Action plan for the territorial cultural systems of Valea Hartibaciului

ACTION PLAN
VALEA
HARTIBACIULUI

• 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:

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.

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).

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).

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

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 .

TITLEAction Plan
Analysis of strategic
measures

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

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

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

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

Measure 1
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

Measure 1
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

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

•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

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
Training
Developing a communication strategy
Equip the APL with right technology (it; wireless and other) 3-6M Regional and local public
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

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.

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

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
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 investments
Monitoring and evaluating the results ( update) Periodic Local and County authorities,
private sector, GAL
Roundtable
Annual reports

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.

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

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

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
sector, NGOs, GAL;
Policy briefings
Workshops and conferences
Design and implement knowledge transfer
Create the framework n/a Local and county
sector, NGOs, GAL;
Dedicated interactive KT website
Implement the transfer knowledge
n/a Local and county
sector, NGOs, GAL;
Training
Mails exchange
International experience exchange
Forum
Design resource models and capabilities n/a Local and county
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
sector, NGOs, GAL;
Working groups
Conferences
Advisory group
Strategic partnership
Measure 5- Transfer knowledge

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

The impact of the analyzed measures represented at the territorial level

TITLEPilot projects proposed
for analysis

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

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
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

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
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

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
Community grows
Option
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
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
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

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
Community grows
Option B& B
Eco agriculture
IT clases
Kick off meeting -Call for knowledge transfer
select the
bodies; GAL; community
Identify the type knowledge / user groups L2 APL; regional governmental
bodies; GAL
Select the critical knowledges – one mention
above
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
Expand the infrastructure to meet other needs Ongoing

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

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
Solidarity into an
attractive territory
with respect for
tradition
.

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
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

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.

Action plan for the territorial cultural systems of Valea Hartibaciului

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Action plan for the territorial cultural systems of Valea Hartibaciului