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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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unioncamere veneto

Unioncamere del Veneto – UCV represents all the seven Chambers of Commerce of the Veneto and hosts Eurosportello Veneto (www.eurosportelloveneto.it) – an information and assistance office providing services and helping its business community to work better in the European market. Eurosportello is part of the Enterprise Europe Network, established by the Directorate-General for Enterprise of the European Commission with the aim of providing small and medium enterprises with integrated support services, and furthermore of improving and strengthening the services formerly offered by  the two networks supporting the SMEs and innovation. Unioncamere del Veneto has a strong and long experience of about 20 years in managing large EU-funded project in many different sectors, thus playing a strategic role due to its practice in project management, its networks and communication channels for carrying out the necessary dissemination activities and for assuring a good project development, also through its Representative office in Bruxelles.

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The Chamber of Commerce Istrian – Venetian is a no-profit association with the purpose to support and to give all information, about investment opportunity and funding, to Venetian and Croatian ( Istrian and Primorsko-Goranska Region). The main objective of the Chamber of Commerce Ister – CCIV Veneta is to promote the development of trade between the Region of Istria and Primorsko-Goranska and the Veneto Region, as well as collaboration among investors of the regions mentioned above, by providing information and assistance to the processes of internationalization and export.

How strong is tourism in the regions covered by your entity and what development potentials can you see?

Our commitment in the tourism sector is strong, especially because of  the possibly offered by Istrian cost and seaside. For that reason the Chamber promotes the policies of the European Community in this direction, analyzing calls and actively participating in the fields of competence.

Could the CMC project results be helpful for your registered companies?

Indeed, the CMC Handbook has detailed in deep the importance of PPP in the field of  tourism/industry, that could be really useful for our work especially because we are looking for new ways to exploit our common cultural heritage through new touristic and cultural routes.

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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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MRA

MARIBOR DEVELOPMENT AGENCY is a non-profit professional institution serving the Podravje (Maribor) region as a regional development agency.

Its efficient operating is powered by the network of internal and external experts for regional, sustainable, SME, tourism and human resources development, as well as business internationalisation.

Since 1993 Maribor Development Agency is acting as an organizer and co-ordinator of the regional strategy for economic development with following priority fields of activities:

1. elaborating and implementing the Regional Development Programme of Podravje region,

2. promoting a regional approach to tackling the problems of Podravje region,

3. attracting new industrial and commercial development into the region,

4. promoting sustainable, tourism and rural development,

5. co-ordinating Local Employment Pact

6. co-ordinating bilateral Slovenian – Austrian development network EU-REGIA (co-ordination office for NE Slovenia)

7. acting as a co-ordinator of territorial co-operation projects (cross-border co-operation with Austria and Croatia) as well as interregional and trans-national co-operation projects,

8. working in close co-operation with municipalities and professional bodies concerned with the future of the region.

Maribor Development Agency is acting as a member of the Enterprise Europe Network.

The network is providing assistance to companies in the fields of internationalisation, innovation, transfer of know-how and technologies, as well as co-operation in EU programmes.

Relevance of the proposed ERDF PP8 in this project (thematic competence):

Maribor Development Agency is responsible for the coordination of regional development activities in the Podravje region.

Beside the preparation of regional development plan and annual action programmes it has experience in development of regional tourism development strategies, development of tourism products and PR activities.

The agency was indirectly involved in project proposed activities while preparing the tourism development strategy and during the implementation of the action plan.

For the successful implementation of project activities regional experts and other regional institutions would be involved in the implementation of project activities.

Description of previous participation to other relevant EU funded projects:

Maribor Development Agency has designed, participated in and implemented more than 40 projects supported by the European Commission and national partners.

It has comprehensive background knowledge in respect to regional development plans, creation of regional economic information system, regional strategy of tourism development, border tourism and agriculture development, international cooperation and development of business clusters and networks.

The know-how and experience gained is exchanged through a fruitful co-operation with the Chambers of Commerce, Chamber of Crafts, University of Maribor, technology parks / centres and other economic subjects.

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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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Stela MATIOC

Stakeholder’s point of view: Stela Matioc, Head of Culture, Sport Tourism Department, Sibiu City Hall

Do you think a cluster should be formalized?

I would only mention our partnership with Ambient Construction Company which is not formalized because it does not suppose a strict accountable service exchange. We decided to follow a common direction, parallel but coordinated so that each of us fulfills its goals. I agree the lack of formalization could lead to a discontinuous path of cooperation.

Is there the tourism industry in Sibiu shaped by culture and creative industry?

The two domains are strongly relevant for tourism in Sibiu. The Cultural Agenda issued by municipality is a mix of cultural projects involving music, theater, film, traditional crafts, fashion and heritage. The Cultural Agenda is well promoted through the Cultural Embassy open in Bucharest.

Can you mention a PPP that provides support to cultural and tourist activities of the city of Sibiu?

I’ve already spoken of The Cultural Embassy of Sibiu, suggested and promoted by Ambient, a local producer and distributor of building materials and interior design. During the last 10 years the company has frequently supported culture, being a constant sponsor of Radu Stanca National Theater and of the International Theater Festival in Sibiu.

How is this private entity participating to PPP?

It offers the municipality of Sibiu the location for the promotion of the Cultural Agenda, the location called The Cultural Embassy. The Embassy is living its activity inside The Institute Café, on a street with high trade move. Many events are taking place here and also meetings of mass media and advertising professionals. The aim of the city of Sibiu is to attract as many tourists as possible from Bucharest through constant information regarding the cultural events and for Ambient this proves to be a great image exercise. The company creates itself an image associated to culture.

Can you give some outcomes of this partnership?

Until now four press conferences have been successfully organized and 4000 tourist and cultural brochures and flyers that promote the city of Sibiu have been distributed. The Cultural Embassy in Bucharest generated great sympathy for Sibiu, so that by simply searching on Google the phrase “The Cultural Embassy of Sibiu” there will be more than 300 000 results.

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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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