once again able to enjoy local specialties in the nicipality, CCC project and the Regional Devel- magical atmosphere of the GOUF courtyard opment Centre Tolmin, the group organised its (Fig. 5.28). first event, “Tour guiding day with GOUF”. The event, which took place in the premises of the Step 5: Long-term valorisation Stergulčeva hiša house and in the renovated Workshops and meetings with the private and courtyard, was launched by the award ceremo- public sector have revealed a serious need and ny in honour of the first generation of local tour desire for a stronger integration among the guides in the Bovec region. The event contin- members of the local community. This is why ued with the presentation of the GOUF group we chose GOUF as the pilot project for the and the first guided tour through the museum private sector and made the integration of the in the Stergulčeva hisa. The visit to the museum local community and its stakeholders our main was followed by an interesting lecture entitled objective. “Planning of experiences and management of The second pilot project meant for the public sustainable tourist destinations”. The evening sector was chosen in collaboration with local ended in the GOUF courtyard with snacks schools and the kindergarten. Its main goal is prepared during the PRC Tolmin workshop on to bring cultural heritage closer to the younger herbalism, in cooperation with the chef Tomaž generation. Throughout their 11 years of pri- Sovdat (Fig. 5.27). mary education, children will be offered various programmes on different topics connected to In November and December, the group already cultural heritage, which will also be comple- started to carry out workshops in the museum mented by the programmes designed in the inside the Stergulčeva hisa. Together with the frame of GOUF. local Folklore Association and the vocal group To conclude, we can say that the CCC project Buske čeče, they designed and conducted represented the first essential step in evaluat- workshops to help familiarise children with the ing intangible cultural heritage in the region. CRSmuseum for SR collection.D, CCC Every Monday, children Moreover, the activities of the project repre85- can also come and listen to traditional stories in sent another stage in the development towards the local dialect. On 21 December 2013, illus-

Fig. 5.27: CulinaryCulinary experiences experiences during during the illustrationsthe illustrations exhibition exhibition of GOUF of GOUF

In November and December, the group already started to carry out workshops in the museum inside the Stergul• eva hisa. Together with the local Folklore Association and140 the vocal group Buske • e• e, they designed and conducted workshops to help familiarise children with the museum collection. Every Monday, children can also come and listen to traditional stories in the local dialect. On 21 December 2013, illustrations of a folktale called “Pirta, farca, fidinja” were presented to the public. The visitors were once again able to enjoy local specialties in the magical atmosphere of the GOUF courtyard.

Fig. 5.28: Tour guiding day and opening of the GOUF courtyard

CRS for SRD, CCC 85

Fig. 5.27: Culinary experiences during the illustrations exhibition of GOUF

In November and December, the group already started to carry out workshops in the an overarchingmuseum regional inside development the Stergul• strategy eva hisa. ronmentalTogether protectionwith the local – under Folklore one umbrellaAssociation to and a moreand stable the future.vocal group Buske • e• e, theycreate designed a strong and regional conducted identity.workshops to help This visionfamiliarise is the result children of a planningwith the process museum Activitiescollection. carried Every out Monday, within childrenthe frame can of alsothe by developerscome whoand arelisten regionally to traditional supported stories GOUFin the projectlocal dialect. have a Onstrong 21 potentialDecember for 2013, fur- and possessillustrations comprehensive of a folktale know-how called of“Pirta, all farca,ther development.fidinja” were presented The LTO Bovec to the willpublic. contin The- aspects ofvisitors the region. were Theonce vision again calls able for to theenjoy uelocal to specialtiessupport these in theand magical other entrepreneurial atmosphere of synergeticthe development GOUF courtyard. of all three pillars of initiatives in the region and thereby continue sustainable development – economic devel- to strive towards a common goal in the 2014 – opment, socio-cultural development and envi- 2020 programme period.

CRS for SRD, CCC 87

5.7. Crafts incubation centre in the Vasi Hegyhát region Author: Ferenc Laki Fig. 5.28: Fig.Tour 5.28: guidingTour day guiding and opening day and ofopening the GOUF of the courtyard GOUF courtyard The ‘Vasi Hegyhát’ micro-region lies in the western part of Hungary and consists of 23 municipalities, most of which are small villages. It is characterised by a hilly 5.7 Crafts incubationlandscape covered centre inby the large Vasi forests Hegyhát and regionagricultural fields. In comparison to the

Author: Ferencnational Laki average, it is considered economically underdeveloped, but it is rich in traditional cultural resources. The centre of this rural micro-region is the small town of The ‘Vasi Hegyhát’ micro-region lies in the ison to the national average, it is considered western partVasvár. of Hungary and consists of 23 mu- economically underdeveloped, but it is rich in nicipalities, most of which are small villages. It traditional cultural resources. The centre of this is characterised by a hilly landscape covered by rural micro-region is the small town of Vasvár(- large forests and agricultural fields. In compar- Fig. 5.29).

Fig. 5.29: Fig.Vasi 5.29:HegyhátVasi Hegyhát © Hegypásztor Kör A mapping of the intangible cultural heritage elements in the micro-region identified numerous craftspeople and traditional small-scale producers. Although some are active full-time in their own undertakings, and some pursue their 141crafts only as a hobby, both groups have access to local and regional markets. There are craftspeople using traditional techniques in the micro-region, such as wood-carvers, basket weavers, embroiderers, lace and crochet workers, gobelin makers, cutlers, cabinet makers, spinners, leather-goods manufacturers, and potters. Furthermore, several local products are made in the micro-region, including jams, syrups, dried fruits, pickles, and various herbal products. All of these are market-ripe, unique, high-quality products. It soon became clear that the development of the regional economy could be boosted by a conscious and harmonised cooperation between the relevant strategic partners.

A mapping of the intangible cultural heritage gional cultural heritage, the Centre will organ- elements in the micro-region identified numer- ize events such as open workshops, camps, ous craftspeople and traditional small-scale courses, exhibitions and competitions. The producers. Although some are active full-time Incubation Centre will foster the development in their own undertakings, and some pursue of a regionally rooted economy, as well. It will their crafts only as a hobby, both groups have create new jobs in the micro-region by devel- access to local and regional markets. oping and producing authentic crafts products There are craftspeople using traditional tech- based on the demand for unique, high-quality niques in the micro-region, such as wood-carv- products. Furthermore, the Incubation Centre ers, basket weavers, embroiderers, lace and will strengthen the local and regional identity crochet workers, gobelin makers, cutlers, of the inhabitants. Indirectly, it will also combat cabinet makers, spinners, leather-goods man- depopulation, since it will strengthen connec- ufacturers, and potters. Furthermore, several tions to the area and reduce migration to met- local products are made in the micro-region, ropolitan areas. including jams, syrups, dried fruits, pickles, and All these efforts will help accomplish the mi- various herbal products. All of these are mar- cro-region’s primary long-term vision: to im- ket-ripe, unique, high-quality products. prove the quality of life in the ‘Vasi Hegyhát’ It soon became clear that the development of and to make it an attractive place to lead a val- the regional economy could be boosted by a ue-oriented life. conscious and harmonised cooperation between the relevant strategic partners. At the Step 1: Raising awareness of intangible cul- same time, there is a basic need in the local tural heritage communities for the enhancement of public The idea of establishing the Craft Incubation spaces in the area. Centre came from the main agents in the field Based on these findings, the idea of combin- of rural development in the ‘Vasi Hegyhát’. ing efforts arose among local craftspeople Besides ‘Cultural Capital Counts’, there have and small-scale producers, which led to the been other related projects and activities in establishing of the Crafts Incubation Centre the field of safeguarding and valorising cultur- in Oszkó. As a source of community support al heritage elements in the region, which have for the safeguarding and transmitting of re- also provided opportunities to raise awareness

Fig. 5.30: Craftsman from the region

142 of intangible cultural heritage. � the craftspeople’s and local producers’ par- The Academy of Crafts 1 & 2 projects placed the ticular knowledge of individual ICH elements main emphasis on the following activities: � their current and desired levels of skills and knowledge � discovering, identifying and safeguarding ICH � their current and desired work equipment � mapping disappearing crafts � their vision on long-term goals � creating an ICH inventory, � the possible and necessary types of coopera- � providing assistance to handicraft producers tion among craftspeople and local producers in for marketing and product development the region � raising awareness of regional ICH � developing sustainable tourism packages with Furthermore, preparing and distributing the bro- an ICH focus chure ‘Our Cultural Wealth’ was a very effective tool for raising awareness. It is a colourful pres- Furthermore, specific events are held each year entation of the micro-region’s intangible cultural by Hegypásztor Kör in Oszkó, which seek to safe- heritage elements. Copies were distributed to all guard ICH and raise awareness. These events in- communities, as well as several other key agents clude a thematic camp for young architects, an in the micro-region. ethnographic camp for youngsters, and regular Within the framework of the CCC project, three courses of the open air school for schoolchildren. workshops were held for the key agents of the region’s public sector. The main focus of the meet- One effective forum for raising awareness is the ings was raising awareness, and each workshop Pannon Local Products Cluster, which brings craft- had a different thematic focus: speople and local producers together in Vas and Zala County. Specific newsletters and thematic � Identification of ICH workshops were useful tools for reaching and moti- � Culture and heritage vating the members. The cluster became the man- � Capitalisation of ICH aging organisation for the further process of estab- A total of 69 people from the region participated lishing the Crafts Incubation Centre (Fig. 5.30). in the workshops. After completing the awareness-raising phase, Based on all these experiences, it was possible two things became clear: first, there are public to launch a carefully targeted awareness-raising sphere agents who are interested in the capi- campaign in the micro-region. Initially, a survey talisation of the region’s ICH; and second, there was conducted among nearly 120 craftspeople are numerous craftspeople and local producers and local producers in the region. The answers active in the micro-region who possess essential provided, as well as additional personal, yielded knowledge and skills. Both target groups have a comprehensive picture of the following issues: shown interest in joining forces for the establishment of the Crafts Incubation Centre in Oszkó.

Fig. 5.31: Handicraft products from the Vasi Hegyhát micro-region

143 Step 2a: Strategic approach Economic aspects: The ‘Vasi Hegyhát’ and the neighbouring ‘Göcsej’ micro-region in Zala County constitute � Prospering rural economy the ‘Göcsej-Hegyhát LEADER Association’. � Integrated product policy The Rural Development Strategy of the Asso- � Decentralised rural development ciation aims to develop an area where: � The ‘produce locally – consume locally’ principle � The ‘work locally’ principle � environmentally conscious and cooperative � Quality products with respect to USP partners are active, (Unique Selling Proposal) � the region’s communities meet local chal- � Innovation lenges together; � Diverse offer of local products � local inhabitants and families want to stay in � Economic cooperation within the area the region and shape their own futures; � the amount of local products and services Social aspects: consumed regionally will be increased; � regionally rooted undertakings will grow � Local eco-social concern and corporate so- stronger and be able to provide local employ- cial responsibility ment; � Social cohesion, social equity, solidarity � self-sufficient and self-sustaining local com- � Knowledge-based rural development munities based on existing values will evolve. � Justice and equal opportunities between The development plan of the Crafts Incuba- generations tion Centre will be created using a bottom-up � Civic participation approach as a community-led development activity. Therefore, the following strategic as- Furthermore, there are some specific and unique pects have to be taken into consideration dur- resources that characterise the micro-region: ing the process: Natural resources: Environmental aspects: � Indigenous fruits � Nature-conserving rural development � Thatch as the ‘gold of the Vasi Hegyhát’ � Ecological rural development � Wood � Preventing and minimizing pollution � Minimizing negative spill-over effects Community resources: � Dematerialisation, recycling � Sustainable utilisation of dwindling resources � Craftsmanship � Value-preserving farming � Traditional agriculture � Sectoral integration � Self-sustaining and self-organising communities � Traditional vineyard communities and culture � Strong civic activity

Fig. 5.32: Traditional harvest festival in the Vasi Hegyhát micro-region

144 By launching the Incubation Centre in accord- the public sector and were designed to raise ance with the strategic goals and aspects out- awareness. These meetings brought up good lined above, the following concrete results ideas and provided food for thought regarding should be achieved: possibilities for cooperation in the context of ICH capitalisation in the micro-region. � safeguarding ICH, with a special focus on Subsequently, three pilot trainings were organ- disappearing crafts skills ised. They mainly targeted interested agents � providing essential conditions for learning from the private sector (i.e. the ICH value bear- or enhancing crafts skills ers), namely craftspeople, local producers and � providing essential equipment for craft representatives of cultural associations. Some start-ups of them deal with capitalised cultural resources � creating jobs in the region only in their free time as a hobby, while others � strengthening the regional economy are full-time entrepreneurs. Therefore, the pi- � strengthening the local and regional identity lot trainings were held for three different target � strengthening the sense of belonging, espe- groups based on the main ICH elements of the cially for young people micro-region: � reducing or even eliminating youth emigration � young aspiring entrepreneurs in the field of � increasing the quality of life in the micro-re- craftsmanship and local products gion � already active craftspeople and local producers � young architecture students interested in Step 2b: Vision development traditional architecture As a first step for creating a vision, several work- A total of 34 people participated in the pilot shops and pilot trainings were organised in the trainings (Fig. 5.33). micro-region in 2013. As mentioned before, the workshops mainly addressed key agents from

Fig. 5.33: Pilot training in the Vasi Hegyhát micro-region

145 The main objective of these trainings was to Three pilot actions were selected for the pri- build capacity (i.e. skills, abilities and compe- vate agents, and three for the public agents. tences) in order to empower participants to In accordance with the participative approach, act independently and responsibly. The partic- a selected group of the interested value-bear- ipants learned about self-esteem, personality ers took part in the private agents’ pilot action. development and entrepreneurial skills, as well They summarised the ideas and needs derived as specific knowledge related their own profes- from the pilot trainings and defined the vision sional fields. The final sections of each training to establish the Craft Incubation Centre in Osz- were about motivating the participants to find kó. The final result was an implementation plan common solutions to the challenges identified. for establishing the centre. It soon became clear that there is a pressing A small, selected group of public sector repre- need for: sentatives took part in the public pilot actions and discussed the possible ways of support- � a space for workshops to teach and learn ing the idea of establishing the craft centre on crafts three different levels of public administration: � a space to produce, design and develop ICH-based products (e.g. handicrafts work- 1. Municipality level (village of Oszkó) shops; kitchen for producing local food prod- 2. Micro-region level (Vasi Hegyhát) ucts such as jams, cakes, sweets) 3. Regional level (Western Transdanubia) � a local product shop to sell unique, high-qual- The final result was an implementation plan for ity, ICH-based products establishing the centre. The main contribution made by the municipality was to offer the vil- The next step in the process was to organise lage’s school building for the purpose of the pilot actions to discuss the ideas in detail and Crafts Centre. The building has been standing eventually put them into practice. To this end, empty for years, and it is also in the municipal- interested agents were selected from the work- ity’s interest to find a purpose that serves the shops and trainings. The pilot actions had two community. main tasks: Step 3: Process planning for the first year 1. To develop a vision (i.e. a long-term goal) of At the time of writing, we can only provide a the final result of the process short-term plan. The first year of the realisation 2. To define the concrete steps for achieving period has been planned thoroughly. The up- the vision and to determine ‘who does what coming process is broadly described in step 4 and when’ below. The following table contains detailed data for the implementation plan (i.e. who does what and when).

146 Implementation activity Time Responsible frame agent Development of project idea Starting Local val- point ue-bearer community Starting workshops with local craftspeople, local producers, Pannon Local Product Cluster, and relevant agents of the public sphere of the region (mayors, development agencies, LEADER AGs, Commission for Handicrafts Chamber of Commerce (Commission for Handicrafts)) Defining the framework and content of cooperation, common goals and priorities and the place of investment First The former school building will be placed at the disposal of the local month Local val- community. In exchange for renovating the premises, the building of the ue-bearer can be used for free. first year community The company ‘Pannon Local Product Cluster Ltd.’, which is responsible for uniting the craftspeople, farmers and local producers, will be charged with managing the investment. This mandate is necessary because of the current legal environment. Conclusion of a contract between the local community and Pan- non Local Product Cluster Ltd. Local val- It is a shared goal to bring local products to market and to First half ue-bearer com- enhance the regional economy by capitalising regional ICH of the munity, Pannon elements. The contracting parties will act on behalf of the local first year Local Product community and without any compensation. Cluster Ltd. The eventual profit to be made during operation will be divided according to the contribution given. First half Local val- Selecting the architect’s office of the ue-bearer first year community Elaborating the plans, calculating the architect’s cost estimate for First half Pannon Local renovation and inner alterations of the Product Cluster first year Ltd. First half Pannon Local Call for proposals about the purchase of the equipment of the Product Cluster first year Ltd. Submission of tender to LEADER AG First half Pannon Local of the Product Cluster first year Ltd. Preparing a business plan Preparing a comprehensive summary of all activities to be carried out by the Crafts Incubation Centre, including its structure and financing Defining the undertaking’s goal and long-term vision and how they will be implemented: by what means and from what resources Planning, implementing, controlling and evaluating marketing First half Local val- activities of the ue-bearer Defining the services the Centre will offer, the type of products first year community that will be produced there, and the technology in the operational plan An important part of the business plan is the organisational structure. The financial plan shows the undertaking’s financial position because it is crucial to see the available financial resources, the planned revenues and expenses for the near and distant future.

147 Market research, market positioning: conducting a survey among First half the entrepreneurs and inhabitants of the ‘Vasi Hegyhát micro-re- of the gion’ first year Local val- Based on market positioning, added values can be defined, and ue-bearer it can be determined which products would be ripe for which community markets and at what price. Image creating: The image should be harmonised with the char- First half Local val- acteristics of ‘Vasi Hegyhát’ and refer to the traditional products of the ue-bearer produced by local community members. first year community PR activities: selecting the PR expert In this phase, it is crucial to involve the local / regional inhabitants, by means of local / regional media. It is important to inform all relevant agents of the public sphere as well and keep them updated. Therefore, the following steps First and are crucial: second Local val- - Create a sustainable website for the Centre half of ue-bearer - Press conferences, PR articles the first community - Indirect marketing (press, radio, TV, posters, etc.) year - Direct marketing (newsletter, e-mail, etc.) - Organise promotional events where the public can get first-hand information about the Centre’s handicrafts activities, programmes and plans Evaluation of the project proposal. First half Pannon Local The realisation of the project is possible at 100% share of support. of the Product Cluster first year Ltd. Consultation with the administrative departments. First half Local val- On-site inspection by administrative departments of the ue-bearer They will review the plans, interior design and structure and will first year community prepare a minimum equipment list necessary for the operation. Consulting the contractors (specialised technologies, electricity First half Pannon Local and construction, etc.) of the Product Cluster first year Ltd. Consultation with the retailers of necessary equipment units First half Pannon Local about structuring the handicrafts workshops of the Product Cluster first year Ltd. Consultation and on-site inspection together with experts for First half Pannon Local of the Product Cluster first building the local products design studio year Ltd. Integrating the input provided by each crafts representative into First half Pannon Local the plans; eventual modification and finalisations of the plans of the Product Cluster first year Ltd. Construction work Second Pannon Local half of Product Cluster the first Ltd. year New call for proposals about the purchase of equipment: It will Second Pannon Local be necessary because the type and purpose of some equipment half of Product Cluster elements may change after consulting the administrative depart- the first Ltd. ments. year Purchase of the equipment Second Pannon Local half of Product Cluster the first Ltd. year

148 Launching an intense marketing campaign Second Local val- Sales process management half of ue-bearer Contracting a voluntary marketing expert the first community year Second Pannon Local Submitting requests for operating license to the administrative half of Product Cluster departments the first Ltd. year Second Pannon Local Managing the approval procedure half of Product Cluster the first Ltd. year Second Local val- Compiling and submitting the payment application to the pro- half of ue-bearer com- gramme’s intermediate body; Preparing the progress report the first munity, Pannon year Local Product Cluster Ltd. Start of operation of the Crafts Incubation Centre Last Local val- month ue-bearer com- of the munity, Pannon first year Local Product Cluster Ltd.

Tab. 5.1: Implementation plan for the Craft Incubation Centre

Step 4: Long-term valorisation � provide a ‘community kitchen’ where the At the current stage of implementing the Craft farmers and producers can bring in their own Incubation Centre’s realisation plan, only a fore- ingredients and prepare their own products (as cast can be made for the long term. It is impor- well as a similar community workshop for craft- tant to provide the Centre financial sustainabil- speople) ity, to maintain the embeddedness in the local � training for farmers, craftspeople and local and regional economy and community, to con- producers on legal regulations, craft skills, en- tinue to raise awareness in the region, and to trepreneurial education, etc. safeguard intangible cultural heritage for future � carry out a well-organised marketing activity generations. throughout the year To emphasise the most important features, the � provide a common / joint market appearance Crafts Incubation Centre must be able to for craftspeople, farmers, local producers � provide a continuous production of authen- � retail of handicraft and local food products tic, high-quality handicrafts products based on � provide near-natural and value-oriented tour- traditional raw materials and local food prod- ism programme packages about ‘life quality in ucts based on traditional recipes made from lo- rural areas’ (crafts, traditional architecture, etc.), cally available ingredients � operate its own website, web-shop, mobile � operate ‘open workshops’: teaching tradi- application and catalogue tional handicraft techniques to young and old; � be creative: develop new handicraft and food cooking courses based on traditional recipes; products adapted to recent needs by combin- courses for people with special dietary needs ing existing elements and creating synergies about self-made foods from locally available in- � to maintain the competitive advantage of gredients (gluten-free diet, diabetes, etc.) offering unique, authentic, high-quality prod- � organise health-conscious courses, camps ucts made from local / regional raw materials by � organise residential courses about traditional local / regional people for the local / regional handicrafts and cooking community

149 5.8 Carpathian Cuisine and Bigos & Kulig in Sub-Carpathian region Author: Anna Brzezińska, Szymon Skublicki

The Sub-Carpathian Chamber of Commerce in ICH - Bigos (Hunter‘s Stew) and Kulig (Sleigh Krosno is an independent, non-governmental Rides) organization that was created in 1994. The main The Local Government of Wojaszówka Com- goal of the Chamber is regional development mune is a local self-governance institution based on business development and innova- whose representatives actively participated in tion, as well as the protection of cultural herit- the project and helped involve members of or- age, both tangible and intangible. According to ganizational units in the works. the organisation’s statue, the basic tasks of the The centre of culture and recreation in Wo- Chamber include representing the interests of jaszówka is a local cultural institution that is pri- the associated firms and other economic enti- marily concerned with popularising culture. ties, organizing help for solving their economic The Rural Housewives Association actively par- problems and supporting enterprises in the re- ticipates in the socio-cultural life of Wojaszówka gion. Commune by organising numerous celebrations The cultural institutions play an important role and meetings. in the region. They organise important cultural The Kamieniec Association has several goals, events and motivate artists to participate in un- including organising various activities aimed at dertakings meant to preserve the cultural her- the reconstruction and revitalisation of historic itage, as well as inspiring them to create new buildings, as well as the conservation of material trends. The wide variety of programs offered and non-material heritage. by different institutions encompasses many different tastes and supports artists in actively ICH – Carpathian Cuisine creating the cultural image of the province. For Fear Chamber of Gabriel Roman. As its name centuries, the lands of the Podkarpackie prov- suggests, this company offers the opportunity to ince have been part of a national, cultural and undergo tortures based on the old noble tradi- religious borderland. This situation generated tion. It is also a culinary centre that serves dishes a cultural symbiosis based on the coexistence prepared with traditional Carpathian recipes. of many different minorities, ethnic and ethno- FHUP Castle Museum Kamieniec (Andrzej graphic groups. Kołder). The museum and its included cafe will In the framework of the CCC project, the serve as the venue for such events as the Festi- Sub-Carpathian Chamber of Commerce in Kro- val of Carpathian Cuisine. This institution has sno promoted two main activities closely linked extensive experience and has often hosted such to the local cultural heritage, Bigos & Kulig and events. Feasts featuring traditional Carpathian Carpathian Cuisine, which represent good ex- Cuisine are a perfect addition to the variety of amples of long-term Intangible Cultural Herit- events organised in the castle. age valorisation. Rural Housewives Association in Kopytowa. The association plays a key role in the entire pro- Institutions involved ject. It has received numerous awards at festivals Within the project, a cooperative relationship and on other occasions. Their most recent con- was established between a number of institu- tribution to the „Carpathian Easter“ festival held tions and individuals who are actively involved by Chorkówka Commune once again received in the development and promotion of intangible the first prize. The final event of the „Carpathian cultural heritage, including public bodies, com- Easter“ was organized in Kopytowa Communi- panies, associations, and active residents of the ty Centre on March 23, 2013. Rural Housewives region. Association in Kopytowa has consistently maintained its position as a market leader in providing traditional Carpathian meals.

150 PROJECT ACTIVITIES Coaching Another step was to prepare two action plans: Promotion a business plan and a development plan. Dur- There has been a wide range of activities aimed ing coaching sessions, representatives of the at raising awareness of intangible cultural her- institutions involved and experts from the itage within this project. We have published Carpathian Chamber of Commerce worked three articles in the local press and held a press together to develop joint concepts for actions conference, as well as maintaining a website and tasks (Fig. 5.35 - next side). with regularly updated information. Step 1: Identifying ICH – Bigos and Kulig Workshops and Pilot Trainings To a large extent, the culture of the region has The Sub-Carpathian Chamber of Commerce been shaped by aristocratic tradition. This is organized 3 workshops and 3 pilot trainings on not surprising because prior to the Partitions of capitalizing cultural resources. The first goal of Poland, nobility was not only a leading class in the workshops was to raise awareness among our country but also a very large one, account- decision makers of the enormous potential ing for roughly 10% of the population. of the intangible cultural heritage, as well as Hunting was a favourite pastime of the nobility potential ideas for capitalising it. This should and eventually the gentry. Some research has prepare the decision makers for the later im- linked this attachment to hunting with medi- plementation of the strategy. eval times, when knights took part in battles The goal of the pilot trainings was to raise regularly. Even in peaceful years, knights had awareness among enterprises and associations to train extensively to maintain their weaponry of the enormous potential of intangible cultural skills. Although it is difficult to say if this link is heritage, as well as to build competence and really valid, it cannot be denied that hunting inspiration for the development of products was one of the beloved pleasures of the nobil- and services based on intangible cultural re- ity and gentry. sources. However, hunting did not merely focus on killing Finally, these workshops and pilot trainings animals. Quite the opposite – this custom had helped identify interested politicians / stake- been evolving for many centuries and was con- holders or entrepreneurs / cultural associations nected with different ceremonies which were and then further develop their ideas in a pilot eagerly enacted by successive generations. action during coaching sessions (Fig. 5.34). The gentry would start hunting with a song.

Fig. 5.34: Training in Krosno

151 The order in which men went hunting was very these two traditional activities can become an important. Seniors and men of high rank set out extremely attractive element of various tourist first, always at dawn. They would return after offerings. It has been observed that the rather dusk, or if hunting lasted longer, they would put extravagant traditions and pastimes of Polish up shelters in the forest, where they spent the nobility are a magnet for tourists. It is important, night. Such lodging was not a big problem, as it however, to present these customs in their most was usually preceded with a splendid feast. original forms, with the original Polish spirit ex- In our modern world, which is environmental- pressed by cooking together, organizing a sleigh ly friendly and full of conservationists, shooting ride and singing together. And one more thing is animals is nearly an extinct tradition, which few very important – the abundance. It is very Polish people understand. However, in the past, hunt- to put aside concerns about weight gain on such ing was primarily an excuse for an unusual ritual special occasions (Fig. 5.36)! – a feast in the bosom of nature. And if we look at it from this perspective, we can easily see a great Step 2: Vision and perspective potential in this heritage. After all, Bigos cooked As a result of the meetings with municipal author- over an open fire in a cauldron can be an attrac- ities and a careful analysis of the current situation, tion at various events, from a bicycle trip to a ski the following priorities were identified for the de- expedition. velopment of Wojaszówka Commune in the con- In winter, it would be better to add another el- text of existing intangible cultural resources: ement of tradition dating back to the days of nobility. The Kulig was a sleigh ride party organ- Priority I: Raising awareness about identi- ized among the Polish aristocracy. A cavalcade of fied intangible cultural heritage in the area of horse-pulled sleighs and sledges, often beautiful- KULIG & BIGOS ly decorated (horses were decorated, too) went Meetings should be held with commune inhab- from one manor house to another. The Kulig was itants, leaders, social entrepreneurs, representa- usually accompanied by loud singing, hooting tives of cultural institutions and local authorities and burning torches in the evening. Similar to to develop a common vision for the development hunting, it also finished with a feast, which was of identified intangible cultural heritage in the held in one of the manor houses (winters were area of KULIG and BIGOS. Possible directions for too cold for an outdoor party). There, the guests improvement and organisation of events related were entertained with hearty meals followed by to this resource should be outlined. Workshops dances. Participants of a sleigh ride dressed in should include an inventory of all human, infra- thick coats and warmed themselves by drinking structure and technical resources necessary for some alcoholic beverages and eating tasty foods. the implementation of planned activities. With certain modifications, the combination of

Fig. 5.35: Workshop in Kopytowa

152 Priority II: Create a model of local cooperation will be aimed at teaching about intangible cultural in terms of the development of intangible cul- resources. The workshops will introduce children tural resources in the area of KULIG & BIGOS in a practical way to tradition and show them how It is essential to develop a model of mutual coop- to use traditional resources for new projects and eration, which must include the division of tasks activities. Hopefully, this will encourage children and obligations necessary for the implementa- to deepen their knowledge in this field and use it tion of planned activities. There are many insti- to make their own money in the future. tutions, associations and entrepreneurs in the commune who could work together and offer “The festival of KULIG &BIGOS” services based on the resource. It seems likely This will be a recurring event combined with that the sense of unity and shared responsibility feasting that could take place in January or Feb- will have a positive impact on the project. ruary (depending on weather conditions), where traditions associated with sleigh rides organised Priority III: Development of infrastructure for according to old, noble traditions will be present- the implementation of the project within cul- ed and preserved. An additional attraction of the tural resource: BIGOS & KULIG festival could be staging A. Fredro‘s plays. This When the vision of development and the network kind of event could attract not only local people, of involved institutions have been developed, it but also visitors. A well-planned promotional is crucial to prepare the necessary infrastructure campaign, beautiful landscape, and numerous re- and plan the purchase of basic equipment. The sources of material culture combined with the tra- knowledge of how to raise EU funding may prove dition of non-material culture offer an ideal basis useful. The support of the local government, for an amazing attraction in the whole province. whose representatives often know how to locate and apply for funding, may be vital. „Good because traditional“ This network will unite local artists, craftsmen, Step 3: Planning the process food producers (prepared with traditional reci- During the meetings, particular activities con- pes), who will offer their products under a com- nected with the development of intangible her- mon brand name and therefore promote the itage were defined. project together. Products could be sold in the vicinity of monuments or tourist attractions. Taking „The school of young history researchers. How advantage of the current interest in a more tradi- to make money on tradition.“ tional, healthy lifestyle is an ideal way to promote A series of workshops and trainings for children the region and and create income opportunities and teenagers from the area will be held, which for the people.

Fig. 5.36: Kulig in Sub-Carpathian Region (Sosnowy Dwór)

153 Step 1: Identifying ICH - Carpathian Cuisine The authenticity of the heritage is a value that Carpathian catering managers serve hungry must not be underestimated. Reviving or pre- tourists with both the dishes of the Carpathian serving the most traditional recipes and oldest Rusyns (Lemkos, Boykos, Ukrainians, Rutheni- formulas offers a bright future. These culinary ans) and typically traditions are an invaluable element of cultural Polish ones, such as Bigos or sour rye soup with heritage, which has been shaped by the diver- potatoes. They also serve Jewish bean soup or sity and history, and not by marketing. the Bavarian knuckle, as well as the ubiquitous It is particularly noteworthy that traditional steak tartare (Fig. 5.37). cooking has gained many new students, who However, it would be a mistake to claim that are looking for old recipes. These recipes pro- such cuisine is merely a contemporary, post- mote the traditional diet as not only attrac- modern collage of cultures, enriched with piz- tive and tasty, but above all healthy. This diet za, hot dogs and tortillas. This variety is actu- is completely different from the „Carpathian ally an authentic Carpathian tradition. Many dishes” presented at lavishly laid tables in var- nations and ethnic groups have lived together ious locations across contemporary Europe. here for centuries. Carpathian cuisine is a com- Therefore, it is necessary to cultivate and de- bination of different traditions that emerged velop the heritage of the culinary traditions of over decades and centuries from mutual inter- the region (Fig. 5.38). action, inspiration and the blending of flavours.

Fig. 5.37: Kulig in Sub-Carpathian Region (Dwór Wola Sękowa)

Fig. 5.38: Carpathian Cuisine (GOK Chorkówka)

154 Step 2: Vision and perspective - Carpathian Partners want to ensure the involvement of differ- Cuisine ent public bodies in the districts of Krosno, Sanok, As a result of the meetings with representatives Lesko, Bieszczady i Brzozów. Recently, an idea of the institutions involved and careful analysis of has arisen to start a „Carpathian Food“ cultural the current situation, the following priorities for portal, where people could buy products online. the development of projects promoting Carpathi- Therefore, we want to appeal to the communities an cuisine as an intangible cultural resource were of the aforementioned districts to contribute to identified. the costs of such a website. We are planning to sell products online and charge a commission of Priority I: Raising awareness about identified about 5% to 7% of sales, in order to gain funds for intangible cultural heritage in the area of Car- marketing and development. pathian cuisine Meetings were held with leaders, social entrepre- Step 3: Planning the process neurs, representatives of cultural institutions and During the meetings, we identified particular ac- local authorities to develop a common vision for tivities connected with the development of intan- the development of identified intangible cultural gible heritage. heritage in the area of Carpathian cuisine. Possi- ble directions for improvement and organisation “The festival of Carpathian Cuisine” of events related to this resource were outlined. This will be a recurring event that will take place Workshops should include an inventory of all hu- in Kamieniec Castle once a quarter. An addition- man, infrastructure and technical resources neces- al attraction of the festival could be staging A. sary for the implementation of planned activities. Fredro‘s plays. This kind of event could attract visitors from across the region. A well-planned Priority II: Festivals of Carpathian Cuisine promotional campaign, beautiful landscape, and It is essential to develop a model of recurring numerous resources of material culture combined festivals of Carpathian Cuisine, which will make it with the tradition of non-material culture offer an possible to reach a larger group of people and ideal basis for an amazing attraction in the whole create an opportunity for selling products. Indi- province. viduals engaged in these activities will benefit and therefore encourage other entrepreneurs to „Good because traditional“ participate, which will have a positive influence on This network will unite local food producers, who the overall mission. will offer their products under a common brand name and therefore promote the project togeth- Priority III: A network under a common Car- er. Products could be sold in the vicinity of monu- pathian Cuisine brand name ments or tourist attractions. Taking advantage of When a development vision is ready, it will be the current interest in a more traditional, healthy important to create a network of businesses that lifestyle is an ideal way to promote the region and offer Carpathian Cuisine. A certification scheme and create income opportunities for the people. with certain rules is vital here.

Fig. 5.37: Kulig in Sub-Carpathian Region

155 Step 4 & 5: Awareness raising and long-term ject may be obtained by visiting the websites valorisation of institutions that handle applications for such Tasks undertaken in this project (promotion, funding (e.g. Provincial Labour Offices, Marshal training, workshops and coaching sessions) in- Offices, the Ministry of Culture and National volved representatives of various communities Heritage, the Agency for Restructuring and in an important cooperative process. We have Modernisation of Agriculture). These institu- also planned certain activities, which in the tions often offer information on deadlines for long term will lead to tangible results. grant competitions, the range of activities that Of course, this process will take time, and its can be subsidized and limits of available fund- effects will only be evident in a few years. It is ing. The Sub-Carpathian Region also contains essential in the coming years to raise the nec- a number of Regional Centres of European essary funding for the implementation of the Social Funding, where it is possible to obtain activities within the project. Apart from private the assistance of an advisor (in writing a project funds, it is also possible to obtain financing proposal) and a coach, who will help create a from a variety of sources, both national and local partnership and support its operation. European. Complete information on this sub-

5.9 Progress of farmers‘ market products in the region east of the river Elbe within the context of ICH valorisation Authors: Peter Mißbach, Dieter Heider, Vera Fischer, Barbara Graeben, Holger Reinboth

In earlier times, farmers‘ markets were main in 2000 by local producers. The rabbit breeder centres for the marketing of products from the Bodo Schmidt and other partners laid the foun- region. However, with the advent of mass food dation, and since 2003 it has been organised production, they have become less and less by the Verein zur Bewahrung und Förderung relevant. However, with the recent renewal of des ländlichen Raumes Ostelbien im Landkreis interest in ecological, sustainable, traditional Nordsachsen e.V. [“Association for the preser- production methods and products produced vation and promotion of the rural area east of or grown locally and naturally, the farmers’ the Elbe in the district of North Saxony]. The markets have experienced unprecedented event now takes place several times a year (five growth in recent decades. times in 2013), with an average of 1,300 guests One old and recently revived tradition is the visiting the market each day. East Elbian farmers‘ market located in the Püls- Approximately 30 local producers and oth- werda Castle courtyard, which has been taking er suppliers from East Elbia, Saxony, and the place for the past 14 years. Initially launched neighbouring Brandenburg and Saxony-Anhalt

Fig. 5.40: Selection of products from the East Elbian farmers’ market

156 regions offer attractive, fresh products. Püls- � Jellies & jams werda, however, is not only a farmers‘ market. � Honey & beeswax products It is also an opportunity for the many visitors � Herbs & spices and prominent guests arriving from near and � Juices & liqueurs far to brush up on their culture, socialising and � Fish information. Demonstrations of traditional � Pumpkin products craftsmanship are also part of the market. � Baked goods Typical products on offer include: � Gardening products � Snacks and beverages � Meat and sausage specialties (e.g. pork, � Artisanal products for the home, yard and beef, mutton, rabbit, buffalo, horse and veni- garden son) Most products are sourced locally and based � Milk & cheese products partly on traditional recipes and methods of � Fruit & vegetables production.

5.9.1 Development potentials – Vision definition

There were various possibilities for valorising This approach was part of the vision of estab- this intangible cultural heritage, as the farmers‘ lishing regional East Elbian products under the market products include a focus on „tradition- name: al craft techniques“. However, one deciding factor was the ambitious definition of the de- “East Elbian Leckerschmecker [gourmets]” – velopment approach, which aimed not only to East Elbian snack box develop individual products, create new ones, The sections below describe the following use- or revive old ones, but rather: ful tools for valorising intangible cultural heritage: to achieve sustainability by connecting regional product development to a balanced 1. Approaches to regional brand development cooperation between East Elbian providers 2. New cooperations and mandatory collabora- and local producers. tion of regional role players

157 5.9.2 Investigating the conditions for development

After the vision was defined the regional start- itors flocking to this Pumpkin Festival in Sep- ing conditions were analysed. That is, the ex- tember and the pumpkin sale on the weekend isting approaches were examined in detail with before Halloween. A small farm shop has been respect to their development and expansion offering all sorts of pumpkin-related products potential. As examples, three of these ap- since May 2013. Traditions are revived, distrib- proaches are described in more detail below. uted and continued through the exchange of information and experiences between produc- A) er, market visitors and young people. The first example involves the Zwethau family The resulting added value lies not only in the Andrea and Jörg Schmidt, who have dedicated continuation of traditional ways of production themselves to creating a range of products and and culture, but also in increasing the image recipes based on the pumpkin, which was once of the region as a desirable place to live with common in the region.. a unique identity that is visible for residents They founded the Zwethau “Kürbisdomizil & and guests alike. Added value is always creat- Kreativschmiede [Pumpkin palace & creative ed where the valorisation of cultural heritage smithy]” in February 2006. Knowledge of the creates direct and indirect benefits and where cultivation and processing of the pumpkin has socio-cultural conditions can be developed or been passed down orally and in writing. Small improved for the local population. artworks are carved into the fruit to make the product as attractive to the eye as it is to the B) palate. The Schmidt family also offers instruc- Another typical example of a traditional region- tions on how to carve and paint the pumpkins al product is the East Elbian honey. Consumed (Fig. 5.41). or utilised by people in many different ways for thousands of years, this tradition is now expe- The uniqueness of the „pumpkin“ product lies riencing something of a “renaissance“ due to in the many varieties and their many creative a new consciousness of the past that is taking uses (e.g. sausages, cake, champagne). The hold in the region (Fig. 5.42). Zwethauer “Pumpkin palace & creative smithy” also actively fosters tradition through annual festivals. Pumpkin plants are sold at the Court festival on the 1st of May, with hundreds of vis-

Fig. 5.41: Zwethau “Pumpkin palace & creative smithy”

158 In East Elbia, the Arzberg beekeepers Iris and Even the reformer Martin Luther was partial to Jörg Grabein have dedicated themselves to Torgau beer, which is confirmed in his letters this tradition. This small company was found- and toasts: “Cerevisiana torgana quam libenter ed in 2001 in Saxony (now a certified organic velle esse vinum.” (“Torgau beer is much better operation) and sells its products via direct mar- than wine”) (Fig. 5.43 - next side). keting. Iris Grabein was born into the beekeeping tradition. Her great-grandfather founded The brewing and export of beer was an im- the first Triestewitzer Beekeepers Association portant economic factor in the region. Not in 1902. The family business has approximately only the brewers profited from this, but also 250 bee colonies and nurtures the tradition of local farmers, coopers and other professionals. cultivating orchards for the extraction of juice Nowadays, the custom is upheld by local tra- from traditional apple varieties. Their range of dition-minded restaurateurs, who maintain and honey products ranges from wax to cosmet- support the production of beer in the region. ics to fine beeswax candles. The “Arzberger The “Alte Elbehof” in Werdau is an East Elbian Bärenfang” (a honey-flavoured liqueur) is an- pioneer in this respect. A number of delicious other speciality, which is manufactured accord- beers are brewed there on a small scale. The ing to a traditional East Prussian recipe. guesthouse in Werdau, maintained and run by the Hepe family with great personal and com- C) mercial commitment, has a long (family) tradi- Brewing beer has been a tradition for centu- tion to look back on. This guesthouse has al- ries in many regions, including East Elbia!. The ready been in the hands of the family for four East Elbian „beer tradition“ is especially char- generations (since 1911). Guests are keen to acterized by the beer brewed in nearby Torgau, enjoy the regional products in this extensively which has almost 800 years of brewing tradi- renovated and lovingly and imaginatively dec- tion. In fact, brewing was first mentioned in the orated guesthouse, which also features a large 12th century Torgau town bylaws. beer garden under hundred-year-old lime and There were 285 brewery masters with beer chestnut trees. The home-brewed beer is en- brewing rights. Four million litres of beer were ticingly supplemented by home-baked bread brewed here annually in the 16th century. His- and fresh smoked fish, and the guesthouse’s tory has it that the Torgau beer was of excel- reputation has already spread beyond regional lent quality and a sought-after export product. borders.

Fig. 5.42: Bee cart in East Elbia and the label of “Arzberger Bärenfang”

159 5.9.3 Meeting the prerequisites – Tasks

Before proceeding, it was necessary to ensure tation of the ICH (to develop cooperation and that the basic prerequisites for the implemen- enhance regional products) were in place:

East Elbia has: East Elbia needs: � High-quality local products � Willingness to cooperate � Quality and variety � Support by a “pioneer” � Dedicated champions � A marketing strategy � Ideas worth imitating � Markets � A regional logo � Cost-effectiveness

It became clear that successful implementation The relevant parties concluded mutually bind- depended on answering three basic questions: ing cooperation agreements in the form of contracts that define the tasks, responsibilities, � Where do we stand? What is available? financial and manpower contributions of each � Where do we want to go? role player, as well as the joint approach (work � What must we do to achieve that? and action plan) and actions for attracting additional local „supporters“ (keeping the net- Together, the regional agents overcame the work open). For the sake of local effectiveness, following challenges: it was important to be concrete and practical in the description of tasks and also to remain � Identifying and clarifying the legal parameters strictly regional. Any ambitions for extending � Resolving institutional, financial and person- beyond the region can only be considered af- al prerequisites ter the successful completion of the implemen- � Enhancement of the local approach to im- tation stage. plementation � Organisation of events for distribution � Obtaining the support of local commerce � Public relations, involving the local media � Creation of a network

Fig. 5.43: Hotel and brewery “Alter Elbehof” in the Torgau/ Werdau district

160 5.9.4 Concrete procedure for implementation

Preparatory workshops and training sessions certain processes of political decision-making, were held in the next phase, which focussed on: allows not only the bearers of ICH to participate in the implementation, but also the carriers, mul- � Providing food for thought tipliers and decision-makers in politics and ad- � Increasing awareness of the topic ministration. Active participation is thus enabled, � Developing know-how, skills and competence and it becomes possible to balance the various � Sensitisation to the potential of cultural heritage interests and value systems. This ultimately leads � Encouraging the participants to develop to the ICH implementation gaining acceptance their own approaches and concepts for devel- and exposure, thereby creating a win-win situ- oping cultural heritage. ation for all parties involved. The “East Elbian snack box” was created in this way (Fig. 5.44). The planned establishment of a regional brand and a specific marketing strategy for the distri- The East Elbian snack box is considered a sump- bution of regional products was a useful sensitis- tuous regional souvenir and also a regional ad- ing argument which was feasible in this case, due vertising asset, since it is also a source of infor- to existing conditions. The organisation of par- mation about this region east of the Elbe. With ticipatory processes was an essential component the support of the Direktvermarktung in Sachsen for creating transparency in the ICH valorisation. e.V. [Direct Marketing in Saxony] association, the The implementation of standards or quality cri- Restaurateur-Meets-Direct-Marketer initiative teria for the involvement of citizens of the region was also launched in East Elbia. By establishing proved to be useful. a value-added chain, the valorisation of the ICH This procedure, which is already exercised in thus had a direct economic impact.

Fig. 5.44: The “East Elbian snack box” product basket with local products

161 Thus, East Elbia has developed a new brand The basis for this initiative is the cooperation within the framework of the „East Elbian Leck- agreement between restaurant owners and di- erschmecker [gourmets]” initiative, which is rect marketers, which includes specific agree- based on a contiguous regional value-added ments on: chain and represents a good example of the valorisation of intangible cultural heritage. Two � Strengthening the direct marketers in East of the largest dining establishments in the re- Elbia by linking into regional initiatives and gion offer visitors and locals special culinary promotional activities delights. They have teamed up with local direct � Developing regional connectivity between marketers to form a network for this purpose. direct marketers and restaurateurs The restaurant menus now also carry tasty re- This network is actively supported by the East gional products. Joint advertising of this initia- Elbian Association. tive is the basis for a common marketing strategy (Fig. 5.45).

Seit dem 17. Juni 2013 hat der lukullische Genuss Unser wahrlich „geschmackvolles“, fünf engagierte Partner in Ostelbien ein neues Markenzeichen: einbindendes Netzwerk „Ostelbiens Leckerschmecker“ „Ostelbiens Leckerschmecker“

Die beiden größten Gastro-Einrichtungen präsentiert seine Produkte der regionalen Direktvermark- unserer Region tung an den jeweils eigenen Standorten. Kompakt gibt’s die „Wenzels Hof“ in Zwethau und Angebote und auch die „Ostelbische Naschkiste“ auf dem der „Alte Elbehof“ in Werdau Ostelbischen Bauernmarkt Pülswerda. Hier präsentieren seit bieten ihren Gästen ganz besondere Gaumenfreuden, seiner Premiere am 30. September 2000 (nord-)sächsische Direktvermarkter und andere Anbieter frische Produkte denn: Die einheimischen Direktvermarkter vom Lande und Vielerlei für Haus, Hof und Garten. Gartenbau Orlowski (Pülswerda), Milchschafhof Henkelmann (Triestewitz) sowie Die Bauernmarkt-Termine fürs Jahr 2014 Kürbisdomizil & Kreativschmiede Schmidt (Zwethau) bereichern die Speisekarten mit äußerst schmackhaften 23. März (Frühlingsmarkt) regionalen Erzeugnissen. 13. April (Vor-Ostermarkt) 18. Mai (Blumenmarkt) Das Netzwerk wird betreut vom Ostelbien-Verein 17. August (Sommermarkt)

und vom Verein „Direktvermarktung in Sachsen e. V.“. 12. Oktober (Herbstmarkt) Ostelbien in Nordsachsen

Unser Genießer-Netzwerk Ostelbien (von links): Holger Reinboth (Vorstand Ostelbien-Verein), Heiko Wenzel (Hotel „Wenzels Hof“, Zwethau), Simone Hepe („Alter Elbehof“, Werdau), Dr. Dieter Heider (Projektbegleiter, Leipzig), Andrea Schmidt (Kürbisdomizil & Kreativschmiede Schmidt, Zwethau), Ines Orlowski-Dilz (Gartenbau Orlowski, Pülswerda), Doreen Münch (Direktvermarktung in Sachsen, Geschäftsführerin), Jörg Schmidt (Kürbisdomizil & Kreativschmiede Schmidt, Zwethau). Es fehlt: Ronny Henkelmann (Milchschafhof Henkelmann, Triestewitz).

Impressum Verein zur Bewahrung und Förderung des ländlichen Raumes Ostelbien im Landkreis Nordsachsen e. V. (kurz: Ostelbien-Verein), Bahnhofstraße 3c, 04886 Beilrode, Fon / Fax: (03421) 718290 E-Mail: [email protected], I-Net: www.ostelbien.de

Druck Druckerei Belgern GmbH Belgern, Ritterstraße 12, 04874 Belgern-Schildau Fon: (034224) 40562, Fax: 40550 [email protected], www.druckerei-belgern.de

Danke für die freundliche Unterstützung: Verein „Direktvermarktung in Sachsen e. V.“, Willkommen im Genießerland Genießerland im Willkommen Sächsisches Staatsministerium für Umwelt und Landwirtschaft OstelbiensLeckerschmecker CRS for SRD, CCC 119 Fig. 5.45: Network foundation of the East Elbian Leckerschmecker initiative

Our Gastronomic Partners East Elbian Snack Tour Our Direct Marketers

Fig. 5.46: Initiative of the East Elbian Leckerschmecker network founders Fig. 5.46: Initiative of the East Elbian Leckerschmecker network founders The basis for this initiative is the cooperation agreement between restaurant owners and direct marketers, which includes specific agreements on: 162 • Strengthening the direct marketers in East Elbia by linking into regional Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an: initiatives and promotional activities 0,63 cm + Einzug bei: 1,27 cm • Developing regional connectivity between direct marketers and restaurateurs This network is actively supported by the East Elbian Association.

5.9.5 Future potential for further development Potential areas for further development include expansion of the product range, extension to other partners, and strengthening the competitive edge of companies involved in the project. Opportunities arise mainly from:

• the ability of the end-user to trace product origins Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an: 0,63 cm + Einzug bei: 1,27 cm • the acquisition of new customer groups and building customer loyalty • developing the creativity of chefs, especially regarding traditional regional ingredients • joint marketing in the region

5.9.5 Future potential for further development CRS for SRD, CCC 120 Potential areas for further development in- routes and sustainable and ecological produc- clude expansion of the product range, exten- tion and processing sion to other• partners,protecting and strengthening the environment the The parties throughinvolved anticipate short special routes devel - and sustainable and competitive edgeecological of companies production involved in the andopment processing opportunities based on influences on project. Opportunities arise mainly from: the eating habits of locals and visitors to the The parties involved anticipateregion, andspecial also the developmentestablishment and enopportunities- based on � the ability of the end-user to trace product hancement of a fine culinary ambience east of originsinfluences on the eating habitsthe Elbe.of localsPromoting and a healthy visitors diet in regionalto the region, and also the � theestab acquisitionlishment of new customerand enhancementgroups and schools andof nurseriesa fine might culinary also be anambience option east of the Elbe. building customer loyalty to consider. These and other activities will de- � developingPromoting the creativity a healthy of chefs, diet especially in regional velop the schools East Elbian andregion nurseries into a feel-good might also be an option to regardingconsider. traditionalThese regional ingredientsand other activitiesrefuge for itswill residents develop and their the guests: East Elbian region into a feel- � joint marketing in the region � protectinggood refuge the environment for its residentsthrough short and their guests:

Sustainable East Elbia: feel-good refuge Nachhaltiges Ostelbien: Wohlfühl-Hort East Elbia & Local Pride

Ostelbien & Heimat-Stolz → Diversity of historical sites of culture and heritage Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an: 0,63 cm + Einzug bei: 1,27 cm  Vielfalt von historischen Kulturstätten und Denkmalen → Natural/ idyll of the River Elbe floodplains Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an:  natürliche Idylle der Elbauen-Landschaft 0,63 cm + Einzug bei: 1,27 cm → Richness of intangible cultural heritage Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an:  Reichtum des immateriellen kulturellen Erbes 0,63 cm + Einzug bei: 1,27 cm → Connectedness to the beloved native region  Verbundenheit zur liebgewonnenen Heimatregion Formatiert: Aufgezählt + Ebene: 1 + Ausgerichtet an: 0,63 cm + Einzug bei: 1,27 cm FAZIT

Nachhaltige Wohlfühl -Faktoren sind Reichtum des Seins! Sustainable feel-good factors - the wealth of being!

Conclusion: Moving forward, these potentials Association as the caretaker of regional devel- can be sustainably developed and safeguarded opment. throughConclusion: the active supportMoving of the Eastforward, Elbian these potentials can be sustainably developed and safeguarded through the active support of the East Elbian Association as the caretaker of regional development. 163

6. Glossary and literature

6.1 Glossary of terms

Convention for the Safeguarding of the Intangible Cultural Heritage

The Convention adopted by the General Con- Among other things, it also asks each country ference of UNESCO in 2003 is the first inter- to identify and define such heritage with the national treaty to provide a legal, administra- participation of communities, groups and rel- tive and financial framework to safeguard this evant non-governmental organizations. The heritage. A convention is an agreement under Committee makes decisions about which in- international law entered into by countries that tangible heritage should be inscribed on the establishes rights and obligations between lists of the Convention, about providing inter- each party and every other party. The 2003 national financial assistance or disseminating Convention aims at safeguarding intangible good safeguarding practices. cultural heritage that is in step with international agreements on human rights and that Further Information: UNESCO: Convention for meets requirements of mutual respect among the Safeguarding of the Intangible Cultural communities and of sustainable development. Heritage. UNESCO, Paris 2003.

Cultural Resource

A cultural resource is a material or non-material of cultural resources can best be achieved if de- entity transmitting elements from the past into cision-making lies in the hands of those affected the present. It can be a building or an archaeo- by the decision (c.f. ‘participation’). logical object, but also a pattern of human behaviour and thought as reflected in traditions, Further Information: customs and rites. Cultural resources represent Albert, Marie-Theres (ed.) (et al.): Community historic, pre-historic, or contemporary ways of Development Through World Heritage, UNES- living or human activities. For CCC, cultural re- CO, Paris 2012. sources appear in the form of intangible cultural Debano, L. F.; Neary, D.G.; Folliot, P.F.: Fire‘s heritage and are the basic element for the CCC effects on ecosystems. John Wiley and Sons, strategy and its essential valorisation process Inc., New York 1998. because they bear a direct or indirect economic New York Archeological Council Standards value. Once a cultural resource has been extin- Committee (ed.): Cultural Resources Standards guished, it is almost impossible to return it to its Handbook, New York 2000. original state. The protection and safeguarding

Focus Group

In CCC, a focus group is defined as a team con- Further Information: Cultural Resources Strate- sisting of three to five people who are respon- gy for Sustainable Regional Development, “Pri- sible for the vision development process. The orities, Strategic Approach and Development of group plans the process, analyses the current Visions” (chapter 3.2). situation, discusses reviews and adapts the vision, until the final vision necessary for the CCC strategy can be put into practice.

164 Holistic approach

Holism (from ὅλος holos, is a generic term for a includes the view that systems function as wholes Greek word meaning all, whole, entire, total) is and that their functioning cannot be fully under- the idea that natural systems (physical, biologi- stood solely in terms of their component parts. cal, chemical, social, economic, mental, linguis- tic, etc.) and their properties should be viewed Source: Wikipedia http://en.wikipedia.org/wiki/ as wholes, not as collections of parts. This often Holism

Intangible Cultural Heritage

Intangible Cultural Heritage (ICH) is a term age which became known worldwide in the light of (b) performing arts the adoption of the Convention for the Safe- (c) social practices, rituals and festive events guarding of the Intangible Cultural Heritage (d) knowledge and practices concerning nature by UNESCO in 2003. It describes practices, and the universe representations, expressions, knowledge and (e) traditional craftsmanship. skills that groups, communities or individuals Intangible Cultural Heritage describes abilities, recognise as their heritage. In addition, the talents and skills that have been handed down concept includes the instruments, objects, ar- from one generation to another and which are tefacts and cultural spaces resulting from the typical for a certain region. By definition, ICH cultural practices mentioned above. In order to has to be a living heritage which adapts to spir- count as intangible cultural heritage as defined it of the time as the people do. by UNESCO, the tradition has to be consistent with human rights and support mutual respect Further Information: as well as sustainable development. The Con- UNESCO: Convention for the Safeguarding vention defines five categories of intangible of the Intangible Cultural Heritage. UNESCO, cultural heritage to facilitate its identification. Paris 2003. UNESCO: What is Intangible Cultural Herit- (a) oral traditions and expressions, including lan- age?, [Online] Available at: http://www.unesco. guage as a vehicle of the intangible cultural herit- org/culture/ich/doc/src/01851-EN.pdf

Participation

Public Participation is one of the main princi- community. These so-called ‘heritage bearers’ ples within sustainable regional development are involved in the valorisation process and processes. In order to trigger a sustainable have the right to stop a political or economic development, local communities have to be in- development which is against their interest. volved in decision-making processes because they are the ones who have to live with the Further Information: consequences of political, economic or social Albert, Marie-Theres (ed.) (et al.): Training decisions. Participation is a very important fac- Strategies for World Heritage Management. tor in regional development because it contrib- German Commission for UNESCO, Berlin 2007. utes to an overall economic regeneration and International Association for Public Participa- to a political stabilization. The CCC strategy is tion (ed.): Core Values of Public Participation. also a participatory approach to regional devel- Thornton 2007. [Online] Available at: http:// opment because it includes the people actively www.iap2.org/displaycommon.cfm?an=4 living the intangible cultural heritage in their

165 Sustainability

In order to reduce or counteract the negative ing principle of CCC and the Cultural Resources effects of technical progress and economic de- Strategy for Sustainable Development. velopment, the concept of sustainability was developed in the 1980s. In its original meaning Further Information: (stemming from forestry), sustainability means a Cultural Resources Strategy for Sustainable Re- principle according to which one should not log gional Development, “What is Sustainable De- more trees than can grow back. This principle velopment?” (chapter 2.1). was transferred to ecology meaning that society UNESCO (2013). Culture: Key to Sustainable De- should not consume resources that exceed the velopment. The Hangzhou Declaration. [Online] limits of possible regeneration. Today, the most Available at: http://www.unesco.org/new/filead- popular definition of sustainability describes a min /MULTIMEDIA/HQ/CLT/images/FinalHang- “development which meets the needs of the zhouDeclaration20130517.pdf. present without compromising the ability of fu- United Nations World Commission on Environ- ture generations to meet their own needs“ (Unit- ment and Development (1987). Our Common ed Nations, 1987). UNESCO considers cultural Future (Brundtland Report). Oxford: Oxford Uni- heritage to be the “mainspring” of a sustainable versity Press. development - an insight which is the underly-

SWOT-Analysis

The SWOT-Analysis is an analysis of the current sit- resource. Thereby, an intangible cultural heritage uation of a product, service or company based on most suitable for valorisation can be selected. the examination of internal strengths and weaknesses and external opportunities and threats. To Further Information: conduct a SWOT-analysis no extensive training or Cultural Resources Strategy for Sustainable Re- special skills are needed, and so it is a reasonable gional Development, “ICH potential for Valorisa- and easy-to-apply method for the development tion and strategic Selection” (chapter 3.1). of a business or marketing plan. Within the CCC Ferrell, O.C. & Hartline, M.: Marketing Strategy, Strategy, a SWOT analysis is conducted in order Text and Cases. Cengage Learning; 6th edition, to determine the economic potential of a cultural Mason 2012.

Unique Selling Proposition (USP)

The term “Unique Selling Proposition” originally gional origin or its reference to regional cultural referred to the unique attributes of a certain prod- traditions. In this way, the CCC strategy provides uct or service which motivates customers to pur- methods to offer incentives to visit or stay in the chase it. The USP is the special characteristic which region and to buy regional products, which fosters differentiates a product or service from its com- a sustainable regional development. petitors, which can arise from the product’s quality, price, technical capabilities, etc. Because every Further Information: regional intangible heritage is unique and cannot Cultural Resources Strategy for Sustainable Re- be copied or imitated, the CCC strategy provides gional Development, “Goals of the Valorisation of advice on how to create a regional USP through ICH” (chapter 3.2). the valorisation of cultural resources. Besides at- Klenovec, Christine: Unique Selling Proposition tracting visitors, the USP of the region enhances (USP) of Nature Parks in Austria and Germany – the quality of life for the population. In addition, Status Quo and Creating a Guideline. University of the USP of a product can also be found in its re- Klagenfurt, Klagenfurt 2008.

166 UNESCO

The United Nations Educational, Scientific and context of its educational mission, UNESCO op- Cultural Organization is an international organisa- erates university chairs all around the world with- tion promoting education, science, culture, com- in the UNITWIN network. The UNESCO Chair in munication and information processes all around Heritage Studies at Brandenburg Technical Uni- the world. Founded in the aftermath of World versity (BTU), under the direction of Prof. Dr. phil. War II in 1947, UNESCO saw its most urgent Marie-Theres Albert, runs an international Mas- mission in the building of peace by supporting ter’s programme called Heritage Studies. The international understanding and solidarity. Now- International Graduate School: Heritage Studies adays, it advocates democratic education based provided academic supervision for Cultural Cap- on human rights and international cooperation in ital Counts. environmental sciences. It also promotes worldwide freedom of press and democratic access to Further Information: information and administers the cultural heritage Albert, Marie-Theres (ed.) (et al.): Constructing of the world. It has adopted several conventions World Heritage, IKO, Frankfurt am Main 2006. aiming at the safeguarding and protection of tan- UNESCO: Introducing UNESCO: What We Are. gible and intangible cultural heritage and natural [Online] Available at: http://www.unesco.org/ heritage of mankind. The UNESCO Convention new/en/unesco/about-us/who-we-are/introduc- for the Safeguarding of the Intangible Cultural ing-unesco/ Heritage (2003) forms the basis of CCC’s project UNESCO: The Organization‘s History. [Online] idea providing a five-category definition of intan- Available at: http://www.unesco.org/new/en/un- gible heritage (c.f. ‘intangible heritage’). In the esco/about-us/who-we-are/history/

Valorisation

There is no universally recognised definition of regional identity is strengthened. The valorisa- the term ‘valorisation’. Generally, the term is tion of intangible cultural heritage can foster en- used in different fields, such as business admin- trepreneurship, investment and innovation and istration, forestry, ecology, geology, biology, ideally inspires the development of innovative chemistry or computer sciences. The tem stems products or economic sectors specific for a cer- from the Latin word ‘valor’, which means ‘value’ tain region. or ‘content’. In current language, ‘valorisation’ is used in the sense of ‘assigning a value to some- Further Information: thing’, ‘making something valuable’ or ‘making Cultural Resources Strategy for Sustainable Re- something useable for economic purposes’. The gional Development, “The Innovative Way to Val- earliest usage of the term can be found in Karl orise Cultural Resources: The CCC-Strategy for Marx’s Capital, in which he described the conver- the Valorisation of Intangible Cultural Resources” sion of a commodity into money. The valorisation (chapter 2.2). of a cultural resource is the process of activating Marx, Karl: Capital. A Critique of Political Econo- development potentials based on the values of a my. Penguin, London 1990. cultural entity. By embedding cultural resources The Free Dictionary, Keyword ‘Valorisation’, in the regional economy, quality of life and eco- http://www.thefreedictionary.com/ nomic competitiveness are enhanced, and the

167 Vision

In connection with project development or man- making use of the potentials of knowledge, ex- agement, a vision is a strategic goal. It is not a periences and ideas related to intangible cultural strict target setting, but rather describes an im- heritage. aginary picture of a positive, desirable future of a project or an enterprise independent of concrete Further Information: time frames or other restrictions. A clear vision Cultural Resources Strategy for Sustainable Re- provides projects or enterprises with orientation gional Development, “Visions and their impact” and points of reference by defining their core val- (chapter 3.2). ues, purposes and ideology. These main charac- Krotscheck, Christian (et al.): Politik der Inwert- teristics of the vision will remain at the heart of setzung. 12 Entscheidungen zur Überwindung an enterprise, no matter how often its business der Zuvielisation. BVR Verlag, Auersbach 2007. strategies or practices are adapted to the changing economic climate. In CCC, the building of a vision helps regional developers (or others) to focus their efforts on reaching a desired future by

168 169 6.2 Literature

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172 en aus dem Vulkanlandweg „Aufbruch zur Ein- hk/iasdr/proceeding/papers/Intangible%20 zigartigkeit“. Steirisches Vulkanland 2007 heritage%20valorisation_%20a%20new%20 field%20for%20design%20research%20 and%20practice.pdf R. Nagel, R. Wimmer: Systemische Strate- gieentwicklung. Modelle und Instrumente für Project Management Institute, A Guide to the Berater und Entscheider. Klett-Cotta, Stuttgart Project Management Body of Knowledge, 2002, ISBN 3-608-93053-7 Project Management Institute, Incorporated, 2013, ISBN 9781935589679 P.M. Senge, A. Kleiner, Ch. Roberts, R. Ross, B. Smith: Das Fieldbook zur Fünften Disziplin. C. Salone, Politiche territoriali. L‘azione collet- Klett-Cotta, Stuttgart 1996, ISBN 3-608-91310-6 tiva nella dimensione territoriale, Utet Libreria, Torino, 2005, ISBN 978-886-00-8167-4 Ch 3.3 UNESCO, Encouraging transmission of ICH : M.T. Albert, General Concepts that Should Living Human Treasures, http://www.unesco. Be Considered in ICH-Valorisation Process – org/culture/ich/en/living-human-treasure/, First Steps: Developing a Suitable Valorisation [06/09/2013] Method – Target Groups for the Valorisation of Intangible Cultural Heritage. Cultural Capital University of Kansas, Community Tool Box, Counts meeting. Presentation. 24.05.2012 Chapter 11, Section 1, Developing a Plan for Involving Volunteers, http://ctb.ku.edu/en/ Associazione Civita, Conferenza delle regioni table-of-contents/structure/volunteers/involv- e delle province autonome, Linea guida per la ing/main [13.11.2013] valorizzazione della cultura in Italia attraverso la collaborazione pubblico/privato, Roma, 25 Wikipedia, http://en.wikipedia.org/wiki/ July 2012, http://www.civita.it/content/down- SMART_criteria Cit. SMART load/1236693/8766084/file/ALL.Linee%20 Guida%20Collaborazione%20PubblicoPriva- Ch 3.4 to%2025lug2012.pdf Deutsche UNESCO-Kommission e.V. Working paper „Das lebendige Kulturerbe kennenler- Cultural Capital Counts Project, Manual - Trans- nen und wertschätzen!“ (Version 31.08.2012), national tools to valorise the resource ‚regional http://www.unesco.de/fileadmin/medien/ culture‘, Oszko 2012, ISBN 978-963-08-6922-5 Dokumente/Kultur/IKE/120831-Arbeitspapi- European Commission, EU Cohesion Poli- er_Lebendiges_Kultuerbe.pdf cy 2014-2020: legislative proposals – Fact- sheet “Community-led Local Development”, http:// www.netzwerk-bürgerbeteiligung.de http://ec.europa.eu/regional_policy/sources/ (6th Dec. 2013, 15:00) docgener/informat/2014/community_en.pdf ILTIS, http://www.4managers.de, powered by [06/09/2013] ILTIS GmbH • D-72108 Rottenburg (6th Dec. 2013, 15:00) INEA , Politiche, Governance e Innovazione per le Aree Rurali, ESI, Napoli, 2006, Federal administration office REGIONEN AK- ISBN 88495-11299 TIV. Leitfaden Regionale Wertschöpfungspart- nerschaften. Berlin 2008, P. 76 E. Lupo, Intangible cultural heritage valorisation: A new field for design research and prac- G. Probst, Raub, St., Romhardt, K., Wissen ma- tice, International Association of Societies of nagen - Wie Unternehmen ihre wertvollste Res- Design Research 2007 Emerging Trend in De- source nutzen. Gabler 2006. Page 25 et.seq. sign Research Conference, 12-15 November, Hongkong, http://www.sd.polyu.edu.

173 Ch 3.5 Bibliography Chapter 4 Ph. Kotler: Marketing menedzsment, Műszaki Daniel Latorre, (2013): Available at: http:// Könyvkiadó, Budapest, 1999 www.psicosocial.it/gruppo-di-lavoro-di-succes- so/, [Accessed 28/010/2013] Gy. Fülöp: Kisvállalati gazdálkodás, Aula Kiadó, Hogan & Kaiser, (2005): Available at: http:// 2004. www.psicosocial.it/diventare-un-grande-lead- Alapfogalmaktól az üzleti tervig (Vállalkozási er/, [Accessed 28/010/2013] ismeretek kezdőknek), Ed.: Hollóné Kacsó E., Eszterházy Károly Főiskola, Eger, 2004 Dominic Alves: Available at: http://www.psicosocial.it/diventare-un-grande-leader/, [Ac- Innovation Potential Indicator, OPP – Unlock- cessed 28/10/2013] ing Potential, http://www.opp.com/tools/innovation-pi/#.Ukl--n9e0aQ (6th Dec. 2013, 15:00) Bibliography Chapter 5 Laser Consult: Innovatív élelmiszeripari ter- C. Eigner, C. Krotscheck, M. Narodoslawsky, mékek, technológiák továbbfejlesztése és piaci W. Wlattnig, J. Ober et al. (2009). Zukunft: Re- bevezetése, 2009 gionalwirtschaft – Ein Plädoyer. Studien Verlag GmbH, Innsbruck. ISBN 978 37065 48076 http://www.foodenerg.eu (6th Dec. 2013, 15:00) Manuela Irsara (2009). Studie zur Positioni- Building strong regional brands: South Ty- erung des Stärkefeldes Gesundheit & Wellness rol, Metadesign, 2010, http://www.norskde- aus natürlichen, typischen, alpinen Ressourcen. sign.no/getfile.php/Filer/Artikler/Foredrag/ Hg. TIS Techno Innovation Südtirol K.AG, Bere- Holger%20Volland_MetaDesign%20-%20 ich Lebensmittel & Wohlbefinden, Bozen N%C3%A6ringslivsdagen%202008.pdf (6th C. Krotscheck (2013). Forum Lebenskraft und Dec. 2013, 15:00) Gesundheit Vision 2025. Im Rahmen des CCC Projektes, Steirisches Vulkanland How to Start an Endowment for Your Nonprof- it, Nonprofit Charitable Orgs, http://nonprofit. C. Krotscheck, E. Frohmann (2007). Geoman- about.com/od/fundraisingbasics/a/starten- tie im Steirischen Vulkanland - Wirksame Land- dowment.htm (6th Dec. 2013, 15:00) schaft, verwandelter Mensch. BVR Verlag, M. Fend: Idea and General Goals. Cultural Auersbach. ISBN 978 39502 37405 Capital Counts Start-up meeting. Presentation. 16–17. June 2011 C. Krotscheck, R. Schmidt, J. Ober et al. (2007). Politik der Inwertsetzung - I. Kovács. Közösségi munka a Vasi Hegyháton 12 Entscheidungen zur Überwindung der Zu- – a présház felújítástól a helyi termék klaszter- vielisation. BVR Verlag, Auersbach. ISBN 978 ig, Presentation, IV. Kárpát-medencei térségfe- 39502 37412 jlesztő műhely. Antalóc, 2. April 2011 M.-Th. Albert: General Concepts that Should Lebenskraft und Gesundheit (2012). Fo- Be Considered in ICH-Valorisation Process – rum ganzheitlicher Gesundheitsanbieter im First Steps: Developing a Suitable Valorisation Steirischen Vulkanland. BVR Verlag, Auersbach. Method – Target Groups for the Valorisation of ISBN 978 39028 52014 Intangible Cultural Heritage. Cultural Capital Counts meeting. Presentation. 24. May 2012, Leo A. Nefiodow (2006). Der sechste Kon- Bovec, Slovenia dratieff. Wege zur Produktivität und Vollbes- chäftigung im Zeitalter der Information. Rhein- M. Fend, Ch. Krotscheck: Cultural Resources Sieg Verlag, St. Augustin. ISBN 39805 14455 Strategy for Sustainable Regional Develop- (6. Auflage) ment, Steirisches Vulkanland, BVR. Presenta- tion. 10th/11th October 2013, Krosno, Poland J. Schleich (2001). Kräuterweiber und Bauern- doktoren. Verlag Styria, Graz: Wien: Köln. ISBN 3 2221 28669

Joseph A. Schumpeter (1961). Konjunk- turzyklen. Eine theoretische, historische und statistische Analyse des kapitalistischen Proz- esses. Vandenhoeck & Ruprecht, Göttingen. ISBN 978 35251 32371 CRS for SRD, CCC 79

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.