ALBA IULIA’s LOCAL ACTION PLAN

-February 2015-

LOCAL ACTION PLAN

Gastronomic Cities Project –URBACT II

The history of Romania is best evidenced in Alba Iulia, which boasts the Alba Carolina Citadel, the

most representative Vauban bastion fortification in Romania and the largest from the Central and

South-Eastern Europe. Significant events took place here since Roman times, 2000 years ago, when

APULUM (the ancient name of city of Alba Iulia) was the capital and the richest city of the Roman

Province Dacia, until the moment of the coronation ceremony for the kings of the greater Romania.

Alba Carolina Citadel was recently rehabilitated with national and EU funds, becoming a modern

tourist attraction, where visitors can breathe the air of history. The citadel was built between 1715 and

1738 according to the plans of the military architect Giovanni Morando Visconti. With walls 12

kilometers long, the citadel is constituted of a central fort and 7 bastions with Baroque gates, unique in

Europe. Inside the citadel the visitor can benefit of an authentic lesson of history from the Central and

Eastern Architecture, passing from Roman to all the medieval and modern architectural styles.

In the past few years, the rehabilitation works of the Vauban Alba Carolina Citadel - for which more

than 60 million Euros have been invested - and the efforts carried out by Alba Iulia Municipality (City

Hall) for enhancing the tourism potential and for increasing the visibility of the local heritage have

been rewarded at national and international level with various awards and distinguished appreciations.

The city is appreciated in Romania for several of its achievements:

Since 2014, Alba Iulia Municipality has been the first city in Romania and in Central and

South-Eastern Europe to sign a contract with the World Bank, not with the purpose of

obtaining a loan, but of getting technical assistance to assess the local policies, strategies,

plans and projects in order to facilitate the access to the different public and private funding

opportunities: http://www.worldbank.org/en/news/press-release/2014/09/11/world-bank-to-

impact-the-lives-of-65000-in-alba-iulia-with-long-term-city-development

Alba Iulia Municipality became in 2013 the first city in Romania to receive a rating of

financial risks from Moody’s, an international credit rating agency. According to the rating

obtained, Alba Iulia Municipality is an institution with considerable credibility for all

investors and has proved a good management in attracting European funds during the period

2014-2020. Alba Iulia Municipality has a strong institutional capacity for planning urban

development and attracting financing resources for urban policies and projects:

www.moodys.com/research/Moodys-assigns-Ba1-issuer-rating-to-Municipality-of-Alba-Iulia-

-PR_286668

1. Introduction

In December 2014, Alba Carolina Fortress was awarded the First Prize of the European

Structural Funding Gala, at the "welcoming guests" section. The prize was offered to the

City’s Mayor by Jyrki Katainen, European Commission’s Vice-President for Jobs, Growth,

Investment and Competitiveness:

http://www.proiecte-structurale.ro/conferinte/Gala-Fondurilor-Structurale-9-decembrie-2014-

BUCURESTI--eID137.html

http://adevarul.ro/locale/alba-iulia/distinctie-gala-fondurilor-structurale-proiectul-primariei-

alba-iulia-revitalizare-laturii-vest-cetatii-vauban-1_548f3b65448e03c0fdc75263/index.html

In 2014, Alba Iulia Municipality was awarded the title “A city renewal” within the Best Cities

Awards Gala 2014 by Forbes Romania for its accomplishments in the physical regeneration

of the city, mainly financed through EU structural funds.

https://www.dropbox.com/s/fiukmkzbmt75y2h/City%20Renewal%20Diploma.pdf?dl=0

Alba Iulia Municipality’s Mayor was awarded the title “People and ideas who move things

forward Romania” within the Foreign Policy Gala Romania 2014.

https://www.dropbox.com/s/w0wd6wfng7y8o8e/People%20and%20Ideas%20that%20move%

20Romania%20Forward.pdf?dl=0

In 2012, Alba Iulia Municipality was awarded the prestigious title of European Destination of

Excellence (EDEN) conferred by the European Commission through the Ministry of Regional

Development and Tourism for the rehabilitation and conservation works inside the citadel.

Following this important recognition, the destination benefits from a permanent place on the

European Commission website.

http://ec.europa.eu/enterprise/sectors/tourism/eden/themes-

destinations/countries/romania/alba-iulia/index_en.htm

Video: https://www.dropbox.com/s/dfcpbh6mhtycuc7/HD_AlbaIuliaExtra%20long.mp4?dl=0

In March 2013, Alba Iulia Municipality was awarded the Jury's Special Mention Award from

EUROPA NOSTRA Organisation which is the largest European Association focused on

Tourism Conservation, a pan-European network composed of more than 250 member

organisations (heritage associations and foundations with a combined membership of more

than 5 million people), 150 associated organisations (governmental bodies, local authorities

and corporations) and also 1500 individual members who directly support the mission of the

association).

https://www.dropbox.com/s/m7sebbfh1qdm6bw/EUROPA%20NOSTRA%20CERTIFICATE

.pdf?dl=0

The Roman - Catholic Cathedral of Alba Iulia Municipality, one of the most important

architectural monuments of Transylvania is a Romanesque heritage recognised at European

level, 1004 years old. Since 2012, the cathedral has been included in one of the European

Routes TRANSROMANICA - The Romanesque Route of European Heritage.

http://www.transromanica.com/en/news/

Since 2013, the Roman Heritage of Alba Iulia has been included in the European Cultural

Route The Roman Emperors’ Route.

http://www.culture-

routes.lu/php/fo_do_downld.php?ref=00006291/00006291.pdf&saveas=Workshop%203%20

Cosic%2022.11.2013.pdf

"MAREA ÎMBRĂŢIŞARE DE LA ALBA IULIA" (The Giant Hug from Alba

Iulia) organized on the 29th of May 2009 gathered 10,000 people and had an important impact

on increasing the visibility of the Alba Carolina Citadel at national and international level.

Through this project, Alba Iulia reached a new world record - the biggest human hug known in

human history officially recognized by the Guinness World Records.

http://www.mediafax.ro/life-inedit/alba-iulia-a-intrat-in-cartea-recordurilor-cu-cea-mai-mare-

imbratisare-4466295

Another relevant strength for the visibility of Alba Iulia Municipality's tourism potential is

mirrored in the appreciation of some of the distinguished visitors of the Citadel. In this regard,

it is worth mentioning the opinion of H.E. Mr Martin Harris, former Ambassador of the

United Kingdom in Romania: "Romania's heritage, Romania's future. Last month I joined a

group of ambassadors visiting the vast and impressive Vauban Fortress at Alba Iulia. As a

historian I found this a fascinating place to visit. All the different eras of Romanian history

are represented here - the original Dacian settlement, the Roman legionary fortress and the

magnificent Habsburg citadel in the impregnable star-shaped configuration designed by the

French military engineer Marshal Vauban.(...) But today the fortress is also a major tourist

attraction - for school children learning about their history, for families enjoying a day out,

for foreigners like myself keen to discover and appreciate Romania's rich architectural

heritage."

http://blogs.fco.gov.uk/martinharris/2010/11/04/alba-iulia-romania%E2%80%99s-heritage-

romania%E2%80%99s-future/

In 2007, the fortress Alba Carolina was nominated by a national newspaper to be One of the 7

Wonders of Romania.

http://www.evz.ro/detalii/stiri/iata-cele-7-minuni-ale-romaniei-460624.html

Alba Iulia is the first City in Romania which had an appearance in the World Heritage

Unesco Magazine.

http://mirceahava.ro/wp-content/uploads/2012/02/alba-unesco.jpg) and has recently appeared

in the National Geographic Traveller - in Romanian language

http://alba24.ro/cetatea-alba-carolina-prezentata-in-revista-national-geographic-traveler-alba-

iulia-orasul-care-revine-la-viata-158699.html

Other Media appearances in 2013 include Wizzair Magazine and TAROM Insight

Magazine:

https://www.tarom.ro/&files/insight-decembrie-2013-ianuarie-2014.pdf

"The Great Appearance", was also a city marketing campaign which took place inside the

citadel. Through this project, Alba Iulia Municipality intended to offer 'gratitude' for the

citizens living in Alba Iulia by creating a gigantic poster with portrait photos of 1,400 people

living in our City, the 'community portrait' reflecting the inhabitants’ love and appreciation for

the city.

http://www.facebook.com/photo.php?fbid=426024944128845&set=a.329833747081299.7838

8.327358393995501&type=1&theater

HAPPY ALBA IULIA

https://www.youtube.com/watch?v=noR-YpJRjzI

In this context, it is important to enhance the tourism potential and to find instruments feasible to

increase the socio-economic development of Alba Iulia through tourism. In this respect, it is important

to use instruments like gastronomy or local products to increase the city s potential in hosting tourists

and becoming more visible.

2.1. Methods of analysis

The data gathering process took place during the period September 2014 – January 2015 and was

organised in three stages. The first stage included the collection of data from restaurants in Alba Iulia,

through a bilingual questionnaire in Romanian and English. During the second stage, the data was

collected from stakeholders through a customized questionnaire. During the third stage, interviews

with the representatives of institutions took place.

A. DATA GATHERED FROM TOURISTS AND CLIENTS OF RESTAURANTS IN

ALBA IULIA

The questionnaires were created by the project team and distributed to restaurants and hotels in Alba

Iulia.

The questionnaires were distributed to:

21 customers, out of which:

14 foreign tourists

7 Romanian tourists

B. DATA COLLECTED FROM THE STAKEHOLDERS

The questionnaire was created by the project team and applied to a number of respondents. The

respondents were ULSG members, a total number of 11 people, out of which:

10 representatives of private investors in the HORECA sector

2. Tourism diagnosis from the perspective of gastronomy in Alba Iulia

1 representative of public institutions

C. INTERVIEWS WITH THE REPRESENTATIVES OF LOCAL INSTITUTIONS

FIVE interviews with the representatives of the following institutions took place:

The National Union Museum of Alba Iulia;

“1 Decembrie 1918” University of Alba Iulia;

“Dionisie Pop Marțian” Economic College of Alba Iulia;

Alba County Council

One representative of the HORECA sector (hotel)

2.2. Statistical Data

The number of tourists in Alba Iulia in 2014 was of 130,927 visitors how entered the National

Museum of Unification, in 2013, it was 90,000, considerable higher than in 2011 when it was 50,000

tourists.

The number of foreign tourists in 2012 at Alba County level was 13,1 thousands representing 14% of

the total number of tourists.

Also at Alba County level:

The number of overnight stays in 2012 was 203.2 thousands, considerably higher than in 2010 when it

was 96 thousands.

The number of overnight stays of foreign tourists was 31.6 thousand representing 15.6% of the total

number of stays.

The average number of stays in 2012 in Alba County was 2.2 days, higher than in 2010 when it was

2.1 days.

The total number of tourists accommodated in 2012 (1640.4 thousands, representing 21.4% of the total

number of tourists accommodated in Romania) places the Centre Region on the first position at

national level.

In 2012 the number of overnights in the region was of 3648.3 thousands, representing 19.1% of the

total number of overnights registered at the national level. The majority of tourists visiting the Centre

Region are Romanians, although the proportion of foreign tourists was of 18%.

The geographical area of origin for foreign tourists comprises the majority of European countries but

also extra-European countries such as the USA, Canada and Israel. The majority of foreign tourists

come from countries such as Hungary, Austria, Poland, Czech Republic and Slovakia.

The growing potential of the number of tourists is considerable, especially on the segment of cultural

tourism. Health and wellness - based tourism have a real potential for development on the external

markets, while at the moment they are only exploited to a limited extent. The percentage of foreign

tourists was of 16.7% at regional level.

The average number of tourists’ stays in the region in 2012 was of 2.2 days, smaller than the national

average of 2.5 days, while there are considerable differences between the Counties. For example, the

average number of stays in Sibiu County was 1.7 days while in Covasna County the average number

of stays was of 6 days. The average number of stays for foreign tourists at regional level was with 0.2

days lower than the number of stays at national level (2.1 days compared to 2.3 days).

The analysis of the sessional cycles indicate a high concentration of tourists’ stays and overnights

during the Summer period, with the peak season during the months August and July, while in March

is registered the lowest level of stays and overnights.

The tourism base in the Centre Region was comprised in 2012 of 1526 accommodation units among

which 269 hotels and motels, 429 touristic pensions and 594 agro-touristic pensions and other types

of touristic units.

The existing accommodation capacity on July 31, 2012 was of 53,787 places, rating the region on the

second place at national level. The functioning accommodation capacity was of 15459.2 thousands.

The hotel and hospitality market for businesses. The main source of demand for hotels comes from

the business sector (approx. 60%), the rest being from the recreation and transit tourism, individual or

group tourism. The tourist demand manifested in the last years to the level of Alba County is

relatively reduced in contrast to the rest of the region.

There are seven hotels in Alba Iulia that sums up 278 rooms. In the same time with the offer

improvement the price can grow and tourists, Romanian or foreign, with a cultural and historic

interest can be invited. They could enjoy of everything that the Fortress offers and in the same time

they could beneficiate of high quality services and they would be willing to spend accordingly.

The supply is quite low. In the city, each of the hotels has their own restaurant, plus 11 other different

specialty restaurants (traditional Romanian, Chinese, Italian, and French). There is one cinema

(Dacia), several clubs and an open air theatre located at the extremity of the Citadel (in need of

restoration).

Housing capacities in Alba Iulia include 2 to 4 star hotels, plus a new 5 star hotel and a few B&Bs

built recently. Two high standard hotels addressed to a cultural tourism with high quality services, to

business or conference tourism are added to the accommodation places in the Municipality.

Alba Iulia benefits from the presence of a large number of HO-RE-CA representatives with a

growing potential for the future. Tourists can delight themselves with a large variety of restaurants

and brasseries in the city offering gastronomic products ranging from traditional Romanian cuisine, to

Italian, French and Chinese restaurants.

Alba is very well represented at regional and national level through its food and beverages industry.

Some of the biggest companies in this field are present, among them some companies which are

leaders in their field of activity at national level.

For example, companies such as Transavia (poultry meat), Albalact (milk and dairy products), Elit

(meat processing), Supremia (condiments), Jidvei (wine products), Romaqua (alcoholic and non-

alcoholic beverages) Alpin LUX (cookies, sweets and ice cream) are leaders at national level and

their products are very appreciated and trusted by customers.

Some of the companies are well known also at international level: Transavia, Supremia, Jidvei and

Romaqua.

The local supply chain is very well developed due to the presence of a large number of important

food and beverages producers at local and county level.

These producers include different areas of activity such as: poultry meat, meat processing, milks and

dairy products, condiments, cookies and sweets, alcoholic and non-alcoholic beverages.

Among these big producers there are also other local providers, different SMEs present at local level

and offering a board range of organic food and beverage products, very appreciated by customers at

local and regional level. Many of the HO-RE-CA representatives are utilizing this type of organic

food and beverage products for their gastronomic services, as they are highly appreciated by national

and international tourists for their quality and respect for the environment.

There are also a large number of food and beverage distribution operators present at local and County

level which supply efficiently the demand of products.

At regional level there are also an important number of food and beverage producers which provide

their products to all the Counties and cities in the region through distribution operators.

The presence of such a large number of economic operators in the gastronomic field represents a

strong base for the development of gastro-tourism.

Alba Iulia benefits from the presence of a number of food and beverage associations such as: the

Association of Producers of Traditional and Ecological Produces Alba, the Association for Vegetable

Producers, the Association of Producers and Exporters of Winery beverages.

At national level there is a Federation of the Hotels’ industry in Romania which has representatives

also from Alba Iulia, but also an Association of Hotels, Agencies and Restaurants.

At local level there is not a large number of associations related to hotels and restaurants as the

interest in forming such type of associations has been very low so far.

Gastro-tourism is beginning to be an important pillar among the economic activities of the city.

During the last years the number of tourists in the city increased considerably thanks to the

rehabilitation process of the Alba Carolina Citadel but also to the marketing plan developed by the

Municipality.

The number of tourists doubled in the last 3 years and the demand for good quality gastronomic

products and services along with other services in the tourism industry has increased considerably.

With the increase in the number of tourists there was also a considerable increase in the number of

restaurants, brasseries and hotels in the city. A 5 stars’ hotel was constructed recently while another

one is due to be finished.

The perception of the citizens towards tourism and gastro-tourism is also very positive as they benefit

from the high services of a large number of restaurants and brasseries.

Total number of companies active in gastro-tourism in 2008 was 35.

The turnover for activities from gastro-tourism in 2007 was 14.462.367 RON.

In 2008 the number of employed persons was 171.

In agriculture in 2008 there were 48 companies active.

The turnover for activities related to agriculture was 25.618.769 RON

The number of employed persons in agriculture in 2012 was 245.

2.3. SWOT analysis

Gastro-Tourism

Strengths

Alba Iulia:

The presence of tourist attractions such as

historical, art and cultural monuments of great

value inside the Alba Iulia Citadel, which can

be a factor favouring the development of

gastronomic tourism in the area;

The organisation of traditional gastronomic

events;

A quite high number of accommodation places

offered by the hotels, guesthouses and villas in

Alba Iulia;

Many tourism agencies in Alba Iulia which can

contribute to the sell and promotion of tourism

products related to the Alba Iulia Citadel;

Attractive natural surroundings –Alba Iulia

Weaknesses

Alba Iulia

Insufficient promotion of Alba Iulia Citadel at a

local, national and international level;

The lack of a sustainable long-term funding

mechanism for tourism in the area;

The lack of road signs and of directions placed at

the city entrance;

Low quality of tourism services (including staff

hired in this field) which makes tourists look for

other destinations where there are better services

for the same price;

A quite low number and lack of diversity of

restaurants and food serving units inside the

Citadel or in its vicinity;

The lack of a local gastronomic product to be

Citadel offers many opportunities for walking

and recreation in a natural environment both

for the citizens of Alba Iulia and for Romanian

or foreign tourists;

The central location of the Citadel and the

variety of spaces within the citadel;

AIDA area:

The value, beauty and diversity of the natural

and of the built heritage provides beautiful

sights and information on the historical periods

of importance for the Romanian people;

The varied relief allows the development of

leisure tourism;

The existing cultural objectives allow the

development of cultural tourism;

A variety of cultural and traditional events in

the AIDA area;

Diversified local cuisine;

Environmental organisations involved in the

education regarding the protection o the natural

environment;

Attachment of the community living in the

AIDA area towards nature and their care for

the environment.

promoted and to be part of Alba Iulia’s identity;

Insufficient promotion of local gastro-tourism.

AIDA area:

Insufficiently valorised touristic potential;

Insufficient tourism services (especially leisure and

recreation);

The lack of a service providers’ association in the

HORECA sector;

Insufficient financial resources to support this

activity on a local level;

Insufficient promotion of the local cuisine;

Poor quality professional training in tourism

services;

Tourism is not organised as a planned economic

activity for which necessary investments and

potential incomes can be determined;

Tourism itineraries, events and service providers

are not correlated;

The lack of indicators for tourists and information

points regarding the valuable areas, monuments of

nature and anthropical monuments, a calendar of

events and their correlation with those existing at a

regional level.

Opportunities

Alba Iulia:

The economic development of Alba Iulia

provides the premise of tourism development

in the city, through the increase of the number

of tourists, and through the increase of the

volume of investments;

The increase of the level of training and

professionalism of tourism staff – the academic

environment provides highly qualified staff

and professional consultancy services;

A better valorisation of the tourist potential of

Alba Iulia Citadel, the setting up of

recreational areas are opportunities that can

contribute to the development of local tourism.

AIDA area:

The tourists’ interest in the area has increased

and high quality services are needed;

Through the valorisation of the rich cultural

and historic heritage of the towns and villages

in the AIDA area, the number of tourists will

Threats

Alba Iulia:

As regards the international market, one threat

could be the negative perception that foreigners

have about Romania;

The insufficient use of funds dedicated to the

development of local tourism;

The difficulty of beginning a massive process of

increasing accommodation standards, needed to

compete successfully on the international market;

The difficulty of involving the entire touristic

sector in the support of a tourism marketing

programme that aims the entire community.

AIDA area:

The orientation of investors to other areas of

interest;

Fiscality and heavy bureaucracy for the start-up of

investments;

The lack of a viable partnership responsible for the

organisation of tourism in the area and its

networking to the major regional and national

increase;

The use of EU funding programmes and

authorities for the development of rural

tourism;

The existence of locations for tourism;

There is a potential for the development of

cultural, ecclesiastical, adventure, scientific,

rural and agronomic tourism potential;

The development of tourism structures and

access roads will contribute to their inclusion

into the county and regional tourism itineraries;

Planning the setup of a recreation and sports

area along the Mures Valley;

The creation of tourism itineraries that

combine valuable natural elements with the

objectives of cultural heritage thus contributing

to the development of high quality touristic

activity.

itineraries;

The lack of experience in organising and

coordinating tourism activity;

The lack of quality tourism services;

The approach of tourism as an ensemble of

activities that are not inter-correlated;

The lack of funds can lead to an irreversible

destruction and the loss of monuments from the

cultural heritage, thus causing a loss to the heritage

fund and affecting potential tourism itineraries,

leading to the decrease of attractiveness of the area.

2.4. Main problems

The questionnaires and interviews applied to visitors and stakeholders in the HORECA

sector from Alba Iulia revealed the following problems and challenges in this sector:

When asked which particular problems they have identified in gastronomic services from

Alba Iulia, 18 of the tourists answered:

a. I had to wait too long to get what I ordered or for someone to come and take my order

– 12 people identified this as an important to very important problem experienced in

restaurants and pubs in Alba Iulia

b. Little food served (small portions) – 7 people mentioned this was an important

problem

c. Unsatisfactory quality of food or beverage served – 9 people mentioned this

d. The staff did not have a professional behaviour – 12 people mentioned it

e. No traditional products/dishes available – 10 people mentioned this

f. Restaurants, pubs and hotels were dirty or not clean enough – 7 people mentioned it

g. No menu in English – 11 people mentioned it

h. The waiter/waitress did not speak English – 16 people mentioned this

Therefore, the main problem identified seems to be the HORECA staff’s inability to speak a

foreign language, which is very important in tourism.

Overall, the degree of satisfaction of tourists in Alba Iulia was quite high.

4

5

4

4

4

6

2

0

2

7

5

3

4

3

5

2

8

5

6

5

5

5

7

7

1

2

3

3

2

1

1

6

3

0

0

4

3

1

3

3

Durata mare de aşteptare a servirii

Cantitatea mică a produselor culinare

Calitatea slabă a produselor consumate

Lipsa de profesionalism a personalului angajat

Lipsa unor produse locale specifice

Igiena deficitară din local

Lipsa unui meniu în limbi de circulaţieinternaţională

Lipsa abilităţii de comunicare a angajaţilor într-olimbă de circulaţie internaţională

PROBLEME SERVICII GASTRONOMICE DN ALBA IULIA

Deloc Puţin Intr-o oarecare măsură În mare măsură În cea mai mare măsurăBig problemA problemSmall

Noproblem

PROBLEMS IDENTIFIED IN THE GASTRONOMIC

SECTOR IN ALBA IULIA

The waiter/waitress did not speak English

No menu in English

Restaurants, pubs and hotels were dirty

or not clean enough

No traditional products/dishes available

The staff did not have a professional

behaviour

Unsatisfactory quality of food or

beverage served

Little food served (small portions)

Long serving time

Very big problem

When asked to identify the main problems in local gastronomy and gastronomic services, the

11 representative from the HORECA sector and ULSG members replied:

- Few local producers (9 respondents out of which 5 said it was a big problem)

- Lack of promotion of the local gastronomy (10 respondents out of which 7 said

it was a big problem)

- Tough rules and regulations in the sector (9 respondents out of which 7 said it

was a big problem)

- High taxation level (9 respondents out of which 6 said it was a big problem)

- Lack of an association in the HORECA sector (10 respondents out of which 6

said it was a big problem)

- Lack of food identity (1 respondent)

- Lack of big distributors (1 respondent)

- Lack of support from local authorities (1 respondent)

Some other problems identified by the people interviewed were the following:

High taxes for the HORECA sector

Lack of promotion of the HORECA representatives (places and products)

Shortage of staff in the HORECA & gastronomy sector, according to HORECA

statistics

Not very active participation of some stakeholders in the sector because of

bureaucracy and the insufficient support of the authorities.

Neutru5%

Satisfăcut52%

Foarte satisfăcut43%

Care e gradul dvs. de satisfacţie în urma vizitei în Alba Iulia ?

Satisfied

Neutral

TOURISTS’ DEGREE OF SATISFACTION AFTER

VISITING ALBA IULIA

Very satisfied

Few hotels or guesthouses, which focus on design, on uniqueness and on customized

services.

Insufficient support of local products.

The HORECA sector in our city is not friendly enough for foreign tourists

Lack of a traditional product representing the local gastronomy that could be promoted

at local, national and international gastronomic events and fairs.

When asked what could improve the gastronomic offer from Alba Iulia, the 21 tourists

questioned answered: an international cuisine, a quicker service, innovative and creative

dishes, more gastronomic events, contests, more traditional products promoted, a richer offer,

bigger servings, improved waiting services.

The tourists also suggested the following attractions that restaurants, bars and pubs in Alba

Iulia could offer their customers: traditional music, the staff dressed in traditional costumes,

interior and exterior design, more parties, live music, dancing, children’s playing activities,

local wine tasting events, additional activities (trips, extreme sports and thematic events).

As the SWOT analysis revealed that Alba Iulia lacked a specific traditional product that could

be used as a brand or as a symbol of our local gastronomy, we asked the HORECA

respondents and representatives of local institution with an interest in gastronomy and

promoting local gastronomic products, to name one traditional product that they believed to

be representative of Alba Iulia and that could be successfully promoted. The majority of

respondents identified the traditional local pie (‘pup’) filled with different fillings (mostly

cabbage but also with potatoes, cheese) as the traditional product. Other products identified

but with a lower frequency (1-2 respondents) were ‘lapte de pasare’ (the dessert originating

from Austrian cuisine known as ‘floating island’), ‘balmos’ (cornflower boiled in milk with

sour cream), ‘jumari’ (small crispy pieces of fried pork fat with a layer of meat), bread with a

3. Main solutions from the perspective of stakeholders in tourism and

gastronomy

lard spread, ‘inturnatul de carari’ (a shepherd’s dish made from cauldron-boiled cheese and

sour cream), ‘caltabos’ (sausages based on liver with consistency from fine (pâté) to coarse),

grilled aubergine salad, local cheeses, ‘sarmale’ (cabbage or vine leaves filled with ground

meat, rice and spices), pies cooked on a baking stone (filled with apple, cheese, cabbage or

potatoes), ‘ciorba de fasole’ beans soup served in a bread bowl with red onions, ‘miel la

ceaun’ - lamb in cauldron, cooked outside.

As food goes well with a beverage, we asked the HORECA respondents to name a traditional

beverage that could become a brand for Alba Iulia. Most answered “wine” and namely white

wine from the Alba county region.

When asked if innovation could lead to the development of businesses in the field of

gastronomy, 10 out of 11 answered yes and mentioned some innovations that could be made:

adjusting to the international tendencies in the field, the use of local brand products on

advertisements and promotional material made and sold in Alba Iulia, re-interpreting of

traditional dishes. Also, they were asked if a historical character could be used to promote

local gastronomy, 6 out of 11 said yes and named the historical figures of Michael the Brave,

first unifier of the Romanian people who set the first country capital to Alba Iulia, the

peasants who revolted and were killed in Alba Iulia, national heroes Horea, Closca and Crisan

or the first king and queen of Greater Romania, crowned in Alba Iulia, king Ferdinand and

queen Maria.

The representatives of institutions in Alba Iulia interviewed also proposed some very

interesting solutions for the problems identified. For instance, one respondent mentioned that

“As a link to tourism sector, it will be nice to use new technologies to make the HORECA

sector in our city friendlier for foreign tourists. As the language can be a barrier sometimes, a

mobile solution like scanning a QR code on the menu - can be used to instantly translate the

menu in the tourist native language. As some restaurants don't have their own resources to

realize the translation, this service can be imagined as a service offered by the municipal

tourist information center.” He also mentioned that local products could be supported by

“realizing a local labeling system and a distribution chain through local stores (like Dacia, in

AIba lulia), in order to bring those products closer to the clients.”

Another respondent mentioned that “An increased number of boutique hotels or guesthouses,

which focus on design, on uniqueness and on customized services” could be a solution for the

development of the HORECA sector in pour city. He also mentioned that local products could

be supported by “contracts signed between tourism facilities and the local producers (of fruit,

wine, dairy, meat) so they can supply restaurants and hotels with their fresh products; through

the development of social and economic structures to promote local crafts; through the

organization of gastronomic fairs and contests.”

We also found that a solution for the development of the HORECA sector was to “lower taxes

for the HORECA sector and promotion of the HORECA representatives (places and products)

during gastronomic events organized abroad.” Also, local products could be supported by

“fighting against unfair competition, by supporting the production and recognition at a local

level through promotion campaigns”.

The questionnaires and interviews applied to visitors and representatives of the HORECA

sector in Alba Iulia, although not as many as to constitute a true research of the HORECA

sector and of the local gastronomy, were meant to give us a picture and some ideas of the

main problems and of the possible solutions, so as to help the sector develop and meet the

more and more demanding needs of both Romanian and foreign visitors of Alba Iulia, and

thus help the boosting new tourism industry in Alba Iulia encouraged by Alba Iulia

Municipality.

Oktoberfest is the world's largest funfair held

annually in Munich, Bavaria, Germany. It is a

16-day festival running from late September

to the first weekend in October with more

than 6 million people from around the world

attending the event every year.

The Oktoberfest is an important part

of Bavarian culture, having been held since

1810.

The Oktoberfest is known as the Largest

Volksfest (People's Fair) in the World. In 1999 there were six and a half million visitors to the

42 hectare Theresienwiese. 72% of the people are from Bavaria. 15% of visitors come from foreign

countries like the surrounding EU-countries and other non-European countries including the United

States, Canada, Australia and East Asia.

Other cities across the world also hold Oktoberfest celebrations, modelled after the original Munich

event.

4. Best practice models

Large quantities of Oktoberfest Beer are consumed, with almost 7 million litres served during the 16

day festival in 2007. Visitors may also enjoy a mixture of attractions, such as amusement rides,

sidestalls and games, as well as a wide variety of traditional food such as Hendl (roast chicken),

Schweinebraten (roastpork), Schweinshaxe (grilled ham hock), Steckerlfisch (grilled fish on a stick),

Würstl (sausages) along with Brezen (pretzel), Knödel (potato or bread

dumplings), Käsespätzle(cheese noodles), Reiberdatschi (potato pancakes), Sauerkraut or

Rotkohl/Blaukraut (red cabbage) along with such Bavarian delicacies as Obatzda (a spiced cheese-

butter spread) and Weisswurst (a white sausage).

A waitress with Hacker-Pschorr, one of the traditional beers allowed to be served at

Oktoberfest. She wears a dirndl, a traditional women's dress of Bavaria.

The Oktoberfest is known as the Largest Volksfest (People's

Fair) in the World. In 1999 there were six and a half million

visitors to the 42 hectare Theresienwiese. 72% of the people

are from Bavaria. 15% of visitors come from foreign

countries like the surrounding EU-countries and other non-

European countries including the United States, Canada,

Australia and East Asia.

Only beer conforming to the Reinheitsgebot, and brewed

within the city limits of Munich, can be served at the Munich Oktoberfest. Beers meeting these criteria

are designated Oktoberfest Beer.

The breweries that can produce Oktoberfest Beer under the criteria are:

Augustiner-Bräu

Hacker-Pschorr-Bräu

Löwenbräu

Paulaner

Spatenbräu

Staatliches Hofbräu-München

Oktoberfest Beer is a registered trademark by the Club of Munich Brewers, which consists of the

above six breweries.

Puerto Vallarta International Gourmet Festival

Puerto Vallarta International Gourmet

Festival (The Festival Gourmet

International Vallarta) is an annual culinary

festival held in Puerto Vallarta, Mexico, every

November since 1995. There were 35,000

visitors to the festival in 2006.

The festival was the idea of Thierry Blouet of

Cafe des Artistes, Heinz Reize of Hotel

Krystal and Sivan Muller of Nestle. They

launched the first Puerto Vallarta Festival in

1995 (November 18-26). Six five-star hotels,

six restaurants and twelve invited chefs

participated in that festival. During the last

eleven years of the festival, about two hundred

featured chefs have participated in the event.

Every year the Festival invites culinary

professionals from all over the world to cook

and to demonstrate their cuisines (Video: http://vimeo.com/81068899 ). The Festival is supported by

local restaurants. During the Festival, international and local food and beverage professionals run

events around town, with each of the participating restaurants hosting a guest master chef and creating

its own events to complement its food offerings.

Events during the festival include the Sunday Festival Gourmet Brunch, Wine Tasting, and Cheeses of

the World. There are also Chef's Table and Winemakers' dinners hosted by restaurants. The traditional

Gala Dinner, called The Spirit of Mexico, concludes the Festival.

Taste of Chicago

The Taste of Chicago (mostly known as The Taste) is the world's largest food festival, held annually in

mid-July in Chicago in Grant Park. The event is the largest festival in Chicago. Non-food-related

events include live music on multiple stages, including pavilions, and film performances. Musical acts

vary from local artists to nationally known artists like Carlos Santana, Moby, Kenny Rogers or Robert

Plant. Since 2008, The Chicago Country Music Festival no longer occurs simultaneously with Taste of

Chicago as it departed the Taste of Chicago for its own two-day festival typically held in the fall.

Rides are also present, such as a Ferris wheel and the Jump to Be Fit.

Taste of Chicago History: This popular culinary celebration started in 1980, when a group of

restaurateurs pitched a Fourth of July food festival idea to the mayor of Chicago. Back in those early

days, the event was held along the Chicago River , in a three-block area on N. Michigan Avenue.

The time also coincided with a building boom on N. Michigan Avenue, dubbed “The Magnificent

Mile.” But the overwhelming success of the first event boosted the venue over to Grant Park,

commonly known as Chicago’s “front yard,” for more space to accommodate the crowds of folks

wanting to taste the best of the city’s restaurants. Since then, the Taste has grown to be one of the

largest tourist attractions in Illinois.

Devora, es Burgos

“Devora, es Burgos” represents an extraordinary

gastronomic event organized by the city of Burgos each

year.

The Strategic Plan City of Burgos, the Burgos HO-RE-

CA Federation and Burgos city Council organize each

year (In 2014, it was held the 3rd Edition) a gastronomic

tourism weekend called "Devora, es Burgos", an

integrated promotional campaign developed in a

weekend format, including special prices for menus,

tapas, hotels, shuttles connecting the city with wineries

from Ribera del Duero and Arlanza and agro food

factories, show-cooking by Burgos chefs, children space

on food culture,…everything connected to special prices

to cultural resources: The objective is setting up a

tourism product that linked together the cultural and

gastronomic offer in Burgos.

Accommodation is offered at 25 Euros per person

including breakfast, and special menus at the best

restaurants for 25 Euros per person. Burgos 25 is a great

opportunity to experience the beauty of the city of

Burgos through its gastronomy and it works as an

engine event for the whole city strategy on gastronomy.

The objective of the events is the increase in the number of tourists in low level seasons through the

development of a local gastronomic-culinary event which would strengthen the touristic potential of a

Municipality while involving all relevant stakeholders: tourists, local inhabitants, the HORECA sector

and the public administration.

Devora, is Burgos takes advantage of low season tourism. In 2014 edition, it was held the weekend

just before Easter holidays, and the approach is to having a tourism pre-campaign for that festivity,

having a word of mouth promotion and taking into account the last minute decision of this kind of

weekend short trips.

The target group for this action are the tourists and local inhabitants. The Direct beneficiaries are the

tourists who benefit from excellent touristic services and very interesting gastronomic-culinary events

during a whole weekend. The Indirect beneficiaries are the local inhabitants, HORECA stakeholders

and the Local Administration of the Municipality. Other indirect beneficiaries are the local companies,

NGOs, etc.

Different activities and a rich gastronomic diversity for every taste are offered during the event,

including a sport competition – a way to promote healthy lifestyle – or children activities diversify and

complete the target audience, not only foodies but a whole variety of tourists and citizens. An activity

such as the Devora Dialogues attracts people that maybe are not directly interested in Gastronomy but

are keen on the well-known figures and the popular topic related, for example, in 2014, sports.

Besides, offering discounts for cultural activities the event offers a full tourism experience.

Following the slogan Devora, is Burgos, different tags/labels were created for the different

promotional weekend activities:

Devora, es Burgos 2014

Devora en Burgos: Devour in Burgos/Hotels Enjoy the best hotels in Burgos at a single price: 50 euro for a double room with breakfast.

Reservations are made at each hotel, with 'Burgos 25' reference.

Dónde devorar/Where to devour/Restaurants 25 Euro per person, the menu includes four courses and local wine from Ribera or Arlanza.

Mini Devora/ Mini Devour/Tapas Specially designed tapas, with local wine (Ribera or Arlanza), beer or water for 2,5 Euro.

Show Cooking Cooking Show developed by local Chefs and producers from Burgos

Diálogos de gastronomía/ Gastronomy dialogues 5 very well-known sport figures –from different sports disciplines- had a smart and cool talk on diet

and sport. (Each Devora edition, the dialogues topic is changing, always maintaining the philosophy:

Gastronomy combined with another popular topic)

Devora bus/ Devour bus Bus transfers to Burgos province wineries in Ribera and Arlanza. You do not have to worry about

anything; we take you and bring you.

Devora catas/Devour Wine tastings The local wine expert Paco Berciano offers three unique tasting wines from Ribera and Arlanza local

wines. The expert tours the wine landscape through five Burgos wines.

Devora Cultura/ Devour Culture Prices discounted at the Cathedral, Museum of Human Evolution and Book Museum.

All customers from the hotels and restaurants (included in the Devora promotion) have a reduction in

the price tickets to the Cathedral, the Human Evolution Museum and Book Museum during the Devora

weekend, through an identification card.

Devora infantil/Devour Children Peque Chef and Devora en familia (Devour in family): Children cooking contest and cooking

workshops (for family audience).

Devora Industria/Devour Industry Shuttle buses to visit the facilities and production process of local food companies: Cardeña cold meat

and San Miguel Beer Company.

Devora kilómetros/ Devour Kilometres World Heritage running Tour: 5 Kilometers running circuit led by local Olympic runner Diego Ruiz.

The route goes through the protection zone surrounding Burgos Cathedral that Unesco is analyzing for

approval. (City centre circuit).

Amigos de Antonio vs Amigos de Miguel/ Antonio´s friends versus Miguel´s friends Two Chef teams contest, seven TV-Programme Top Chefs together with Burgos Chefs. A professional

jury together with a popular jury deciding the winner. The Chefs elaborate four microplates, two of

which with Burgos products.

Devora, es Burgos aim is getting citizens and tourists’ participation and involvement. The philosophy

is: If you are not invited to dinner, you are part of the menu.

This citizenship participation is very real in different ways such as: enjoying special menus and tapas

(enhancing consuming), and also hotels as tourists, participating in the wine tastings, attending the

Chefs cooking contest (a popular jury was selected through the Social Networks), participating with

the children in the family audience activities, attending the Gastronomy dialogues, fulfilling the

cultural facilities of the city, visiting wineries and agro food local companies.

The whole combination gives an extraordinary street livelihood to the city, beneficial for the city, its

image and its economic development. Overall, the Devora e Burgos event represents undoubtedly a

very tasty and succesfull event!

GASTRONOMIC CITIES ACTIONS

DIGITAL INFORMATION PLATFORM FOR TOURISTS

GASTRONOMIC CITIES PILOT PROJECT

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

LOCAL-COUNTY-NATIONAL-INTERNATIONAL LEVEL

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS TO BE

INVOLVED

HORECA REPRESENTATIVES FROM THE LOCAL-COUNTY

LEVEL

ALBA IULIA MUNICIPALITY

MASS-MEDIA

VOLUNTEERS

COMPANIES

5. Action Plan

(objectives, activities, involved institutions, possible funding sources, target group)

DESCRIPTION OF THE ACTION

SHORT JUSTIFICATION/ MAIN PROBLEMS

(10 lines)

Alba Iulia Municipality lacks an integrated platform with relevant

information which could respond to the visitors’ needs when it comes

to choosing accommodation, a restaurant, or an event they might be

interested in. At present, Alba Iulia has a great tourism infrastructure,

with a high tourist potential, and the number of tourists has increased

over the last years. Before the rehabilitation works of Alba Iulia

Municipality, there were only 30 000 tourists/year in Alba Iulia, and

today, we have more than 400 000 tourists /year. In this respect, we

need to improve our local services in tourism; helping tourists find

useful information about the place they visit is a challenge for the

municipality. The application and the digital platform is a first step

towards providing a relevant database with all the necessary

information that a tourist would like to find. The application will be

free, and every tourist will be able to install it on their mobile.

Moreover, tourists will be able to use the application on two digital

platforms installed in 2 different public spaces.

ACTION OBJECTIVES

GENERAL

OBJECTIVE Increasing the quality of services for tourists coming to Alba Iulia.

SPECIFIC

OBJECTIVES

Realizing an innovative database with relevant and useful information

for tourists.

Involving all the stakeholders in Alba Iulia Municipality to provide and

update the database from the application

DURATION

5 years

On 25th March the application will be ready for use and functional in Romanian and English

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

The target group for this action will be: the local HORECA stakeholders: hotels and other HROECA

facilities –restaurants, bars and cafes, wineries, chefs, local producers, Event organizers in Alba Iulia,

public authorities, institutions of public interest etc.

The Direct beneficiaries will be the tourists but also the citizens who might want to find relevant

information about Alba Iulia.

ACTION ACTIVITIES

1. Creation of the application which will provide:

Presentation of the objectives, major tourist events and activities in the city; it will

include relevant tourist attractions to a non-Romanian speaker.

Presentation of attractions in Alba and proximal regions of Alba Iulia, to boost foreign

tourists to spend the night in the city and spend several days exploring the surroundings

Presentation of tourist attractions depending on the type of tourist and his interests: for

example tourists, families, tourists interested in traditions, tourists interested in sports

Presentation of Alba with the most important tourist attractions and presenting historical

region of Transylvania and the most important tourist attractions of the region

Practical information for foreign tourists who come for the first time in Romania, as well

as information regarding air, rail and road to help them to reach Alba Iulia with ease

Information about accommodation in the city and the county, and an overview of

restaurants in the city and county, with contact details

Information about important events that take place throughout the year in Alba Iulia.

Other requirements:

The application will be available for users of smartphones such as Apple and for those

who use Android; the administrator will sign the application in both iTunes and Google

Play, so anyone interested can download the application.

The application will be delivered turnkey, including both the functional and system

navigation and structuring of information and the design, and the design of the main page

of standard applications and pages

The application will use content created by original text and multimedia content provider

whose use not covered by copyright law or content made available by the city of Alba

Iulia

The application will include hosting and its administration for 12 months with the

possibility of extending the hosting and management services after this date

The user will be able to geo locate on the map and be guided to the point of interest,

which can be a tourist attraction, a general interest objective, accommodations and dining

The user will have access to a calendar of events taking place in the city in that period

and next

The user will be notified when the application is modified or when new content appears

relevant

2. Promotion of the application through mass-media and through social media

ACTION RESULTS, INDICATORS

1. A functional platform ready to be used in Romanian and English language by the citizens,

national tourists and international tourists.

2. An efficient communication campaign to make the application useful

ACTION RISKS AND RISK MANAGEMENT

Risk Risk control measures

Low degree of use of the application The communication campaign will provide

a clear image of the benefits of using this

kind of application.

The application will be easy to use, even

for people with no competences in the

field of ICT

ACTION IMPACT

Visibility

The action will be visible in the local-regional press from the beginning.

Also on social-media channels

Social, economic, benefits created by the action for the local community (short/medium and long

term)

This application will be a first step towards a good collaboration between the stakeholders in the city.

The stakeholders will understand that they will need to be active on updating the data base in the

application but also to collaborate with other relevant stakeholders to increase the number of tourists.

The application could increase the visibility of Alba Iulia and contribute to increasing the number of

tourists. Moreover, from the economic point of view, the application could bring an important impact

on the local business in fields like souvenirs, restaurants, hotels, and other economic activities in Alba

Iulia, at short and at long term.

SUSTAINABILITY

Valorisation and exploitation of results – long term

The application could become an example of good practices for other cities. Moreover, in Alba Iulia,

the application could improve with the time, and to have an even larger cover of interests, according to

the user’s needs. Alba Iulia Municipality will take care of the management of the application for at

least 5 years from now.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/ material/ human resources)

Expert in creating and managing such an application

Project Management Team from Alba Iulia Municipality

HORECA representatives willing to be active

Partnership with mass-media

ESTIMATED BUDGET

The budget corresponding to this, including creating and management of the app, 2 digital platforms

for public spaces, and maintenance for 12 months is 15 000 Euros.

POTENTIAL FUNDING OPPORTUNITIES

Gastronomic Cities Project –as a very small contribution for communication

Local budget

Volunteering

CREATION OF A HORECA ASSOCIATION AT ALBA IULIA MUNICIPALITY

LEVEL – Started during the implementation of the project

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

LOCAL-COUNTY LEVEL

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS TO BE

INVOLVED

HORECA representatives from the local-county level

Alba Iulia Municipality

DESCRIPTION OF THE ACTION

SHORT JUSTIFICATION/ MAIN PROBLEMS

(10 lines)

Gastronomic tourism represents

an important development

generator for Alba Iulia

Municipality. Rich agricultural

resources of wine and food

products significantly support

this development orientation.

There is strong links between

food producers at local level

while weekly agricultural fairs

already exist. Nevertheless, there

are also problems in the

gastronomic field at local level. There are no or very weak associations of hoteliers and restaurants,

no chefs or sommeliers association, very week cooperation of HORECA sector and also other

stakeholders that are indirectly linked to tourism and gastronomy. There is also no appropriate quality

of services, not appropriate culinary school and weak policy support of municipality administration.

Although the number of HORECA stakeholders at local level has increased in recent years, they are

not associated in any formal way, making it also difficult for the Municipality to relate with them and

to cooperate in the field of support to tourism development, quality standards, training needs

assessment and HR development and tourism promotion.

Moreover, the local HORECA stakeholders are not cooperating enough at the moment in order to

contribute efficiently to the perspectives for a sustainable tourism development.

One of the main consequences derived from this is the low level of services offered to

tourists/customers and the huge differences between the standards of services provided by the

different HORECA actors. Another consequence is the low communication between the HORECA

actors which find it difficult to cooperate due to the low level of trust, which leads to a low level of

implication in the development of new touristic products at local level. Furthermore, the Municipality

finds it difficult to encourage the different stakeholders to get involved in the development of local

tourism and to cooperate towards this objective.

ACTION OBJECTIVES

GENERAL

OBJECTIVE

Increased cooperation between local HORECA stakeholders with the

aim of developing gastronomic-tourism and gastronomic based activities

at local level

SPECIFIC

OBJECTIVES

- Increasing the level of cooperation of local HORECA stakeholders

through the establishment of a HORECA Association

- Supporting the development of the Association through inviting

different stakeholders to associate through the HORECA Association

DURATION

The HORECA Association will be created at local level during the first months of 2015. By the end of

the Gastronomic Cities we will have a formal agreement between the Municipality of Alba Iulia and

relevant stakeholders from the ULSG, willing to propose the Association project to be adopted by the

Local Council in the month of March.

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

The target group for this action will be the local HORECA stakeholders: hotels and other

accommodation facilities – B&B, private rooms, pensions, restaurants, bars and cafes, wineries, chefs.

The Direct beneficiaries will be the HORECA stakeholders who will benefit directly from the creation

of the Association.

The Indirect beneficiaries will be tourists who will benefit from the increased services of the

HORECA stakeholders, the local inhabitants of Alba Iulia Municipality and the Municipality itself

who will have a strong partner to relate with in the tourism field.

Other indirect beneficiaries will be the local companies, NGOs, etc..

ACTION ACTIVITIES

A 1. Identification of local HORECA stakeholders interested in the creation of an Association;

A 2. Working meetings with upper stated HORECA stakeholders – individually and in groups to

discuss the idea, working areas and organization;

A 3. Elaboration of draft working programme of HORECA association;

A 4. Elaboration of a draft Statute for the future HORECA Association;

A 5. Organizing an introductory meeting with stakeholders to present the idea of creating a HORECA

Association;

A 6 Presenting activities, response of stakeholders and draft documents to the Municipality and to get

their support

A 7. Organizing official meeting - Assembly with the HORECA stakeholders willing to become

members of the Association;

A 8. Adopting of Working programme and Official Statute for the local HORECA Association;

A 9. Disseminating the newly created local HORECA Association in the press and Mass-Media;

ACTION RESULTS, INDICATORS

1. Invitation to become HORECA association member sent to at least 20 stakeholders

2. Assembly with HORECA Association held with at least 10 participants and support of

the Municipality

3. HORECA Association created with at least 5 HORECA members

4. Working programme and Statute of HORECA association adopted on the Assembly

5. Minutes from the Assembly

6. Short report of all 9 upper stated activities with photos

7. Press releases sent to the local press

ACTION RISKS AND RISK MANAGEMENT

Risk Risk control measures

One of the risks would be the low interest of

HORECA stakeholders in becoming members

of the Association.

The risk would be managed by the Municipality

who would support the creation and maintenance

of the HORECA Association.

ACTION IMPACT

Visibility

The action will be visible in the local-regional press from the beginning. The press will be informed in

order to promote the creation of the Association and to inform the local stakeholders about the action.

A press release will be also sent to the local press after the establishment of the HORECA Association

to inform the citizens and also other potential stakeholders who would be interested to become

members of the Association.

Moreover the HORECA Association will also create a Facebook Page in order to promote the

activities of the association and to increase its visibility at the local-regional level.

Social, economic, benefits created by the action for the local community (short/medium and long

term)

The benefits for creating the HORECA Association are considerable.

Firstly the Association would have a single voice and a constructive approach towards developing

tourism and other related activities in a sustainable and innovative manner.

On the short term there would be an increased connectivity between the local HORECA stakeholders

who would have a good platform for discussions with the opportunity of developing into different

directions. There is also a high potential for organizing gastro-touristic events in the short term.

In the medium-long term the HORECA local stakeholders would change their mentality in the way

that they will start working together instead of viewing each other only as competitors. Furthermore

they will increase the standards of quality of services provided to tourists and will become more

involved in the promotion of the city as an excellent touristic destination. They will also support the

organization of different events in the gastronomic field and will initiate actions and activities in the

tourism field which will increase the visibility of the city as a top touristic destination.

Moreover, they will become more involved along with the Municipality to promote the development

of touristic products at local level and also to support and collaborate with the Municipality in its

initiatives with regard to tourism development and for organizing touristic events.

Overall the Municipality will greatly benefit in the long term as the increase of services in the tourism

sector will increase the visibility of the city and will attract a large number of tourists thus contributing

to the local economic and social development.

SUSTAINABILITY

Valorisation and exploitation of results – long term

The HORECA Association will become an important actor with a relevant role in the long term

development of the tourism perspectives of the Municipality.

The Association will grow in time as more and more stakeholders will become interested in its

activities and thus will become part of the association, thus increasing its perspectives for the future.

The Municipality will have an important partner to relate with regarding the development of the

tourism activities within the city and will benefit from increased support from the association in order

to develop further the tourism strategy of the city.

The Association will considerably increase collaborations between the different HORECA

stakeholders and will lead to improved cooperation actions and increased services provided in the

tourism field.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/ material/ human resources)

1 meeting room at the Municipality

Draft programme and statute of the Association

At least 5 stakeholders from the HORECA sector

Project Management Team

ESTIMATED BUDGET

The budget corresponding to this action will mount to 1.000 EUR

POTENTIAL FUNDING OPPORTUNITIES

Funding opportunities will come from the HORECA stakeholders who are members of the HORECA

Association and who will pay a contribution for the functioning of the association. Thus the

Association will be self-sustained.

GRAPE JUICE FESTIVAL WITH LOCAL WINE PRODUCERS

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

LOCAL-COUNTY LEVEL

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS TO BE

INVOLVED

Local Producers representatives from the local-county level

Alba Iulia Municipality

Alba County

Wine producers Association

Volunteers

DESCRIPTION OF THE ACTION

SHORT JUSTIFICATION/ MAIN PROBLEMS

(10 lines)

Promoting local products represents an important potential development generator for Alba Iulia

Municipality. The resources of wine and food products significantly support this initiative. There are

strong links between food producers at local level while weekly agricultural fairs already exist.

Nevertheless, there are also problems in the gastronomic field at local level. Even if there are some

small initiatives, there is no serious collaboration between the representatives of the local producers

and other stakeholders in the local community that could influence the promotion of local products.

As mentioned before, the Municipality finds it difficult to encourage the different stakeholders to get

involved in the development of local tourism and to cooperate towards this objective, but local food

and drinks festival could encourage the cooperation between different stakeholders. Moreover, during

the ULSG Gastronomic Cities Project meetings, there were some solutions addressed by the ULSG

members. One Local wine producer suggested that a Grape Juice festival in Alba Iulia could be very

useful for the sustainable of Alba Iulia tourism development through gastronomy, and the festival

could become one of the measures to be implemented successfully in the future, in collaboration with

the local wine producers and local authorities.

ACTION OBJECTIVES

GENERAL

OBJECTIVE

Promoting local production of grapes throughout collaboration

between the local wine producers, civil society and local authorities

in Alba Iulia Municipality, starting with 2015.

SPECIFIC

OBJECTIVES

- Increasing the number of gastronomic events organized at Alba Iulia

level between the local authorities and local producers throughout

organizing a brand new festival during the months of September 2015 in

Alba Iulia.

- Increasing the level of cooperation of local HORECA and local

producers stakeholders by promoting together the new festival at local

level starting with the month of May 2015.

- Increasing the active citizenship by involving 10 volunteers to take part

to the organization of the festival in September 2015.

DURATION

10 March-1 May –Identifying the relevant stakeholders to be involved

May 2015-September 2015 – Promotion of the event

September 2015 – Organizing one week grape juice festival

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

The target group for this action will be:

- the wine producers

- local HORECA stakeholders

The Direct beneficiaries will be the local producers, the citizens and the local authorities.

The indirect beneficiaries will be the tourists who can also taste the services and products of Alba

Iulia’s local producers.

Other indirect beneficiaries will be the local companies, NGOs and other stakeholders.

ACTION ACTIVITIES

A 1. Identification of local stakeholders interested in organizing the event;

A 2. Working meetings with stakeholders – individually and in groups to discuss the idea, working

areas and organization;

A 3. Elaboration of draft program and a list with necessary human and material resources;

A 4. Proposing the structure and the place of the event

A 5. Approving the collaboration for organizing the event in the local council meeting

A 6. Disseminating and promoting the event in the Mass-Media and social media;

A 7. Organizing the event with the help of the relevant stakeholders

A 8. Evaluation of the event

ACTION RESULTS, INDICATORS

- 1 collaboration approved in the local council between the local authority and

the local producers

- 1 successful publicity campaign to promote the event

- 10 wine producers involved in the organization the event

- 10 volunteers involved in the organization of the event

- 1 successful grape juice festival organized

- 1 natural juice created in front of the people attending

- More than 4000 Attenders

ACTION RISKS AND RISK MANAGEMENT

One of the risks would be the low interest of wine producers to actively participate.

Risk would be managed by the Municipality who would support the motivation of the

stakeholders to be involved in this event.

ACTION IMPACT

Visibility

The action will be visible in the local-regional press from the beginning. The press will be informed in

order to promote the organization of the event and in order to attract the local stakeholders to get

involved.

Moreover the event will have its own Facebook Page in order to promote the activities and to increase

its visibility at the local-regional level.

Social, economic, benefits created by the action for the local community (short/medium and long

term)

At short and long term the event will have a social impact on the collaboration between the

stakeholders and the local authorities and the civil society. Also, the social impact of the event on

short term will be reflected on the number of participants at the event, and the quantity of grape juice

crated. The event will also have an educational part, people attending will learn how to create the juice

themselves at home.

The economic impact at short term will only be reflected on the profit obtained by the producers for

selling the juice. On long term the event will have an impact on the visitors, if the event will be

successful and will grow from one year to another, and it will be reflected on the local economy.

SUSTAINABILITY

Valorisation and exploitation of results – long term

The event, if successful, the event will become an important pillar in the long term development of the

tourism perspectives of the Municipality.

The event will grow in time as more and more stakeholders will become interested in its activities.

The Municipality will have an important partner to relate with regarding the development of the

tourism activities within the city and will benefit from increased support from the association in order

to develop further the tourism strategy of the city based on promoting local products.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/ material/ human resources)

1 public square dedicated to organizing the event

Local producers involved

Staff from the municipality to actively participate

10 volunteers

Necessary equipment for creating the juice

Necessary equipment for keeping the juice fresh during the festival

Sanitary approvals

ESTIMATED BUDGET

The budget corresponding to this action will mount to a maximum of 3.000 EUR

POTENTIAL FUNDING OPPORTUNITIES

Funding opportunities will come from the Producer stakeholders

Local budget

Sponsors

SOCIAL GASTRONOMIC EVENT FOR VULNERABLE GROUPS IN ALBA IULIA

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

LOCAL-COUNTY LEVEL

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS TO BE

INVOLVED

HORECA representatives from the local-county level

Alba Iulia Municipality

Social structures

Mass-media

Volunteers

DESCRIPTION OF THE ACTION

Home of the elderly

SHORT JUSTIFICATION/ MAIN PROBLEMS

(10 lines)

The lack of collaboration between relevant stakeholders for the sustainable development of the city

represents a challenge for Alba Iulia Municipality. The impact of any action undertaken by the local

authorities will be more significant if relevant stakeholders who could influence its realization in a

way or another will get involved.

During the ULSG meetings, there was an idea coming from one Chef, who was actively involved

also in transnational visits organized during the project implementation. Inspired of one of the study

cases that she saw of the project partners (Korydallos), she suggested the realization of a gastronomic

social event for vulnerable people to which organization she, together with other chefs, will voluntary

participate.

ACTION OBJECTIVES

GENERAL

OBJECTIVE

Increasing the quality of social services in Alba Iulia through an efficient

collaboration between stakeholders and Alba Iulia Municipality in the

month of December.

SPECIFIC

OBJECTIVES

- Establishing collaboration between the Municipality, the HORECA

Representatives and Representatives of the local producers and

companies for organizing 2 different social gastronomic events for

vulnerable groups at the end of 2015 and the beginning of 2016.

- Active participation of 3 voluntary chefs in the organization of 2

different social gastronomic events for vulnerable groups at the end of

2015 and the beginning of 2016.

DURATION

June 2015 – first contact with all the stakeholders (3 chefs, 5 local companies, HORECA

representative, local producers, sponsors, theatre groups, music groups, etc.)

July 2015 Creating the structure of the events

August 2015 Approving the collaboration and the organization of the event in the local council

September 2015 –December 2015 Publicity of both events

December 2015 – Social dinner for the Elderly Home in Alba Iulia Municipality

April 2016 – Social fund raising event for 100 people, for a social cause – to be determined by the

stakeholders

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

The target group for this action will be the local HORECA stakeholders: hotels and other HROECA

facilities –restaurants, bars and cafes, wineries, chefs, local producers.

The Direct beneficiaries will be in 2015 the 100 beneficiaries of the Elderly Home and the

beneficiaries of the social cause in 2016.

The Indirect beneficiaries will be families of the direct beneficiaries, the stakeholders involved, the

local community, as it will represent as well an example of active citizenship among the local

community, mass-media, civil society, etc.

ACTION ACTIVITIES

A 1. Identification of local HORECA stakeholders interested to actively get involved;

A 2. Working meetings with upper stated HORECA stakeholders – individually and in groups to

discuss the idea, working areas and organization, identifying the resources that any of the stakeholders

can activate for the realization of the activity;

A 3. Elaboration of draft programme of the two events;

A 4. Promotion of the events in the local mass-media and in the social media communication

channels;

A 5. Approving the collaboration with the stakeholders in the local council

A 6. Organizing the event in the Home for Elderly, for Christmas, the chefs will cook as voluntary,

and the ingredients will be provided by local companies, or sponsors,

A7. Organizing the social cause dinner, in 2016, during which the chefs will cook voluntary, using

ingredients received from sponsor, companies and local producers. A music group or a theatre group

will voluntary perform and the participants will pay an entry fee. Moreover, during the event, a call for

chefs will be organized. The 3 (or more) voluntary chefs will try to convince the audience to buy him

for a day, in order to cook at home. During the auction, the participants will pay for the chefs, and

finally, the winner (the person who paid most) will take the chef home, and the chef will voluntary

cook one dinner for his family.

A8. Donating the money for a social cause (social service)

ACTION RESULTS, INDICATORS

1. More than 5 HORECA representatives involved in organizing the 2 events;

2. 100 beneficiaries from the Elderly Home benefiting from a special Christmas Evening

3. A minimum of 3 chefs voluntary involved in the 2 events

4. A minimum of 5 Companies involved

5. One music or theatre group voluntary performing per event

6. Improved social services due to the amount of money donated for the social cause after the

dinner

ACTION RISKS AND RISK MANAGEMENT

Risk Risk control measures

One of the risks would be the low interest

of HORECA stakeholders in becoming

active.

Risk would be managed by the Municipality who

would support the involvement.

Moreover, we will try to have a partnership with the

mass-media and through this communication channels

we will do our best to convince more stakeholders to

get involved.

ACTION IMPACT

Visibility

The action will be visible in the local-regional press from the beginning.

Also on social-media channels

Social, economic, benefits created by the action for the local community (short/medium and long

term)

The most important benefit for the community is in social development at short and long term.

Vulnerable groups will benefit of actions leaded by stakeholders who can collaborate at long term in

organizing such events which could influence the social development of the community and the

improvement of social services in Alba Iulia Municipality, for vulnerable groups.

SUSTAINABILITY

Valorisation and exploitation of results – long term

The collaboration is meant to be at long term, and tis kind of events ar meant to become a good

practices example that could be multiplied by other relevant stakeholders as well. If successful, the

event could be repeated each year.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/ material/ human resources)

At least 5 stakeholders from the HORECA sector

At least 3 chefs volunteers

Project Management Team from Alba Iulia Municipality

Sponsors

Infrastructure for organizing the social event for a social cause

One artistic group performer volunteer for the 2 events

Food donations

Partnership with mass-media

ESTIMATED BUDGET

The budget corresponding to these 2 events is up to 5000 euros

POTENTIAL FUNDING OPPORTUNITIES

Funding opportunities will come from the HORECA stakeholders, donations, products donations,

ingredients, volunteers, other funds.

TRAINING COURSES FOR STAFF EMPLOYED IN HORECA SECTOR – CREATING A

TRAINING CENTRE OF EXCELLENCE IN GASTRO-TOURISM

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

Local level

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS

TO BE INVOLVED

Employers in the HORECA field from Alba Iulia;

The Agency for Employment of Alba County;

The ˝1 Decembrie 1918˝ University of Alba Iulia;

Alba County School Inspectorate;

Training companies in the HORECA sector (e.g. SC THR SRL etc.);

Chambers of Commerce and Industry of European Countries.

DESCRIPTION OF THE ACTION

SHORT JUSTIFICATION/ MAIN PROBLEMS

Alba Iulia has a tourism potential determined by the large number of historical, cultural, natural and

anthropogenic values, especially in urban areas, with a potential for constant attraction of Romanian

and foreign tourists throughout the year, thereby supporting regional economic development, the

growth of tourism economy and investments, the diversity and qualitative improvement of

sustainable jobs supply and demand. In the whole national economy, gastro-tourism acts as a

stimulating element of the global economic system, assuming a specific demand of goods and

services. Also, tourist demand leads to an offer adjustment, which materialises in the development of

tourism structures and stimulation of related services. Tourism activity in the area creates a demand

for a wide range of goods and services purchased by tourists and tourism companies and it thus

requires training in the field of hospitality industry, as the specialized workforce currently provides

low quality services. Also, given the historical and cultural heritage of this area of national and

international importance, it needs personnel trained and specialized in this field. According to the

strategic documents of medium and long term development, local authorities would like the area to

become a gastronomic and tourist destination of excellence, to attract foreign and national tourists,

and to support the emergence and evolution of economic activities specific to gastro-tourism.

ACTION OBJECTIVES

GENERAL

OBJECTIVE

Acquiring skills in the "tourism of excellence" to foster the

competitiveness and facilitate access to employment of the Staff

employed in HORECA sector from Alba Iulia

SPECIFIC

OBJECTIVES

Improving professional skills by providing training packages in the

hospitality sector;

Developing transnational actions and measures to increase

competitiveness in the field of "Tourism Excellence".

DURATION

2 years

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

Direct beneficiaries:

Staff employed in HORECA sector from Alba Iulia;

Unemployed citizens of Alba Iulia;

Indirect beneficiaries:

Employers in the HORECA field from Alba Iulia;

National and international tourists of Alba Iulia Municipality;

The citizens of Alba Iulia.

ACTION ACTIVITIES

1. The creation of the Training Centre of Excellence in Gastro-Tourism in Alba Iulia in order to

improve professional skills in tourism and gastronomy;

2. The accreditation Centre qualifications and specializations in the HORECA sector (e.g. Sommelier,

chef, head of the hall and restaurant, initiation in English and German);

3. The organization and development of training courses in gastro-tourism at the Training Centre of

Excellence in Gastro-Tourism;

4. The organization and development in the Centre of practical demonstrations with national experts

(renowned chefs and sommeliers).

ACTION RESULTS, INDICATORS

1.The Training Centre of Excellence in Gastro-Tourism in Alba Iulia created and established

in Alba Iulia;

2. The Training Centre of Excellence in Gastro-Tourism in Alba Iulia accredited in

qualifications and specializations in the HORECA sector

3. Training courses in gastro-tourism organized and developed at the Training Centre of

Excellence in Gastro-Tourism;

4. Practical demonstrations with national experts (renowned chefs and sommeliers) organized

and developed at the Training Centre of Excellence in Gastro-Tourism.

ACTION RISKS AND RISK MANAGEMENT

Risk Risk control measures

Low quality consultancy services Careful monitoring of consultancy contracts, of

deadlines, of quality and performance indicators in the

tender book and attached technical offers, a penalty

system for the Consultant, stopping payments and

making formal and content corrections.

Appeals to the public procurement

procedures

A carefully documented set up of tender books, in

accordance with the OUG 34/2006, quick and clear

answers to the requests for clarification from potential

tenderers, issuing pertinent, swift and clear opinions to

CNSC’s questions, a swift rerun of the procurement

procedure once CNSC has ruled on the appeals.

ACTION IMPACT

Visibility

Posters, flyers, postcards, pens, key-chains, portfolios, 300 customized block-notes, DVDs and roll-

ups will be edited, multiplied and disseminated; there will be press releases, a Facebook page, a radio

and a TV ad, a web page, card holders. The project’s activities and results will be disseminated

through press conferences.

Social, economic, benefits created by the action for the local community (short/medium

and long term)

The proposed action will contribute on a short and medium term to the improvement of professional

skills through the HORECA professional training modules provided within the Training Centre of

Excellence in Gastro-Tourism and through the development of transnational measures and actions in

view of increasing competitiveness in the field of “tourism of excellence”.

On a long term, this initiative will allow Romania and Alba Iulia Municipality to use the advantages of

a modern, flexible labour market that is adapted to the current needs.

SUSTAINABILITY

Valorisation and exploitation of results – long term

The applicant will allocate the amount of money needed to continue such activities and to develop new

measures of employment for the unemployed, from its own budget and based on an administrative

decision. The project activities - information and counselling services, training sessions will continue

after the grant ends. Fundraising will be supported in order to find the resources necessary to continue

the project after the funding is over. All purchased goods remain in the Applicant’s possession and

will be used for the same purpose after the funding is over.

The activities proposed by the project will generate multiplier effects that will ensure long-term

benefits for the target group. By turning the Training Centre of Excellence in Gastro-Tourism into a

legal person, transfer of knowledge but also of skills is ensured by delivering integrated programmes

that cover the need for personnel qualified according to international standards, an aspect of great

importance to promote tourism potential of Romania with multiple opportunities for further

development. Also, the beneficiaries, by acquiring these skills and an excellence level in hospitality

training, will have a wider access to the tourism labour market and not only. All services provided by

the project are aimed at the development of skills, behaviours and attitudes that will be used by the

target group throughout their life. The results and experience gained in the action be integrated into the

policies and strategies of Alba Iulia Municipality. Continued provision of training services by the

applicant will bring the necessary financial resources for self-funding and for other projects.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/material/human resources)

Logistic/Material Resources :

1 meeting room with all equipment needed for the project team meeting, 3 desks, 10 computers, 2

printers, Internet connection, one landline, fax machine.

The Centre: 1 building, fire extinguishers, break-in prevention system, furniture (desks for the offices,

desks and chairs for the lecture room, furniture for the archive room), IT equipment, furniture for

training and qualification courses (kitchen furniture, kitchen equipment), appliances, dishes, flipchart,

office materials, books, training materials, a car.

Human Resources:

Management team : 1 project manager, 1 legal advisor, 1 financial responsible, 1 assistant manager,

Implementation team: 4 vocational councillors, 1 work group leader, 2 training programme experts, 1

PR expert, 2 translators, teachers of modern languages and specialty courses. Auxiliary and

administrative staff: 1 secretary, 1 driver, 1 receptionist, 1 building administrator, 1 cleaning person.

ESTIMATED BUDGET

800,000 Euro

POTENTIAL FUNDING OPPORTUNITIES

POCU – The Operational Programme Human Resources 2014-2020;

Transnational European Funds;

Embassies of economically developed countries;

The World Bank.

ROMANIAN CAPITAL OF GASTRONOMY

ACTION AREA (NATIONAL/COUNTY/LOCAL LEVEL)

National level

DESCRIPTION OF THE POTENTIAL PARTNERS / RELEVANT STAKEHOLDERS

TO BE INVOLVED

National Association of Cooks and Pastry Chefs in the Tourism Sector in Romania;

Association of Sommeliers in Romania;

Association of Journalists and Tourism Writers in Romania;

Relevant media representatives.

DESCRIPTION OF THE ACTION

SHORT JUSTIFICATION/ MAIN PROBLEMS

Gastro-tourism is beginning to be an important pillar among the economic activities of Romania.

The perception of the citizens towards tourism and gastronomic tourism is very positive as they

benefit from the high services of a large number of restaurants and brasseries. There is no real

support to gastronomy or tourism from national and regional policy.

The general attitude of inhabitants towards tourism and gastronomic tourism is positive although

there is no real culture to enjoy in gastronomic services due to several historic factors. However, the

inhabitants perceive the development of gastro-tourism along with the increase in the number of

tourists in the city as benefit for the economy and are supportive towards the further development of

tourism activities.

The importance of creating a national event that can underline the contribution of the gastronomic

sector for the development of tourism at both a national and a local level and increase Romania’s

attractiveness as a tourism destination.

ACTION OBJECTIVES

GENERAL

OBJECTIVE

The development of a national event called the Romanian Capital of

Gastronomy to promote the local gastronomy.

SPECIFIC

OBJECTIVES

The development of a national competition held in Alba Iulia,

between Romanian cities in order to win the annual title of Romanian

Capital of Gastronomy;

The positioning of Alba Iulia Municipality as a key player in

Romanian gastronomy;

The raising of the citizens’ awareness on the importance of

gastronomy and its link with tourism.

DURATION

10 years

ACTION TARGET GROUPS/ DIRECT & INDIRECT BENEFICIARIES

Direct beneficiaries:

Relevant NGOs and Associations in HORECA sector;

The tourists of Alba Iulia Municipality and of the winner city;

The employees from the HORECA sector of Alba Iulia Municipality and of the winner city;

Relevant companies from the HORECA sector of Alba Iulia Municipality and of the winner city;

Indirect beneficiaries:

The citizens of Alba Iulia Municipality and of the winner city;

Public institutions of Alba Iulia Municipality and of the winner city;

Relevant national and local media representatives.

ACTION ACTIVITIES

1. Setting up the local organisation team;

2. Creating / registering the brand name of Romanian Capital of Gastronomy;

3. Setting up the evaluation committee, composed of Relevant NGOs and Associations in HORECA

sector, Relevant national and local media representatives, Public institutions;

4. Promoting the competition at a national level;

5. Receiving the cities’ projects and organising the project presentation event;

6. Presenting the projects over a two-day event;

7. Awarding the title of Romanian Capital of Gastronomy during a Gastronomic Gala Event;

8. Promoting the winner of the competition.

ACTION RESULTS, INDICATORS

1. A local organisation team composed of 8 members;

2. The brand name of Romanian Capital of Gastronomy created/registered;

3. An evaluation committee, composed of Relevant NGOs and Associations in HORECA sector,

Relevant national and local media representatives, Public institutions;

4. The competition promoted at a national level;

5. At least 5 city projects received and evaluated;

6. At least 5 projects presented in a two-day event;

7. The title of Romanian Capital of Gastronomy awarded during a Gastronomic Gala Event;

8. The winner city of the competition promoted.

ACTION RISKS AND RISK MANAGEMENT

Risk Risk control measures

The beneficiaries’ lack of interest in the

project

Awareness raising, motivation and co-interesting the

people defined in the project as direct beneficiaries to

participate in the project activities, focusing on the

importance of promotion, marketing, event

organisation and participation in tourism fairs and

exhibitions.

The media’s lack of interest in the project Awareness raising, motivation and co-interesting the

media to participate in the project activities, focusing

on the importance of promotion, marketing, event

organisation and participation in tourism fairs and

exhibitions.

Miscommunication between the members of

the implementation team and the members

of the evaluation committee.

Constant, transparent communication at all project

management levels, transparency, equal treatment of

employees, clear and exact tasks in speaking and

writing, encouraging team work, friendly and polite

talks to the beneficiaries of the project and to the

contractors, clear and concise explanations and

clarifications, expressed by the project team members

at the request of beneficiaries or contractors.

ACTION IMPACT

Visibility

Monitoring and evaluating creation work, graphic design and the quality of promotion proposals on all

types of previously described promotional support,

Management of approving promotional materials;

Establishing and maintaining positive cooperation relationships with institutions/organisations or

partners;

Designing and implementing a PR strategy;

Proposing concepts and methods for an efficient project promotion;

Organising press-conferences;

Organising participation in tourism fairs and exhibitions;

Promoting the project on relevant web-sites;

Updating the project’s web-site;

Press releases and media coverage;

Coordination of promotion-related activities of other departments such as sales, graphic design,

media, financial and accounting or research;

Preparing and negotiating promotion and advertising or sales contracts;

Networking with suppliers, distributors or customers for the promotion campaigns and programmes;

Outputs:

One database with relevant information in gastronomic tourism

One website

Newsletters

One documentary film – 10 minutes

One T.V. ad

One radio ad

One video – 45 seconds

Audio-video advertisement insertions;

Street billboards and advertising totems;

Flyers;

Press conferences

Social, economic, benefits created by the action for the local community (short/medium

and long term)

On a short term, the tourism activity intensely promoted and well organised creates a demand for a

wide range of gastronomic goods and services later purchased by tourists and tourism companies.

Local tourism creates opportunities of local and national economic increase and contributes to the

creation of new jobs by capitalising on the cultural, historical and natural heritage. Also, an important

part of the newly created jobs is a regional opportunity for the employment of women. The use of

sights and attractions through a careful, just, consistent and constant promotion can contribute to Alba

Iulia’s and the winning city’s economic growth by helping local companies to emerge and develop,

thus turning low economic competitiveness areas into attractive areas for investors.

On a long term, this initiative associated to quality and sustainable investments in tourism and culture

will allow Romania and Alba Iulia to use the advantages provided by the tourism potential and by the

cultural heritage of Alba Iulia and of its historical fortress.

Investments in tourism and culture will allow the winning city and Alba Iulia to use the advantages

offered by their touristic potential and cultural heritage in identifying and strengthening of their own

identity in order to improve their competitive advantages in high value sectors and high quality and

cognitive content on both traditional and on new markets.

SUSTAINABILITY

Valorisation and exploitation of results – long term

Project sustainability will be ensured through a number of specific activities, such as: allocating funds

for the beginning and continuing of implementation (needed funds for financing and guarantee of the

necessary cash flow; keeping the two advertising and promotion coordinators employed by Alba Iulia

Municipality as they will continue the tourism marketing activity for the Fortress and will be involved

in the organisation of touristic events in accordance with the type of proposed events; allocating the

necessary human resources for analysis, testing and training activities.

Another sure and credible project funding source is the Municipality’s annual budget. Constant

fundraising will ensure the necessary financial resources for the action to continue.

COMPETENCE NEEDED FOR THE IMPLEMENTATION OF THE ACTION

(logistic/material/human resources)

The success of the project is ensured by the synergy of human, financial, material and time resources.

The Local Council of Alba Iulia will place at the project’s disposal 1 administrative office space with

desks and shelves for storing the project’s documents. The office building is located in Alba Iulia and

it is equipped with state-of-the-art PCs, colour printers, Internet access and a colour multifunctional

copy machine.

Location of the event – Alba Carolina Fortress.

ESTIMATED BUDGET

1,500,000 Euro

POTENTIAL FUNDING OPPORTUNITIES

The Regional Operational Programme 2014 -2020;

Transnational European Funds;

The embassies of economically developed countries;

The World Bank;

Company sponsorships

tbc

Questionnaires and interviews

6. Final remarks, conclusions

7. Attachments