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ManualTransnational tools

to valorise the resource‘regional culture’

Cultural Capital Counts Project

Table of ContentsIntroduction ...............................................................................................................................................................1Chapter 1 – Discovering ICH ...................................................................................................................................3

Where to find ICH? .................................................................................................................................................3What are the tools and methods of documentation? ..............................................................................................3To do list for discovering ICH .................................................................................................................................3Good example for a questionnaire .........................................................................................................................4Good example for detecting an ICH .......................................................................................................................5

Chapter 2 – Vision and perspective ........................................................................................................................6Characteristics of a good vision .............................................................................................................................6How to develop a successful vision .......................................................................................................................6Involvement of stakeholders and population ..........................................................................................................7To Do List ...............................................................................................................................................................7Good example for successful vision .......................................................................................................................8

Chapter 3 – Planning the process...........................................................................................................................9Planning involvement .............................................................................................................................................9Planning activities ................................................................................................................................................10A successful management plan shall include the following aspects: ...................................................................10Raising of resources ............................................................................................................................................10Expected benefits of an appropriately developed management plan: .................................................................10To Do List .............................................................................................................................................................10A good example for process planning ..................................................................................................................11

Chapter 4 – Awareness raising .............................................................................................................................12Visibility within the region .....................................................................................................................................12Extra-Regional communication ............................................................................................................................12To Do List .............................................................................................................................................................13

Chapter 5 – Inspiration, Networking .....................................................................................................................14Inspiration within the community ..........................................................................................................................14Networking ...........................................................................................................................................................15To Do List: ............................................................................................................................................................15Good example for inspiration and networking ......................................................................................................16

Chapter 6 – Sustainability......................................................................................................................................17Integration of Cultural Resources in Economic Development ..............................................................................17Local Cooperation for Development .....................................................................................................................17The Changing Role of development agent ...........................................................................................................17To Do List .............................................................................................................................................................17Good example for sustainability ...........................................................................................................................18

Glossary of Terms ..................................................................................................................................................19Bibliography ............................................................................................................................................................21

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This Manual is a result of the Central Europe project CULTUR-AL CAPITAL COUNTS, which intends to valorise the intangible cultural heritage for a sustainable development of European regions.

Cultural Capital Counts is a three year (2011-2014) running pro-ject cofinanced by the European Regional Development Fund (ERDF) through the Central Europe Programme. It involves 10 partners from 6 European Countries, with the common goal to capitalize cultural resources for more competitive cities and re-gions by focussing on their intangible resources like peoples’ skills, knowledge and talents. Final goal of the project is the implementation of a strategy for sustainable regional develop-ment based on intangible regional resources, thus to improve economic development and quality of life in European regions. This strategy offers a completely new perspective for European regions for a truly endogenous development!

After a research on the intangible heritage of all partners’ re-gions, tools for the capitalisation and valorisation of this cultural resources were developed. The partners had to find a way, how to deal with the rich intangible heritage for the benefit of their regions. Now, this manual is the result of these common efforts. It contains the “CCC-Methodology” - a toolbox for regional and local politicians, regional developers and other local stakehold-ers, who want to build the future of their region on its most valu-able resource: their people’s knowledge, skills, capabilities and social networks.

Find out more about the valorisation of the intangible heritage at: www.culturalcapitalcounts.eu

European Regions face a profound change of the framework conditions of their development: In a world of globalisation and high mobility they have to compete with other regions all over the world in terms of location factors, preconditions for produc-tion or attractiveness as a residence. While many of those fac-tors of attractiveness – such as infrastructure or prices – are temporary and exchangeable, attractiveness based on regional culture and cultural identity is more stable and can neither be copied nor exchanged. A region with a high grade of identifica-tion with its specific cultural heritage is unique and therefore attractive for residents, visitors and enterprises. The CCC-

Methodology, described in this Manual, aims to valorise and capitalise the regions’ cultural resources, particularly the intan-gible cultural resources (such as traditions, peoples’ potentials, skills, capabilities, practical know-how, expertise & knowledge, active social networks), in order to strengthen the regional iden-tity, enhance the quality of life and increase the attractiveness and competitiveness of the participating regions. Therefore, themethodology will link the cultural heritage to processes of the regional economy – beyond tourism – and provide know-how for an innovative capitalisation of cultural resources, fos-tering entrepreneurship, investments and innovation, thus sup-porting the development of enterprises and job-opportunities. Thus, the CCC-Methodology offers an opportunity for European regions for a sustainable culture-based and comprehensive so-cial & economic development.

The CCC Methodology is based on five steps (see picture), which have to be taken to increase the attractiveness of a re-gion for citizens and enterprises as well as guests: 1. Discovering the intangible cultural heritage: Asked about in-

tangible heritage, mostly we first think about outstanding spe-cialities or attractions, but there is much more in every region! Most of our intangible heritage is a hidden treasure, in many cases too obvious to be discovered.

2. Vision, perspective: On the basis of our cultural heritage, we have to develop a picture of a positive future. Where do we want to be in 15 or 20 years? How should it look like in our region?

INTRODUCTION

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DiscoveringICH

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3. Planning the Process: After defining the direction (vision), we have to care about the way: How can we get there? Which measures have to be implemented?

4. Awareness raising: The concrete implementation should al-ways start with awareness raising. We tell the people about our rich intangible heritage, about the wonderful perspective and opportunities. We make people talking about the intan-gible heritage.

5. Inspiration, networking: At this step, we hand over the activ-ity to the people. With good examples, incentives, coaching and other supporting activities, we act as a midwife, helping people to start action.

After step no. 5, the process can be restarted with another fo-cus, to valorise another aspect of the intangible cultural wealth, enabling even more synergies. Several valorised branches of intangible heritage do not constrain but support each other, in-creasing the effectiveness of the methodology.

In the next chapters, this manual gives detailed advice and examples, how to implement the five steps of valorisation. We wish you good luck for a successful and sustainable implemen-tation of the CCC-methodology!

© Hegypásztor Kör

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It is necessary to review a region’s intangible cultural heritage from several aspects in order to identify the cultural resources for the planned developments. Transferring cultural practices from generation to generation is a key element of the con-cept of intangible cultural heritage. It is a very important point that the culture bearers have passed and are passing on tra-ditional knowledge and skills to others, usually to the younger members. Passing on traditions can take place in formal and informal ways. Formal ways can be the work of official herit-age collectors, (for example chronists, museums etc) while the informal ways are the passing of the tradition within families and small group of people, usually from the older to the younger generations.

ICH elements appear in the following forms:– talents,– skills,– expertise and knowledge,– practices,– active social networks (Fend, 2011).

Where to find ICH?

1. We need to pay attention to the living traditions and lively community practices that are connected to the eve-ryday life of a region even today and hopefully in the fu-ture as well. Local communities may pursue activities today passed on from generations to generations that are taken for granted by local people (e.g., recipes, work culture, turns of speech, decorations, interesting stories, etc.) and for that reason their developmental potentials often remain unrecognised. It is not the individual practices and innovation but the survival of traditional culture elements which is of high importance. Some of them might have al-ready lost their widespread acknowledgements and prac-tices, but they might still exist in narrow circles. Such surviv-ing elements of traditional knowledge are typically related to several families or to certain groups of local communities, for instance craftsmen or tradesmen.

2. The traditional local culture can also be integral part of the local festive culture (e.g. cultural events, festivals, fairs etc.) or it may become manifest in special local values or symbols of high importance.

3. We have to pay attention to written or other (e.g., photo, film) media on the settlements, art pieces and scientific works.

4. Local historian pieces of writings or other national or in-ternational references, or even individual pieces of works connected to the area’s culture and the history may be fairly useful in collecting information.

5. Personal consultations and contacts with the experts or the representatives of specialised institutions (e.g. public collections, cultural and educational institutions, non-governmental organisations) may as well be similarly pro-ductive.

6. The smaller communities may have self documentations, (e.g. archives and inventories), in other words, they have sufficient in-depth information on the local culture.

What are the tools and methods of documentation?

The main methods for documentation can be chosen from the following:– participatory observation (walks, being in the region, taking

part in cultural traditions),– study visits by other region’s development agents,– focus group conversations (a talk with 6–8 people based on a

planned train of thought, the group can be homogenous, e.g., agricultural small scale enterprises, or heterogeneous),

– scanning social networks, talking to friends and neighbors, visiting cultural activities, being attentive, recognizing talents,

– studying statistics & archives, making comparisons, getting in-depth know-how, searching for USP, find the extraordinary

– keeping a diary or photo diary,– filling in a questionnaire with an interrogator,– filling in mail- or web-based questionnaires,– mapping of secondary knowledge,– analysis of publications,– analysis of web-pages

To do list for discovering ICH

1. Get acquainted with the lifestyle of a region.2. Detect the traditional and contemporary values. 3. Specify the people still practicing the heritage.4. Revise and document the most important elements of herit-

age having present and future.

CHAPTER 1DISCOVERING ICH

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GOOD EXAMPLE FOR A QUESTIONNAIRE

Example for a questionnare for structured interview

The role of wild plants in nutrition (Methods for preparation edited in recipe-like manner)

1. What mushroom species do you know? What are their names, what do they look like, when and where can they be collected?

2. How did they prepare the mushrooms?- what species are suitable for soups? /name of soup, way of preparation/- what species can be fried?/ with eggs, minced meat etc./- what other methods of preparation are known and what are the names of dishes?- is it possible to prepare pickled salad with mushroom? What about preservation?- Has mushroom ever had any roles of fests and special occasions? (fasts, Christmas, etc.)- has mushroom ever been dried? /How?/ What species?

3. Has sorrel been collected? Where did sorrel grow and when was it collected?

4. What dishes are prepared from the different kinds of sorrel? What are their names? How are they prepared?

5. In order to make tea, what kinds of grass or plants have been collected? Where and how were they dried and stored?

6. Have you ever picked raspberries, bramble-berries or strawberries?- with what purpose? What food were they used to prepare?- what vessels have been used to collect them and who has collected them?- Were there simple vessels made of wood fibres to collect fruit? What were their names?- How were they made and preserved?

7. Has marmalade been made from wild plants? How?

8. Have wild pear and apple been consumed?- have people desiccated wild pear? If yes, how? What occasions did they use it to cook and what did they eat it with?- Has wild pear been used for making spirits?- How wild apples been used?- Has wild apple wine been known?

9. Did people collect acorns in necessitous times for replacement? If yes, how was it prepared and in what proportion was it added to mixtures?

10. Has birch ever been bled to drink its juice? If yes, how was birch water collected and taken home?

11. What other self-sown plants suitable for consuming raw or prepared have been known?

12. Have collected plants ever been sold? If yes, did people sell it for money or for exchange, did people paddle with them or did they go to sell them in the market?

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GOOD EXAMPLE FOR DETECTING AN ICH

Example: HPK Association of Oszkó, Hungary

In the 1970s and ‘80s, in the West Hungarian village Oszkó a demand arose for the discovery and deeper understanding of the values of the local wine hill. An initiative was started by the local community for preserving the thatched-roof wine cellars. The still ongoing process spread over to other wine hills of the region and to other type of buildings beside of wine cellars. In 1985 the spontaneously formed group took the shape of an association and was called Hegypásztor Kör. The association is active until today and involves the new generations. The organisation, outgrown from a local village community, offers the chance to experience local traditions. It has been the case for centuries that home and agricultural buildings’ roof in Vas and Zala counties were covered by thatch (rye straw). At the end of the 20th century the craft of thatching has almost disappeared from the knowledge of the rural communities. Therefore it is crucial to safeguard and maintain the continuity of vernacular architecture for the 21st century.

The main steps of their process:

1. The association was formed in Oszkó. They surveyed the wine cellars (geographical description, historical background, settlement structure, wine cellar typology). The results were published in 1985 in book form. They succeeded in putting one of the old cellars under the protection of historical buildings.

2. In 1986 the association has bought a ruinous but restorable cellar building. Between 1988 and 1992 the ‘first generation’ organised ethnographic camps primarily for the safeguarding of built heritage. For this they bought the rye, harvested and thrashed it by hand, prepared the rye sheaves by ‘doubling’ for roofing, covered the walls by mud and whitened them with lime. The young people were taught about these works by the elder people in the village.

3. In 1990s a cooperative was founded by the initiative of the neighbouring village’s mayor (Alsóújlak). The main goal of the cooperative, led by the motto ‘Thatch is the gold of the Vasi Hegyhát’ was the cultivation of rye but they went bankrupt. However, a local entrepreneur carried on the initiative and started rye growing on his own.

4. From 1993 a generation change took place in the association. Their primer goal was to maintain community basis and to elaborate a rational development strategy. They supported young people to avoid their migration, supported disadvantaged young people in creating new working places and have been actively safeguarding traditions by selling thatch.

5. The spontaneous process ended in the formation of a professional organisation with the main focus on thatch production and thatch roofing, the restoration of traditional peasant buildings and the implementation of ICH-based developments.

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Characteristics of a good vision

If a good vision wants to be created we have to answer several questions and imagine a desirable situation well in the future. Why do we want to valorize ICH? How can ICH represent our region? Which values should it stand for? Does it make sense in a bigger context? How does it look like in best case? Which situation do we desire? In the context of ICH valorization, sustainability is always a challenge because the goal is to create long term value from re-gional products, attractions and services. In order to reach this the development of these future-oriented visions has to be done from cultural, economic and ecological perspectives as well. To be successful we have to learn lessons from good examples: find best practices, search for first movers, involve thematic experienced people and build the base of a future dialog. First of all we need to be creative in defining and writing a strong vision, setting its major values and organizing the appropriate think-tank.

The idea of preparing a (good) vision originates from the opera-tional guideline issues by the UNESCO Intergovernmental Com-mittee in order to implement the World Heritage Convention1.

In order to create a good, successful vision there is a list of questions, based on the guidelines of the UNESCO that can be used.– What do we have? (description, history, inventory, documen-

tation, surveys)– What is its importance? (statement of significance, values)– To whom is it important? (stakeholders)– What is the actual situation? (condition assessments, existing

plans, ownership, land uses, legal status)– What is it threatened by? (development pressures, tourism,

poverty and neglect, incompatible use, vandalism, natural dis-asters, lack of management)

– Which specific elements must be retained to keep the values? (conservation listing, cultural and natural, tangible and non tangible, integrity and authenticity)

– What is directing its planning and situation now? (trends, economy, politics)

– How is it done? (administration, staff, skills, finances, proce-dures)

– How is it protected? (low, by laws, regulations, guards, fences, surveillance)

– Where do we want to be in 10/20 years? (vision, general plan) (THIS IS THE MOST RELEVANT QUESTION)

– Is the existing system, and plans going to bring us there? (as-sessments)

– What should be changed? Improved? Stopped? (=step 3)– What are the priorities?– How much is it going to cost?– What are the activities and projects which will make it all pos-

sible and sustainable? (action plan)

How to develop a successful vision

In order to reach that the familiarisation of the discovered lo-cal heritage actively supports the markets of the local cultural products and services, innovation and entrepreneurial spirit, a comprehensive and feasible vision is needed. Preparing and implementing a vision containing the local cul-tural resources should result in highlighting the character and strengthening the image of a region. Important goals are to initiate the cooperation with the other settlements, making the area more attractive and contributing to the improvement of the quality of life. It is important to define the tangible and intangible cultural herit-age with cultural values, their documentation and the overview of existing threats (e.g., negligence, low intensity or inauthentic developments, pressure by tourism, lack of managing, migra-tions, etc.). Along the principles of multidisciplinary approaches the strategy shall also include the analysis of possibilities to pre-serve and the list of existing preservation mechanisms such as laws and regulations, administrative and physical protection and existing facility management structures.

CHAPTER 2VISION AND PERSPECTIVE

1 Solar 2011 ; More information about the World Heritage Convention: http://whc.unesco.org/en/convention/

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Involvement of stakeholders and population

An effective way to analyse the situation, to set the strategic goals and to identify the concrete tasks is to involve future ac-tors in the elaboration of the concept. It is a basic principle that all the future actors in implementing the vision in reality have to be informed about the strategic plan. Developing a vision is a process between a small “focus group” (regional development, stakeholders, politicians) drafting a vision and citizens, giving feedback. It is necessary to continuously assess feedbacks in preparing the implementation. It is also important to observe the emotional reactions as well, because it is significant what emo-tional bonds have been articulated towards the cultural heritage element in a certain community. Elaborating the plan together helps to deepen the awareness of the cultural heritage in our region among the colleagues tak-ing part in the project. During participation, they gain a more thorough knowledge of the ICH in their region as well. The agreement of the individuals involved and the acknowledgment of the long-term goals play a key role in the implementation.

Concept of Rural Development(Based on Kulcsár, 1999)

It is fairly important for developers to have an own vision (=chap-ter3) of how we would like to see and present our regions in 5–10 or 15–20 years. At the same time, we need to regard the fact that the communities bearing the resources of cultural her-itage in the region may as well have their own, future-oriented plans independently from us. Here, a vision is an excellent tool to find common elements. Relying on this may result in a more comprehensive umbrella vision possibly of improved quality. It is also important to take into consideration how the planned strategies based on the cultural resources shall suit the more comprehensive economic strategic goals of a region.

To Do List

1. Analyse the current situation: – cultural – economic – ecological perspective.

2. Find best practices.3. Involve stakeholders and the population. 4. Find experienced people for the future dialogue. 5. Get feedbacks continuously.6. Be creative! 7. Vision is a process – don’t stop!

© Matej Povše

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GOOD EXAMPLE FOR SUCCESSFUL VISION

Example: Steirisches Vulkanland – holistic healthcare, Austria

The goal of the development is the improvement of the economic and social situation of the region, which suffers from low education, low incomes and a lack of job-opportunities. The region started the process of regional development in 1995 to become a culinary region, a region of crafts and a region of vitality. Up to now, the process could change a lot in the region, most notably the creation of a new identity, self-confidence, increased entrepreneurship and a common brand. The regional development focuses on the valorisation of existing knowledge, skills and capabilities and intends to capitalise the regionally specific natural, human, cultural and social resources. The main activities include regional research, awareness raising, education, support of network and product development and the development of the common brand “Steirisches Vulkanland”.

One relatively young field of activity is “holistic healthcare”.

The main steps of the valorisation of holistic healthcare are:

1. Detecting the resource: Regional developers discovered the rich knowledge and practical relevance through many personal contacts, talks to regional people and books about traditional herbal medicine. Very attentive observation in every day life showed its still high relevance.

2. Development of a perspective: RD developed a proposal, which role holistic healthcare could play in the future. Basically, it should be regarded equally to common medicine – where each one has its priorities – and it should follow a regional and self dependent approach: regional people help regional people to help themselves.

3. Concept: After agreeing on this perspective with local politicians and stakeholders, a concept was developed with several concrete measures – see step 4.

4. Valorisation, inspiration & networking: These steps took place in parallel.a. A forum of all people offering holistic healthcare was founded, regular meetings take place. People know each other

and start to think about concrete cooperations.b. A common book, with roughly 50 actors presenting their service, was published. This raises awareness for the variety

of manifold services and the topic itself, shows good examples for inspiration and increases the value of these actors. And every proponent promotes himself and all the others by sharing the book.

c. “Weeks of happiness” were introduced, where all actors of holistic healthcare have an open day. d. Next, workshops on current topics for holistic healthcare will start, to create a specific education programme for them.

The common perspective – the common vision – is the common point, shared by all participants. It‘s the starting point for defining the concept and concrete measures. It‘s not stable, but develops together with the forum. But it‘s always several steps ahead. The strategy focuses on activating the potentials of people already active in this field. RD does not create a new service – but it offers a platform for active people, to meet and commonly develop.

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Planning the process means looking for concrete activities, which get us closer to the vision.In order to plan the process thoroughly, we have to analyse the actual situation and define the scope for process planning be-fore we start anything else. The use of SWOT analysis2 serves the purpose of revealing the strengths, weaknesses, opportuni-ties and threats of sustainable development. At the same time, it is also important to use another method to prepare the devel-opment strategy together with key actors: We have to iden-tify the already existing heritage, potentials and resources. The first task is to support strengths and use opportunities. We also have to be careful with the strategic limiting: we have to define the relevant and most important things and rate the determining steps. A rough estimation of the funding has to be done as well. Another important factor that cannot be neglected is the state of consciousness of the people connected to ICH. We have to find their borders and taboos in order to create a fruitful cooperation.

Planning involvement

Besides keeping contact with the communities bearing, vital-izing and safeguarding intangible cultural heritage, other key actors have to be taken into consideration as well. They may play an important role in raising awareness of the cultural re-sources, and may become relevant strategic partners or sup-porters in development projects. The aim of bringing different stakeholders together is the establishment of a common level of organization.

The major steps of finding key actors are as follows:1. Identify a transmitting actor/project manager, who owns

managerial knowledge that enables him or her to carry out the project. It can be fulfilled by the municipality (mayor), non-governmental bodies, the development bodies, or for profit enterprises, whose role is emphasised rather than its legal background

2. A ‘core team’ of 5-6 people who are able to make use of the cultural resources.

3. Involvement of the people who are able to organize them-selves in order to ensure the bottom-up method3. Raising awareness in a community has a high importance in order to reach the supporting participation of local inhabitants with the techniques of education and publicity, media appear-ances and promotion together with fund raising techniques. These people usually live on the spot; they are strongly con-nected to the region and committed to their community. In order to improve their working and living conditions, they probably have already participated in projects, gained use-ful skills and experience. Usually they are well-motivated, supportive, committed to the local culture and have widely branching personal relationships.

4. The support of the different non-governmental bodies, which are skilled at raising awareness and promoting the values of the region, needs to be gained through discourse as well, together with other regional development organisations. The process of finding a common vision is an integrated top-down and bottom-up process, thus some key actors, such as local representatives have been integrated at that point already. Of course, their involvement should be continued at this step.

5. Even if the elaborated strategy is a top-down4 sort, it is nec-essary to have a local representative in order to negotiate the local interest.

6. The development aims and the steps to raise awareness about them shall be assisted well by local schools, and university departments together with partner networks of projects.

7. It is necessary to have committed decision makers, in-terested representatives of the state and municipal sectors, and possibilities of long-term planning, independently from elective periods.

8. Try to involve economic actors sensitive to the local cultur-al values in your project. Build relationships with the com-munities or organisations that are active in the field of in-tangible cultural heritage both nationally and internationally and which take care of similar heritage elements and work for common goals.

CHAPTER 3PLANNING THE PROCESS

2 More information about SWOT analysis: www.mindtools.com/pages/article/newTMC_05.htm3 More information about the bottom-up method: www.wrike.com/projectmanagement/02/07/2008/Top-down-and-Bottom-up-Project-Management-Leveraging-the-Advantages-of-the-Two-Approaches4 More information about the top-down method: www.wrike.com/projectmanagement/02/07/2008/Top-down-and-Bottom-up-Project-Management-Leveraging-the-Advantages-of-the-Two-Approaches

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Planning activities

We have to start the process preparation with a basic manage-ment and organization plan that will be expanded during the process. The first steps have to be basically creative in order to define the possible ways to proceed, Before the beginning of the project we have to make sure that the existing structures, conditions and resources are utilized and they are integrated in a regional brand. All long-term processes have to be based on the existing structures.

The management plan has to be based on a development concept that should follow a multidisciplinary approach. It has to contain possibilities and opportunities, relevant actions, rel-evant stakeholders, strategic partners and cost estimations.

A successful management plan shall include the following aspects:

1. Analysis: – local abilities and peculiarities– the major problem of the region in public opinion and the

major strengths, resources, potentials,...– demographic background– cultural attributes and consumption figures– professionals of the cultural sector– the existence of the important stakeholders and their change– opportunities and obstacles of infrastructure and informatics

2. Definition of key actors.3. Definition and documentation of ICH as cultural resources:

– local traditions,– skills and abilities,– practical know-how,– expertise and knowledge,– human resources,– local and regional social networks

4. Safeguarding and protecting ICH. 5. Strengthening and visualisation. 6. Economic opportunities, resources. 7. Raising awareness in the community.

Raising of resources

In order to plan the budget, detailed development plans have to be made. These have to include the correct project calculation and the time frames. We have to set the goals, actions and pro-motions and then do some research on the available resources.

Resources may arrive from: – national or international funding programmes– the local municipality– local communities (honorary work)– banks or other company grants– from appearances in promotion publications– any other tourism income.

Resources can be:– direct funding– co-financing– support programs– voluntary involvement– information– lobbying

The well-planned budget should ensure both short term and long term advances.

Expected benefits of an appropriately developed & imple-mented management plan:

1. ICH sustains for the future generations.2. Improvement of living conditions in local communities.3. A more attractive region for the inhabitants, the visitors and

the local entrepreneurs.4. Economic development.5. Improvement of employment.6. Self-awareness of local people.7. Strong cultural identity.8. Revitalisation and rehabilitation of the region.

To Do List

1. Analyse the actual situation. 2. Define key actors of the process.3. Define and document ICH as cultural resource.4. Define how to safeguard and protect ICH. 5. Define economic opportunities, raise resources.6. Strengthen and visualise the concept of ICH. 7. Raise awareness in the community.8. Plan concrete measures9. Implement them!

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A GOOD EXAMPLE FOR PROCESS PLANNING

Example: LaMoRo – Book Village, Landscape Museum, Literary Park, Italy

Lamoro Development Agency was founded in 1995, by Municipalities, Chambers of Commerce and Associations settled in Southern Piemonte Region, in the hilly areas of Langhe, Monferrato and Roero. Lamoro was founded with the specific aim of fostering territorial sustainable development through the activation of innovative policies, bringing together the public and private sector. Over the years, Lamoro has worked for the growth of its territory, through the implementation of development strategies, in a variety of fields, from cultural activities to the protection of the environment.Book Village, Landscape Museum and Literary ParkThe Book Village in Frassineto Po is an initiative to promote and valorise the heritage linked to the publishing sector. The Book Village is in fact a showcase of everything that is not newly edited and out of catalogue. It is a place with a tight schedule at any time throughout the year, with readings by authors, literary festivals, theatre performances, art exhibitions and photography.Magliano Alfieri is a natural belvedere on the Tanaro valley and the hills of Langa. The establishment of a museum dedicated to the landscape demonstrates the will to promote and protect the culture of the territory.The museum “Theater of Landscape”, housed in the historical Alfieri family Castle, consists of three separate but related centers: the internal path, in the castle; the outer course, in the surrounding countryside; the documentation centre, in one of the towers of the castle. The documentation center collects an immense sound, photographic material heritage.The Literary Park of Langhe, Monferrato and Roero (www.parcoletterario.it) offers to local inhabitants and tourists a reading of the landscape and cultural identity of the territories that were home to some major Italian writers (Vittorio Alfieri, Beppe Fenoglio, Cesare Pavese, only to name some). What do these three initiatives have in common?These three projects represent a good example of Intangible Cultural Heritage valorization in the long period. The projects are in fact meant as durable tools for the promotion and awareness raising of unique features of the territory. They also have in common the involvement of a large number of actors: from the Municipalities, with their political involvement, to the private sector, bringing the economic sustainability, to the local population and its associations, with their motivation to keep ICH alive and available for future generations. The projects are all based on a bottom-up approach, starting from the needs of the territory and the resources to exploit. The initiatives started because in the territory local population asked for not loosing local cultural heritage linked to literature. The projects are managed by the municipalities with the active contribution of voluntary associations.

Examples of the actors to be involved:

1. Municipalities: it has to be kept in mind that political actors can change over time. This implies that the commitment of Municipalities must be ensured also through official acts. Nonetheless, personal contacts with mayors and competent officials ensure rich direct exchanges.

2. Associations/networks of Municipalities at regional/national level: they can play an important role, guaranteeing the promotion of the projects at a wider level, thus facilitating also the implementation in other areas of successful cases.

3. Organisations of the civil society (being them cultural associations, non-profit entities): they bear the knowledge, competences and motivation to keep ICH alive.

4. Local inhabitants: their involvement is crucial in ensuring long-lasting effects of the initiatives.5. Private sector: not only entrepreneurs bear an economic interest, but they are also part of the local environment. Direct

exchanges with them, also at an unofficial level, may lead to new ideas.

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Visibility within the region

Regardless of the objectives of a project, defining a communi-cation strategy pays attention to careful planning, and a clear identification of the goal. The ability to communicate is essen-tial to the success of an ICH project and an important factor in the achievement of its objectives. As soon as the ICH project achieves results, it is necessary to disseminate the results. A successful communication strategy will enhance the value of your activities considerably.First of all we have to start with internal PR and marketing within the region. A widespread intra-regional marketing will intensify emotional connection between the people and the project. It increases commitment and creates new “inofficial” actors, en-forcing the implementation of the strategy on their own. Best practices can be useful as well. Intra-regional communication plans have to include the promo-tion of the identified heritage elements.

The tools for promotion are the following:– local exhibitions and fairs,– mouth-to-mouth promotion,– local news articles,– leaflets,– folders.

Market conditions have to be visualised for home made prod-ucts bearing local heritage value as well. Local cultural events and markets provide an opportunity for home made products and producers to introduce themselves, to taste-test their prod-ucts by visitors for free in case they complete a survey. These meetings with the public give the chance for a common evalu-ation and a personal dialogue. A quality based competition can also be organized among the different actors in the contest to reach their goals; This can be a food tasting competition for example.

Extra-Regional communication

It is important to bring together the regional actors of ICH-sec-tor and the world with the tools of promotion so that, not only the planners, but also the outsiders shall become introduced to the special character of the region. The most important tool to do so is the media that address the wide publicity (press, televi-sion, radio). Another tool is the internet marketing (e-mail, and newsletter, banner advertisements, blogs and forums, etc.) and e-projects, printed products such as leaflets, notes and books. Other possibilities may also prove to be of high importance such as community platforms and cultural events, festivities and fairs or markets for local products.

There are certain tools to achieve this:– organize a good regional website with mailing lists, – use the tools of internet marketing and media service (e.g.

downloads, pictures),– stay in contact with the media: press, television, radio,– produce professional pictures and prints for promotion,– organize competitions, seminars, excursions,– publish information in newspapers– send regular newsletters, – make good-quality flyers, leaflets, booklets, brochures,– if possible, publish books about ICH,– try to make use of new marketing tools, like QR code and

mobile applications.– create multilingual material

In order to have a successful ICH project, not only the promo-tion of local products and services, but also the promotion of the communities is necessary. In order to make the special re-gional talents and traditions visible, a promotion of the herit-age bearers can be done in several ways.

CHAPTER 4AWARENESS RAISING

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The organisation of ICH-related cultural events could move people practicing intangible cultural heritage activities into the focus of attention. Another possibility to gain extra-regional at-tention is to organise contests or competition and appreciate special cultural work with awards. The appearance in attractive venues supporting the ICH has to be ensured. New or aban-doned old venues can give place to cultural events and fairs involving the key actors. Farmers’ markets and shops of local products could belong to the target group of our communica-tion activities on the one hand, but are also potential partners to spread our message.

These events supporting the people practicing the living tradi-tions are able to attract people from outside the region. Besides this the tool of inducing intergeneration dialogues and the creation of community of local values can both be correspond-ingly effective. It is generally experienced that the enthusiasts of intangible cultural heritage are often the best motors of the development processes, at the same time they are often the key actors of inducing valorisation.

To Do List

1. Intra-Regional marketing:– organize exhibitions and fairs,– support mouth-to-mouth promotion,– write news articles about ICH in local media– make leaflets and folders,– introduce new marketing tools, like QR code and mobile

applications.– organize surveys and competitions for local people and

heritage bearers.2. Extra-Regional communication:

– organize a good regional website with mailing lists, – use the tools of internet marketing and media service (e.g.

downloads, pictures),– have continuous contact with the media: press, television, radio,– organize competitions, seminars, excursions,– publish in newspapers– send regular newsletters, – make good-quality flyers, leaflets, booklets, brochures,– publish of books about ICH– promote heritage bearers.

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Inspiring the community

If we want to create a supportive working environment within the project, continuity, stability and security are the basic el-ements. A genuine regional spirit and cooperative motivation are vital for the implementation of the project. In order to be suc-cessful, all involved actors have to be inspired and motivated by the development of the valorisation process. All involved actors and beyond should stand behind the final goals and gain satis-faction in working on them..

There are several basic tools for inspiration: – creating good examples,– showing good examples,– excursions,– innovation awards,– exchange programmes,– exchange programmes, competitions,– coaching, – preparing the surrounding for effective work.

The communities should be able to identify their local resources and have conscious plans for their local heritage. The young-er generations should be involved in implementation as well. Inevitably, continuous discourse on the relevant topics between the different local communities is needed. Mutual interactions among the actors sharing knowledge may take place within a formal frame e.g. at meetings and workshops or team work. It is similarly important to be aware of the content of informal situa-tions and discourses within the community.

Local heritage may offer a lot of topics that touch the involved people emotionally. Topics and ideas related to ICH may offer good opportunities for the people to get in touch with each other and to generate attention towards their common herit-age. The importance of the process can be found in initiating a dialogue and vitalizing the settlement. Therewith, the partici-pating actors and the narrower neighbourhood can gain advan-tages to their mutual benefit.

In order to initiate dialogue and inspiration within the local com-munity we have to use the following tools:

– having special meeting rooms, spreading new things and topics freely,

– learning from former best practices;– organising occasions where successful outcomes are pre-

sented which create faith in common development. (It has a fairly encouraging effect when participants experience that their plans work out well in practice)

– building teams, on the basis of earlier cooperation networks, – bringing sub-networks to life along certain topics or heritage

elements in already existing networks,– including ICH in the frame of school activities (e.g., in topics

of school competitions) (in this way, parents attention can be drawn as well),

– activating a work of local NGOs and associations;– inspiring entrepreneurships based on regional ICH:

• by developing new products• by developing new services• supporting the development of undertakings by trainings

– discovering innovative tools for the safeguarding and preserv-ing of heritage:• taking over best practices and useful toolscombining exist-

ing products and services• elaboration of self-supporting community systems (Local

Exchange Trading System = LETS) in order to strengthen and capitalize ICH bearers

– involving decision makers committed to the preservation of the cultural heritage.

CHAPTER 5INSPIRATION, NETWORKING

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Networking

In order to establish successful external relations it is impor-tant to develop networks. If we want to find new strategic part-ners we have to create joint projects and start learning from each other. This process is based on gaining competence via advanced subject-specific trainings, thematic workshops, dis-cussions, presentations, mentoring and other tools to trigger networks.

External relations can be inspiring for the local community as well. For instance, visibility and comparability with other regions may raise awareness; different initiatives are able to inspire each other in a region. Joining another region may be productive similarly, or joining such new networks that have similar goals. Undertakings from outside of the region could be connected to internal development goals by finding their direct concern.

Benefits of these external relations: be helpful for a local community be part of a value based community participate in valuable human relations gain a better reputation for the market strengthen the employees’ commitment open up new business and market possibilities

In this step the responsibility for further development is given to the network/the people. This is a step-by-step process of the handover of responsibility that lasts from step 2 to step 5 according to the chapters of this handbook. After this handover it gets a personal responsibility to strengthen the ICH. Without this process sustainability cannot be reached.

To Do List:

1. Inspire the local community:create and show good examples,• organize excursions,• create innovation awards and exchange programmes,• organize competitions • prepare the surrounding for effective work.

2. Create (external) networks:• create joint projects• organize subject-specific trainings, thematic workshops, dis-

cussions, presentations• join similar initiatives and networks.

3. Organize the handover process of the ICH project for sustainability.

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GOOD EXAMPLE FOR INSPIRATION AND NETWORKING

The Associazione Giochi Antichi (AGA)

The Associazione Giochi Antichi (AGA) has been researching, preserving ad promoting traditional games since 2002. Founded by a group of dedicated players AGA maintains relationship with local groups of players and developed a national network for the perseveration and valorisation of traditional games. AGA takes part of AEJST (Association Européenne des Jeux es Sports Traditionnels) and collaborates with ITSGA – International Traditional Sports and Games Association, an intercontinental organization that brings together leading experts in the game world. Over the years the Association has been enriched and strengthened by the involvement of women and men, clubs and institutions, called also “game communities”, driven by the common aim to stress the importance of games as a vital part of human expression. They keep alive the historic memory, the environmental peculiarities and the social activities of their territory. Beyond the activities carried out by AGA are:

– The International Festival of Streets Games “Tocatì” which takes place every year in September. Groups of passionate players fill the streets of the ancient city center of Verona to illustrate and share customs, traditions and games from their region. The public can participate in the games and learn more about the traditions thanks to the players who are at their disposal to transmit their experience and passion.Born in 2003, the festival has achieved great success from the very start and every year it has been dedicated to a different Country (Spain, Croatia, Scotland, Greece, Switzerland) in 2011 for the first time more countries have been invited (Sweden, Messico, Congo, Iran, Taiwan, Brasil and Portugal) to represent their own games, music and dance traditions.– AGA established relationships with municipalities, universities, schools and other organizations to ensure that the game

becomes again part of educational programs and other activities. The collaboration with the University of Verona resulted in the creation of a course on traditional games held at the Faculty of Sport Science and in a continuous collaboration with the Faculty of Foreign Languages thanks to internships, workshops and courses.

– AGA promotes also other initiatives with educational institutions, schools and associations sustaining the educational value of traditional games and transferring them to pupils and teachers (ex.g. primary and secondary schools).

– Reports and research studies in collaboration with associations, universities, institutions, and organizations at local, national or international level.

– Other initiatives aim at the requalification of urban spaces for games. In 2009 for the first time in Italy, a road has been permanently closed for the traffic to allow people to practice traditional games.

The association is a non profit organization and since all activities are free for the participants it strongly depends on public financing and private sponsorship. Sponsors are contributing also by providing services, products or technical assistance.

The most important steps for the development of AGA are related to the establishment of new collaborations and relationships at local and international level:

– 2007 Association with AEJST – European Association for sports and traditional games– 2008 AGA becomes part of “Rete Italiana della Cultura Popolare”– 2011 First world congress of ITSGA - International Traditional Sports and Games Association

Every new partnership bring numerous contacts and potential partners with whom the Association can collaborate and promote the culture of games.

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In order to implement a successful ICH-project, sustainability has to become the long term goal. Cultural resources have to be integrated in the regional economic development and CCC competence has to become part of the regional culture. If cul-tural heritage is part of the regional identity, its sustainability is guaranteed. If this is organized well, a dynamic positive devel-opment of cultural resources and economic wealth as well as minimisation of ecological impact can be expected. The overall ability of the region to develop will be improved and the viability of the region will be strengthened. This will result in high quality of life, higher regional income, high local resilience, low environmental impact, active and vital communal life, a better spirit of entrepreneurship, strengthen-ing entrepreneurial attitude and a pro-entrepreneurship climate.

Integration of Cultural Resources in Economic Development

A development plan for an economic development based on regional intangible cultural heritage requires the coordination of two different things: the non-profit and the profit making aims to be implemented together. In other words, selling the local products and providing the suitable services need to be in interaction with the regional cultural processes in order to stimulate each other. Intangible cultural heritage needs to be considered as a source of inspiration for the development of new economic branches. Its basis is the continuous openness and attention to the innovative skills to advance local resources. All participants have to share the values and experience mutu-ally and start participating in new and broader networks.

Local Cooperation for Development

It is an important task to focus the attention of potential con-sumer groups on local and regional products and services. Lo-cal traditions and the corresponding development of products have to be adjusted to the needs of a modern society. There-with the interest of younger generations with regards to lo-cal traditions can be stimulated. We have to create affirmative messages that local and homemade products made in family or small-scale production are special and up to date.

A culture must be created, that treats local products and ser-vices as the naturally most valuable ones. In this way, such products are positively distinguished from the mass products by their uniqueness. Innovations originating from the local tra-ditions using natural raw material indisputably shall set good examples for new, inspiring initiatives.

The Changing Role of development agent

In order to create a sustainable project, at this last stage, the role of the development agent has to change: the ICH is get-ting “adult” and stands on its own feet. Thus RD is needless for the developed ICH, it has to move on and start finding a new content, taking up and working on a new ICH. At this stage the ICH starts expanding, it is moving on a next level: it is deepening the know-how, building and gaining com-petence, courage and character. New tasks are becoming the centre of the project like: – raising ability to create new ICHs– renewing old, abandoned projects;– working on synergies; – creating broader visions and new perspectives.– development of the next CC levelIn the frame of lifelong learning the RD has to invent new con-cepts and tools, expand their networks and develop new ICHs.

To Do List

1. Support integrating ICH to economic development.2. Minimize ecological impact.3. Coordinate non-profit and profit oriented aims.4. Help to find grants for small-scale entrepreneurs involved.5. Focus the attention of possible consumers on regional prod-

ucts.6. Enforce a culture of esteem for local knowledge, products

and services.7. Motivate younger generations to get involved.8. Show how special local products are.9. Allow RD to move on to a new project.10. Hand over ICH to the community.

CHAPTER 6SUSTAINABILITY

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GOOD EXAMPLE FOR SUSTAINABILITY

Example: Kulturpark Eisenstrasse – Forging Academy, Austria

In 1990, a group of idealists and persons interested in history founded the association “NÖ Eisenstraße (Lower Austrian Iron Trail) – community of interests for the support of mining historical cultural wealth. They wanted to preserve and develop the cultural wealth of the region “Eisenwurzen”. Meetings of teachers, smiths, museums and landlords took place in order to preserve and to revitalize, but also to network knowledge and to pass it on to others.In 1996, the region got a LEADER-region and had therefore access to European fundings in order to finance the many revitalizing projects as well as theme trails. Also tourism got one of the main focuses of interest.Nowadays, the association supports the implementation of regional development projects in the following fields: culinary region, touristic region, energy autonomous region, teaching and learning region, region with past and future.One of the most important projects of Kulturpark Eisenstraße was the oral history project “documentation Eisenstraße”. With this project the association was finalist of the EDEN-award in 2008: Knowledge about the region was collected and published in the database “Schatzsuche Eisenstraße” which resulted in more than 100.000 data records.

Steps leading to capitalisation:1. In 1986 some people of the municipality of Ybbsitz wanted to preserve the cultural heritage concerning forging – the

tangible as well as the intangible one. They started a process concerning the rejuvenation of the village. They renovated old forges, especially one called „Fahrngruber Hammer”.

2. In the 1990s, the „Fahrngruber Hammer” got place of forging demonstrations as well as forging courses because the members of the „rejuvenation group” wanted also to preserve the knowledge around forging and not only the buildings. One of the participants of the first forging course was the headmaster of the secondary school.

3. In 1996, a theme trail called „forging mile” was created. It informs visitors about forging in Ybbsitz and leads past the historical forges. Also, further forges where renovated in these years and new people got so interested in the subject that they decided to earn their living as smiths and metal designers.

4. In 1998, the first events took place. They were called „Ferraculum” (a mix of the two latin words „ferrum” for iron and „spectaculum” for event) and „Schmiedeweihnacht”, which is a kind of Advent market. Both events exist still today and attract hundreds or even thousands of people that get in touch with forging. With the festivals, it was possible to establish contact with smiths from all over the world and also with other „forging villages”. Also, different publications around forging where started in 1998.

5. Around 2000, a concept for the further development of the municipality of Ybbsitz was created. The term „forging centre Ybbsitz” is used since that time. An own logo, a website and advertising material have been created.

6. In 2001, Czech students from Brno visited for the first time Ybbsitz for a week. Local smiths acted as their teachers. In the same year, the „Ring of European Cities of Iron Works” was created. This association connects people and villages dealing with forging all over Europe.

7. In 2008, the headmaster of the secondary school of Ybbsitz created the so called „forging academy” for pupils. The forging academy is part of a bigger system called „creative academies Lower Austria” that tries to further special talents of pupils from 10 to 14. The forging academy wants to stir up the enthusiasm of pupils concerning forging in order to pass on the knowledge and the abilities around forging to the next generations.

8. In 2010, „forging in Ybbsitz” was included in the inventory of the Austrian Intangible Cultural Heritage.

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Cultural Heritage

The term ‘cultural heritage’ has changed content considerably in recent decades, partially owing to the instruments developed by UNESCO. Cultural heritage does not end at monuments and collections of objects. It also includes traditions or living expressions inherited from our ancestors and passed on to our descendants, such as oral traditions, performing arts, social practices, rituals, festive events, knowledge and practices con-cerning nature and the universe or the knowledge and skills to produce traditional crafts.Source: UNESCO

Importance of Intangible Cultural Heritage

While fragile, intangible cultural heritage is an important fac-tor in maintaining cultural diversity in the face of growing glo-balization. An understanding of the intangible cultural heritage of different communities helps with intercultural dialogue, and encourages mutual respect for other ways of life. The impor-tance of intangible cultural heritage is not the cultural manifes-tation itself but rather the wealth of knowledge and skills that is transmitted through it from one generation to the next. The social and economic value of this transmission of knowledge is relevant for minority groups and for mainstream social groups within a State, and is as important for developing States as for developed ones.Source: UNESCO

Definition of Intangible Cultural Heritage

Intangible Cultural Heritage is traditional, contemporary and liv-ing at the same time. That means, it does not only represent inherited traditions from the past but also contemporary rural and urban practices in which diverse cultural groups take part. Expressions of intangible cultural heritage have been passed from one generation to another, have evolved in response to their environments and they contribute to giving us a sense of identity and continuity, providing a link from our past, through the present, and into our future.

Intangible Cultural Heritage contributes to social cohesion, en-couraging a sense of identity and responsibility which helps individuals to feel part of one or different communities and to feel part of society at large. Intangible cultural heritage can only be heritage when it is recognized as such by the communities, groups or individuals that create, maintain and transmit it – with-out their recognition, nobody else can decide for them that a given expression or practice is their heritage.Source: UNESCO

Safeguarding a living heritage

Many expressions and manifestations of intangible cultural her-itage are under threat, endangered by globalization and cultural homogenisation, and also by a lack of support, appreciation and understanding. For intangible to be kept alive, it must remain relevant to a culture and be regularly practised and learned within communities and between generations. Safeguarding ac-tivities must therefore always involve the communities, groups and, where appropriate, individuals that bear such heritage. Safeguarding means making sure that intangible cultural herit-age remains an active part of life for today’s generations that they can hand on to tomorrow’s. Safeguarding measures aim at ensuring its viability, its continuous recreation and its trans-mission. Initiatives for safeguarding intangible cultural heritage might include identifying and documenting such heritage, re-search, preservation, promotion, enhancement or transmission of it – particularly through formal and non-formal education – as well as revitalizing various aspects of it. Safeguarding intangible cultural heritage is also an important source of economic devel-opment, though not necessarily through income generating ac-tivities like tourism, which may damage living heritage. Instead, the focus should be on enhancing the functions of intangible cultural heritage within society and promoting its mainstreaming in economic policy planning.Source: UNESCO

GLOSSARY OF TERMS

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Convention for the Safeguarding of the Intangible Cultural Heritage

The Convention adopted by the General Conference of UN-ESCO in 2003 is the first international treaty to provide a legal, administrative and financial framework to safeguard this herit-age. A Convention is an agreement under international law en-tered into by States and that establishes rights and obligations between each party and every other party. The 2003 Conven-tion aims at safeguarding intangible cultural heritage that is in step with international agreements on human rights and that meets requirements of mutual respect among communities and of sustainable development. Among other things, it also asks each State to identify and define such heritage with the partici-pation of communities, groups and relevant non-governmental organizations. The Committee makes decisions about which intangible heritage should be inscribed on the lists of the Con-vention, about providing international financial assistance or disseminating good safeguarding practices.Source: UNESCO

Can religions or languages be recognized under the Con-vention?

Though religions provide communities with a sense of identity and continuity, they are not included as such in the Conven-tion. However, the Convention refers to cultural practices and expressions inspired by religions. For instance, social practices, rituals and festive events are considered domains of the intan-gible cultural heritage by its Article 2. The Convention does not include language in itself or as a whole (grammar, vocabulary, syntax), but underscores that it is a fundamental vehicle for transmitting intangible cultural heritage. Oral traditions and ex-pressions cannot exist without language. Moreover, almost all types of intangible cultural heritage – from knowledge about the universe to rituals and handicrafts – are linked or depend on language for their day-to-day practice and passing down from generation to generation.Source: UNESCO

Cultural Resource

A cultural resource is a material or non-material item that repre-sents contemporary, historic, and pre-historic human lifeways. It reflects human culture, or patterns of human behavior and thought.Source: Debano, L. F.; Neary, D.G.; Folliot, P.F. (1998). Fire’s effects on ecosystems. New York: John Wiley and Sons, Inc.

Tradition

The word tradition describes anything that is transmitted from the past to the present. This includes rituals, believes or objects which originate in the past and are handed down to the present. A liv-ing tradition describes rituals, believes or objects originating in the past which are still an active part of a certain society in the present.Source: Shils, Edward (2006). Tradition. Chicago: CUP.

Capitalisation/ Valorisation of Cultural Resources

The capitalization or valorization of a cultural resource de-scribes the process of activating development potentials based on the economic or social value of a cultural entity. By embed-ding cultural resources into the regional economic circuit, qual-ity of life and economic competitiveness are enhanced and the regional identity is strengthened. The capitalization or valoriza-tion of cultural resources fosters entrepreneurship, investments and innovation and ideally inspires the development of innova-tive products or economic branches specific for a certain region.Source: CCC & BTU

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Websites

http://www.letslinkuk.net/http://www.nefmi.gov.huhttp://www.unesco.org/culture/ich/index.php?lg=en&pg=00011http://www.unesco.org/culture/ich/index.php?lg=en&pg=00006

The content of this manual was provided by the partners of the project ’Cultural Capital Counts’.

LP Steirisches Vulkanland (Michael Fend, Christian Krotscheck), PP2 Kulturpark Eisenstraße, PP3 Verona Innovation – Special Agency of the Chamber of Com-merce of Verona, ItalyAssociazione Giochi Antichi (www. associazionegiochi-antichi.it), PP4 LAMORO Development Agency (Roberta Davisod), PP5 Devel-opment Centre of the Heart of Slovenia (Mija Bokal), PP6 Bovec Local Tourist Organisation (Metka Belingar), PP7 Hegypásztor Kör (Dr. Péter Illés, Phd), PP8 b&s unternehmensberatung und schulung für den ländlichen raum GmbH (Dr.Dieter Heider, Barbara Graeben, Vera Fischer, DuvierConsult Gesellschaft für Beratung, Projektmanagement und Studien mbH, Dr.Peter Mißbach), PP9 Sub-Carpathian Chamber of Commerce, PP10 BTU (Brandenburg University of Tech-nology), Chair Intercultural Studies, UNESCO Chair in Heritage Studies.

The scientific background of the manual and parts of the chapter ’Glossary of Terms’ are based on the presentations and research activity carried out by PP10.

BIBLIOGRAPHY

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Publisher:Hegypásztor Kör

Oszkó, Molnár Antal utca 4.H-9825, Hungary

More information:www.culturalcapitalcounts.eu

ISBN 978-963-08-6922-5

This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held

responsible for any use which may be made of the information contained therein.