How the HibriturSelva partnership promotes economic development through tourism innovations

Learning points

Start by attracting the most active local actors.

At the beginning of the project we created a core group within the HibriturSelva network, mobilizing those members who were willing AND capable of contributing to the project and using their network to engage others in the project. This core group of members may include: members who seek an opportunity to add value to their business through this initiative, members who believe in collaborative networks per se and members who are rooted and committed to the territory and are willing to collaborate in order to strengthen the local identity.

Focus on the key objective

In our experience working groups tend to multiply the objectives originally set for them and may open too many strands of activity. While some degree of flexibility will be needed, there is a real risk of not being able to produce visible results. Therefore, it is important to focus on one key objective and to deliver quick-wins.

Hybridisation and improbable connections

The concept of hybridization has proven to be a powerful and differentiating element within the development of this project. Moreover, the linkage of open innovation with the concept of “improbable connection” has been an attractive feature for many actors. HibriturSelva project has enabled such connections with the creation of spaces and hybridization mechanisms aimed to connect very different actors, while focusing on the creation of innovative products and services. An example is the collaboration that took place between a local association promoting "ratafia” (a herbal liquor, traditionally made in private homes) and several entrepreneurs, to create tourism products linked to ratafia: liquor preparation courses, guided tours, culinary offerings, etc.

Facilitation vs. intervention

This is one of the most complex points: our experience tells us that it is necessary for the management teams to watch carefully its degree of intervention. The management team should not restrict the initiatives of members but must ensure a good flow that enables the development of the project. The degree of intervention will depend partly on the collaborative tradition between the actors involved  - but it should also depend on the ability to foster an active group of members who are able over time to assume more of a role in the leadership of the initiatives (which is initially likely to be located mainly with the management team).

Money? Later!

A common problem of this kind of project is that stakeholders have the expectation that participation in such a project should provide their organisation with public funding, especially if such project is promoted by a public sector organisation (such as the Comarque Council of La Selva). However, it was made clear from the very beginning that HibriturSelva project was not intended to fund projects but rather to develop viable projects.

Management of the digital platform

Improving the quantity and quality of the online participation has become a key challenge, due to the fact that the platform has been established as a digital meeting point where the majority of interactions between the network’s members will take place. Moreover, the network’s “digitalization” has allowed significantly lower costs than would have been involved in the organization of events and workshops. However, work had to be done improving the visibility of the members in order to promote digital interaction.

Cautious management of expectations

In a project of this kind it is necessary to be cautious in the use of the language and the expectations generated. Maintaining a humble attitude helps to gain credibility. Therefore, excessively ambitious promises or milestones should be avoided. The HibriturSelva network has focused on promoting small-scale initiatives at the start, although it did, of course, intend that these would in turn spark off new initiatives which would be rather more ambitious.