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Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
Action plan for the territorial cultural systems of Valea Hartibaciului
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Action plan for the territorial cultural systems of Valea Hartibaciului

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  • 1. ACTION PLAN VALEA HARTIBACIULUI
  • 2. TITLEIntroduction
  • 3. • The development of a new architecture of buildings and/or the rehabilitation of existing buildings, close to minor historic centres, it often does not respond to the historical, spatial or planning character of the historic centre. • Insufficient maintenance of historic buildings and surroundings whose owners often have no financial capacity and proper knowledge about conservation and maintenance. • Traditional Transylvanian Villages are remote and isolate from the main access roads; as result appropriate road infrastructure has to be built in order to insure access with the respect of landscape • The law No. 422 / 2001 republished, for protecting cultural and historic heritage, is producing low effects in rural areas. The following deficiencies was registered in rural area: lack of sanctions stipulated for the inadequate interventions on private own buildings, registered assemblies of urban or rural constructions; the Rural Public Authorities are reluctant to enforce the law due to relationship within the community or lack of knowledge; the reduced capacity of decentralized public services of the Ministry of Culture and Religious Affairs to respond to the infringement of the law in rural area; lack of financial tools to support private owners. • Following decentralization processes rural local governments are progressively made responsible for designing and carrying out development interventions, however their decision-making powers, their capacity to assume new responsibilities and to propose and conduct actions on the territory, as well as their financial autonomy, remain very limited. Key challenges regarding the development of rural historic centers in Romania:
  • 4. TITLEValea Hârtibaciu
  • 5. Valea Hârtibaciu – population and employment • Natural growth is negative, the balance of migration is also negative. • Active population in terms of size over inactive population, is low if to compare with average Romania (Valea Hartibaciu 31.12% ; Romania average 46.4%). • Active population in terms of size over inactive population, is low if to compare with average Romania (Valea Hartibaciu 31.12% ; Romania average 46.4%). • Reducing the number of entrepreneurs - in Vale Hârtibaciului in 2010 there were 12 entrepreneurs per 1000 inhabitants. The indicator is very low when compared to the country's Central Region 29.44 entrepreneurs / inhabitants or to EU statistics of 42 entrepreneurs / 1000 inhabitants. • All these aspects have negative impact on the investment attractiveness of the area.
  • 6. Valea Hârtibaciu – Mobility and environment • The region offers the chance to experience authentic rural life and enjoy the diversity of the landscape. • Within the region you can find "unchanged― forests, meadows and pastures (24.75% of the region surface). • The residents and tourists can also enjoy a wide biodiversity, in particular avifauna (80% of the surface covered by protected areas Natura 2000). • Hârtibaciu River, regularized almost all over his length, runs through the area for 89 km and flows into Cibin River. • There have been discovered small depth underground waters both mineral (Plover Bai) and thermal (Bârghiş).
  • 7. Valea Hârtibaciu – Tangible and intangible heritage • On the territory of Valea Hartibaciului there are around 150 historical monuments. • Customs and traditions represent intangible heritage which can be valued through the complementary resources such as museums and cultural centers. • These resources can be potentiated by adopting some measures to increase awareness of population and support the traditional crafts. Revitalization of traditional crafts can be accomplished by supporting and founding specialized arts and craft schools in the area. (Agnita, Nocrich, Rosia and Iacobeni).
  • 8. TITLEVIVA EASTPART
  • 9. VIVA EASTPART – Methodology VIVA EASTPART – involvs the valorisation of territorial instruments through an integrating the cultural and environmental heritage in the sustainable regional development strategy  Through the integrated approach among institutional levels, among actors and among projects, a broad basis of common objectives could be reached to safeguard and sustainable develop Territorial Cultural Systems. • To balance and improve the safeguarding of cultural heritage and the sustainable development that fosters economic benefits. • Structuring concrete actions that are ready for implementation and have been discussed with a broad variety of stakeholders to make the result of the process very tangible and real. Management and Implementation Orientated. Smart Development.Integrated Approach
  • 10. VIVA EASTPART – evolution of the project Identify the priorities (50 measures) Classify and select the priorities by sectors (16 measures) Select the measures (9 measure) Action plan (5) Obtaining the consensus among stakeholders Pilot projects submitted Workshop 1 Workshop 2 Meeting with relevant actors to debate the action plan and pilot projects .
  • 11. TITLEAction Plan Analysis of strategic measures
  • 12. VIVA EASTPART – The results of meetings - 9 measures 1. Information system 2. Strategic tool (PATZ) 3.Building technical skills (APL) 4. Raising awareness among population 5. Transfer of know how – specialist 6. Hartibaciu regional identity 7. Strategic partnerships 8. Limit of degradation cultural heritage 9.Quality of interventions
  • 13. Systematic approach of the proposed measures • After the implementation of the information system, a public awareness tool will be put at the authorities disposal. • Once adopted, the measures to strengthen the capacity of local government, together with the usage of strategic territorial tools, will generate new technical skills between members of staff and community. • There are several types of strategic partnerships which could be implemnted in order to revive the region. Strategic partnerships and alliances can be identified in order to limit the degradation of cultural heritage. • The transfer of information is essential in order to mobilize specialists from inside or outside the region. A series of principles and rules are promoted for the protection of cultural and aesthetic heritage values. These resources can be valued to increase the quality of interventions on heritage. Strategic partnerships Transfer knowledge Specialists Information system Valea Hartibaciu Building capacity Strategic tool PATZ Valea Hartibaciu Identity Raising awareness among population Building technical skills PPP for Limit of degradation cultural heritage Quality of interventions
  • 14. Construction of the development strategy VH territorial development Strategic partnerships Valea Hartibaciu identity Information system VH Building capacityTransfer knowledge Participative aproache (Local pact) Integrate aproache
  • 15. TITLEAction Plan
  • 16. Measure 1 Establish an information system as the premises for the economic development in Valea Hartibaciu. Information exchange between inhabitants, civic organizations and authorities is important in order to ensure sustainable development and to streamline the endogenous resources. •Lack of cooperation between local governments; •Insufficient funds to strengthen the institutional capacity and to attract investors; •Lack of appropriate communication channels at the local level; •The low level of technology and limited access to information of the local government; •Deficiencies in terms of specialized staff following the process of decentralization; •Reduced number of entrepreneurs Investors and potential (unqualified ) Information system Companies 549 enterprises (out of which 341 SMS) Population 43 744 pers. (out of which 31,12% employed) NGO,s (8-10) Public institutions: • APL- 15 • Sibiu council • Sibiu City Hall • Museums Other actors: Touristic agency National partners
  • 17. Measure 1 Establish an information system as the premises for the economic development in Valea Hartibaciu. Given the synergies between the local actors from Hartibaciului area, it was considered essential to prepare an information system as a premise for sustainable development. A common database will have the following advantages: •Increase the decision capacity of public officials and project managers; •Ensure technical and institutional support for local actors and civil society; •An increased access to information for civil society; •Ensure the transfer or best practices from other areas
  • 18. Measure 1 Establish an information system as the premises for the economic development in Valea Hartibaciu. Actions Timetable Actors Results/ indicators Making the inventory of the existing territorial data- Currently are of resources available 1-3 M First meeting 1 M Local Actors Establish the management team composed of representatives of local stakeholders and run by GAL (calledISM team) Collecting data 1M ISM team Creating a database Organizing data 2M GAL & ISM team Establishing relevant modules of data Planning scopes and resources Establishing the procedures and information flow 1M GAL & ISM team Best practices Procedures and information flow Empowering the actors 1M GAL & ISM team, Local Actors Signing of a local pact Developing an offline information system Thematic events ( e.g. based on available financial resources like Green energies – Norwegian calls) - organized based on specific topics Permanent Local Actors Thematic workshops (4 events/year) Signing partnerships New projects Annual meetings (updates) Local Actors Annual region report Joint actions – marketing and representation Local Actors Participation in trade missions (4 events/year) Regional trade fairs Developing an electronic and dynamic information system Establish the design in relation to the identity of the areas 1 M GAL & ISM team Implementation of the design Design the website 2 M GAL & ISM team Integrate the applications Launching the website 1 M Local Actors Lanching the portal Training the administrators / users 1M GAL & ISM team Organizing training sessions Development of digital GIS Cartography, data collection 2M Expert – architect / geograph Documentation Territorial GIS- layers: land use environment, water; land protection; population; built territory; cultivated territory; natural territory; infrastructures 8 M Local public authorities Launch GIS – 9 Nevel Layers Integrate and launch GIS 1M GAL & ISM team Regular review of the information development of new components Management and development of information system Monitoring GAL & ISM team Annual report Updating the information system GAL & ISM team Development of the system
  • 19. Measure 2 Develop capacity building of local government representatives with a focus on strategic planning tools – adopting the PATZ (Regional territorial spatial planning) In the context of extending the powers of local authorities to adopt their own plans and regulate development only when in conformity with a strategic framework on the development issues that cross local authority boundaries. Major differences can be noticed between neighboring localities even though their resources are similar: •The private sector record low performance in Valea Hartibaciului, the exception are Șelimbar, Şeica Mare and Bruiu villages •Only 4 of 15 local authorities succeed in attracting investments above average. Until 2010, 3 local authorities (Bruiu, Seica Mare, Nocrich) failed to access European funding. •Iacobeni, Birghiş, Merghindeal and Mihăileni villages have untapped tourism potential. It is recommended a strategy that will to highlight the cultural and natural heritage, in order to form and educate the population and also to launch promotional campaigns. €18
  • 20. •Public policies and decisions should be linkable, whenever possible, in close collaboration with local stakeholders and investors. The focus should be on the PATZ, which can ensure this correlation not only between actors, but also between their desires and opportunities of the territory. •The actors might agree on joint activities, a development plan or strategy, or they might decide on new rules to manage their territory as a whole; establishing partnerships. •The process results in an increased social cohesion; it has strengthened the bargaining power especially of disadvantaged or marginalized actors, it will reduce the economical decalage and thus leads to a reduction of their vulnerability; •The process generates institutional outputs as it clarifies the roles and responsibilities of the actors, clarifies or establishes new rules of the game, and strengthens local institutions and organizations, insure sustainable development; limit impact of political actors on long term development. Measure 2 Develop capacity building of local government representatives with a focus on strategic planning tools – adopting the PATZ (Regional territorial spatial planning)
  • 21. Actions Timetable Actors Results/ indicators Stimulate the initiatives and innovations Information tools – VH information system 6 M Regional and local public authorities Updated territorial maps Best practices exchange experience 2 M National and international partners Working visits Establishing an interdisciplinary team 1 M Regional and local public authorities; OAR; universities Technical team Lists of local initiatives Adopt Territorial Plans for development of Valea Hartibaciu 6-9 M Identify the role of the tools and identify the deficiencies of current tools 2M Local actors Meeting with relevant actors Improvement of PATZ with suggestions from local actors 3M Local actors Reports related with update of PATZ Lobbing for implementation and approval of PATZ 3M Local actors Roundtable with authorities / stakeholders Training the APL’s and actors related to the usage of PATZ- guidelines 3M Local public authorities and experts Guideline for each APL Best practices Transferring knowledge on available legal and institutional and financial resources Construction of a network of experts - the network will accessible for the authorities in order to ensure technical support Periodic OAR; NGO’s Periodic reports Exchange of information Source for finance – Consultans Periodic Expert teams Thematic workshops Create expertises among civil servants Periodic Regional and local public authorities; OAR; universities Training Developing a communication strategy Equip the APL with right technology (it; wireless and other) 3-6M Regional and local public authorities; OAR; universities Broadband access Hardware equipment Information systems / software Identify best communication channels 1 M Local actors Drawing communication strategy Implement the communication methodologies 1 M Local actors Regular reports Reinforcing a network Partnerships in order to attract new sources of funding Periodic NGOs, private sector Building a network Measure 2 Develop capacity building of local government representatives with a focus on strategic planning tools – adopting the PATZ (Regional territorial spatial planning)
  • 22. Measure 3- Establish the local identity as base for sustainable development Although there is no a clear strategy drawn related to the identity of the region, all the stakeholders an all current available strategies has underline all the resources and assets which in their point of view should be a part of the Valea Hartibaciu identity. In above chapters it was quantified in territorial map the cultural resource, in the chart 4 we introduced the 4 major resources that could be a base of Valea Hartibaciu identity. The identity of the area is of course related to tourism activities but not resume at these. It is seen as the engine for: develop the infrastructure in accordance with the territorial specific area; rehabilitation of the building both public and private keeping the Saxon and or traditional aspects; stimulating the SMS sector local crafts; accommodation; eco-food and avoid heavy industrialization etc.
  • 23. 1. Defining and Creating Image and Identity: Developing Brand Values . In other words is finding all the reasons which are inspiring people to go Valea Hartibaciu. 2. Organization: Funding, Investments, and Communication- The action is focussed on economic development efforts and investments on the region’s relative strengths . 3. Inclusion and Participation: Integration of Complementary Economic Sectors- The action encourages all stakeholders to unite under a shared vision. It is links small, medium-sized and large firms, encourages multi- level governance and helps to build creative and social capital within the community. 4. Quality Standards, Compliance & Monitoring — collecting and analyzing information on the compliance status of the regulated community — is one of the most important elements of an enforcement strategy. Under this task the stakeholders will agree on a set of guidelines to follow by new entry ensuring the sustainability Measure 3- Establish the local identity as base for sustainable development
  • 24. Action Timetable Actors Results/ indicators Defining and Creating Image and Identity: Developing Brand Values Identify the VH Brand’s attributes 1M Local actors; Branding experts Workshops – coordinated by experts Establishing Brand identity; Brand Positioning 2-5 M Local actors; Branding experts Report on the strategy Designing the Brand (image; logo etc) 1 M Local actors; Branding experts Marketing resources Agreement among stakeholders to accept and promote the local brand 2 M Local Pact Workshop Organization: Funding, Investments, and Communication Strategy for infrastructure and heritage- Identify owners of the assets and prioritize interventions 4 M Local actors Plan for rehabilitation of cultural heritage (financial sources) - prioritizing investment Workshop to communicate the plan - mobilizing additional power Rehabilitation of Mocanita 6 M ‖Mocanita’s friends‖ Local actors, consortium Lobby for Mocanița Attract funding Strategic partnership Rehabilitation of heritage building privately-owned 4 M Local actors GAL, private sector Technical guidelines Publishing and promotion guidelines Financial tools for private ownership Providing facilities for investors and entrepreneurs n/a Local actors GAL, private sector Common marketing strategies (public / private) Supporting local products Organizing tourism trails n/a Local and County authorities, NGO’s GAL; tourism agencies Marking tourist routes Rehabilitation of traditional routes. n/a Local and County authorities, NGO’s GAL; Investments for the rehabilitation of traditional routes Inclusion and Participation Developing adequate services (eg Bad & Breakfast) Periodic Local and County authorities, private sector Identifying and listing them SPA Services Tourist Information Points Training and support for Eco certifications Periodic Local and County authorities, private sector Obtaining authorization Developing traditional crafts Periodic Local and County authorities, private sector New commercial entities Develop strategic partnerships Periodic Local and County authorities, private sector Initiation strategy and developing partnerships (measure 4) Quality Standards, Compliance & Monitoring Guides for new entrepreneurs Periodic Local and County authorities, private sector, GAL New commercial entities Establish/ Develop Valea Hartibaciu association for Eco products Establish a associates / network for tourist services B & B n/a Local and County authorities, private sector, GAL New commercial entities New investments Monitoring and evaluating the results ( update) Periodic Local and County authorities, private sector, GAL Roundtable Annual reports Measure 3- Establish the local identity as base for sustainable development
  • 25. Measure 4-Establish the strategic partnerships Strategic Partnering is a modern business strategy that will prove effective in these times of complexity, network organizations and social system change. Such co- operative relationships can help organizations both public and private to gain new competencies, increase the profitability, share resources and risks; improve quality of life of inhabitants. There is a range of potential actors in partnerships, as well as three distinct partnership models. •Financial partnership. A partnership that is based on one or more partners providing funding to a project that is undertaken by a small number of implementers (for example, a donor agency, NGO, for-profit development consultancy). •Partnership based on expertise. A partnership that is based on leveraging the competencies, skills, knowledge, or expertise of one or more partners to target a project or set of projects more efficient or effective. •Partnership based on market. Partnerships that align with a core business strategies of local and international companies to find market- based solutions to development problems.
  • 26. Action Timetable Actors Results/ indicators Preparation phase - defining the strategic points Establishing the directions in line with the local identity 3 M Local and county authorities, private sector, NGOs, GAL; Update Leader Strategy Update the information GIS Decide on the best type of relationship for the situation / type of partners 6 M Local and county authorities, private sector, NGOs, GAL; Workshop with decision makers Select the right channel to communicate Partner selection process Selection of the partnerships 3 -6 M Local actors Workshop with potential partners Signing the agreements / pacts / local partnerships Local and county authorities, private sector, NGOs, GAL; Implement the partnerships Implementing the agreements N/A Selected partners Constant evaluation of the achievement Insuring the sustainability Analysis and evaluation of goals and objectives (updating them) N/A Selected partners Updating the objectives Establish a regular relationship with partners N/A Selected partners Identify the right channel network Identify key persons Establish models that can be transferred N/A Local and county authorities, private sector, NGOs, GAL; Review and evaluation Initiating a regular reporting mechanism N/A Local and county authorities, private sector, NGOs, GAL; Annual Report Increase the management skills of civil servants N/A Local and county authorities, private sector, NGOs, GAL; Transfer knowledge Training for civil servants Creating a n informational system N/A Local and county authorities, private sector, NGOs, GAL; Establish a communication platform Measure 4-Establish the strategic partnerships
  • 27. Measure 5- Transfer knowledge Already existing within civil society organizations whose activities in the Valea Hârtibaciului a variety of knowledge about, for example, built heritage, handicraft production (wood), processing of agricultural products in an environmentally friendly way. Initiatives such people have already shown results. it is necessary to recognize gaps: travel, communication, project management, basic IT knowledge etc.. Therefore this measure requires mobilizing specialists or outside the area to come up with their specific knowledge in support of local actors. This knowledge will make significant contributions to improving the situation in the Valea Hârtibaciului through: increasing revenues, rational use of available resources, attracting people with entrepreneurial spirit. Major advantages of knowledge transfer: 1. Enables public sector partners to make more effective use of public funds 2. Equips the private sector to reduce the risk involved in the regeneration process, in addition to achieving better returns on investment; 3. Creates the capacity of local communities to play an active part in the regeneration of their local areas; Improves the quality of life for people in communities; 4. Connects the economic and quality of life benefits associated with areas of prosperity with disadvantaged communities
  • 28. Action Timetable Actors Results/ indicators Identify the need for knowledge Identify the type knowledge / user groups Periodic Local and county authorities, private sector, NGOs, GAL; Information data sheets Building a contacts database, Select the critical knowledge Periodic Local and county authorities, private sector, NGOs, GAL; Policy briefings Workshops and conferences Design and implement knowledge transfer Create the framework n/a Local and county authorities, private sector, NGOs, GAL; Dedicated interactive KT website Implement the transfer knowledge n/a Local and county authorities, private sector, NGOs, GAL; Training Mails exchange International experience exchange Forum Design resource models and capabilities n/a Local and county authorities, private sector, NGOs, GAL; Instruments and guides Implication of the private sector Sustain and evolve Awareness the actors regarding the importance of knowledge transfer - strategic partnerships Periodic Local and county authorities, private sector, NGOs, GAL; Working groups Conferences Advisory group Strategic partnership Measure 5- Transfer knowledge
  • 29. TITLEAction Plan conclusions
  • 30. Capacitate administrativa Correlation betweeen results and strategic measures Increasing awareness of civil society and NGOs is needed in order to fill the gaps left by national or regional strategies and that will lead to the promotion of bottom-up approach and wider use of participatory methods. By intervening especially at the community level, these new approaches have taken into account the real needs of local populations and constraints derived from the fact that civil society and NGOs must evolve to adapt to the new context of government, national and regional . Know-how transfer Informational system Regional identity Administrativ e capacity Building Strategic partner Territorial planning Priorities / strategic measures Vision Endogen resources (stakeholder s, etc) Projects/ initiatives Sustaining the strategic measures Finanancial resources Management Control & monitoring Organization Action Plan Valea Hartibaciu
  • 31. The impact of the analyzed measures represented at the territorial level
  • 32. TITLEPilot projects proposed for analysis
  • 33. Project 1: Preparation and launch of interactive Portal Hartibaci Valea The portal will offer users a variety of relevant information and possibly localized in space (geo information / referenced) about micro-Hârtibaciului Valea region and the key players here. The portal should be organized in modules for different categories of users and act as a communication channel between them. It will also be a promotional tool (newsletter, forum, links, etc.), and databases will include: NGOs, authorities, companies, etc.. This project responds primarily to the needs of the action expressed by the measure 1 - Preparation of an information system as a prerequisite for sustainable development Hârtibaciului Valea, but the instruments clearly contributes promotion and implementation measure 3 - Making the most of local identity as a prerequisite for sustainable development. By being able to communicate with a forum can contribute to the implementation of Measure 4 - Developing partnerships and strategic alliances and somewhat indirectly measure 5 - Stimulation of specific knowledge transfer specialists in local projects. Proiect pilot Measure 1 Establish an information system as the premises for the economic development in Valea Hartibaciu Project detail Name VH portal interactive – online information systems Description VH portal will offer to users a gateway to selected information about the Valea Hârtibaciului region and other key government agencies; Type of information will rank from statistical; territorial; maps; partnership option; compressive analysis of financial sources; to legal and economic support The VH portal should be modular structures which will offer the opportunity to integrate with GIS application system and other application The platform will act as a communication platform between stakeholders but also as a promotion tool (newsletter; forum; links etc) The platform will contain a database: NGOs; authorities; companies etc Actors Manager – GAL Participants- OAR actors Budget 5 000 – 10 000 (include the GIS application) Results Web Portal estimate 7-9 menu tabs 3-5 maps 3-5 application Viva 10 000 users / month 10 person regular content writer Option Establish a new portal Develop GAL portal Develop ViVa portal Phases Timetable Responsible Kick off meeting M1 ViVa team, actors Reserve the domain/ severs M1 ViVa team Design the content and pages M1-M2 Stakeholders ViVa team Write the content / resources M3 GAL Design the interactive maps M3-M4 ViVa team Design heritage territorial system map M4-M5 ViVa team Build interactive database M5 ViVa team Developing the system M2-M6 ViVa team Meeting to review portal M7 Stekholders Lunching the portal M7 ViVa team Training M7 ViVa Team Update data ongoing GAL Moderate and administrate the portal Ongoing GAL
  • 34. Project 2: Taking Preservation by local actors Approach to develop landscaping plan Hârtibaciului Valea began in 2008. Approvals and documentation received from various institutions and authorities. To be taken by local authorities as a useful tool for implementing coherent initiatives in each locality in that territory, as well as to determine precisely clear development guidelines and constraints, this document must be approved. Adjustments are necessary because the contents of this documentation are some information that are no longer current and were the basis of options that are no longer valid. In meetings occasioned by EASTPART VIVA project, local actors have expressed the wish that Patz to be updated. This pilot project mainly contributes to the achievement of specific objectives related measure 2 - Development of local government capacity planning to ensure a balanced development, but provides solid premise for strategic partnerships between local authorities in this area (measure 4). The content of this documentation planning desire to respond to showcase local identity (measure no. 3) and processing information about the Valea Hârtibaciului and location and potential problems in space is an extremely necessary response measure 1 - Preparation of an information as a prerequisite for sustainable development in the Valea Hârtibaciului. Proiect pilot Measure 2 Develop capacity building of local government representatives with a focus on strategic planning tools – adopting the PATZ (Regional territorial spatial planning) Project detail Name Lobby for adopting the PATZ (Regional territorial spatial planning) Description Regional government through PATZ, should use spatial planning, as a tool to ensure a measure of coherence and integration among all national and sectoria strategies. Current status PATZ was drawn ( SWOT 2009; PATZ 2012) however was not yet adopted. Local stakeholders would like that PATZ to be updated and integrate local identity as well as a clear set of guidelines to be used by local public authorities. Actors Ministry ; Local council; APL; NGO’s Budget xxxxxxxxxxx Results PATZ adopted APL agrees and understand the principal and applies them Available guidelines for APL Long term results: The efficiency of public land usage/ public buildings Efficiency of resources Reduce decalage between the local communities Developing local businesses Attracting new investments aligned with the local identity Option N/A Phases Timetable Responsible Kick off meeting - Reviewing the PATZ statute L1 ViVa; Regional and national authorities involved Debate related PATZ structure - stakeholder recommendation for improving the strategic L2-L3 Local Stakeholders ViVa analysis and recommendations based on the stakeholders review L2-L4 Experts ; ViVa team Transferring stakeholder recommendation in PATZ L4-L6 Ministry Roundtable governmental bodies and stakeholders to agree on the process and timetable for approval L7 Regional and national authorities Experience exchange – trip in Europe to understand the impact of using a strategic tool L7 Local public autoritis; Viva Team Roundtable with local public authorities to transfer the guidelines imposed by the authorities L7 Local government Monitoring the process Ongoing ViVa team / GAL etc
  • 35. Project 3: Lobby and technical assistance for rehabilitation Mocăniţa Currently, the narrow gauge railway on the route Sibiu - Agnita is managing a consortium of local authorities who currently pay a concession fee of 180 euros per month, but that will probably have to pay a much higher in January 2014 where the concession contract will not be changed. Through the efforts of local actors, the deserved recognition and has now acquired the status of a historical monument. Mocăniţa Friends Association organized volunteer that they cleaned and maintained adjacent spaces Mocăniţa route. Still need to mobilize local actors to change the terms of the contract (lobby), but also to attract funding for the rehabilitation of the railway line (technical assistance), for the purchase of locomotives for this route operational organization, etc.. This pilot project corresponds mainly to measure enhancement of local identity as a prerequisite for sustainable development (Measure 3), but if local actors could mobilize for the cause that has a high degree of visibility and idea is appreciated people (locals and visitors), it would be a positive experience joint partnership would strengthen relations between local actors (measure 4 - Developing partnerships and strategic alliances). Technical assistance activities correspond very well measure 5 - Stimulating specific knowledge transfer specialists in local projects. Proiect pilot Measure 3 Develop a regional identity by concentrating the resource in key areas- identifying and promoting unique “attributes” of Valea Hartibaciu - MOCANITA Project detail Name Lobby for Rehabilitation of Mocanita as key asset for Valea Hartibaciu identity Description Currently the railway is in the hands of local authorities and is being gradually restored by volunteers. Many years of neglect and the stripping of all rolling stock pose a great challenge to the volunteers as a result a great heritage will be forever lost. Interregional Development Consortium Sibiu - Agnita, an association of municipalities along the route Mocăniţa and owning 4 railway wagons. In order to straighten the identity of the area major steps are to be taken for the rehabilitation of the Mocanita. The last evaluation for rehabilitation of Mocanita, made in 2010, was for EUR 3 Mio investments. However the EU finance required 50% co-financing and local authorities will not be able to sustain this level. Currently the only solution identified is to finance from governmental funds. Actors APL on the root of Mocanita NGOs; ministry of regional development and public administration; culture ministry Budget Results Identify the financial resources for rehabilitation List the Mocanita as a priority for the national authorities Long term results Tourism increase Local transport Local business development Option n/a Phases Timetable Responsible Kick off meeting - Reviewing the Situation L1 ViVa team; stakeholders Brainstorming - identify the solutions for rehabilitation L2-L3 ViVa team; stakeholders; Consortium A national media campaign to inform about the situation L3-L5 ViVa team; local stakeholders Roundtable in Bucharest national governmental bodies and stakeholders to agree on the process and timetable L5-L7 Local; national regional public administration (all the ministries involved) Technical assistance for writing application to obtain the L3-L6 Viva Team Consortium Conference / Press release L7 Viva Team Consortium
  • 36. Project 4: Promote public-private partnerships for the conservation and enhancement of the heritage Given that local resources are limited so investment in conservation, and the level of control of the rules of construction, there is a need to establishing partnership relations between public authorities and private actors either from civil society organizations and the business environment. Besides the material, this partnership can integrate specific expertise to restore proper rehabilitation of historic buildings and communication skills and the importance of heritage value. There are already very favorable preconditions have been created in the region by signing the Partnership to support Transylvanian heritage, which includes a number of relevant actors and Hârtibaciului Valea. The activities of these institutions and organizations will be promoted and Hârtibaciului Valea and at the micro-regions tracked by this pilot strengthening of partnership relations between local authorities and civil society organizations, and businesses and residents with building owners heritage value. This pilot project is an example of special package 4 - Developing partnerships and strategic alliances. Since the objectives of this strategic alliance relate to heritage, evident that this pilot project could have an impact for measure 3 - Making the most of local identity that the prerequisite for sustainable development. By providing the basis for cooperation between specialists in conservation and public authorities, residents, businesses, the pilot project is a good example and measure 5 - Stimulation of specific knowledge transfer specialists in local projects Proiect pilot Measure 4. Build the local integrate partnerships and strategic alliances: investors; civil society organizations, NGOs Project detail Name Model of strategic partnership based on expertise – Heritage building renovation Description Valea Hartibaciu offers has 150 historical monuments along with special architectural and cultural environment . However in the area a number of private and public historical and cultural assets need to be rehabilitated and included in the tourism circuits. Since the projects are in rural areas and technical skills are not available; it is recommended to build a strategic partnership with adequate organizations; group of experts; private companies active on the regional or national level. (Historical monuments architects; landscape specialist; etc) An expertise partnership is based on integrating of the competencies, skills, knowledge, or expertise for the appropriate rehabilitation of the historical building. The model could be transferred on other type of expertise required in the area or other type of partnerships. The model requires a proactive approach of the public authorities. Actors APL , NGOs; ministry of regional development and public administration; culture ministry; OAR Budget Results Inventory and mapping of the historical buildings Prioritize them based on cultural and tourism potential Identified financial sources for the specific projects Long term results Tourism increase Local business development Community grows Option Phases Timetable Responsible Review the strategic direction and measures L1 APL; regional governmental bodies; GAL Decide on the best type of relationship L1 APL; regional governmental bodies; GAL Assess the keenness of the team for partnering L2 APL; regional governmental bodies; GAL Undertake a scoping workshop with potential partners - Promote L2 APL; regional governmental bodies; GAL OAR; expert groups etc Conduct an alliance/partnerships workshop to clarify the goals – Establishing the potential projects L4 APL ,experts, OAR , GAL Drawing the formal agreement from the workshop L4 APL ,experts, OAR , GAL Sign partnering/alliance agreement L5 APL ,experts, OAR , GAL Implement the partnership N/A APL ,experts, OAR , GAL Reporting mechanisms and performance N/A APL ,experts, OAR , GAL
  • 37. Project 5: organizing training sessions In participatory planning workshops have been reported very specific needs of knowledge that would allow residents, businesses thrive and local public authorities Valea Hârtibaciului to be more efficient. There are a number of important people who could use their own housing arranged to provide bed and breakfast accommodation. Also, the transmission of knowledge is necessary for organic ways to make agriculture. Activities under this pilot project are mainly the organization of training sessions to help develop entrepreneurial skills, computer use skills, etc.. Clearly, this pilot project contributes to the implementation of Measure 5 - Stimulating specific knowledge transfer specialists in local projects. But simply by pursuing together a training program can be linked inter-human relationships for the development of partnerships and strategic alliances (measure 4). Obviously, the content of training programs would reach Showcasing local identity (Measure 3). Proiect pilot Measure 5 . Ensure knowledge transfer for the sustainable development Project detail Name A model for knowledge transfer – Identify a specific knowledge and insure the transfer of the knowledge on the adequate level Description During the workshops it was identified a number of knowledge in the area necessary for the stable development. Suggested KT B&B - developing the entrepreneurship skills Eco agriculture – small entrepreneurs IT knowledge of member of public administration Strategic tools for public administration – procedures and good practice Actors APL , NGOs; OAR; community Budget Results 10 persons to be trained B Long term results Tourism increase Local business development Community grows Option B& B Eco agriculture IT clases Phases Timetable Responsible Kick off meeting -Call for knowledge transfer select the L1 APL; regional governmental bodies; GAL; community Identify the type knowledge / user groups L2 APL; regional governmental bodies; GAL Select the critical knowledges – one mention above L2 APL; regional governmental bodies; GAL Create the framework L3 APL; regional governmental bodies; GAL OAR; expert groups etc Implement the transfer knowledge Workshop; visits; training; data sheets etc L4 APL ,experts, OAR , GAL Expand the infrastructure to meet other needs Ongoing
  • 38. Project 5 + 1: START Valea Hartibaciului Solidaritate Intr-un Teritoriu Atractiv cu Respect Pentru Traditie Solidarity into an attractive territory with respect for tradition . Project 1: Preparation and launch of interactive Portal Hartibaci Valea Project 2: Taking Preservation by local actors Project 3: Lobby and technical assistance for rehabilitation Mocăniţa Project 4: Promote public-private partnerships for the conservation and enhancement of the heritage Project 5: Organizing training sessions
  • 39. Project 1: Preparation and launch of interactive Portal Hartibaci Valea Project 2: Taking Preservation by local actors Project 3: Lobby and technical assistance for rehabilitation Mocăniţa Project 4: Promote public-private partnerships for the conservation and enhancement of the heritage Project 5: Organizing training sessions Defining the structure and design of the portal Selection and organization of the information Launching the portal Synthesizing the provision for each village from the existing PATZ Feedback from the local stakeholders Preparing the program “Cooperation projects to create touristic products” Organizing an event in Bucharest in order to promote the project (press and media Creating a network between the decision makers and public officers from the local public administration, owners of the heritage buildings, potential providers of touristic services, NGOs. Training Bed and Breakfast, Training IT Project 5 + 1: START Valea Hartibaciului Solidaritate Intr-un Teritoriu Atractiv cu Respect Pentru Traditie Solidarity into an attractive territory with respect for tradition .
  • 40. Proposals for which we obtain FEED-BACK from the local actors July: Training workshop for the experience exchange September: Travel sharing experience October: Workshop for the first results and ensure continuity of implementation PP a mayor from Italy will attend the event Project 5 + 1: START Valea Hartibaciului Solidaritate Intr-un Teritoriu Atractiv cu Respect Pentru Traditie Solidarity into an attractive territory with respect for tradition . Defining the structure and design of the portal Selection and organization of the information Launching the portal Synthesizing the provision for each village from the existing PATZ Feedback from the local stakeholders Preparing the program “Cooperation projects to create touristic products” Organizing an event in Bucharest in order to promote the project (press and media Creating a network between the decision makers and public officers from the local public administration, owners of the heritage buildings, potential providers of touristic services, NGOs. Training Bed and Breakfast, Training IT
  • 41. This document has tried to look at a broad range of issues fundamental to influencing territorial cultural system in Valea Hartibaciu, yet not wanting to impose outside local agendas and ideas. It was outlined that the approach cannot be limited to one project if one wants to take it to the end, still there is a need to use projects and programs to make participatory and negotiated territorial development happen. When translated into a project context, monitoring and evaluation indicators are needed.
  • 42. Thank you!

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