Wide-Area Heritage Projects in Lombardy: From a Mono-Sector to a Multi-Sector Approach
Abstract
:1. Introduction: Heritage Partnerships
- One of the available institutional options, to wit, that of public-private agreements;
- A multi-sector approach, which entails the convergence of resources from different sectors into cultural heritage by means of negotiation dialogues, the latter being an up-to-date approach capable of projecting the definition of cultural heritage beyond its traditional boundaries, and thus pose novel opportunities.
2. Banking Foundations as P4-Partners: The Example of the Cariplo Foundation
- Culture and citizens: fostering citizen awareness of and participation in their local cultural life;
- Culture and entrepreneurship: promoting novel forms of collaboration between cultural institutions and local enterprises, and sharing creative processes and activities, as in the case of social responsibility;
- Culture and development: promoting coordination and integration amongst local entities and cultural organizations. This area includes activities of conservation, restoration, and securing pieces of critical cultural heritage by means of methodologically innovative interventions. On the one hand, the overall aim has been to generate employment and new forms of professionalism throughout a given territory; on the other, it has been to involve an entire community and lead it towards repossessing its cultural heritage and becoming its very custodian [18].
3. Methodology
4. Distretti Culturali Project (The Text concerning the Distretti Culturali Project Is Mainly the Elaboration of the Interview Held on 26 February 2018 with Lorenza Gazzerro and Elisabetta Rivolta, Employees at the Fondazione Cariplo’s Art and Culture Department.)
4.1. The Pre-Design Stage: Selection of Funding Beneficiaries
- To plan a strategy of cultural heritage valorization based on the quality of interventions, innovative actions, and a long-term perspective;
- To integrate the cultural supply chain with the local economy;
- To implement an innovative system for the management and development of activities, to be adequately elaborated in accordance with all main local stakeholders.
- Distretto Culturale della Valle Camonica: starting March 2009;
- Distretto Culturale Dominus. Oltrepò Mantovano: starting April 2010;
- Distretto Culturale Le Regge dei Gonzaga: starting July 2010;
- Distretto Culturale Evoluto Monza e Brianza: starting July 2010;
- Distretto Culturale della Provincia di Cremona: starting July 2010;
- Distretto Culturale della Valtellina: starting September 2010.
4.2. The Pre-Design Stage: The Economic Framework
4.3. The Design and Execution Stages
- Distretto Culturale della Valle Camonica: valorized its local cultural heritage, including prehistoric rock art, evidence of WWI, and contemporary art, etc. The Cultural District’s aim was to promote culture as a leverage for integrated development by strengthening the quality of design and governance, contemporary creativity and new entrepreneurship;
- Distretto Culturale Dominus. Oltrepò Mantovano: was focused on the promotion of rural culture, as well as agricultural landscape and products;
- Distretto Culturale Le Regge dei Gonzaga: promoted world-famous Gonzaga dynasty’s artistic and architectural identity. It fostered the creation of networks among institutions and private firms capable of investing in built heritage conservation and local culinary promotion as ways to support local development;
- Distretto Culturale della Provincia di Cremona: focused on cultural offer diversification and invested in integrating performance, music, and craftsmanship as triggers for economic and social development. More specifically, it integrated diverse artistic and entrepreneurial initiatives pertaining to the field of music;
4.4. The Management Stage
5. AttivAree Project
5.1. The Pre-Design Stage: Selection of Funding Beneficiaries
5.2. The Pre-Design Stage: The Economic Framework
5.3. The Design and Execution Stages
- Valli Smart (Smart Valleys): the activities developed within this topic were aimed at improving accessibility to services such as digital connections for both locals and non-locals. A broadband connection, a digital business registration system, and digital front offices were activated;
- Valli Solidali (Solidarity Valleys): aimed at promoting social relations and participation in community life, with special reference to weaker individuals as, for instance, in the case of a hostel and a bar both located in a small town, the management of which was assigned to a social cooperative aimed at empowering disabled citizens. The action included the creation of Linfa, a home delivery platform supporting not only weak and isolated people, but also small shops and their local products: a wide-spectrum distribution network whereby not only food, but also tourist services, medicines, and other health services are supplied, and which proved especially useful during the COVID-19 pandemic. For the sake of example, an abandoned fish farm was refurbished and is currently being managed by also including people with disabilities [33];
- Valli Collaborative (Collaborative Valleys): an action focused on local cultural heritage. While the stakeholders of the Valle Trompia decided to focus on rural heritage, those of the Valle Sabbia opted for industrial heritage (abandoned hydraulic power plants) after the drafting of a so-called parish map, a tool allowing locals to pinpoint the instances of cultural heritage and landscape they view as relevant and wish to leave to future generations. Such maps are often employed when planning eco-museums and provide a reliable picture of the way a local community perceives the value of its own territory, memories, past and current transformations, and condition [34].
- Valli Viventi (Living Valleys): yet another action aimed at fostering sustainable tourism, which consisted in the tracing and building of the aforementioned Greenway, a 3,500 km cycling path system comprising as many as 74 different routes, and connecting the two valleys both with each other and with further urban, cultural, and environmental landmarks [44];
- Un Ponte verso la Città (A Bridge to the City): this driver comprised activities related to training, communication, and governance.
5.4. The Management Stage
6. Results: Conservation and Valorization, Resource Pooling, and Risk Sharing
7. Discussion: Practical Examples of Territorial Capital Employment and Upstream Perspective Approaches
8. Conclusions
- Greater care for the historical-artistic heritage;
- Closer interaction between the cultural heritage and other value-added sectors;
- A well-established interplay between public and private funding;
- The encouragement of private stakeholder participation, with special reference to the latter’s cultural closeness to the territory involved;
- The recognition of how critical the planning stage is, thus taking into account management, and costs-benefit-related issues from the very beginning;
- The recognition of how critical the planning stage is, thus taking into account management and costs-benefit-related issues from the very beginning;
- A long-term vision to permeate every action.
Funding
Acknowledgments
Conflicts of Interest
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Boniotti, C. Wide-Area Heritage Projects in Lombardy: From a Mono-Sector to a Multi-Sector Approach. Heritage 2021, 4, 4304-4317. https://doi.org/10.3390/heritage4040237
Boniotti C. Wide-Area Heritage Projects in Lombardy: From a Mono-Sector to a Multi-Sector Approach. Heritage. 2021; 4(4):4304-4317. https://doi.org/10.3390/heritage4040237
Chicago/Turabian StyleBoniotti, Cristina. 2021. "Wide-Area Heritage Projects in Lombardy: From a Mono-Sector to a Multi-Sector Approach" Heritage 4, no. 4: 4304-4317. https://doi.org/10.3390/heritage4040237