ERASMUS+ CLICHE SWOT ANALYSIS & HOW TO WRITE VISION MISSION STATEMENTS.pptx

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How to
-Make a SWOT analysis
-Write a Vision and a Mission Statement for local ICH capitalization & exploitation

SWOT analysis
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

ADVANTAGES/
STRENGTHS
DISADVANTAGES/
WEAKNESSES
OPPORTUNITIES THREATS
characteristics of ICH that give
it an advantage over others
characteristics that place the
ICH at a disadvantage relative
to others
elements that the ICH could
exploit to its advantage
elements in the environment
that could cause trouble for ICH

ICH STAKEHOLDERS
UNESCO
STATE
GOVERNMENT
LOCAL
GOVERNMENT
TOURISTS
NATIONAL,
INTERNATIONAL
MARKET
CULTURAL INDUSTRY
TOURIST OPERATORS
SHOPS
Ministry of Culture
LOCAL COMMUNITY
CULTURAL &
CREATIVE
ASSOCIATIONS
MUSEUMS
LIBRARIES
NGOs
CIVIL SOCIETY
SCHOOLS
LOCAL
ENTREPRENEURS

ICH CATEGORIES
(a) ORAL TRADITIONS AND EXPRESSIONS, INCLUDING LANGUAGE AS A VEHICLE OF THE INTANGIBLE
CULTURAL HERITAGE;
(b) PERFORMING ARTS;
(c) SOCIAL PRACTICES, RITUALS AND FESTIVE EVENTS;
(d) KNOWLEDGE AND PRACTICES CONCERNING NATURE AND THE UNIVERSE;
(e) TRADITIONAL CRAFTSMANSHIP.
ICH provides THE RESIDENTS OF A PLACE with
 LOCAL HISTORICAL-GEOGRAPHICAL IDENTITY,
 A SENSE OF ROUTINE AND
 SOCIAL INTEGRATION

Identification of SWOTs is important because they can inform later steps with ideas about startups /apps & TED Talks.
• First, consider whether the objective is attainable, given the SWOTs.
• If the objective is not attainable a different objective must be selected, and the process repeated.
• Users of SWOT analysis need to ask and answer questions that generate meaningful information for each category
(strengths, weaknesses, opportunities, and threats) to make the analysis useful and find their competitive advantage.
Selected Domains:
 Socio – economic context and entrepreneurship;
 Routes and Location;
 Heritage and preservation;
 Local identity and commitment

Recognition and management
of safeguarding measures
Recognition and management
of touristic activities
Link between heritage and
tourism=sustainable
development
Inclusion/integration of the
involved community
-Are there any public policies linked
to safeguarding the ICH element as
heritage? Are they from top to
bottom or a bottom-up approach
exists?
-Is there a reference center about
the ICH element?
-Are there any
educational/informative elements
that promote a better understanding
of the ICH element?
-Is there a transfer of knowledge and
practices to the new generations?
-Making an online calendar of ICH as
heritage
-Is there a good knowledge of the
tourist supply and demand?
-What are the different tourist
profiles?
-Are there any touristic activities
linked to the ICH element (festivals,
fairs, etc) or any transmission
spaces (museums, libraries,
workshops, schools)?
-How can we involve tourists to
maintain the ICH element “alive” as
heritage?
-Small and Medium sized enterprises
in the CCSs have different needs at
different times (e.g. access to
finance, entrepreneurial knowhow,
support in networking capacities
etc.) and operate in a context that
requires several levels of decision
making. How can this be translated
into policy and implementation
strategies that aim towards the
strengthening of the CCSs?
-Are there any job opportunities
offered with the ICH element as
heritage and as a touristic resource?
-Is tourism a positive factor in the
development of local ICH as a
heritage element?
-What is the economic sustainability
of the ICH element on creativity
(creative industries) and on the
opportunity it gives to the new
generations?
-Do tourism and the ICH element
contribute to the positioning of a
brand and an imaginary of the city?
-Can the traditional business sector
master the challenges of the digital
age and the new CCSs?
-As the technology evolves, how can
both researchers and policy makers
keep pace with the rapid changes in
the development of BMs in the
CCSs?
-Who are the anonymous
carriers/bearers of the ICH element?
-Does the ICH element as a creative
industry and in relation with the
tourism sector produce incomes?
--Considered as ICH, are there any
benefits for the community? Is there
a fair distribution? How many
women are involved? - Gender
aspect
QUESTIONS

STRENGHTS
Location, closeness to main infrastructural networks (motorways, main roads, railways, airports)
Industry: international companies or high-quality producers
High percentage of SMEs
Agriculture: quality food and agricultural products (particularly wine)
Long tradition and/or development of tourism
“Soft” tourism (rural accommodation, family businesses, children offers)
Richness and diversity of nature and landscapes
Handicraft quality production (particularly wooden crafts)
WEAKNESSES
Lack of governance, public-private cooperation and/or associations cooperation
Lack of local entrepreneurship culture
Lack of investment in research and/or innovation
High or rising unemployment rate
High emigration rate (especially commuting to the cities)
Low number of well-qualified labour force
Territorial disparity (concentration of activities and/or tourism in part of the area)
Low quality standard of tourist services
OPPORTUNITIES
Interest in partnerships and/or cooperation
Development of cross-border cooperation (labour market, entrepreneurship, public services, tourism)
Internet and digital media development
Enhancement of local food and beverage products (especially from organic agriculture)
THREATS
Reduction of public financing
Economic recession/cuts in governmental budgets for culture
Decrease of the local qualified population
Difficulties in perceiving the area as tourist attractive
SOCIO-ECONOMIC CONTEXT AND ENTREPRENEURSHIP

STRENGHTS
Trails, cycling and pedestrian routes: thematic, cultural and historical itineraries
Natural preservation areas, national parks, attractive landscapes
Richness of cultural sites in the surrounding area
Good public transport accessibility
Cross-border routes
Proximity to transport routes (railway, motorway)
Food and wine itineraries and tourism
Pilgrimage routes
Sports and leisure tourism (water and snow sports)
WEAKNESSES
Difficult public transport
Lack of connection to airports
Lack of tourist information and promotion, including by websites
Poor road quality
Insufficient integrated tourist offer
Heterogeneity or lack of signposting
Lack of cooperation
OPPORTUNITIES
Sustainable public mobility
New cycle paths and routes networking (hikers, bikers, pilgrims...)
THREATS
Reduction of public transport
Worsening of road conditions, lack of maintenance
Insufficient funding for tourism promotion or cultural institutions
ROUTES AND LOCATION

STRENGHTS
Richness of cultural and heritage sites: museums, castles, fortresses, heritage buildings, archaeological sites
Attractive landscape and environment, preservation areas
Strong cultural identity
Strong local traditions: festivals, races, plays, concerts
WEAKNESSES
Lack or difficulties of heritage preservation funding
Weak cultural management and marketing strategies
Lack of awareness of the importance of own cultural heritage
OPPORTUNITIES
Development of environment and community-friendly tourism
Cultural and tradition-based initiatives
THREATS
Shortage of public funding for heritage preservation
Natural disasters: floods, fires, earthquakes
HERITAGE AND PRESERVATION

STRENGHTS
Local associations and volunteers
Citizen awareness, participation, sense of belonging
Traditional fairs and festivals
Interest in local products and organic food
WEAKNESSES
Too much local thinking, individualism, lack of networking
Low education level
Youth leaving the region. Ageing population
OPPORTUNITIES
NGOs involvement to engage the local communities in activities
Support of civic initiatives
THREATS
Worse cooperation between local authorities and regional one and/or NGOs
Population decline, weaker connection with the local identity
LOCAL IDENTITY AND COMMITTMENT

STRENGHTS Location, closeness to main infrastructural network (motorways, main roads, railways, airports) Cross-border routes Good public transport
accessibility Industry: international companies or high quality producers High percentage of SMEs Agriculture: quality food (particularly vineyards) Interest in
local products and organic food Handicraft quality production (particularly wooden crafts) Long tradition and/or development of tourism Soft tourism (rural
accommodation, family businesses, children offers) Thematic tourism: food and wine, sport and leisure... Trails, cycling and pedestrian routes: thematic,
cultural and historical itineraries Pilgrim routes Natural preservation areas, national parks, attractive landscapes Richness of cultural and heritage sites:
museums, castles, fortresses, heritage buildings, archaeological sites Strong cultural identity Strong local traditions: festivals, races, plays, concerts Local
associations and volunteers Citizen awareness, participation, sense of belonging
WEAKNESSES Lack of governance, public-private cooperation and/or associations cooperation Lack of local entrepreneurship culture Lack of investments in
research and/or innovation High or rising unemployment rate and low number of well-qualified labour force High emigration (especially commuting to the
cities). Youth leaving the region. Ageing population Territorial disparity (concentration of activities and/or tourism in part of the area) Difficult public transport
and lack of connections to airports Poor road quality Lack of tourist information and promotion, including by websites Low quality standard of tourist
services, insufficient integrated tourist offer Heterogeneity or lack of signposting Weak cultural management and marketing strategies Lack or difficulties of
heritage preservation funding Lack of awareness of the importance of own cultural heritage Too local thinking, individualism, lack of networking Low
education level
OPPORTUNITIES Interest in partnership and/or cooperation Development of cross-border cooperation (labour market, entrepreneurship, public services,
tourism) Internet and digital media development Enhancement of local food and beverage (especially organic) Sustainable public mobility New cycle paths
and routes networking (hikers, bikers, pilgrims...) Development of environment and community-friendly tourism Cultural and tradition-based initiatives NGOs
involvement to engage the local communities in activities Support of civic initiatives
THREATS Reduction of public financing Economic recession Decrease of the local qualified population Reduction of public transport Worsening of road
conditions, lack of maintenance Difficulties in perceiving the area as tourist attractive Insufficient funding for tourism promotion or cultural institutions
Shortage of public funding for the architectural heritage preservation Worse cooperation between local authorities and regional one and/or NGOs Population
decline, weaker connection with the local identity Natural disasters: floods, fires, earthquakes

ADVANTAGES/
STRENGTHS
DISADVANTAGES/
WEAKNESSES
OPPORTUNITIES THREATS
Innovation and development is
essential. Much attention should be
paid to the younger generations as
they have a stronger spirit of
pioneering.
Strengthen the publicity and
promotion of the element of local
ICH and build its own cultural
brand.
Increase the cultural soft strength
and tourism attractiveness of ICH.
This way, the income of local people
is increased and more wealth for
the local society is created.
New business models in the Cultural
and Creative Sectors (CCSs)
Intangible and Performance-
based Cultural Heritage
Help ICH remain authentic even if it
is faced with threats from modern
civilization and commercialization.
SOFT POWER IS CULTURAL POWER
Soft power is the ability to shape the preferences of others through appeal, attraction and CULTURAL DIPLOMACY.

Streaming
Based on technological progress in high definition audio and video, opera houses, theaters and orchestras can record their performances, which can then
be marketed through platforms that make use of the new technologies to stream this product under optimal conditions for an interested international
audience. The BMs include different pay models (pay for demand, pay for use etc.). Interesting examples include the Berlin Philharmonic and the New
York Metropolitan Opera. An example from May 2015 is the launch of the Opera Platform1 , supported by the Creative Europe Programme: the website
links the cultural broadcaster, ARTE, and fifteen opera companies in Europe. Through the Platform, recent productions will be streamed online on a
monthly basis, subtitled in six languages and be enriched with a selection of additional content.
Changing consumer behavior so that consumers are not simply consumers but also the producers and generators of their own content: videos, blogs,
forums, podcasts, social media sites, photography, wikis, and even eBooks.
Crowdfunding, together with crowdsourcing (micro-sponsorship, or the mass funding of a project, service, content, platform, production, work, etc. ) is applied in
several sectors of the CCSs, in times of crises. It became popular in the CCSs very quickly also thanks globally established online platforms (See for example
http://www.Kickstarter.com; http://www.KissKissBankBank.com.) As stated in the Report by the Horizon 2020 Expert Group on Cultural Heritage Getting cultural
heritage to work for Europe: “…we propose a number of demonstration projects to show demand-driven re-use of heritage using innovative financing
and governance models.” (e.g. adaptive re-use of industrial heritage, establishment of crowdfunding platforms for cultural heritage). Internationalization
strategies in the museum sector based on new BMs can serve as another example. These new BMs operate via coproduction, co-organization and export
of exhibitions, supporting an increase of revenue due to the reducing of production costs and the increase of resources.(e.g. co-produced exhibition
model for international touring; co-organized exhibition model between several museums that pools costs; export exhibition model).
Changing working methods and patterns: innovation and creative labs, co-working spaces, startup accelerators – mostly in cities, for trying out, testing,
experimenting and implementing ideas and creativity - are increasingly relevant for specific actors and branches in the CCSs. It can be stated that they are
a global trend and constitute an answer to the challenge of changing working methods and patterns in the CCSs.
Self-Publishing and Printing on demand, E-book, applied in selected branches of the CCSs, particularly in Publishing sector ,Music Sector, Fine arts
Examples of new Business Models (BMs) in the Creative and Cultural Sectors (CCSs)

Gamification refers to adding game-like features to contexts that have nothing to do with the gaming industry. The idea is to stimulate and motivate
users’ actions, ideas, interests, and interactions. In other words, to condition behavior entertainingly in any setting, whether cultural (museums,
theaters, books), corporate, leisure, commercial, etc. It might be applied in many branches of the CCSs in the future, particularly in: Print,
media/Publishing, Fine arts, Museums / Cultural heritage sector, Performing arts, Music.
P2P Peer to Peer Models has its roots in technology and P2P networks in which computers are directly linked to each other and no server support is
needed. The evolution of this model stands in context with what is known as “peer review”. Peer review is the review of one or more people from the
field of research that an author wants to publish in. The BM is / might be applied in selected branches of the CCSs. The BM is most widely applied
particularly in: § Print Media / Publishing § Cultural sector with educational entities ,museums, archives, libraries.
http://www.interarts.net/descargas/interarts2540.pdf
New physical platforms such as mobile phones, e-book readers, tablets, social media networks etc. have considerably transformed BMs in the CCSs.
In sectors such as games, epublishing, comics, journalism the influence is obviously stronger.
Gender aspect. The running of new BMs in the CCSs is characterized by a higher degree of women

MAKE ICH POPULAR. IN PARTICULAR:
-Publicize local ICH through various traditional media and arouse the public affection to it.
-Establish a specialist website to exhibit the inheritors and representative works of ICH.
-Draw the attention of more potential guests and investors by joining Folk Arts Festivals of different places. Develop a larger
market.
-Create live stories of various genres and types adapted from legendary tales, historical romance, literature samples, and current
affairs. For example, create cartoons, TV series, shadow plays and movies based on ICH to expand its popularity and influence
among the public.
-Potential for market development: Strengthen the Publicity and Promotion of local ICH and Build a Cultural Brand.
A CULTURAL BRAND is formed and created just because it shows and meets human's emotional needs, or that's to say, it reflects
the lifestyle and living attitude of modern people. Therefore, we can never ignore the value of brand and the significance of
exploiting its cultural and economic values and market competitiveness.
ICH should find its way out of its hometown to the world and develop extensive cooperation with the markets of both tourism
souvenir and art, and in this way we can create a huge space for the sustainable development of it.

Place Branding refers to the promotion of Place and Local Identity, in order to attract tourism and other economically profitable
activities.
A first correlation of P.B. strategies to the immaterial context of places refers to the principal means of its procedures, to the
creation of an ‘imagery’ able to invite visitors to ‘consume’ the local way of living, under specific climatic and cultural conditions.
A second correlation of P.B. to intangible references is correlated to cultural heritage, the latter being probably the most
important part of the content of the promoted imagery.
It is important to remark that the intangible cultural references may contain, in many cases, the ‘essence’ of the local culture,
incubated through a centuries long process. Thus, it is an important objective of P.B.
-to recognize those references, in many ways latent, and to offer to them a material perceptible existence, through graphic
presentation, pictorial expression and ‘real’ place-structure formations;
-to offer convincing material appearance to the immaterial imagery, to any sort of place and culture narratives and to symbolic
projections.
It is in this context that we refer to the general notion of ‘landscape’, as a general substratum that may support local tradition and
folk-culture, legends and historical memory and, moreover it is on landscape that emblematic architectural building structures
may be erected and urban or landscape architecture interventions may be realized. It is in this very context that ‘Intangible
Heritage’ may be revealed through ‘Landscape Connotations’ as the title of our presentation suggests.
PLACE BRANDING AND ICH

Make Policies on the Development of ICH
-The local government needs to make policies and mobilize social resources to strongly support the development of ICH.
-First of all, a specialized administrative office should be established to study and make strategic policies, set short-term job
objectives, and take charge of daily office work.
-Second, the government should set preferential policies. For example, in order to gain much support from private investors, the
government should offer them the best favor in the following items, such as land expropriation, capital raising, taxing and local
financial subsidies, because their investment is of great significance to the development of ICH.
-The government should protect the intellectual property of ICH by the ways of local legislation, administration and releasing print
publications of it.
-In order to find a broader market, the government should take actions to counter pirated products of ICH and defend the real
benefits of local enterprises.

CLICHE MAP OF PARTNERS
Transnational SWOT Analysis
http://www.thetris.eu/wp-content/uploads/2014/05/3.4.1.-
Transnational-SWOT-Analysis-Last-version_.pdf?referer=silverstripe-
dotnet-viewer/1.0.0

SUMMARY
OF TRANSNATIONAL STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS OF THE CLICHÉ REGIONS

EXAMPLES OF TRANSNATIONAL STRENGTHS
-Strong cultural identity of local population,
-importance of local traditions, like festivals, races, fairs, etc.
-Good public transport accessibility, like closeness to main infrastructural network as motorways, main roads, railways and airports as well
as the presence of cross-border routes facilitating tourist accessibility and therefore attracting tourists,
-Long tradition of tourism or a growing importance in term of development of the tourism sector among others income producing
activities,
-Local accommodation and family businesses,
- Presence of soft tourism facilities like rural accommodation offering services addressing specific children & families’ needs
-Thematic tourism, e.G. Cultural, food & wine agritourism,
-Growing sustainable tourism development
-Sport and nature facilities like trails, cycling and pedestrian routes located in attractive landscapes close and/or inside national parks
(and/or preservation areas) facilitate naturalistic tourism
-Presence of agrotourism accommodations and restaurants - perfect places for farm holidays and organic agriculture,
-Richness of cultural and heritage sites like museums, castles, fortresses, heritage buildings and archaeological sites,
-Presence of pilgrim routes, thematic, cultural and historical itineraries – for attracting tourists interested in holidays inspired by key words
like spirituality and nature.

EXAMPLES OF TRANSNATIONAL WEAKNESSES
1. Difficult public transport and lack of connection to airports. Poor road quality
2. Territorial disparity (concentration of activities and/or tourism in part of the area)
3. Lack of governance, public-private cooperation and/or association’s cooperation Lack of local
entrepreneurship culture Lack of investment in research and/or innovation
4. High or rising unemployment rate and low number of well-qualified labour force High emigration (mainly
commuting to the cities), youth leaving the region, ageing population
5. Lack of tourist information and promotion, including by websites Low quality standard of tourist services,
insufficient integrated tourist offer Heterogeneity or lack of signposting
6. Weak cultural management and marketing strategies
7. Lack or difficulties of heritage preservation funding Lack of awareness of the importance of own cultural
heritage
8. Too local thinking, individualism, lack of networking
9. Low education level

EXAMPLES OF TRANSNATIONAL THREATS
• Economic recession/ reduction of public funds/ investment
• Decrease of local qualified population
• Weak cooperation between local and regional authorities and other relevant stakeholders like ngos and association
representatives
• Lack of networking strategies among local stakeholders
• Too local thinking given probably to low education level of aged citizens,
• Young inhabitants want to emigrate in search of better opportunities elsewhere

EXAMPLES OF TRANSNATIONAL OPPORTUNITIES
-Promotion and development of a sustainable tourism income generating sector,
-Development of environment and community friendly tourism facilities, new cycle paths and roots for bikers, hikers and pilgrims,
cultural and tradition-based initiatives,
-Presence of local and external associations of citizens, volunteers and ngos for rising local awareness on heritage treasures among
local citizens/ coordination between them in term of both actions and activities to be undertaken at local level,
-Development of cross border cooperation in several field of actions, like entrepreneurship, public services and tourism for
fostering tourism attraction and generating local development through giving value to specific local resources,
It is interesting to note that a strong local identity can be a strength point (e.g. rural accommodation and local restaurant employing
organic products, local tradition and fairs attracting tourists, etc.),
Concerning routes development, it is important that all routes could be easily connected to other thematic and/or cultural
itineraries, like for example trails, cycling, paths and waterways. This would guarantee a higher visibility of the transnational route,
fostering tourism within the area.

Representation and Preservation of Heritage
Crafts
European craft community
Dexterity, know-how, skilled use of tools, as well as, tradition, and identity of the communities in which they are, or
were, practiced.
Heritage Crafts are part of the history and have impact upon the economy of the areas in which they flourish.
Traditional Craftsmanship
Traditional craftsmanship is perhaps the most tangible manifestation of intangible cultural heritage.
The most visible emblem of the Kihnu Cultural Space (Estonia) is the woollen handicrafts worn by the women of
the community. Working in their homes using traditional looms and local wool, the women weave and knit
mittens, stockings, skirts and blouses; many of the symbolic forms and colours adorning these striking garments
are rooted in ancient legends.

HOW TO
write a vision/mission statement
for the sustainable capitalization of local ICH.
Scenarios and Exploitation Plans

•Vision relates to seeing and looking, so vision statements are about looking ahead. Your vision
statement outlines business goals and where you're headed.
•Mission relates to doing, so mission statements are about your day-to-day operations. Your mission
statement outlines the practical things you will do to achieve your vision statement.

WHAT IS SUSTAINABLE DEVELOPMENT?
SUSTAINABLE DEVELOPMENT means the search for a balance and interrelationship between the
 objectives of economic efficiency (including sustainability of the destination),
 social justice (in the sense of equal opportunities) and
 environmental protection in a long-term vision, (Cocos, 2017:173)

UN: SUSTAINABLE DEVELOPMENT GOALS

EXAMPLES OF SUSTAINABLE CITIES AROUND THE WORLD

ENSURE ACCESS TO AFFORDABLE, RELIABLE, SUSTAINABLE AND MODERN ENERGY FOR ALL
Libraries in Croydon, Derby and other cities in the UK enable users to borrow energy monitors to find out which electrical appliances use a lot of
energy, enabling them to change and reduce their energy use.
The Newton Machine is a participatory, artistic intervention developed in Eday, leading to a prototype for storing energy produced in an
environmentally sustainable way.
The promotion of tourism around cultural heritage in Nevs¸ehir relies on the active involvement of the local community, including volunteer cultural and
history researchers, teachers and elderly citizens who share their own experiences and knowledge.
In the ‘Sensitive Urban Zone’ of Hautepierre, Strasbourg, a venue specialised in digital technology provides young people with expression and digital
creation skills and contributes to broadening their employment opportunities.
The UNESCO Creative Cities Network promotes cooperation among cities that have identified creativity as a strategic factor for sustainable urban
development and which can exchange expertise around 7 creative fields (crafts and folk art; design; film; gastronomy; literature; music; and media arts).
PROMOTE SUSTAINED, INCLUSIVE AND SUSTAINABLE ECONOMIC GROWTH, FULL AND PRODUCTIVE EMPLOYMENT AND
DECENT WORK FOR ALL
Keep an updated inventory of local natural and cultural heritage, both tangible and intangible, and establish mechanisms for its preservation and
conservation according to international standards. Foster the use of a reference guide on ‘cultural impact assessment’ within urban planning policies.
Adopt measures to promote the role of culture in the renovation of historic centres and in neighbourhood, district and regional development plans.
In Lisbon, a range of measures including the ‘Urban Art Gallery’ have contributed to the improvement of public space, its acknowledgement as an
environment for cultural expression and participation, and the transversal recognition of cultural expressions emerging from cities, including urban art.
The international forum Creative Mobilities contributes to fostering an understanding of how cultural factors shape and can transform mobility patterns
in cities, including uses of public transport and usage of public spaces.
MAKE CITIES AND HUMAN SETTLEMENTS INCLUSIVE, SAFE, RESILIENT AND SUSTAINABLE

ENSURE SUSTAINABLE CONSUMPTION AND PRODUCTION PATTERNS
Include history and culture in guidelines and initiatives that promote the production and consumption of local products. Recognise gastronomy, based on
local produce, as a constituent element of local culture. Facilitate and promote citizen initiatives for the sustainable use of public spaces, especially those
linked to new gardening practices, and other examples of socioecological innovation.
In the context of its Municipal Culture Plan, the city of Florianópolis has adopted measures to foster reinterpretation of traditional cuisine, recognising the
value of local produce while integrating contemporary elements, and contributing both to economic development and to inclusive social development.
The Sunday Cultures Fair of La Paz aims to democratize access to locally-produced cultural expressions and events, including crafts, gastronomy and the
arts, while broadening opportunities for local creative initiatives and businesses, and promoting the recovery of urban public spaces for citizens’ uses,
healthy recreation, and community enjoyment.
The MUSEM Culinary Centre in Gaziantep contributes to keeping local gastronomy alive, understanding it as part of intangible heritage, and introducing it
to a largest audience. In doing so, it also strengthens local identity and social cohesion.
TAKE URGENT ACTION TO COMBAT CLIMATE CHANGE AND ITS IMPACTS
In Chicago, the ‘Environmental Sentinel’ project was a climate-monitoring artwork of 453 temperature-sensitive, native, flowering trees to engage citizens
and scientists in understanding local microclimates and the effects of climate change.
CONSERVE AND SUSTAINABLY USE THE OCEANS, SEAS AND MARINE RESOURCES FOR SUSTAINABLE DEVELOPMENT
Recognise and preserve cultural practices, traditions and stories related to sustainable uses of oceans, seas and marine resources, including
through the establishment of specialised institutions (e.g. ecomuseums, maritime museums, etc.) and other initiatives.
The Ha Long Ecomuseum, based in a unique area because of its geomorphic features, natural characteristics, ecosystems and biodiversity, brings together
an appreciation of the landscape and heritage and measures to protect the natural environment, and has established a Floating Cultural Centre in a small
fishing village.
In the province of Jeju, the culture of haenyeo (women divers) can be seen as an eco-friendly method of maintaining sustainable fishing practices, rooted in
traditional knowledge, as well as a practice which has contributed to the advancement of women’s status in the community.

PROTECT, RESTORE AND PROMOTE SUSTAINABLE USE OF TERRESTRIAL ECOSYSTEMS, SUSTAINABLY MANAGE FORESTS,
COMBAT DESERTIFICATION, AND HALT AND REVERSE LAND DEGRADATION AND HALT BIODIVERSITY LOSS
Develop initiatives which foster the preservation and transfer of traditional knowledge and intangible heritage practices related to the sustainable
management and use of terrestrial ecosystems.
In Gabrovo, several measures have been adopted to foster the transfer of knowledge from local rural communities to urban areas, including the
‘Welcome to the Village’ project, which enables children to learn from elderly people living in rural areas.
Baie-Saint-Paul, an ‘art and heritage town’ crossed by two rivers and part of the Biosphere Reserve of Charlevoix, has adopted an Agenda 21 that
brings together the four pillars of sustainable development, including an understanding of the links between cultural vitality and environmental
preservation.
In Kaunas, the Šanˇciai Cabbage Field Project has made cultural rights effective by reclaiming a parcel of land through a participative, citizen-led
process, in which the arts and culture contribute to transform the territory and raise awareness of the richness of the plant and tree life in the
area, among other aims.

What can cities do?
• Explore the potential of the cultural and creative sectors to contribute to inclusive, sustainable and fair employment.
• Ensure that the local tourism model is sustainable, balanced across the city or region, connected to the local communities and
interactive with the cultural ecosystems.
• Include cultural knowledge, skills and jobs in employability programmes.
• Support the international mobility of artists and culture professionals, thus enhancing employment opportunities for them.
• Regularly analyse the contributions made by the public, civil and private cultural sectors to the local economy, including their
direct and indirect impact on the creation of employment, as well as how young people, men and women and disadvantaged
sectors are represented therein.
• Take measures to ensure adequate working conditions for cultural professionals.
SAFEGUARD CULTURE AS A WAY OF LIFE
Safeguarding ICH is about the transferring of knowledge, skills and meaning. To be kept alive, ICH must be relevant to its community,
continuously recreated and transmitted from one generation to another.
[...] but safeguarding does not mean freezing ICH in some pure form but strengthening and reinforcing the diverse and varied
circumstances, tangible and intangible, that are necessary for the continuous evolution of ICH , as well as for its transmission to future
generations.

A business can’t survive in today’s competitive world without a clear identity:
a story of who, why, what, when, where, and how.
A vision statement is a tool for telling a part of this story, helping to define the business.
https://youtu.be/ioY-YSOKBtY?t=101
WATCH THE VIDEO

Our hope is to see our beloved town
-enjoy a healthier and more sustainable lifestyle.
-an innovative, humanistic, eco-friendly place with national and international influence.
Our hope is to
strengthen the area as a tourism destination while taking into account the preservation of cultural and
natural heritage and involving local communities.
Write detailed answers to the following questions:
•Who are we?
•What do we want our area to look like in 5, 10 years?
•Where do we want to be 1, 5, 10 years down the road?
•Create a headline for a newspaper about the area 10 years from now. What would it say?
https://thethrivingsmallbusiness.com/how-to-write-a-vision-mission-values-statement/

MUNICIPALITY‘S MASTER PLAN FOR CITY DEVELOPMENT
LEVADIA MASTERPLAN FOR 2020-35 AIMS TO BUILD THE CITY INTO:
<< AN INNOVATIVE, HUMANISTIC, ECO-FRIENDLY PLACE WITH NATIONAL AND INTERNATIONAL INFLUENCE >>
Future Making Practices/Participatory Design/Urban Living Labs

DON’T FORGET
Our basic value is SUSTAINABILITY.
https://youtu.be/LJhG3HZ7b4o
How to write a great
Explain what you do for:
•Your customers/ employees/Society
•Demonstrate your values
•Sum up your objectives & strategy
WATCH THE VIDEO

Communities have
constantly found
ways to systematize
and transmit to
future generations
their knowledge, life
skills and
competencies,
especially concerning
their natural and
social environment.
Social practices, rituals
and festive events
structure the lives of
communities and
groups and can play a
key role in
strengthening their
social fabric in an
inclusive way.
The knowledge and
practices accumulated
through time have
been used to make
sustainable use of
natural resources and
minimize the impact of
climate change. ICH
may thus help to
protect biodiversity
and can contribute to
environmental
sustainability.
Many local
communities
have developed
lifestyles and ICH
practices that are
intricately linked
to nature and
that respect the
environment.
Local knowledge,
skills and practices,
maintained and
enhanced through
generations, provide
subsistence livelihood
for many people. ICH
can generate revenue
and decent work for a
broad range of
people and
individuals, including
poor and vulnerable
ones.
The knowledge and
practices accumulated
through time have
been used to make
sustainable use of
natural resources and
minimize the impact of
climate change. ICH
may thus help to
protect biodiversity
and can contribute to
environmental
sustainability.
ICH and Sustainable Development
https://ich.unesco.org/doc/src/34299-EN.pdf

How to create a vision and mission statement
https://www.youtube.com/watch?time_continue=199&v=HLVlZwkZGt4
WATCH THE VIDEO

EXAMPLES OF FAMOUS COMPANIES/ORGANISATIONS’
VISION & MISSION STATEMENTS

Mission statement: Spread ideas.
Vision statement: We believe passionately in the power of ideas to change attitudes, lives and, ultimately,
the world.

Mission statement: To organize the world’s information and make it universally accessible and
useful.
Google doesn’t seem to have a vision statement that clarifies the reasons why they want to
organize the world’s information for everyone to use.

Mission statement: Create groundbreaking sports innovations, make our products sustainably,
build a creative and diverse global team, and make a positive impact in communities where we
live and work.
Vision statement: Bring inspiration and innovation to every athlete* in the world.
*If you have a body, you are an athlete.

Honest Tea’s mission statement aims to live
up to their brand name.

Tesla
Vision: To accelerate the world’s transition to sustainable energy.
Mission: To create the most compelling car company of the 21st century by driving the world’s transition to electric vehicles.
Apple
To make a contribution to the world by making tools for the mind that advance humankind.
American Express
“At American Express®, we have a
mission to be the world’s most
respected service brand. To do this,
we have established a culture that
supports our team members, so they
can provide exceptional service to our
customers.”
IKEA
“At IKEA our vision is to create a better everyday life for the
many people. Our business idea supports this vision by
offering a wide range of well-designed, functional home
furnishing products at prices so low that as many people as
possible will be able to afford them.”
Save the Children
“Our vision is a world in which every child attains the right to
survival, protection, development and participation.”
Alzheimer's Association: A world without Alzheimer's disease.

MORE
MISSION STATEMENT EXAMPLES
Cradles to Crayons: Provides children from birth through
age 12, living in homeless or low-income situations, with
the essential items they need to thrive – at home, at
school and at play.
Invisible Children: To end violence and exploitation facing
our world's most isolated and vulnerable communities.
Life is Good: To spread the power of optimism.
Patagonia: Build the best product, cause no unnecessary
harm, use business to inspire and implement solutions to
the environmental crisis.

During the last decades Culture and Creativity are being considered as one of the most
crucial factors for the national economies & the cities particularly. In the context of
globalization, it is observed an implicit competition between cities- especially the
metropolitan ones- in order to become more attractive for people, enterprises and
capital. The so called ‘global cities’ (such as New York, London, Paris, Tokyo etc.) be
integrated into international indexes that measure the business attractiveness, the
levels of human capital and the cultural experience.
However, the following contradiction is observed: the more the cities try to
differentiate and attract more events and people, the more they become similar to
each other, resulting often in negative impacts.
On the other hand, the “poorer” Mediterranean cities, present a long history and
ancient creative traditions that are still alive in the urban environments and are vital
not only for the survival of those cultural goods, but also for the resilience of their local
societies and economies.

https://www.cleverism.com/write-vision-statement/
How to Write a Vision and Mission Statement
file:///C:/Users/user/Downloads/25881826.pdf
http://www.thetris.eu/wp-content/uploads/2014/05/3.4.1.-Transnational-SWOT-Analysis-Last-
version_.pdf?referer=silverstripe-dotnet-viewer/1.0.0

ERASMUS+ CLICHE SWOT ANALYSIS & HOW TO WRITE VISION MISSION STATEMENTS.pptx

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ERASMUS+ CLICHE SWOT ANALYSIS & HOW TO WRITE VISION MISSION STATEMENTS.pptx