1 1. REFERENCES OF THE PROGRAMME PROGRAMME INTERREG EUROPE - Second call for proposals Axis: 4 - Protecting the environment and promoting resource efficiency (corresponding to thematic objective 6). Investment priorities: 6(c) - conserving, protecting, promoting and developing natural and cultural heritage. Specific objective: 4.1: Improve the implementation of regional development policies and programmes, in particular Investment for Growth and Jobs and, where relevant, European Territorial Cooperation programmes, in the field of the protection and development of natural and cultural heritage. Project size: Co-financing rate: 85% ERDF Public bodies and bodies governed by public law from all 28 EU Partner States 75% ERDF Private non-profit bodies from all 28 EU Partner States Deadline: The application has to be submitted online ( at the latest by 13 May 2016, 12PM (midday) CEST (Paris time). Programme area Interreg Europe covers the entire territory of the European Union with its 28 Member States, including their insular and outermost areas, as well as Norway and Switzerland. Partners from other countries can participate at their own cost.
2 2. THE PROJECT Title and acronym (provisional): SACHET Sustainable Approach to Cultural Heritage in European Towns SHARE - Sustainable approach to cultural Heritage for the urban Areas Requalification in Europe SARCEnET Sustainable AppRoachto Cultural heritagein European Towns (Textiles) a fine soft silk fabric formerly from Italy and used for clothing, ribbon, etc. Period of implementation: 1 st Phase: 24 months (probably from march 2017); 2 nd Phase: 24 months. Provisional Partnership: Nr. Country Name Role Relation with policy instrument 1 IT Sviluppumbria spa Lead Partner 2 ES Regional Government of Extremadura Partner Managing Authority 3 RO North-East Regional Development Agency Partner Intermediate Body 4 UK University of Greenwich Advisory Partner NA 5 Baltic area?????? 6 HR?????? 7 HU?????? 8 North Europe area?????? 9 10 Introduction Cultural heritage, both material and immaterial, is one of the main attractions both for tourists and for residents and a strategic asset for the European project. The diversity of the cultural heritage assets, that range from museums, to buildings to archives, to cultural itineraries and events, is a cornerstone in European identity and a catalyst for social inclusion and dialogue. It also plays a specific role in achieving the Europe 2020 strategy goals for a smart, sustainable and inclusive growth, given its relevance not only in culture per se, but also in social and economic development, cohesion, education, tourism, innovation, SME support. However, pressure applied by visitors and residents means that heritage professionals, institutions and stakeholders face growing challenges to keep cultural heritage and the territory around it protected, enhanced and, at the same time, accessible to all. With the increase in global travelling, many cultural sites receive huge influx of visitors, especially in peak periods, that might cause severe management difficulties, deterioration of the visitor experience, as well as the conditions of the site and general environment around it. This is particularly true in urban areas in Europe, where the balance between cultural attractions and the
3 surrounding environment is particularly fragile and where sustainable accessibility provides an additional challenge due to the pressure applied by daily commuting. Successful management of congested tourism attractions in urban areas goes much beyond the sites themselves; it is dependent on the effective coordination between a range of actors involved, such as site managers, local authorities, tour operators, transportation companies, information managers at different levels, etc. The project will exchange experiences between different regions in Europe with the aim of improving policies dealing with sustainable approach to cultural heritage in urban areas, where the main challenge is to provide accessibility and cultural experience while protecting and safeguarding the specific site and the environment. The partners represent the diverse cultural heritage that constitute the European identity, while at the same time sharing common challenges into promoting valorisation models based on sustainable development. Activities will focus on identifying different types of cultural assets and researching sustainable models of management, promotion and use that can be shared in different contexts, with a specific angle on sustainable access and transport in urban areas. The exchange of experiences method will be based on a review of existing policy tools and identification of case studies, but will also include ad-hoc researches and surveys, coordinated by the University of Greenwich (UK) as Advisory Partner. The result of the interregional exchange process, lasting 24 months during Phase 1 of the project, will be conveyed in local Action Plans, that will indicate possible improvements to be integrated in existing strategies and policy instruments. Lead by Sviluppumbria, Regional Development Agency of Umbria IT (with over 15 years of experience in EU cooperation projects), the proposal is sent to potential partners who will ideally represent a variety of public bodies, agencies and non-profit private bodies coming from different EU Countries, and will share the results with local stakeholder groups that will be identified among public bodies, pressure groups, private companies, associations and community representatives, and with the MAs and Institutions involved in implementing the policies and will ensure monitoring of the Action Plans over the 2-year period Phase 2 of the project. Priority will be given to partners who are MA of ESI funds dealing with cultural heritage protection and development of cultural heritage. Brief history (Section C.1) All across Europe, regions and cities are increasingly designing and implementing policies that promote a sustainable apprach to cultural heritage. However, these policies vary from each individual region, as they are tailormade to the needs, vocations and features of each territory, specially in urban contexts.. The project builds on a previous Interreg IVC project, ZEN Zero Impact Cultural Heritage Event Network, in order to capitalise its main findings in sustainable solutions for events, that are included in the ZEN Handbook, the main product of the project. As ZEN identified events as test beds for innovation (social economic and environmental) the current partnership is interested in extending the findings from ZEN to cultural heritage approaches as a whole. This will be carried out through the exchange of experiences of the relevant ESI funding instruments implemented in each partner area that deal with cultural heritage and and the smarter approaches to accessibility in urban centers, in order to transfer different methods and knowhow to the current policies, and to find ways to improve these instruments. As policies concentrate on implementing and supporting measures to enahnce and protect cultural heritage, while promoting
4 accessibility,, a better understanding of how to stimulate a sustanibleapporoach that can integrate these two needs would be a way to improve the efficiency of policy instruments. Representing different regions and in Europe, working closely with the authorities in charge of policy instruments for the current programming period, partners have engaged to build a proposal that focuses on exchanging experiences on existing policies with the aim of supporting greener choices. The main commitment of each partner has been the involvement of the bodies in charge of the policy instrument in each area, giving priority to ERDF mainstream instruments, ensuring the direct and indirect participation of the MA of ESI funds and of the other policies addressed. Moreover, each partner has identified and involved a rich and varied group of local stakeholders that will support and participate to the project s contents and results all throughout the project s duration, and will provide the necessary inputs and feedbacks to the work being carried out by the project. The bottomup approach is particularly fitting as the issue of cultural heritage in urban center affects a great number of different stakeholders in every community including citizens and tourists, and representatives of the local partnership groups have already being involved in the preparatory process. Inputs and contributions to the project design were provided by all partners in terms of: planning of meetings, budget definition; editing of the proposal, as well as participation to a preparatory brainstorming partnership event in London and several Skype calls, both individual and group Actions NOTA BENE: The follow draft is to be considered just a first road map of actions going to be better developed within next versions. SEMESTER 1 Within the 1st semester of implementation all partners will collaborate on sharing a common approach on all the next activities of the project. It will be defined; 1) the methodology for implement the surveys; 2) the indicators for benchmark the experiences detected and analysed within surveys and 3) the main steps leading to the definition of the Action Plan. The relevant stakeholders will be involved into the actions since the beginning of project. Surveys and benchmarking will begin as soon the basic approach will be shared among partnership. A the communication strategy of project will be defined and a communication plan will be drafted to be followed along the project. ICT tools and social networks will be particularly exploited. Main communication tools will be: flyers, posters and informative material on consumable and on the web. It will be implemented 1 event per territory for awareness raising and local communication and several meetings and seminars will be organised with relevant stakeholders, such as Las, NOGs active in cultural heritage protection and valorizations, associations of citizens, enterprises (in particular those active in Cultural and Creative Industry as well as in sustainable and cultural tourism), experts in communication and e-culture.
5 Setting-up of Steering Committee, appointing of internal and external staff and the main roles of project-management: Project Coordinator, Financial and Communication Managers. Executive planning of activities for the next six months of implementation. Adoption of managerial and monitoring tools. Subscription of the Partnership Agreements. At the beginning of the project it will be organised thekick-off meeting. It will be opened a Dropbox domain for documents exchanges and virtual storing. SEMESTER 2 Surveys and benchmark will continue in this semester. On the basis the common methodology, each partner will organise a set of technical restricted meetings on the territory with specific sub-groups of stakeholders, representing each on key aspect of the domain of project (i.e. architectural issues, citizens directly concerned by the policy instrument or ICT communication). The aim is to concentrate the major efforts of project time after time on a specific item and, in a second moment, to operate a synthesis of data gathered. Opinion polls will be processed too. A first draft of the Action Plan (to be developed and monitored within the 2 nd phase of the project) and submitted to a peer review of partnership. An improved and fine tuned draft of Action Plan will be the main output of the semester. In parallel with mentioned 1/2 meetings, it will be also presented the project to public and press conferences will be implemented. Regular implementation of managerial and finance issues. Executive planning for next six months. Processing of 1 SC Meeting SEMESTER 3 The Action Plan developed in the previous semester will be further fine tuned through a public consultation with local stakeholders in each area involved. The exact structure of this action has to be still developed. At the moment it is possible to envisage the implementation of restricted meetings with specific groups of stakeholders, and the processing of participative activity involving in the debate also a larger public, not necessary experts on the domain of project, but, nevertheless, interested on the impact of the policy on its life.this actions are also strictly linked with the communication actions. At the end of this process a Consolidate Action Plan will produced, taking into account the elements born by the public consultation. In parallel with mentioned 1/2 meetings, it will be also presented the project to public and press conferences will be implemented.
6 Organisation of events in each urban area concerned. The approach (to be developed) must be innovative and of great impact. ICT, digital and new performing arts have to be exploited. The aim is to attract to project and to debate on the cultural heritage, its protection and valorization. Regular implementation of managerial and finance issues. Executive planning for next six months. Processing of 1 SC Meeting SEMESTER 4 This is the last semester of the 1 st phase of project.the output will be the definitive Action Plan ready to be implemented by the Managing Authority within the 2 nd phase of project. Furthermore partnership will define the executive plan of the monitoring activities on the implementation of the Action Plan. On the basis of an agreed calendar, several technical meetings between project operators and the concerned Managing Authorities will be implemented. The aim is to stress the Action Plans and make them in full compliance with the already existent policy instruments and other strategies and policies linked with project themes. At the end of this process, the Final Action Plan will be produced, together an executive plan on how to implement step by step the Plan in the future. In parallel it will be defined the features of the monitoring actions to be implemented in the 2 nd phase of the project. In parallel with mentioned 1/2 meetings, it will be also presented the project to public and press conferences will be implemented. Partners agree a Dissemination Strategy to be implemented within the 2 nd phase and aimed at spreading the project s experience beyond the subjects already directly involved. Regular implementation of managerial and finance issues. Executive planning for the monitoring activity to be implemented within next six months. Processing of 1 SC Meeting.
7 Provisional budget draft PARTNERS PreparationCost Staff costs Office and administration Travel and accommodation External expertise and services Total Budget OwnCofinancing EU Contribution LP SVIL Sviluppumbria spa IT , , , , , , , ,84 1 GOBEX 2 ADR N-E ExtremaduraRegionalGovernment ES 0, , , , , , , ,03 North-East Regional Development Agency RO 0, , , , , , , ,17 UNIVERSITY OF GREENWICH UK 0, , , , , , , ,84 3 UNIGREE 4 Baltic area 0, , , , , , , ,11 5 HR 0, , , , , , , ,71 6 HU 0, , , , , , , ,80 7 North Europe area 0, , , , , , , , , , , , , , , ,40 1,05% 54,60% 15,00% 10,65% 26,21% 100% 15,00% 85,00%
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