Towards Excellence in Cultural Tourism Network

Europe for Citizens With the support of the Europe for Citizens Programme of the European Union

Towards Excellence in Cultural Tourism Network A Shared Vision of Cultural Europe

Europe for Citizens With the support of the Europe for Citizens Programme of the European Union

Europe for Citizens Programme 2007-2013 The main objective of the Europe for Citizens Programme is to bring Europe closer to its citizens and to give them the opportunity to be active in the construction of Europe. In this way citizens can get involved through the programme in transnational exchanges and cooperation activities, contributing to developing a sense of belonging to common European ideals and encouraging the process of European integration.

This programme supports a wide range of activities and organisations promoting active European citizenship, especially the involvement of citizens and civil society organisations in the process of European integration.

Programme objectives: General objectives: • Giving citizens the opportunity to interact and participate, thus developing citizenship of the European Union; • Developing a sense of European identity, based on common values, history and culture; • Fostering a sense of ownership of the European Union among its citizens; • Enhancing tolerance and mutual understanding between European citizens; • Promoting cultural and linguistic diversity, and intercultural dialogue.

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Specific objectives: • Bringing together people from local communities; • Fostering action, debate and reflection; • Promoting Europe’s values and achievements, while preserving the memory of its past; • Encouraging interaction between citizens and civil society organizations contributing to intercultural dialogue, developing closer ties between citizens.

The programme supports four main types of actions: Action 1 Active Citizens for Europe: involving citizens either through activities linked to towntwinning or through other kinds of citizens’ projects.

Action 2 Active civil society in Europe: targeted to civil society organisations either through structural support on the basis of their European level work programme or through support to projects.

Action 3 Together for Europe: including high visibility events, studies and information tools.

Action 4 Active European Remembrance: support to projects aiming at preserving the sites and archives associated with deportations as well as the commemorating of victims of Nazism and Stalinism.

More information is available on the official site of Europe for Citizens Programme: http:// eacea.ec.europa.eu/europe-for-citizens 2

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About the Towards Excellence in Cultural Tourism Network The Network has been established within the framework of the “Towards Excellence in Cultural Tourism” project, co-funded by the Europe for Citizens Programme of the European Union, Action 1 Active Citizens for Europe, Measure 1.2. Networks of Twinned Towns. The project aims at fostering cooperation at European level between municipalities on the theme of intangible cultural heritage preservation and valorization through cultural tourism.

The Municipality of Sandanski is the coordinator of the international initiative and the partners are Härryda Municipality, Sweden; Local Government Association, Malta; Sociedad de Desarrollo de Santa Cruz de Tenerife, Spain; Municipality of Sepino, Italy, and Municipality of Agia, Greece.

Our aim is to jointly raise each local community’s capacity to address the needs of the fast growing cultural tourism sector and develop adequate strategies and products to promote and make use of our tangible and intangible heritage for tourism. For our towns the traditions, folk arts and crafts represent important resources from social and cultural perspective and taking common action for their valorization and continuation is important for achieving inclusive and sustainable growth both of the local communities and the EU as a whole. The international project got together the public authorities, citizens, youth, seniors, artists and small and medium businesses, NGOs, cultural and tourism organizations from the six European states, partners in the project. Six different thematic events will be organized during the lifetime of the project, with focus on active aging and intergenerational learning, valorization and continuation of traditional culture; fostering transfer of knowledge and know-how among generations; traditional culture and entrepreneurship.

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Who we are Municipality of Sandanski The Municipality of Sandanski is the initiator of the Towards Excellence in Cultural Tourism Network and the coordinator of the TECT project. The Municipality is situated in the South West region of Bulgaria. The town of Sandanski is the main administrative, cultural and economic centre of the Municipality. A significant advantage of the town is its unique transitional Mediterranean climate. Sandanski is the sunniest town in Bulgaria – nowhere else does the sun shine longer and more affectionate. Surrounded by six mountains, Sandanski is protected by cold currents and winds throughout the year, and the warm currents from the Aegean keep the temperatures around 5 degrees higher than other places in Bulgaria. The unique combination of a number of climatic factors in Sandanski – average annual temperature of 14°С, duration of sunshine – over 2540 hours, the lowest content of allergens in the air, low relative humidity – 66% and last but not least the fresh 4

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mountain breeze, coming from the Pirin mountains, makes the town the best natural clinic for bronchial asthma in Europe. The favorable climate has extremely good influence for treating other non-specific and allergic disorders of the respiratory system, such as: atypical bronchial asthma, chronic bronchitis, chronic pneumonia, allergic rhinitis, sinusitis, pharyngitis, conditions after pneumonia and chronic obstructive lung disease.

From the land of Sandanski and its surroundings gush numerous hot mineral water springs with temperature between 42-81°С, with low mineralization and rich chemical composition, treating many deseases and suitable for outdoor bathing throughout the year. Over 50 hotels provide SPA and balneological services, treating a wide range of illnesses, not only of the respiratory system, but also of the musculoskeletal and peripheral nervous system (neuralgia, neuritis, plexitis, rehabilitation after strokes), kidneys and others.

Sandanski has attracted people ever since ancient times. This is the reason for its 3200 years of rich history and the unique archeological wealth.

There are traces of prehistoric, Thracian, Hellenic, Roman, Byzantine, Ottoman and Bulgarian Revival heritage. There are more than 5000 monuments of culture. The most impressive and well-preserved building from ІV-VІ century – the Bishop’s basilica, as well as the Archeological Museum – Sandanski are included in 5

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the 100 tourist sites of Bulgaria.

Melnik is a fairytale town with unique charm and romance, which has kept in itself a considerable part of its old architecture from the Middle Ages and the period of the Bulgarian Revival. With its specific archeological, architectural and artistic places, the town of Melnik was declared a town-museum as part of a cultural and historical reserve of international importance and is essential for the development of tourism on the territory of Municipality of Sandanski.

Melnik Rock Pyramids were declared natural landmark in 1960 and cover an area of around 1165, 5 ha.

They are beautiful sand formations, with specific vertical walls with grass and deciduous trees on their tops. They can reach a height of around 100 m., and besides their pyramidal shape they can also look like mushrooms, cones, needles and more. The Pyramids are one of the most visited rock pyramids on the territory of Bulgaria.

Rozhen monastery is the biggest spiritual temple in the Pirin region and is one of the oldest spiritual centers in Bulgaria. It was founded in the times of Despot Alexi Slav (12-13 c.) and has preserved to a great degree 6

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its original architecture and wall-painting.

Sandanski is also famous for its wine production and for its well preserved intangible heritage – diverse folklore, arts, and cuisine. There are several traditional festivals dedicated to music, wine, arts, folklore, etc. among wich the famous international music festival „Pirin Folk“.

The authentic folklore has remained part of the life of the local population. There are numerous formations and folk groups, gathering in the local community centers and organizations. The typical for the region Pirin songs, performed with two voices, and the Macedonian horo dance in 8/8 (fast horo) are well -know to young and old. There can still be seen hand woven, sewn and embroidered Pirin dresses in black and white colour.

Center of the artistic life in the municipality is Likin art studio, situated on the main street in the town of Sandanski. United by the idea to keep the flame of the beautiful and valuable art from the Pirin region, the creative team has diverse artistic activities – icon-painting, wall-painting, restoration, painting, stained glass, wood-carving, etc.

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Sociedad de Desarrollo de Santa Cruz de Tenerife Sociedad de Desarrollo de Santa Cruz de Tenerife coordinates efforts and tourism related initiatives for a competitive, modern, sustainable and responsible tourism sector. It works to create strategies aimed to develop initiatives to create/improve local products, to strength the competitiveness of the local tourism sector and to adopt quality systems, through specific projects and encouraging participation by public and private sector.

Santa Cruz de Tenerife is situated at the eastern tip of the island of Tenerife, the largest of the Canary Islands and Spain’s most populated island. The municipality covers an area of 150.56 square kilometers and is divided into two differentiated areas: the Anaga Massif and the southern ramp formed by the ancient lava flows that run down from the Acentejo peak to the coast. Santa Cruz has a subtropical-semi-arid climate, with warm dry summers and moderate winters. Its average annual temperature is 24 °C (75 °F) during the day and 17 °C (63 °F) at night.

Santa Cruz de Tenerife was founded the 3rd of May 1493 on the landing place of the Spanish conquerors, known as Añazoto the aborigines of Tenerife (Guanches), in the Kingdom of Anaga. The history of Santa Cruz can be read in its walls, corners, historical details and architectural monuments. The city has a rich heritage that mixes classic and modern 8

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architecture and it is very pleasant to stroll discovering its streets, buildings and monuments.

Santa Cruz was in the natural attack route for pirates and corsairs to the former capital, La Laguna, so the Spanish strongly fortified this area to repel the ongoing attacks. A chain of fortresses was built, such as the Castillo de San Cristobal, (demolished 1928; its foundations can be visited under the “Plaza de España”), others are in ruins or have disappeared, and a few have survived through the centuries to become tourist attractions, such as the “Black Castle” and the “Powder Magazine”.

Important landmarks and buildings from this early era are the church of La Concepción and the Old Quarter, which make up the neighborhood of La Noria. Later significant structures are the Teatro Guimerá, and one of the architectural hidden treasures of the Canaries, the only remaining Masonic Temple in Spain. Recently Santa Cruz has added further assets to its cultural heritage, the Auditorium of Tenerife and the International Centre of Fairs and Conferences designed by Calatrava and TEA (Tenerife Art Space). Another distinctive cultural heritage is the collection of over 40 sculptures that can be found throughout the city, works by Moore, Miró, Chillida, Dominguez and Caldeer, etc.

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In other hand, people from Santa Cruz have been always considered as a connoisseur of good theatre, all kinds of music and exhibitions thus, together with the aforementioned Auditorium and TEA, the city has several facilities intended for this purpose: Municipal Fine Arts Museum, El Tanque Cultural Precint, Nature and Man Museum, Almeida Military Museum, etc.

Two important dates to keep in mind in Santa Cruz de Tenerife are February and May. In February the city celebrates the Carnival. Declared International Tourist Festival in 1980 our carnival is a living example of the openness of Santa Cruz as a port and trading city, with a hybrid culture of European and Latin-American origin, and of the strenghth of its popular culture: the Carnival is, above all, the great feast of the people of Santa Cruz. The May holiday, commemorates the foundation of the city, celebrating the traditions and historical heritage through processions, native sports competitions, popular cooking contest, folk festival, etc.

Finally, we cannot fail to appreciate the cultural contribution of green spaces to the city: Garcia Sanabria Park and Palmetum, both with botan10

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ical garden vocation, and owning the Palmetum one of the largest collections of palms in the world, with over 500 species. But, to top it off, Santa Cruz can boast of possessing one of the richest natural areas in the island: Anaga. This large ecological reserve offers travellers many routes through its deep ravines, spectacular mountains and the image of different villages scattered occasionally by its corners. Anaga is a great place to taste the local cuisine and keeps many surprises for those sensitive with nature, traditions and customs.

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Municipality of Agia The Municipality of Agia has extensive experience in networking and European projects management, in cultural heritage preservation, valorization, as well as in tourism related initiatives.

The Municipality of Agia, a semimountainous and rural place with a population of 11, 63 thousand inhabitants (2011) and a total area of 668.26 square kilometers is located in central mainland Greece - Thessaly region - in the eastern part of the prefecture of Larissa, occupying almost all the coasts of the district with a shoreline extending to 60 km. Agia is the seat of the municipality comprising a total of 22 villages. The altitude of these villages ranges from 960 to 5m above sea level.

Our municipality is located, in 37 km distance from Larissa (the seat of the Thessaly Region), 150 km from Thessaloniki (the second largest city in the country) and 350 km from Athens.

Access to the municipality is provided via the national road (a motorway) through bypasses at the northern and southern end of the municipality.

The territory of our municipality is well known from the mythological 12

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battle between Titans and Olympians. The archaeological sites, many of which were fortifications, as well as findings from prehistory, bear witness to the long history of the place: a) the rich waters that facilitated the extraordinary agricultural production, b) the dense woodland resource and refuge c) the possibility of communication (terrestrial and marine) and transport since it is located on the main route from northern Greece to the south and the east-west axis. The Municipality has a very rich and diverse natural environment - the wetlands of the delta of the river Peneus, with an opening of 13 km, designated as a Landscape of Outstanding Natural Beauty (TIFK) belong to the list of the CORINE habitats (1988) and is an area of “special protection” under Directive 79/409/EEC and Natura 2000 (GR1420002). The grove valley of Tempe, “Kokkino Nero” (Red Water) a spring of thermal water which stains red rocks, “Amyros” river, forests and wildlife sanctuaries on Mt Kissavos, Mt Mavrovouni and the forest of Polidendri a total area of 35,00 square kilometers, protected under NATURA 2000 (Natura 2000: Aesthetic Forest Ossa GR 142003 & Carla - Mavrovouni - GR 142004) and designated as Special Protection Areas for Birds - SPA (Mount Ossa - GR 142007, Mavrovouni - GR 142006), the remarkable Blue Flag beaches at the Aegean Sea. It is also the habitat of rare species of eagles (golden eagles, snakes), hawks and raptors in general, wild boars, deer, hares, pheasants, partridges, 13

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wolves, etc.

The fertile land and easy access to it, the diversity of the natural environment and its long history shape the profile of economic activities in the region.

The primary production sector, which employs 70% of the economically active population in the region, is based on agricultural farming and arboriculture which produces high-quality agricultural products. Typical products are apples and chestnuts (20% of the total production of the country), cherries, olives, almonds, kiwi, corn, cotton, cereals.

Animal husbandry and fisheries are also developed.

The secondary economy sector in the area is not well developed, and the existing food processing units are only light manufactures. In the tertiary sector, tourism has been developed extensively given the variety of tourist resources (archaeological, religious, alternative tourism-ecotourism and agrotourism), that have enabled the region to become a pole of tourist attraction throughout the year.

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Harryda Municipality Municipality of Sandanski Härryda Municipality has approximately 35 500 inhabitants and has Sweden’s second largest airport and is located very closely to Sweden’s second largest town Gothenburg in the south-west of Sweden. Although Härryda isn’t located on the coast itself, the beautiful west coast archipelago with thousands of islands is on the doorstep. Gothenburg also has Scandinavia’s largest port, which is of major importance for the region.

Härryda is a popular municipality for businesses to locate in and the population is growing every year. The municipality employs between 2 500 - 3000 people.

Around half of the municipality is covered in forests popular to walk and ride in. There are around 200 lakes in which you can bathe, fish, canoe etc. Most people speak very good English. The municipality has a young population, a high level of education and relatively low unem15

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ployment compared to the rest of Sweden.

The main residential centres within the municipality are Mölnlycke, Landvetter, Härryda, Hindås, Rävlanda and Hällingsjö. The largest one is Mölnlycke, which has about 15 000 inhabitants. The society sprang up towards the end of the 19th century. Before that craftsmanship supplemented the poor farming. The second largest - Landvetter has about 7000 inhabitants and the airport is located south of Landvetter and Härryda. Hindås was in the early 18th century an important tourist destination. Many people from Gothenburg came on day trips by train to practice winter sport here. The first railway line came 1894 and was of major importance, as the establishment of the Gothenburg – Landvetter airport was when it came 1977.

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Local Governments’ Association Malta Municipality of Sandanski The Local Governments’ Association has extensive experience in networking and European projects management as since 2007, the LGA had successfully participated in various EU funded projects under the following programmes: IEE, ICT PSP, MED, INTERREG, LIFE, Europefor Citizens. The Local Government Association is established in 1994 through theissue of specific Regulations entitled: Local Councils (Association)Regulations, 1994. The aims of the Association include those of protecting and promoting the common interests of Local Councils as well as offering consultancy services, training on its own initiatives and in conjunction with any other Councils. The association is the single public authority that represents all 5 regions and 68 local councils in Malta and Gozo. The LGA enjoys a high level of competence and it is involved in the national policy development process by regular meetings with the director of Local Government and the Ministry and other relevant stakeholders. Rich history, unique attractions, spectacular entertainment. Malta’s got it all. From the oldest temples in the world, to splendid palaces, a stunning Caravaggio work of art, intricate handmade lace creations and numerous state of the art cinemas, the Maltese Islands are the perfect mix of old and new with something for all tastes and ages.

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Malta’s Temples and the Hypogeum are UNESCO World Heritage Sites.

The imposing Ggantija Temples in Xaghra, Gozo, are the oldest temples in the world. They are fascinating and mysterious because no one really knows how and why they were built. In the past, some people thought giants built them because of their gigantic stones.

Discover more about Malta’s fascinating past through its many museums. See the original Sleeping Lady artifact discovered at Hal Saflieni temple in the Museum of Archaeology and get a taste for the simple rural life, crafts and trades of Malta hundreds of years ago at the Folklore Museum.

The buildings housing these museums are also gems in themselves. The National Museum of Fine Arts is housed in an exuberant Rococo building while the Ta’ Kola Windmill, still in working condition, promises a step back in time to Malta’s rural times.

And let’s not forget the magnificent views. Because of its location in the heart of the beautiful Mediterranean Sea and its stunning architecture, Malta has caught the eye of many film directors, featuring in awardwinning films including Gladiator and Midnight Express.

The Maltese are among the oldest Christians in the world and you can find an amazing 365 churches on the islands – a very high number for such a small space.

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St John’s Co-Cathedral is a gem of Baroque art and architecture and boasts the stupendous painting by Caravaggio called The Beheading of St John. The dome of the Mosta Church is the fourth largest in the world. It is famous because, during WWII, a bomb pierced the dome and fell to the Church floor without exploding – saving the lives of those parishioners present.

The ornate Mdina Cathedral contains magnificent works by Mattia Preti, while pilgrims and any curious tourist should visit the Ta’ Pinu Basilica, which famous for supposedly saving Gozo from the plague and now home to hundreds of mementoes from grateful worshippers.

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Municipality of Sepino

The Municipality of Sepino represents its community, takes care of the interests of its citizens and promotes the development of its population and of its territory. In addition to all the activities that the law gives it, the City is in charge of promotion of the cultural heritage and the environment, and it also is in charge of services related to the economic development and the commercial distribution.

Sepino is a town of 2,069 inhabitants in the province of Campobasso, Molise, which is part of the circuit of the most beautiful towns in Italy. The name of Sepino comes from “saepio� (fencingin Latin) and is located at 702m above sea level, on a forest hill close to the foothills of the Massif of Matese. Near the village are the archaeological excavations of Saepinum and Saipins.

Saepinum is located in the archaeological zone of Altilia, crossed from the ancient Tratturo Pescasseroli-Candela. The citizens and the guests of the region have the 20

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chance to see the Roman remains, such as the forum, the Basilica, Porta Bojano, the baths, the theatre, the Cardo and the Decumano, the walls, the majestic gates. The archaeological zone annually hosts many tourists and is now included in the calendar of summer events, offering theatre and dance at international level. Several museums, located at the territory of Altilia are also a big magnet for the tourists.

Towards the mountain, about 953 mabove sea level, is located Saipins, commonly called “Acropolis Terravecchia”, which can be reached by paths in the Matese.

The significant Samnite centre from the 3rd century BC was defined by Titus Livius as “very strong and powerful”. In the past Saipinis was centre of many bloody battles, later it was conquered and destroyed during the third Samnite war from the console “Lucio Papirius Cursor”. In the centre stands the church of Santa Cristina, perhaps built when the population at the end of the Middle Ages, abandoned Saepinum to establish today’s Sepino: Castellum Saepini. The belfry of the Collegiate has the spire in the singular form of “bottle”, built entirely by the artisans of that time.

Inside the church are the “cave of Santa Cristina” with the Mysteries, the Treasure Room, a nineteenth-century wooden choir and the parish historical archive, which also retains scrolls of the twelfth century.

The town of Sepino retains the typical medieval features. At large square 21

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correspond a certain number of narrow alleys.

There are many fountains, such as the one located in the main square, with taps that indicate the cardinal points, or those of the “Canala” and the “Mascherone”. The medieval town was surrounded by a belt of walls almost with elliptical shape, with four doors, with towers on which the castle stood out. Some towers and three ports are still preserved: Southern, Eastern door, the door of the Court or Borrelli’ s door. The castle heavily damaged by the earthquake of 1805 was gradually demolished.

Of great interest is the area Campitello di Sepino, where you can enjoy large green areas in a huge wooded area, mainly beech forests. From this plateau you can reach the top of the surrounding mountains (Tre Confini, Mutria and Muschiaturo), areas inhabited by bandits in the past (such as the Routede Zuze), Passo Santa Crocella, where was the famous Benedictine monastery in the Middle Ages(Monasterium Sanctae Crucis), Fountain Rimavota and other destinations on the Matese mountains.

Among the most important rivers, rich in fish such as trout, remember the Tammaro, that gives its name to the namesake valley, and the Tappone that, along a very steep route, gives life to the waterfall Chestnut.

Near the town is the Baths Tre Fontane, whose oligomineral waters have suitable characteristics for kidney stones treatment.

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Towards Excellence in Cultural Tourism Network A Shared Vision of Cultural Europe

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Our main objectives are: 1. To build a structural network of towns aiming at developing and preserving the local cultural heritage in a sustainable manner as common heritage of European peoples; 2. To provide for the participation of local communities in the decsion-making process; 3. To promote Network members’ territories as tourism destinations; 4. To foster international, cross-sectoral cooperation; 5. To optimize cultural tourism through the exchange of good practices; 6. To develop joint projects for the achievement of the objectives of the Network; 7. To increase citizens’ knowledge on European policies and the opportunities the EU provides; 8. To show the importance of preservation and valorization of intangible cultural heritage and the opportunities it provides for entrepreneurship; 9. To promote Active Aging and intergenerational learning; 10. To stimulate bilateral exchanges and mutual knowledge between its members;

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What is the project about?

Municipality of Sandanski We completed the TECT project with the mission of establishing an efficient European Network of towns, addressing the challenges related to our intangible cultural heritage, its preservation, valorization, and continuation. As both European and cross-sectoral cooperation are of crucial importance for reaching our aims, we sought to actively involve the local stakeholders from each of the partnering towns in the Network’s activities.

In order to fully facilitate citizens’ access to information and to provide them with opportunities and tools for active participation, we set up a shared platform for discussion, experience exchange and cooperation.

Starting from February 2014, six public events with different framework and focus were held in different partner countries. This initiative created opportunity for more than 1000 citizens from 6 different states to meet, exchange experiences, start new partnerships, and learn from each other.

The Kick-off meeting was held in Hindas, Sweden, where the first draft of the strategic documents was finalized by the partners and submitted for public discussion.

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The Network structure, priorities, and goals were presented for further discussions and amendment during the workshop in Tenerife, Spain. There, experts in the relevant sectors shared best practices and proposed specific measures for the development of their relevant sectors and the Network as a whole.

As SMEs are in the core of the local communities’ development, their active involvement in the Network is crucial for the achievement of all the objectives and goals set. Therefore, the Cultural Tourism Fair in Malta created opportunities for actors in the fields of culture and tourism to create sustainable partnerships, access new markets, exchange ideas.

The Forum in Greece built upon the results of the Workshop by setting the focus on inter-generational dialogue and active ageing. The event involved all the target groups and the themes were: valorization and continuation of traditional culture; fostering transfer of knowledge and know-how among generations; traditional culture and entrepreneurship.

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The Cultural Tourism Fair was followed by a Festival of Cultures, which created connections among traditional artists and artisans and allowed citizens to taste the cultural richness and diversity of Europe.

It was integrated into the annual international festival of folk music and dance Pirin Folk Sandanski, Bulgaria.

The project was completed by a Closing event in Sepino, Italy, where the project results, the final version of the structure of the Network, its strategic priorities and long-term goals, and action plan were presented to the public.

Citizens have the possibility to keep track of the latest developments of the network through the multilingual website, which was specifically created during the lifetime of the project. It contains up-to date information, detailed calendars of events, a discussion board and all tangible results were and still are regularly published. Moreover, as the project’s main activities were focused on the creation of efficient Network, a “For You� section was created, broken down into thematic sub-sections, containing specific ex-

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planatory articles, discussion topics, announcements, and news. It also contains thematic discussion boards and feedback forms, where citizens are able to give us their feedback and communicate with stakeholders in all of the six towns. Citizens can also join the TECT Network through the social media: Facebook, Twitter and Google +.

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The project events

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The Kick-off Meeting in Hindas, Sweden The Kick-off meeting in Hindas, Sweden was the official Towards Excellence in Cultural Tourism opening event. In the period 19-21 February, representatives of the 6 European Partners gathered in Hindas, Sweden to draft the structure of the network, its strategic

education, as well as artists, artisans and SMEs representatives.

Each of the partners presented their regions, with focus on the cultural tourism offer and the major challenges their respective local communities face. It became clear that for the participating towns the traditions, folk arts and crafts represent important

priorities and short-term (within the project lifetime) and longterm (20142020) goals. The event reached out to the majority of the local stakeholders, involving the direct participation of more than 40 local government officials, experts in the fields of tourism, culture, sustainable development and

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resources from social and cultural perspective and taking action for their valorization and continuation is important for achieving inclusive and sustainable growth both of the local communities and the EU as a whole.

During the three-day long workshops the partners agreed on the importance of developing coherent strategies and products to promote and make use of their tangible and intangible heritage for tourism. The exchange of experiences and knowhow allowed the experts to identify the common ground for cooperation in order to address the needs of this growing sector and distinguish their territories as tourism destinations in the context of globalization. On that basis, the TECT Network administrative structure and its strategies and measures were drafted and submitted for discussion and amendment to the Local Community in the Municipality of Harryda.

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The partners’ representatives and the citizens of Harryda outlined the following major objectives to be featured in the Network’s strategy: • to establish a sustainable network of municipalities, cultural organizations, small businesses and tourism centers; • to promote sustainability, competitiveness and respect of local identities; • to reinforce the sense of European citizenship by strengthening the relations between European local communities.

The first version of the Network’s structure was also drafted in order to be continuously submitted for improvement during the lifetime of the project.

During their stay in Hindas, the international participants had the chance to discover the local culture, arts and crafts, as well as to meet and exchange know-how and best practices with the citizens of the municipality. The meetings in Hindås began with presentation and welcoming of the representatives of the 6 European partners. This was followed by a presentation of the history of Hindås, given by the local citizen Andres Fors. Hindås is well known for being popular winter resort therefore the guests were taken for a walk in the neighborhood and to the old ski jump.

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Later the International coordinator presented a short overview of Härryda municipality and the programme Europe for Citizens. The representatives were invited to the dance hall “Rotundan” where Hindås dansgille did a little performance of their folk dance.

The guests were also able to enjoy a

group from the culture school that played folk music. On the next day they visited stationhouse while the local artist Mia Branzell presented the activities of the culture association in Hindås. Later the guests visited to local cultural sites such as an interior design shop – “Helis hem”, the church, the library and an arts and crafts shop “Gyllene Hinden”.

The afternoon was spent at the stationhouse where many creative, local artists and artisans had made an exhibition for the partners and for the public.

The event was supplemented by: local musicians, knitting, paining, wooden sculpturing and pottery demonstrations. On the last day the representatives were able to enjoy a short sightseeing in Gothenburg city and a visit to the harbor and the opera house.

Following the events in Hin33

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das, the reestablishment of cultural connections and communication among the participants started.

Mr. Bertil Ottertun, a participant in the events in Hindås Station, shared with us some interesting information about a former initiative supported by UNESCO in 1956.

A book entitled “Folk Songs of Europe” contains original songs from nearly all nations within Europe with their English translations. The Bulgarian “Brave Companion” and the Swedish “There is a Tree” were greatly performed at the Hindås Station meeting. “It should be nice to collect that rich folk music for some kind of documentation and sharing”, said Mr. Ottertun.

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The international workshop held in Santa Cruz de Tenerife, Spain The international workshop held in Santa Cruz de Tenerife in the period 26 – 28th March 2014 brought together experts in the fields of culture and tourism development, NGOs and business representatives from Spain, Bulgaria, Greece, Italy, Malta, and Sweden. During the three-day workshop, participants took part in technical visits, conferences, lectures, and meetings with cultural and tourist agents and local institutions in order to exchange experiences and conceptualize common strategies and measures for the development of their cultural tourism offer.

Florentino Guzman Plasencia, the fifth deputy mayor, opened the workshop and explained that “the project seeks to promote municipal cooperation on European level in the field of preservation of cultural heritage ...� He outlined that the project aims to increase the ability of the municipalities to meet the needs of the rapid growth of cultural tourism and to develop appropriate strategies and products to promote in the future.

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Along with Florentino Guzman Plasencia, in the workshop participated the manager of OAC, Jerome Cabrera, and the official chronicler of Santa Cruz de Tenerife, Luis Cola. In addition, the fifth Vice President and Minister of Employment and Economic Development Council of Tenerife, Efraıń Medina, and the Minister of Museums and Centres, Amaya Conde, were part of the delegation who presented to the international participants the management model of Santa Cruz’.

The TECT Network members discussed the challenges in the fields of culture, tourism and SMEs development on local, national and European level, shared the policies, addressing these challenges and identified measures for joint actions in the relevant fields.

The measures agreed were incorporated into the strategic priorities of the Network and published for comments and suggestions from citizens.

The main cultural tourism sites were presented to the international participants, including: the Guimerá, Tenerife Arts Space (TEA), the Museum of Nature and Man Theatre, Castillo de San Juan and Powder House, the Church of San Francisco, the Museum of Fine Arts.

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The workshop was completed with a conference open to the public, involving the European partners, tour operators and representatives of various organizations and institutions. The conference included presentations and discussions on the following topics: Dr. Eduardo Parra, Institute of Political and Social Science La Laguna University, ““Canarias 2020: new tourism paradigms”; Business Association “Zona Centro”; Dña. Aida Cedrés, Director of the Product Engineering Department of Turismo de Tenerife (Tourism development corporation of Tenerife); “Challenges and Policy of the European Union.” Ilina Yakova Municipality of Sandanski, Bulgaria; Mr Julian Zarb, lecturer at the University of Malta, Institute for Tourism and Culture and representative manager of a NGO of sustainable tourism. “The importance of considering community based tourism and local tourism planning for localities on islands”.

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The EU at a glance Culture, Tourism and SME development

Tourism Why worth investing in tourism?

• Tourism is an economic activity capable of generating growth and employment in the EU • Tourism represents the third largest socioeconomic activity in the EU after the trade and distribution and construction sectors (European tourism industry generates over 10 % of EU GDP and provides approximately 12 % of all jobs) • The EU remains the world’s No 1 tourist destination, with around 40% of tourist arrivals around the world due to its: - cultural and historical heritage - natural assets - diversity of sceneries - quality services - good connectivity

Why cultural tourism?

• Cultural tourism is a desirable market as it is high-spending tourism, undertaken by highly educated individuals who stimulate cultural activity in the destination.

• Local residents appreciate the benefits of cultural tourism, such as increased local incomes and support for local cultural institutions.

• The growth of cultural tourism demand has stimulated the development of many new cultural attractions and cultural tourism marketing strategies, as different countries and regions compete for a share of this market. For example, it is estimated that the number of museums in Spain has increased by 100% over the past 20 years.

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Municipality of Sandanski Sandanski has rich tangible and intangible resources, as well as developed tourist infrastructure. Its abundant and diverse natural resources, rich architectural, historical and cultural heritage, as well as its well-preserved folk arts and tradition, are all prerequisites for the creation of a variety of cultural and tourist attractions.

Challenges • Difficulty to promote and distinguish its territory as tourism destination in the context of globalization • Insufficient visibility of its cultural tourism offer • Weak involvement of its rural areas in tourism related activities • Insufficient variety and flexibility of the tourism offer and tourism services providers • Seasonal distribution of tourist movements • Insufficient communication and cooperation among the different stakeholders • Insufficient know-how on effective use of new technologies for promotion and networking • Difficult access of SMEs to resources for development of innovative products and services • Insufficient infrastructure for people with special needs Currently, the tourist services in Sandanski are mainly focused in the area of balneological, wellness and spa tourism. While the sector being well developed, this approach has lead to the concentration of tourism related services mainly in the town of Sandanski and to the limitation of the type of tourists, visiting the municipality.

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Addressing the Challenges • Active restoration of cultural monuments • Valorization of the intangible heritage • Involvement in international cultural tourist routes • Organization of international events • Participation in international tourism fairs • Strengthening the communication and cooperation among the different stakeholders

Challenges and policies in the field of cultural tourism and SME development in Malta Malta has warm climate, sunny weather, and numerous cultural and historical sites. It is a popular tourist destination with more then 1.2 million tourists annually. Malta has rich historical background - over 7,000 years of history and hosts some o the oldest free standing structures in the world. It is also home of 9 UNESCO heritage sites.

National Tourism Policy 2012 – 2016

• The Ministry for Tourism, Culture and the Environment launched the Tourism Policy for the Maltese Islands (2012-2016) and follows the National Tourism Policy of 2007 – 2011 which advocated measures and actions aimed at boosting Malta accessibility, improving the tourism products offered and ensuring that the markets efforts are more effective.

• The challenges Malta’s tourism sector is facing now are different from those in 2007. The framework proposed in the policy document is not only intended to ensure growth but also to strengthen the inter-linkages 40

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with those sectors which provides services in the sphere of tourism and culture. The Government will work close with the European Commission in order to maximize use of EU funds and make Malta one of the top EU destinations.

• The Maltese Government has launched a grant scheme for sustainable tourism projects by SMEs and enterprises (ERDF 135 in 2008).

• It directs public financing to licensed enterprises implementing sustainable tourism projects to strengthen their competitiveness.

• It aims at fostering investment in areas which will make Malta more competitive through investment in marketing and entrepreneurship, whilst addressing Malta’s weaknesses on service quality, product offer and destination awareness through investment in marketing.

• It supports direct and indirect tourism service providers and SMEs. The financial aid will assist the growth and development of tourism and cultural operators.

• The scheme is expected to achieve a number of benefits including: increase innovation in the sector and the development of tourism and cultural practices that are economically, environmentally and socially sustainable.

Challenges • SMEs experience bureaucracy while applying for ERDF or EU funds

Challenges and Prospects of Cultural Tourism in Molise Molise, a charming small region in the center of Italy is a trove of environmental , archaeological and architectural treasures. Its heritage defines the true identity of a simple but enchanting land. A holiday in Molise is Primarily a journey through history, archeology, art and culture.

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• Local inhabitants lack awareness of the cultural and naturalistic heritage so the Cultural tourism is not clearly seen as an important resource for the economic development; • Need to develop the territorial and hospitality marketing, starting strategies that, respecting the territorial vocation and its specific characteristics, will be able to take out a modern and living culture; • The expansion of educational activities and programs of the host specific to people with disabilities; • The calls for reactivation of tender procedures for the granting of hospitality services in museums; • Consolidation and strengthening the presence of the private sector in supporting cultural heritage, within the scientific and the action of the protection of the public part; • In relation to the previous point, facilitative actions, such as the simplification of procedures for sponsorship and the creation of an adequate system of tax benefits; • An active dialogue with the cultural tourism sector, especially in the cities; • Introduce the study of art history at primary school; • Give space to private (non-profit) with the necessary managerial skills in the management of cultural and artistic heritage; • Enhancement of agricultural policies in favor of small producers, who respect traditional knowledge and typifying of our territories; • Restructuring of state and train roads without the new construction of highways; • Valuing small villages and architectural features that set us apart and naturalistic; • Develop a network of farms virtuous, that feed from the bottom a nature tourism and sustainable; 42

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• Reassess the network of “tratturi” (cattle-track); • Develop activities that involve local populations in agricultural and economic processes of the individual municipalities; • To develop micro-economies from recycled agricultural output, which trigger virtuous cycles geared to sustainable tourism; • Retain the population in rural areas.

Santa Cruz de Tenerife In June 2013 the EUROPE 2020 ACTION PLAN IN THE CANARY ISLANDS was published where Tourism sector and the culture has a special and important chapter.

• One of the priorities for the Canary Islands is the smart growth, for example, using our Smart leadership in Tourism. This priority has a double objective; to improve the competitiveness and productivity of the Canary Islands tourist product and to act as a vehicle for product diversification.

• Research and innovation to improve the competitiveness and productivity of the tourist product Canary Islands • Improving the competitiveness and productivity of the Canary Islands tourist product.

• Product diversification based on tourism.

• Construction, technical services and tourism, through worker retraining policies and locating opportunities in the field of restoration and construction, as well as promoting the development of innovative, sustainable and high added value solutions for refurbishing accommodation and developing new infrastructures.

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• Health and tourism, to encourage the development of private sector business in this area, designing attractive products and unique offers taking into account complementarity with the climate and holidays, promoting strategic alliances between the various operators in the health tourism segment, designing tourism packages according to demographic segments and developing products related to nature and sustainability.

In the field of cultural Tourism, The Canary Islands as cultural and environmental point of reference for the mid-Atlantic.

The history of the Canary Islands as bridge between three continents makes it an exponent of multiculturalism. Canary Islands have very different terrestrial and marine ecosystems of valuable ecological richness.

Smart and sustainable exploitation of the cultural and natural heritage of the Canary Islands provides a clear opportunity for business and represents an asset for the development of a knowledge-based economy.

To achieve this, the aim is to: • promote socio-cultural and environmentally sustainable economic development; and • preserve and make the most of the environment.

Canary Islands has a culture strategy. Aspects to be promoted to boost the projection of Canary Islands culture abroad and strengthen cultural industry: • the Canary Islands as a cultural bridge between Africa, America and Europe; • opening up markets for Canary Islands cultural production in the main European centres; 44

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• promoting the Islands as a natural setting; • establishing joint strategies between the areas of culture, economy and tourism to achieve synergies; • supporting cultural and creative agents and industries to stimulate entrepreneurship • reinforcing the education-culture pairing, based on a greater presence of cultural content in the area of education and increased educational vision for cultural services.

Municipality of Harryda Opportunities: Harryda municipality • Beautiful nature • Outdoor activities Challenges: Harryda municipality • Arts and crafts • Cooperation between SMEs, NGOs and • Many enterprises • Close to Gothenburg city local authority • Passing on knowledge between generations • Marketing

Municipality of Agia Greece has signed since 1981 the UNESCO treaty on the protection of monuments and heritage sites of the world, through which numerous monuments have been identified as UNESCO protected.

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Cultural tourism is associated with the tourist movement for purely cultural reasons, ie the visitor wants to understand the history and archeology, the people, the lifestyle, the arts, architecture, food, wine, local products, festivals and events; • This is done through micro-business actions of cultural tourism organizations; through spontaneous visits of tourists not only in exhibitions, museums and festivals but also by contact with the daily life of the locals; • The tourist organizations mentioned above are usually small-scale production organizations that emphasize in monitoring and continuation of traditional ways of food preparation and items construction. They are organizations associated with the organization of holidays in places where the tourist has the opportunity to live like the native inhabitants using the same infrastructure and living under the same conditions; • Agritourism, a structure of economic and social exclusion in areas of mild forms of recreation and tourism. In Greece, there are many unexploited highlands. These areas are characterized as ‘disadvantaged’, since the aging of the population, as the youth leave to seek their fortune in the big cities.

• Agritourism is an opportunity for the country to face the problems of the Greek countryside, substantial and long term, and since they will engage the local farmers, income will return to the local public quantity.

• Cultural tourism can be enriched with specific forms of tourism, such as athletic.

• Gastronomic tourism is one of the biggest trends in the tourism industry worldwide. The gastronomic tourism is the “channel” through which local products are distributed and food culture and gastronomy is projected.

• The gastronomic tourism is booming in Mediterranean tourism market with huge economic benefits to neighboring Mediterranean coun46

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tries, nevertheless it has low implementation in Greek tourism business • The reduced growth of cultural tourism in Greece has been influenced by a number of factors: • Archaeological and other cultural areas still lag behind in infrastructure (access, roads and other networks ) and the organized services that they offer. Even in prominent places, such as the Acropolis and Knossos, the visitor is uncertain that he will find a place open to visitors, is unable to make a reservation in advance online, there is no management of the number of visitors, creating an image of confusion and lack of organization.

• Museums which are increasingly sensitized to offer enhanced services have turned their attention to the more attractive methods utilizing cultural marketing / management. Sufficient information for the common foreign languages is not present in all cases and no additional exhibitions are organized during the summer months to cater to foreign visitors with special interests.

Challenges in Europe • preserving natural and cultural resources • limiting negative impacts at tourist destinations, including use of natural resources and waste production • promoting the wellbeing of the local community • reducing the seasonality of demand • limiting the environmental impact of tourism related tran port • making tourism accessible to all • improving the quality of tourism jobs.

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Action Framework To Meet The Challenges Stimulate competitiveness in the European tourism sector • Promoting diversification of the supply of tourist services –thematic products; transnational synergies • Developing innovation in the tourism industry - access of SMEs to the relevant financial instruments • Improving professional skills – training, mobility of workers • Encouraging an extension of the tourist season – through voluntary tourism exchange mechanism (low income travelers) and voluntary online information exchange mechanism (schools) • Consolidating the socioeconomic knowledge base for tourism – research and monitoring of consumer satisfaction and needs Promote the development of sustainable, responsible and high quality tourism • Develop a system of indicators for sustainable management of destinations • Develop a label for promoting tourist destinations.

• Organise awareness-raising campaigns for European tourists • Develop a European ‘Qualité Tourisme’ brand to increase consumer security and confidence in tourism products • Facilitate identification of risks linked to climate change to avoid loss-making investments, and explore opportunities for developing alternative tourism services.

• Propose a charter for sustainable and responsible tourism and establish a European prize for tourism.

• Propose a strategy for sustainable coastal and marine tourism.

• Establish or strengthen cooperation between the EU and the main emerging countries 48

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Consolidate the image and profile of Europe as a collection of sustainable and high-quality tourist destinations • Create a true ‘Europe brand’ in cooperation with the MemberStates to complement promotional efforts at national and regional level and enable European destinations to distinguish themselves from other international destinations.

• Promote the visiteurope.com website in order to increase the attractiveness of Europe as a collection of sustainable and high-quality tourist destinations • Encourage joint promotional actions at major international events or large-scale tourism fairs and exhibitions.

• Strengthen European Union participation in international bodies, particularly within the context of the WTO, the OECD, T20 and Euro-Med. Maximize the potential of EU financial policies and instruments for developing tourism • European SME instrument • Education and mobility of workers through Erasmus+ • Horizon 2020 – research and innovation programme • Creative Europe – new opportunities for the European creative sector • European structural funds (ERDF, ESF), the European Agricultural Fund for Rural Development (EAFRD), the European Fisheries Fund (EFF), etc.

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Tourism Preferences of Europeans towards Tourism EUROBAROMETER 392

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Europe for Citizens With the support of the Europe for Citizens Programme of the European Union

Preferences of Europeans towards Tourism EUROBAROMETER 392

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Most-used sources of information for planning a holiday EUROBAROMETER 392

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Preferences of Europeans towards Tourism EUROBAROMETER 392

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TECT Project Workshop Santa Cruz de Tenerife 26 to 28 March 2014 Cbt – Rediscovering Tourism Through Its People And Culture, Julian Zarb Resident Visiting Lecturer – Institute Of Travel, Tourism And Culture SCOPE OF STUDY • Understand the process and implementation of a local tourism plan based, primarily, on re discovering this sense of belonging in communities; • Understanding the society and community not just in terms of what they want for their locality also in terms of what they are ready to do to achieve those aspirations together.

POLITICALLY CORRECT? • Development strategies to protect inner cores that seem to have been forgotten or have been adjusted “in the name of progress and the community”; • Mainly a time consultation is simply the act of satisfying some official or Government Ministry that they have “done their duty”.

THE STUDY – RESEARCH BASIS • Four stages for undertaking the research • Three pilot communities to represent an urban, rural and coastal locality • Whether there is generalizability in the process and implementation of any local tourism plan • Whether there are different and varying expectations and level of inclusivity by the residents • What the benefits of any inclusive plan implementation could have on the community.

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TOURISM ACTIVITY • Quantitative Aspects - Examples of Indicators: Industry based, Bed nights, Revenue, Arrivals • Qualitative Aspects - Examples of Indicators: Socio-Culturally based, Interpretation, Hospitality, Integration, Relationships STAGES OF FIELDWORK • Scoping Meetings • Focus Groups • Workshop • Conference FOCUS GROUP TOPICS • Civic Pride (Identity and Character ) • Uniqueness and Authenticity (USP) • Responsible Tourism (An inclusive and relational experience)(Developing the host-visitor relationship) • Sustainability (comparing the negative and positive impacts from tourism in terms of social, environmental, economic and cultural) • Planning (Management style : top – down or bottom –up? Steps to undertake and checking progress and review) WHY PROCESS AND IMPLEMENT A TOURISM PLAN? • Promoting an island based on the mainstream attraction of Leisure and coastal entertainment • We have “created” a number of niches – areas of touristic specialization which have given this industry a somewhat cluttered perception • More of a revival of what this activity can do for the common benefit of all • Not the result of a “Top Down” policy implementation but through sincere dialogue 55 8

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SUSTAINABILITY • Dialogue • Trust CBT AND THE EFFECT • Responsible Tourism for the host and visitor • Wider stakeholder benefit • A perennial destination rather than one dependent on the mainstream or seasonal experience • Real, authentic and unique experiences rather than pseudo, commercially-driven and short lived trends • Better quality of life for the host and visitor community.

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The Cultural Tourism and Active Ageing Forum in Greece The 3rd meeting of the TECT Network was held in the Municipality of Agia, Greece, 4-6 June 2014 on the theme of ‘Cultural Tourism and Active Ageing “. The main purpose of the forum was to exchange experiences and best practices for both the development of new methods for the social inclusion of older people and their participation in the development of cultural tourism, and solidarity and dialogue between generations, as well as to help seniors and young people to learn from each other. The history, culture and tradition of the Municipality of Agia and practices in the field of cultural tourism in relation to active ageing, European policies for active aging and economic growth, alternative strategies for the sustainable development of tourism, tourism based on local communities and the importance of active stakeholder involvement are some of the topics that were presented and discussed during the three-day long forum. The meeting brought together a total of 30 international participants, representatives of the Network members, who had the chance to meet and cooperate with over a hundred local participants – local authorities, business, NGO representatives, 57

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seniors, youth, citizens, artists, artisans, cultural organizations and institutions.

During their stay, the international participants visited historical sites such as Panteleimon Monastery and the Castle of Velika, and thus, got to know firsthand the local cultural tourism offer, the management and development of the cultural tourism sites and attractions.

The first day of the forum took place at the Cultural Center “Pupa” in Agia, where the following topics were presented and discussed: “Archaeological sites and monuments. Emergence and recovery “Stavroula Sdrolia Archaeologist 7th Byzantine Antiquities; “History and Tradition. Promotion through the General State Archives’ Catherine Smith, Historian General State Archives, Local file Agia; “The sustainable development of alternative forms of tourism destinations Case Agia” Elizabeth Hatzinikolaou consultant on Tourism of the Central Union of Municipalities of Greece; “The importance of the involvement of interested parties to tourism based on local communities” Julian Zarb, Lecturer International 58

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Tourism development at University of Malta. The second and third days of the forum were held in Agiokampo hotel Golden Beach where the topics covered during the forum included: Cultural Tourism and Active Aging: Intergenerational Dialogue and Cultural Tourism and Active Ageing: social integration of seniors.

Active Ageing, Solidarity between Generations and Economic Development in the EU Active Ageing and Solidarity between Generations Concept • Help people to stay at work longer and encourage them not to retire too early; • Combat social exclusion among senior people by encouraging them to participate actively in their communities at local and regional level and to engage in active citizenship initiatives at the national and European level; • Prevent dependency.

Challenges in Europe associated with population ageing The challenge is to make the most of the enormous potential that we harbour even at a more advanced age.

• Employment – as life expectancy increases across Europe, pension ages are rising, but many fear that they will not be able to stay in their 59

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current jobs or to find another job until they can retire on a decent pension.

• Participation in society – retiring from one’s job does not mean becoming idle. The contribution of older people to society as carers for others, typically their own parents or spouses and their grandchildren is often overlooked and so is their role as volunteers.

• Independent living – our health declines as we grow old, but a lot can be done to cope with this decline.

And quite small changes in our environment can make a big difference to people suffering from various health impairments and disabilities.

What can the EU do?

• Ensure adoption of a European Directive on carer’s leave to support workers who provide informal care to dependent relatives; • Agree concrete employment targets for older workers and support the development of initiatives supporting active ageing and intergenerational solidarity.

• Guarantee adequate and sustainable pension schemes in all Member States and adequate health and dependency insurance for older men and women; • Develop a legal framework requiring all public and private entities to apply common accessibility criteria and promote a “Design for All” approach to include the needs of all people in society; • Provide more support for health promotion and prevention in future public health programmes.

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Active Ageing in the Context of TECT Network Valorization and continuation of traditional culture • Raising the awareness of the utility of traditional culture and seniors • Exchanging know-how and best practices for preservation and continuation of traditional culture; • Integration of traditional culture into the tourism offer– a source of funding for preservation and conservation.

Fostering transfer of knowledge and know-how between generations • Youth learning from the seniors – the natural continuation of tradition; • Seniors learning from the youth – innovative practices and new technologies.

Traditional culture and entrepreneurship • Meeting traditional culture and business; • Promoting traditional culture, arts and crafts beyond national borders – reaching new markets; • Creating synergies – facilitating the growth of startups; 61

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The TECT Project : 3 to 6 June 2014 Meeting and Study Visit to Greece The Challenges of consistency and commitment in local tourism planing by The Key Stakeholders.

Analyzing the facts and determining some practical solutions Julian Zarb - Institute Of Travel, Tourism And Culture Over the last fifty years, the policies for tourism focused on making the islands an idyllic sun and sea resort in the Mediterranean, and indeed, for a long time this was indeed the case; with little in the way of competition, Malta and Gozo were looked on as the last bastion of British Holiday destinations for the Mediterranean. The Italconsult report (1963) outlined the way forward for the industry from 1963 to 1972; the years ahead from 1963 to 1969 came to be known as the “Boom Years” and there was an eclectic feel about the economy, the infrastructure and the way the Maltese developed socially and tourism became synonymous with those years. Brochures for the new hotels along Sliema’s fashionable promenade showed a different picture to the one that had been displayed before the war – no longer were the sepia photos of Valletta’s icons such as St John’s Co Cathedral or Kingsgate or even the Mdina skyline – now it included summertime scenes – tiled pool sides, sandy beaches with the white breakers just beyond the shoreline; very soon Malta and Gozo became the stereotype for a relaxing and entertaining family holiday in summer – not many of the visitors worried too much if they did not catch a glimpse of the villages and towns beyond their hotel pool sides, nor did they bother with educational tours around Valletta – Malta was fun, near the sea in the sun and what was more, in the sixties, it was in the sterling area, meaning it was cheap for many of the 95% of visitors from the UK. People whose livelihood had depended on serving the British military services in the many bars and restaurants around the island or who had 62

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been employed by these services in the catering corps of these services soon shifted their expertise to the new industry. In 1967 a new Catering School was opened and, for the first time, this included courses focused on the operational work in hotels and catering establishments – kitchen management , cookery and hotel management but it also included restaurant service and bar service.

There were mixed feelings about tourism in Malta and Gozo. In a survey carried out among local residents about their attitudes to tourism (Zarb: 1998), in an analysis of the cross tabulation of responses across electoral districts, the overall attitude to respondents gives a clear indication that residents do acknowledge the tourism industry as a necessary economic generator, although, in reply to the statement : “I feel that my standard of living is largely due to the tourism industry in Malta”, respondents coming from tourist areas tended to agree less to this statement (52%) while those from other parts of the island agreed with this statement more (62%). In the same study there were 18.5% of respondents who claimed to work directly for the tourism industry (the average percentage for employees working directly in 1995 was 6.88%) and it was concluded, from this result, that the reason for this result lies in the interpretation of the word – Tourism. It seemed that many more people claim a living from the tourism activity than those persons employed in the hotel, accommodation and catering establishments.

In a presentation titled: “Building a Culture of Civic Awareness as the basis for Sustainable Development for Tourism with particular reference to the islands of the Mediterranean”; The scope of this initial study was to provoke further research into the effects of tourism on the host communities of small island states. There were a number of factors that prompted the subject of this doctoral research, these included: • Many Governments and Authorities tend to include tourism on their political and strategic agenda as a means of boosting the economic resil63

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ience and employment opportunities for their workforce. The process of implementation, though, tends to remain top down rather than a process through the various stages of consultancy.

• The recognition that the people are the main players in this socio-cultural activity that is tourism.

• The question of authenticity is another issue that concerns the success of the implementation of civic pride in building a sustainable tourism activity. In the previous section, the case of Interlaken was cited through the study of the development of tourism in that region. It was stated how important it is to focus on the authenticity of events, festivals and tradition. This issue may be relevant to Malta and Gozo where it has already been shown what depth of penetration the islands have through tourism.

This, together with the concept of economies of scale may be one reason why every opportunity should be followed to benefit, in economic terms, from tourism.

• There are a number of fragile issues that are affected by tourism and can also affect tourism, these include the natural environment and the sustainability of the economic situation.

If Malta and Gozo is to complement the broader Mediterranean attractiveness, in terms of the Culture, History and Heritage of its countries and communities then it is important to identify those gaps that are particularly hazardous to the sensitivity of an island that has attracted visitors for centuries not, because of the sun and sea effect but because it holds within its borders a “living history” that is fanned by the consistent “fading echoes” in every town and village ; these do not just include the somewhat potted history that is promoted at the present moment but reverts back to the history of its people, its nature and its heritage.

The word, Tourism, always brings a strong feeling of positivity to a number of people and organizations - they see this activity as the proverbial 64

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“cash cow”, to be revered for its sacred powers of making everyone rich quickly! The problem is, these people do not realize that there is no “Get rich quick” phenomenon when it comes to tourism. Tourism success depends on the level of human resource, infrastructural and marketing investment that is ploughed into the sector. Here again, many of these investment opport nities are often seen as costs rather than potential incentives to added growth and value for tourism.

Traditionally, tourism benefits those stakeholders who provide direct services and products to the visitor - hotels, airlines and the travel agent or operator ( today this definitely includes the online booking engines) but, rarely, do we involve those suppliers who form part of the multiplier effect; in fact, tourism is often subdivided into sectors - Incoming and Outgoing, Travel and Accommodation or even five star , four star and three star classifications. We have learnt to “pigeon hole” the visitor according to these sectors and classifications; tourism has, indeed, become an activity we measure through quantitative methods. On the other hand, one way in which we can acknowledge the qualitative factors of tourism and bring about an element of consistency is through inclusiveness - acknowledging all stakeholders through the broad element of tourism - this includes three key stakeholders : the local authorities, the local Buisness community and the local community. The important factor here is that all three stakeholders work together and deliver a holistic service and product to the visitor and to tourism. This means we need to adopt a strategy of community based tourism, looking at the people aspect of the activity rather than at the socio economic benefits alone. By developing this more “human” aspect of tourism, we can understand who is involved in tourism, who is a direct beneficiary and who is a multiplier effect beneficiary.

Local Authorities can be subdivided into different levels - those at a national level and, therefore, more concerned with national rather than local developments and local authorities who are interested in the regional 65

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and parochial developments. Here it is a question of resource allocation.

Historically, in Malta and Gozo, and, indeed, most countries it is the national authority that is allocated the lion’s share of the budgetary distribution, meaning that the parochial or local council authority has to work within tight economic boundaries, most times, juggling between project priorities and basic services for residents! It is interesting to note that in a recent study carried out by the National Audit Office in Malta (2012) those areas of concern were more the operational and day-to-day undertakings for addressing the financial position of local councils. Again, this also indicates that local councils still have a strong preference for paternalism and parochialism.

This challenge to the allocations of economic resources for local councils has also brought about a greater challenge in human resource allocation and, even more serious, the allocation of projects against the provision of basic civic services! It is these challenges that create a conflicting situation when it comes to determining the priorities within localities, such as tourism planning.

CHALLENGES FOR THE BUSINESS COMMUNITY This is about ensuring that the business community goes beyond the reactive strategy of Corporate Social Responsibility and creates effective policies into the “forging of new ways of thinking about businesses” (Freeman/Harrison/Wicks/Parmar/Colle:1). Businesses are normally developed on addressing basic and “added value” needs for communities and societies. Local Tourism planning is not about building empires or enclaves within which only a selected few will benefit, it is about offering the opportunity to local communities and entrepreneurs, it is about offering those who are interested, a rod with which they can fish; it is not about supplying the fish!

Small communities have the opportunity to offer unique and authentic 66

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experiences when it comes to Indigenous aspects such as local cuisine or crafts and local food produce, the secret here is to allow the community to organize itself as some kind of cooperative, it is important this is not a bureaucratic “Frankenstein” delivered to the community as a ready-made package; rather it should be developed by the business community or by those in the local community who wish to offer that unique and authentic experience without the over commercialization that formal organizations and businesses look for in terms of economic measurements for success and failure.

CHALLENGES FOR THE LOCAL COMMUNITY In a study carried out by the UNWTO in 2002 (ENHANCING THE ECONOMIC BENEFITS OF TOURISM FOR LOCAL COMMUNITIES AND POVERTY ALLEVIATION) a clear definition for Community based Tourism was described thus : “Community-based tourism approaches result in local residents being able to control tourism development in their areas and receive the direct benefits of tourism, while encouraging their support of local conservation initiatives”. Before expecting that the implementation of this very basic and obvious function will be successful, it is important that there is clear and consistent communication based on two key functions : Honesty and Trust. The community has to accept this concept and take full ownership of it; it is of no use imposing or leading such initiatives in a “Top-Down” strategy. It is also important that one understands the community: the Culture, Character and History. Meetings should be informal, although the organization of some structured and formal meetings may help in coordinating the process and should lead to effective consistency. There are number of opportunities for including local communities as part of tourism activity which have been reiterated in this study, such as : Ecotourism, Arts and Crafts Tourism, Agrotourism. However, before these activities can be discussed 67

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with the villages or localities interested in promoting tourism, there has to be agreement as to how much tourism and what type of tourism the locality would like and can take, sustainable. Initial meetings with the key stakeholders here - the travel organizers, the local councils and the tour guides should create that sense of honesty and trust which is so necessary if the next stage is to be successful. To establish this first stage, there also needs to be commitment from all concerned, so many times, during this study, there have been moments when one or other of the stakeholders was not available - despite a passing interest in the concept of local tourism. The need to educate and create opportunities for a broader tourism activity to ensure that important inclusivity by all stakeholders, including the local community, can be a challenge. Primarily, this challenge emanates from a hereditary influence of parochialism that is emphasized, somewhat, by strong doses of paternalism. Cutting through these influences needs a continuous effort generated from a commitment to work in complete harmony with stakeholders and building that much needed quality of trust and honesty.

THE DILEMMA AND CHALLENGES FOR LOCAL AUTHORITIES Local Councils are seen as those representative authorities for local communities; but there is one very serious issue here - participation in civic affairs by the communities, in Malta and Gozo, are weak and unpopular. During a recent study, as part of my doctorate research, I had one to one scoping meetings with the mayor, executive secretary and tourism councillor for three specific localities representative of the urban, rural and coastal areas in Malta; the replies in all these cases to the question of representation of the local council about community ideologies and commitments remained unclear and rather blurry, it was obvious that the key persons within these localities preferred to take decisions without the need for full consultation processes, and I would like to emphasize that I 68

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did use the word - FULL consultation as opposed to the kind of consultation that seemed to be preferred, which involved a small sector of the community and was normally organized at the very beginning and the very end of a particular community project, this rather patronizing event, really served to give the impression that consultation was a key element of the whole project process. When the concept of local tourism planning is suggested, the local council is the first organization that is very much considered a key stakeholder, there is an element of enthusiasm at the idea that a non traditional locality with a particular characteristic and authentic air of uniqueness can also benefit from tourism, but the process needs to be facilitated but not driven completely by experts in the field; most times the enthusiasm is manifested through individual and isolated activities - traditional festivals promoting food, crafts, culture and even music. The challenge now is to integrate these isolated instances together and create a strong sense of local tourism policy and strategy for see localities.

UNDERSTANDING THE ROLE OF LOCAL COUNCILS IN TOURISM PLANNING Local councils are normally set up by Parliamentary decree and have a framework based on democratic representation of the community.

Councils are not just responsible for the upkeep and investment to the infrastructure but , as well, for the added value and services which will bring sustainable economic benefit for a locality. In a publication by the European Commission (DG Enterprise - Tourism Unit: Using Natural and Cultural Heritage to Develop Sustainable Tourism in non Traditional Tourist Destinations : Brussels 2002 - 6:43) the role of local authorities or councilsdoes not just concern the administrative and bureaucratic aspects of management but : “They are a vital component of any tourism development initiative and often the most appropriate to initiate and steer the 69

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development process�. Certainly in my research study with the three local councils which have been chosen there was a certain amount of enthusiasm by the councils for enhancing the tourist experience within the locality, but this enthusiasm often fell short of full implementation because of the question of resource allocation - financial and human resources.

SOME RECOMMENDATIONS In conclusion, the study should be looking at the possibility of developing regional or local expert groups to facilitate the development of tourism within local councils; groups that are not extraneous to the community, but groups that are clearly representative of the key stakeholders - the local authority, the local Buisness community and the local community itself; groups that are open and who believe in a continuous and consistent consultation process; groups who include a dedicated team of management experts in tourism who can facilitate the implementation process together with the stakeholders. Local councils cannot be seen as the “Jack of all Trades� who have to manage a plethora of services and initiatives, they should concentrate on the development of a strategy and policy in terms of time frames and the social, economic and environmental aspects while they will need these external facilitators to ensure the appropriate execution of these policies.

CONCLUSION The objective of local tourism planning and policy development is twofold : 1. To broaden the ownership of the tourism activity from , purely, an industry based on the traditional stakeholders and beneficiaries to one that involves a number of sectors within a society.

2. To create a value driven experience for visitors to a destination , not based on the traditional mainstream markets but more in the authentic 70

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and unique experiences.

To achieve this level of tourism needs three critical factors : commitment.

Prioritization and credibility. To attempt such an operation without these factors would mean assigning the project to a short life cycle without the full stakeholder commitment. Prioritization is important in ensuring that the process is effective and SMART in its outcomes while it needs to have credibility both with the local community as well as the visitors. Local tourism planning is not about producing scientific management reports but of incorporating and including all stakeholders...it is about you and I benefitting from tourism together.

Best Practice: Seniors volunteers at Museums of Tenerife The program “Senior Cultural Volunteers to teach museums and cathedrals of Spain to children, youth and seniors� was born in the heat of the European Year of Older People and Solidarity between Generations instituted by the European Union in 1993. Since then, a large number of museums around the state have benefited from the valuable contribution of this voluntary transmission of information on its walls enclosed content. Museums of Tenerife joined this initiative in 1998. In this cultural training program is essential, so that these volunteers have had to overcome a series of courses, theoretical and practical, taught by the museum staff. Currently, of the sixteen members of this group twelve are showing the Museum of Nature and Man and publicizing the natural wealth of the islands visitors; and the other four walking, usually, the rooms of the Museum of History and Anthropology 71

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of Tenerife guiding and accompanying visitors who prefer to learn a little more about the history of the island and enjoy an old house. This initiative is a unique opportunity not only for those over sixty who have much free time and desire to remain active, but for the visitors themselves, too, benefit from the experience with the knowledge and enthusiasm of this group, which altruistically, actively contributes to the spread of culture and knowledge that is contained within the walls of our museums. This is a way to break the isolation of this neglected sector of the population, not just putting them in touch with others of the same age but integrating them with the diverse group of visitors who flock to museums daily, also contributing in this way, the generational exchange.

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The Cultural Tourism Fair in Malta The Cultural Tourism Fair was the forth project meeting of the TECT Network, which was held in Malta in the period 2nd – 4th July 2014.

As SMEs are in the core of the local communities’ development, their active involvement in the Network is crucial for the achievement of all the objectives and goals set. Therefore, the main focus of the international fair was the creation of opportunities for the actors in the fields of culture and tourism and create sustainable partnerships, access new markets, exchange ideas. The Cultural Fair brought together artisans, local authorities and small and medium enterprises representatives from all participating in the Network countries.

During an open for the general public event was presented the Europe for Citizens programme, as well as the Towards Excellence in Cultural Tourism project objectives, achieved results and meeting agenda.

During the workshops, the cultural tourism in Malta was presented by Dr Nadia Theuma, a Senior Lecturer in the Institute for Tourism, Travel & Culture, University of Malta.

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Mr Jullian Zarb’s presentation on the “Cultural Tourism Impact on Local Development and SMEs was followed by a discussion and the representatives of the different sectors, and citizens shared their opinions, experience and needs. Graziella Vella, V18 Foundation presented the Valletta European Capital of Culture 2018 strategy before the audience. The section covering the promotion of the local products, arts and crafts was opened with a presentation by Lisa Grech – the president of “The Malta Artisan Market”. It was followed by presentation of each partners’s traditional local products, arts and crafts. Lili Vasileva – a representative of the Local Governmental Association Malta presented GRISI+: presentation of GPs for promotion of local products and SMEs using ICT. The main goal of the GRISI PLUS is to improve the effectiveness, modernize and enrich public rural development policies in partners’ regions by increasing the use of geographical information and geomatic tools promoting local products. After the workshops the delegates had a technical visit to the main cultural sites of the island with a focus on their maintanance, 74

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management, and promotion.

The second day of the project event started with a demonstration of good practices of a successful local SME through a visit of the Maypole bread and pastry factory in Qormi. The good practice was presented by Mr Carmel Debono - owner of the enterprise and was followed by degustation

of the products.

The Cultural Tourism Fair was organized in the Birgu Local Council building, where they had the chance to present local products, crafts, food, etc. The fair also included: • excibition of traditional arts, crafts and products • degustation of local products • networking between representatives of artisans from the partners regions • presentation of traditional music and videos from Sandanski, Sepino, Harryda, Agia, Tenerife and Malta • Knights of Malta experience-live performance.

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The fair resulted in promoted local goods, art and crafts, established new partnesships and synergies among participants and visitors.

During the third day of the international event the partners and locals held discussions on the following topics: - SMEs: key actors in the promotion of traditional arts, crafts, food - SMEs: key actors in the development of the TECT network - the network objectives and short/ long term priorities - new funding opportunities - upcoming events: Bulgaria and Italy The event was closed with a plenary discussion on the results of the Cultural Tourism Fair and conclusions.

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Best Practice example: Molise Region and SMEs

Demography • The region of Molise, located in central-southern Italy, is the second smallest of the Italian regions and encompasses 136 municipalities (around 100 under 1.000 inhabitants) • The region covers 4,438 km² and has a population of about 320,000.

Molise is an area traditionally rural, mainly mountainous, with an access to the Adriatic coastline, characterized by low density of population.

• The density of the population in Molise is well below the national average: Molise: 72.3 inhabitants per km² ; Italy: 198.8 per km².

• The biggest city is Campobasso with around 60.000 inhabitants.

History • Its rich Samnite and Roman heritage’s, the churches, castles and historical centers offer to visitors an authentic view of life in Italy’s countryside.

• Even if far from the main economic and cultural centers ( Naples and Rome), during the XVI-XVII and XVIII century, some barons have realized significant cultural and artistic sites in their castles.

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• The presence of “tratturo” (cattle-tracks) on the entire regional territory, pre-existing to the samnites, has directed the economical, cultural and social development of the region until the middle of XX century.

Economy • Agriculture, involving small and micro holdings, is currently offering high-quality products like wine, cereals, olive oil, vegetables, fruits and dairy products.

• Though there is a large Fiat plant (Termoli), the industrial sector is dominated by the construction industry with small and medium-sized enterprises.

• Another important industry is food processing: pasta, meat, dairy products, oil and wine are the traditional products of the region.

• In the services sector the most important industries are distribution, hotels and catering, followed by transport and communications, banking and insurance.

• With few exceptions, in all sectors enterprises are small, and this explains the difficulties encountered when marketing products on a national scale.

Tourist sector

• At the end of the second quarter of 2011, in the Molise tourism sector was composed of 2,166 registered enterprises, accounting for 6% of the regional entrepreneurial and 14% of the tertiary sector.

• The catering is a major component of tourism in terms of number of enterprises (48.6%) followed by the Bar and other commercial activities (38.8%).

• The latest available data, updated to the second half of 2010 show that only 0.6% of the Italians, who opt to remain in Italy for their main hol78

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iday, choose the Molise. Molise is a region with less tourist attraction in Italy.

• For the year 2009, in all the accommodations, arrivals were 185 116 (-5.3% compared to 2008), of which 172 485 Italian (-4.5%) and 12,631 foreigners (-14.2% ), while the presences were 602 526 (-8.6%), 555 700 from the Italian regions and 46,826 foreigners.

Dairy industry • The SME’s sector is composed of around 100 micro and small producers; • The Molise dairy production is starting to get known on the international market but there is a lack of network; • On the national market the Molise dairy production is recognized like one of the Italian best mozzarella.

Truffles production • Molise provides around 60% of the national truffles production;- The truffles elaboration is managed by micro-enterprises; • The lack of lobby among the micro-enterprises doesn’t allow to approach the national and international market with the brand of “Molise Truffle” 79

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Wine production • The SME’s environment is composed of micro and small producers; • They are working together for the valorization of the only local vine variety «Tintilia» and for the bio production.

Worldwide excellence

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The EU at a glance Culture, Tourism and SME development

Why worth investing in culture?

• It significantly contributes to economic growth, employment, innovation and social cohesion; • It safeguards and promotes cultural and linguistic diversity and strengthens the competitiveness of the cultural and creative sectors; • Employment in the cultural and creative sectors proved more resilient than in the EU economy as a whole; • Some cultural sectors have a higher percentage of youth employment than the rest of the economy.

Challenges in Europe • The digital shift and globalisation, leading to the emergence of new players, the coexistence of very big structures with micro-entities, a progressive transformation of value chains and evolving consumer behaviour and expectations; • Access to finance remains a major difficulty:the banking sector does not have the necessary expertise to analyse business models in these sectors and does not adequately value their intangible assets; • High fragmentation along national and linguistic lines: While the resulting cultural diversity is a clear European asset, this leads to limited transnational circulation of cultural and creative works and operators, geographical imbalances and a limited choice for consumers; • Limited scope for synergies: the cultural sectors and policies are still often organised in sectoral silos, limiting the scope for synergies and the emergence of new solutions and businesses.

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Turning challenges into growth and jobs opportunities Key policy drivers • Addressing changing skills needs • Improving access to finance • Enlarging the marketplace: new partnerships and business models • Expanding international reach • Reinforcing cross-sectoral fertilisation

How does the EU address the challenges?

• Helps the cultural and creative sectors to seize the opportunities of the ‘digital age’ and globalization; • Enables the sectors to reach their potential so that they can contribute to the Europe 2020 goals for sustainable growth, jobs and social cohesion; • Opens up new international opportunities, markets and audiences Builds on the success of the MEDIA and Culture programmes.

How does the EU support culture?

• More funding for artists and cultural professionals to develop their skills and to work across borders; • More funding for transnational cultural activities within and outside of the EU; • Support schemes tailored to the specific needs of the audiovisual and the cultural sectors in the EU Easier access to private funding through guarantees; • Increase banking expertise in the cultural and creative sectors; • Develop Europe’s competitiveness in culture and film while safeguarding cultural and linguistic diversity.

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What does the EU fund?

CREATIVE EUROPE PROGRAMME Transnational Cooperation Projects • Up to 250,000 artists and cultural professionals supported to work together across borders • Cultural workers offered opportunities to gain skills and knowledge Networks & Platforms • Networks supported to help strengthen the capacity of cultural players to operate transnationally • New platforms to showcase emerging talent and stimulate Europe-wide programming of cultural and artistic activities Literature • Grants for the translation of more than 4,500 literary works • Thousands of booklovers to discover and enjoy literature from other European countries in their own language

CREATIVE EUROPE PROGRAMME MEDIASub-programme-supportingEurope’saudiovisualindustries • Training & Development Support • Thousands of audiovisual professionals to attend training activities • Support for the development of feature films, animation and documentaries for cinema, TV or digital platforms • Support for video games development • Distribution • Funding to support the circulation of more than 800 European films 83

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across borders • Support for cinema networks to enable 2,000 cinemas to devote half their screens to European films • Audience Development & Festivals • Support for more than 80 European film festivals per year to promote European films • Funding for cross border cooperation between film literacy initiatives • Screening events to raise interest in successful European films

What does the EU fund?

CREATIVE EUROPE PROGRAMME • Cross-sectoral Strand • €121m for a Guarantee Fund to facilitate loans to cultural and creative enterprises and organizations • Support for piloting projects bridging different cultural and creative sectors Prizes awarded that celebrate: • Europe’s emerging authors of fiction • The excellence of European architecture • Outstanding examples of cultural heritage care • Emerging talents in pop, rock and dance music • The best European films European Capitals of Culture • Each year 2 to 3 cities bear the title of European Capital of Culture to celebrate the diversity and common features of cultures in Europe, and to use culture as a factor of their socio-economic development.

European Heritage Label • European Heritage Label awarded to sites that have symbolic historical value for the European integration process.

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The Festival of Cultures in Sandanski The Municipality if Sandanski, Bulgaria hosted the fifth project event the Festival of Cultures, which took place in the period 6th - 8th September 2014. It was integrated into the Annual International Festival Pirin Folk Sandanski. The main goal of the project event was to create connections among traditional art-

ists and artisans, and to allow citizens to taste the cultural richness and diversity of Europe. The event brought together 34 international participants and over 150 locals.

The project event was also enriched through the participation in all project activities of four representatives of Education, Research & Consultancy Center – a non-governmental organisation from Lithuania with a major focus of activities in the fields of cultural and innovative tourism, civil society issues. The conference included presentations by all partners, and discussions, of their intangible cultural heritage; a presentation of the trends in European culture and tourism , 85

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and a discussion in reference to the future development of the TECT Network; a round table and discussion on the challenges and opportunities for entreprenourship; the TECT structure and objectives were further enriched with the expertise of the participants and once again published for discussion. A valey of artists and artisans was also organised during the festival days in the city park of Sandanski.

It brought together artists and artisans from all 6 participating countries, allowing them to exchange experiences and discuss opportunities and challenges they encounter in their professional activities. it also allowed to establish connections and discuss future partnerships with their colleagues comming from different parts of Europe. The event also attracted the attention of the citizens and guests of the town of Sandanski, who had the chance to enjoy and discover traditional arts and crafts of 6 european countries. Artists from the partnering countries also took part in the musical program of the festival. Performers from Sweden, Greece, Malta and Italy contributed to the festival program, presenting the rich cultural heritage of their countries to the audience. The audience inSandanski had the chance to enjoy folk dance from Greece, traditional bagpipes from Italy, as well as folk music and singing from Sweden and Malta. The event was closed by a Gala Dinner in the Festival venues in Sandanski.

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Trends in the European Cultural Tourism Market From Cultural Tourism to Creative Tourism

• Emphasis shifts from tangible to intangible culture; • The basic experience consists of an exchange of knowledge and skills between host and guest; • Produces a more locally driven, equitable and more “authentic” form of cultural tourism; • Beneficial, as for local economy, as well as knitting communities together and revitalizing local culture.

Drivers:

• Developing distinctiveness on the basis of intangible culture - establishing a link in the mind of the visitor between particular manifestations of culture and creativity, and specific locations; • Social and economic trends, such as the shift towards more individualised production and consumption, the desire for experiences, skill development and/or creative challenges; • Further involvement of local communities; • Demand for new experiences, skills and knowledge.

Challenges in Europe • Problems in creative tourism development lie not in the supply of creative attractions but in the articulation between attractions providers and the tourist market: promotion, packaging, management and human resources; • Underestimated importance of community-based planning of creative tourism; • Increasing popularity of cultural tourism leads to widespread use of 87

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similar “cultural economy” strategies posing problems of serial reproduction effects or the copying of culture; • The cultural tourism market based on “sites and monuments” is exhausted, therefore ‘traditional’ tangible cultural resources need to be complemented with intangible features of culture, such as lifestyle and atmosphere.

Turning challenges into growth

• The involvement of a wider range of actors and cultural resources requires new models of management and marketing: networking and clusters on local, regional, national and European level; • Active involvement of local communities into all stages of creative tourism development; • Opening the market to stakeholders outside the tourism sector for development of platforms for co-operative marketing, utilizing the resources of all; • Development of creative spectacles, creative spaces, creative tourism attractions based of local/regional culture.

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The Closing Conference in Italy The TECT project Closing conference took place in Sepino, Italy between 26 and 28 November 2014.

30 international and over a hundred local participants came together.

During the event the project results, the structure, short-term and longterm priorities of the network were presented and discussed among project participants and local citizens.

Thereafter, the future development of the network was discussed, as well as the opportunities and challenges before it. A set of measures for ensuring the sustainability and development of the network were identified. The agreed network structure foresees annual change of presidency on a rotational principle among partners, therefore, during the meeting in Sepino, the project partners selected the Local Government Association (Malta) to take over the presidency for the following calendar year.

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The main cultural tourism sites were presented to the international participants in order for them to have the chance to evaluate and provide their expertise and suggestions for optimization and further development of Sepino’s cultural tourism offer. The international participants visited historical and archaeological sites, such as the historical city center of Sepino and the archaeological site of Altilia - a Roman city founded along the cattle-track over two thousand years ago and inhabited again nowadays by three families of farmers. Workshops of local artists and artisans were also visited, including the Marinelli bells foundry, considered to be the oldest foundry in the world, the workshop of the master of artistic punctured steel Aldo Perrella, participant in the Festival of Cultures in Sandanski, the Museum of Misteri in Campobasso, where these “machines� summarize not only undoubted artistic and craft qualities but also folklore, religion and popular devotion creating an evocative procession. The local music and dance traditions were presented by a folkloric music and dance group, and the music show that has closed the meeting at the LOTO Theatre with a live music show of a trio of local classical musicians and the performance of a young musician coming from Sweden.

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STRUCTURE AND REGULATION OF THE TOWARDS EXCELLENCE IN CULTURAL TOURISM (TECT)

NETWORK OF TWINNED TOWNS

The TECT Partners have agreed on and signed a Strategic Document containing the Structure, Regulation, aims and objectives of the Network. The text of the Official Strategic Document is as follows: 1. AIMS 1.1 The project „Towards Excellence in Cultural Tourism”, funded by the Europe for Citizens programme of the European Union, lays the foundations of a stable, international, intercultural network, serving as a tool for associating and developing new synergies among citizens, local authorities and businesses form different European towns; enriching their knowledge on intangible cultural heritage preservation and valorization, on the opportunities for entrepreneurship it provides.

1.2 The Network aims at fostering cooperation at European level between municipalities on the theme of intangible cultural heritage, preservation and valorization through cultural tourism.

2. OBJECTIVES The objectives of the Network are: Short-term: • to build a structural network of towns aiming at developing and preserving the local cultural heritage in a sustainable manner as common heritage of European people; • to organize six different events, which will allow local communities to participate in the building of the Network;

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• to provide the participation of local communities in the decision-making process; • to affirm principles of unity and co-operation of the member communities in the light of the process of stabilization in the area.

• to promote Network members’ territories as tourism destinations; • to foster international, cross-sectoral cooperation; • to optimize cultural tourism through the exchange of good practices; • to develop joint projects for the achievement of the objectives of the Network; • to increase citizens’ knowledge on European policies and the opportunities the EU provides; • to show the importance of preservation and valorization of intangible cultural heritage and the opportunities it provides for entrepreneurship; • to promote Active Ageing and inter-generational learning; • to enable the youth to make new contacts, find potential employers, meet successful entrepreneurs and learn from their experience; • to stimulate the members to co-operate in different projects; • to stimulate bilateral exchanges and mutual knowledge between its members; • to help establishing the SMEs, NGOs, cultural and tourism organizations as key actors in the development and promotion of cultural tourism; • to help optimize businesses’ operational capacity through good practices exchange with their European colleagues and develop new synergies; • to create a shared platform for discussion, experience exchange, and cooperation, and thus facilitate and increase the international cooperation and partnerships among the different stakeholders.

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3. ETHOS The Network will be non-party in politics and non-sectarian in religion and will be fully committed to policy of equal opportunity to all irrespective of gender, class, creed, disability or ethnic background.

4. MEMBERSHIP 4.1 The participation in the Network is free and without charge, in a spirit of cooperation, friendship and common sharing of experiences and objectives.

4.2 During the lifetime of the project, the members of the Network are set as follows: Municipality of Sandanski, Bulgaria Municipality of Agia, Greece Municipality of Santa Cruz de Tenerife, Spain Municipality of Sepino, Italy Municipality of H채rryda, Sweden Local Government Association, Malta 4.3 After the lifetime of the project, membership of the Network is not restricted. Membership will be open to all towns and/or associations of towns that will contribute to the achievement of the aims and objectives of the Network.

4.4 Where the conduct of an individual, group or organization is detrimental to the interests of the Network or their behavior is such as to be likely to bring the Network into disrepute, the Network shall, where it sees fit and having given prior notice in writing to that individual, group or organization, exclude that individual, group or organization from membership of the Network or the support of the Network.

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5. MEMBERS’ RESPONSIBILITIES 5.1 Each member will be responsible for: 5.1.1 Complying with the rules of the Network 5.1.2 Organizing the foreseen by the TECT project events and for including as many local participants as suitable throughout the process.

Each partner is responsible for selecting the most relevant participants taking into account the themes of the event and the areas of expertise required during the lifetime of the project; • Involving the local communities in the events, to visit and to participate, to share and exchange experiences, opinions and values; • Maintaining the project website and project sections on partners’ websites • Promoting the project objectives and progress; • Promoting European Union, contributing to developing a sense of belonging to common European ideals; • Providing stakeholders with information and assistance related to the realization and implementation of the Network objectives.

6. MANAGEMENT 6.1 Management Committee The duties of the Management Committee are to have regard to the overall management and control of the Network.

6.1.1 The activities and meetings of the Network shall be controlled by a Management Committee, which shall consist of 6 members (representatives of each partnering institution).

6.1.2 A quorum of the committee shall be at least 50 % +1 member.

6.1.3 Each member will have one vote on the Network. However, there will be no limit placed on the number of representatives from any one member who may attend Network events.

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6.1.4 Each member will nominate a representative, to whom correspondence relating to of theSandanski Network is to be addressed. It will be this person’s Municipality responsibility to ensure that their institution is informed of, and represented at Network events.

6.1.5 In the event of a member failing to attend three meetings of the Network, of which they have been properly notified, without apology, they will be deemed to have resigned from the Network.

6.1.6 The official written language of The Network shall be English 6.1.7 The responsibilities of the Management Committee shall be: - to pursue the aims of the Network; - to organize and control the meetings; - to set up the agenda for discussions; - to draft the annual priorities of the Network; Each member shall be responsible for the organization of consultations with the target groups of the TECT project in order to ensure the active involvement of the local communities in the process of establishing the annual priorities of the Network. The draft of the annual priorities shall be sent in writing to the other members 1 month before the second annual meeting of the Network.

- to ensure the maintenance of the Web platform; - to approve new members of the Network; - to exclude members of the Network; - members of the Committee will hold as confidential all matters relating to the affairs of the Committee and Network; - the Management Committee shall have the power to make, alter and revise the rules of the Network;

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- the Management Committee is empowered to respond to media queries which may arise, but no member of the Network/Committee is empowered to make any public statement purporting to represent the views of the Network without the prior approval of the Committee.

6.2 Presidency 6.2.1 The Network shall be chaired consecutively by the different members for 1 year on a rotational basis. The Municipality of Sandanski will assume the function of a chair for the period, covering the duration of the project, followed by Municipality of Agia, Greece, Municipality of Santa Cruz de Tenerife, Spain, Municipality of Sepino, Italy, Municipality of Härryda, Sweden , Local Government Association, Malta; 6.2.2 The representative of the member – chair of the Network shall assume the function of a Chairman of the Management Committee; 6.2.3 The announcement of the new chair of the Network shall take place during the annual meetings of the Network.

7. MEETINGS 7.1 The Network’s members shall meet at least two times per year – in May and in November, and at such other times as may be deemed necessary in order to: • discuss the development of the Network; • share new practices, new opportunities, new perspectives that occurred after the end of the project; • discuss the development of new partnerships at different levels and in different fields of shared interest inside the Network ( rural development, health, research etc.); • not less than 14 days notice in writing of such meeting will be given to all members before every meeting;

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7.2 The meetings shall be held through the project Web platform or through any other electronic media when no other means is appropriate.

8. AMENDMENTS TO THE CONSTITUTION Amendments to the Network structure and regulation shall only be made at the annual general meetings. Notice of proposed amendments shall be given in writing to all towns, two months before the date of the meeting. No amendment shall be carried, unless at least two hirds of the towns assent.

TOWARDS EXCELLENCE IN CULTURAL TOURISM NETWORK STRATEGIC PRIORITIES

Major challenges: 1. Inability to develop adequate strategies and products to promote and make use of their tangible and intangible heritage for tourism 2. Inefficiency regarding the valorization and continuation of the local traditions, folk arts and crafts 3. Difficulties with achieving inclusive and sustainable growth 4. Insufficient promotion of the perspective of active ageing and intergenerational learning, leading to the progressive disappearance of important cultural heritage and to difficulty to adapt tourism services for the emerging needs of the market 98

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5. Difficulty to promote and distinguish our territories as tourism destinations in the context of globalization 6. Insufficient visibility of the partner’s territories cultural tourism offer 7. Weak involvement of the municipalities’ rural areas in tourism related activities 8. Insufficient variety and flexibility of the tourism offer and tourism services providers, seasonal distribution of tourist movements 9. Insufficient communication and cooperation among the different stakeholders on local, national and international levels 10. Insufficient know-how on effective marketing and strategic planning, multural tourism product development, European policies and opportunities for SMEs and creative entrepreneurship sectors growth and expansion.

The Strategy

In order to address the above listed challenges the Network Members adopted long term and short-term strategic priorities to be implemented within the Towards Excellence in Cultural Tourism Network.

The primary purpose of the TECT Strategy is to improve and enhance the Cultural Tourism offer provided by the partnering territories and increase the number of national and international culturally oriented visitors, thus maximize the return to the local communities on their cultural heritage assets. By return, it should be understood the income generated for the local businesses, cultural and artistic organizations, as well as increase in revenues to local governments. The strategy seeks to accomplish this by strengthening the connections between the different stakeholders on local, national and European levels and by implementing joint actions in the following areas: 99

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1. Enabling the cultural heritage assets to provide more compelling visitor experiences, 2. Increasing the visibility of cultural tourism assets and products to the target market segments 3. Diversifying the offer the partnering towns have already developed and encouraging the development of new cultural tourism products and attractions, thereby dramatically expanding the potential audience for the local cultural heritage tourism segments.

I. Short-term strategic priorities The short-term strategic priorities were accomplished during the lifetime of the Towards Excellence in Cultural Tourism project. As stated in the approved TECT project proposal, we accomplished the following: 1. We built a structural network of towns aiming at developing and preserving the local cultural heritage in a sustainable manner as common heritage of European peoples; 2. We organized six different events, which will allow local communities to participate in the building of the Network; 3. We provided for the participation of local communities in the decision-making process; 4. We affirmed the principles of unity and co-operation of the member communities; 5. We promoted the Network members’ territories as tourism destinations; 6. We fostered international, cross-sectoral cooperation; 100

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7. We optimized cultural tourism through the exchange of good practices; 8. We developed joint projects for the achievement of the objectives of the Network; 9. We increased citizens’ knowledge on European policies and the opportunities that the EU provides; 10. We showed the importance of preservation and valorization of intangible cultural heritage and the opportunities it provides for entrepreneurship; 11. We promoted Active Ageing and inter-generational learning; 12. We enabled the youth to make new contacts, find potential employers, meet successful entrepreneurs and learn from their experience; 13. We stimulated the members to co-operate in different projects; 14. We stimulated bilateral exchanges and mutual knowledge between its members;

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II. Long – term strategic priorities The long-term strategic priorities cover the period 2015 – 2020. The long-term strategic priorities are grouped into three major categories:

1. Building visibility, 2. Enhancing existing assets 3. Creating new assets 1. Building Visibility

This group of strategic priorities is geared for improving awareness of the Network members’ assets among the target market segments. It includes the following: A. To create and promote a Joint Events Calendar The Calendar would be the most comprehensive expression of the core idea of the TECT Network, demonstrating the diversity of Cultural Tourism offer available in the partnering towns.

Actions to undertake: - Promotion of the local territories through “Signature events” in order to allow the members to emphasize existing cultural events and reach wider audiences.

- Promotion of Cultural and traditional Heritage Celebrations: the partnering towns’ cultural diversity provides great opportunities for its joint thematic promotion, and thus, leading to diversification of the cultural and tourism offer of the network members.

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B. To engage visitors through the use of ICT: Thanks to advances in technology, there are numerous opportunities to use digital technology to reach the Network’s target market segments.

For example, interpretive materials available to visitors at historic sites and trails have traditionally been provided through brochures and maps.

The increase of such on-site interpretation is being shifted to digital applications available to the visitor through the Web or through their cell phones.

Actions to undertake: - Development and enrichment of ICT based promotional and dissemination services and products - Creation of thematic joint ICT based services and products - Organization of information and education campaigns targeted at local communities for the use of ICT for promotion of business and services - Development of GIS maps, promoting the traditional local products and cultural events.

C. To promote and enlarge the Network throughout Europe The expansion of the Network to other European communities will highly enhance its visibility and will create further opportunities for the promotion of local cultural heritage, business and entrepreneurship development and successful creation and marketing of new cultural tourism products.

Actions to undertake: - Invite each partner’s international partners (twinned towns, etc.)

- Promote the Network 103

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- Involve new partners in future Network initiatives - Participate and provide information about the TECT project at ongoing youth activities - Networking with relevant networks of culture and tourism, as: ECTN

2. Enhancing existing Assets:

The existing cultural tourism offer and attractions can be significantly enhanced if its diverse assets are grouped in packages that appeal to different target groups of culture-oriented tourists.

Actions to undertake: Enhancing the visitors Cultural Heritage Experience through the targeted use of the intangible cultural heritage through the following actions: - Linking similarly themed assets, present in the different partners territories, this way promoting them jointly, increasing each partner’s tourism offer and encouraging creativity and entrepreneurship through international and cross-sectoral cooperation.

- Emphasizing the importance of active ageing and intergenerational learning through the integration of traditional arts and crafts into already existing tourism assets.

- Promotion and setup of local museums of memory: the setting up of local museums set up through contributions by the local community and managed by a working group, committee or foundation made up of the local community including volunteer guides from the local community.

- Traditional costumes – encourage the research into traditional costumes and folklore as well as tangible and intangible heritage through the community and the inter generational dialogues and informal meetings 104

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as a means of keeping this living history and heritage alive within that society as a patrimony for all local residents and visitors.

- Targeting the extended family nucleus for tourism: focussing on inter generational dialogue by involving all the family in experiences of memory and tradition or folklore heritage through personal experiences.

- Organize in each own town, storytelling through dramatized history tours.

- Creating a documentation database, a list of craft, art forms, musical forms that are endangered. For example bobbin lace, folk dance.

- Create the first European interactive exhibition of arts & crafts.

- Test the import and export of arts & crafts between strategic entrepreneurs among the participating countries.

- Partners should try to implement best practices from other regions from the TECT network: example: Hamrun Local Council is currently implementing a best practice observed during the visit in Agia: a video with traditional crafts/arts performed by the elderly so that the knowledge will be transferred to the younger generation - Partners should try to contact their regional/national authorities with suggestions for improvement of the cultural tourism sector in their territories.

- Policy commitment is important part for the improvement of the network and members of the network should try to reach the highest level possible:example: Mr Paul Farrugia (president of a region in Malta) will be able to raise certain issues during the Committee of Regions (CoR) sessions.

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3. Creating new assets: A. To facilitate networking and clustering of cultural and tourism stakeholders Actions to undertake: Extending the collaboration among different stakeholders in the Network by 20% involving: - Business partnerships - Joint cultural tourism products, initiatives, campaigns - Joint promotional initiatives - Joint projects in the fields of education, tourism, culture, active ageing B. To mobilize the full potential for sustainable tourism of the partnering towns Actions to undertake: - Developing common strategies and approaches based on environmental and social responsibility, and building on the commitment of various stakeholders - Facilitating the exchange of best practices - Development of joint tourism products and projects among the partners with major focus on rural areas.

- Extensive promotion of the Network within local communities - Organization of citizens’ meetings - Active involvement of professional organizations - Development of at least one joint initiative annually

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C. To develop a Cultural Tourism product ‘agenda’ – a set of events, themes and concepts – both international and regional – on which Cultural Tourism products can be built Actions to undertake: - Initiating development of a shortlist of events and ‘unifying concepts’ around which experience-based offers can be built and promoted.

- Stimulating productive communications among members of the ‘supply side’ of Cultural Tourism to build products consistent with the needs of the consumers.

- Implement regular, themed meetings with the stakeholders to share insights and ideas around market opportunities and to stimulate joint product development and marketing collaboration.

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What participants have to say about TECT NETWORK? Comments and Suggestions from the participants

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Towards Excellence in Cultural Tourism brought together more than 1000 participants from the European states, partners in the project. The six public events that were organized during the lifetime of the project gave chance to the participants to express their suggestions and opinions. The comments of the participants were gathered in official report, which assisted the organizers in maintaining and improving the quality and the relevance of the presented material.

Comments and Suggestions from the Participants Kick-off meeting in Härryda, Sweden “Participating to the kick off meeting in Sweden, I had the opportunity to visit a place where I never been, and see with my eyes the efficiency of the Nordic people. Moreover I had the opportunity to know different kind of organizations regarding the crafts associations, regarding the different aspects. In addition, seeing the organization of the meeting I will feel more comfortable with the organization of a complex meeting like the one, we in Sepino, will organize for the final conference in November.”

“I have learned about best practices that can be implemented into my region. Furthermore, I have made new contacts that can benefit my organization in the future with new cooperation. I have learned that a traditional instrument for knitting called “Bizzila” in Malta does not exists only there but also in Sweden, Spain and Italy. I will share my experience from the meeting with my collegues and friends and our target group will benefit from establishing cooperation and learn about some good practices from the other partners countries and their target groups.”

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Workshop in Tenerife, Spain “The best benefit is the establishment of new relations and partnership in order to create a network of cultural tourism. Moreover, all the participants have highlited the importance of apply for European projects in the field of tourism, in order to empower the partnership established. My professional competencies in the field of cultural tourism has been updated through the analysis of best practices from the project partners.”

“The biggest benefit I gained from my participation have been the contacts with the people I met in the workshop, the exchange of our experience during the informal moments, of the projects we are working on, successfull activities for the touristic development of our country we are carrying out. Sharing from others’ experiences is one of the best way to learn, in my opinion.”

“This event has given to me the possibility to create a contacts network through I can promote and develop my business activities on a wider European market. Moreover it enhanced my awareness about the European Union market, with its potentialities.”

The Forum in Agia, Greece “At this forum I had the chance to talk about project management, share concerns and solutions to problems about common policies with colleagues from other countries and share knowledge about different forms of private public management. I wrote a press release and I have sent it to the communication department in order to disseminate the event held. I have also shared the experience with various colleagues from other departments.”

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“This experience has helped me to broaden the horizon of my future profession, seeing culture as a great tourist site to Know explode.

I have also been fortunate to share books with great professionals and have learned a little about the EU and its policies. I sincerely believe that I have benefited more than the project. I do not yet have much experience in the tourism sector and regarding my target group, I believe that youth is not very involved in the conservation of cultural heritage as it should, but it’s something I will promote from now on between them.”

Cultural Tourism Fair in Malta “As always, those network meetings enrich both my self as a person and my professional role. It is so important to learn about other cultures and life in Europe. It gave a lot of ideas, which we can implement in our own municipality regarding cultural tourism. We are going to investigate the opportunity of making a project of some of the ideas. I would as well discuss with my colleagues how we can develop Hindås as a cultural tourism village. ” “This meeting has given us the opportunity to build relationships with artisans from other countries and exchange information on the problems of the profession, which are usually the same, ways to organize in order to establish a business, types of PP`Ps, etc .Through this meeting and the relationships we have begun we hope to continue working on future projects.”

“On my professional life I find more ideas of how to market my products and crafts. By creating different events together with other companies. Don’t need to be in the same branch. The benefits was to be able to see how Malta was marketing arts & craft and how they mixed tourism and culture. I got a few ideas how to go about it in our village to attract tourists. Which will lead to different proposals that we can continue to work with, in our target group.”

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Festival of Cultures, Sandanski, Bulgaria “It was very interesting to share this experience with people from diverse professional experience which normally is not easy to access.”

“I found it very interesting to visit a country that was completely unknown to me. As a student of anthropology it has been a great opportunity to know their culture and participate in their events. In the professional field I could interact with professionals from other countries and exchange information about the difficulties we encountered people who work in the development of our community.”

“For this meeting we repeated bringing together a number of people with whom our agency works regularly and they have contributed their expertise to tell how we work in the field of promoting local traditions and material heritage. So, again, we exchanged information about the craftsmanship and their difficulties, the way artisans organize themselves as associations and how the public sector supports them.”

Closing event in Sepino, Italy “Exchanged experience within the field of cultural tourism, got to know more people and established connection for a future network.”

“The benefits from my participation are inspiration, exchange of good practice and ideas with other European colleagues and with othere key-actors within the local community. I am planning to multiply the effect of my participation through organizing a workshop with the local community and officials from the municipality to develop a local strategy for tourism.”

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