online tutoring session n. 1 - agenda - Interreg Europe

PGI05391

Thematic Trail Trigger

Mod. 3C-3T-25 ONLINE TUTORING SESSION N. 1 - AGENDA

Template rev. 2 24.02.2019

Macro-category “ Trail Management & Governance (TMG)”

2 July 2020

Location: online (Zoom)

(link to follow by invitation mail)

Language: English

2 July - 10.00 to 12.00 ( Session 1)

Hours CONTENT PURPOSE

9.30 –9.50 Internal session between

Lead Partner and the three

partner transferors

Getting ready for the session and discussion

10.00 –10.10 Introduction by Lead

Partner (moderator)

Organisation of the Tutoring Session

Definition and main aspects of Trail Management and

Governance

10.10 – 10.20 1. ROMANIA :

GP n. 12 - Poarta

Carpatilor

Presentation by PP7

transferor

Outline of the GP

Reference to the feedbacks received during the Study

Visit n. 5, with special regard to TMG aspects

10.20 – 10.30 2. FINLANDIA:

GP 26 - Silence as a

Tourist Attraction

Presentation by PP3

transferor

Outline of the GP



10.30 – 10.40 3. POLAND :

GP n. 42 - TeH2O

Presentation by PP5

transferor

Outline of the GP



10.40 -11.10 Q&A as per partners’ requests on Google

spreadsheet

Each transferor to provide answers to be questions

made, if not yet replied

11.10 -11.50 Open session Possibility for all participants to seek more details or

counselling for replicating the experiences in their

Action Plan

11.50-12.00 Summary of issues

raised/answered.

Arrangements for any

further in-depth review

Reporting

One2one or other modalities for more in-depth analysis

if necessary

https://zoom.us/j/95497020916?pwd=dVFpdjFIUEJxWUZLTHFDLyswaUc5UT09

PGI05391


Mod. 3C-3T-25 ONLINE TUTORING SESSION N. 1 - AGENDA

Template rev. 2 24.02.2019

2 July - 13.00 to 15.00 ( Session 2)


12.40 –12.50 Internal session between

Lead Partner and the three

partner transferors


13.00 –13.10 Introduction by Lead Partner

(moderator)


Definition and main aspects of Trail Management

and Governance

13.10 – 13.20 4. MALTA:

GP n. 22 - Dingli Heritage

Trail

| Presentation by PP4

transferor

Outline of the GP

Reference to the feedbacks received during the

Study Visit n. 5, with special regard to TMG aspects

13.20 – 13.30 5 ITALY:

GP n. 37 - Val di Cornia Park

Presentation by PP 2

transferor

Outline of the GP



13.30 – 13.40 6. ITALY :

GP n. 43 SAPE

Presentation by Lead

partner transferor

Outline of the GP



13.40 -14.10 Q&A as per partners’ request on Google spreadsheet

Each transferor to provide answers to be questions

made, if not yet replied

14.10 -14.50 Open session Possibility for all participants to seek more details or

counselling for replicating the experiences in their

Action Plan


raised/answered.

Arrangements for any

further in-depth review

Reporting

One2one or other modalities for more in-depth

analysis if necessary

N.B. The two sessions are planned to be recorded; videos will be made available to partners and their

stakeholders for future consultation. Provisions to secure the participants’ consent will be indicated in the

invitation mail.

Lead Partner

Project Co-ordination Team

ThreeT


ONLINE TUTORING SESSION n. 1

Management & Governance

DOC.4C-3T-99 OTS 1 - 2 July 2020

2

AGENDA sub-session 1

2 July - 10.00 to 12.00 ( Session 1)


9.30 –9.50 Internal session between Lead

Partner and the three partner

transferors



(moderator)


Definition and main aspects of Trail Management and Governance

10.10 – 10.20 1. ROMANIA :

GP n. 12 - Poarta Carpatilor

Presentation by PP7 transferor

Outline of the GP

Reference to the feedbacks received during the Study Visit n. 5,

with special regard to TMG aspects

10.20 – 10.30 2. FINLANDIA:

GP 26 - Silence as a Tourist

Attraction


Outline of the GP



10.30 – 10.40 3. POLAND :

GP n. 42 - TeH2O


Outline of the GP



10.40 -11.10 Q&A as per partners’ requests on Google spreadsheet

Each transferor to provide answers to be questions made, if not yet

replied

11.10 -11.50 Open session Possibility for all participants to seek more details or counselling for

replicating the experiences in their Action Plan


raised/answered. Arrangements

for any further in-depth review

Reporting

One2one or other modalities for more in-depth analysis if necessary

3

AGENDA sub-session 2

2 July - 13.00 to 15.00 ( Session 2)


12.40 –12.50 Internal session between Lead Partner

and the three partner transferors



(moderator)


Definition and main aspects of Trail Management and Governance

13.10 – 13.20 4. MALTA:

GP n. 22 - Dingli Heritage Trail

| Presentation by PP4 transferor

Outline of the GP

Reference to the feedbacks received during the Study Visit n. 5, with

special regard to TMG aspects

13.20 – 13.30 5 ITALY:

GP n. 37 - Val di Cornia Park

Presentation by PP 2 transferor

Outline of the GP



13.30 – 13.40 6. ITALY :

GP n. 43 SAPE

Presentation by Lead partner

transferor

Outline of the GP



13.40 -14.10 Q&A as per partners’ request on Google spreadsheet

Each transferor to provide answers to be questions made, if not yet

replied

14.10 -14.50 Open session Possibility for all participants to seek more details or counselling for

replicating the experiences in their Action Plan

14.50-15.00 Summary of issues raised/answered.

Arrangements for any further in-depth

review

Reporting

One2one or other modalities for more in-depth analysis if necessary

4

“it is important to set up a trail and manage it, but equally

important is the people empowerment”

5

Management

Management Responsibility . Success requires the participation of all members of the project

team, but remains the responsibility of management to provide the resources needed to

succeed. (PMBOK Guide, 2008)

Source: ThreeT Glossary page 10

With reference to our Thematic Trail, the management becomes relevant in 4 main phases:

I. Trail start-up (Phase A)

II. Trail development (Phase B)

III. Trail action design & planning (Phase C)

IV. Trail implementation, management & promotion (Phase D)

MANAGEMENT

Management is the administration of an organization, whether it is a business, a not-for-

profit organization, or government body. Management includes the activities of setting

the strategy of an organization and coordinating the efforts of its employees (or of

volunteers) to accomplish its objectives through the application of available resources,

such as financial, natural, technological, and human resources.

6

Management

Trail Start-up Trail Development

7

Management

Trail Action Design &

Planning

Trail Implementation, Management &

promotion Design & Planning

8

Management

I. TRAIL START-UP

Promoters & Stakeholders (Silence, Transylvania Highlands, …) Information need to be provided on the initiators who discussed from the start about how to identify the theme of reference and to

aggregate consensus and resources for the proposed thematic trail

Legal set-up (Silence, Val di Cornia, TeH20, …) It is expected that the organizational body supervising the promotion, implementation and management of the trail will be established by

choosing a suitable legal set-up. This can be in the form of an Association or Foundation or other similar, generally operating on a non-

profit basis.

…

9

Management

II. TRAIL DEVELOPMENT

Trail Identification Trail identification will start as a preparatory exercise to permit its subsequent identification on the ground; the trail may be represented

by a continuous path that interconnects various points of interest through links (trails, unpaved rural roads, etc.. ) walked or travelled on

by cycling and/or mountain biking, riding etc. In general, a Trail may be conveniently divided into sections or stages.

A Trail may also be an archipelago of points not necessarily connected together.

The whole journey may be documented by GPS tracking thus allowing the publication of information on a web-GIS portal and their

download using portable applications.

Rehabilitation or new works The opening up or the consolidation of a Trail requires the provision or renovation of bridges, walkways and other path

infrastructure, as well as protective measures such as fences, low walls, etc.

Along the Trail small-scale side infrastructure is generally welcomed to allow a travellers' stop-over and, where possible, use of

associated utilities (benches, tables, litter bins, drinkable water fountains, toilets, information boards, sheds or other type of

shelter, unmanned hostels, bicycle racks, vehicle parking bays, etc.).

Particular attention shall be paid to the use of such facilities by disabled or age-impaired persons

Services …

Information and communication …

Points of interest …

10

Management

III. TRAIL ACTION DESIGN & PLANNING

Design > strategy | action design | stakeholder

identification | cost & other resource estimate

Phasing > priority setting | finance | timing

This is the core of ThreeT Action Plan in Phase 1 !

11

Management

IV. TRAIL IMPLEMENTATION, MANAGEMENT & PROMOTION

a) Trail implementation > financial procurement | stakeholder

involvement | action execution

b) Trail management & monitoring > capacity building |

local governance | day-to-day management | monitoring &

control (Threet in Phase 2) | cross-border cooperation (Pilot Action)

c) Trail promotion > co-partners | promotion modalities | promotional

products | performance indicators.

This is the core of ThreeT Action Plan in Phase 2 !

12

Governance

Refers to the bringing together of various actors to achieve shared purposes and

benefits in certain areas of development. (Picture project).

Modern governance is not based on centralised 'command and control' but is dispersed

across multiple centres of authority (Hooghe and Marks, 2003).

There are many self-organising, inter-organisational networks which complement markets

and government hierarchies as governing structures for allocating resources and exercising

control and coordination (Rhodes, 1996).

Two dimensions of governance exist — vertical and horizontal coordination — which work in

combination. (EEA, Report No 2/2012)

Source: ThreeT Glossary page 7

Multi-Level Governance . The term is understood as non-hierarchical forms of

policymaking, involving public authorities as well as private actors, who operate at different

territorial levels, and who acknowledge their interdependence. (EEA, Report No 2/2012)

Those are the actors of ThreeT Phase 2 !

13


Let’s start now !

GP Silence as a tourism attraction –Central Finland regional plan

OTS MC TMG 7/1/2020

Liisa Bergius PP3 1

GP Silence as a tourism attraction –Central Finland regional Plan

Tutoring Partner 3

Regional Council of Central Finland

[email protected]

ThreeT

Thematic Trail TriggerOTS1 2nd July 2020

2

Administration perspective:

Regional planning according to Finnish Land use and Building Act

Purpose and tools of regional planning:

1. Regional scheme (Central Finland Strategy 2040),

2. Regional development programme,

3. Regional plan which steers other land use planning.

- Regional scheme indicates the regional development goals.

- Regional plan sets out the principles of land use and community

structure and designates areas as necessary for regional development.

- Areas are designated as reserved only to the extent and accuracy

required by national or regional land use goals or by harmonizing the

use of land in more than one municipality.

- When drawing up a plan, attention must be paid to the economy of land

use and to avoiding unreasonable harm to landowners or other

titleholders.

- When a plan is drawn up, the party responsible for implementing the

plan and the measures it requires must be indicated.

1

2


OTS MC TMG 7/1/2020

Liisa Bergius PP3 2

3

Presentation:

- Map: Scale in Central Finland 1:250 000, areas min

50 ha,

- Plan symbols, key to the symbols and written

regulations

- Written report

Plan symbols:

1. Areas reserved for a certain land use – restrictions

for land use (roads, nature protection,…)2. Symbols showing the development principle of an

area – no strict restrictions, need for harmonizing

more detailed land use (tourism and recreation

attraction areas,…) 3. Symbols showing the special character of an area -

no strict restrictions, need for harmonizing more

detailed land use (wind power, cultural values, …)

Regional Plan of Central Finland

Land use and building act:

Regulations required in planning or developing the area covered by the regional

plan may be given in the plan, taking into account its purpose and the demands

set for its content (regional plan regulations).

When an area requires protection due to its landscape, natural values, built

environment, cultural and historical values or special environmental values, the

necessary regulations for this purpose may be given in the regional plan (protection

regulations).

4

1. Defining main principles:

• No human mad noise over 35dB,

• Solid areas min 50 hectares

• Importance of silence for recreational

use of nature and nature tourism

2. Buffering noise source areas

3. Defining other Criteria (regional plan):

• Low population density, no intensive

agriculture or other land use, no

surpassing flight routes

• Cultural environment values,

recreational use (areas and trails),

nature conservation values (nature

protection areas, Natura 2000 areas,

nature and natural parks and other

specific nature values)

4. Soud landscape defining: Measuring

noise levels inside the potential areas

Designating silent areas- Survey 2013

Picture: Buffering zones: roads

3

4


OTS MC TMG 7/1/2020

Liisa Bergius PP3 3

5

Silence as a tourism attractionSilent areas:

• Noise under 35dB, area over 50 hectares

• 36 pieces, total 157 587 hectares, 8% of the area

• Largest silent area: Lake Päijänne

• Silence is related with all 5 National parks

Silence as a quality in regional plan:

• Notified in Central Finland Regional plan as a

quality and criteria included in planning symbol for

Tourism and recreation attraction areas

➢ Win – win situation: beneficial for landowners and

local inhabitants,

➢ no protection elements included

➢ This concept shows silence (or quietness) as a

succes factor for the region without any official

protection

➢ Could be possible to have a symbol showing the

special character of an area,

➢ No strict restrictions could be set

➢ END (European Noise Directive): Need to

preserve areas of good acoustic environmental

quality (quiet areas): Potential quiet areas in

Europe 25 Feb 2020

6

• Silence is noticed and recognized as a

strategic resource

• Silence could be utilized more effectively

in regional programming and regional

planning

• So far:

• No Official status for silent areas,

• No acces restrictions,

• Accessibility and visiting sites is based on

Everymans Rights,

• No organized accessibility or routes,

• No certified tourism concept,

• No qualification criteria for suppliers.

• Concepts using silence as a tourism

attraction in the region are operating on

voluntary base:

• Nukula Guesthouse (SV3)

• Forest Manor (Bear manor) Lakomäki

• Water and inland trails in natural parks

• Leivonmäki cottages in Leivonmäki

natural park

• ®Meijän polku – Our path (GP)

• ....

Silence as a tourism attraction –Conclusions

https://www.nukula.fi (EN)

https://lakomaki.johku.com/en_US

5

6

https://www.nukula.fi/

https://lakomaki.johku.com/en_US


OTS MC TMG 7/1/2020

Liisa Bergius PP3 4

7

EEA 25 Feb 2020 Potential

quiet areas in Europe, based

on the QSI and Natura 2000

protected sites

https://www.eea.europa.eu/d

ata-and-

maps/figures/quietness-

suitability-index-qsi-3

Water bodies

Action plan preparation

Elements in Regional structure of wellbeing

Tourism

Diversity of nature

Silent areas

Leisure cottages

Culture

Cultural environments

Landscapes

National parks

Accessibility

Recreation

TrailsVillages and city centres

7

8

https://www.eea.europa.eu/data-and-maps/figures/quietness-suitability-index-qsi-3


OTS MC TMG 7/1/2020

Liisa Bergius PP3 5

Thank you!

9

ThreeT




Bydgoszcz, 2nd July 2020

TeH2O – Bydgoszcz Water, Industry and Craft Trail

More about TeH2O:

Bydgoszcz Water, Industry and Craft Trail

Fot. T. Markowski

Fot. T. MarkowskiFot. T. Markowski

The TeH2O: Water, Industry and Craft

Trail:

the true spirit of the city,

genius loci,

fifteen places,

water – a chemical substance and a

transport medium

story of lives of working people -

craftsmen and factory workers

More about TeH2O:


Fot. T. Markowski

Fot. T. MarkowskiFot. T. Markowski

TeH2O: Bydgoszcz Water, Industry and Craft Trail

History of trail in a pill

Most important goal –create a professiona turist

brand

- Start in 2012 – Bydgoszcz join to

the Shift X

- 2015 – inauguration of the trail

Management of TeH2O:



Management – start creating

of the project

- the concept – by the city

Council and Integrated

Management Department.

- Inspiration - Silesia, Styria and

Lusatia (for example Silesian

Industrial Monuments Route),

- specialists from the

Jagiellonian University, Silesia

route and the Locativo

company, local researchers of

the city's history

Management of TeH2O:



Transfer of management

Integrated Management

Department (founder)

Bydgoszcz Information Center

for six month (coordinator from

July 2015 to December 2015)

Leon Wyczółkowski District

Museum (coordinator from

January 2016 till now)

Financing of TeH2O:



Financing

City Council gives budget to Leon

Wyczółkowski District Museum

once in a year

PLN 140,000 (~ 31,000 €) per year

More about TeH2O:



Why the museum?

- large municipal unit is able to

operate more efficiently for the

route,

-better technical and

substantive facilities,

- authority in negotiations (for

example with Ministry of

Culture).

- basic funds from city budget,

- transparent.

More about TeH2O:



Responsibility

caretakers not owners

Coordinator provide facilties:

- a free promotion

- training for representatives of

the facilities (at least one per year)

- networking and cooperation

through integration - as a result,

everyone likes each other and

cooperates with pleasure

- we ensure consistent and clear

visual identification and

promotional materials (e.g.

leaflets, flags, T-shirts)

- coordinate the most important

event every year, i.e. the Feast of

the Trail (TehoFest) – suport the

activities of the facilities, help

create the program, partially

subsidize the attractions planned

by them

More about TeH2O:



Spending funds and their

possibilitiesCoordinator cannot directly

finance the activities of the

facilities, but we can support them

in promoting the trail.

- promotional materials (prints,

T-shirts with logos, winders,

flags, banners ...)

- tourist fairs - animations,

attractions and props (for

which we have received

awards many times).

- events

- office and employee

maintenance (salary,

insurance), equipment is,

unfortunately, a large part of

the expenses we incur

Bydgoszcz Canal

More about TeH2O: Bydgoszcz Water, Industry and Craft Trail


The current Bydgoszcz Canal (24.77 km

long and 28-30 m wide) is a part of

Bydgoszcz water hub and E-70

international way – a link between western

and eastern Europe.

More about TeH2O:



Management structure- city Council (Integrated Management Department) - creator of the trail

- District Museum – manager (the first manager was Bydgoszcz Information Center)

- coordinator - museum employee, project specialist (who is just talking to you)

- trail facilities (15) with which contracts are signed, and their conditions for

participation in the trail are discussed in the regulations, which is the basic

document of the project

- support - Museum Education and Promotion Department, Bydgoszcz Information

Center, Kuyavian-Pomeranian Tourist Organization, City Promotion Department,

Integrated Management Department (graphic designs, tourist fairs, promotion in

social media)



Daily work-completing the website and

social media

-contact with the media

(television, radio, local

newspapers)

-administrative work

- being in not only city space

- educational project



Development strategy- connecting new facilities - the

most important thing is that we

don't invite anyone to the trail

- development of communication

between objects

- marking the road and pedestrian

trail in urban space - there is a

real chance that we will start with

signposts in the city center

- full commercialization of the

offer - including bundling of

services of several facilities at the

same time

- trail monitoring and evaluation -

to measure results

Thank you

for your attention

Kinga Puchowska

[email protected]

www.ludzieitechnika.pl

Brasov County Council

Partner 7 - (RO)

([email protected])

ThreeT

Thematic Trail TriggerEco-touristic trail network in

Poarta Carpatilor

02/07/2020

2

3

Eco-touristic trail network in Poarta Carpatilor

Part 1 – GP/Project presentation

Part 2 – Trail Management

Part 3 – Good governance

Part 4 – Q&A

4


Part 1 – Project

presentation

5


6


7


8


9

Our partners for the

ecotouristic destination:

• Piatra Craiului National Park

• Bucegi Natural Park

• Local Council Bran

• Local Council Moieciu

• Local Council Fundata

Who is involved ?

10

Good Practice n.1

TITLE Eco-touristic trail network in Poarta Carpatilor

Short

description

The practice aims to create prerequisites for ecotouristic development as an

essential factor in preserving the agro-pastoral landscape and the biodiversity by

implementing a network of ecotrails.

Key words Infrastructure, Information and communication, Trail management and

governance

Location Commune Fundata and Moieciu de Sus village – Brasov County (Ro)

Financial 165.000 Eur

Innovative The main innovation of our project was to set up a online GIS for visitors of the

trails. Through our website and the implemented GIS (and in future a separate

application) visitors have access to detailed maps (topography, geology, history,

botany etc), locations of POIs (geology, habitats, crafts, artists, traditional

architecture etc) and own location for orientation through mobile phones.

Transferability All activities included in our project which generated the ecotrail network in Poarta

Carpatilor destination are applicable to other areas and adjust them to suit local

conditions.

Hyperlink Web // Video Link

https://poartacarpatilor.ro/en/

https://www.youtube.com/watch?v=r0sJ483zYIU

11

Further

development of

the practice

Extension of the eco-touristic trail network

Connection with neighbor destinations

Embedding of the destination Poarta Carpatilor in a larger Geopark concept

Change of visitors behavior (“form weekend tourist to several day visitor”)

Change of the urbanistic building plans to include the eco-touristic concept

Conservation of the HNV farmlands and the biodiversity

Develop a local certification for products and services in Poarta Carpatilor

area


12

Good Practice n.1


13

Good Practice n.1


SCIENCE FIRST !!! Ecotouristic information is emerging out of scientific research and data in Poarta Carpatilor

14

Good Practice n.1


Social, cultural, historical and ethnographic information in Poarta Carpatilor

15

Good Practice n.1


16

Good Practice n.1


Outdoor sport events in Poarta Carpatilor – Mountain running, MTB, hiking, etc

17

T8 – ”Pe culmea Bisericutei” – ” On top of the little church”Short

description

The route marked with “Red Little Man” starts from behind the Moieciu de Sus

Cultural Center through a steep climb. You cross separate meadows with fences,

and the view remains focused on the Bucegi Mountains that dominate the

landscape.

Key words Moieciu de Sus, Meadows, Huts, Trails

Location start Moieciu de Sus village – Brasov County (Ro)

Location end Moieciu de Sus village – Brasov County (Ro)

Total lenght 12.5 km

Total elevation 700 m

Link to map All activities included in our project which generated the ecotrail network in Poarta

Carpatilor destination are applicable to other areas and adjust them to suit local

conditions.

Link to GIS https://poartacarpatilor.ro/harta-destinatiei-ecoturistice-poarta-carpatilor/?arcgis-

layers=38

Hyperlink https://poartacarpatilor.ro/traseu/t8/

TAT – T8 Eco-touristic trail network in Poarta Carpatilor

https://poartacarpatilor.ro/harta-destinatiei-ecoturistice-poarta-carpatilor/?arcgis-layers=38

https://poartacarpatilor.ro/traseu/t8/

18

TRAIL PLANNING 1 T8 – ”Pe culmea Bisericutei” – ” On

top of the little church”Who is the initiator of the idea for the trail? Centre for Mountain Ecology (CEM)

Is there any historical background of the trail? There is a ethnographic justification for the existence

of the traditional paths

Who started with planning the trail and when? Centre for Mountain Ecology, 2009

Was a formal planning process initiated? No

Was the planning tendered and/or outsourced? No

Who was involved in the planning procedure? CEM, meadows owners, locals

Which institutions/persons were involved in the

planning team?Regional and local NGO’s, Local Council from Moieciu, accommodation owners

Were existing services (e.g. accommodation, food

supplies, etc.) considered and incorporated during trail

planning?

Yes

Was access to the trail start and end points (e.g. via

public transport) considered and incorporated during

trail planning?

Yes


19

TRAIL PLANNING 2 T8 – ”Pe culmea Bisericutei” – ” On

top of the little church”Did any challenges occur during the planning phase? YES. Mapping problem appeared, data base problems

and picture database had to be merged.

How were challenges solved? Creating the CEM GIS with all available information.

How long took the planning phase until trail

establishment?3 years


20

MAINTENANCE CHAIN T8 – ”Pe culmea Bisericutei” – ” On

top of the little church”Who “owns” the trail? The local community

Is there a specific institution responsible for trail

maintenance?No

Is there a yearly budget allocated for maintenance? No

Who pays for the annual maintenance budget? CEM and the owners

Is voluntary maintenance work and monitoring

calculated and reported?YES

Is there a monitoring system established for checking

the trail?YES – volunteers register in CEM’s GIS

Are there any surveys/ digital data mining about the

trail usage?No. They are planned via IoT

Is there an analog or digital feedback form for trail

users? And who is processing it?No. They are planned via ArcGIS Survey

What are the main challenges in trail maintenance (e.g.

vandalism, natural events)?Costs for replacement

Is there a communication procedure on how to solve

each single problem?No

How are stakeholders involved during maintenance, its

planning and troubleshooting?They are informed by CEM


21

Good Practice n.1


CEM’s planned ecotouristic trails in Poarta Carpatilor for 2020 - 2022

22


Part 2 – Trail

Management

23


Part 2 – Trail Management

Aspects:

1. Private ownership of majority of trail sections

2. Creation of two local associations to further develop the trails – one is functioning and

the other is inactive

3. Funding for trail development has no annual budget from local council

4. Local population sustains the trail network

5. CEM is acting as a promoter of the ETTN in Poarta Carpatilor

6. CEMs volunteers inform and monitories the network (send pictures form damaged

infopoints, etc)

7. CEM develops further project ideas towards sustainable tourism implementation in the

Poarta Carpatilor

8. Locals maintain the trails

24


Part 3 – Good

governance

25


Part 3 – Good (or bad)

governance

Aspects:

1. Good collaboration with one of the communes from Poarta Carpatilor area

2. Good collaboration with Brasov County administration

3. CEM developed a sustainable tourism strategy for the are, but it is not yet any local

council decision to adopt it

4. CEM developed together with the Architects Assoc. of Romania a building guide for the

are, but it is not yet any local council decision to adopt it

5. CEM involves in the planning of the area by proposing documents, maps and projects for

further sustainable touristic development, but the local administration struggles to

implement waste water system and drinking water system

6. Conflicts between mass tourism services and sustainable tourism services exist and have

to be managed by the implementation of a strategy

26


Part 4 – Q&A

27


Q1.1 - LP: Provide more details on how the local

community was involved in the project and could make

profit from the initiative.

Answer: CEM has a decade-long experience in the Poarta Carpatilor area and during several former

projects, starting with 1991, TRUST and RESPECT was build up between us and the local community.

In all our projects we firstly involved local people, local services and local products.

The ETTN was “just” a further CEM-initiative to help the local community to switch more towards

sustainable tourism (discovering through hiking and walking activities) and help them to diversify the

touristic offer in the area. Although most touristic services and products are not sustainable (by COP

Paris 2015-definition) in the area, our ETTN-project involved most locals by getting their (verbal)

approval to pass their meadows and forests (and partially their gardens) and to let us mark the

paths/trails in the village area. This project couldn’t have been possible without their (passive)

implication.

For us, the traditional work done by the local community to maintain the meadows and the huts, to

create the local food products and to maintain the local traditional mountain-agriculture and the

biodiversity, are enough implication to maintain the main purpose of the trail network: the traditional

cultural landscape.

28


Q1.2 - LP: Also more details are welcomed on how the

trails were designed using the cooperation concept.

Answer: CEM had a very easy job to do to design the trail-network: we had just to pick up the “best”trails already existing and created by locals through their daily work in local mountain agriculture.

The traditional management system they developed, as being the most efficient for their area, is based

on 3 main areas they include in their farming agriculture: the house area and the surrounding

meadows, the meadows for hay-production as winter food they own in the village and the high

mountain pastures for their animals in the summer. Between this 3 areas several walking and working

paths emerged during the centuries. They intersect and cross-connect the farming areas of each

family (owner) and create an unique trail-network in this mountain area.

Picking up the best segments for the ETTN project followed few important criteria:

1. Owner had to agree to include her/his farmland for touristic purpose

2. The trajectory of the trail segment should include some beautiful viewpoints on the surroundings

3. The segment should create a connection between other important Points of Interest (POI)

4. The segments should be used by more locals, not just by one family (with few exceptions)

5. The segments should pass safely public roads

The cooperation concept was based on personal discussions with each family, explaining the

implication of our actions and their benefits for their touristic business. Most families are also owners

of at least one small guesthouse.

29


Q2 – PP3: The involvement of locals as an ongoing

process - how does it work? Local economic system?

Answer: As we answered already Q1.1, the main involvement of the locals as an ongoing process is to

maintain the mountain agriculture they already apply since hundreds of years in this area. Our main

objective is to motivate them to keep doing this hard, exhausting work day by day.

The main problems in the ETTN-area are the abandonment of the mountain farming, the depopulation,

the disappearance of local food and non-food products and the connected change of the traditional

cultural mountain landscape.

Our approach is to create a deeper understanding in the minds of the locals on the unique landscape

with a higher biodiversity (than the potential natural one in the area) they and their ancestors created

in this area, the importance for whole Europe and to show them how they could use this mindset and

information for developing a sustainable tourism.

Together with other partners we created certification systems (ecotourism) and we plan to extend this

certification concept for food and non-food products produced in the ETTN area.

30


Q3.1 – PP4: Which are the main issues, relate to natural

heritage protection, taken into consideration when planning

new services / activities?

Answer: As in most other countries of the EU, the concept of natural heritage protection must be

extended on the traditional cultural landscape with high nature value. Mostly meadows harbor a high

biodiversity in ETTN area. From this point of view we started in Poarta Carpatilor to define new areas

which are not integrated yet in regional planning with conservation targets: High Nature Value

farmlands. The general natural heritage protection is related to virgin forests and high alpine areas.

The main issues we considered in our projects are:

To combat alteration of the traditional cultural landscape

To combat degradation of HNV farmlands and landscapes through random building activities

To define new restricted and totally protected areas following the recommendation of the EU, to have

30% protected areas and 10% strictly protected areas

31


Q3.2 – PP4: Do cost/benefit studies take into

consideration, and assign a monitory value to, the impact

on the natural environment of existing or future projects in

the area?

Answer: The first answer is simply NO. We have not done any studies according cost/benefit

evaluations because we don not have to do large investments, we have to conserve existing and very

valuable parts of potential sustainable touristic development in Poarta Carpatilor and in Brasov

County.

The general aim would be to calculate the preservation of cultural and natural heritage compared to its

distruction.

What we have done and what we do permanently is to show examples of and from other areas in

Europe where locals gave up or brutally changed their way of life focusing on mass and industrial

tourism.

For further projects we proposed to the regional government for evaluation of any project according to

its sustainability the respectation of the 17 SDGs, the 168 targets of the SDG and their 238 indicators.

As an additional tool for evaluating development projects in tourism and building domain we proposed

also the MIPS-concept to be implemented at regional level (Material Intensity per Service Unit).

32


Q4.1 – PP9: We see the Centre for Mountain Ecology

(CEM) as "anchor point" of the eco-touristic trail network.

1 How did you get other companies and private people for

(eg for sponsoring, events, actions, offers) involved? Answer: In all of our activities, which are not funded through European funding, EEC-countries or

national or regional level programs, we always followed the main principle to ask for funding “action-

related”. For example for a mountain running marathon we organized for 10 years we had sponsors for the

different types of actions we undertook during the event: for timing we asked a timing/watch company

for sponsoring, for equipment a running shoe producer, for aid stations local chees or drinking

producers. Always action-related.

For the ETTN project we had also the Local Council form Fundata as partner with 5% of buget.

Private people are involved through our volunteering program. For one event we have even up to 170

volunteers. For the ETTN project we had in general 20-30 permanent volunteers helping to fulfill all

actions.

33




2 And what did you do in the beginning to gather different

people in order to create events and the trails? And how

did you manage to connect them?

Answer: As we said before, we had a very good volunteering program and during the decades of

activity CEM, even if we are just 3 permanent employees, can count on a pool of 100 volunteers.

For them we organize weekends in the mountains, working weekends, meetings or small events. Lot

of them are coming from the urban area of Bucharest, Brasov, Constanta or Galati, but in the mean

time most people in village Moieciu de Sus know them or host them as guests in their guesthouses.

Romania has a well developed NGO network. We help each other for different projects or materials,

information or volunteer work.

34




3 What difficulties did you have in organising meetings with

the locals?Answer: To organize meetings with the locals was one of our biggest mistakes in the beginning of our

activity. We imagined gathering them would be more time efficient and easy to manage for project

indicators (participants per meeting). But we realized that not everybody in the village or in the area is

willing to work or volunteer together with his neighbor. A lot of problems appeared during gatherings

because two people could not stand each other and their discussions “destroyed” the whole meeting.

Since years we decided to use another strategy, a more time consuming one for us, but more efficient:

face-to-face meetings.

In this way we use more time, but for us it is very valuable time, because you discuss with each

person (owner of a plot of land you whish to pass with the trails you propose) and the results are

usually positive.

This methodology we will apply in all our projects and we recommend to all of you to apply it too. For

projects it can be a little bit more time consuming and the indicators have to be described more

precise, but the results regarding the acceptance of a project or the envolvment of the locals is better.

Thank you!

ThreeT - Thematic Trail Trigger

ThreeT Tutorial Session No.1

PP4 – Planning Authority, Malta

Dingli Heritage Trail

2

• Run by a private local company from Dingli

• Interpretation Centre – innovative means to disseminate information

• To address lack of previous services by introducing non-existent facilities

• Innovation in combining gastronomy & information provision

• Catering (food) as a way to educate people

• Self-sufficient & autonomous project

• Creation of trail map & organisation of Free eco-walks

• Focus on off-peak shoulder month tourism

The Cliffs Interpretation Centre – Concept

3

• Means of information dissemination:

• Walking trail map, website, leaflets, info. panels

• Free Eco-walks throughout the whole year

• Local food menu with seasonal variations

• Information dissemination to widespread target audience:

• General Public – Over 300 FREE eco-walks for approx. 4000 people

• Students – Over 1700 secondary students in four years

• Stakeholder Meetings – 10 seminars by different associations

• Collaboration with NGOs, Local council, National authorities

Methods & Target Reach

4

• Economic – Self-sufficient & financially viable project without needing external

funds: Revenue from catering allow FREE information provision to visitors;

economic local development

• Environment – Info. Dissemination on Natura 2000 site, promotion of countryside

• Social – Creating jobs for locals, Run by locals (authentic visitor experience),

Stakeholder dialogue, Rejuvenation of past gastronomic practices, wheel-chair

accessible premises

• The Centre achieved recognition in 5 different awards with significance at

International, European and National scales related to sustainable tourism &

environmental best practice

Sustainability Pillars

5

▪ Compilation of study explaining the three pillars of sustainability and

cross‐referenced with related policies;

▪ Securing long‐term financial viability of The Centre’s operations was crucial to the running of The Centre;

▪ Business model based on self‐sufficiency, achieved through linking

gastronomy/catering with direct information dissemination;

▪ Walking trail promoted by The Centre resulted in friction between the

users and an individual within a particular area;

▪ Next challenge is to increase the environmental pillar of sustainability by

investing in additional agricultural land in the area (including the removal

of several invasive alien trees, planting indigenous fruit trees and wild

local trees, and bringing back water in the area through rainwater

harvesting.

Key issues related to TMG identified in the Study Visit

6

7

8

9

(form LP)

▪ Can more details be provided on how the study explaining the three

pillars of sustainability has been compiled and cross-referenced with

related policies? How the idea of "controlled access numbers" is/ or is

going to be introduced and applied?

(form PP8)

▪ Details on the App: design, content, cooperative mechanisms behind.

Experiences of its introduction: added value, lessons learned, etc.?

▪ Methods of interpreting local gastronomic heritage - types of events,

books, menus, joint marketing of local products?

▪ Discussion on our action planned: Ideas and feedbacks on how similar

initiatives could be identified and supported in our region?

10

(form PP8)

▪ Could you explain the framework and funding conditions for

restaurateurs more deeply, if there are any written down?

11

Thank You

Lead Partner

Project Co-ordination Team

ThreeT




DOC.4C-3T-99 OTS 1 - 2 July 2020

Alex Bruni & Silvia Guideri

Parchi Val di Cornia SpA

ARCHAEOLOGICAL PARKS:

CONSERVATION, DEVELOPMENT,

MANAGEMENT OF LANDSCAPES AND STORIES

An experience of integrated development of

the archaeological and landscape heritage of

the area: The Val di Cornia Parks Network

System in Tuscany.

BOZZA DI DISCUSSIONE

BOARD OF DIRECTORS

ALESSANDRO BRUNI - President: BTB strategist, Philosopher, Professor in Pisa in BtB

strategy at Engineering faculty

MAURO TOGNOLI - Chief Operating Officer: Entrepreneur from northern Italy; Experience

in public-owned companies

LAURA VANNI - Vice President: Labor & Accounting Consultant

ROBERTO GROSSI – member: expert in cultural institutions development; former City

Culture Councilor in Rome; former President of Teatro Bellini in Catania; Author; expert in

publicly-controlled companies governance

BEATRICE MASAZZA: local entrepreneur in tourism

The Val di Cornia (Cornia Valley) comprises 5 Municipalities (Piombino, Campiglia Marittima, San

Vincenzo, Sassetta, Suvereto), with a population of around 62,000 inhabitants.

COME METTERE A SISTEMA TUTTO QUESTO?

PUBLICS / STAKE HOLDERS VALURE-CREATION PROCESS

INTEREST: the user and

beneficiary of the asset /

product / service

GAIN: economical operator

involved at his satellite

business advantage

IDENTITY: the citizenship

component of the project:

people recognizing it as part of

their heritage and culture

RESEARCH: prerequisite for

the creation of value (eg.

Archeo dig-up)

CONSERVATION: prerequisite

for the conservation (and

augmenting) of asset value

FRUITION: UX, appreciation,

revenue generation,

profitability, …

6

POSITIONING

IDENTITY

GAIN

INTEREST

RESEARCH

CONSERVATIO

N

FRUITION

PU

BL

IC / S

TA

KE

HO

LD

ER

VALUE CREATION

LE CITTA’ D’ARTE

7

IDENTITY

GAIN

INTEREST

RESEACH

CONSERVATI

ON

FRUITION

PU

BL

ICS

/ STA

KE

HO

LD

ER

VALUE CREATION

ART

TERRITORY

POSITIONING

8

PERSONAS NEED/SERVICE DEFINITION

FAMILIES in cerca di un'esperienza calibrata fra la

visita istruttiva, l'intrattenimento, la “gestione della giornata”, la vacanza, le attività ludiche tenendo in considerazione le diverse

esigenze dei vari componenti

• Attività

coinvolgenti/ludiche

• Spazi sicuri dove rilassarsi

• Percorsi non troppo

impegnativi

• Ristorante/Punto ristoro

• Servizi igienici

• Prezzo sostenibile

• Bookshop assortito con

gadget (con anche giochi)

e editoria per bambini

• Visite smart

• Acquisto on-line biglietti

• Parcheggio

• Ristorante/punto ristoro

• Area attrezzata per

picnic


• Area giochi

• Servizio guida

• Attività ludica e

didattica

• Bookshop con sezione

dedicata

• Call center per

informazioni

Parco di Baratti

Parco di S. Silvestro

Museo archeologico

Servizi in linea con le richieste

Necessarie alcune azioni di

miglioramento



miglioramento

NEEDS SERVICES



miglioramento

9

PERSONAS

NEEDS / SERVICE CREATION

VIAGGIATORE SMART cosmopolita, altospendente, sensibile a

esperienze da raccontare

• Alta qualità dei servizi offerti

• Esperienza coinvolgente

• Luoghi non affollati

• Ristorante/punto ristoro

• Punti panoramici attrezzati per

immergersi nell'esperienza

• Bookshop mirato (in

particolare con editoria di

livello)

• Grande attenzione all'estetica

• Grande attenzione

all'accoglienza

• Parcheggio

• Ristorante/Punto ristoro


• Servizio guida anche

personale (su

prenotazione)

• Punti panoramici

• Bookshop mirato

• Acquisto ticketonline

• Call center info e

prenotazioni

Parco di Baratti

Parco di S. Silvestro

Museo archeologico



miglioramento



miglioramento

NEEDS SERVICES



miglioramento

10

E.G.: ON-GOING INITIATIVES IN PARCO DI BARATTI

TO ALIGN products/services/needs/targets (personas)

11

COMMUNICATION STRATEGY

Web marketing

12

COMMUNICATION STRATEGY

Web marketing

STRATEGY

VERY VERY SIMPLE AND BASIC: 100% DIGITAL MARKETING BUDGET

FBLANDING PAGECALL TO ACTIONTRADITIONAL SITE

FOCUSED

EASY TO EXECUTE

EFFICIENT

EASY TO KPI AND CONTROL

POSITIVELY AFFECTING COMPANY CULTURE

PERSONAS

Definizione dei bisogni e relativi servizi

PERSONAS

Definizione dei bisogni e relativi servizi

logistics

Coordinated urban plans defined the areas to be protected going beyond the legal concepts of cultural and

landscape heritage, overcoming the administrative borders and interpreting the natural and cultural features

of the territory as a unitary common good.

Around 500 hectares of archaeological areas

Around 6,000 hectares of protected natural areas (today Anpil and parks, per Law 394/1991)

6 public parks are planned in this area

Archeological Park of Baratti-Populonia

Archeo-Mining Park of San Silvestro

Sterpaia Coastal Park

Rimigliano Coastal Park

Montioni Woodland Park

Poggio Neri Woodland Park

Archeological Museum of the Territory

San Silvestro Park Museums

Since 2009

Museum of the Castle and City of Piombino

Museums of Campiglia Castle

How the Parks Network System was born

The Parks System today

To achieve this objective, in 1993, the local councils in the Cornia Valley backed the

formation of a special body which they gave the statutory mission to CREATE the parks

envisaged by the planning schemes, and to MANAGE their services and promotional

activities in an integrated form: a company called Parchi Val di Cornia Spa.

The governance of the archaeological

area and museum

MANAGEMENT ENHANCEMENT

Carrying out all necessary

interventions for the

development of the parks

in order to add value to the

cultural and environmental

assets in a positive

economic perspective.

Managing its services either directly or through contractors

Strengths

Implementation of a conservation project for a large area

Integration between cultural assets, environmental assets, and tourism services of the

5 municipalities;

Integration and coordination between the phases of conservation, enhancement and

management of the system

Creation of a business culture in the management of cultural/environmental assets

Economy of scale (the parks and museums network);

More effective promotion, and the creation of integrated packages (culture,

environment, services) promotional and commercial efficiency;

High capacity for self-financing

Servizi tecnici

Divisione Parchi Naturali

Attività Culturali,

Didattiche e Formative

Museo

Archeologico

Comunicazione e marketing

Amministrazione e Segreteria

Gestione Risorse Umane

Parco di Baratti

e Populonia

Parco di

S. Silvestro

Parco di

Montioni

Parco di

Rimigliano

Parco della

Sterpaia

Consiglio di Amministrazione

Amministratore delegato

Divisione Parchi Archeologici e Musei

Ufficio Manutenzione e

salvaguardia del patrimonio

Ufficio Prentazioni

ORGANIZATION CHART TO 2012 sites

development

ORGANIZATION 2012 TO 2020 technical competence

THE NEW CHAT business units

SHAREHOLDERS BOARD

Baratti & Populonia

SITE Museo Archeol. SITE San Silvestro SITE Natural Parks & Seaside

System

Mkting, Comunicazione & PR

Amm. Fin & Contr. & Contratti

Scientific Board,

Partnership, Funding, S.

Guideri

Tech support staff

CHiEF OPERATING OFFICER M.

Tognoli

PRESIDENT

A. Bruni

HR

BOARD Of DIRECTORS

Office Management & IT

MUNICIPALITIES CONFERENCE

Natural Parks and

Seaside System

THE INSTITUTIONAL FRAMEWORK :

Outline Agreement between the municipal councils for the unified implementation of

services of the Val di Cornia Parks System ( 2002)

1993 –Founding of a shared company with public and private capital with the

involvement of the Val di Cornia municipalities and private enterprises.

2002 – Framework agreement between the 5 municipalities for the unified

implementation of services of the Val di Cornia Parks System .

2004 – Shared contract between the municipalities and the Parchi Val di Cornia

society for the services management.

THE INSTITUTIONAL FRAMEWORK

Outline Agreement between the 5 municipal councils for the

unified implementation of services of the Val di Cornia Parks System ( 2002)

Art.2 - The parks as unified territorial system

The natural, historical and archeological resources of the parks, regardless of their geographical

location, represent

a single local heritage asset

in the Val di Cornia, whose cultural and economic development and promotion is best pursued at a

level above that of the individual municipality, by means of coordinated planning schemes, and

organizational forms appropriate to the nature of the services to be provided.

Art. 13 - Criteria for dividing up funds for management of services

The funds, required for the unified management of the cultural and environmental heritage of the parks

system will be shared out between the Municipalities that are providers of the services,

in proportion to the number of local residents.

THE INSTITUTIONAL FRAMEWORK:

Agreement with authorities responsible for heritage protection.

The cultural heritage enhanced with the Parks project (archaeological areas, museums and

monuments, mining sites of historical interest, woods and protected natural areas) are

safeguarded by the national legislation - Codice dei Beni Culturali e del Paesaggio - Decreto

legislativo 22 gennaio 2004, n.42..

Advices and agreements with the state authorities - Ministry of Cultural Heritage - were necessary

for their enhancement .

The agreement for the enhancement of the cultural heritage of the area

of Baratti-Populonia – 5th november 2007

The ministry, in concert with local authorities (Regione Toscana and the municipality of Piombino)

stipulate an agreement to commit to Parchi Val di Cornia the enhancement of the cultural heritage

of the territory for the management of the Archaeological park of Baratti and Populonia.

La composizione societaria a partire da Agosto 2007

• Comune di Piombino (1993)

• Comune di Campiglia Marittima (1993)

• Comune di S. Vincenzo (1993)

• Comune di Suvereto (1993)

• Comune di Sassetta (1993)

• Provincia di Livorno (2005)

• Camera di Commercio di Livorno (2005)

Anno 2007 – capitale € 1.480.444,05

Azionisti pubblici

51%

15%

28%

5% 1%

Patto territoriale

Comunità europea

Fondazione MBCA

Risorse proprie

Financial cover of investments in Parks € 27.240.523,00

From Conservation to Development: Investments (1994-2016):

0

1.000.000

2.000.000

3.000.000

4.000.000

5.000.000

6.000.000

7.000.000

8.000.000

9.000.000

Parco

archeominerario di

San Silvestro

Parco archeologico di

Baratti e Populonia

Museo di Cittadella Parco della Sterpaia Parco di Rimigliano Parco di Montioni

Contributo CEE

Patto Territoriale

Risorse proprie/Comune

Accordo di programma

Fondazione M.P.S.

Food services and reception inside the parks.

Park of San Silvestro

1 Restaurant Santa Barbara

2 Gowett Hostel

Park of Baratti

3 Restaurant San Cerbone

Park of Rimigliano

4 Restaurant Torraccia

5 Podere Tuscania( farm)

Park of Montioni

6 Hostel

Park of Sterpaia

7 Perelli 1

8 Perelli 2

9 Carlappiano

10 Mortelliccio

11 Carbonifera

12 Punto ristoro Sterpaia

13 Punto ristoro al Pino

14 Concessione Carbonifera

15 Concessione Carbonifera

ESTIMATED VALUE well over 3.000.000 euros

San Silvestro Baratti Cittadella Castello Museo della Rocca

TOTALI

1998 24.274 23.641 47.915

1999 24.631 60.281 84.912

2000 26.700 60.941 87.641

2001 24.081 65.446 7.523 97.050

2002 25.071 65.160 7.038 97.269

2003 20.676 54.446 5.574 80.696

2004 20.711 49.609 5.047 75.367

2005 17.287 45.826 5.205 68.318

2006 22.842 45.494 4.398 72.734

2007 26.407 56.985 4.412 87.804

2008 27.354 53.288 4.763 85.405

2009 29.066 49.909 4.492 2.278 1.397 87.142

2010 29.316 49.531 5.971 4.908 1.251 90.977

2011 30.657 47.287 5.397 3.242 2.791 89.374

2012 27.363 43.620 4.858 1.928 1.809 79.578

2013 26.382 44.151 4.366 2.145 1.382 74.426

2014 31.941 47.627 6.058 3.208 1.506 90.340

2015 30.805 44.873 4.586 2.619 2.087 84.970

2016 32.210 43.855 6.358 545 867 83.835

2017 33.568 44.906 6.015 893 0 85.382

2018 31.280 45.707 5.982 1.013 83.982

Visitors to Archeological Parks and Museums

Anni Ricavi Costi Capacità di

autofinanziamento

1998 589.364,32 1.130.523,25 52,13%

1999 937.643,87 1.170.436,41 80,11%

2000 1.007.250,91 1.292.297,29 77,94%

2001 1.101.678,49 1.479.902,70 74,44%

2002 1.285.033,00 1.925.700,00 66,73%

2003 1.617.682,39 2.069.466,70 78,17%

2004 1.478.134,00 1.898.396,00 77,86%

2005 1.689.623,00 2.139.954,00 78,96%

2006 2.230.482,00 2.328.532,00 95,79%

2007 2.463.298,00 2.471.316,45 99,68%

2008 2.476.836,48 2.588.288,54 95,69%

2009 2.569.861,88 2.767.367,69 92,86%

2010 2.599.857,17 2.823.697,60 92,07%

2011 2.578.463,40 2.716.273,03 94,93%

2012 1.339.017,74 2.167.210,84 61,79%

2013 1.329.233,02 2.138.419,69 62,16%

2014 1.473.864,18 2.206.482,33 66,80%

2015 1.468.410,16 2.216.568,02 66,25%

2016 1.461.072,70 2.190.219,47 66,71%

2017 1.522.489,03 2.242.032,15 67,91%

2018 1.565.939,98 2.416.703,21 64,80%

Total operating results- Historical comparison

Revenue split

L’evoluzione delle presenze turistiche nel territorio provinciale (2000-2013)

MOBILITY

31

TRANSPORT

LAYOUT

32

Q&A

FINLANDIA

More detailed description of the co-operation network and roles of each stakeholder involved.

Municipalities for asset management and services

Satelite businesses (eg Parcheo card, co-business, Marketing)

The State for the conservation of cultural assets

MALTA

Are there plans for additional means of transport such as an electric bus linking the various sites, since cycling

might not be such an easy option, particularly in summer?

‘Ridurre la pressione antropica e dei veicoli privati nel parco creando una graduale limitazione della sosta

all'interno del Golfo in particolari periodi dell’anno (con l’esclusione dei residenti, dei commercianti e degli operatori) attraverso il potenziamento del parcheggio scambiatore delle Caldanelle e l'incentivazione dell'uso

di mezzi alternativi (bici, bus navette, etc.) con una contestuale riduzione dei parcheggi all’interno del golfo’. Will be partt of next 3-years plan to be disussed w shareholders. Region and Province involved

Q&A

ROMANIA

1. Is there any standard developed and applied for designing the routes without barriers or is it the individual

aproach of the architect or engineer the basis for the approach ??

Guideri off-hand

2. "The system has developed a project with an innovative governance and has also made the facilities and

routes accessible to people with reduced mobility wherever possible. " What do you mean with Innovative

governance??

3. Could you develop the concept of innovative governance better and more detailed?

Integration between cultural assets, environmental assets, and tourism services of the 5 municipalities;

Integration and coordination between the phases of conservation, enhancement and management of

the system

Creation of a business culture in the management of cultural/environmental assets

Economy of scale (the parks and museums network);

High capacity for self-financing

Q&A

UNGHERIA (queste sono quasi tutte tue/vostre! ;-)

1. Info board design, App, maps were highly valuable showcase examples.

2. Visitor card: ParcheoCard: terms, conditions for involved service providers, discounts offered.

How to reach target groups of the card on both ends: Tourists and service providers?

How the card’s business model is set up?

3. How to reach effectively the wider public audience; what kind of communication / promotion / dissemination methods

are used in general and also focusing on families, children and youngsters?

4. How to make archaeological sites interesting and experiences-oriented? What techniques / methods are used; what kind

of games were invented?

E.g: experimental archaeology laboratories thematically oriented in the different sites, the choice to incentivize and to

coexist archaeological research campaigns with the enjoyment, which enriches the visit and fascinates the public, but also to

some basic design choices such as that of the train to New Year's Eve

5. Discussion on our action planned: Ideas and feedbacks on expected start-up costs of setting up and launching a similar

system among existing archeological sites in our region: scale and types of costs.

Da slide: Coordinated urban plans defined the areas to be protected going beyond the legal concepts of cultural and

landscape heritage, overcoming the administrative borders and interpreting the natural and cultural features of the

territory as a unitary common good.

Q&A

GERMANIA

Use of the different buildings

o How were the anchor points in the parks chosen?

Guideri off-hand

o How was it decided which buildings are suitable for which use (park centers, restaurants, etc.)? Was there an

external expertise (consultant enterprise) involved?

We use designers and specialists from time to time to complement the technical skills present in the company, we

define the addresses and objectives also on the basis of the needs of management in accordance with the mission

assigned by shareholders and the ministry owners of the assets and we are still the ones to coordinate/orientate those

involved in the project including the universities operating in the territory. It is important to emphasize the role of

landscape architects and refer to masterplans.

With regard to the choice of 'containers' we have always preferred to recover philologically existing structures,

obtaining the dual purpose of restoring historic buildings that tell a part of history and turn them into services that also

offer an income through rents (e.g. New Year's Eve)

o How are licenses issued to private users? Do the private actors have to present a concept?

IT’S A PUBLIC ECONOMICAL TENDER REGULATED BY NATIONAL LAWS AND REGULATIONS

What measures are being taken to market the parks?

ESSENTIALLY DIGITAL MARKETING, PRESS-RELEASE, SPECIALIZED PRESS, WORD OF MOUTH

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The cultural and landscape resources of a local area, namely history and the environment, are

strategic factors of a modern supply of tourism services and facilities, and represent a point of

departure for a new model of sustainable development

However, none of this can happen without:

research and knowledge and conservation/planning of heritage and the landscape

integration between cultural and environmental resources and services (System)

synergy between local authorities and departments in implementing the project (integrated

management)

choosing a streamlined tool for the implementation of the project (efficient management)

strategic coherence in the administration of the territories

PROTECTION ENHANCEMENT AND MANAGEMENT ARE STRICTLY LINKED

Summing up:

online tutoring session n. 1 - agenda - Interreg Europe

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