This report is the updated version of the Deliverable 1.1, where the analysis of the data gathered from 13 Role Models (RMs) regarding their successful heritage-led rural regeneration modelsand the information provided by other 7 New Role Models that have been selected through an open call process. This analysis has been done from a holistic and multidisciplinary perspective, studying their objectives, motivation, needs and barriers using the Community Capitals Framework. First the RM have been studied in their context and characterised for their inclusion in the “Best practices Repository”, second the six Systemic innovation Areas (SIAs) has been conceptualised and finally the best practices from each RM have been analysed. These analyses have allowed the identification of common features, mechanism for mobilisation of capitals and required resources that will facilitate the replication in other rural areas. The analysis carried out in this task is the first step in the process of analysing the RMs in the project. This analysis will allow refining and validating the characterisation of the SIAs. The analysis of the information gathered in the autumn and winter campaign will also complete the analysis of the RM including their relationship with the cross-cutting issues and a deeper analysis of the involvement of the stakeholders. This will lead to the abstraction and conceptualisation of the best practices to be included in the lesson learnt repository as replicable specific strategies for replicators.

This report is the result of the Task 1.2 (“RURITAGE Inventory of Lessons Learned”) and a continuation of the analysis realised D1.1 (“RURITAGE Practices Repository”) of the data gathered from 13 Role Models (RMs) regarding their successful heritage-led rural regeneration models. In D1.1, the analysis was focused in the whole regeneration process of the RMs, studying their objectives, motivation, needs and barriers using the Community Capitals Framework. In this second stage the best practices from each RM have been analysed from a transversal perspective using 11 cross-cutting issues. These analyses have allowed the identification of 70 common lesson learnt. This abstraction and conceptualisation of the best practices have been included in the lesson learnt repository as replicable specific strategies for replicators.

The baseline of the Replicators (Rs) establishes the starting point for monitoring and allows the diagnosis of their current situation. It is the first measurement of all the key performance indicators (KPIs) taken into account in the RURITAGE project, both letting to know these indicators value before the execution of the actions to be performed and also easing the comparison between the same indicators after the execution of the actions. A state of the art of Replicators at different dimensions and a deep analysis and validation of Rs’ needs have been done.

This Deliverable ‘D3.1 – Guidelines for stakeholders’ identification and engagement within the RHHs’ is developed with the objective of providing an ad-hoc stakeholder identification and engagement strategy that will support the Replicators and Role Models in identifying the stakeholders to be involved in the Rural Heritage Hubs set within the RURITAGE project. WP3 aims at the co-development and co-implementation of heritage-led regeneration strategies in the RURITAGE Replicators and it supports an enhanced sense of ownership and responsibility among the inhabitants of the rural areas through local engagement in the participated and inclusive Rural Heritage Hubs (RHHs) within both Role Models (RMs) and Replicators (Rs). The guidelines, developed in collaboration with UNIBO, ICLEI, NMBU, CRS, Savonia, and all Rs and RMs, will serve as a bridge towards those stakeholders whose participation is vital for the activities that will be carried out within the RHHs, with a view to ensure effective and participated development and implementation of the heritage-led rural regeneration plans and to support the creation of new business ideas and selection of the best business models for further development (WP3).

This report describes Model Business Canvases presenting the tailored solutions for all Replicators. The framework was designed to suit the needs of CNH. This report includes the CNH Canvas/solution for each R, along with the description of the methodology and process and guide used to develop them. The business model processes were organized in six Replicators during 5-11/2019. A guideline was elaborated to guide and support the process (Annex I). A training on business models was given to the Rs at Crete in May, 2019, followed by videomeetings and demo-processes to design business model workshops. Model actions as well as a state of the art of Replicators at different dimensions, and a deep analysis and validation of Rs’ needs were starting points for the business model work. The business model process was designed to build business model canvases on the Model actions of cultural and natural heritage.

This deliverable summarizes the results of Task 3.3 “Co-development of innovative heritage-led regeneration Plans” in Replicators and builds on findings and activities coming from WP1, WP2, WP3, WP4 and WP7, as detailed explained in the following paragraph. The heritage-led regeneration plans presented in this deliverable will be then implemented in the framework of Task 3.5. RURITAGE 6 Replicators represent six very diverse rural areas in Europe and beyond (Austria, Norway, Germany, Slovenia, Italy and Turkey) and are acting as the main laboratories to test the RURITAGE approach. By working on the 6 identified Systemic Innovation Areas (SIAs) – Pilgrimage, Local Food, Migration, Art&Festival, Resilience, Landscape-, the Replicators are demonstrating local Cultural and Natural Heritage (CNH) as a driver for regeneration and sustainable growth.

The goal of the Monitoring Programme is to provide evidence of the role of cultural and natural heritage in rural areas as a driver for sustainable growth. This document shows the elaboration of RURITAGE monitoring programme implemented within the Replicators during project development. Several data collection options are described, including regular, non-regular and co-monitoring. In order to combine the pre-selected and multiscale KPI, weights have been assigned to indicators, according to the knowledge provided by the experts of the consortium.

WP6 is devoted to defining an effective exploitation strategy to properly address the market uptake of RURITAGE’s products and tools developed during the project, thus contributing to position the EU as a world leader in heritageled strategies. Task 6.1 is dedicated to the design of the exploitation strategy to plan for the commercial deployment and sustainability of the project results. The Strategy is a living document that will be subject to annual revisions including the completion of Action Plans for each Exploitable Result during the lifetime of the Project. This Exploitation Strategy for RURITAGE is designed to focus on the development of user-optimised results from the project, to multiply the impact and uptake of the proposed solutions in order to fully achieve their exploitation potential. To this end the Exploitation Strategy provides a summary of the project, gives an overview of the main exploitation results that will be delivered and the latest proposals of how the consortium partners intend to use and promote these results to foster their uptake both during and after the lifetime of the project.

To further upscale the RURITAGE paradigm, the RURITAGE project launched a call for additional Replicators (Rs) during February and March 2019. The aim was to target 6 additional Rs from, but not limited to, the European Union (EU) region and 3 from the European Neighbourhood Policy (ENP) countries. In total, we received 87 eligible applications from 37 countries across the globe covering the 6 different Systemic Innovation Areas (SIAs), which are at the core of the RURITAGE project.

The following deliverable presents the RURITAGE brand, its main concept, communication and vision. Guidelines have been developed that will establish criteria for the construction of sustainable single and multi-thematic paths, suggestions for raising awareness and involving the local population, standards for hospitality in the hospitality sector. This document also defines guidelines to create a winning brand developing along with tailored communication and promotion activities. Lastly, the presented document starts to develop ideas regarding the future governance and exploitation of the brand reflecting on possible legal entities to be established, governance mechanisms and future perspectives.

This deliverable is part of WP7 on Dissemination and Communication of RURITAGE outcomes and results. This deliverable gives an overview of the activities and products related to the creation of the communication pack (logo, templates, brochure etc.), website and promotional kit for the project. These activities and products start from the ideas set out in the Communication and dissemination Plan (D7.1) and follow the communication strategy adopted by the consortium. The visual identity is aimed at ensuring a ‘distinctive look and feel’ across a diverse set of communication tools (e.g. promotional materials) in order to meet the information needs of the project target audiences. It is one of the most important communication and dissemination tools, which give the opportunity to reach a wider audience.

This report builds upon Del. 3.4 ‘Action plans for Rs’ and includes deviations and adjustments made by Replicators during the implementation of their heritage-led regeneration plans. While this report was not foreseen at the beginning of the project, at the end of the second reporting period in May 2022, we felt the need of a revised version of ‘Del 3.4 RURITAGE Heritage-led regeneration plans for Replicators’. Del. 3.4 contains the Action plans that Replicators (Rs) developed from June 2019 until January 2020. The COVID 19 pandemic raised in Europe, with all the restrictions and related lockdown, when the Rs were about to start the implementation of their heritage-led regeneration strategies. While all Rs managed to greatly adapt and react to the challenges raised by the pandemic, all of them had to partly change their actions, in terms of timeline and, sometimes, in term of content and activities.