evropska konvencija o krajini - Ministrstvo za infrastrukturo in prostor

lokalni turistični center vključno s tele-storitvami,darila in spominki s kulturnim/tradicionalnimsporočilom, usposab-ljanje osebja za turističnedejavnosti. Strateški dokument opredeljuje tripodročja večjega interesa, kamor bi se moraleosredotočiti investicije. Te vključujejo potrebneposege v grajeno okolje, razumsko in primernorabo zemlje in izboljšanje podobe mesta.Dokument je dobro podprt z novimi alizgodovinskimi fotografijami, shemami, zemljevidiin okoli 30 posameznimi dosjeji za zgradbekulturne vrednosti.IZVEDBANosilci: Mestna oblast SulinePartnerji: Fundacija »Prijatelji delte Donave«,mesto Sulina (glavni vlagatelj), Deželni svetTulcee, Nacionalni inštitut za raziskave in razvojmestnega in prostorskega načrtovanja – Urbaniprojekt, Bukarešta, Jugovzhodna regionalnarazvojna agencija, Ekološko-muzejski raziskovalniinštitut – Tulcea, Fundacija »Europolis« vSulini, Lokalni svet Suline, podprt s straniromunskega Ministrstva za kulturo in BritishCouncil-a.Financiranje: Projekt je bil razvit v okviruprograma Phare, Romunskega kulturnegasklada – EUROART, programa Ministrstva zakulturo – Kulturna dimenzija demokracije. Skupniproračun: 74.756 EUR, od katerih znaša deleževropskih sredstev 38.026 EUR in deležsofinanciranja (v denarju in v naravi) 36.730EUR.Rezultati in vpliviGlavni rezultati projekta, kot je bil izveden, nisobili fizične narave, vendar so bili kljub temubistveni za lokalno skupnost: priznanje osnovneganačrta mesta kot referenčnega dokumentaza lokalne posege, ki jih izvede katerikoliregionalni, nacionalni ali tuji vlagatelj.Opredeljuje strateške interesne točke ininvesticijske prioritete. Hkrati je osnovni načrtpostal pomembno sredstvo za argumentiranje vpostopku dodeljevanja sredstev ali prijave zanje.Eno izmed bolj oprijemljivih dejanj je bil uspešennakup hiše Graciov, bivšega sedeža britanskegakonzulata, uvrščenega na seznam arhitekturnihspomenikov, katerega kupec je britanski intere-One reason for supporting the implementationof the project is the current very poor state of theexternal appearance of the town. This is mainlydue to continued tendency towards obsolescenceand depreciation in the built environmentof cultural value, creating a steady risk of losingcultural and urban identity in the town. A furtherproblem is the social and chronic economic declineof the local community mainly due to transformationprocesses in economic and politicalsystems. As part of the Sulina Rescue 2000project, a masterplan for the town was to bedeveloped. This master plan was required tomeet the following objectives for sustainableurban development: development of the culturalinfrastructure by upgrading the cultural heritageobjectives, promoting the real estate culturalheritage according to market economy rules,integrating the town in a general concept of culturaland spatial regional development, based onculture as a development generator.The main steps undertaken in order to preparethe proposed master plan and implementationwere: understanding the need for a specificstrategy by raising awareness and discussion inmeetings, collecting and processing the relevantdata and information, evaluating factors involvedin economic, spatial, human, social and culturaldevelopment in Sulina, defining the appropriateobjectives, identifying measures, action and programmesto implement the project, support ofsome sectoral action plans by means of projectproposals.The proposed draft strategy paper contains longand medium term objectives for five key fields ofaction: natural environment, urban structure,economy, tourism and culture. In accordancewith defined objectives, progress made towardssustainable development in the town can bemeasured. The identified action sectors supplementingkey fields of action are: local policies,human resources, built cultural heritage and realestate stock, urban and spatial infrastructure,institutions and organizations, cooperation andcommunication. The document includes severalspecific project proposals, out of which 12 proposalsdeveloped as standard fiches, and threewere presented together with an economic andfinancial viability analysis: local Tourism Centreincluding tele-services, gifts and souvenirs embodyinga cultural/traditional message, stafftraining for tourism activity. The strategy paperdefines three areas of major interest in whichinvestments should be concentrated. These in-185Delavnica 2 / Workshop 2