Creation of shared value and economic and social development: Relationship economy as a driver for territorial governance

The past decade has seen an increased interest among the development models describing the growth of local economies, starting from territorial factors of attractiveness, without underestimating sustainable pathways of local governments. Most Italian territories are excessively dependent on overarching institutions without considering the role of bottom-up capabilities in planning and the involvement of neighbouring geographical areas with similar historical- cultural routes. The community-oriented awareness of the territory allows actors to co-plan a growth path which considers and effectively combines the multiple variables available in the so-called “area vasta” (vast area). All the factors that have always characterized the territorial history can become cultural assets, which are required for a new strategy aimed at enhancing the territorial heritage and creating a socio-economic value. In order to start a constructive path for growth, it is necessary to connect all the social actor behaviours aligning all the various interests toward a common goal: territorial welfare founded on conditions of well-being. A possible solution may be the implementation of strategic local “vast area” planning, usually intersecting with a wide territory inclusive of three provincial areas of the Romagna region. It can be the ideal means with which to combine priority strategic issues, mediating between the main economic actor interventions. Both public and private institutions are involved in a single sustainable plan created today to be performed in the future. This is an important cultural innovation which is primarily focused on the perception of the common good, which allows different knowledge and visions that can be systematically combined in order to identify future socio-economic development drivers. It is necessary to shift the approach on capabilities and competences to that on relationship as an asset and its effective utilization as a driver focused on planning and action. In this perspective, the growth of the territorial well-being can be measured by the quality and the intensity of the strategic planning process, aimed at producing an outcome rather than output. Places should become ideal locations where people socialize and experience the acquired territorial vocations, developing specific brands linked to places, emotions, and well-being practices. The two experiences of ‘Romagna Salute’ and ‘Romagna Next’ are illustrated and discussed in this chapter.