AGENDA:

Sala Consiglio Provinciale, Rimini (ITALY)

9 SEPTEMBER 2014

AFTERNOON

Project final meeting

Brief introduction from LP

14.30:

Presentation of project results and outputs by each country/territory  (10-15 minutes, 6 interventions)

16.00:

Coffee Break

16.15:

WP 6 leader – brief conclusions on implemented activities and presentation of cross comparison study on current regulations in CSR and PPP

16.30:    

WP 7 leader – brief conclusion on data collected on business models implemented and memorandum of understanding

17.00:

Project final steps: final reporting, timing and procedures – LP 

17.30:

Questions and answers

18.00:

End of final meeting

Sala Consiglio Provinciale, Rimini (ITALY)

10 SEPTEMBER 2014

PUBLIC AND PRIVATE PARTNERSHIPS BETWEEN CULTURE, TOURISM AND INDUSTRY:  PROPOSED STRATEGIES AND ACTIONS

MORNING

09.00 – 09.30:

Participants subscription

09.30:

Welcome by Mr. Stefano Vitali, President of the Province of Rimini; Welcome by Veneto Region, CMC lead partner

09.45:

CHAIRMAN – Conference and CMC project introduction by the Province of Rimini

10.00:

Presentation of CMC results and outputs

General presentation by LP Veneto Region

Pilot projects and results in each territory (5-10 minutes each territory)

11.15:

Coffee Break

11.30:

Cultural/creative innovation and industrial tourism– the future perspective and opportunities

FOCUS ON NEW PROGRAMMING PHASE TERRITORIAL COOPERATION:

SEE programme manager of Joint Technical Secretariat

Emilia-Romagna Region – SEE Italian National Contact point

European Commission – DG Enterprise

12.15:

Presentation EXPO2015

12.30:

Buffet Lunch

AFTERNOON

14.00:

Projection of videos

14.30:

Organisation of 2 roundtables on the following topics: Presentation of best practices cases studies will be made at the beginning of the workshop to open the debate:

PPP for integrated promotion  of territories

Industrial tourism and creative journeys

16.30:

Plenary session – future perspectives

17.00:

Closure of the meeting

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Can you explain an efficient strategy for project sustainability?

Eurosportello Veneto has a long experience in drafting the sustainability strategies of EU projects, mainly thanks to its links with the stakeholders of the Region, among which the Veneto Region, the Chambers of Commerce, Municipalities and many others. The collaboration with these organizations supports the building up of all those activities which are crucial for the sustainability of EU projects.

How is Eurosportello Veneto going to foster the economic and political sustainability of the CMC project? 

Our commitment is strongly connected to a wider strategy of cooperation with the above mentioned entities. Considering the importance of Tourism in the Veneto Region, especially in view of the next EXPO 2015, we plan to promote and support the participation of SMEs and stakeholder in the next calls for proposals in the field of tourism, culture, and routes. Moreover, we want to promote the inclusion of CMC approach in the next regional operative programmes from the ERDF funds.

How will the CMC approach be included in these operational  programmes?

In cooperation with all the partners of the CMC project, we have drafted a Memorandum of Understanding to be signed by the local and Regional Representatives of each project Country. This document is strategically important because it represents a formal commitment to support the CMC approach on a political level and to stimulate concrete actions in the field of tourism and culture.

Besides the regional programmes do you foresee a wider European strategy for the sustainability?

Indeed the best way to carry on the CMC approach on wider European level is to participate in new calls for proposals of DG Enterprise. The work programme 2014/2020 foreseen many actions for enhancing tourism sector will be financed.

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LBUS

Introducing partners: Lucian Blaga University of Sibiu (LBUS).

Lucian Blaga University of Sibiu is a public institution, established in 1990. The origin of LBUS as an academic institution is recorded in the first months of 1990, immediately after the overturn of the political regime in Romania – therefore LBUS is a young university.

LBUS encompasses nine faculties organized in departments, with 1012 academic and non-academic staff working with a total number of 17,000 students for bachelor and master degree programs, for the academic year 2012-2013. These faculties are: the Faculty of Theology, the Faculty of Law, the Faculty of Letters and Arts, the Faculty of Social and Human Sciences, the Faculty of Engineering, the Faculty of Sciences, the Faculty of Medicine, the Faculty of Agricultural Studies, Food Industry and Environmental Protection, the Faculty of Economics. Moreover, we should also mention: the Doctoral School, the Department of Consultancy and Continuous Training, as well as the Department of Lifelong Learning and Distance Education.

LBUS academic structure is a pyramidal one, based on the bachelor, master and doctoral degree programs, as components of the three-tier Bologna system, in addition to postdoctoral and postgraduate training programs offered to those interested in Life Long Learning.

“Lucian Blaga” University of Sibiu assumes the role of promoter of social progress and contributes to shaping the future by expanding the boundaries of knowledge for the benefit of individuals and society. The objective of “Lucian Blaga” University of Sibiu is to promote excellence in training specialists and in scientific research in a wide range of disciplines.

LBUS started to institutionally develop by assuming an open cooperation with the economic, social and cultural environment. It aimed at being an active member of the local community, involved and responsible for the well-functioning and well-being of the city (town and gown). It is worth mentioning at least several accomplishments in this respect:

• Important partnerships with the business community that can be considered an added-value of LBUS. Some of the concrete results of these partnerships: 

1. the endowment of several modern laboratories in the university, student hostels, and other facilities
2. the development of some study programmes as a result of the community needs (as for example: the newly created Pharmacy specialization is a result of the need of a private medical clinic Polisano Sibiu, that developed also a Pharma production unit, to have trained experts. The private company covered the tuition fee for 23 first year students in 2011/2012; the graduates will have the possibility to be hired within this clinic upon completion of academic studies; a similar cooperation is developed by the Engineering Faculty where some study programmes are jointly developed by LBUS and major companies that operate in Sibiu – i.e. Atlassib, Continental. These are some illustrations of win-win partnerships. That is why we aim to extend this successful model also to other specializations.
3. Internships for the students
4. Applied research projects
5. Partnership with the local authorities: City Hall and County Council. Mention should be made here of the major partnership between the City Hall and LBUS in 2007 in organizing the European Capital of Culture. Throughout 2007, LBUS was involved with its academic staff and students in important events. In this context LBUS designed a well defined strategy to be involved in the cultural life of the community mostly through its Department of Dramatic Arts with significant impact.

• LBUS aims to become an active platform for transferring knowledge, skills and attitudes towards the community in which it operates. Several steps have already been undertaken in order to increase the communication inside and outside the university in accordance with the principle of transparency adopted through the managerial program and to intensify the cooperation between LBUS and the community, such as: 

1. the Rector initiated a series of events under the logo of LBUS Dialogues. These are not only external but also internal dialogues. 
2. the Rector and the Mayor of Sibiu decided to place the year 2013 under the aegis of education and research, so that there is partnership signed for 2013 SIBIU SMART and a bunch of activities and projects were developed over the whole year.

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Constantin Chiriac

What has meant  2007, Sibiu-European Capital of Culture (ECC) for the National Theater Radu Stanca (TNRS)?

The new projects aimed to enhance the activity of our TNRS have a history that began long before 2007. It’s the case of 2004, when TNRS was assigned an institution of national importance by the Ministry of Culture, or the great projects including well known directors and actors, co productions and international performances. School of theatre, School of cultural management, Performances ‘exchange, Advanced Researches Center and stuff like that have been conceived in direct convergence with The International Theater Festival and acted as key cultural tools to develop the synergic agenda for 2007 ECC and for the next years.

What other projects you were involved in beside The International Festival?

After the very crowded 10-day period of the International Theatre Festival with 350 shows and more than 60000 spectators per day we came to the autumn with a show each 3, 4 days. An horizontal period of about 3 months of theater, dance, music, choreography, experimental performances.

How do you cooperate with the local authorities?

I am involved in the European entity empowered to award the capital of culture title, many European and international projects were directed by me, I travel a lot. I rely on all this experience to say that our cooperation with the local authorities is very efficient. Long before say International Theater Festival the mayor and local council set up a commission to deal with all the matters related to the festival. Just doing like this the full success is guaranteed. By this good cooperation with the local entities there is built an agenda of events that generate visible economic, cultural, touristic, educational, social outputs.

Are there links with private sector to foster your projects?

Yes, there are. I would only mention Ambient company which understood the huge promotional potential of TNRS and International Theater Festival. The company sponsor different stages of our cultural life and we perform in cities where the company has showrooms. Within the other project, called “The young conquers the city”, our students and young actors perform in bars, discos, and clubs.

How do you see a PPP in culture?

PPP is very important nowadays. It’s the formula that assures good returns according to each partner’s expectations. Beside the aforementioned cooperation with the local authorities, we must speak about banks, hotels, travel agencies, other cultural entities that could profit from large emulation our events create.

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Stakeholder’s point of view: Ion Valeriu,  Manager ASTRA Museum

A short description of Museum’s activity.

Astra Museum is a cultural institution whose main objectives are to rescue, preserve and recover heritage objects of traditional culture and civilization. The heritages we house in the museum capitalize by many exhibitions and cultural events that offer an easy way to get accustomed with the authenticity of real life.

What has meant for you the 2007 year-Sibiu European Capital for Culture? 

2007 has brought a significant impact for the region around Sibiu, both for the culture and the economy. All the events have been organized under the auspices of ECC and thanks to this brand the audience and multicultural diversity have grown considerably. We can speak of increasing quantitative indicators. The visitors, many of them foreigners, are coming here looking for authentic experiences, happy to get acquainted to local culture and traditional way of living.

Are there private entities involved with sponsorships in your activity?

In the last time, part of our projects has been sponsored by private local entities that understood the importance of being involved. The very progress of our community of Sibiu depends on all of us and consequently on private sector too. But we have to mention that Astra Museum is financed mainly by the Local Council.

Can Astra Museum benefit from cooperation within a cluster creative industries/culture/tourism?

Astra Museum of Traditional Folk Civilization itself could be considered a kind of cluster. Inside special units are masters that restore, create and recreate artifacts which are the same activities of a creative industry. The museum acts as a tourism operator: certain exhibits inside museum are still living their original live and mission; original chariots carried by horses take tourists for a drive throughout open air museum; a few houses and a small inn, also original pieces that were moved from their initial location to our open air museum, are ready to answer tourists’ requests for accommodation; a nice inn moved here from a tiny village is ready 7 days a week to offer a traditional meal within its original restaurant. a church built in the 17th century is still organizing religious service during certain feast. We can find here traditional culture, creative industries and tourism altogether. Clustering activities are of great benefit. The museum can help our partner travel agencies passing easier through the off season by offering smaller fares or organizing special events and the agencies will strive to include us in their itineraries.

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CICC Association

The Cultural Innovation Competence Centre Association (CICC) was established in 2006, in order to create the network of cooperation between small and medium businesses in the fields of culture creative industry, and to promote the establishment of an innovative economic milieu by means of the network-oriented development of each sector, enhancing the cohesion of South Transdanubian Region (South-West Hungary), and thus to contribute to the renewal of the current socio-economic structure.

The CICC Association was established on 26 April 2006, with its seat in Pécs. On 31 January 2007, its institute called the Cultural Creative Industry Cluster of South West Hungary was also founded. This cultural creative cluster is intended to serve as an umbrella organisation for the creative industry in the region.

Our objectives in creating the Cluster:

• To provide for the prerequisites of successful operations in the competitive market, to promote the cultural creative innovation network and the coordinated cooperation of actors in the innovation industry.
• To design and organise the regional marketing of a range of cultural creative products.
• To develop and incubate the industrial and operative regulations governing cultural background activities and cultural operations.
• To deal with requirements, plans and projects affecting the cultural creative sector, and to generate innovative developments.
• To establish a suitable training system, according to the direction of development in the culture creative industry, including the organisation of professional further education.
• To participate in the organisation and implementation of programmes and events.
• To create a uniform set of norms to improve the market operations of actors in the cultural creative industry based on innovative methods.
• To communicate the achievements in the field of the culture industry with a variety of tools.
• To share experience with international cultural creative industry actors, to exchange methodology and results, and to assist their preparation.

The culster management organisation is self-supporting from its establishment. The incomings of the association consist of mostly tender finances. We worked as partner in many project financed by the European Union, and also in projects by national public finance (European Accents in Perm, Baross Gábor programme, Creative Cities project, etc.). The CICC also runs a coworking office called KOHÓ CoWorking Houe Pécs, which supports the long term objectives of the association and community building targets. It is a long-range goal of the CICC to develop an active, creative, and effective professional community and coehsion in the industry branch.

Our experiences:

• development of R&D partnerships with universities in the field of creative and cultural industries
• transfereable methodology for cluster establishment, cluster development, and cluster service portfolio development – especially cultural/creative industry cluster
• consultancy of cultural/creative policy development in urban development strategies
• partnership in European Horizon 2020 projects or initiatives
• cultural event services regarding to our creative industry cluster sevice portfolio
• coworking office licensing, and transfereable methodology for establishment

The post Introducing Partners, Cultural Creative Industry Cluster (Pécs) appeared first on cmc project.

According to your opinion, what are the advantages of a cluster in general?

As a member of a cluster you can have new source of information about products and services, and this kind of cooperation can support you in the reconcilation of interest on the market and during the purchasing process.

What could be the main opportunities of your cluster membership?

BC Marketing & Personnel Consulting Ltd. is a service provider on the fields of marketing and human resources and with creative solutions we are able to support the cluster members in their business processes. I think it is very important, that we are located in Pécs but we are working on the international market, so we know the local potentials and the international tendences as well.

Which are the main obstacles and barriers of clustering, in general?

The lack of human resources. At small and middle size companies the key persons in the cluster are often the owners or managing directors, but often they do not have enough time to take part in the life of the cluster. It is very important to delegate the right person.

How strong is cultural creative industry in your region? How would you describe it?

In Pécs we have inherited traditional industries and know-hows from our ancestors. We have famous glove-, organ- or porcelain manufacturers, wine makers and cultural products like festivals etc. We just have to find our market niches and the right marketing strategy to reach them. 

How would you characterise tourism in your region and what development potentials can you see?

We do not have sea or ocean and we do not have big mountains for skiing, but we have unique cultural attractions, world heritage places, first class wines and thermal water as well. The main season of cultural tourism should be not only the summer, so we have to increase the number of tourists in the winter season.

You have participated in our “Shopping trainer” courses. What is your opinion about it? How can you benefit from the training?

It is important to refresh our knowledge from time to time. During an interactive training we have got acquainted with interesting case studies and important facts about the recent tendencies. I am sure that we will be able to use this knowledge during our activities and I hope that we will be able to convert it into business success.

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Keresnyei

Stakeholder’s point of view: interview with János Keresnyei, President, Cultural Creative Industry Cluster (Pécs).

János Keresnyei, besides being the president of Cultural Creative Industry Cluster in Pécs, also participated at the Territorial Product Manager training in Vicenza, in November 2013. Therefore, he was one of the trainers of the “Shopping trainer” courses in Pécs, in February 2014. 

According to your experience as president of Cultural Creative Industry Cluster, what are the main beneficiaries of a cluster membership?

Cultural creative enterprises struggle for their mere existence within a very harsh and competitive business environment. These enterprises have to find new ways and methods to sustain and increase their competitive and sustainability capacities. The cluster serves exactly these aims via developing new business models by incorporating and sharing common resources. The cluster has dual aim with these business models: first, the model should be tested and validated by the cluster members, second, the promising business models should be offered for the members as income generating business formulas.

Which are the main obstacles and barriers of clustering, in general?

Personally, I think: the lack of international business skills and poor time management are problems among the majority of the members. And of course, the cluster as a business entity is less familiar for most of the decision makers.

How strong is cultural creative industry in your region? How would you describe it?

Pécs deserved to become the European Capital of Cultural in 2010 for a reason. Since – besides Budapest – this region has the most remarkable and most diverse cultural creative industry accompanied with heritage of the centuries. For example: glove manufacturing, ceramic and porcelain manufacturing, organ instrument building, gold-silversmith workshops, and the seven liberal arts.

How would you characterise tourism in your region and what development potentials can you see?

The CMC project has a great awareness raising power in the field of tourism, because the touristic organisations are able to discover the hidden values of the creative cultural industry traditions. Thus it boosts the linking process of the CCI and tourism. We have great expectations towards the project.

How did you find the Territorial Product Manager training in Vincenza, and now the Shopping trainer courses? According to your opinion, is it an appropriate way for the education?

Every change starts with a paradigm shift. The cross-sectorial synergies can be discovered through out-of-the-box thinking. The main result of the Vicenza training was the emergence of a new mind-set. We believe that the Shopping trainer courses were successfully adopted and advanced according to our local characteristics, and successfully delegated to the local training. According to feedbacks, the regional trends will converge with our forecasts.

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Dobay

Stakeholder’s point of view: interview with Balázs Dobay,  CEO Advisor, POM – Pécs Organ Manufactory Ltd.

According to your opinion, what are the advantages of a cluster in general?

The potential advantages of a cluster? First of all, the opportunity to contact other businesses. Because we are making unique products, we have to keep in touch with a lot of other manufacturers. And not only because our products are unique, but a unique product needs unique parts, and unique partners.

What could be the main opportunities of your cluster membership?

We are the largest organ-building enterprise in Hungary, employing around 40 people. We always underline: we make all the organ parts, including the organ console, the flue and the reed pipes (are handmade in our two workshops) for our organs, and for the restorations. The foundation of this handcraft is traditional organ building and classic European wood and metalworking technology. The potential in being part of such a cluster is to open the possibility of new relations in Europe. We are constantly searching for not only new market, but even for suppliers. This can be the perfect place to expand our business and social relations.

Which are the main obstacles and barriers of clustering, in general?

Definitely time, or at least the shortage of time. To build relations, to find the possible ways how to make profit out of this kind of relations. It needs a lot of time.

How strong is cultural creative industry in your region? How would you describe it?

Actually the main problem is that the cultural-creative industry is lack of the funds to promote itself. That’s why people don’t know much about even the existence of this industry. That’s why these kind of clusters are mostly welcome.

How would you characterise tourism in your region and what development potentials can you see?

We don’t know much about tourism, only the groups that want to visit our workshop. They are interested in organ building, and want to see it in person. The next step of this evolution is to make a visitor centre, but it is in the dream phase at the moment.  

Do you think public-private partnership could be a good tool to develop an integrated tourism promotion of the territory?

Actually yes. We only need to find the right balance between public and business interest. To make the region more competitive – I think – this is a must. And I am sure, that a lot of private businesses are open to that including us.

What do you think, what do you expect from the CMC project?

As I said before, especially small cultural-creative businesses are not strong enough in Hungary to cross the borders. Even we have problems when trying to make contact with new partners in countries where we haven’t had partners before. That’s why any project what makes cross border relations possible is highly welcome.

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Provincia di Rimini

Introducing Partners, Province of Rimini.

An ancient heart is still beating in Rimini and in recent years this historic aspect has rediscovered its antique splendor, authoritatively drawing the attention of visitors looking for new cultural stimuli. From monuments dating back to Roman times (Arch of Augustus, Bridge of Tiberius, Roman Amphitheatre, the Surgeon’s House – internationally unique) to others of Mediaeval and Renaissance origins, the lover of beauty will find satisfaction. The thirteenth century frescos in the apse of the Church of St. Augustine and the Crucifix by Giotto are examples of mediaeval treasures left in the town by artists who stimulated the blossoming of the Arts in the Renaissance period. Thanks to the powerful Malatesta family there is the richly decorated Malatesta Temple, designed by Leon Battista Alberti and the fortress Castel Sigismondo, built by Sigismondo Pandolfo Malatesta which has now been restored to house exhibitions of international interest.

Province of Rimini is not just a famous seaside area. The beautiful valleys formed by the rivers Conca and Marecchia sweep down to the coast at this point. The restful green hills delight the eye and the picturesque towns and villages contain a wealth of historic and artistic treasures. Of the 27 municipalities there are four of the Most Beautiful Villages in Italy (Montefiore Conca, Montegridolfo, San Giovanni in Marignano and San Leo) and four Touring Club orange flags (Montefiore Conca, Pennabilli, San Leo and Verucchio). During the Middle Ages and the Renaissance periods these are the lands which Sigismondo Malatesta, lord of Rimini and Federico da Montefeltro, Duke of Urbino, fought to possess.  fortresses and fortified villages are to be found at every turn in testimony to their turbulent

past. Malatesta & Montefeltro is the name under which this treasure trove of tourist opportunities in the province of Rimini is offered to the public.

The city of Rimini, birthplace of the great Federico Fellini (a dreamer, an anarchic and a ready wit – the same characteristics displayed by his fellow citizens), abounds in fascinating tales, some of which the Maestro portrayed on screen.

Province of Rimini is a meeting place between individuals and peoples who, though different, come back again and again because they feel at home here, in a place where there is something new to discover every year and where they can experience lasting emotions.

The territory of Rimini is characterized by a high diffusion of business activities, above all, small and medium-sized companies that produce and offer a vast range of top-quality and specialist products and services. Some of the most prestigious clothing, footwear and fashion labels are based here, as are the world leader in the manufacturing of woodworking machinery and some top international companies in the hi-tech and niche products sector.

The food tradition, also, a treasure trove of flavours, is an important hallmark. In the hills of the inland area, can be found the source of a niche production of wine, but also a strong historical and cultural tradition of olive growing (dating back before the Roman empire,), and another local peculiarity is the Fossa cheese, the result of an unusual method used to process and preserve Pecorino cheese in special underground “fosse” (ditches). Food and wine products and excellences can be found in the Wine and Taste Road of Rimini Hills, which is a Consortium composed by mills, wine producers, wine caves, holiday farms, restaurants, artisan workshops, public institutions and trade associations including Adriatic beaches and historical villages in the hinterlands of the Province.

The Riviera of the Province of Rimini stretches along 40 km of coast and offers 700 bathing establishments, 100.000 sun umbrellas and more than 2.000 hotels, B&B, holiday farms and campsites, hundreds of which are open all the year round, ready to accommodate the thousands of managers and businessmen who arrive in town to attend trade fairs (at one of the most modern facilities in Europe) or international conferences.

In the last 170 years, Province of Rimini beach is famous all over Europe and is still one of the most loved and sought after by tourists from Italy and abroad. Rimini has been able to comprehend, and often anticipate, their wishes in a tradition founded upon the very culture of hospitality.

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