European Cultural Routes: Sustainable Network Management and Socio-Economic Impact Evaluation Dr. Kseniya Khovanova-Rubicondo Network Governance & Evaluation CoE - EICR Sigulda, Latvia, June 10-11, 2013

…a Council of Europe’s Cultural Route?  Cultural Route is a cultural project aimed at the development and promotion of an itinerary or network based on a historic route, a cultural concept, figure or phenomenon of a transnational importance that manifests common European v  K.Khovanova-Rubicondo et al  Follow this link for more details Presentation Outline What do we mean under…

Presentation Outline Mapping Cultural Routes

Presentation Outline Locating Cultural Routes Networks

, Presentation Outline Sustainable Network Management  Sustainable management of cultural heritage is a process that ensures to meet the needs of the present without compromising the ability of future generations to meet their own needs*  The CoE Cultural Routes work along 4 main dimensions of sustainability  environmental  socio-cultural  economic (financial and economic efficiency)  institutional * Brundtland, 1993 “Our Common Future”

, Presentation Outline Sustainable Management Model 60% of the CoE-certified work along 2+ sust dimensions environmental & socio-cultural are the most popular economic is always a goal but not always easily achievable institutional is work in progress Sustainability

Presentation Outline What is Evaluation and Why is it Important?  Evaluation is the process of systematic appraisal used to determine the value of something  Generally, evaluation of a network helps to: demonstrate its social and economic impact ensure that its resources were allocated and used efficiently justify network activity financing generate evidence for future planning

Presentation Outline Main Principles of Evaluation  To develop appropriate objectives  To assure the availability of data  To assure the availability of necessary independent expertise  To guarantee consistency and transparency in reporting

Presentation Outline  Cultural Routes' potential for SME creation, collaboration, innovation and networking…  Cultural Routes networks benefit SMEs by providing markets for their products  A number of innovative practices recorded within the SME collaborating Cultural Rou tes (organizational, product/service) EC-CoE Joint “Study on the Impact of the European Cultural Routes on SMEs innovation, competitiveness, and clustering” 2011 How do we do this ?

Presentation Outline Areas of SMEs Collaboration  Examples of CoE CRs collaboration with SMEs:  development of interactive guides (Transromanica)  new celebrations (Chocolate Ways, Hansa International Festival, “Holy Years” of Santiago de Compostela)  new heritage merchandise, joint marketing with hotels and restaurants (majority)  joint promotion with transport providers (Santiago de Compostela, Via Francigena, Hansa)  gastronomic tourism or agrotourism (Olive Tree, Via Francigena, El Legado Andalusi)  ecotourism, ‘0’km (Santiago de Compostela, St. Martin, Phoenicians)  links to new audiences via social media (Transromanica, Hansa Youth)  supporting SMEs: bookings, reservations, arrangements (majority) The pilgrimage in the ‘holy years’ is planned well in advance in order to manage the increased tourist flow. Efforts across all the regions involved are made to accommodate the flow of tourists while controlling its impacts. Examples : the establishment of a network of free hostels for the pilgrims, assuring assistance along the way

Presentation Outline Use of Modern Technologies  Interactive uploadable maps have been designed by a number of Cultural Routes to guide their visitors along the proposed itineraries

Presentation Outline  A number of the Cultural Routes have already integrated ICT tools in their network management, marketing, and communication strategies  Multiple channels have being used in cultural tourism content distribution: social media, mobile, GIS system, blogs, etc.  Examples of new technology application in a variety of Cultural Route activities include: Collaboration with SMEs in ICT Cultural Route ActivityICT Application Site development Marketing Operations Customer services Monitoring - GIS used for identification of Tourist site and destinations - Advertisement, promotion - Buying and management of supplies and services - Management of customer relationships through booking travel, lodging - GIS and GPS is also used for managing and monitoring tourist sites

Presentation Outline Collaboration with Local SMEs  The Transromanica Route works to establish specific clusters at key locations along cultural routes focusing on SMEs, entrepreneurship & tourism  It offers a selection of tourist packages and trips along the Route in collaboration with local transport companies, hotels, restaurants, wine producers, and tourism offices

Presentation Outline SMEs Innovation within the Routes  CoE cultural routes provide unique opportunities for SMEs to develop innovative products and services  Two main innovation types include:  Innovation adoption - SMEs create products and services with a cultural route label, contributing by this to the promotion of a route  Innovative product creation - SMEs develop their original products and services based on the unique values and heritage of the cultural route they are collaborating with

Presentation Outline 4 main areas for future CRs-SMEs collaboration:  Heritage restoration and sustainable management:  preservation/restoration activities  environmental sustainability initiatives, green tourism  Raising awareness of cultural heritage:  education activities  cultural youth exchanges, town twinning  festivals, conferences, exhibitions,  development of activities such as guided tours, city trails, etc. SMEs Collaboration Potential

Presentation Outline 4 main areas for future CoE CRs collaboration with SMEs:  CRs development and marketing (largest potential)  social media, guidebooks, cultural and tourism fairs  communication strategies development  Commercialisation of cultural attractions and products:  festivals, conferences, exhibitions  tours, walking routes, guided site visits  tourism products development/sales SMEs Collaboration Potential 640 × le-saintgeorges.fr473 × allposters.com280 × ncarboretum.org

Presentation Outline Things to Consider  When establishing collaboration with SMEs think of: 1. Your CR & its characteristics  theme, main objectives, human & financial resources… 2. SME & its characteristics  field, objectives, resources Each potential partner must look within itself, identify its own goals and understand what it can contribute to and gain from a collaboration with SMEs Together: develop agreed processes /systems for collaboration 3. Environment  legislature, economy, demography, culture, technology development

Presentation Outline Environment

4 Main Steps to Follow Identify  Carry out analysis of potential collaborating SME  Estimate the risks, costs and benefits Form  Agree and formulate the working arrangements for the collaboration  Agree on the roles, responsibilities and accountabilities of each partner Implement  Carry out the agreed tasks and activities Evaluate  As collaboration progresses, periodically undertake an evaluation of its performance to determine its overall effectiveness 849 × myteenagedream.com

Presentation Outline  Cultural Routes hold a huge potential for SMEs collaboration. in a variety of activity areas  Uniqueness of Cultural Routes’ destinations is a source for entrepreneurship and innovative practices, hence, for SMEs development and collaboration  SMEs are best positioned to assist Cultural Routes in their progress and their contribution to economic advancement of local communities along CRs destinations, thus Cultural Routes and SMEs are a good fit and can benefit each other through effective collaboration Conclusions

Presentation Outline  The Study on the Impact of the CoE Cultural Routes on SMEs Innovation, Competitiveness and Clustering is available at  Chapter 5 of the Study is dedicated to the analysis of CoE Cultural Routes involved SMEs, the ways in which the Cultural Routes could stimulate SMEs’ innovative behavior within their networks  Particular attention is devoted to the CRs and SMEs' performance evaluation as a condition for future successful development and sustainable network management If you’d like to know more…

Thank you! More questions ? Dr. Kseniya Khovanova-Rubicondo at or