Proceedings - Volume II

I - Sostenibilità e integrazione
II - Storia e cultura
Immagine donata da Lello Esposito,
artista contemporaneo napoletano
III – Ambiente e economia
IV – Programmi e progetti
Creation of a network in
“Sustainable tourism and best practices in
the western Mediterranean”
TOMO II
I
INDICE
TOMO I
Preliminary overview, by Giuseppe Pennella
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Presentation, di Costanzo Jannotti Pecci
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The Italian programme for sustainable tourism, by Franco Vitale
Formez role and contribution on sustainable tourism, di Marco Bonamico
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Sessione I
Sostenibilità e integrazione
1. La politica comunitaria sul turismo sostenibile e il networking, di Francesco
Ianniello
2. UNCTAD and the Promotion of Sustainable Tourism for Development, di
Jean-François Baylocq
3. Tourism and sustainable local development, di Angel L. Vidal Alonso
4. L’esperienza del Formez – Banca dati Buoni Esempi, di Valeria de Magistris
5. La semplificazione, lo sviluppo economico e il rapporto fra imprese e
pubbliche amministrazioni presso il servizio allo sportello unico per le attività
produttive (SUAP), di Francesca Ferrara
6. Il rapporto tra sostenibilità del turismo e la competitività, di Massimiliano
Vavassori
7. Dall’Euromeeting sulle politiche locali per il turismo sostenibile un contributo
per i nuovi modelli di marketing di destinazione, di Paolo Bongini
8. La politica turistica nella Costituzione Europea, di Raffaele Vanni
Sessione II
Le best practices in storia e cultura
1. De l’optimum touristique et ingénierie comme nouvelle outil d’un tourisme
maîtrisé, di Jean-Pierre Lozato-Giotart
2. The Sustainable Tourism implementation in Portugal. Best Practices and the
need to go far away…, di Maria João Burnay
3. Dal territorio museo al sistema museale integrato: il patrimonio culturale nelle
strategie di pianificazione del territorio di Alghero, di Salvatore Masia
II
4. Invest-Abruzzo: programma per la valorizzazione e recupero a fini turistici del
patrimonio immobiliare delle aree interne, di Antonio Bini
5. Sustainable Tourism Prospects for Cyprus and Eastern Mediterranean, di Kamil
Simavi Asik
6. Il ruolo preminente della fascia costiera sul turismo italiano – suo recupero e
sviluppo compatibile ambientale, di Riccardo Scarselli
7. Il Mediterraneo nella promozione turistica dei Paesi del bacino occidentale, di
Annunziata Berrino
8. Sussidiarietà e sviluppo economico – obiettivi di un nuovo strumento chiamato
PIST, di Giampiera Usai
9. Verso il piano turistico regionale: cornice strategica di riferimento, di Ettore
Gasperini
10. Conclusioni, di Jean-Pierre Lozato-Giotart
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Sessione III
Le best practices in ambiente, economia e società
1. Alcune riflessioni, di Giovanni Viganò
2. La Riviera del Beigua: dopo la Haven una svolta verso qualità e ambiente, di
Andrea Jelenkovich
3. La planification du tourisme au Maroc : comment concilier rentabilité et
durabilité?, di Mimoun Hillali
4. Les Bonnes Pratiques et le Tourisme durable en Méditerranée Occidentale, di
André Abitbol
5. I progetti integrati turistici - il progetto integrato “Filiera Turistica
Enogastronomica”, di Roberto Formato
6. Il marchio di qualità, di Flavia Coccia
7. I sistemi turistici locali, di Domenico Ranesi
8. Avenirs du tourisme en Méditerranée Occidentale, di Azdine Abdenour
9. Sustainable tourism: best practices in the Valencian Region – Spain, the
Regional Ministry of Tourism , di Vicente Moles
10. La sostenibilità del turismo in Sicilia: realtà e prospettive, di Antonino Prizzi
11. Il Turismo come risorsa nazionale: l’impegno del CNEL per una politica
integrata, di Mario Sai
12. Indicatori turismo sostenibile, di Anna Galdo
13. Conclusioni, di Alberto Corbino
Sessione IV
III
Nuovi programmi e progetti comuni
1. Decennale della Conferenza di Barcellona. Nuove strategie di partenariato per
un turismo euromed-sostenibile: le città del Mediterraneo come network di
cluster urbani ad alto valore aggiunto di Alberto Pizzati
2. I programmi e i progetti di Sviluppo Italia per il turismo sostenibile, di Sergio
Iasi
3. La promozione a sostegno del turismo sostenibile, di Ettore Bianchi
4. Overview of tourism industry for Seat Pagine Gialle, di Enrico Orlando
5. Vers l'autonomie de destination (LDC) par le développement national des
resources de tourisme, di Jean-François Baylocq
6. The Delnet Program, di Angel L. Vidal Alonso
7. Etude de faisabilité sur l'établissement de réseaux, di Francesco Ianniello
Commenti
Magda Antonioli
Donato Pennetta
Giuseppe Pennella
Conclusioni
Enrico Borghi
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TOMO II
Documentazione di studio e ricerca
1. Challenges of sustainability in tourism, di Regina de Carvalho
2. Sustainable tourism of ecotourism, good practice in the Mediterranean Area, di
Alberto Corbino
3. Sustainable development of tourism – International and European level, di
Anna Galdo
4. Il caso italiano (I): scenario normativo del turismo, di Regina de Carvalho
5. Il caso italiano (II): best practices delle Regioni italiane, di Monica Capossela e
Manuela Marseglia
6. Gestione dei grandi eventi e turismo sostenibile, di Maria Punzo
7. Tourism innovation in the Objective 1 Regions – Examples of good practices,
di Innovation diffusion Area, Formez
8. One stop shop for tourism and receptive activities in National Parks, di
Enterprises Services, Formez
9. Tourism General Scenario, di Cultural and Tourist Resources, Formez
IV
Scheda informativa C.A.I.MED.
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TOMO III
Appendice: Quadro normativo delle best practices
1. Algeria
2. Cyprus
3. France
4. Maroc
5. Portugal
6. Spain
7. Tunisia
V
Tomo II
Documentazione di studio e ricerca
Challenges of sustainability in Tourism
Regina de Carvalho
Formez Consultant
“Because the built heritage is certainly one of the main
attractions of world tourism ... because tourism creates
significant demand for the construction sector at
destinations ... and because tourism, if developed in a
responsible, balanced and sustainable manner can
become a driving force for environmental protection,
heritage conservation and cultural pride. If governments
abdicate their responsibility for sustainable tourism
development - destinations will be nibbled away by
special interests... Unplanned development - as we have
seen too often in the past - means chaos and depletion of
the fragile resources on which our industry relies."
Francesco Frangialli, SecretaryGeneral,
World Tourism Organisation
(February 2005)
Underlining the concept
There are different ways of understanding the meaning of sustainable tourism.
The World Tourism Organisation (2004) has made the following definition:
"Sustainable tourism development guidelines and management practices are
applicable to all forms of tourism in all types of destinations, including mass
tourism and the various niche tourism segments. Sustainability principles refer
to the environmental, economic and socio-cultural aspects of tourism
development, and a suitable balance must be established between these three
dimensions to guarantee its long-term sustainability.”
Source: WTO
Sustainable tourism refers to meeting the needs and rights of tourists, host
communities and regions, while protecting and enhancing opportunities for the
future. The process of the sustainable development tourism must focus more on
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the social dimension of sustainable development: involvement of local
communities in the conception, development, enhancement, management and
preservation of all destination resources used for tourism projects, in particular
cultural and environmental resources; implementation of environmental and
quality standards agreed by relevant international organisations for tourism
projects; and allocation of tourism revenues to prevent degradation of the
destination resources and to meet the needs for tourism services in the future.
To consider tourism as a system with its own framework of references is a highly
complex approach, owing to the multidisciplinary vision necessary for its
analysis.
General Trends
International Tourism is the world's largest export earner and is an important
factor in the balance of payments of most nations. In these last three years it has
been strongly conditioned by a weak global economy, the fight against terrorism
and the Middle East conflict. In this particular scenario the occupation of Iraq is
relevant.
Tourism is seen as one of the most important vehicles of cultural exchange, one
which should be managed in a sustainable fashion, for the sake of both our own
generation and future ones. At the same time, tourism is firmly established as a
unique resource in many countries and at the start of this new millennium it is the
fastest-growing economic sector, looking principally for exchanges in earnings
and employment.
Tourism has become one of the world’s most important sources of job creation,
offering economic opportunities and contributing to the alleviation of poverty.
It is a well known fact that tourist flows have environmental, social and cultural
impacts that can be positive or negative. These impacts are bound to increase in
the future as tourist movements continue to grow and, unless they are
appropriately controlled, negative impacts will affect the long-term sustainability
of tourism. The concept of sustainable development therefore must be fully
applied to tourism, and it must form part of its very essence, as tourism is built
upon the diversity of natural, social and cultural resources, without which tourists
would lose their interest and motivation.
The industry of tourism is too diverse and its contexts too specific to develop an
international set of sustainable tourism performance criteria that is both widely
applicable and meaningful. However, it maybe be possible to have a single
process for accrediting national applications of international guidelines.
The sustainable tourism should make optimal use of and must give value to
environmental resources. In fact, environment constitutes a key element in
tourism development, it conserves essential ecological processes, helps to
preserve and respect natural heritage and biodiversity. Of course, the socio-
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cultural authenticity of host communities must be respected, and their cultural and
traditional identity conserved.
Sustainable tourism can also seek to create stable employment, income-earning
opportunities, social services and contributions to poverty alleviation. In this way,
governments should promote a new policy for tourism. Social organisation,
employment, productive activities and tourism supply policies are often field of
economic tourism impact. Sustainable tourism development requires the informed
participation of all relevant stakeholders, as well as strong political leadership to
ensure wide participation and consensus building. Achieving sustainable tourism
is a continuous process and requires constant monitoring of its impact, with the
necessary preventive and/or corrective measures introduced whenever necessary.
So, it is important for sustainable tourism to maintain a high level of tourist
satisfaction and ensure a meaningful experience to the tourists.
There is a series of instruments that make it possible to incorporate sustainability
criteria in the planning, development and management of tourism.
According to statistics provided by the World Tourism Organisation1:
Year 2003
Country
Million Visitors
Increase %
on the previous
year
France
75,5
3,4%
Spain
48,2
3%
Italy
41,2
12,8 %
These three countries attracted the highest number of visitors in Europe, with
figures matched only by the United States of America.
The necessity to apply systematic planning to tourism has become a widely
accepted fact. Although the tourism strategies and policies recommended by
international organizations indicate environmental as well as social and economic
1
Rafael Pérez de la Concha Camacho, in Med. 2003, Mediterranean Yearbook, Fundaciò Cidob, pp. 228-229,
2003.
247
sustainability issues, their real implementation by the public administrations at
central, regional and local level governments, as well as by tourism entrepreneurs
has been slow, weak and only partial. National tourism administrations of many
European countries complain about the fact that environmental policies, laws and
regulations are often formulated without considering the needs and potential of
the tourism sector. It is known that only a few countries have considered the
tourism sector when making their own policies and political programmes.
The tourism sector must urgently adopt the principles and objectives of
sustainable development.
From the euphoric discourse on tourism generated by the economists in the
sixties, a rather catastrophic critique has emerged from the side of anthropologists
and ecologists in the seventies and eighties, who condemned the destruction of the
life-styles of the local populations, as well as the environment, as a result of
tourism saturation in certain areas. Debate, nowadays puts the focus on the crisis
and change taking place on this sector. Changes in tourism are linked to the
profound changes experienced by today’s people and societies. Any element that
provokes a change in the basic issues of tourism will modify, directly or
indirectly, the demand and supply of tourism.
Many public and private sector decision makers involved in planning and
managing tourism are at last conscious that respect for the environment is one of
the industry's essential components and one of its most valuable assets. So, the
deterioration or destruction of this environment, whether cultural or natural,
through lack of planning or mismanagement could inevitably compromise the
long-term interests of the tourism sector.
Tourism sector decision makers need to be aware of the links between tourism,
tourist activities and natural and cultural environments.
Nowadays it is very difficult to involve the private sector in a voluntary initiative
on sustainable tourism, because there is no immediate profit motive. But there are
various reasons why a tourism enterprise might adopt a voluntary initiative: it can
facilitate the effective marketing of its products, particularly in small market
segments undergoing rapid expansion, such as ecotourism; it can help companies
improve their public relations, both with the consumers of the product as well as
with the host communities they work with; implementing environment-friendly
strategies can generate substantial savings in company operating costs; effective
environmental management helps protect the natural assets on which the tourism
industry depends for its prosperity.
One of the responses to the recognition of the importance of sustainability in
tourism has been the creation and adoption of voluntary initiatives on the part of
entrepreneurs, such as environmental and social codes of conduct, ecocertification systems, environmental audit programmes, environmental
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management systems, and other self-regulation codes or schemes that have to do
with the natural or socio cultural environment.
As the term itself indicates, voluntary initiatives are not the result of legislation,
but rather they are adopted freely by organizations that wish to apply such
schemes and benefit from their application. Such benefits can be economic -through cost reductions or higher selling prices -- or can take the form of an
improvement in the company's image, thus attracting new consumer segments that
are willing to pay higher prices, stay for longer periods in the establishment, or
become repeat customers, etc. In most cases, there is an economic benefit at the
end, either for companies or for communities, in the short, medium and long
terms.2
World Tourism Organisation Guidelines
The World Trade Organisation's Committee on Sustainable Development of
Tourism prepared a series of guidelines for governments regarding sustainability
certification systems in tourism.
These recommendations for governments especially underline the functions of
promotion and coordination that governments must perform in order for
certification systems to be effective, as well as providing guidelines on the
establishment of certification criteria and on the following operational aspects of
such systems.
Such guidelines are: application, verification, granting of certification, consulting,
advisory and technical assistance services, marketing and communication, fees
and projects financing.
To assess together whether sustainability certification in tourism has a future in
each region or if it is necessary to adopt other types of mechanisms, possibly of a
more coercive, fiscal or other nature, which can ensure a greater degree of
sustainability in tourism activities, for the good of the tourism sector itself as well
as for the present and future benefit of the societies and territories where tourism
takes place.
Sustainable Tourism represents a challenge and a responsibility for the region,
since certification schemes developed here are likely to be emulated in other
regions. Europe has thus a moral obligation for excellency in this subject. It has to
be underlined that it has also the economic power to realise it.
2
Eugenio Yunis, Sustainability of Tourism and the Role of Certification, Public private partnerships for
sustainability certification of tourism activities, Regional conference for Europe, Czech Republic, 17-20 October
2004.
249
A recent activity of the World Tourism Organisation is the conference on Built
Environments for Sustainable Tourism realised in Muscat, Sultanate of Oman, on
6-8 February 2005.
The conference helped to make clear the role of tourism in ensuring sustainable
urban development, cultural heritage preservation and benefits for host
communities. It also drew attention to the promotion and establishment of
partnerships among public and private tourism stakeholders, in order to ensure an
orderly and sustainable development of tourism infrastructures that respect local
cultures and economies. The charter seeks to promote the use of quality and
adapted modern architecture and infrastructure in the development of tourism
facilities in a way that was respectful of the built or natural environment,
reinforcing positive destination images. It urges authorities and the industry to
monitor the impact of tourism on the built environment from the standpoints of
economic, cultural and environmental sustainability. 3
The World Trade Organisation during the year 1997 has created the Global Code
of Ethics for Tourism. Article 3, is very interesting because it concerns tourism as
a factor of sustainable development.
It is important to bear in mind, in relation to sustainable tourism, what was
written in that Code.
Article n. 3, states4:
1. All stakeholders in tourism development should safeguard the natural
environment with a view to achieving sound, continuous and sustainable
economic growth geared to satisfying equitably the needs and aspirations
of present and future generations;
2. All forms of tourism development that are conducive to saving rare and
precious resources, in particular water and energy, as well as avoiding as
far as possible the production of waste, should be given priority and
encouraged by national, regional and local public authorities;
3. The staggering in time and space of tourist and visitor flows, particularly
those resulting from paid leave and school holidays, and a more even
distribution of holidays should be south so as to reduce the pressure of
tourism activity on the environment and enhance its beneficial impact on
the environment and enhance its beneficial impact on the tourism industry
and the local economy.
4. Tourism infrastructures should be designed and tourism activities
programmed in such a way as to protect the natural heritage composed of
3
Source: www.world-tourism.org
4
Tourism Congestion Management at natural and Cultural Sites, A Guide Book, WTO Business Council,
Madrid, Spain, 2004.
250
ecosystems and biodiversity and to preserve endangered species of
wildlife; the stakeholders in tourism development, and specially
professionals, should agree to the imposition of limitations or constraints
on their activities when these are exercised in particularly sensitive areas:
desert, polar or high mountain regions, coastal areas, tropical forests or
wetlands, propitious to the creation of nature reserves or protected areas;
5. Nature tourism and ecotourism are recognized as being particularly
conducive to enriching and enhancing the standing of tourism, provided
they respect the natural heritage and local populations and are in keeping
with the carrying capacity of the sites.
In order to make a positive policy for the development of sustainable tourism, it is
important to respect and underline the use of indicators.
The development and use of indicators is increasingly viewed as a fundamental
part of overall destination, tourism planning and management, and is an integral
element in efforts to promote sustainable development for the tourism sector.
The development and use of indicators represents a way of transforming data into
strategic management intelligence.
Final Remarks
Strong growth in international tourism predicted over the next twenty years will
inevitably entail a reconfiguration of the world tourism scene, with an over all
loss of market share for European destinations being predicted.
We not only have the opportunity, but also the responsibility – and this is a
reflection that should include all of the tourist industry – of projecting sustainable
tourism and converting it into a profitable one. Such tourism, managed in a
sustainable fashion, should also guarantee the conservation and enhancement of
the world’s and future generations’ heritage.
Everyone must contribute to make tourism not just a pleasurable and relaxing
activity, but also an activity that respects culture, traditions, environment and
societies.
Tourism must be an activity that uses natural and cultural heritage assets but does
not abuse them but rather, contributes to their conservation and enhancement.
Tourism must be an activity that generates economic benefits for enterprises and
entrepreneurs, but which also respects the rights of workers and allows local
suppliers to share in its benefits.
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Sustainable tourism of ecotourism, good
practice in the Mediterranean Area
Alberto Corbino
Formez Consultant
I. Ecotourism: a brief introduction.
The year 2002 has been declared by the United Nations as the International Year
of Ecotourism (IYE). This probably witnesses the importance of this activity
within the development and spread of sustainable economy practices all over the
world.
According to the Quebec Declaration on Ecotourism5, ecotourism "embraces the
principles of sustainable tourism and the following principles which distinguish it
from the wider concept of sustainable tourism:
ƒ Contributes actively to the conservation of natural and cultural heritage,
ƒ Includes local and indigenous communities in its planning, development
and operation, contributing to their well-being,
ƒ Interprets the natural and cultural heritage of the destination to visitor,
ƒ Lends itself better to independent travellers, as well as to organized tours
for small size groups".
As a development tool, ecotourism can advance the three basic goals of the
Convention on Biological Diversity6:
o conserve biological (and cultural) diversity, by strengthening protected
area management systems (public or private) and increasing the value of
sound ecosystems;
o promote the sustainable use of biodiversity, by generating income, jobs
and business opportunities in ecotourism and related business networks,
and
o share the benefits of ecotourism developments equitably with local
communities and indigenous people, by obtaining their informed consent
5
Quebec hosted the World Ecotourism Summit, from 19-22 May 2002, within the IYE
framework.
6
Signed by 150 government leaders at the 1992 Rio Earth Summit, the Convention on
Biological Diversity is dedicated to promoting sustainable development. Conceived as a
practical tool for translating the principles of Agenda 21 into reality, the Convention
recognizes that biological diversity is about more than plants, animals and micro
organisms and their ecosystems – it is about people and our need for food security,
medicines, fresh air and water, shelter, and a clean and healthy environment in which to
live.
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and full participation in planning and management of ecotourism
businesses.
In the field, well-planned and managed ecotourism has proven to be one of the
most effective tools for long-term conservation of biodiversity when the right
circumstances (such as market feasibility, management capacity at local level, and
clear and monitored links between ecotourism development and conservation) are
present.
The International Ecotourism Society defines ecotourism as "responsible travel to
natural areas that conserves the environment and improves the well-being of
local people." This means that those who implement and participate in ecotourism
activities should follow the following principles:
• Minimize impact
• Build environmental and cultural awareness and respect
• Provide positive experiences for both visitors and hosts
• Provide direct financial benefits for conservation
• Provide financial benefits and empowerment for local people
• Raise sensitivity to host countries' political, environmental, and social
climate
• Support international human rights and labor agreements
The definition of ecotourism adopted by Ecotourism Australia is: "Ecotourism is
ecologically sustainable tourism with a primary focus on experiencing natural
areas that fosters environmental and cultural understanding, appreciation and
conservation".
Ecotourism has witnessed a great spread and differentiation along the years and
all over the planet, both in developing and in developed economies. We believe
that such a development is the result of many concurring factors, such as:
ƒ a natural instinct of local communities to protect their own environment;
ƒ the low cost of start-up of ecotourism activities;
ƒ the development of law supporting sustainable development, such as the
framework national law on protected areas in Italy (L.394/91), or fiscal or
economic incentives.
Ecotourism played a pioneer role in the development of the larger framework of
sustainable tourism.
Thousands of examples of ecotourism different activities could be given to
represent the richness in terms of variety and complexity of the universeecotourism.
Below some of this examples, concerning the western Mediterranean and
collected by the World Tourism Organization7, are briefly described.
7
Source: World Tourism Organization, 2001 and 2003.
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II. Some examples in the Mediterranean area.
Cyprus: Agrotourism in Cyprus.
Cyprus Agrotourism programme, launched in 1991 by Cypurs Torism
Organization (CTO), in cooperation with other government departments, village
authorities, planners, architects, expatriate associations, individual villages in
rural areas using a multidisciplinary approach.
The programme comprises six action areas:
- a financial incentive scheme (CTO’s US$1.5 million investments in
public projects in 50 villages + loan interest rate subsidisation for the
restoration of traditional village houses);
- civil work projects (over a ten-year period 52 traditional houses in 30
villages have bee restored and civil projects for the rehabilitation and
embellishment of natural and heritage sites were developed in 50
villages);
- classification and licensing (the hotels law was amended so to enable
traditional village houses obtain CTO classification and operate as
licences accommodation establishments or village tavernas);
- organisation and marketing (the Cyprus Agrotoursim Company is a non
profit association that was established in 1995 by all agrotourism
traditional house owners, providing them with common services);
- education and awareness (investing in education and training of all
stakeholders was a key success factor);
- opportunities and facilities for “green activities”.
Greece, Region of Eastern Macedonia and Tracia: Dadia Forest
Reserve.
Since 1986, the Greek Minister of the Environment and Agriculture have been
running conservation programmes funded by the European Union.
The Dadia Forest Reserve project was started in 1992 by WWF Greece, the
Ministries of Environment and Agriculture and the Municipality of Evros.
Aims of the project:
- to carry out a Special Scientific Study for the forest;
- to compile a Special Management Plan;
- to promote the legal protection of the forest;
- to establish a monitoring system of people and habitats;
- to increase public awareness. Ecotourism was developed as part of the
this scheme.
- Actions:
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-
an existing building was restored to serve as hotel;
an info centre was set-up;
a feeding station for raptors and other birds was set up;
an observation post was constructed; three different hiking paths, in full
respect of the zoning system, were opened in the forest.
Results:
around 50.000 people visit Dadia every year. This result induced the following
positive effects:
- increasing of employment for the local community;
- higher appreciation of the value of the forest by local people;
- local society became more active in other activities of sustainable
tourism.
Morocco, Ifrane province: Gite d’étape Takchmirte – rural
guesthouse.
The Gite d’étape Takchmirte is a tourism establishment located near a forest area,
in an agricultural region. It opened in 2000, as a private’s initiative project, based
exclusively on personal funding (approx. 50.000 USD).
Results obtained are encouraging:
- cooperation with local communities;
- increase of employment among rural residents;
- efforts to protect nature by raising awareness are going well.
Morocco, Tizi-Randonnées – inbound travel agency.
Tizi-Randonnées is a travel agency establishe din 1987, and it is specialised in
mountain tourism and themed tours: it contributes to the execution of several
development projects in rural areas in partnership with local and foreign (Spain,
France, Belgium) NGOs.
In spite of several problems, such as the lack of infrastructure, administrative
obstacles, lack of professional mentality, and thanks most of all to a good
training, monitoring and evaluation activity,
the project is giving good results.
Results:
the community is involved, thorough the creation of local associations, in the
management of all projects creating local jobs. In all the projects, priority is given
to local population, for whom they organize training courses: management of
rural accommodation; management of villas associations and local organizer. The
income-generating activity for the local population consists of tourist stays in the
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villages: accommodation among the local residents and the consumption of local
products creates direct and indirect employment.
Portugal, Setúbal district: Arrábida Adventures.
This activity started with a private funding in 1995, in the heart of Arràbida
natural park. It is geared towards the world of sports, leisure and adventure in
harmony with nature. It also offer the possibility to make a team-building activity
in a a natural setting: the use of adventure sports in a natural setting allow greater
motivation of individuals, increases the their capacity of working in team, as well
as their motivation.
Spain, Island of la Gomera: centro de incitiativas y turismo rural La
Gomera.
The Centro de iniciativas y turismo rural La Gomera is a network of rural
tourism companies and other services related to the rural environment in La
Gomera, based on the implementation of three strategies:
- environmental management systems;
- tourism quality systems
- integration with the information society.
It involves private and public partners, including La Gomera Council and the
national Parks Organization.
It has drawn up an environmental declaration, based on the awareness of the
importance of preserving and protecting the environment as a quality strategy for
the activities.
The purpose of the project is to promote cooperation between local tourism
business and with related institutions. The network involves:
- 52 rural tourism establishment;
- 18 local tourism, craft and commercial services
- close collaboration with the Garajonay National Park.
Spain, Garrotxa District, Province of Girona, Catalonia: Residencia de
Payés (RCP) Mas Garganta.
La Garrotxa boasts the best – preserved volcanic area in Spain, with more then 40
dormant volcanoes.
The project aims to make environmental conservation compatible with the
economic development of the area.
256
All the problems aroused have been resolved by debate and discussion among the
members.
The project is managed by Turisme Garrotxa, that is the association of tourist
organisation and entities in the Garrotxa district (the envolvmeent of the local
community is a basic goal). The initiative encompasses the following activities:
ƒ promotion and marketing
ƒ advisory functions
ƒ training
ƒ information and planning for all its tourism member enterprises
ƒ the management of Residencia Casa de Payès Mas Garganta guest house,
which is a typical 14th –century Catalan house, situated in the volcanic
area.
257
Sustainable development of tourism –
International and European level
Anna Galdo
Formez Consultant
1- THE INTERNATIONAL FRAMEWORK
1.1 THE HISTORICAL ROLE OF THE WORLD TOURISM
ORGANIZATION
The international community’s interest in the tourism sector dates back to 1925,
when the International Congress of Official Tourist Traffic Associations was
founded in The Hague. After World War II, it changed its name to International
Union of Official Travel Organisations - IUOTO. The IUOTO was a non
governmental organisation, with a predominantly technical role, and it included
109 National Tourism Organisations and 88 Associate Members, including both
public and private groups.
In the mid-1980’s, the importance that tourism was rapidly acquiring in a
contemporary context was becoming apparent; it was clear that as it increasingly
involved sectors of great public interest (from infrastructures to regulations), its
strategic importance for national economies would have required an ever greater
involvement on the part of governments and public administrations.
This is why, in 1967, the members of the IOUTO proposed its transformation into
an inter-governmental organisation and its involvement in United Nations
activities through cooperation with organisations such as the World Health
Organization (WHO), UNESCO, and the International Civil Aviation
Organization (ICAO). This initiative received the support of the United Nations
General Assembly, which, through a 1969 resolution, opened the doors for the
transformation of the IUOTO into an inter-governmental organisation operating
within the UN system.
The World Trade Organization (WTO) was born in Madrid with the signature of
the charter on the part of member countries in 1974. Madrid, which also hosted
the first General Assembly in May 1975, became the WTO headquarters. In 1976
the WTO became an executive agency of the UNDP (United Nations
Development Agency), and the next year it signed an agreement with the United
Nations.
258
Ever since its birth, the organisation, which now has 144 member states and over
300 associate members coming from the private sector, has seen a steady increase
in participation and in its influence on the tourism sector. As of 2003, the WTO
became an agency, confirming its leading role in international cooperation in the
tourism sector. The numerous and important initiatives promoted by the WTO
include the following, listed below as examples:
1979: “World Tourism Day” created, to be celebrated each year on September 27.
1980: World Tourism Conference in Manila. The Manila Declaration on World
Tourism is unanimously adopted.
1985: In Sofia, the WTO General Assembly approves the Tourism Bill of Rights
and the Tourist Code.
1989: The Inter-Parliamentary Conference on Tourism adopts The Hague
Declaration on Tourism.
1996: The Second WTO Forum on Parliaments and Local Authorities: Tourism
Policy-Makers, adopts the Bali Declaration on Tourism, Indonesia8.
1.2 AGREEMENTS ON LIBERALISATION AND THE BIRTH OF
THE CONCEPT OF SUSTAINABLE DEVELOPMENT
In the mid-1990’s, two major international developments took place that were
both relevant for the tourism sector.
The first took place in the economic field, when the General Agreements on
Trade and Service (GATS) came into force in 1995, thus marking the entry of
the service sector – of which tourism is a part – among the sectors regulated by
liberalisation agreements.
The second was the launching of a debate that would eventually bring about a
new definition of the concept of development on the part of the United Nations:
that of sustainable development.
In 1987 the World Commission on Environment and Development drafted a
report called “Our Common Future” – also known as the Bruntland report –
which describes sustainable development as a form of development “which meets
the needs of the present without compromising the ability of future generations to
meet their own needs”.
This marked the rise of the awareness that we have the duty to defend not only the
rights of present generations, but also of future ones, along with the conviction
that this long-term strategy will be beneficial in social and environmental terms,
and will prove vital for economic growth. This new concept of development,
seconded by a 1992 World Bank report, paved the way for historic “Earth
Summit” held in Rio de Janeiro in June 19929.
8
9
http://www.world-tourism.org.
http://www.undp.org.
259
“For far too long, both environmentalists and entrepreneurs have identified a false
compromise between environmental protection and economic development. We
must introduce a new way of thinking, which sees economic and environmental
well-being as linked objectives that sustain one another” said Nitin Desai, who at
the time was the UN Undersecretary General for Economic and Social Affairs.
The main result of the Rio Summit – which gathered together 183 heads of state,
700 NGO representatives, and thousands of civil society representatives coming
from every country in the world – was the theoretical progress made in
recognising an unbreakable link between development and the environment.
This progress was fleshed out in several conventions, in an action plan called
Agenda 21, and in the Rio Declaration, which highlighted the link between
environmental protection and development; the need to eradicate poverty and to
take into account the needs of developing countries; the need to eliminate
unsustainable models of production and consumption, improve capacity-building
efforts and promote an open international economic system to support sustainable
development; the importance of public participation in environmental decision,
free access to environmental information, and environmental impact evaluations.
Tourism was not discussed during the 1992 Rio Summit, despite its nature as an
“ambivalent phenomenon that can potentially contribute to the achievement of
socio-economic and cultural goals but that can also, at the same time, cause
environmental degradation and the loss of local identities”10. Nevertheless, in
that same year the WTO began working to identify shared indicators to
evaluate the social and environmental impact of tourism11. In 1995,
sustainable tourism had its highest institutional recognition at the international
level, with the Lanzarote Global Conference of April 27 and 28, which arose
out of the joint commitment of the WTO, UNEP, UNESCO, and the European
Union, and which saw the drafting of the Sustainable Tourism Charter, whose
action plans includes among its six main points global impact evaluation,
planning for sustainability, cooperation between all actors, and the promotion of
tourism at the local level12.
In 1996 the joint efforts of the WTO, the World Travel and Tourism Council
(WTTC) – the only global forum for leading firms in the tourism sectors and
author of the Blueprint for New Tourism, the 2003 guidelines for sustainable
tourism, and detailed annual reports on world tourism – and the Earth Council
brought about the definition of a sectorial programme for sustainable
10
Carta per un Turismo Sostenibile Conferenza Mondiale sul Turismo Sostenibile;
Lanzarote, 27/28 aprile 1995.
11
This commitment continues: the new handbook for the use of sustainability indicators in
tourism is the result of the work of 62 experts. It involved 20 countries and identifies 20
main parameters. The WTO also helps governments and operators use these parameters
through
a
series
of
workshops
on
this
subject;
http://www.worldtourism.org/frameset/frame_sustainable.html.
12
http://www.aitr.org/
260
development based on the results of the Rio Conference, titled “Agenda 21 for
Tourism & Travel Industry: Towards Environmentally Sustainable
Development"13.
The document clears up the priorities for sustainable development, the duty of the
tourism industry to protect the cultural and natural heritage and to contribute to
the well-being of host populations, identifying a series of measures to be adopted
and emphasising the importance of collaboration between governments,
entrepreneurs, and non-governmental organisations. Agenda 21 for Tourism and
the Travel Industry, among other things, states that environmental legislation
must become an integral part of tourism development policies, and that
protectionism towards tourism services must be suspended or interrupted. Finally,
it supplies a single definition for sustainable tourism, stating that “sustainable
tourism development satisfies the actual needs of tourists and host regions, while
protecting and improving perspectives for the future. It must integrate the
management of all resources so that economic, social, and aesthetic needs can be
satisfied, while protecting cultural integrity, essential ecological processes,
biological diversity, and living systems."
In 1999 the United Nations Committee on Sustainable Development, whose
creation was recommended by Agenda 21, adopted Decision E/CN.17/1999/L.6,
which at point 7 invites states and private operators to develop environmentally,
socially, and culturally compatible forms of tourism for host countries, and to
publicly dissociate themselves from exploitation abuses, and illegality. Most of
all, the decision advises states and operators to reduce the amount of waste
produced by tourism, and to provide tourists with information on the territory and
culture of their host country. Civil society representatives (labour unions and
NGO’s) had complained about the lack of commitment to applying Agenda 21,
regarding for example the introduction of eco-labels; local authorities maintained
that the tourism industry must bear all of the costs of infrastructure, and
contribute financially to the maintenance of sites. The Committee for Sustainable
Development recommends developing Agenda 21 for Travel and Tourism with
local Agenda 2114.
In 2001, the UN General Assembly15 approved the implementation protocol for
the Global Code of Ethics for Tourism, which had been drafted by the WTO in
1999. Although this is not a binding instrument, states can voluntarily turn to the
World Committee on Tourism Ethics for controversies regarding the
implementation of the Code.
After having made it clear that tourism contributes to mutual respect and
understanding between peoples and societies (art. 1), that it is a vehicle for
13
http://www.wttc.org/
Earth Negotiations Bulletin, A Reporting Service for Environment and Development Negotiations,
Vol.5 N. 35, 3 maggio 1999.
14
15
Ass. Gen. A/RES/438(XIV) Corr.2.
261
individual and collective fulfilment (art. 2), that it is a user of the cultural heritage
of mankind and a contributor to its enhancement (art. 4) and that it is a beneficial
activity for host communities (art. 5), the code enshrines the right to tourism (art.
7) as one of the best expressions of the growth of free time, and the consequent
liberty of tourist movements (art. 8).
The Code also established the obligations of stakeholders, such as governments,
tourism operators, and the media (art. 6) and the rights of the tourism industry’s
workers (art. 9) and in art. 3, titled “Tourism, a factor of sustainable
development” it asks public authorities to prioritise and encourage forms of
tourism that favour the controlled use of scarce resources (especially water and
energy), and that are less pollutant.
The Code requests that tourism be undertaken with respect for all human rights,
including the right to a healthy environment and cultural rights, so as to equitably
satisfy the needs and aspirations of present and future generations, in the
awareness that in order for this to happen, all stakeholders, including tourists,
must be involved.
1.3 SUSTAINABLE TOURISM BECOMES A PRIORITY
Over a span of 10 years sustainable tourism became the cross-cutting priority for
every WTO programme. The WTO published several handbooks on tourism
planning at the national, regional, and local level, promoted meetings and the
sharing of best practices. Sustainability is growing increasingly important in the
tourism sector, as show by the growth of ecotourism and responsible tourism. At
the same time, the WTO is collaborating ever more closely with the other UN
organisations working on sustainability and development.
The WTO is carrying out the “Quality and Trade” programme, in collaboration
with UNCTAD (United Nations Conference on Trade and Development) and the
World Trade Organisation, with the intention of helping governments and private
operators in identifying the goals that must be reached in order to achieve quality
tourism16.
Member countries meet periodically in order to compare policies. Their goal is to
harmonise these policies with the multi-lateral negotiations that are underway in
the context of the General Agreement on Tariffs and Trade, in order to encourage
higher levels of liberalisation and economic growth. Health and security are
priority objectives for this programme, whose members are currently busy
formulating a code of conduct for tourism operators, updating the WTO document
on health information and formalities needed for international trips, and
formulating parameters for the implementation of the Global Code of Ethics for
Tourism.
16
http://www.world-tourism.org/aboutwto/eng/menu.html; http://tourism.unctad.org.
262
In May of 2002, which had been declared “World Tourism Year” by the UN, the
WTO organised the World Tourism Conference along with the United Nations
Environment Programme (UNEP). Over 1200 participants from 132 countries
took place, and drafted a Declaration on Ecotourism, which included 49 specific
guidelines17.
In September of that year the WTO played an active role in the preparation of the
Johannesburg World Summit on Sustainable Development18. The
Implementation Plan included in the Final Report of the heads of state present at
the Summit devotes a paragraph (n. 43) to tourism, in which it recommends,
among other things, supplying developing countries and countries in transition
with technical assistance to help them correctly manage tourism and promote the
diversification of tourism activities, facilitating these countries’ access to markets
and information. References to sustainable tourism can also be found in the
Implementation Plans on energy, biodiversity conservation, small islands, and
Africa.
During the Johannesburg Summit the WTO presented the Sustainable Tourism –
Eliminating Poverty Programme, which was drafted a month earlier in
collaboration with UNCTAD, and which promotes sustainable tourism as an
instrument in the fight against poverty, through the creation of an international
foundation that finances research and the exchange of best practices on this
issue19.
This approach alarms NGO’s, who fear the recent entry of tourism in the agenda
of the World Trade Organisation following GATS, and maintaining that the
greater liberalisation that will arise from this should be analysed in terms of its
impact on resource scarcity, which the sector already causes. “Twenty-five
percent of the world’s population lives in the North, and it consumes 80% of the
world’s resources. The growth of tourism will lead to this minority consuming an
even greater share of that 20% of resources that are now left for the remaining
two-thirds of the world”20.
The UNEP Principles21 also provide indications on how tourism, as a financial
factor and as a factor for the growth of employment and awareness, can contribute
to environmental conservation. The United Nations Environmental Programme
recommends that potential conflicts arising out of the impact of tourism on scarce
resources be solved in advance, considering tourism in the context of
development planning at all levels and in every sector – and not in isolation – in a
concerted manner, conducing environmental impact analyses for every tourism
development project. It also recommends that control mechanisms be developed
for tourism operators, that tariffs for use be applied, and that the development of
17
http://www.world-tourism.org/sustainable/IYE/quebec/anglais/declaration.html.
http://www.johannesburgsummit.org/.
19
http://www.world-tourism.org/step/menu.html.
20
http://www.globalpolicy.org/ngos/role/globalact/business/2002/0826tourism.htm.
21
http://www.uneptie.org/pc/tourism/policy/principles.htm.
18
263
high-impact tourist activities be confined in areas where environmental risks can
be minimised.
Most of all, UNEP stressed the importance of a simple, effective, and flexible
legislative and regulatory framework, that could established detailed international,
national, and regional standards for land use, the level of services to be provided,
management, and investment in the tourism sector.
Nevertheless, many factors force tourism regulations to be constantly updated: the
rapid evolution of technology, natural disasters, changing political scenarios, the
rapid growth of the global population, resource scarcity, and a risky but
constantly expanding business environment.
This happens in part due to the definition of sustainable development: in light of
the results of the Johannesburg Summit, the WTO saw it fit to revise the
definition provided by Agenda 21 for Travel and Tourism del 1995.
The new definition, unveiled in March 2004 at the WTO Conference in Thailand,
stresses the fact that sustainability must involve all the aspects – environmental,
economic, and socio-cultural – that have to do with tourism development, and that
sustainable tourism guidelines can be applied to all forms of tourism, including
mass tourism.
Conclusions
From an economic point of view, the international regulation of tourism has
ancient roots, while social and environmental factors have only recently begun to
be taken into account. Almost all of the principles of sustainable tourism can be
inferred from a long series of international treaties and convention, and can be
specified in detail only by regional legislation that takes local factors into account.
We cannot ignore, however, this sector’s particular nature – since before being
“globalised”, as all economic sectors now are, it was and continues to be one the
main “factors of globalisation – and the need for it to be regulated specifically and
at the international level.
Not coincidentally, the main results regarding global issues that have been
achieved at the national level have been reached thanks to international pressure.
This happened for the principle of extra-territoriality, which makes it possible to
punish crimes connected to sexual tourism, and which many states have
introduced into their national legislations following the first Conference on the
sexual exploitation of minors in Stockholm, promoted in 1996 by UNICEF and
ECPAT – End Child Prostitution, Pornography And Trafficking for Sexual
Purpose (an international network of organisations and associations, born in 1991
in order to fight sexual tourism with minors).
264
2- THE EUROPEAN FRAMEWORK
2.1 TOURISM IN NUMBERS
Europe plays a leading role in world tourism, since it is both the main source and
destination of international tourism flows. The “Old Continent” is the world’s
most visited destination, and features the highest tourism density. According to
predictions, if growth rates remain the same demand in the tourism sector will
double over the next 20-25 years.
About 5% of the European Union’s workforce is currently employed in tourism,
which accounts for about 5% of GDP and 30% of foreign trade in the service
sector. If we consider related sectors, such as transportation and distribution, these
numbers increase to 20 million jobs and about 12% of GDP. Tourism-related
activities therefore contribute significantly to employment in Europe, and are
precious agents of economic growth: estimates show that, assuming an annual
growth rate of 1-1.5%, tourism could create between 2.2 and 3.3 jobs by 2010, in
addition to the current 9 million jobs. Additionally, tourism in the region is
overwhelmingly dominated by small and medium firms (99%), and accounts for
6.5% of the overall turnaround of European small and medium firms22.
2.2 EARLY TOURISM INITIATIVES
For these reasons, the EU has paid increasing attention to the tourism sector
starting in the 1980’s. The first important signal came with the creation of a
Consultative Committee on Tourism in 1986, which features 18 representative
from member countries and continues to gather information on national policies
and offer consultancies. The Council of Ministers declared 1990 the “European
Year for Tourism” in order to call attention to this sector.
With the Maastricht Treaty in February 1992, tourism appears for the first time
among the activities in support of Community goals (art. 3(1)u of the Treaty on
European Union). Nevertheless, the Treaty does not furnish specific indications
on the tourism policies that should be adopted, nor any legal bases upon which
such policies should be based; as a consequence, every decision taken by the
Council of Ministers in this sector must be unanimous. In the same year that the
Treaty was signed, the Rio Earth Summit took place in Brazil in June. On that
occasion, the European Community and its member states signed the climate and
biodiversity conventions, and ratified Agenda 21. Soon afterwards, during the
European Council in Lisbon on June 27, 1992, they committed themselves to
22
http://europa.eu.int/comm/enterprise/services/tourism/tourismeu.htm#factsandfigures
265
rapidly implement the main measures included in these treaties. In July, the
Council approved a three-year Action Plan to support tourism23.
In April 1995 the EU and its member states participated actively in the Lanzarote
conference, and ratified the Sustainable Tourism Charter that was the
conference’s main result.
That same year, the European Union published a Green Paper on the EU’s role in
the tourism field, in order to stimulate debate on this subject, and on April 30,
1996 the Commission approved the Council’s proposal for a first multi-year
tourism assistance plan in Europe ("Philoxenia" 1997-2000)24.
2.3 THE 1990’S: TOURISM AS A SOURCE OF JOBS
The European Conference on Tourism and Employment, organised by
Luxembourg’s presidency and the European Commission in November 1997 was
the watershed event that marked the beginning of a community-level discussion
on the importance of the tourism sector and on the challenges it poses in terms of
sustainability and growth.
On October 28, 1998, the Commission sent the following Recommendation “A
community strategy for promoting sustainable development in developing
countries” to the European Parliament. With this action, the European
Community wanted to emphasise the need for comprehensive, coherent, and longterm planning in a strategic sector such as tourism. This is all the more true with
regards to cooperation with non-EU countries, since tourism is often a vital
activity for developing countries, and since the EU makes significant financial
contributions to projects in this sector. An EU survey of ongoing initiatives
showed that these efforts focused excessively on tourism promotion, and
overlooked the social and environmental aspects of tourism, emphasising contacts
with public authorities to the detriment of participatory management and the
involvement of private operators and NGO’s, who nevertheless play a decisive
role in the implementation of new policies. The Commission’s proposal was to
focus on the promotion of sustainable tourism, supporting public authorities in
planning management activities and helping the tourism industry to consolidate
and become more competitive25.
According to the recommendation, aid should have been aimed at those countries
that had cooperation agreements that included tourism among the sectors targeted
for intervention; it was necessary to develop a specific sectorial strategy for each
country that involved all actors and encouraged decentralised cooperation. The
importance of the latter for the promotion of tourism-related activities was
evidenced, for example, in the Declaration on “A sustainable future for historic
23
Council Decision 92/421/EEC of July 31, 1992
http://europa.eu.int/comm/enterprise/services/tourism/index_en.htm
25
COM/98/0563 final; http://europa.eu.int/scadplus/leg/en/lvb/r12519.htm
24
266
cities”, signed that same year at the Salamanca European Conference on
November 6.
In the meantime, the Council had asked the Commission to further examine the
questions raised by the 1997 European Conference on Tourism and Development.
The Commission answered with its Communication of June 26, 1999 (1999/C
178/03) titled “Strengthening tourism’s potential for employment”, after having
acknowledged the recommendations of the high-level group created in 1998 to
analyse the problem.
Although the Communication dealt with the tourism sector with a focus on the
employment profile, it already laid out the EU’s commitment to promote
sustainable tourism, to strengthen the measures already included in its tourism
strategy, and to consider the feasibility of re-evaluation projects in localities that
are damaged by mass tourism and environmental degradation caused by mistaken
tourism investments26.
Several projects were launched in the late 1990’s, such as the creation of an online tourism network ( EurONet, European Observatory Network on Tourism),
and ARTIST (Agenda for Research on Tourism by Integration of Statistics and
Strategies for Transport), the first community project on tourism and transport,
whose main goal is to analyse management practices and standards of
receptiveness in European cities with major flows of tourism27.
2.4 21st CENTURY: SUSTAINABILITY BECOMES THE MAIN
PRIORITY
After the tragic events of 2001, the Union is once again called upon to think of
tourism in terms of security, but also in terms of sustainability. That year, the
Commission issued the following communications “Follow-up of the European
Council of 21 September: the situation in the European tourism sector”
(COM(2001) 668 fin. 13.11.2001) and “Working together for the future of
European tourism” (COM(2001) 665 fin., ch. II)28.
The latter communication starts off with the considerations made in the late
1990’s on the importance of tourism for employment in Europe and concludes by
stating the need to build a European strategy for growth in the tourism sector,
inserting tourism among community policies, strengthening cooperation between
stake-holders, and promoting the role of the Consultative Committee on Tourism.
The Commission also stresses the need to consolidate and spread knowledge on
the sector, by creating networks of specialised centres, improving access to
specific training and community support instruments, and especially by creating a
complete and efficient statistical and data gathering system.
26
http://europa.eu.int/comm/enterprise/services/tourism/index_en.htm.
http://europa.eu.int/comm/enterprise/services/tourism/index_en.htm.
28
http://europa.eu.int/comm/enterprise/services/tourism/index_en.htm.
27
267
On May 21, 2002, the Council of Ministers unanimously adopted a resolution
based on the Commission’s conclusions, titled “A future for European
tourism”29, the first resolution that focused specifically on tourism, and which
finally provided a clearer definition of the role of the Union in tourism policies.
The Council clearly establishes that the debate on tourism must take economic,
environmental, and social sustainability into account, and that since this is a
sector that cuts across many EU policies, it requires a precise coordination
framework and an adequate information gathering system. The Council also calls
for more intensive exchanges of best practices between member countries,
increased dialogue between all public and private stakeholders, cooperation with
countries applying for EU membership and Mediterranean countries in this sector,
and promoting the ethical dimension of tourism.
In particular, the Council asks member states to identify specialised agencies that
will work on tourism sector analyses, actively participate in data gathering efforts
in this sector, ease the harmonisation of these activities at the community level,
and contribute to the creation of standards and their respect on the part of
operators.
In September 2002, the World Summit on Sustainable Development took place in
Johannesburg, and two months later, at the European Tourism Forum in Brussels,
the Directorate-General for Enterprise and Industry of the European Commission
presented its document “Agenda 21 – Sustainability in the European tourism
sector”, which is meant to be a starting point for discussing the European strategy
on sustainable development30.
The document states that tourism, thanks to its enormous potential for growth and
its inter-sectorial impact, could “serve as a good example and become an
important force in the implementation of sustainable development in Europe”.
The growth of tourism is a challenge that must be met by overcoming the two
main obstacles to sustainability: transportation and tourism structures that are
highly concentrated, and seasonality. As a consequence, European tourism suffers
from infra-structural limits that hinder its performance and competitiveness, and
that exacerbate its negative impact on society and the environment. Furthermore,
seasonality has an impact on the quality of the labour force, putting workers under
great stress at the peak of the tourist season, preventing adequate professional
training, and making it difficult to earn a steady income over the course of a year.
The Commission points out that “in some ways, tourism offer guarantees
economic results to the detriment of the social and environmental equilibrium,
generating effects that are felt mostly locally and with a tendency towards
standardise mass tourism”. It calls for enhancing competitiveness through
sustainability, “which would allow for tourism offer to assume costs and
responsibility that are currently external”.
29
30
Cons. Res. 2002/C 135/01.
http://europa.eu.int/comm/enterprise/services/tourism/tourism_forum/outcome.htm.
268
The document identifies the following key objectives for the sustainability of
European tourism:
• Demand analysis: ways in which consumers practice tourism.
o A good balance between the volume of tourism and the necessary
contribution for the transportation of tourists, with a particular
emphasis of energy-intensive and highly polluting means of
transport.
o An improved distribution of European tourism over time.
• Consolidating the European tourism offer chain and its subjects.
o A competitive and responsible European tourism industry
o The well-being of the client as the main priority for the European
tourism industry.
o Employment and job creation: a sustainable labour force and
quality working conditions.
o A tourism product that does not require an excessive exploitation
of natural resources, and a limited production of waste and
sewage.
o Creation of advantages for the population that resides in tourist
localities.
• Sustainable tourism destination in Europe.
o Tourism growth and intensity that does not exceed the carrying
capacity of European localities.
o European tourism destinations that are valid from an economic
point of view: diversified tourism offer throughout Europe and
balanced competitiveness.
o European tourism destinations that guarantee quality and client
satisfaction.
o Social and economic cohesion at the regional level, along with
rural and cultural development in Europe thanks to the growth of
tourism.
The second European Tourism Forum took place in Veneto in November 2003, a
few days after the communication “Basic orientations for the sustainability of
European tourism”31, in which the Commission commits itself to launch a series
of initiatives starting in 2004, such as the use of sustainability impact assessments
for EU policies and initiatives regarding tourism, a cooperation agreement with
the World Tourism Organization, the creation of a group in support of tourism
sustainability made up of representatives from the various interested categories
whose goal is to drive and monitor the implementation of the activities that will
be undertaken by the various categories, the promotion of sustainable
consumption and tourism production models, and an improved transfer of
31
COM(2003) 716 def.
269
methods, initiatives, instruments, and best practices to actors active in this field.
The Commission concludes with the intention of beginning the implementation of
the measures approved in 2004, and commits itself to presenting to the Council
and the other community institutions a report that is detailed enough to be able to
prepare an Agenda 21 for European tourism no later than 2007.
Indeed, 2004 saw a series of initiatives aiming to define some of the most relevant
aspects of European tourism policy, with an eye towards sustainable
development. These include the March 2004 Brussels conference on European
instruments to support tourism, the European Tourism Forum that was held in
Budapest on October 15-16, 2004, and the WTO European regional conference on
“Public/private partnerships for the certification of the sustainability of tourism
activities”, during which European regions committed themselves to harmonising
existing certification systems and to consider the creation of a regional
certification and eco-labelling network, as well as the possibility of creating a
system to certify the institutions in charge of this process32.
2.5 OTHER EU POLICIES RELEVANT FOR TOURISM
At the European level, there is already a wide array of legal acts that do not refer
specifically to tourism, but that can and must contribute to the creation of a
normative framework for a correct management of tourism within a sustainable
development framework (these include legal acts dealing with transportation,
jobs, enterprises, the free circulation of people, privacy, environmental protection,
etc…).
In particular, we must stress the importance that the Integrated Coastal Zone
Management (ICZM) community strategy plays for tourism. This strategy was
laid out in a September 2000 Communication on the part of the Commission
(COM/00/547) that would bring about the adoption of national strategies by 2006.
Furthermore, the EU strategy for the private sector (COM(2000) 256 def. of
26.04.2000), the simplification of the context in which firms operate, the
European Charter for small firms, the 2001-2005 multi-year programme for the
private sector and entrepreneurship (GU L333 of 29.12.2000, p. 84), the European
Observatory for small and medium sized firms, and the reports on competition
can potentially contribute to the sustainability of firms and entrepreneurship in the
tourism sector. Most importantly, firms can provide great support for sustainable
development through Corporate Social Responsibility (CSR), “a concept that calls
for the voluntary integration of the social and ecological concerns of firms into
their commercial operations and their relationships with stakeholders”, whose
adoption was recently recommended by the Commission (COM(2002) 347 of
2.7.2002). Corporate social responsibility was also the subject of a conference
held in Maastricht between November 7 and 9, 2004, and it is the object of a
32
http://www.world-tourism.org/sustainable/conf/cert-czech/eng.htm.
270
campaign launched by the EU in October 2004, with the goal of spreading this
concept to small and medium sized firms33.
EU legislation on environmental impact assessments, necessary to approve
projects regarding tourism and recreational infrastructure, plans, and
programmes34 also contributes to the sustainable management of tourism, as does
the EU’s eco-management and auditing system (EMAS)35, which the tourism
sector needs to adopt in order to evaluate and improve environmental
performance.
The Commission also launched an analysis of indicators and reference parameters
as necessary evaluation tools for monitoring the quality of tourism destination and
services. More specifically, European indicators for the development of
sustainable tourism, which refer to results achieved in the institutional,
environmental, socio-cultural, and economic fields, are developed within the
framework of the Life programme – a financial tool for the environment active
since 1992 – through the ecologic certification of sustainable tourism. This series
of VISIT indicators36 (voluntary initiatives for sustainable tourism development)
is a tool that can be used by local decision-making bodies in tourist locales in
order to evaluate the local situation.
Finally, in order to complete this list, which is merely intended as an example and
is not exhaustive, we should mention the Commission’s white paper and action
plan on transport policy (“European transport policy for 2010: time to decide”
COM(2001) 370 del 12.09.2001), the white paper on “Energy for the future:
renewable energy sources” (COM(97) 599 del 26.11.1997), and the indications
furnished by the white paper on European governance (COM(2001) 428 del
25.7.2001), all of which are useful reference sources for the implementation of
sustainable tourism.
Conclusions
33
http://europa.eu.int/comm/enterprise/csr/campaign/index_it.htm.
Paragraph 12 of appendix II of the Council Directive 85/337/CEE of 27 June 1985, concerning
the evaluation of the effects of certain public and private projects on the natural environment,
consolidated
version
http://europa.eu.int/comm/environment/eia/full-legaltext/9711_consolidated.pdf. Articole 3 of the Council Directive 2001/42/CE of 27 June 2001
concerning the evaluation of the effects of certain public and private projects on the natural
environment, GU L197 of 21.7.2001, p. 30.
35
Regulation(CE) n. 761/2001 of the European Parliement and Council, of 19 March 2001, on the
voluntary adhesion of organisations to a communitary eco-management and auditing system
(EMAS), GU L114 of 24.4.2001, p. 1. Decision (EC) n. 681/2001 of the Commission and
reccomendation (EC) 680/2001 of the Commission, of 7 September 2001, on the guidelines for the
implementation of the regulation (EC) n. 761/2001 of the European Parliement and Council on the
voluntary adhesion of organisations to a communitary eco-management and auditing system, GU
L247 of 17.9.2001, pp. 1 and 24.
36
http://www.yourvisit.info/brochure/it/090.htm.
34
271
The importance of tourism for the economic growth of Europe has been
acknowledged since the mid-1980’s. While until the late 1990’s the European
Community regulated the sector with a particular focus on its important role for
employment and the economy, starting in 2000 and in coincidence with the
terrorist attacks of September 11, 2001 and the second World Summit on
Sustainable Development, the EU now focuses not only on improved
competitiveness based on the liberalisation of services and the creation of a
shared tourism market, but it also sanctions the idea that tourism development
must be governed by the principle of reaching “competitiveness through
sustainability”.
The EU’s work in the many sectors that have an impact on tourism is an excellent
support for the sustainable development of this sector, and a starting point for the
creation of a coherent and comprehensive policy.
The Commission seems to be committed to co-ordinating its policies in this
direction and to creating tools, or re-designing existing ones, on the basis of the
specific needs of tourism.
Tourism is increasingly becoming a strategic goal for Europe, and especially in
new member countries it could become an exemplary sector and the driving force
for achieving global sustainable development goals.
272
Il caso italiano (I): scenario normativo del
turismo
Regina de Carvalho
Formez Consultant
Quadro giuridico italiano
Il profilo giuridico nel quale si inquadra il settore turistico, si può definire come
l’insieme delle relazioni che sorgono dal movimento temporaneo dei turisti,
generando una molteplicità di attività di carattere ricettivo, di viaggi, di creazione
di posti di lavoro e di nuove figure professionali. Inoltre, l’impatto economico del
movimento turistico sui paesi e su le città è enorme, promovendo attività sportive,
culturali, ricreative e conservando/rispettando l’identità storico-culturale locale. Il
carattere multi settoriale dell’attività turistica richiede che la disciplina normativa
di questo settore economico non si trovi esclusivamente nella relativa Legge
Quadro.
L’attività turistica, come prevede l’art. 11 del D.lgs n. 112/98, è una attività
produttiva di grande importanza per lo sviluppo economico, sociale e culturale del
paese.
La disciplina nazionale del settore turistico, in sé stessa complicata visto i
provvedimenti normativi di provenienza statale e regionale, è stata ulteriormente
ingrossata dalla recente riforma del Titolo V, della Parte II, della Costituzione che
ha introdotto nuovi criteri di riparto della facoltà normativa.
E’ bene quindi, accennare le linee evolutive della disciplina normativa statale in
materia di turismo.
I primi interventi normativi relativi al turismo e all’industria alberghiera risalgono
ai primi anni del ‘900, in particolare la Legge n. 863 del 11.12.1910, che istituiva
una tassa di soggiorno a carico di quanti che soggiornavano per più di 5 giorni in
località balneari.
La prima forma organizzativa, se ben che ancora poco sviluppata, data dal
07.04.1921, Legge n. 610. Questa legge istituiva l’ENIT (Ente Nazionale per
l’Incremento delle industrie turistiche).
Più tardi, la Legge n. 1380 del
01.07.1926 istituiva le Aziende Autonome di cura e soggiorno che attuavano nelle
località opportunamente indicate con provvedimento del Ministero dell’Interno.
Negli anni ’30 il Turismo si afferma come un settore rilevante di intervento
dell’azione statale.
La legislazione in questa materia ha visto l’emanazione di una prima legge
quadro, la n. 217 del 1983, abrogata e seguita da una seconda, la legge n. 135 del
2001, quest’ultima condizionata dall’entrata in vigore del decreto operativo di cui
273
all’art. 2, comma 4 della medesima legge, decreto entrato poi in vigore il 10
ottobre 2002.
La Legge n. 217 del 17.05.1983, è stata emanata in attuazione dell’articolo 117
della Costituzione, che definisce i principi fondamentali in materia di turismo ed
industria alberghiera, ferme restando le competenze previste dal decreto del
Presidente della Repubblica 24 luglio 1977, n.616. Tali principi devono garantire
l’equilibrato sviluppo delle attività turistiche e di quelle connesse, considerata la
rilevanza delle stesse sia sotto il profilo sociale che sotto quello economico. 37
Il 27 febbraio del 2001 è stata approvata dal Parlamento la Legge sul turismo. La
nuova legge n.135 del 29.03.2001, intitolata “Riforma della legislazione nazionale
sul turismo”- riconosce il ruolo strategico del turismo per lo sviluppo economico
e occupazionale del Paese, in un contesto europeo e internazionale.38
Inoltre, questa legge prevede la tutela e valorizzazione delle risorse ambientali,
dei beni culturali e delle tradizioni locali anche ai fini di uno sviluppo turistico più
sostenibile.39 Promuove l’immagine turistica nazionale sui mercati mondiali,
valorizzando le risorse e le caratteristiche dei diversi ambiti territoriali.40
L’impostazione delle due leggi quadro sono state diverse. Mentre la legge n.
217/83 evidenziava l’assoluta centralità dell’attività ricettiva, conducendo ad una
sostanziale identità, eccetto la nozione di impresa turistica e quella d’impresa
ricettiva, la legge n. 135/01, sovrastando tale visione restrittiva, ha esteso il raggio
di azione anche a quelle ulteriori attività che contribuiscono a soddisfare l’offerta
turistica (art. 7 legge n. 135/01). Si vedono così contemplate le attività
economiche organizzate per la produzione, la commercializzazione,
l’intermediazione e la gestione di prodotti, servizi tra cui gli stabilimenti balneari
concorrenti alla formazione dell’offerta turistica.
Tale impostazione è stata confermata dal regolamento operativo il quale provvede
ad individuare alcune tipologie di imprese turistiche, lasciando alle Regioni e alle
Province di Trento e Bolzano l’autonoma individuazione di ulteriori tipologie
d’impresa, a seconda delle caratteristiche del proprio territorio (art. 2 legge n.
135/01 e DPCM operativo della legge n.135/01).
Secondo il codice civile, si aggiunge, l’attività turistica si configura come
imprenditoriale allorché siano presenti i caratteri previsti dall’art. 2082 c.c, quali
la “professionalità”, ossia la continuità e stabilità della medesima, la
“organizzazione di beni materiali e immateriali strumentali all’esercizio della
stessa” e la “economicità”, ossia la funzionalizzazione dell’attività alla
produzione di ricchezza.
Pertanto, al di là dei primi due, possono rinvenirsi attività turistiche prive di
quest’ultimo requisito (la produzione di ricchezza) le quali anche se turistiche
sotto il profilo di finalità non configurano un’attività imprenditoriale (es. il
37
Pubblicata in Gazzetta Ufficiale n. 141 del 25-5-1983, Titolo I, art n. 1.
Pubblicata in Gazzetta Ufficiale n. 92 del 20 aprile 2001.
39
Legge n. 135 del 29.03.2001 alinea c).
40
Legge n. 135 del 29.03.2001 alinea l).
38
274
turismo escursionistico, turismo enogastronomico, prestazioni di servizi volti alla
valorizzazione delle tradizioni etc., art. 11, 4° comma, legge n. 135/01).
Per quanto interessa la suddetta indagine, va detto che le attività ricettive, ai sensi
dell’art. 2 legge n. 135/01, si distinguono in attività ricettiva convenzionale e
“attività ricettiva di accoglienza non convenzionale”. La prima, a sua volta, in
attività ricettiva imprenditoriale e “senza scopo di lucro” Il regolamento attuativo
della legge n.135/01, relativamente a tale classificazione, non ha approfondito la
materia, forse alla luce delle incertezze normative fra Stato e Regione sul riparto
di competenze per quanto riguarda la materia del turismo, apportate dalla novella
costituzionale del Titolo V, lasciando all’autonomia regionale la possibilità di
dare compimento alla classificazione generale della legge 135/01, attraverso la
determinazione delle diverse tipologie di attività ricettive.41
Relativamente all’attività imprenditoriale turistica e ricettiva, la legge n. 135/01
opera introducendo la figura dell’autorizzazione unica e prevedendo una
semplificazione dell’iter di processo inerente il rilascio di tale autorizzazione.
Riguardo la disciplina normativa in materia turistica anche se di livello regionale
coinvolge competenze spettanti istituzionalmente a diverse autorità come per
esempio l’ambiente, il territorio, i beni culturali, ecc. Urgono quindi, misure di
snellimento e semplificazione.
L’approvazione della Legge n. 135 ha riconosciuto alcuni principi fondamentali,
che dovrebbero delineare una nuova ottica nel settore turistico. Tra questi
ricordiamo:
•
•
•
•
•
La promozione per il superamento degli ostacoli che si frappongono alla
fruizione dei servizi turistici da parte dei giovani e degli anziani meno
abbienti.
La tutela e la valorizzazione delle risorse ambientali e delle tradizioni
locali.
La formazione professionale degli addetti al turismo quale salvaguardia di
soggetti che accedono ai servizi turistici.
L’istituzione della carta dei diritti del turista.
Il sostegno alle imprese operanti nel turismo, in particolare alle piccole e
medie imprese, al fine del miglioramento della qualità dei servizi.
I risultati del Forum “I trend internazionali del turismo nella prospettiva del
2006”, organizzato dall’Enit, il 12 Febbraio 2005, mirano ad una nuova politica
per il turismo.
Il 2004 infatti, è stato un anno non del tutto favorevole al turismo. Si è trattato di
un periodo molto critico per i noti eventi internazionali che hanno colpito il
mercato globale dei viaggi e spostamenti dei turisti. Questi dati sono confermati
41
Lo sportello unico per le attività produttive e le attività turistico-ricettive nei parchi
naturali, Formez, 2005.
275
dall’Organizzazione Mondiale del Turismo. In questa congiuntura economica
fortemente negativa alla promozione turistica, l’Italia ha perso anche lei dei colpi,
non valorizzando in pieno le sue risorse.
“La scarsa promozione del prodotto Italia nel mondo, la flessione degli
indicatori di competitività, la percezione di nodi critici in vari settori del sistema
del Paese riduce non l’appeal, che è sempre alto, ma la capacità di competere
con un numero di paesi che si è molto allargato.”42
L’ENIT in vista della promozione adeguata ai nuovi mercati della domanda
turistica, ha realizzato in intesa con il Ministero degli Esteri e con il Ministero
delle Attività Produttive per concertare le strategie di promozione nel mondo
dell’offerta italiana. Infatti, è stato approvato il 9 Marzo 2005 il decreto legge che
trasforma l’Enit in Agenzia Nazionale del turismo, affidando i poteri di indirizzo
e vigilanza al ministero delle Attività Produttive.
L’Ente nazionale per il turismo ha monitorato la potenzialità di attrazione
dell’Italia in più di 80 paesi, aprendo così nuovi mercati che costituirà una grande
rete.
Il Turismo italiano ha urgenza di avere un nuovo ritmo e un nuovo slancio per
potere competere e concorrere con la nuova tappa di sviluppo dell’economia
mondiale.
42
Amedeo Ottavini, Il ruolo della promozione turistica nel processo di
internazionalizzazione, in Forum, 12 Febbraio 2005.
276
Il caso italiano (II): best practices delle Regioni
italiane
Monica capossela, Manuela Marseglia
Consulenti Formez
Legislazione Nazionale in materia di Organizzazione
Turistica Regionale
Le leggi regionali italiane riguardanti l’Organizzazione Turistica Regionale
(OTR), si rifanno alle disposizioni legislative nazionali contenute nella Legge–
Quadro Nazionale sul turismo del 17 Maggio 1983 (n .217: Legge Quadro per il
turismo e interventi per il potenziamento e la qualificazione dell’offerta turistica)
e nella più recente Legge di disciplina dell’Organizzazione Turistica Nazionale
(n. 135 del 29 marzo 2001: Riforma della legislazione nazionale del turismo).
Tralasciando il caso della Sardegna43, se si osservano le date di pubblicazione dei
Testi Normativi Regionali, questi sono collocabili in ambedue le Leggi di
Disciplina Nazionale del Settore.
Si rileva che nel panorama italiano è presente un network di norme regionali
quanto mai variegato dovuto tanto alle difficoltà e alle lungaggini nel recepimento
a livello regionale della normativa nazionale, quanto alle differenze che
caratterizzano le varie regioni nello sforzo di adeguamento, disomogeneo e
diversificato alla Legge 135 del 2001.
pre- Leggi riferite Leggi
che Leggi che creano un
modello
alla
prendono
217 del 1983
Spunto
dalla a sé stante44
135/2001
Sardegna*
Abruzzo
Umbria
Toscana
Basilicata*
Liguria
Sicilia
Calabria
Campania
Lazio
Leggi
1983
43
Legge Regionale 22 novembre 1950, n. 62, completata da interventi successivi.
In questa tabella sono indicati i casi in cui il legislatore regionale, precedentemente o
successivamente all’entrata in vigore della Legge 135 del 2001, ha inteso creare una
pianificazione legislativa della materia turistica omogenea e completa.
44
277
*Sardegna e Basilicata: il legislatore regionale, pur non intervenendo con una legge specifica in
materia, ha introdotto attraverso altri strumenti (delibera di Giunta e Legge Finanziaria del 2003)
alcune indicazioni per connotare con una certa specificità l’Organizzazione Turistica di questi
territori, poiché rappresentano testi nei quali è recepito il dettato dell’Art. 5 della Legge 135 del
2001, riguardante la creazione dei Sistemi Turistici Locali.
REGIONE LAZIO
¾ Quadro normativo
Legge regionale n. 9 del 15 maggio 1997, Nuove norme in materia di
organizzazione turistica nel Lazio.
Art.1: La Regione nell’ambito dei principi fissati dalla legge 17 maggio 1983, n.
217, in armonia con le norme del proprio Statuto, provvede alla riforma
dell’organizzazione turistica nel Lazio al fine di concorrere allo sviluppo socioeconomico del territorio regionale.
Art.2: Attività di programmazione, in materia di promozione turistica,
utilizzazione delle risorse territoriali, culturali ed ambientali e la promozione del
turismo sociale
Art. 13: Compiti delle APT (Aziende di Promozione Turistica). Le APT curano lo
sviluppo del sistema turistico in ogni sua forma attraverso la collaborazione con
gli organi istituzionalmente preposti alla tutela del patrimonio naturale ed
artistico, la valorizzazione turistica del proprio ambito territoriale nonché la
promozione di manifestazioni e iniziative atte a stimolare flussi turistici.
¾ Iniziative e Best Practices
Nell’ambito del turismo sostenibile occupa un posto di rilievo, nella Regione
Lazio, il turismo sociale. Infatti, la regione promuove il turismo sociale e le
connesse attività ricreative e culturali con l'obiettivo di fornire delle
opportunità di svago e di crescita culturale alle persone con limitata disponibilità
economica, ai giovani, agli anziani e ai disabili, anche con lo scopo di una
migliore integrazione sociale. I destinatari dei contributi possono essere enti
pubblici che esercitano o intendono esercitare attività nel settore del turismo
sociale, associazioni ed organizzazioni che operano nel settore, organizzazioni
turistiche di emanazione sindacale ed organizzazioni del movimento cooperativo
operanti a livello regionale. La legge che regola le modalità di accesso ai
contributi è la Legge Regionale n. 63 del 06 maggio 1985. Tale legge per l’anno
finanziario 2005 non presenta disponibilità di fondi.
Per quanto riguarda le iniziative svolte nella regione sono stati realizzati, in base
alle criticità ambientali e alle necessità di informazioni della popolazione laziale
emerse nel corso dell’indagine conoscitiva condotta da ARPA-Lazio, alla
278
tipologia dei destinatari e alla localizzazione territoriale, degli eventi con i
seguenti seminari:
1. Seminari di settore destinati ai dipendenti della Regione Lazio e a
rappresentanti di altri enti locali. Gli incontri verteranno sul temi legati
alla compatibilità ambientale delle attività economiche e produttive nella
nostra regione e si propongono di fornire al personale che opera in campo
ambientale conoscenze integrate sul turismo sostenibile, gli acquisti
verdi nella pubblica amministrazione (Green Public Procurement),
l’elettromagnetismo;
2. Seminari per Enti locali destinati agli operatori degli enti locali della
Regione Lazio, sui temi “Agenda 21” e “Accesso ai finanziamenti per
l’ambiente”.
3. Seminari a livello provinciale: con destinatari (sistema imprenditoriale –
imprese e associazioni di categoria, amministratori e tecnici dei settori
ambiente e attività produttive degli enti locali, cittadini etc..) e temi
diversificati a seconda del contesto territoriale nel quale verranno svolti.
Tra i vari progetti esistenti nella Regione Lazio: “I popoli preromani”; il progetto
è volto alla valorizzazione dell’area dell’Italia Centrale e dell’Alto Tirreno, culla
della storia delle popolazioni dell’Italia preromana attraverso le testimonianze
della cultura materiale. Si mira con esso alla promozione delle risorse artistiche e
culturali nonché delle ricerche storico-archeologiche e intensificazione dei flussi
turistici; regioni partecipanti: Lazio, Liguria e Toscana, totale intervento:
418.000,00
REGIONE LIGURIA
¾ Quadro normativo
Legge regionale n.14 del 10 agosto 2004, Organizzazione turistica regionale.
Modifica della legge regionale27 marzo 1998 n.15 (agenzia regionale per la
promozione turistica) e della legge regionale 11 aprile 1996 n.17 (disciplina
delle associazioni pro-loco).
Art.1: La Regione riconosce al turismo un ruolo strategico per lo sviluppo
economico ed occupazionale e disciplina l’organizzazione turistica regionale
definendo le funzioni attribuite a Regione, Province e Comuni, nonché il ruolo dei
Sistemi Turistici Locali di cui alla legge 29 marzo 2001 n.135.
Art.9: I Sistemi Turistici Locali (STL), sono caratterizzati dall’offerta dei beni
culturali, ambientali e delle attrazioni turistiche, compresi i prodotti tipici
dell’agricoltura e dell’artigianato locali.
Art.10: Riconoscimento dei STL. La Giunta Regionale tiene anche conto della loro
capacità nella presentazione del Piano di Sviluppo Turistico, di promuovere,
279
attraverso specifici progetti ed iniziative, la valorizzazione turistica del territorio,
con particolare riferimento all’entroterra.
Legge regionale n.15 del 27 marzo 1998, Agenzia regionale per la promozione
turistica.
¾ Iniziative
Esiste un portale sul turismo nella Regione Liguria consultabile al sito
www.turismoinliguria.it , esso è stato appena rinnovato nella grafica e nei servizi,
punta su contenuti aggiornati sempre in primo piano, promozione dell'ospitalità
regionale grazie al coinvolgimento diretto degli operatori, invito alla scoperta del
territorio e delle sue risorse.
Un progetto di ampio respiro promosso dalla Regione Liguria è “Rete di
fruizione interappenninica delle aree protette e delle altre aree di interesse
naturalistico/ambientale-appennino ligure e tosco- emiliano”; il progetto è volto
allo sviluppo di una rete di fruizione turistico-escursionistica delle aree protette
dell’Appennino Ligure e Tosco-Emiliano che sia occasione di miglioramento
ambientale e sociale nelle aree rurali montane; regioni partecipanti: (Emilia
Romagna solo 2003), Liguria, Toscana; totale intervento: 2.220.000,00 euro
(anno 2003: 1.647.500,00; potenziamento anno 2004: 190.000,00 euro).
Un altro progetto è quello dello “Sviluppo delle politiche interregionali del
turismo”; il cui contenuto è volto allo sviluppo degli studi e delle analisi in
materia turistica sia sotto l’aspetto economico che in quello della legislazione
turistica anche europea a supporto delle politiche regionali e delle scelte che il
coordinamento interregionale è chiamato ad assumere; regioni partecipanti: tutte
le regioni e province autonome; totale intervento: 450.000,00 (anno 2003:
300.000,00 euro; potenziamento anno 2004: 150.000,00 euro).
Esiste un portale sul turismo nella Regione Liguria consultabile al sito
www.turismoinliguria.it , esso è stato appena rinnovato nella grafica e nei servizi,
punta su contenuti aggiornati sempre in primo piano, promozione dell'ospitalità
regionale grazie al coinvolgimento diretto degli operatori, invito alla scoperta del
territorio e delle sue risorse. Tutto è organizzato in cinque grandi sezioni:
Soggiornare, Scoprire, Viaggiare, Lavorare, Trovare.
¾ Best Practices:
Linee guida per un turismo sostenibile nelle località costiere incluse
nelle aree Obiettivo 2 della Regione Liguria
Descrizione: Ambiente e turismo sostenibile nel comprensorio della riviera del
Beigua
280
Il presente progetto nasce da un Accordo di Programma sottoscritto dal Ministero
dell'Ambiente, la Regione Liguria, le Province di Genova e Savona e dai Comuni
della Riviera del Beigua (Arenzano (GE), Cogoleto (GE), Varazze (SV), Celle
Ligure (SV), Albissola Marina (SV) e Albisola Superiore (SV)) a risarcimento dei
danni subiti dal disastro della Haven che individua come prioritari i progetti di
programmazione ambientale.
L'affidabilità della gestione ambientale e l'impegno al miglioramento
continuo
Obiettivo principale dell'iniziativa è la certificazione ambientale ai sensi della
norma UNI EN ISO 14001 di tutti i Comuni della Riviera del Beigua e la
registrazione EMAS II, ai sensi del Reg. CE n. 761/2001, di alcuni di essi. Tale
obiettivo è previsto che venga raggiunto entro dicembre 2004.
La Regione Liguria ha individuato nella certificazione dei suddetti Comuni
un'iniziativa che non mira unicamente a "riparare" ai danni subiti, ma offre
l'opportunità di ottimizzare e migliorare costantemente nel tempo la gestione delle
problematiche ambientali. In tale contesto risulta particolarmente importante
l'esperienza già maturata dal Comune di Celle Ligure certificato ISO 14001 dal
2000.
L'adozione da parte dei Comuni della Riviera del Beigua di uno strumento di
gestione e comunicazione ambientale quale i sistemi di gestione ambientale ISO
14001 e/o EMAS II, consentirà ai Comuni di:
• Ottenere uno strumento affidabile per l'attuazione della politica
ambientale e degli obiettivi stabiliti anche in seno ai processi di Agenda
21 Locale
• Monitorare e controllare il proprio programma di gestione ambientale
• Attivare una logica di gestione coordinata e sempre aggiornabile
• Oggettivare il concetto di sostenibilità rendendolo misurabile e concreto
Il valore aggiunto: la qualità di comprensorio
Il valore aggiunto della presente iniziativa non risiede però, di fatto, nel valore dei
singoli sistemi di gestione in corso di progettazione, quanto nell'appartenenza dei
Comuni ad un "comprensorio" che li unisce non solo geograficamente ma anche e
soprattutto
nella
loro
vocazione
turistica.
Il punto di forza e di novità del progetto di certificazione dei Comuni della
Riviera del Beigua risiede quindi nella possibilità di creare un "comprensorio di
qualità" dove il concetto di qualità è estensibile a più aspetti, tra i quali:
• La qualità ambientale
• La qualità della vita
• La qualità dei servizi al cittadino
• La qualità dei servizi al turista
• La qualità dell'informazione e della comunicazione
281
Questo obiettivo è allo stato attuale in corso di realizzazione da parte dei Comuni
aderenti al progetto attraverso:
• l'integrazione dei principali elementi dei singoli sistemi di gestione
ambientale
• la condivisione di alcuni progetti di dettaglio per il raggiungimento di
obiettivi comuni prefissati secondo un "Piano di Azione di
Comprensorio"
Il Team operativo
Le Province di Genova e di Savona assumono il ruolo di Coordinatori del
Progetto, mediante la costituzione di una segreteria tecnica, con lo scopo di
omogeneizzare i criteri e le modalità operative, agevolare lo scambio di
informazioni ed esperienze, individuare politiche condivise.
La Regione Liguria nel contesto del presente progetto cura la coerenza e la
sinergia tra l'intervento e le politiche regionali per lo sviluppo sostenibile con
particolare riguardo alle altre esperienze in corso sul territorio regionale attraverso
momenti di confronto e attività di valorizzazione e di comunicazione del progetto.
I Comuni di:
• Arenzano
• Cogoleto
• Varazze
• Celle Ligure
• Albissola Marina
• Albisola Superiore
La progettazione e l'implementazione dei Sistemi di Gestione Ambientale
Le fasi principali attraverso cui sono in corso di progettazione ed
implementazione i sistemi di gestione ambientale dei 5 Comuni della Riviera del
Beigua sono:
• l'analisi ambientale preliminare, volta all'individuazione di tutti gli aspetti
ambientali gestiti direttamente o indirettamente dalle Amministrazioni
Comunali e la valutazione dei rispetti impatti
• La definizione della politica ambientale dei Comuni
• L'individuazione degli aspetti ambientali significativi
• La definizione di obiettivi e programmi di miglioramento ambientale
• La progettazione e stesura di tutte le procedure gestionali del sistema ISO
14001/EMAS II
• La formazione del personale delle Amministrazioni Comunali
• L'esecuzione di un ciclo completo di audit interni
• La certificazione ISO 14001 del sistema di gestione ambientale
• La stesura della Dichiarazione ambientale ai sensi del Reg EMAS II
282
•
La convalida della dichiarazione ambientale e la registrazione EMAS dei
Comuni
La progettazione ed attivazione di tutte le fasi operative viene effettuata in
maniera concertata e condivisa dai singoli Comuni al fine di creare i presupposti
di una reale gestione coordinata ed omogenea degli aspetti ambientali dell'intero
territorio della Riviera.
Alcuni progetti condivisi
•
•
•
La Carta dei Servizi delle attività turistiche
L'educazione ambientale nelle scuole
L'ottimizzazione della raccolta differenziata
REGIONE SICILIA
¾ Quadro normativo
Legge regionale n.46 del 12 aprile 1967, Provvedimenti per lo sviluppo
dell’economia turistica nella regione siciliana.
Legge regionale n.27 del 9 agosto 1988, Interventi finanziari urgenti in materia
di turismo, sport e trasporti.
Legge regionale n.27 del 6 aprile 1996, Norme per il turismo.
¾ Iniziative
La Sicilia presenta la più alta concentrazione di beni ambientali e paesaggistici
tutelati dall'Unione Europea45.
Proprio in presenza di una così consistente quantità di risorse per l'attività turistica
è utile, a nostro parere, che si ragioni in termini di "turismo sostenibile". La
sostenibilità garantisce la crescita duratura dello sviluppo in genere e nel nostro
caso del mercato turistico. Infatti solo uno sviluppo ecologicamente sopportabile a
lungo termine, economicamente vitale, è garanzia di benessere e arricchimento
per le comunità locali. Vale a dire che qualificare la crescita del turismo siciliano,
significa interagire con tutti i vincoli che, direttamente o indirettamente, l'Unione
Europea indica, a partire da Agenda 2000, in tema di sviluppo locale dei nostri
territori. La qualità nell'offerta turistica di un territorio è strettamente connessa
all'esigenza di vivibilità e qualità della vita dei cittadini. L'offerta turistica stessa
qualificata va ben oltre la produzione turistica legata alla ricettività alberghiera, e
delle attività di settore strettamente connesse a questa, ma comprende
l'integrazione con risorse naturali, risorse culturali, risorse artistiche.
45 Turismo Sostenibile: un'opportunità di sviluppo per la Sicilia. Palermo, 10 gennaio 2001,
relazione di Giovanna Marano
283
Il WWF in Sicilia ha un ruolo primario in quelle che sono le iniziative volte alla
salvaguardia dell’ambiente e del turismo, infatti promuove forme di turismo
sostenibile rappresentati da campi natura per adolescenti ed adulti, soggiorni di
ecoturismo immersi nell’Isola all’insegna di natura, storia ed arte a misura di
uomo
e
ambiente.
L’apposita legge regionale sulle aree protette che ha individuato 3 parchi (Etna,
Nebrodi, e Madonie) e circa 100 riserve naturali, permette al WWF di gestire la
riserva delle Saline di Trapani e Paceco, il lago Preola ed i Gorghi Tondi nei
pressi di Mazara del Vallo, l’Isola Bella ai piedi di Taormina, Capo Rama con il
suo palmeto a Chamaerops hjumilis in provincia di Palermo e Torre
Salsa/Siculiana dove già da tempo il WWF ha istituito una propria Oasi. A cui si è
aggiunto recentemente la gestione dell’Oasi del lago di Piana degli Albanesi.
Da due anni, con il progetto Tartarughe, la Sezione ha in corso un’opera di
sensibilizzazione delle marinerie siciliane per la salvaguardia della “Caretta
caretta”. Tale specie è spesso vittima, nei mari siciliani, degli ami dei palangari
delle reti e delle lenze dei pescatori a cui rimane intrappolata. Questi ultimi
sempre più spesso riportano a terra le tartarughe trovate in difficoltà per essere
curate presso i Cras del WWF assieme a quelle, salvate da sicura morte, che si
sono “imbattute” nelle eliche e scafi di fuoribordo, con catrame disperso in mare
o sacchetti di plastica scambiati per meduse. Visto l’esiguo numero delle
deposizioni lungo la costa siciliana, la protezione delle tartarughe è orientata in
mare dove si registra, purtroppo, un ancora elevato numero di incidenti spesso
mortali.
Progetto di iniziativa comunitaria Interreg III B – Medocc- gennaio 2005
"Marimed – La pesca come fattore di sviluppo di un turismo sostenibile" La
Regione Sicilia indice un avviso di manifestazione di interesse rivolto al
partenariato locale "Marimed". La domanda di presentazione presso gli uffici
dell'Assessorato regionale del turismo, delle comunicazioni e dei trasporti,
dipartimento turismo, sport e spettacolo, unità operativa pianificazione sviluppo
turistico e politiche europee.
Progetto: “Turismo verde”; descrizione del progetto: promozione e valorizzazione
turistica di alcune delle principali aree naturalistiche delle regioni partecipanti al
fine di incentivare le forme di turismo naturalistico ed accrescere la sensibilità
generale in favore della difesa dell’ambiente e verso l’utilizzo, in termini di
sostenibilità ambientale, delle opportunità di sviluppo offerte dai territori; regioni
partecipanti: Sicilia e Toscana; totale intervento: 2.316.159,58 euro (anno 2003:
1.776.666,00 euro; potenziamento anno 2004: 539.493,58euro).
Progetto: “Oltre il sipario”; descrizione del progetto: creazione di un circuito
teatrale integrato, come strumento di sviluppo e di potenziamento di uno specifico
sistema turistico culturale. Elaborazione di una ipotesi di modello gestionaleoperativo delle strutture teatrali volto alla creazione di un prodotto turisticamente
284
commerciabile; regioni partecipanti: Sicilia, Campania e Sardegna; Totale
intervento (2003-2004): 1.964.000,00 euro.
REGIONE CAMPANIA
¾ Quadro normativo
Legge regionale n. 37 del 25 agosto 1987, Riorganizzazione delle strutture
turistiche pubbliche in Campania, istituzione delle Aziende di promozione
turistica.
Art.1: La Legge Regionale provvede alla riorganizzazione delle strutture
turistiche pubbliche in Campania.
Art.2: Le competenze regionali in materia di promozione turistica, riguardano
anche iniziative necessarie a far conoscere all’estero le risorse turistiche della
Regione con particolare riferimento ai beni culturali ed ambientali.
Art.5: Individuazione delle aree turisticamente rilevanti.
Art.6: Riconoscimento e delimitazione degli ambiti turistici rilevanti, per
l’esistenza di beni ambientali, storici, artistici suscettibili di particolare richiamo
turistico, e di ogni altra esigenza di sviluppo e riequilibrio territoriale.
Legge regionale n. 38 del 5 agosto 1987, Delega alle province di funzioni
amministrative regionali, istituzione della consulta regionale per il turismo ed
organizzazione delle funzioni regionali di promozione turistica.
Art.1: con la presente legge la Regione Campania provvede alla rideterminazione
della delega alle Province delle funzioni amministrative regionali in materia di
turismo ed industria alberghiera, alla istituzione della Consulta regionale per il
turismo ed alla organizzazione delle funzioni regionali in materia di promozione
turistica, mediante l’ istituzione della Agenzia Regionale.
¾ Iniziative
E’ stato siglato un Protocollo d'intesa fra Regione Campania e Legambiente
Campania.
Per La Regione Campania Andrea De Simone - Assessore al Turismo
Per Legambiente Campania Ferdinando Di Mezza - Presidente e Carmine Maturo
responsabile Turismo e Beni Culturali
Nasce in Campania la Carta Italia del turismo sostenibile a cura
dell’Associazione Italiana Turismo Responsabile – 2002. Essa consta di una serie
di raccomandazioni che hanno come destinatari i viaggiatori (individuali o di
gruppo), gli organizzatori di viaggio (tour operator, agenzie, associazioni) e le
comunità ospitanti, direttamente o indirettamente toccate dal flusso dei visitatori.
A ciascuno di questi destinatari la carta rivolge alcuni consigli, che valgono per le
tre fasi dell’esperienza turistica: il prima, il durante e il dopo viaggio.
285
Progetto: “Approdi di Ulisse: azioni integrate per la rivitalizzazione
ecosostenibile dei borghi marinari”; descrizione del progetto: realizzazione di un
intervento che, a carattere sperimentale, si propone di promuovere la
rivitalizzazione eco-sostenibile dei borghi marinari, nelle loro diverse dimensioni:
ambientale, urbanistica ed imprenditoriale; regioni partecipanti: Campania,
Calabria, Lazio, Sardegna e Sicilia; totale intervento (2003): 4.292.927,22 euro.
Progetto: “L’isola che non c’è: azioni integrate per la valorizzazione turistico
culturale delle isole minori”; descrizione del progetto: realizzazione di un
intervento che, a carattere sperimentale, si propone di promuovere la
valorizzazione turistica e culturale, ambientalmente sostenibile e socialmente
compatibile, delle isole minori, cioè di quei tesori della natura e del paesaggio
italiano che rischiano di essere escluse o emarginate dai processi di sviluppo in
atto, oltre che dai circuiti turistici di qualità; regioni partecipanti: Campania,
Lazio, Sardegna; totale intervento (2003): 1.451.229,89 euro.
¾ Best Practices
Recupero e restauro del complesso monumentale di S.Maria al rifugio
Recupero architettonico e adeguamento funzionale di un complesso monumentale
e sua trasformazione in "ostello per il turismo sociale"
Comune di Cava de' Tirreni
Comune di Cava de'
Recupero e restauro del
Tirreni (SA)
complesso monumentale di
S. Maria al rifugio in Cava
Raffaele Fiorillo - Sindaco
de' Tirreni "Ostello di
p.t.
accoglienza per il turismo
P.zza Roma, 84013 Cava
sociale"
Recupero architettonico e
de'
Tirreni
(SA)
adeguamento funzionale di
089.682111
un complesso monumentale
suap@comune.cava-dee sua trasformazione in
tirreni.sa.it
"Ostello per il turismo
www.cavadetirreni.org
sociale".
Area
territoriale
di
Importo
complessivo:
riferimento:
5.388.000.000
Regione Campania
realizzato
Popolazione: 53.229
Motivazione:
Ipotesi maturata all'interno
dell'ente
Aree
di
Intervento:
Beni e risorse culturali,
286
artistiche,
naturali
Leve
e
Modalità:
Concertazione
/
Partnership
Promozione
e
comunicazione
Coinvolgimento all'interno
dell'ente
Risorse umane
Riqualificazione e rilancio dei centri storici e del turismo
Riqualificazione dei centri storici di 11 comuni dell'area dell'agronocerinosarnese finanziata con fondi del Patto Comunitario dell'Agro
Comune Angri
Le Città dell'Agro
Comune di Angri (SA)
Interventi strutturali rivolti
alla
riqualificazione
e
Rag. D'antuono Giuseppe
rilancio dei centri storici e
Piazza Doria 1, 84012
del turismo.
Angri
(SA)
081.5168230 – 208
Importo complessivo:
comune.angri@libero.it
732.179.000.000
in corso di realizzazione
Area
territoriale
di
riferimento:
Motivazione:
Area dell'Agro Nocerino
Proposta di partnership
Sarnese
istituzionale da parte di un
altro
ente
Popolazione: 30.432
Aree di Intervento:
Infrastrutture
Attività produttive
Leve e Modalità:
Concertazione
/
Partnership
Promozione
e
comunicazione
Semplificazione
amministrativa
Coinvolgimento all'interno
dell'ente
Utilizzo ICT
287
MISURA 3.4 – Sviluppo del turismo sostenibile
3.4.2
Titolo e settore
di intervento
Soggetto
proponent
e
Partner
esistenti
Risultati
attesi
Contatti
3.4.3
Titolo
e
settore di
intervento
Soggetto
proponente
Partner
esistenti
Risultati
attesi
Contatti
I tesori nascosti del Mediterraneo
Fondazione Idis Città della Scienza
Migliore distribuzione della domanda e dell’offerta
tra le diverse risorse turistiche locali;
individuazione di nuove modalità di fruizione
(destagionalizzazione)
Concita Cacace – concita@cittadellascienza.it; Tel.
+39.081.7352414-449; Mariano Marchetiello –
m.marchetiello@regione.campania.it;
Tel.
+39.081.7962641
L’Autostrada dell’Arte
Regione Campania
Provincia di Napoli, II Università di Napoli
Elaborazione di percorsi artistico- letterari,
culturali e gastronomici
Prof.
Claudio
Gambardella
claudio.gambardella@unina2.it
Iniziativa della Regione Campania e Legambiente per uno sviluppo sostenibile
del settore turistico: “Decalogo Salvalarte”, è la campagna promossa da
Legambiente alla scoperta dei tesori d’arte da salvare.
Attraverso Salvalarte, la campagna itinerante sulla tutela e valorizzazione dei
Beni Culturali e dei luoghi iscritti nel Patrimonio Mondiale dell’Umanità,
Legambiente promuove il Decalogo Salvalarte – Codice di comportamento per la
valorizzazione, tutela e fruizione dei luoghi e siti culturali.
Riferimento: Carmine Maturo - Responsabile "Osservatorio Turistico Culturale"
Comune di Napoli – carminematuro@yahoo.it
288
REGIONE ABRUZZO
¾ Quadro normativo
Legge regionale n. 54 del 26 giugno 1997, Ordinamento della Organizzazione
Turistica Regionale.
Art.1: la Legge disciplina l’organizzazione turistica della Regione Abruzzo sulla
base delle leggi 17 maggio 1983, n. 217, 8 giugno 1990, n. 142 e 30 maggio 1995,
n. 203, definendo l’attività della Regione e l’esercizio delle funzioni attribuite o
delegate agli Enti Locali territoriali e agli altri Enti ed organismi interessati allo
sviluppo del turismo.
Art.3: Programmazione regionale, sulle risorse finanziarie da destinare ai
progetti di valorizzazione e di promozione delle risorse turisticamente rilevanti a
livello locale, di accoglienza e di intrattenimento dell’ospite, proposti da
Province, Comuni, Comunità Montane.
Art.5: Interventi della Regione, a favore di progetti di promozione delle risorse
turistiche locali.
Art.7: Funzioni dei Comuni, ai quali compete la valorizzazione turistica del
proprio territorio, attraverso la realizzazione di interventi finalizzati alla
qualificazione del sistema dell’offerta turistica e dei servizi.
Art.8: Organismi per la gestione delle funzioni turistiche locali, sono istituiti
dagli Enti locali per la gestione delle competenze in materia turistica, questi
possono proporre alla Regione progetti di valorizzazione, promozione ed
accoglienza turistica.
Art. 12: Organizzazione dell’ Azienda di Promozione Turistica Regionale
(APTR). L’APTR valorizza l’immagine unitaria della Regione, unitamente alle
principali tipologie turistiche presenti nel territorio regionale. Relativamente alle
attività di promozione, accoglienza ed informazione turistica, si identificano tre
linee di prodotto regionali: montagne e parchi; mare; culturale, artistico, religioso,
enogastronomico, rurale, termale, affari, congressuale. La promozione turistica
relativa ai territori ricompresi nei Parchi Nazionali e regionali sarà gestita sulla
base di apposite convenzioni stipulata dalla Regione con altri Enti Parchi.
¾ Iniziative
Attività promozionali finanziate dalla Regione Abruzzo
OBIETTIVI DEL PROGETTO DI “DIRECT PROMOTION”
289
a) favorire e sostenere lo sviluppo delle azioni di commercializzazione della
Regione tramite il canale indiretto (Tour Operator, Agenzie di Viaggio,
altre emergenti tipologie di intermediazione quali Cral, Associazioni,
operatori del turismo scolastico ecc.);
b) evidenziare le caratteristiche dell’offerta abruzzese e dei suoi principali
prodotti (mare, parchi, montagna, sci, folclore, turismo all’aria aperta,
ambientale ed escursionistico, sportivo, congressuale, religioso,
enogastronomico, culturale);
Nell’ambito del programma sono state realizzate le seguenti attività:
• n. 7 incontri di informazione e orientamento: finalizzati ad informare gli
operatori ricettivi abruzzesi sulla situazione e sulle tendenze del turismo
ricettivo in Italia ed in Abruzzo, su alcune tecniche di marketing e di
comunicazione ed infine stimolarli a partecipare alle iniziative di
promozione: totale complessivo presenze n. 272;
• n. 8 tour in Abruzzo rivolti a giornalisti italiani e stranieri + un tour per
"opinion-leader". Riguardo ai viaggi per la stampa, le testate invitate sono
quotidiani, settimanali di quotidiani, giornali e riviste del trade, periodici
"consumer" di tutti i settori (natura, viaggi, sport, eno-gastronomia, mete
religiose, artigianato, arte, termalismo, ecc.), nei principali mercati di
riferimento dell’Abruzzo. Per ognuno dei tour e’ stato scelto un tema di
base intorno al quale verrà sviluppato un itinerario che proporrà aspetti
rilevanti della regione. Sono stati realizzati otto tour rivolti ai giornalisti
ed uno rivolto ad "opinion leader", per complessivi n. 152 partecipanti;
• n. 12 workshop di presentazione dell’Abruzzo e dei suoi operatori.
Nell’ambito del progetto sono stati realizzati 9 workshop in Italia
(Catania, Bari, Ancona, Roma, Milano, Padova, Torino e Napoli) e 4
all’estero (Monaco, Francoforte, Salisburgo, Zurigo), rivolti agli operatori
dell’intermediazione commerciale (Tour Operator, Bus Operator,
Agenzie di Viaggio). I workshop, finalizzati a favorire l’incontro fra la
domanda e l’offerta, hanno previsto la presenza sia del Settore Turismo
della Regione Abruzzo, sia degli operatori ricettivi abruzzesi (alberghi,
agenzie di Viaggio, camping, consorzi di commercializzazione, ecc.). Il
programma dei workshop ha previsto una mezza giornata dedicata ai
"decisori" del turismo sociale (Cral, Sci club, Associazioni culturali,
turistiche e del tempo libero, scuole, parrocchie, ecc.). Da sottolineare
l’altissimo livello delle location, l’efficienza dei servizi, che hanno
contribuito a dare un’immagine di prestigio alle azioni promozionali. Non
e’ mancata la ottimizzazione di alcune situazioni (es. coinvolgimento
della compagnia aerea Eureca a Torino, l’apprezzata esposizione agli
ospiti tedeschi delle risorse storico-culturali e ambientali dell’Abruzzo da
parte della foto-giornalista Edda Heid nei workshop in Germania, ecc.) n.
290
complessivo partecipanti: operatori domanda n. 1.429; operatori offerta n.
265;
• n. 2 Educational per operatori italiani e stranieri. Alla fine del ciclo dei
workshop sono stati organizzati due tour per illustrare alcuni luoghi della
Regione e per far "toccare con mano" alcuni dei suoi prodotti turistici,
uno per Tour Operator ed Agenzie di viaggio e l’altro per decisori del
turismo sociale che hanno manifestato interesse a commercializzare
l’Abruzzo e/o proporlo alla propria clientela o associati. Anche in queste
occasioni uno "spazio" dell’educational e’ stato riservato alla
commercializzazione, favorendo l’incontro con l’offerta: partecipanti:
operatori domanda n. 48; operatori abruzzesi offerta n. 33 e si è avuto un
Convegno sulle opportunita’ di finanziamento nel turismo;
• Una capillare azione aggiuntiva straordinaria di recall informativo, di
contrasto rispetto ai negativi riflessi prodotti dalla guerra nei Balcani e di
rilancio nei confronti di tutti i soggetti (giornalisti, adv., decisori turismo
sociale, ecc.) – svolta alla fine del mese di giugno – per un richiamo
aggiornato sulle piu’ importanti opportunita’ motivazionali per una
vacanza nella nostra stagione (es. eventi piu’ importanti, novita’, ecc.).
E’ stata inoltre curata la realizzazione dei seguenti strumenti professionali a
supporto alla commercializzazione.
• Una "Marketing Guide" per gli operatori turistici abruzzesi contenente
"informazioni chiave" sui mercati di riferimento della Regione, in Italia e
all’estero (gia’ realizzata). La "Market Guide" intitolata "Orientare
l’offerta verso la giusta domanda – guida ragionata per gli operatori
abruzzesi" rappresenta un supporto informativo innovativo (inedito tra le
regioni italiane) da consultare prima della definizione delle proprie
strategie di marketing e di vendita. La prima parte fornisce un quadro
generale dei principali Paesi esteri generatori di flussi turistici, suddivisi
tra mercati tradizionali e mercati che rappresentano "i nuovi obiettivi", la
seconda parte prende invece in considerazione il mercato interno, regione
per regione.
• Un manuale di vendita a supporto della commercializzazione della
Regione, rivolto agli operatori, italiani e stranieri, appartenenti al settore
del turismo (Tour Operator, Agenzie di Viaggio, Decisori del Turismo
Associato). Il manuale, attualmente in fase di stampa, è suddiviso in una
sezione descrittiva della Regione e dei suoi prodotti turistici e in una
ampia sezione tecnica contenente informazioni sugli operatori ricettivi
abruzzesi, i servizi, ecc.;
• Un database contenente tutti i dati dell’offerta abruzzese (dai comuni ai
centri di informazione turistica, dal ricettivo alla ristorazione, dalle
agenzie di viaggio a quelle immobiliari, dalle stazioni sciistiche agli
stabilimenti balneari, dalle associazioni agli agriturismi, dalle autolinee ai
noleggi, dalle stazioni FF.SS. ai porti e approdi, dai teatri e cinema alle
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•
•
•
discoteche, dalle fiere e mercati agli eventi, dalle farmacie alle guardie
mediche, ecc.) e i dati sulla domanda italiana e straniera (n. 10 nazioni);
Una rassegna contenente un’ampia selezione di articoli sulla Regione
Abruzzo usciti sulla stampa tedesca, tradotti in italiano. La selezione
rappresenta il risultato finale di una ricerca condotta in Germania, Austria
e Svizzera.
Un Kit fotografico professionale contenente 15 dia recanti le immagini
più rappresentative dei prodotti turistici della Regione, diffuso tra i tour
operator italiani e stranieri per giornalisti, agenzie stampa e testate
editoriali.
Un catalogo degli operatori della domanda, italiani ed esteri, messo a
disposizione degli operatori turistici abruzzesi.
I progetti del Turismo abruzzese in passerella alla BIT
Al primo posto Abruzzo Ski World Cup, presentato nel febbraio 2005. Per
la prima volta le finali di Coppa Europa di sci alpino si terranno sugli
Appennini: sette giorni di gare, dal 7 al 14 marzo, a Roccaraso e
Rivisondoli - le due perle dello sci abruzzese - sulla pista del Lupo e sulla
Direttissima, omologate a livello internazionale. Ma oltre alle finali europee
l’Abruzzo bianco sarà interessato da uno straordinario calendario di eventi tra i
quali spiccano la Marcia di Campo Imperatore (27 febbraio) e il Trofeo delle
Regioni (5/6 marzo –Aremogna/Roccaraso).
Inoltre, sull’onda del binomio turismo/cultura, l’heritage abruzzese è presente alla
Fiera di Milano con i più innovativi materiali multimediali. In tale contesto,
l’Assessore alla Promozione culturale Bruno Sabatini ha presentato alcuni tra gli
eventi più significativi: la Perdonanza Celestiniana (L’Aquila, agosto), la Giostra
Cavalleresca di Sulmona (agosto), il Premio Scanno (settembre), le rievocazioni
storiche di Civitella del Tronto (agosto), il Premio Flaiano (luglio), il Festival
Internazionale delle Bande Musicali (Giulianova, aprile). E da luglio a ottobre si
terrà Sensi Contemporanei, con le mostre della Biennale di Venezia esposte nei
maggiori musei abruzzesi ed una serie di iniziative incentrate sull’arte
contemporanea.
Punta infine sulla valorizzazione dei beni naturalistici, storici e culturali un altro
progetto presentato nel parterre abruzzese della BIT; riguarda la costituzione di
un parco turistico/naturalistico per il lago di Bomba e il basso corso del fiume
Sangro. Ideato dalla Confcooperative della Provincia di Chieti, di concerto con il
Consorzio turistico Valsangro Promotional Tour di Bomba, prevede un piano
integrato di riassetto territoriale e di sviluppo sostenibile del lago di Bomba, e dei
Comuni del basso Sangro, ed è volto al potenziamento della fruibilità turistica e
alla valorizzazione di un territorio, caratterizzato da una ricca offerta di natura e
cultura
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«Il Turismo e l’Abruzzo»: un Convegno della Federalberghi/Confcommercio
Riflessioni a 360 gradi sul turismo abruzzese e sul suo sviluppo al Convegno “Il
Turismo e l’Abruzzo” (Pescara, 20 gennaio, sala De Cecco della Camera di
Commercio). Vi hanno partecipato in qualità di relatori l’Assessore al Turismo
Massimo Desiati, rappresentanti delle organizzazioni dell’imprenditoria turistica
abruzzese
e
Bernabò
Bocca,
presidente
Nazionale
di
Federalberghi/Confcommercio. Quest’ultimo ha segnalato un calo delle presenze
a livello nazionale e una progressiva perdita di competitività dell’Italia nei
confronti dei tradizionali concorrenti europei. E anche per l’Abruzzo, come ha
detto Emilio Schirato, presidente regionale di Federalberghi, per la prima volta
nel 2004 si è registrata una flessione, seppure lieve, in uno scenario a macchia di
leopardo, con alcune aree in cui tuttavia si è lavorato bene.
Le cause della perdita di appeal del sistema turistico nazionale sarebbero
molteplici. Tra le più rilevanti Bocca ha indicato la esiguità degli investimenti per
la promozione turistica (73,6 e 102,4 milioni di euro investiti nel 2004
rispettivamente da Francia e Spagna contro 24,6 milioni di euro dell’Italia). Altro
fattore negativo: l’assenza di un coordinamento nazionale, che indebolisce i poteri
di rappresentanza degli interessi del turismo italiano nell’UE e il valore del brand
Italia.
Un particolare handicap per vaste aree del Paese (e tra queste è compreso
l’Abruzzo interno) è la scarsa accessibilità, mentre le indagini finora svolte
indicano che la possibilità di raggiungere facilmente la meta è il principale tra i
criteri di scelta della vacanza e assumerà rilievo sempre maggiore, dal momento
che la tradizionale vacanza lunga va cedendo il passo a un turismo frammentato in
periodi brevi e ripetuti.
Una vera palla al piede del turismo è considerata la politica fiscale (in Italia l’IVA
è il 10% contro il 5,5% in Francia e il 7% in Spagna) e un importante segmento
come il turismo congressuale sconta il gap del mancato recepimento della
direttiva europea sulla deducibilità dell’IVA.
Tutti questi fattori, se fanno perdere competitività a regioni forti, per l’Abruzzo,
turisticamente giovane, rappresentano un freno al decollo e rischiano di minare
anche input positivi, come quelli evidenziati dall’Assessore Desiati: l’impatto
delle campagne di promozione, come Abruzzo Ski World Cup, e l’azione di
integrazione delle politiche del turismo con quelle urbanistiche e ambientali,
frutto di una lungimirante vision politica resa concreta dall’accorpamento delle
strutture amministrative regionali di turismo, ambiente, parchi e territorio in un
unico Assessorato.
Tra gli interventi prioritari per rilanciare lo sviluppo del turismo abruzzese gli
operatori hanno evidenziato:
- il rafforzamento della sinergia pubblico/privato negli investimenti per la
promozione della marca Abruzzo, la necessità, al fine di attrarre il turismo
congressuale, che l’Abruzzo si doti di un Convention Bureau certificato, e
l’urgenza di investimenti per la promozione turistica nelle località collegate
all’aeroporto di Pescara (Schirato);
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- l’adozione dei piani dei bacini sciistici, per garantire agli operatori maggiori
certezze nell’attuazione delle iniziative economiche e infrastrutturali (Dario
Colecchi, presidente di Incoming Abruzzo);
- la revisione della legge sul turismo (n. 54/1997) e lo snellimento dell’APTR (Di
Meco, presidente onorario di Federalberghi).
Sono state inoltre annunciate alcune novità, come la nascita del Consorzio
Regionale dell’imprenditoria turistico-recettiva abruzzese per la promozione e
commercializzazione dei consociati sui mercati nazionali e internazionali, e il
lancio del sito ufficiale di Federalberghi Abruzzo. E Claudio Ucci, responsabile
turismo del Consorzio Regionale Abruzzese Formazione, ha presentato il progetto
“Bugnara cittadella del Turismo”, per la creazione di un Centro studi della attività
turistica e alberghiera.
Al via i Sistemi Turistici Locali
Presentate alla stampa (14-01-2005, presso la sede regionale di via Bovio)
le linee di indirizzo e le procedure (ai sensi della L.R. n. 17 del 17-5-2004)
per il riconoscimento dei Sistemi Turistici Locali (STL), quali ambiti territoriali
omogenei caratterizzati dalla presenza di rilevanti beni ambientali, culturali,
enogastronomici, artigianali e di strutture e servizi turistici.
Il provvedimento è il risultato di un complesso iter di studio e di confronto con
soggetti istituzionali, imprenditoriali e associativi, condotto dal Servizio Sviluppo
del Turismo, e si propone, tra l’altro, di ampliare i rapporti pubblico/privato, di
favorire la costruzione di un’offerta turistica integrata e legata alle identità
territoriali, di promuovere la capacità progettuale di imprenditori e operatori del
turismo e dei settori ad esso collegati.
In considerazione dello sviluppo differenziato dell’economia turistica regionale
sono individuate due tipologie di STL: la prima, riferita ad aree turisticamente
sviluppate (costa, area metropolitana Pescara/Chieti, polo sciistico dell’Altipiano
delle Cinque Miglia); la seconda, relativa ad aree a vocazione turistica non ancora
pienamente sviluppata, che, pur guardando al turismo come asse strategico delle
sviluppo locale, non dispongono ancora di servizi sufficienti.
Frutto di un modo innovativo di concepire l’organizzazione turistica, i STL
rappresentano – come ha sottolineato l’Assessore al turismo Massimo Desiati uno dei nuovi strumenti sui quali punta l’Abruzzo per aggredire il mercato.
Al di là dei limiti quali/quantitativi costituiti dai parametri richiesti per il loro
riconoscimento (numero minimo di Comuni, consistenza ricettiva, partecipazione
della maggioranza degli operatori, cofinanziamento pubblico/privato) elemento
cardine per il successo dei STL e del nuovo corso del turismo regionale sarà,
come ha concluso Antonio Bini, dirigente del Servizio Sviluppo del Turismo, la
qualità dei progetti e la loro capacità di utilizzare tutte le potenzialità del marchio
Abruzzo.
Siti di riferimento: http://www.regione.abruzzo.it/turismo/
Esiste anche un altro progetto relativo alla: “Valorizzazione turistica
dell’appennino centrale” ; il progetto intende promuovere la valorizzazione del
turismo montano e pedemontano dell’appennino centrale, considerati sia la
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ricchezza di risorse naturali che caratterizza questo territorio, sia il ruolo
determinante che il turismo può assumere per lo sviluppo socio-economico delle
aree più deboli come quelle interne dell’Italia centrale; regioni partecipanti: Lazio
e Abruzzo; totale intervento: 5.823.493,55 euro (anno 2003: 3.995.455,01 euro;
potenziamento anno 2004: 1.828.038,54 euro.
REGIONE TOSCANA
¾ Quadro normativo
Legge Regionale n. 42 del 23 marzo 2000, Testo unico delle Leggi Regionali in
materia di turismo
Art.11: Agenzie per il turismo (APT), tra i vari compiti, le APT, provvedono alla
promozione ed alla valorizzazione delle località turistiche e del relativo
patrimonio culturale, artistico, storico, paesaggistico ambientale e dei servizi
turistici presenti.
Art.118 e 121: definizione dell’attività di guida ambientale e percorsi di
qualificazione, aggiornamento e specializzazione.
Legge regionale n. 6 del 28 gennaio 2000, Costituzione dell’Agenzia di
Promozione Economica della Toscana (APET).
Decreto del Presidente della Giunta Regionale 23 aprile 2001 n. 18/R,
Regolamento di attuazione del testo unico delle Leggi Regionali in materia di
turismo (LR 23 marzo 2000 n. 42).
Delibera del Consiglio Regionale n. 283 del 28 dicembre 2000, Piano
Regionale dello sviluppo economico 2001/2005 (L.R. n. 35/2000.)
Delibera del Consiglio Regionale n. 192 del 18 dicembre 2002, Modifiche alla
Deliberazione.
Consiglio Regionale 28 dicembre 2000, n. 283 “Piano regionale dello sviluppo
economico 2001-2005” per l’utilizzo e la ripartizione delle risorse di cui
all’Articolo 6, Comma 2, della Legge 29 marzo 2001, n. 135.
¾ Iniziative
La Toscana è riuscita in questi anni a sviluppare al meglio le proprie
caratteristiche nel settore turistico.
Per promuovere sempre di più un turismo sostenibile, ecologico e responsabile è
necessario rinnovarsi costantemente sotto il profilo progettuale, finanziario e
relazionale.
Per realizzare questi obiettivi di innovazione e di rilancio, la Regione ha le idee
chiare: aprire un grande cantiere di ‘idee’, proposte e risorse tutte finalizzate a
sostenere la ripresa di un comparto fondamentale come il turismo .
-
Benvenute in Toscana, è il primo progetto turistico che si rivolge
in modo specifico alle viaggiatrici (single, gruppi di amiche, madri
295
con figli, …) che, sempre più numerose, scelgono la Regione,
(sinonimo di strutture ricettive, servizi turistici ed offerte di
viaggio a “misura” di donna), contribuendo così ad accrescere la
qualità complessiva della accoglienza.
46
-
Toscana Facile, è un progetto che si propone di facilitare
l’attività turistica per le persone diversamente abili e di
promuovere servizi turistici con la caratteristica di essere
facilmente fruibili. Un progetto che verrà ampliato, in particolare
selezionando imprese
ed agenzie di viaggi interessate a
sviluppare servizi mirati per questo tipo di utenza.
-
Itinerari d’autore, ovvero itinerari tematici - in particolare
culturali e naturalistici – per valorizzare anche aree meno
conosciute della Toscana. Questo tipo di offerta si rivolge in
particolare ai turisti che amano percorsi alternativi, legati, ad
esempio, alla storia della civiltà degli antichi abitanti della
Toscana, all’opera di grandi artisti, all’enogastronomia e alle
produzioni artigianali locali. Una tipologia di offerta che va
incontro alle nuove esigenze che emergono dal mercato, in
particolare straniero.
-
Toscana Underground, è un progetto nato con l’obiettivo di far
si che le bellezze sottorenee di cui è ricca la regione (1.500 grotte,
oltre 270 chilometri di gallerie naturali, un gran numero di
miniere e di tesori archeologici nascosti) non siano più riservate
ad un pubblico di appassionati, ma si allarghino a fasce più vaste
di visitatori interessati a conoscere risvolti assolutamente speciali
della natura e della storia della regione. Questo tipo di turismo,
un turismo lento, consapevole, preparato, può aiutare non solo a
incrementare i flussi ma anche a sostenere gli sforzi per la
46
realizzazione di un turismo di qualità .
-
La gastronomia. In Toscana si è realizzata una straordinaria
simbiosi tra la realtà produttiva agricola, perfettamente integrata al
paesaggio, e il turismo di qualità. Il turista attento, che ama
scoprire non solo le immagini del paesaggio, ma anche i sapori e i
profumi, trova nella Regione la meta ideale. Un “connubio” quello
tra gastronomia e turismo su cui la Regione Toscana crede
moltissimo, al punto di dedicarci un apposito progetto. Vetrina
Toscana a Tavola nasce infatti con l’obiettivo di attivare una
Informazioni sul progetto: e-mail:m.mattivi@mail.regione.toscana.it;
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-
-
positiva sinergia fra mondo della ristorazione, della produzione
agroalimentare tipica e di qualità e dei prodotti dell’artigianato
toscano per qualificare e valorizzare la ristorazione e rilanciare le
identità territoriali.
Turismo attivo, prevede la valorizzazione, attraverso molteplici
iniziative, del turismo di montagna sia estivo che invernale, e la
fruizione di parchi ed aree protette di cui la Toscana è ricca.
Turismo scolastico, un segmento innovativo su cui in questi
anni sono state sviluppate specifiche iniziative come il concorso
Pegaso verde varato dalla Regione Toscana e da Federparchi con
l’obiettivo di stimolare l’attenzione del turismo scolastico verso
le risorse naturali della Regione. Un’iniziativa che, al di là del al
valore didattico, punta a far scoprire l’immensa risorsa costituita,
per la Toscana, da tre parchi nazionali, tre parchi regionali e
centinaia di aree protette non ancora del tutto valorizzate in
senso turistico e che potranno trovare, proprio attraverso il
turismo scolastico, un bacino di fruitori adeguati alle
caratteristiche della loro offerta. Un settore turistico decisamente
interessante per la Toscana che significa circa 2 milioni di
presenze ogni anno, per un fatturato complessivo di oltre 64
milioni di euro.
Risorse per il 2005
Oltre 23 milioni di euro per il 2005, a tanto ammontano le risorse destinate a
promuovere il turismo toscano e sostenere le azioni di marketing dell’offerta
della Regione.
2,4 milioni di euro sono destinati a promuovere la Marca Toscana e garantire
servizi alle imprese che puntano sui mercati esteri attraverso l’attività di Toscana
Promozione, l’Agenzia di promozione economica della Toscana.
4 milioni di euro saranno utilizzati per sostenere
le azioni di
commercializzazione delle imprese e dei consorzi (sono previsti contributi del 50
per cento per chi ha investito per presentare al meglio l’offerta della propria
impresa).
Circa 12,8 milioni di euro sono invece destinati all’informazione,
all’accoglienza turistica e alla promozione locale delle 15 Agenzie per il turismo
sparse sul territorio.
A queste risorse si aggiungono 1,4 milioni di euro per progetti speciali realizzati
dalle APT e circa 3 milioni di euro per progetti realizzati in collaborazione con
altre Regioni.
Progetti realizzati in collaborazione con le altre Regioni
- ”La via Francigena”; descrizione del progetto: valorizzazione delle realtà
turistiche interessate dall’antico tracciato della cosiddetta Via Francigena.
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Creazione di segmenti innovativi di offerta e integrazione degli interventi
promozionali connessi ai settori del turismo, delle produzioni agroalimentari e
artigianali; totale intervento: 1.015.007,02 euro.
- “Valorizzazione del turismo scolastico e giovanile”; descrizione del progetto:
promozione di itinerari turistico culturali e sportivi per incentivare il turismo
scolastico e giovanile tra i territori della Toscana confinanti con l’Umbria e
l’intero territorio della regione Umbria. Messa in rete di tutte le emergenze
storico-culturali-ambientali con le opportunità che l’ambiente fornisce per le
attività fisiche e ricreative nonché le informazioni sulla gestione e salvaguardia
del territorio attraverso l’educazione ambientale; Totale spese intervento (2003):
1.166.000,00 euro.
Progetto del Piano promozionale turistico 2005
Sono cinque i progetti settoriali del piano promozionale turistico per il 2005.
L’obiettivo è quello di dare continuità ai settori di intervento già previsti dal
Programma di promozione 2004 e che rappresentano segmenti strategici della
offerta turistica toscana: terme, montagna, costa, ambiente e “itinerari d’autore”.
A disposizione ci sono oltre 600 mila euro che saranno utilizzati da Toscana
Promozione, che si sommano agli oltre 800 mila euro che potranno essere
utilizzati dalle singole Agenzie per il turismo e ai 400 mila euro destinati a
progetti speciali per il rilancio di alcune aree della Regione.
1. TERME DI TOSCANA
Il Progetto, in coerenza con quanto disposto dal Piano di rilancio del sistema
termale toscano e tenendo conto delle specifiche esigenze del settore
turistico/termale, prevede la realizzazione di iniziative di carattere regionale in
occasione della giornata italiana delle Terme e del Benessere e di specifiche
azioni di comunicazione per la promozione delle terme toscane nell’ambito della
manifestazione Erbexpo di Carrara, per sostenere l’immagine dell’ offerta termale
rispetto alle produzioni di qualità (cosmetica, prodotti agro-alimentari, integratori,
ecc.). Inoltre, il progetto prevede una serie di attività da realizzare in sinergia con
il progetto interregionale Terme d’Italia coordinato dalla Regione Toscana.
Per quanto riguarda le risorse, per le azioni generali affidate a Toscana
Promozione sono previsti 110 mila euro. I progetti locali, riguarderanno
principalmente le APT di Montecatini, Chianciano, Siena.
2. COSTA DI TOSCANA
Anche per l’offerta costiera si prevede la prosecuzione del progetto di settore già
avviato nel 2004. Il progetto è realizzato capitalizzando l’importante lavoro di
coordinamento attivato negli ultimi anni dai vari soggetti pubblici e privati della
costa.
In questo contesto sono ricercate adeguate sinergie di azione con i Progetti
speciali Versilia e Arcipelago toscano, nonché con il progetto interregionale Perle
del Tirreno.
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Per quanto riguarda le risorse, per le azioni generali affidate a Toscana
Promozione sono assegnati 170 mila euro. I progetti locali riguarderanno
principalmente le APT di Versilia, Arcipelago toscano, Livorno, Grosseto, Massa
Carrara, Pisa.
3. MONTAGNE DI TOSCANA
Il progetto prevede la realizzazione di una serie di interventi di comunicazione
mirata privilegiando il mercato italiano, coordinando le azioni di livello regionale
con quelle delle Agenzie per il turismo locali e utilizzando anche le emittenti
televisive locali italiane.
Il segmento della montagna estiva sarà promosso in sinergia con gli interventi del
Progetto Ambiente di Toscana, con particolare riferimento al turismo
attivo/sportivo.
Ulteriori iniziative saranno realizzate in sinergia con il Progetto interregionale
Montagna Tosco-Emiliana coordinato dalla Regione Toscana.
Per quanto riguarda le risorse, per le azioni generali affidate a Toscana
Promozione sono destinate 110 mila euro. I progetti locali riguarderanno
principalmente le Apt Amiata, Pistoia, Lucca, Firenze, Massa Carrara e Arezzo.
4. ITINERARI D’AUTORE
Questo progetto nasce con il preciso obiettivo di introdurre elementi di novità nel
contesto dell’offerta turistica toscana di qualità. A tal fine prevede azioni di
promozione di specifici segmenti di offerta rivolti ad una domanda
particolarmente interessata ad itinerari alternativi, meno noti, collegati a
particolari emergenze storiche, culturali, produttive. Il tutto, in stretto raccordo
con le azioni di comunicazione attivate per la promozione culturale e della rete di
musei diffusa su tutto il territorio.
Il Progetto, realizzato in collaborazione con gli Enti locali e le Agenzie per il
Turismo interessate, prevede integrazioni con i progetti interregionali Etruschi e
Via Francigena coordinati dalla Regione Toscana.
Per quanto riguarda le risorse, per le azioni generali affidate a Toscana
Promozione sono destinate oltre 97 mila euro. I progetti locali riguarderanno
principalmente le APT di Grosseto, Siena, Versilia, Lucca, Firenze, Livorno, Pisa,
Prato, Montecatini, Chianciano, Arezzo, Abetone.
5. AMBIENTE DI TOSCANA
Il progetto, che coinvolge i Parchi e le aree protette della Toscana nonché le
imprese turistico ricettive interessate, nasce con l’obiettivo di promuovere un
turismo compatibile con le attività di tutela e valorizzazione dell’ambiente e
dell’ecoturismo. Sono previsti interventi mirati in sinergia con le politiche
regionali di educazione ambientale, come il concorso Pegaso Verde, che si
rivolge alle scuole superiori per diffondere tra i ragazzi la conoscenza di parchi ed
aree protette della Toscana, con una particolare attenzione alla domanda
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potenziale proveniente, oltre che dalle nostra regione, da Lombardia, Emilia
Romagna, Lazio, Campania, Puglia, nonché dalla Germania.
In questo contesto, il progetto prevede anche azioni finalizzate ad intercettare
target di turisti interessati alla vacanza attiva/sportiva (trekking, cicloturismo,
ippoturismo, golf, vela, diving, ecc.).
Per quanto riguarda le risorse, per le azioni generali affidate a Toscana
Promozione sono destinate oltre 113 mila euro. I progetti locali riguarderanno
principalmente le APT di Lucca, Pistoia, Abetone e Montagna Pistoiese, Arezzo,
Amiata, Arcipelago Toscano, Pisa, Livorno, Grosseto, Massa Carrara.
PROGETTO
Mediterraneo
INTERREG
IIIB
Equilibri
di
vita
nel
“Equilibri di vita nel Mediterraneo”, è questo il tema del progetto che la Regione
Toscana, in collaborazione con le regioni Algarve, Andalusia, Paca (Francia),
Sardegna, Calabria e Sicilia ha elaborato nel quadro del programma comunitario
Interreg III B.
Nell’ambito della terza edizione di Euromeeting le Regioni si sono incontrate per
definire il progetto che prevede un investimento complessivo di oltre 1.200.000
euro e che sarà candidato per il finanziamento comunitario.
L'obiettivo del progetto è quello di coniugare la conservazione del patrimonio
naturale delle zone turistiche e il patrimonio culturale delle popolazioni locali con
una gestione sostenibile delle risorse. Questa sfida si articolerà in iniziative
integrate, che oltre a quello turistico coinvolgono altri settori economici.
Con questo progetto si intende incrementare la competitività territoriale delle
zone meno battute dal turismo tradizionale, in particolare di quelle dell'Europa
meridionale e del bacino del Mediterraneo occidentale, favorendo fra l'altro
l'allungamento della stagione turistica nelle zone dove vi è una pressione
concentrata su brevi periodi di tempo. Fra le finalità, anche la sensibilizzazione
delle popolazioni locali verso forme di turismo rispettose dell'ambiente, del
territorio e delle persone che in quel territorio vivono.
La Regione Toscana, che è capofila del progetto a livello transnazionale, si avvale
della collaborazione della Provincia di Siena, della Provincia di Prato, della
Provincia di Massa Carrara e delle Agenzie di promozione turistica di Firenze e
Montecatini.
REGIONE UMBRIA
¾ Quadro normativo
Legge regionale n. 29 del 19 novembre 2001, Disciplina dell’Organizzazione
Turistica Regionale.
Art.1: Tutela e valorizzazione dell’Umbria intesa come ambito turistico unitario,
promozione ed incentivazione dell’accoglienza turistica alle persone con
300
particolari bisogni, realizzazione di una rete regionale di competenze e funzioni
per una valorizzazione integrata delle risorse turistiche e dei prodotti tipici e di
qualità, fondata principalmente sui sistemi turistici locali.
Art.5, Piano Triennale e Documento Annuale di Indirizzo. Il Piano Triennale
concorre al consolidamento e all’incremento del movimento turistico per ambiti
territoriali, prodotti e progetti turistici; il Documento Annuale verifica lo stato di
attuazione del piano triennale e individua anche le iniziative da attuare per la
valorizzazione e la promozione integrata delle risorse ambientali, storiche,
artistiche, culturali e dei prodotti tipici e di qualità.
¾ Iniziative
L’Umbria è una regione piccola ma provvista di una eccezionale offerta turistica,
grazie al suo ambiente, la sua arte, la sua storia e la sua cultura”.Varie sono le
iniziative che la Regione promuove per lo sviluppo del turismo sostenibile, basti
pensare ai numerosi itinerari proposti: Itinerari archeologici, enogastronomici,
naturalistici, religiosi, storici, artigianali, didattici e “speciali”(Le Strade del
Vino).
L’Agenda21 d’Area dell’Alta Umbria
Nel quadro del Programma Agenda 21 Regionale “La via umbra allo sviluppo
sostenibile” si inserisce il Forum d'Area dell'Alta Umbria. Avviato nel 2001 su
sollecitazione delle stesse Amministrazioni Comunali, il Forum ha sviluppato in
un processo facilitato, diversi scenari condivisi per settori chiave come
l'agricoltura e il turismo sostenibile, fortemente interdipendenti in questa area
della Regione, dove si sta cercando di individuare vie alternative di sviluppo per
una futura riduzione delle colture del tabacco, in armonia con le linee di indirizzo
del Patto per lo Sviluppo dell'Umbria approvato nel 2003. Il progetto è inserito
nel quadro dell'Agenda 21 Regionale “La via umbra allo sviluppo sostenibile” e
come tale rientra in una serie di azioni volte alla sostenibilità47.
Nuove competenze per la Pubblica Amministrazione
Nel quadro degli interventi previsti dal POR Umbria, Obiettivo 3, Misura
D2, si sono svolti nell'anno 2003 quattro corsi volti a implementare le
competenze di dirigenti e funzionari di Regione, Province, Comuni,
Comunità Montane e Parchi, al fine di metterli in grado di avviare e
gestire nei loro Enti processi di governance, risoluzione mediata di
47
sito di riferimento: http://www.cridea.it/index.php?id=19, Centro Regionale per
l’Informazione, la Documentazione e l’Educazione Ambientale
301
conflitti, gestione degli strumenti volontari,
Ambientale e Certificazione territoriale.
Agende
21,
Bilancio
I corsi che hanno visto la partecipazione di 200 dipendenti sono stati i
seguenti:
1
Sviluppo Sostenibile e Guadagno Reciproco: Nuovo approccio alla gestione
dei conflitti di interesse.
2 Contabilità Ambientale per gli Enti Pubblici.
3 Acquisti Verdi sostenibili GPP.
4 Gli Strumenti Volontari per la gestione ambientale dell'amministrazione
pubblica-Certificazioni ed Accordi Volontari.
Il progetto, inserito nel quadro dell'Agenda 21 Regionale “La via umbra allo
sviluppo sostenibile”, sarà ripetuto nel 2005, dal momento che ha permesso di
costituire un team di persone motivate ed affiatate che favoriscono lo scambio di
buone prassi e politiche per lo sviluppo sostenibile. I corsisti hanno contribuito in
modo determinante alla costituzione del Coordinamento Regionale delle Agende
21 locali48.
Progetti
- “Vivere i laghi”; descrizione del progetto: valorizzazione laghi e territori
circostanti del Lazio e dell’Umbria con interventi di promozione turistica e
qualificazione ambientale; totale intervento: 1.975.000,00 euro (anno 2003:
1.175.000,00 euro; potenziamento anno 2004: 800.000,00 euro).
- “Tevere fiume della storia”; descrizione del progetto:valorizzare il percorso del
Tevere dei suoi affluenti e aree limitrofe attraverso percorsi: archeologici-natura e
ambiente- produzioni tipiche – borghi circostanti- iniziative culturali e sportive;
totale intervento (2003): 217.748,28 euro.
REGIONE BASILICATA
¾ Quadro normativo
Legge regionale n. 34 del 30 luglio 1996, Nuovo Ordinamento Turistico
Regionale.
Art.1: La Regione al fine di garantire l’equilibrato sviluppo delle attività turistiche
e di quelle connesse al territorio ed in applicazione dell’art. 56 del DPR 24 luglio
48
Sito di riferimento: http://www.cridea.it/index.php?id=158, Centro Regionale per
l’Informazione, la Documentazione e l’Educazione Ambientale.
302
1977, n. 616, della legge 17 maggio 1983 n. 217 e della legge 30 maggio 1995 n.
203, provvede con la presente legge, al riassetto della organizzazione turistica
regionale.
Art.3: Il Piano Turistico Regionale, è coordinato con Programmi Regionali di
Sviluppo e contiene l’individuazione delle aree territoriali in cui il turismo
rappresenta una rilevante componente economica e in cui le risorse strutturali ed
ambientali consentono l’organizzazione di un prodotto turistico caratterizzato e
differenziato. In attuazione del Piano Turistico la Giunta Regionale approva
programmi annuali contenenti le iniziative per lo sviluppo turistico regionale, i
raccordi con le altre azioni regionali nei diversi settori della incentivazione
turistica, quali la ricettività, le infrastrutture, l’agriturismo e il turismo rurale.
Art. 5: Funzioni dei Comuni. I Comuni possono avvalersi della collaborazione
della APT per iniziative con riferimento alla valorizzazione del patrimonio
ambientale, storico culturale ed artistico.
Art.7: Tra i compiti dell’APT, vi è la promozione dello sviluppo turistico delle
risorse locali e regionali, con particolare riferimento alla valorizzazione del
patrimonio paesaggistico, ecologico, storico, artistico, monumentale e culturale.
Art.9: Le Associazioni Pro-Loco, hanno il compito di promuovere il turismo
locale in tutte le varie manifestazioni che si esplicano in attività di: promozione di
iniziative tese a favorire la conoscenza e la valorizzazione ai fini turistici, delle
località in cui operano, con particolare riferimento alla salvaguardia del
patrimonio ambientale, storico, artistico e culturale; tutela e miglioramento delle
risorse turistiche locali.
¾Iniziative
APT (Azienda di Promozione Turistica), Basilicata: Promozioni per le iniziative
dedicate al turismo sociale
L’APT in Basilicata è stata istituita come Ente pubblico con la legge n. 34 del
Consiglio Regionale di Basilicata nel luglio del 1996. La sua competenza si
estende a tutta la Basilicata. Per favorire uno sviluppo razionale del turismo sul
territorio regionale, sono stati istituiti 3 uffici individuati in aree turistiche
omogenee (Potenza, Matera e Maratea), comprendenti una o più località, che
fanno capo all' APT unica. Per lo sviluppo della promozione turistica vi è una
stretta collaborazione con le Associazioni Pro Loco, Agenzie di Viaggio,
Consorzi turistici, Camere di Commercio e con tutte le amministrazioni pubbliche
presenti sull'intero territorio regionale (Osservatorio Turistico Regionale,
Province, Comuni, Comunità Montane, etc.).
BENEFICIARI : Agenzie di viaggio, operatori turistici singoli o associati,
organizzazioni senza scopo di lucro, scuole pubbliche o private, soggetti privati
che organizzino, per turisti soggiorni o attività convegnistiche in strutture ricettive
ubicate in località rientranti nel territorio della regione Basilicata.
303
CONTRIBUTI CONCEDIBILI :Le agevolazioni sono concesse secondo la regola
del “de minimis” nei limiti massimi previsti dai regolamenti comunitari. Le fasce
di domanda turistica agevolabile e le attività ammissibili sono le seguenti:
• Turismo sociale e per gruppi
• Turismo Congressuale
• Turismo Scolastico
• Turismo del fine settimana
Progetti
Programma INTERREG IIIB-ARCHIMED
MISURA 2.1 – Trasporto e reti di telecomunicazione – Società dell’informazione
Titolo e settore di
intervento
Soggetto
proponente
Partner esistenti
Risultati attesi
Contatti
RECIMED-SO “Rete ciclabile del Mediterraneo Sud
Orientale”
Regione Puglia
Contattati: Basilicata, Calabria, Sicilia
Promuovere il turismo in bicicletta
Raffaele Sforza – Regione Puglia
r.sforza@regione.puglia.it; Tel.+39.080.540.3982;
MISURA 3.2 – Protezione, pianificazione e gestione del patrimonio culturale
Titolo e settore di
intervento
Soggetto
proponente
Partner esistenti
Recupero e valorizzazione degli impianti e degli itinerari
religiosi bizantini
IBAM-CNR Potenza
Risultati attesi
Contattati: Provincia e Università di Salonicco,
Soprintendenza di Malta, Provincia e Museo civico di
Devisli (Turchia)
Protocolli per la conservazione ed il recupero dei siti
Contatti
Individuazione di modelli di fruizione alternativi
sogliano@iisf.pz.cnr.it; masini@iisf.pz.cnr.it;
304
Progetto INTERREG (febbraio 2005), “Ospitalità nei borghi, itinerari
turistici-culturali nei centri storici minori”
Il progetto al quale aderiscono le Regioni Campania, Emilia Romagna, Liguria,
Friuli Venezia Giulia, Toscana e Molise, rappresenta una azione forte nel settore
del turismo e si rifà alla “Strategia Europea per il Turismo Sostenibile”.
Questo progetto integrato è volto attraverso più interventi, a sviluppare l’ospitalità
nei centri storici agendo sia con piccoli interventi infrastrutturali (ripristino
percorsi storici, gradinate, logge, fregi , piani colore e facciate, arredo urbano,
alberate storiche, punti di osservazione e godimento del paesaggio, illuminazione
strategica, manutenzione spazi pubblici,) che con agevolazioni alle imprese del
luogo per il miglioramento dell’estetica e della visione di insieme di una data
località, strada, o piazza. L’azione proposta vuole costituire un primo
esperimento, possibilmente in aree circoscritte, di progettazione integrata a breve
termine che convogli su una strategia condivisa tra pubblico e privato, una serie di
interventi finalizzati ad aumentare la gradevolezza dei percorsi urbani, per
stimolare un processo di riappropriazione degli antichi spazi abitativi da parte dei
cittadini ai fini della fruizione residenziale ma anche delle occasioni di socialità,
economiche e culturali.
Le risorse riservate per queste azioni ammontano a circa 300.000 euro.
Progetto di “Valorizzazione dei principali siti archeologici della Basilicata”
“Valorizzare i siti archeologici della Basilicata attraverso un evento teatrale di
valenza internazionale che coinvolgerà i Paesi del Mediterraneo”. L’iniziativa
promossa dal Dipartimento Attività Produttive e Politiche dell’Impresa è in linea
con gli obiettivi dell’Accordo di Programma Quadro per i beni culturali, che
prevede una linea di finanziamento per la utilizzazione, a fini turistico culturali, di
alcuni noti siti archeologici. Compito della Regione è recuperare le aree attraverso
le Soprintendenze. Gli Enti locali dovranno invece promuovere progetti per la
fruibilità dei siti, anche nell’ottica di un loro inserimento in pacchetti turistici. Le
attività teatrali che si svolgeranno nei siti monumentali più rappresentativi della
Basilicata saranno pubblicizzate attraverso una campagna pubblicitaria che sarà
curata dall’APT. Tale progetto si inserisce nelle azioni avviate dal Dipartimento
Attività Produttive e Politiche dell’Impresa con il Progetto Magna Grecia che si
prefigge lo scopo di valorizzare l’identità della Basilicata e le sue peculiarità.
REGIONE CALABRIA
¾ Quadro normativo
Legge regionale n. 13 del 28 marzo 1985, Organizzazione e sviluppo del
turismo in Calabria in attuazione della legge 217 del 17 maggio 1983.
305
Art.1: La Regione Calabria al fine di sostenere e promuovere lo sviluppo del
settore turistico assume quali obiettivi dell’azione regionale: il potenziamento e la
riqualificazione dell’organizzazione turistica regionale, la valorizzazione delle
potenzialità del territorio in merito ai valori climatici, paesaggistici, storici ed
artistici, il riequilibrio dell’attività sul territorio al fine di favorire lo sviluppo di
zone suscettibili di valorizzazione turistica.
Art.5, compiti e funzioni delle APT, valorizzazione del paesaggio e del
patrimonio archeologico-artistico-storico ed ambientale promuovendo
manifestazioni, spettacoli ed ogni altra iniziativa di interesse turistico e sociale .
Art.65: Promozione turistica, organizzazione di visite, convegni ed incontri nel
territorio della Regione, realizzazione di iniziative finalizzate alla promozione del
turismo sociale, etnico, rurale, scolastico, religioso.
¾ Iniziative
La Calabria promuove forme di collaborazione tra Enti ed Istituzioni finalizzate a
razionalizzare ed ottimizzare le risorse, allo scopo di intraprendere iniziative di
promozione turistica, realizzando interventi per favorire lo sviluppo del turismo
nelle città. La Regione si è già impegnata a realizzare significative iniziative
quale ad esempio la “card del turista”, uno strumento che permetterà di offrire ai
visitatori una serie di servizi e agevolazioni. Questo risultato è frutto di un
paziente lavoro di relazione tra le varie Istituzioni che ha portato nel recente
passato significative iniziative comuni, non ultima la partecipazione della città di
Reggio Calabria alla 25. edizione della Bit (Borsa Internazionale del Turismo) di
Milano, che è una delle più importanti vetrine del turismo mondiale ed alla quale
tutti gli eEnti hanno dato un apporto concreto mettendo a punto una cartina
turistica presentata per l’occasione assieme alle altre pubblicazioni ed ai prodotti
tipici e di artigianato.
Progetti:
il turismo nei Parchi
Si chiama “TURISMO VERDE CALABRIA” il nuovo progetto nato dalla
collaborazione tra il Centro Turistico Studentesco e Giovanile (CTS) e
l’Assessorato al Turismo della Regione Calabria. L’iniziativa, che si propone di
sviluppare forme di turismo sostenibile all’interno delle aree naturali protette
presenti sul territorio regionale, prevede la realizzazione di una serie d’interventi
che vanno dalla costruzione di un “prodotto parco”, alla sua promozione e
commercializzazione a livello nazionale.
Nell’ambito di questa iniziativa sono stati realizzati due cataloghi: Il primo
contiene programmi di soggiorni di educazione ambientale per le scuole, il
secondo proposte di tour, soggiorni, crociere e week-end nei parchi nazionali del
Pollino, della Sila e dell’Aspromonte e nell’area marina protetta di Capo Rizzuto.
L’obiettivo è quello di far conoscere al grande pubblico il sistema dei parchi
calabresi non soltanto dal punto di vista naturalistico ma anche per gli aspetti
306
relativi alla cultura, alle tradizioni, ai prodotti tipici della gastronomia e
dell’artigianato.
Tutte le proposte contenute nei cataloghi sono state costruite avvalendosi della
collaborazione di operatori locali (albergatori, cooperative di servizi turistici,
aziende agrituristiche, centri di educazione ambientale, etc.) sia per garantire il
giusto coinvolgimento delle realtà locali in iniziative che interessano il proprio
territorio e sia per assicurare dei benefici di tipo economico alle popolazioni
residenti.
L’obiettivo è quello di far capire che i parchi oltre ad essere uno strumento di
conservazione possono essere anche un potente strumento per lo sviluppo socio
economico di questi territori49.
PROGRAMMA INTERREG IIIB-ARCHIMED
MISURA 3.4 – Sviluppo del turismo sostenibile
Titolo e settore di Alla Scoperta della Magna Grecia
intervento
Soggetto
Provincia di Cosenza
proponente
Partner esistenti
Risultati attesi
Contatti
Contattati: Grecia, Cipro, Malta, Turchia
Monitoraggio e fruizione del patrimonio archeologico e di
arte sacra
G.
Donato
+39.0984.814538;
M.G.Fittante
+39.348.0126118;
G.Longobardi
+39.348.0126115;
+39.0984.814516;
¾ Best Practices
PIT CAL 12 SILA CROTONESE valorizzazione delle risorse per un “BENESSERE FRA TERRA, ACQUA E CULTURA"
Valorizzare il patrimonio ambientale, naturale e culturale dell'area per stimolare la
crescita economica e ridurre il divario economico-sociale rispetto al resto del
paese.
Amministrazione proponente: Sila Crotonese - Comune di Cotronei - Ufficio del
Sindaco. Descrizione del progetto: Il progetto di valorizzazione delle risorse per
49
CTS - Settore Ecoturismo, Stefano Di Marco Vice Presidente Nazionale del CTS, e mail
sdimarco@cts.it tel. 0644111470 fax. 0644111401.
307
un "Ben-Essere fra Terra, Acqua e Cultura" si inquadra nell'ambito dei Progetti
Integrati Territoriali per la Calabria e si rivolge in particolare al territorio della
Sila crotonese. Esso nasce dall'idea di fare leva sui principali punti di forza del
territorio (Terra, Acqua e Cultura) per arrestare la tendenza allo spopolamento e
avviare un sentiero virtuoso di sviluppo sostenibile, coinvolgendo tutte le risorse
disponibili e attirandone di nuove.
La motivazione di fondo del progetto consiste nel valorizzare e tutelare il
patrimonio ambientale, naturale e culturale, con l'obiettivo di stimolare la crescita
economica e di ridurre il divario economico-sociale rispetto al resto del territorio
nazionale, tramite l'introduzione di pratiche innovative nel mondo rurale, nel
settore del turismo (montagna, terme, servizi legati al "Ben-Essere") e in quello
delle PMI (legno e prodotti tipici). Nel settore del turismo e del benessere
l’obiettivo è volto a favorire l'attrazione turistica attraverso azioni di marketing
dei sistemi turistici integrati, legati al benessere, alle terme e alla medicina dello
sport, sviluppando un marchio di qualità del territorio (Ecolabel). In tale ambito è
previsto il sostegno e l'incentivazione di un circuito territoriale del benessere, che
parta dalle terme fino ad arrivare alla costruzione di una rete di PMI per la
trasformazione di prodotti naturali per la bellezza.
Il progetto ha trovato un vasto consenso nelle istituzioni, dimostrando di essere in
grado di superare i particolarismi locali e di catalizzare intorno a sé ampie
sinergie. Il Progetto è stato avviato il 1 ottobre 2001, e si concluderà a settembre
2007; le risorse finanziarie interamente provenienti da fondi comunitari sono pari
a 14.953.000,00 Euro .
REGIONE SARDEGNA
¾ Quadro normativo
Legge regionale n. 62 del 22 novembre 1950, Costituzione dell’Ente Sardo
Industrie Turistiche per promuovere e diffondere la conoscenza delle bellezze
naturali ed artistiche dell’Isola.
Legge regionale n. 10 del 3 giugno 1974, Concessione di contributi annuali in
favore degli Enti Provinciali per il Turismo, Aziende Autonome di cura,
soggiorno e turismo e associazioni pro-loco.
Legge regionale n. 1 del 7 gennaio 1977, Norme sull’organizzazione
amministrativa della Regione Sardegna e sulle competenze della Giunta, della
Presidenza e degli Assessorati Regionali.
Legge regionale n. 20 del 23 agosto 1995, Semplificazione e razionalizzazione
dell’ordinamento degli Enti strumentali della Regione e di altri Enti Pubblici e
di diritto pubblico operanti nell’ambito regionale.
¾ Iniziative
Le voci del turismo in Sardegna sono legate a: itinerari naturalistici e
gastronomici, alberghi, campeggi, agriturismo, professionalità e serietà degli
operatori:
308
Il turismo è una grandissima risorsa per una regione dall’ inestimabile patrimonio
ambientale e archeologico come la Sardegna.
Sviluppare il turismo significa valorizzare l’isola e la sua cultura millenaria e
affascinante, fatta di prodotti, sapori e profumi unici e sconosciuti ai più,
favorendo lo sviluppo di un turismo che valorizzi il territorio nella sua totalità.
Il flusso di turisti nell’ Isola si concentra nei soli mesi estivi e nelle zone costiere,
per lo più nei grandi alberghi, chiusi per il resto dell’anno, e nel mercato senza
controllo delle seconde case. Obiettivo dell’Amministrazione è ampliare la
stagione turistica con la diversificazione dell’offerta: non solo mare, ma natura,
cultura, enogastronomia, archeologia. Per portare i turisti in Sardegna sono
necessari collegamenti aerei frequenti e poco costosi, un diverso modello di
ricettività alberghiera (l’albergo diffuso nei centri storici, per esempio), il
recupero delle zone interne ricche di storia e fascino, un maggiore coordinamento
tra iniziative pubbliche e private.
Il turismo sostenibile deve partire da una rigorosa regolamentazione della risorsa
ambientale e da una approfondita conoscenza delle caratteristiche attuali del
turismo in Sardegna. Un turismo che non interessi solo le coste ma che rivitalizzi
le zone interne e assicuri lavoro e benessere.
Progetti
- “Perle dell’alto tirreno”; Descrizione del progetto: promozione del territorio
costiero puntando sugli elementi di qualità che esso offre. Tali elementi diventano
testiomonial dell’offerta turistica delle località costiere integrate con l’ambiente
marino, promuovendo l’utilizzo e la fruizione delle risorse naturali, culturali ed
enogastronomiche del mare; totale intervento (2003): 2.110.000,00 euro.
- “Point to point”; descrizione del progetto: realizzazione di un’azione in grado di
proporre un modello turistico di qualità attraverso l’offerta integrata del
patrimonio ambientale e culturale delle regioni partecipanti mediante la creazione
di una rete delle città d’arte, nonché l’organizzazione di interventi di promozione
integrata e di accoglienza; totale intervento (2003): 2.231.111,00 euro.
¾ Best Practices
SLOT - A21 Alghero - AMBIENTE E TURISMO PER UNO SVILUPPO
SOSTENIBILE
Il progetto si propone di sensibilizzare gli operatori turistici ad una gestione
ecologica delle strutture ricettive e turistiche, favorire le relazioni fra i soggetti,
attivare processi di Agenda 21 Locale, realizzare studi per la caratterizzazione
ambientale del territorio (Relazione sullo stato dell'ambiente), predisporre
documenti inerenti alla definizione di strategie di sviluppo sostenibile e Piani
d'azione locale, azioni a sostegno dell'informazione e partecipazione del pubblico
(FORUM).
Commenti
Cofinanziamento del Ministero dell'Ambiente Bando
309
A21L (2000) Nel corso della realizzazione del progetto
verranno sviluppati alcuni indicatori di sostenibilità e
di performance sulla base delle criticità ambientali e
il raggiungimento degli obiettivi.
Settore
d'intervento
Turismo
Agenda 21 Locale
Regione,
Provincia,
Comune
Sardegna, Sassari, Alghero
Promotori
Comune
Partner
Enti
Parco,
Archeologica
Data
lavori
inizio
Stato
attuazione
di
Soprintendenza
Ambientale
e
14-11-2001
In corso di attuazione.
Tempo
di
realizzazione
18
(mesi)
Finanziatori
Ministero dell'Ambiente Comune di Alghero
Note
ai Co - finanziamento Ministero dell'Ambiente del
Finanziamenti
59,94% pari a 98126,81 euro
Costo (in Euro)
163.717
Unità
organizzativa
Settore LL.PP.
Referente
progetto
Arch. Paola Battaglieri
Via Sant'Anna - 07041 Alghero
opbattaglieri@tiscalinet.it
Telefono e fax 079/997840 - 079/997847
Programma Leader II Sardegna
Il piano si propone di incentivare il turismo nel territorio e nelle aree limitrofe, il
recupero dell'identità, favorendo il confronto con altre realtà e, soprattutto, con le
isole del Mediterraneo, di integrare il turismo in una strategia globale di
promozione territoriale, lo sviluppo della qualità e dell'offerta tipica dei servizi
turistici anche attraverso il restauro e il recupero delle architetture e degli arredi
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del mondo contadino tradizionale, il potenziamento delle attività artigianali e
agroalimentari. L’area interessata al presente progetto di turismo culturale è
quella della Marmilla/Alta Marmilla nella Sardegna centro-meridionale. Nello
specifico nei comuni della provincia di Cagliari quali:Collinas, Pauli Arbarei,
Ussaramanna, Villanovaforru, Villamar, Siddi e Lunamatrona; nella provincia di
Oristano: Gonnostramatza, facenti parte del Consorzio Turistico Sa Corona
Arrubia, Ente titolare del progetto. Il P.A.L. è coerente con i progetti già avviati
dal Consorzio, anzi li integra e li sviluppa. Si prevedono 20 azioni complessive di
intervento tra cui:coordinamento generale, realizzazione del Centro di Turismo.
Commenti
Settore d'intervento
Il piano ha raggiunto ottimi risultati in quanto
ha consentito di rafforzare e meglio coordinare
quanto già avviato, incoraggiando lo sviluppo
delle zone rurali secondo le proprie vocazioni
economiche e sociali del territorio.
Turismo
Stato di attuazione
Già attuato.
Tempo/realizzazione
(mesi)
36
Costo (in Euro)
4.862.119
Unità organizzativa
Coordinamento e Centro di Turismo Culturale
con sede a Lunamatrona
Referente progetto
Prof. Giovanni Pusceddu
Viale
Lodovico
Puxeddu,109020
VILLANOVAFORRU (CA)
sacorona@sol.dada.it;
telefono e fax:
070.9300242 - 070.9300212
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Gestione dei grandi eventi e turismo sostenibile
Maria Punzo
Formez Consultant
Introduzione
Le problematiche del turismo sostenibile a differenza di quello che ci si può
attendere, non dipendono solo dal nesso qualità- piccoli numeri. Gli esempi che
di seguito si riportano: olimpiadi, giubileo, expo, sono trasformazioni urbane
connesse ai grandi eventi culturali e sportivi che dimostrano sia in fase di
programmazione e sia di attuazione che è possibile coniugare il tema della
sostenibilità anche nel nesso “qualità-quantità”? La risposta formulata negli
esempi che di seguito sono riportati Los Angeles, Sidney, Roma, Londra, Praga
Hannover, Barcellona, Genova, Torino, induce a considerazioni e commenti tali
da segnare una prospettiva che riferisca all’intero comparto del turismo come un
messaggio che viene a fare colloquiare la sostenibilità economica, sociale,
territoriale, storica ed ambientale.
I grandi eventi
Può un grande evento essere una leva del turismo sostenibile? Certamente si.
Basta rivolgere lo sguardo ai “mega” eventi che hanno segnato l’inizio del nuovo
millennio come: il Giubileo di Roma, l’Expo di Hanover, le Olimpiadi di Sydney
e la Coppa America in Nuova Zelandia. Ma cosa sono i grandi eventi? I mega
events sono eventi culturali unici ed originali organizzati in medie o grandi città
caratterizzati da una varietà di iniziative che richiedono importanti investimenti,
l’adozione di tecniche di marketing sul mercato internazionale, e la partecipazione
dei mass-media di tutto il mondo. Un evento, è "mega" non tanto per le sue
dimensioni o per la quantità di visitatori che riesce ad attrarre, quanto per la sua
ampia diffusione internazionale tramite la stampa, la radio, la televisione, e il
web. Questa doppia condizione - mega e media - costituisce una grandi
opportunità, ma nasconde anche un imponente rischio e una grande sfida per la
città e il paese che ospitante. Esposizioni mondiali, giochi olimpici, giubilei sono
fenomeni antichissimi che hanno segnato l’evoluzione della storia dei grandi
eventi.
Olimpiadi
Si pensi che i Giochi Olimpici erano le manifestazioni più antiche e solenni
dell’Antica Grecia e, la loro storia c’è narrata in larga misura dalle due
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opere di Omero: L’Iliade e L’Odissea nelle quali si raccontano le vicende
legate alla città di Troia, colonia greca. Gli elementi distintivi degli sport
nell’età antica sono l’essere riservati all’aristocrazia e l’essere istituiti in
onore di qualche divinità o per onorare un defunto consentendogli un più
agile passaggio nella vita ultraterrena. L'essere dedicati ad un Dio era tra
le caratteristiche di questi giochi. La loro importanza era tale che gli anni
cominciarono a contarsi a partire dalle Olimpiadi. In questo modo il 776
a.c. era chiamato il 1° anno dei primi giochi olimpici; il 775 a.c. 2° anno
dopo e così via. Il premio per questi giochi era solo simbolico, costituito da
un ramoscello intrecciato a mo di corona, con il quale si cingeva il vincitore. Ma
la vittoria aveva un enorme valore per l’atleta che, tornato a casa, era trattato da
eroe e poteva rivestire importanti cariche nella vita sociale della città Stato di
appartenenza.
Tra i Giochi Olimpici disputati nel secolo scorso ricordiamo quelli del 1936
disputati nella Germania Hitleriana e le Olimpiadi di Los Angeles nel 1984
definite le prime Olimpiadi innovative dell’era moderne. Con le Olimpiadi di Los
Angeles, per la prima volta si introdusse sulla scena della gestione del grande
evento la figura dello sponsor privato uno strumento di marketing innovativo. Le
Olimpiadi del 1984 furono organizzate su due principi: la realizzazione di un
numero minimo di nuove infrastrutture e servizi - e, quindi, l’utilizzazione di
quelli esistenti - e l’assenza di qualsiasi finanziamento pubblico, sebbene fosse
stata assicurata una stretta cooperazione con le amministrazioni pubbliche locali. I
risultati economici dei Giochi di Los Angeles furono sorprendenti: i diritti
televisivi e la forte presenza di sponsor permisero di chiudere i Giochi con un
surplus di 230 milioni di dollari mentre tutte le edizioni precedenti dei Giochi
avevano sempre chiuso con un forte perdite che ricadevano solo sulle stato che
ospitava l’evento.
Con un approccio culturale simile si è anche collocata l’organizzazione dei Giochi
Olimpici di Sidney che hanno aperto il nuovo millennio e che sono passate alla
storia come "Green Games". In questo caso il fattore di novità nella gestione è
avere affrontato la realizzazione delle infrastrutture nel rispetto dei principi dello
sviluppo sostenibili come il riscaldamento dell’atmosfera, la cessione dell’azoto,
la tutela della biodiversità, la riduzione dell’inquinamento e la conservazione
delle risorse. La costruzione del villaggio olimpico è stato realizzato con uso di
energia solare; sono stati introdotti accorgimenti per il riciclaggio dell’acqua; è
stata favorita la mobilità mediante mezzi di trasporto pubblici; gli edifici sono
stati costruiti in modo che non vi fosse bisogno di aria condizionata; per i
frigoriferi è stato evitato l’uso di gas nocivi per l’ozono; negli impianti sportivi
sono stati usati materie riciclabili e sistemi ad alta efficienza energetica, e un
sistema per il riciclaggio dell’acqua; nella gestione degli eventi è stato ridotto il
consumo della carta e degli imballaggi.
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Giubileo
Le origini del Giubileo. la parola "giubileo" risale all'Antico Testamento e deriva
da Jubilaeum che a sua volta deriva dalle tre parole ebraiche Jobel (ariete), Jobil
(richiamo) e Jobal (remissione). Così la legge stabiliva che nell'anno giubilare non
si lavorasse nei campi, che tutte le case acquistate dopo l'ultimo Giubileo
tornassero senza indennizzo al primo proprietario e che gli schiavi fossero
liberati. Gesù trasformò i precetti dell'anno giubilare in una grande prospettiva
ideale, in cui l'emancipazione, il perdono e l'inizio di un anno di grazia di Dio
assumevano un nuovo significato. Così oggi il Giubileo fa riferimento alla
missione di Cristo e a quanti lo seguono. In questo modo il Cristianesimo ha
trasmesso al Giubileo ebraico un significato più pieno e più profondo. Questo,
infatti, è un perdono generale, un'indulgenza aperta a tutti, che il Papa concede
sotto determinate condizioni ai fedeli. Fino ad oggi sono stati celebrati ventisei
Giubilei. Bonifacio VIII indisse il primo Giubileo nel 1300 e decise che si sarebbe
celebrato ogni cento anni. Nel 1470 Paolo II determinò la scadenza dell'Anno
Santo ogni venticinque anni, a causa della brevità della vita umana e dell'umana
debolezza verso il peccato. Sono stati anche celebrati giubilei straordinari che
potevano durare anche meno di un anno e si calcola che in tutto ne furono
celebrati 131. Tra questi ne ricordiamo uno celebrato nel 1983 da Giovanni Paolo
II per commemorare i 1950 anni dalla Redenzione. Questo Giubileo fu dedicato ai
giovani. L’ultimo Giubileo è stato celebrato sempre da Giovanni Paolo II nel
2000 con risultati positivi soprattutto in termini di immagine. La ricaduta positiva
dell’immagine della Città di Roma è anche da attribuire all’efficacia della
gestione amministrativa che attraverso politiche ad hoc ha permesso lo
svolgimento ordinato degli affollati eventi religiosi contemporaneamente con il
funzionamento civile della città. Il mega-vento religioso è stato anche
l’opportunità per attuare in molti luoghi del centro una riqualifica urbana come: il
rifacimento di palazzi storici, la sistemazione delle principali strade e piazze
Giubilei. Con l’evento Giubileo è stato anche realizzato un nuovo spazio
espositivo di 3000 metri che sono le Scuderie del Quirinale. Il restauro delle
Scuderie del Quirinale, ha costituito un evento nell’evento che ospita
manifestazioni culturali di grande richiamo internazionale e che diventato per la
città di Roma un forte punto di attrazione turistica.
L’origine delle esposizioni universali possono essere fatte risalire alle fiere ed ai
mercati, contrariamente però quest’ultime offrivano merci in vendita diretta e non
presentavano mezzi di produzione, tanto meno non avevano nessuna pretesa di
presentazione a fini didattici ed espositivi. Le prime esposizioni nazionali si
hanno in Francia dopo la rivoluzione francese. Le nuove idee della rivoluzione
aprivano la strada alle nuove figure borghesi che scalavano posizioni nella
società. Inoltre la Francia aveva bisogno di un rilancio dell’attività produttiva e in
questo clima la prima esposizione, dedicata ai prodotti dell’industria francese, si
apre nel 1798. Aveva un significato propagandistico ben preciso, mostrare
all’Europa e soprattutto all’Inghilterra le conquiste intellettuali e materiali di un
popolo liberato dalla tirannia monarchica. Per incoraggiare gli espositori fu
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organizzato un sistema di premi. L’esposizione benché mal organizzata ebbe
successo e ben undici esposizioni nazionali si tennero a Parigi tra il 1798 e il 1849
e gli espositori passarono da un centinaio a circa 4000. Contrariamente alla
Francia, in cui l’evento era di iniziativa pubblica, la Gran Bretagna nel 1851 ideo
la prima Exbiton di origine privata. L’esposizione ideata ed il raggiungimento di
un migliore benessere si divideva in quattro sezioni una dedicata alle materie
prime, una per le macchine, una per i prodotti manifatturieri ed infine alle belle
arti. Il luogo scelto fu Hide Park e le difficoltà non furono poche. Nell’estate del
1850 fu scelto anche l’edificio che avrebbe ospitato l’esposizione. Il progetto del
Crystal Palace in un primo momento suscitò alcuni critiche ma alla fine fu
accettato. Il cantiere del Palazzo di cristallo era una novità per l’epoca, non
soltanto per le soluzioni tecniche con cui era realizzato, completamente in metallo
e vetro, ma esso permise di sperimentare nuove tecniche costruttive e nuove
macchine per la costruzione dell’edificio. La Great Exhibition fu aperta dalle
regina Vittoria il 1 maggio a cui parteciparono 14.000 espositori, mai prima di
allora tanti oggetti erano stati presentati sotto un solo tetto. La Great Exhibition di
Londra non solo è stato il primo grande evento dei tempi moderni ma ha anche
costituito l’occasione per la nascita del turismo organizzato. Thomas Cook, che
aveva cominciato ad organizzare escursioni a partire dal 1841, organizzò il
viaggio di centosessantacinquemila visitatori, circa il tre per cento del totale dei
visitatori, alla grande esposizione di Londra, prendendosi cura del loro soggiorno
con forme di ospitalità essenziali ma sufficientemente confortevoli. Il grande
evento è spesso collegato ad una attrazione particolare, a un edificio o ad una
invenzione che talvolta hanno superato gli aspetti effimeri dell’evento e sono
divenuti i simboli della città in cui questo è stato organizzato. Certamente questo
è il caso del Palazzo di Cristallo costruito in occasione della Esposizione
Universale di Londra (1851), della Torre Eiffel a Parigi (1889) ed ell’Atomium a
Bruxelles (1958). Oggi, molti ritengono, che una esposizione universale, non
abbia più senso in quanto non riesce più ad attrarre l’attenzione dell’opinione
pubblica e i suoi costi risultano sempre troppo elevati. un esempio è dato dall’
EXPO di Hannover che nonostante le previsioni positive ha avuto un basso un
numero di visitatori ed un elevato deficit . La EXPO 2000 ha avuto il difetto di un
carattere eccessivamente istituzionale, poco capace di attrarre gli imprenditori
privati, ed inoltre con una offerta poco creativa e attraente per poter competere in
modo efficace con gli altri numerosi mega-eventi che si sono svolti per celebrare
il passaggio del millennio.
Da quanto fin qui analizzato possiamo dedurre che i successi e gli insuccessi di un
grande evento sono strettamente collegati alla logica evolutiva di ciascuna
tipologia di manifestazioni. Infatti, l’evento di per sé non è certamente un
elemento innovativo: da tempo immemorabile si celebrano con enfasi
manifestazioni civili e religiose con lo scopo di attrarre e, se possibile, orientare la
pubblica opinione. Le innovazioni, semmai, sono state introdotte nella
organizzazione e nel finanziamento degli eventi e, soprattutto, nelle modalità per
ridurre il loro impatto in ambito economico, sociale e ambientale.
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Oggi il grande evento è lo strumento per far sognare quelle amministrazioni che
aspirano a diventare città globali e, quindi, a collegare lo sviluppo locale
direttamente ai processi economici internazionali. I grandi eventi sono fatti
soprattutto di speranze e di promesse, poco si riesce, poi, a sapere dei risultati
raggiunti sia a medio che a lungo termine. Quando, però, la dimensione locale
entra in contatto con quella globale vi è il rischio che emergano tutte le vischiosità
e le arretratezze accumulate da amministrazioni pubbliche
e private che operano in una dimensione circoscritta in cui non sempre prioritario
è il principio dell’efficienza. La problematica dei grandi eventi si colloca, quindi,
attualmente nell’ambito della collaborazione, del confronto e dello scontro tra il
livello locale e quello globale: di una relazione, quindi che non è sempre gestibile
e che richiederebbe una maggiore attenzione a livello nazionale ed europeo.
I paragrafi che seguono analizzano nello specifico l’impatto di tre grandi eventi:
™ Olimpiadi Estive
™ Città Europea della Cultura
™ Olimpiadi invernali
Barcellona 1992
Genova 2004
Torino 2006
Un focus su Barcellona
Il modello Barcellona costituisce una buona prassi che va oltre il grande evento.
Infatti, la trasformazione che la città di Barcellona ha subito con le Olimpiadi del
1992 ha riguardato, oltre alle opere infrastrutturali, un cambiamento nella
mentalità degli abitanti che hanno visto in quest’occasione una rinascita del
proprio territorio. La ripresa della città di Barcellona inizia nel 1988 quando
l’amministrazione locale stipulò il suo primo piano strategico dando vita ad un
periodo di piena trasformazione urbana. Dal 1988, ad oggi, Barcellona ha
realizzato tre piani strategici che si sono concentrati nella realizzazione dei
seguenti punti:
Piani strategici
1989-primo
piano
strategico
obiettivi
™ rendere la città competitiva nei confronti
degli altri centri urbani europei,dopo
l’entrata della Spagna nell’Unione Europea
™ realizzare le olimpiadi
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1994-secondo
strategico
piano
™ accrescere la proiezione internazionale dei
settori produttivi con maggiori capacità
competitive nel nuovo scenario economico
internazionale,
caratterizzato
dalla
globalizzazione
e
dalla
internazionalizzazione dei mercati
1999terzo
strategico
piano
™ analizza le condizioni di vita della città e
dei suoi cittadini, tenendo conto dei
processi migratori e dell’´invecchiamento
della popolazione
La pianificazione strategica portata avanti da Barcellona negli ultimi 15 anni è
stato possibile grazie ad una struttura organizzativa rappresentativa di un´ampia
parte della società urbana, amministrativa, economica, sociale, istituzionale e
culturale di tutto l´ambito territoriale al quale il piano strategico fa riferimento. Il
Consiglio Generale è infatti composto di più di 300 istituzioni di tutta l´area
metropolitana e può contare su due aspetti, garanti del buon esito della sua azione:
la forte leadership assunta dal Municipio di Barcellona e la continuità garantita
dalla equipe tecnica di coordinamento che ha operato e opera come
organizzatrice, coordinatrice e animatrice del dibattito con la presenza nella città e
nell´area metropolitana di una cultura strategica e di una capacità di proiettarsi nel
medio e lungo periodo.
Barcellona 1992
Dopo le Olimpiadi del 1992 Barcellona è una città nuova, profondamente
ristrutturata e abbellita, che ha saputo far fronte ai limiti dettati dalla storia e ha
migliorato i suoi servizi sia da un punto di vista qualitativo e che quantitativo. La
Barcellona che vediamo oggi è una città mediterranea aperta ad altre culture, che
arricchisce e allo stesso tempo si arricchisce, che da e riceve moltissimo.
Nonostante le sue profonde trasformazioni, Barcellona resta una città legata alla
sua storia facendone un punto di partenza per innovazione e modernità.
Il territorio: Barcellona, capoluogo dell'omonima provincia catalana e della
Catalogna, presenta una densità abitativa di 1.704.000 ab. Situata sulle rive del
Mediterraneo, è il principale porto e il più importante centro industriale e
finanziario dello Stato. Il suo territorio si estende per 7.728 km2, e si adagia lungo
la costa, nella Catalogna; diffusa l'agricoltura (vite, ortaggi, agrumi, olivo, frutta
ecc.) e le molte industrie (lana, cotone, seta, vetro, chimiche, meccaniche,
siderurgiche). Fiorente è il turismo balneare e culturale.
Il progetto: La decisione di scegliere Barcellona come sede delle XXV Olimpiadi
fu annunciata dal sindaco, Narcisi Serra, al presidente del Comitato Olimpico
Internazionale, Joan Antoni Samaranch. E’ stata la grande occasione di una città
che usciva dagli anni bui del franchismo. il progetto ha permesso di intervenire
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sul territorio attraverso la costruzione di infrastrutture di base, infrastrutture di
trasporto, impianti sportivi e implementazione di infrastrutture tecnologiche. La
più grande opera è certamente avere aperto la città al mare.
I costi del progetto: circa 6 miliardi di euro
I risultati: avere creato una città di mare con una forte immagine internazionale
che ha fatto aumentare il suo flusso turistico di circa tre milioni annui.
I punti di forza: avere saputo integrare l’evento sportivo con le politiche culturali
e di comunicazione della città. questo a fatto di Barcellona una città competitiva a
livello internazionale.
Due Città: Genova e Torino al centro di due grandi eventi culturali, uno appena
passato uno prossimo futuro.
Genova 2004 un evento culturale durato un anno che ha permesso di riscoprire la
vocazione culturale di un territorio che per decenni è stato riconosciuto solo nella
sua identità portuale ed industriale. Nel 2004 Genova ha avuto la sua opportunità
che gli ha permesso di giocare la carta del turismo e della cultura per una
diversificazione economica come è già accaduto per altre città europee: Bilbao,
Barcellona, Baltimora, Brema, Glasgow. L’obiettivo finale che l’amministrazione
genovese si era proposta era rimanere sulla cresta dell'onda oltre il 2004
usufruendo nel tempo degli effetti benefici oltre il grande evento.
A tale fine, l’amministrazione genovese ha intrapreso la rotta degli interventi
strutturali, firmando nel maggio 2001, un “Protocollo d’Intesa” con il Ministero
per i Beni e le Attività Culturali per individuare gli interventi prioritari. La
strategia complessiva di questo programma si basa sul potenziamento dell’offerta
culturale attraverso il miglioramento del sistema museale e del patrimonio
architettonico e sull’innalzamento della qualità dell’ambiente urbano attraverso il
miglioramento della fruizione della città in tutte le sue componenti.
Un esempio viene dal progetto di ristrutturazione del Museo Chiossane50, i cui
lavori termineranno nel 2007. In attesa della riapertura che prevede la
valorizzazione attraverso nuove tecnologie di 15.000 pezzi raccolti in Giappone
da Eduardo Chiassone, la città di Genova organizzerà per i tre anni che ci
separano dall’apertura numerose mostre dedicate al Sole Levante.
Il progetto Genova 2004 ha testimoniato la trasformazione della città, da città
industriale a città post-industriale con forte valore artistico culturale.
Il territorio: 650.000 abitanti con un porto che continua ad essere tra i più
importanti del Mediterraneo. Luogo di attività commerciali e industriali, ma
anche punto di arrivo e di passaggio per il turismo e, addirittura, nella sua parte
storica ristrutturata, il Porto Antico, area turistico/culturale per eccellenza che
collega lo splendido centro storico al mare. Il nuovo disegno economico50
http://www.mentelocale.it/contenuti/index_html/id_contenuti_varint_1384
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strategico della città vede una Genova città portuale, turistica e culturale, orientata
ai servizi, dove sempre più si afferma anche un'economia a carattere tecnologico,
legata all'elettronica e all'informatica, di carattere privato o multinazionale
Il progetto: il progetto Genova 2004 si è basato su un concetto chiave: far sì che il
ruolo di Capitale europea della Cultura attribuito a Genova per un determinato
anno non porti a concentrare ed esaurire gli effetti benefici sulla città nell'anno in
questione, ma, bensì, a lavorare per garantire che tali effetti durino oltre il 2004.
Finalità del progetto: creare una crescita culturale complessiva della città e una
sua percezione in termini positivi sia da parte della cittadinanza che da parte della
comunità internazionale
I costi del progetto: 250 milioni di euro.
I risultati: due milioni e mezzo di turisti, circa mezzo milione in più a quello
previsto e quasi un milioni di articoli sull’evento, sono stati i numeri di Genova
2004. Inoltre si sono realizzate tutte le opere urbanistiche e di riqualifica urbana
previste come il museo del mare e il polo museale. Sono state organizzati
numerosi convegni e mostre tra cui la mostra su Rubens che ha ottenuto un
notevole successo.
I punti di forza: il progetto è stato finanziato per il 37% da sponsor privati, questo
ha permesso alla città di Genova di creare una vera partnship tra pubblico e
privato.
Il futuro: Genova dopo un anno da Capitale Europea della Cultura Genova
guarda al futuro e si prepara a un 2005 in cui tenterà di confermarsi davvero come
citta' di respiro internazionale guardando al Sol Levante. Infatti, la città ha ha
messo già in cantiere la riqualifica del prossimo museo di Chiossone, che
prevedrà la prossima apertura nel 2007. Nel frattempo saranno molti gli
appuntamenti sul Sole levante.
per saperne di più: http://www.genova-2004.it
un focus su altre città europee della cultura
Nel 2000 è stata capitale della cultura un’altra città Italiana: Bologna.
Molti sono stati i progetti realizzati per quell’evento a Bologna e tra i più
importanti abbiamo avuto il progetto di riqualifica di edifici storici esistenti al
fine di allestire la Biblioteca-Mediateca; il Palazzo Centrale delle Esposizioni e
dei Congressi; il Polo delle Arti Visive Contemporanee, della Comunicazione e
dello Spettacolo; il museo della Musica e il Centro di Iniziativa Musicale; il
Centro di Documentazione e Biblioteca Nazionale delle Donne; il Museo della
Cultura Ebraica. L’obiettivo del progetto bolognese è stato quello di integrare il
territorio e il turismo: una offerta turistica di qualità collegata al miglioramento
della qualità della vita dei residenti e della loro possibilità di fruizione delle
risorse culturali e territoriali.
Altri due casi eccellenti di città della cultura li ritroviamo nelle città di Cracovia
e di Praga , le prime due città dell’ex blocco sovietico ad essere designate città
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europee della cultura. Entrambe hanno posto come obiettivo principale
migliorare la propria immagine a livello nazionale ed europeo al fine di
ripristinare una propria identità culturale persa durante gli anni del regimi
comunisti.
Torino 2006: il futuro
Mancano solo 11 mesi all’inizio delle Olimpiadi e la città di Torino e il territorio
circostante si stanno preparando ad accogliere questo evento con una serie di
manifestazioni artistiche e culturali per accompagnare il cittadino e il turista verso
il grande evento. Torino 2006 è una delle azioni previste dal piano strategico che
la città di Torino, prima in italiana e settima in Europa, ha firmato il 29 febbraio
2000. Obiettivo del piano strategico:
• dare alla città di Torino un governo metropolitano esteso e unitario,
• farne un centro di ricerca e formazione,
• favorire le iniziative imprenditoriali e la piena occupazione,
• trasformarla in città di cultura e turismo competitiva a livello
internazionale.
1000 persone sono state coinvolte allo sviluppo delle 6 Linee strategiche, dei 20
obiettivi e delle 84 azioni, scrivendo un patto per lo sviluppo che impegna i
sottoscrittori a un percorso condiviso e sostenibile. Il fine ultimo del piano
strategico, e in particolare di Torino 2006, sarà quello di cambiare l’immagine ad
una città che per è stata legata alla durezza delle città industrializzate. Infatti, il
volto del turismo torinese è stato per lungo tempo legato agli affari e ben poco ad
eventi culturali se non per sporadici avvenimenti come l' "effetto Sindone". La
città per molti anni non ha avuto una collocazione solo all'interno delle guide
nazionali e non di quelle estere, dove, ovviamente, non erano messo in luce i suoi
centri d'arte ma bensì la invitante impronta industriale della città.. Questa
immagine "debole" è stato il volto che Torino mostrava fino alla stesura del piano
strategico, dove per la prima volta le autorità politiche i rappresentanti del
territorio hanno dichiarato una forte volontà a trasformare l’immagine della città ,
riprendendo molti fattori di richiamo che sono stati a lungo oscurati. Infatti,
Torino vanta una lunga storia di potere e di arte. Basti pensare alla città sabauda,
prima capitale dello stato unitario; allo splendore della città barocca e neoclassica
che tra Ottocento e primi del Novecento, era presentata, nei trattati di urbanistica
come exemplum tra i più interessanti ; una delle capitali italiane dell'Art Nouveau
in Italia; una delle prime capitali dell'industria cinematografica europea; la
capitale di una regione che primeggia sul piano eno-gastronomico; l'originaria
capitale della cultura jazzistica italiana. Torino 2006 riprendendo la forte eredità
di città all’avanguardia accetta la sfida di cambiare la sua immagine
internazionale.
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Il progetto Torino 2006 rappresenta un importante azione che la città di Torino
ha intrapreso da anni per dare una nuova immagine alla città che per più di
cinquant’anni è stata legata al settore all’industria.
Il territorio: la città di Torino si estende per 130,17 km2 a 239 m. al margine
occidentale della Pianura Padana, alla confluenza della Dora Riparia col Po. Ha
una densità abitativa pari a 963.000 che ne fa la quarta città italiana per numero
di abitanti. Torino vanta un'insigne università (dal 1404), numerose istituzioni,
musei, gallerie. La topografia e l'aspetto della città hanno una loro impronta
caratteristica, dovuta al radicale riassetto urbanistico che i Savoia vi promossero a
partire dal XVI sec. Numerosi gli edifici del tardo Rinascimento, dell'epoca
barocca e neoclassica danno a questa città un evidente vocazione culturale
offuscata in questi anni dall’industrializzazione avvenuta dal secondo dopoguerra
in poi.
Il progetto: le Olimpiadi Invernali rappresentano un importante occasione
sviluppo e promozione internazionale dell’intero territorio piemontese. A tale fine
numerosi sono stati i lavori infrastrutturali della città come costruire i nuovi
impianti sportivi e trasformare vecchi edifici. Due opere di notevole interesse
sono la costruzione/riqualifica entro ottobre 2005 di:
• i sette Villaggi Media dislocati in città e in strutture alberghiere in
montagna tutti con gli stessi standard qualitativi che ospiteranno 10.000
media
• Villaggio Olimpici che ospiterà 2.600 atleti
I risultati: il risultato atteso è racchiuso in un ricco cartellone di eventi che si
svolge tra il 10 al 26 febbraio 2006, giorni dei XX Giochi Olimpici Invernali e
dal 10 al 19 marzo giorni dei IX Giochi Paralimpici
Il futuro: Torino guarda con altri due eventi oltre le Olimpiadi. A tale fine
l´Unesco ha nominato, per il periodo che va dall´aprile 2006 all´aprile 2007 ,città
del libro. E´ un riconoscimento al ruolo sempre maggiore che Torino riveste nello
scenario culturale internazionale. Il risultato è stato raggiunto grazie al prestigio
che la città si è guadagnata in questi anni sia nel settore della lettura, con il
crescente successo di Fiera del Libro, sia nella capacità di attrarre manifestazioni
di carattere internazionale come le Olimpiadi invernali del 2006. Negli anni
passati il riconoscimento era andato ad Alessandria d´ Egitto, Madrid, New Dehli,
Anversa, e Montreal.
il 2007 la città di Torino ospiterà le Universiadi invernali del 2007 grande
manifestazione sportiva di livello internazionale. Torino ha già ospitato la prima
edizione estiva dei giochi Universitari del 1959, ideata e organizzata da Primo
Nebiolo, e successivamente quelle del 1966 (edizione invernale) e del 1970. La
candidatura di Torino è stata proposta da Cusi, Cus Torino, Università e
Politecnico con l´appoggio di Regione Piemonte, Provincia e Comune di Torino.
La scelta torinese è un importante segnale di continuità rispetto agli investimenti
che saranno affrontati per le Olimpiadi. Il progetto del Cus Torino è molto
ambizioso e va di pari passo con quello dell’Università e del Politecnico: fare
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della città un polo universitario internazionale. Il Comitato Promotore, inoltre,
sulla base delle esperienza del CUS Torino nell´ultimo quinquennio, organizzerà
la prima edizione della storia delle Parauniversiadi, per aprire finalmente la
competizione universitaria agli atleti disabili.
per saperne di più: www.torino2006.org, www.torino-internazionale.org.
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Tourism innovation in the Objective 1 Regions –
Examples of good practices
Innovation diffusion Area, Formez
1. From ”Museum Territory“ to “Integrated Museum System”:
cultural heritage in the planning strategies of the Alghero
Administration
The origins of the project
The relation between heritage and economic development has become an
essential element in the economic and social valorisation of territorial resources,
directed towards stimulating enterprise and creating employment. The social use
of cultural assets integrated into economic development is now a key element of
al growth strategies and sustainability actions.
These were the premises upon which the municipal administration of Alghero in
1996 developed a planning model for cultural assets, assuring their conservation
by means of an innovative strategy of sustainable development and
comprehensive territorial planning.
The Terra Incognita project, the first project of this kind by the Alghero
municipality, proposes the establishment of an organisation of heritage resources
that could help generate a process of sustainable development oriented towards
the creation of a supply of cultural tourism to complement the already existing
mass tourism industry in Alghero, one of the most established tourist locations in
Sardinia.
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Box 1 – What is Terra Incognita
Terra Incognita is a Latin expression once used by cartographers to denote imagined, unknown or
unexplored lands beyond the charted limits of the sea. For the creators of this study, the concept of
Terra Incognita is a metaphor for the desire to explore new paths to knowledge and use of national
territory, in order to encourage a re-evaluation of the relationship between society and the terrain it
inhabits.
In development between 1998 and 2001, this work contemplated heritage valorisation projects from
a Mediterranean perspective. Five municipal territories, Alghero, Peralada, Garraf, Prepirineo and
Somontano, three broader communities, Sardinia, Aragon and Catalonia, two countries, Spain and
Italy, a shared historical reality, the Crown of Aragon, a single geo-cultural entity, the
Mediterranean, worked synergetically to realise this valorisation project.
The Mediterranean has one of the highest concentrations of cultural assets in the world, although
they have not been adequately valorised; the regions in question also remain little known to the
broader public (despite their distinct cultural importance and their strong historical significance).
Therefore, it was decided to promote the value of these cultural assets with new methodologies, and
to safeguard the innumerable treasures abounding in this patrimony. The preservation of this
collective cultural wealth and distinct cultural identity can be thought of in terms of a region-wide
museum”. This thinking led to the concept of the “Territory Museum”, which provided the basis of
the methodological debate and the point of departure for the activities under way today.
The goal of this new strategy is the integration of the cultural heritage of the area
in question. A further aim is to equip these areas with the conceptual and
technical instruments necessary for expansion of the social dimension of the
heritage.
To stimulate forms of tourism that complement bur are not an alternative to
seaside tourism, the most effective choice is to focus on the themes of
archaeology, art and the associated wine and gastronomic areas.
The Alghero zone has a wealth of possibilities from both points of view. The
relics dating from Paleolithic, Nuraghic, Punic, Roman, medieval, Renaissance,
Baroque, and Neoclassical epochs make the city’s cultural heritage one of the
richest in the country.
This heritage is now seen by Alghero as a unique opportunity for development
that can foster the creation of new enterprise and stimulate employment.
The central issue throughout the three years of the Terra Incognita project has
been how to integrate heritage valorisation projects into planning and
development policies and strategies. The work has resulted in the elaboration of a
theoretical model for heritage valorisation, based on the method of strategic
programmes of interpretation. These have been given the name Territory
Museum.
The methodology of Territory Museum thus began as a response to the territory’s
needs to open up effectively to the growing demand for cultural tourism, as an
alternative to traditional seaside tourism. The methodology took shape in an
international dimension following partnership agreements with other important
Mediterranean entities. Alghero Council then undertook to integrate cultural and
environmental heritage into its strategic planning.
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The task was achieved with assistance from various resources found through EU
programmes (Terra della D.G. XVI of the EU Commission. Interreg IIA, Interreg
IIIA), community programmes under regional organisation (P.O.R., P.I.T., P.I.A.,
PRUSST, assi I-II-IV, mis. 1.1.-2.1-2.2-4.5).
On the basis of this experience the Council Administration applied a heritage
utilisation and management model, in line with the most advance practices on the
national and international level.
Box 2 - The Museum Territory project
The “Museum Territory-” project had the following objectives:
- Safeguard of degraded heritage assets;
- Creation of new activities to promote new social use of
heritage assets;
- Help improve the quality of the social fabric, starting with
economic development;
- Define new territorial management strategies to promote
quality cultural tourism;
- Use of new information techniques as promotional
instruments;
- Revitalise and expand the local economy.
The interpretation of the value of heritage had to be balanced between the quality of
heritage resources, the quality of the visitor’s experience and the quality of life of the local
population. It was believed advisable to develop new models of public distribution of
cultural and natural resources.
The following subjects were addressed:
• restoration, conservation and valorisation of heritage;
• exploitation of heritage and formulation of new strategies of integrated development;
• seasonal adjustment and diversification of tourism possibilities on offer;
• added value for the system with an increase in economic flow and employment levels.
The criteria established for reaching the objectives are clear and simple. The first is
methodological, in two phases: phase 1 sees all partners develop a “Museum Territory”
brand as an identification badge for the operational part of the project and its associated
system.
Phase two is the valorisation of the territory in question. It is incorporated into a strategic
plan based on methodology common to the Terra Incognita network. It comprises these
points:
• the definition of a methodology based on the “Museum Territory” concept
• the necessity to use cultural and natural resources, given the absence of a tradition of
social use of patrimony
• the creation of tourism activities in interior territories and the diversification of coastal
tourism
• the creation of a tourism brand with a strong cultural component
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The valorisation of the territory, placed in the schematic framework of a project consisted
of these points:
• mission of the territorial valorisation
• objectives of the territorial valorisation
• thematic areas of the territorial valorisation project, including the drafting of a marketing
plan
• actions
Other criteria necessary for the pursuit of objectives have been identified through:
• creation of the system
• use of bottom-up techinques
• creation of sustainability
• concrete actions
These guidelines helped define general aspects of the planning of the project, directed
towards the realisation of a cultural product that would also become a tourism product.
Thus began an economic development process based on the integration of elements that
were varied but necessarily interlinked for the successful completion of the planning
strategy.
The management model
Properly valorised heritage assets represent a significant factor in development. The main
actors in this development are small and medium enterprises in tourism and related
sectors.
This answers the growing need to recuperate identity, popular tradition, traditional arts
and crafts and so on.
A stronger cultural profile can thus be mapped out by focusing on the following areas:
- cultural tourism
- parks
- small centres
- the spread of sustainabliity
- rural and agritourism
- food and wine circuits
Public administrations and those organs representing collective interests can and must
play an integrating role for the creation of a system and marketing strategy, along with
agents to implement it, bearing in mind the role and instructive ability these agents have
within the negotiated prorgamming.
The involvement of local actors in a system of integrated and sustainable tourist
development must be based on a strategic formulation that can draw all the elements
together to create a tourism product.
A strong product resulting from such a system would be complex, but would help better
valorise local attractions and culture, as well as optimising such benefits as:
- employment
- distribution of wealth
- safeguard of the environment
- maintenance and conservation of resources
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This development concept can be grouped in two transverse axes:
- development of enterprise
- development of employment.
As part of the cultural valorisation action started by the Alghero Museum
Territory programme, it was decided to make use of heritage assets from a
perspective of integration and complementarity, contributing also to the Alghero
Council’s need to strengthen the enterprise system management aspect of local
tourism.
Alghero therefore introduced the now operational Integrated Museum System,
a natural progression from the Museum Territory. This system, realised with
innovative measures, proposed the following:
•
enhancement of the economic value of assets and their capacity to impact
on the social fabric and on the area concerned.
•
strengthening of the range of available tourist activities, offering a good
degree of variation to help cover new market segments, by broadening the range
of utilisable heritage assets and valorising the artistic and historic patrimony.
•
helping to “explain” all aspects and nuances of the area, through the
relation between the natural environment and the effect of man’s artistic activities
and works, and between history and culture and heritage assets.
•
development of possibilities for linking museum facilities to broader
tourism and leisure pursuits.
The evolution of the Museum Territory programme
The need to systematise the various existing actions along with those being
launched led to the conception of the “Integrated Museum System”, as a natural
successor and complement to the Museum Territory programme.
This entailed the implementation of the Council Administration’s strategy,
covering the management and communication of the cultural “product”, aimed at
attracting national and international cultural tourism into the city. These actions
also demonstrated the Council’s objective of simultaneously launching a heritage
conservation programme, in obedience to the memorandum for an integrated
system for the valorisation and management of heritage, viewed as a resource to
be “managed” as part of a multisectoral policy for tourism growth, and for local
development in terms of new enterprise, and to sustainable development directed
towards improvement of the quality of life.
The Administrations’ aim was to determine a series of heritage-based actions, the
benefits of which would be felt at various levels; for example, the linking of local
produce with cultural themes.
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The intention here was to present the city under themed categories, to better
express its identity and diversified potential. In this development process the
social and economic actors could hope to enhance the success of their
collaboration by using a uniform methodological instrument that could develop
and launch enterprise initiatives in the heritage sector, in associated services and
cultural tourism. The anticipated outcome is the creation of new jobs, the
development of new professional skills, and improved quality of life. In short,
cultural patrimony is interpreted as identity and social, cultural and economic
value.
Goals
Alghero Council’s main objective is the promotion of sustainable development
through a strategic planning initiative strongly featuring heritage assets. The plan
was used to orchestrate cultural products and activities, associated tourist
services, and a series of proposals that would attract new investment and create
new jobs.
The strategic plan acted on the “interpretation” and “social use” of cultural
resources integrated into the economic development of the area, but with the
citizen in a central position on the path towards cultural growth.
This method tried to valorise the territory in a sustainable and innovative manner.
Its primary aims included the promotion of a quality cultural-tourism system that
would be capable of stimulating the visitor’s interest while also proposing
solutions to the problem of economic diversification and seasonal adjustment of
tourist demand to ensure a better distribution throughout the whole year.
It means the application of a programmatic model that entailed the integration of
various spheres, linked also to safeguard and protection, but nevertheless trained
on “the creative management of the cultural heritage ".
The Museum Territory programme proposed a methodological course to underpin
the systematic planning of available cultural resources.
So as soon as themed categories were identified (walls, towers, churches, historic
buildings, archaeological sites, food and wine traditions), new presentation and
promotion instruments were developed (cultural and environmental itineraries,
museum and interpretative resources), using a method that would permit access to
an understanding of the city and surroundings; in support of this aim new
information centres were set up along with historico-cultural resources
presentation centres.
The main methodogological elements of the project are:
-
the definition of an integrated development model, fully harmonised with
the territory. This model was shared by the socio-economic- institutional
actors;
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-
-
-
the promotion of national and international collaboration initiatives with
other administrations and entities with similar social and economic
affinities;
the strengthening of current heritage instruments that safeguard, conserve
and valorise heritage, linking these different aspects with the territory
and integrating them into an economically and socially productive
structure (the last detail of this strategy was the signing of the agreement
(the first of its kind in Italy) between Alghero Council, the BB.AA.CC.
Ministry and the Archaeology Bureau of Sassari and Nuoro provinces.
The agreement defined a statute for the handover of responsibility for
management and valorisation of archaeological areas to the local
authorities);
the necessary use of cultural and natural resources against the absence of
a tradition of social use of patrimony.
Box 3 – The targets of the initiative
The groups targeted by cultural tourism are national and international visitors (the
inauguration of direct flights from London and Frankfurt were certainly a relevant factor
in the planning of cultural policies), the student and the resident population. Other target
groups are operators in the economic, cultural and tourism sectors: economic and social
actors can avail of a uniform methodological instrument for developing and launching
enterprise initiatives in the heritage and cultural tourism sectors, with the possibility of
helping to create new jobs and new professional skills.
Innovations deriving from the Museum Territory
The exploitation of heritage assets has become part of a management mechanism
increasingly informed by entrepreneurial criteria. The Alghero project
nevertheless intends to consolidate and develop the area’s cultural attractions in
order to draw in new demand segments.
It is therefore strategically important to play up the deep humanistic and
educational value of the area, its cultural assets and artworks, consumed as
knowledge about places and different cultures. The aim is that this approach
should be considered economically productive, with entrepreneurial
consequences.
This action clearly needs operators capable of organising and managing the
exploitation of museum sites earmarked for conservation and for providing
knowledge of the area or the city, through innovative instruments of
comprehension and valorisation.
The decision to exploit heritage assets fulfils the Council Administration’s need to
boost local tourism provision in a context of entrepreneurial system management.
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Attention is drawn to the importance of handling the operational phase of
the system project, through the use of certain essential innovative
instruments:
A) Quality brands
The quality brand instrument (“Città Regie” (R, “Museum Territory -”,
“Integrated Museum System”) assures the management firm of the following
outcomes:
• The defence, promotion, spread and valorisation the institutional image of
the company.
• The promotion, spread and valorisation, at commercial and cultural
levels, of the initiatives, events, products and services supplied by the
company.
B) Integrated action programmes
Used in a network or chain structure, this instrument ensures that development is
organised in such a way that it complements and harmonises with completed
actions.
The desire to distinguish the tourism product needs a methodology in investment
decisions, starting from a definition of the product and covering the main building
blocks of visitor itineraries, such as:
• Visitor information: sites, areas or structures where information on the
system and its hubs can be obtained;
• Visitor services: sites, areas or structures that provide visitor services;
• Cultural “animation” events: live cultural entertainment events held on
the sites;
• Promotion: promotional initiatives directly related to the facilities on
offer.
C) Coordinated image
It is essential to develop a communication project, targeted at possible visitors,
that valorises the uniqueness character of the System products, highlighting their
intrinsic and not always evident qualities.
Creating a coordinated image requires an instrument capable of managing diverse
communication situations (dalla signs to guides up to digital images). The signs
system, comprising different functions, sizes and subject matter, is an instrument
that creates visual links for the visitor who uses the itinerary product.
It must satisfy functional, quality, aesthetic and safety criteria.
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D) Quality manual
Important goals to be realised through the execution of management services
include:
•
the fulfilment of entrepreneurial activities to offer satisfaction to the
visitor, ensuring a level of quality in the execution and integration of services of:
- information
- reception
- management of guided tours and planning of packages
- organisation of live cultural entertainment and promotional events
- sale of local produce
- sampling and tasting
- historical research and communication
•
entrepreneurial activities characterised by the integrated management of
control and planning instruments for the sectors of promotion, communication,
distribution and product sales.
Managers of public assets must develop a philosophy, comprising these guideprinciples:
a) the principle of identity, defined as a process of safeguard and dynamic
valorisation of the local historico-cultural context;
b) the principle of coherence in the formulation of strategies and in the
implementation of actions and services which must be coherent with the identity
context;
c) the principle of satisfying demand, defined as a balance between the available
supply of services and activities and the demand for them;
d) the principle of local quality of the various services, set at a high level, strongly
informed by the local standards, and avoiding standardisation and uniformity;
e) the principle of ethics, meant as the application in entrepreneurial activities of
legally defined procedures that respect fundamental principles of defence of
human dignity, environment and culture;
f) the principle of accessibility in physical terms, pursued through procedures that
guarantee the usability of sites, and also in a psychological sense, with the
creation of communication instruments for various needs.
These principles must be acknowledged and applied in the execution of enterprise
activities. They constitute the chief entrepreneurial objective in the execution of
services called for in the project.
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Human resources in the project
A correlated analysis of the managed sites and the activities carried on, reveals an
need for human resources, either full or part time, or employed seasonally.
The involvement of voluntary staff in civic services can be the basis for creating a
support for the cultural valorisation of the city, advanced by the Administration
and young people’s cooperatives, some of whom currently manage sites in the
Alghero Museum Territory. Civic service affords the possibility of dedicating
greater commitment to “aware” usage of heritage assets, to the benefit of
operators and public alike. The use of voluntary staff can help create an
instrument that will better express the cultural potential of the urban fabric of this
historic city and the cultural features of the area. The administration is also
initiating the training of specialised staff.
The fields identified for the activation of the service (Historic aristocratic
buildings, historic churches, towers, fortified structures, archaeological sites, and
everything included in the thoroughfares Via Catalana, Via Sacra and Via delle
Torri) can thus be communicated more efficiently.
The Administration reached an agreement with the University of Sassari for the
launch of training schemes, held in council premises, focusing mainly on cultural
themes. The trainees have the opportunity to participate in the realisation and
management of cultural products.
Box 4 – Breakdown of the management structure
The Administration has considered various options for the construction of the
management model (bearing in mind the modifications to article 14 of law No. 326/2003
on the regulation of local public services management):
• Public consortium
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• Public-private consortium
• Foundation
• Institution
• Private enterprise
with more than one alternative form of management:
• Autonomy for each site
• Single, with various sites placed in the network
The Alghero Administration is at any rate aiming towards an enterprise structure that can
soundly and efficiently manage the entire system.
The reasons for this choice relate to the need for private firms that are:
• capable of providing coordinated management for the whole system, delivering
consistent quality in
services and in the development of enterprise,
• capable of rapidity and efficiency in decision making and functional operation,
• capable of free and flexible implementation of the policy direction of the interventions.
Box 5 – Management organisations intervention areas
1) Strategic planning and coordination of activities: culture; promotion; production;
communication; marketing; services.
2) Quality branding: definition of rules of use; registration of Brand; distribution of the
Brand; evaluation of suppliers; control/sanctioning actions.
3) Enterprise development: research on new tourism markets; contact with tour operators
area markets, travel agents, schools, Sardinian Circles; development of the “Città Regie”
network; research on new finance for: valorisation of cultural/environmental assets,
promotional/cultural activities, creation of Products.
4) Tower and museum management: reception, information; sampling and tasting;
booking of catering and refreshments; ticket sales; guide-pack sales; local produce sales;
promotion, research and development; educational workshops; running of laboratories;
BB.CC.; guided visits musical events; theatrical events; exhibitions; conferences;
communication.
Actions linked to the project
The Council Administration wants to create a cultural tourism industry to
complement the seasonal mass tourism, by creating the conditions to attract
tourists from the centre to the periphery all the year round.
An example of excellence like Alghero could legitimately aspire towards the
creation of an excellent quality tourist product, based on the integration of its
cultural and environmental resources and its traditions. The social use of
environmental and cultural assets is fundamental for sustainable development;
therefore Alghero’s subscription to projects funded by EU, national and regional
funds (such as the European Campaign of Sustainable Cities, whose prime aim is
the promotion of environmental sustainability, in the actuation of Local Agenda
21 on the state of the environment, which Alghero Council has supported with the
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project Slot A21L Environment and tourism for sustainable development,
financed by the Environment Ministry. There are also other currently supported
projects on regional programming measures PIT, PIA and POR - Axis II, Città
Regie Itineraries; Axis IV-mis. 4.5, Integrated Tourist Itineraries), is down to a
policy of planning and control, whose implementation has been helped by
planning instruments made available in recent years.
The Municipal Town Planning Programme (PUC) is currently being approved,
with adjustments for the landscape plan, which will provide the lines of urban
expansion for the next two decades, regulating the receptive structures, and
residential, craft producing and manufacturing areas. It will be flanked by the
Detailed Plan for the Historic Centre, which regulates actions within the city walls
and facilitates the obtainment of specific resources from the Sardinia Regional
Government and the central government.
The recent inauguration of the Porto Conte Nature Park and the Protected Marine
Area of Capo Caccia-Isola Piana, two initiatives designed chiefly to protect
environmental and historico-cultural heritage, allows interventions to made within
the framework of certain rules. They can thus create the structure and service
needed for the promotion of environmental culture and their use for tourism.
From this point of view the Alghero Administration has arranged a wide ranging
programme of restoration, recuperation and renewal of the historic centre
monuments most urgently needing attention. Finance was obtained through the
PRUSST (Programme of Urban Renewal and Sustainable Development), a
scheme for the renovation of human-use spaces and the completion of the
important monuments system. The restoration programme of the so-called
"carceretto" (jail building) is coming to a close. This structure will house a
museum for artefacts from the Council’s urban archaeological excavations of
recent years, while the highly valued Villa Costantino will house the coral
museum. Lastly, finance has been requested for project proposals concerning
important cultural sites in the old city. These plans are part of the Città Regie
Itineraries category, with finance from EU structural funds (Regional Operational
Plan) Sardinia. The works will have a thematic heading: the restoration of the
Sulis and San Giacomo towers; the creation of a Città Regie documentation
centre; the upgrading of the museum-interpretative system of the Porta Terra and
San Giovanni towers. The projects adhering to the Aghero Council-led PIT
programme “From the Coral coast to the Logudoro Meilogu”, is currently being
implemented.
The enactment of these programming objectives has yielded the following
results:
•
the Integrated Museum System proposal;
•
the partnership agreement with the Diocese of Alghero-Bosa, owner of a
significant part of the cultural assets of the zone;
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•
the partnership agreement with the biggest agro-alimentary companies in
the territory: some promising collaborations include the partnership with Sella &
Mosca and Santa Maria La Palma in the wine sector, and the olive oil producer
San Giuliano;
•
the protocol of understanding with ERSAT (Regional body for
argicultural development) which will result in a marketing plan and services
centre for agricultural firms;
•
the setting up of two cooperatives to manage the Museum of Sacred Art
and the Interpretation Centre and Visitor and Information Centre. This initiative
was the fruit of a young enterprise public competition for management ideas for
cultural resources.
Alghero
Benefits for users and citizens
The restoration, conservation and valorisation of cultural assets are important for
the local community, bringing positive benefits for a range of interests. The
valorisation of such a complex resource as cultural heritage involves a series of
actions that yields benefits at different levels:
•
the creation of new sectors of activity, producing a new social use of
cultural wealth;
•
a contribution to the improvement of the quality of the social fabric,
starting with economic development.
The project aims to induce a synergetic process of collaboration among the
private firms in the zone. This is an essential condition for ensuring the continual
improvement of the local community’s quality of life.
The interpretation of the cultural heritage will be planned on the basis of a model
of sustainable development of the heritage itself, founded on a balance between
the quality of heritage resources, the quality of the visitor’s experience, and the
quality of life of the local population.
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The resulting development of new models of public distribution of cultural and
natural resources has in the meantime helped identify the following objectives:
the involvement of universities and research centres, supporting all
cultural wealth initiatives. These bodies may participate in specific, joint projects,
giving visibility to all the heritage assets involved.
Staff involved in the project will have access to coordinated, widespread
information enabling them to update their professional skills, and thus give
qualified input to cultural policy.
Local institutions will be involved in an organic and coordinated manner,
working with the scientific institutions to define planning initiatives for individual
or joint schemes, both in restoration or management of cultural assets and in
fundraising for heritage works.
Economic and social actors will be involved in the development of
enterprise initiatives in the heritage sector and cultural tourism. The will also
contribute to the creation of new enterprise.
Box 6 – Results following from the Museum Territory project
Visitor and Tourist Information Centre of the Museum Territory
The Centre is sited in the Tower of the Porta Terra, the ancient city gate. As before, it is
the main entry and reception point for visitors intending to embark on a tour of the city of
Alghero and its surroundings. The Visitor Centre is multi-purpose, giving an over view of
the cultural, historic and natural heritage of the city and its territory. It will prepare the
visitor by providing themed proposals and itineraries. The methodology used will enable
visitors to ‘possess’ the city, as the visitor will learn of what makes Alghero the Catalan
Island of Sardinia. The Visitor Centre will supply the key means of reading the city,
backed up by dedicated information systems, in multimedia and hard copy versions.
Interpretation Centre of the Museum Territory – Multimedia Museum
Situated in the Tower of San Giovanni, the Interpretation Centre is the main “Museum
Territory” structure, being the starting point for an in-depth informational tour of the city.
A chief aim is to provide a potted history of the city from its beginnings to the present
day. The Centre is where the visitor can find information for further personal research or
buy published material.
Diocesan Museum of Sacred Art
Housed in one of the oldest buildings in the city, and having been made a church during
the seventeenth century, this museum preserves the ecclesiastical heritage of the city of
Alghero and the churches administered by the Diocese. The museum is a first in Sardinia
for its management technique and the range of exhibits. Their artistic and historical
significance recount the importance of the Christian tradition for the local population. The
museum owes its existence to a partnership agreement with the Diocese of Alghero-Bosa,
which owns a considerable part of the cultural assets of the city. The museum was
intended to be a safe haven for the cultural and artistic heritage of the ecclesiastical
institutions, a site of interpretation of the city’s history and culture.
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The Archaeological Park of the Museum Territory
This typical example of the type of park found throughout the Museum Territory brings
together the main Alghero settlements. Located in various areas of the bay of Porto and
the first inland dwelling of the Nurra of Alghero, it features cultural artefacts from diverse
historical periods, from the Nuraghic to the Roman ages. The sites include necropolis
structures, sanctuaries, Nuraghic villages and a rural Roman villa. Although they are
found in a variety of locations, they are uniform in terms of history and diachrony, and
can be considered among the most important monuments in Sardinia and indeed the
western Mediterranean.
Theme itneraries
The Catalan Way
The Catalan Way winds through the streets of the historic centre, revealing Gothic,
Renaissance, Baroque and Neoclassical architecture on the way. The itinerary can be
followed with the aid of a guide published by the Administration or with a tour guide,
starting from the Visitor and Interpretation Centre of the Museum territory.
The Sacred Way
This trip amongst the local popular religious traditions is a journey of discovery of the
sacred images housed in the churches of the historic centre and the Museum of Sacred
Art. The itinerary can be followed with the aid of a guide published by the Administration
or the one by the Diocese of Alghero-Bosa, or alternatively, with a tour guide, starting out
from the Museum of Sacred Art or the Visitor and Interpretation Centre of the Museum
Territory.
The Way of the Towers
An interesting itinerary focusing on the Alghero fortress installations. The visitor will
receive instruction in the military architecture of the Catalan, Aragonese and Spanish
periods. The itinerary can be followed with the aid of a guide published by the
Administration or with a tour guide, starting from the Visitor and Interpretation Centre of
the Museum Territory.
SITES CURRENTLY NEARING COMPLETION
Palazzo Serra
This project entails the valorisation of the architectural heritage from a cultural and tourist
perspective. More specifically it proposes the creation of environments for cultural
activities and for services to visitors partaking of the “Città Regie” programme. The
Palazzo houses the Documentation Centre of the Città Regie.
Sulis Tower
The Tower shall become an exhibition and showcase centre, presenting the initiatives and
resources of the entire Integrated Museum System and promo-communication events.
The exhibition aspect of the structure can be fully exploited by creating an ‘abridging’
laboratory for the museum system, with the aim of demonstrating and communicating the
chief local resources.
San Giacomo Tower
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The Tower’s main function will be to host an exhibition facility, combined with the Sulis
Tower. A creative management policy will encourage the presentation of workshop events
based on the theme of ‘play’, drawing heavily on local connotations.
Civic Museum
A clear ambition is to establish a museum space to house city’s principal historical
material, from the pre-Nuraghic era to more recent times.
The history of Alghero and its environs will be told through an efficient and innovative
communicative methodology, centred on its context, history and daily use through time, in
order to demonstrate the historic narrative of the city. Multimedia supports will
complement the exhibition. They will complete the communicative aspect of the museum
through interactive presentations and simulations, which can be customised for the visitor.
The range of information resources is rounded off with user-friendly educational support,
aimed at satisfying the varied requirements of the public. Chromatic guides, music and
spoken audio support complete the historic “narrative “ of the museum.
Coral Museum
The Coral Museum provides information on the centuries old tradition of coral working in
the Alghero area. The museum is intended to give a comprehensive informative package
on the natural resource of coral under various headings within the broader context of
maritime culture: naturalistic/environmental, historic and economic. A visit to the
museum will be supported by multimedia resources, such as illuminated panels, images,
informational packets, messages, themed projections on walls and video screens, and
much more.
Medieval Itineraries, Illumination of the themed itineraries of Alghero Città Regia
The illumination project is designed to enhance the visibility of the historic-artistic
itineraries of historic centre, to help visitors appreciate in a direct and innovative way the
highlights of their chosen itineraries.
The Council website provides up to date information on all cultural events organised by
the Administration.
It has also produced an E-book, available on the same website, supplying cultural and
tourist information. Printed material also gives full details of the city’s cultural activities
on offer. A Cd ROM illustrates different aspects of the city’s culture and traditions.
The existence of the Museum Territory logo, soon to be accompanied by the Integrated
Museum System logo, constitutes a widely known brand of quality for the activities
directly connected to the programme, as well as for those collateral activities.
1.1.
The creation of an Food and Wine Produce Club in the
Province of Palermo
The origins of the project
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The Autonomous Agency for the Increase in Tourism in the Province of Palermo
(AAPIT) aims to diversify its portfolio of products in order to target new market
territories.
It has decided face this challenge by embarking, along with the operators, on a
campaign of increasing its knowledge of the tourist market, hoping then to
develop a broader range of proposals.
The first step was the construction of a reference framework: an analysis of actual
and potential demand, input from operators of incoming tourism, and the opinions
of local leaders.
The results of the analysis suggested the strong potential in Palermo province for
creating tourist products that could draw in new types of tourist, but that this
potential needed to be supported by an infrastructure system that could satisfy the
client.
The study recommended the bolstering of seaside tourism to promote marine
sports, particularly diving; it pointed to the possible doubling of visitors for food
and wine activities; it identified the need to valorise green themes in a strictly
tourist sense; but along with these plus points, it criticised the lack of a hospitality
system equipped with adequate infrastructures.
In fact there are many negative features not involving tourism, including care of
sites, signing and indications, transport, bookings (events, exhibitions, museums,
etc.).
Therefore it is not enough to have tourist resources alone, if the container they are
presented in is of defective quality; there is then the risk that the tourism products
are not sufficiently valorised in the areas they exist in.
To give an effective boost, the l’AAPIT decidedto identify organisational forms
that would bring together receptivity enterprises and tourist services operators, to
create a synergetic relationship that would be beneficial to both groups.
The repsonse on a domestic and international tourism level was the formation of
the Product Clubs, a formula that united the operators around a specific theme
and necessitated the common application of quality standards, as required by the
market.
The product club responds effectively to tourist needs and at the same time
encourages the operators to give the best of themselves and to share it with the
others.
Box 7 – What are the Product Clubs
The origin of the clubs cannot be ascribed to a particular date or event, but can be linked
to an “epochal” change in tourism: it is a direct consequence of the transition to “cultural”
tourism, from destination to motivation as the prime factor. This transition has ensured
that in situations where the level of tourism was more developed, the need to seasonally
adjust and diversify according to market needs would introduce new innovative elements,
included those in the area of organisation.
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The product club is not an abstract entity but a legally constituted body: this precise form
is decided when the club is first set up: whether an association a consortia or limited
company and so on. A statute, regulating the functioning of the product club, is drawn up
and approved. The club is a form of union between different enterprises aiming to create a
specific tourist product for a specific market.
The innovative feature of the product clubs is that they unite such a broad range of
operators in the tourist industry. The clubs can involve receptive enterprises (hotels,
campsites, agritourist centres, etc), industrial sector enterprises, including transport,
services, tourist organisations, sectoral associations, public bodies, etc. No-one is
excluded, as long as they adhere to the declared aim of specifically satisfying a particular
type of clientele. Product clubs differ from traditional tourist products in that they
constitute a new form of supply and therefore of marketing, of distribution network
combinations, of communication, with which to efficiently reach targets. The clubs
represent a quality response to consumer demands, since the enterprises involved have
signed a pact that binds them not just to each other, but to the tourist as well.
Strategic elements
A concept: an idea that has realistic ties to actuality but also a sufficient number of
potential consumers.
A romance, a narrative, a model of use of the product that will provoke desire and allow
identification.
A shared system of values, messages, cultures that can establish a system of
communication between those creating supply and potential demand.
A value understood as the relation between price (real or perceived) and quality (also real
or perceived or even dreamt of).
An appropriate marketing mix: a suitable combination of instruments for achieving sales
targets
Functional elements
Identification of a competitive market niche
Specialisation of the product offered
The creation of a segment product (motivational or structural)
The sharing of regulation of belonging
The creation of a brand
Decision on a price
Definition of a marketing policy
Elaboration of a financial plan
Monitoring of results (customer satisfaction)
Belonging to the club means:
For enterprises
- Identifying an interesting market niche and working on it
- Developing the ability to work with others
- Accepting a code of self-discipline
For guests
- Accommodation in selected structures
- Access to dedicated, specialised services
- Specially trained staff available
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Product Club range of proposals and relationship with the tourist and the territory
PUSH FACTOR
PULL FACTOR
Services offered
emotions
performance
emotions
performance
What pleases What the tourist
What the
What stimulates
the tourist
expects
territory offers the territory
Features of the
buildings and rooms
Security and
maintenance services
Specific equipment
and services
Specialised staff
Entertainment
Food and Catering
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Services oriented
towards the territory
Services within the
building
Economic and
organisations duties
Source: The Niches of Well-Being. How to best exploit the Trentino effect, SL&A for the APT of
Trentino, 2002
Completed actions
The unification of operators from diverse sectors is not a simple task. AAPIT
therefore did its best to seek out successful product clubs, in line with the possible
products of three provincial areas:
• The Corleone zone and the internal areas, for the assembling of food and
wine proposals;
• Seaside localities, for the development of proposals that could diversify
the tourism supply for specific target markets (families with children and
marine sports);
• the Madonie, for proposals linked to green activities, parks and sport.
A series of seminars were held so that those who had set up clubs and gathered
results could directly participate and discuss their validity.
The seminars provided a valuable opportunity to assess the benefits and also map
out a methodological course. Not just to clarify reasons why a club should be
created, but also to unite operators from different sectors, how they should be
regulated, and decide what marketing policies should be adopted.
There were 221 registered participants in the seminars, including 106 private
operators as well as representatives of public administration authorities.
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The variety of types of operators seemed to satisfy the need to involve tourism
enterprises, in the conviction that the creation of a tourism product requires not
just attention to the receptive aspect but also services that will make the
difference, and will develop the reception system.
This was borne out by the fact that 15% of the private operators present were
from the receptive sector and the remainder from sectors linked to tourism
(restaurants, diving centres, producers of local goods, green guides, incoming
agencies, sports associations, and all those services that enhance the range of
tourist services).
During technical meetings, the AAPIT was asked to contribute to the promotion
and valorisation of tourism and also to assume a coordinating role among the
various companies involved in tourism planning: between same–sector operators,
between different –sector operators, with the various category associations.
Regulation of the food and wine network ∗
In 2003 the Tourism Promotion Agency of the Province of Palermo began a
campaign of valorisation of a new tourism product: food and wine tourism
(FWT).
Together with enterprise groups, the AAPIT set out to define proposals in the
gastronomy field, in the form of product clubs, in order to stimulate a new strand
of tourist demand, diversifying and seasonally adjusting the current flow of
tourism.
Apart from being a business in itself, FWT can enhance the image of the region
and its enterprises, and is strongly developing its holiday market share.
To this end the AAPIT has created:
• a straegy of sharing among enterprises, through seminars, meetings and
conferences;
• a straegy of sharing among local for officials tourism and agriculture, other local
institutions (PIT) and with category associations;
• an analysis of tourism supply and demand, and a publication on the produce
clubs.
The analysis of supply highlighted the Province’s abundance of produce,
restaurants, and wine outlets, as well as the well known provision of receptive
facilities (agritourism and farm accommodation, hotels, bed and breakfasts) while
the sharing campaign with private and public food and wine organisations
confirmed their wish to evolve new products and to collaborate with the AAPIT
and enterprises to achieve the creation of produce clubs.
∗
The paragraph is taken from the document “Constructing new tourism
products in the Province of Palermo: Food and Wine Tourism” edited by
SL&A and coordinated by Michela Valentini.
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Associations like Fiavet and Agriturist, supported by the regional and provincial
Tourism and Agriculture departments, organisations like ‘Vite e Vino’, and single
enterprises have offered their availability.
For its part, the AAPIT brings all its offices and sectors into play, so as to be able
to close the circle towards actions in support of future FWT proposals, in terms of
promotion, communication and technical aid. With regard to demand, it is
considered that “food and wine holidays” represents a niche for a privileged few,
while “food and wine on holiday” refers instead to an enhancement of all tourist
products, enjoyed and desired by almost all tourists.
Box 8 – What is product regulation?
The rules governing the structuring of tourism products, from services offered to conduct
towards guests, are usually determined in the Production Regulations. This is an
instrument for helping stabilise the selection criteria, and therefore membership of the
club. It represents a pact between the operators involved:
- among producers, the brand that represents them and the rules they are bound by: even if
one of the partners fail to respect brand requirements then the work of the entire union is
compromised;
- between the producer and the consumer (the tourist): the regulations represent a kind of
contract which, occupies a super partes position between the players, and at the same
time is an irrevocable indicator of supply from the producers and a guarantee of quality
for the consumers.
The rules of conduct:
What the regulations entail
(examples)
Infrastructural specifications:
What the regulations entail
(examples)
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Breakfast is served until 12.00: check-out is The guest must have the use of a garage
postponed until 14.00 (Positive energy in facility for the motorbike (Motorbike
holidays)
the Riviera)
Guaranteed preparation and serving at table Hotels must guarntee a safe deposit service
of fish caught by customers (Active (Italy bike hotel)
holiday: fishing)
The structure must have at least one internal
Entrepreneurs must demonstrate a keen ot external pool (Belvita Hotels)
awareness of ecological issues, e.g. use of
biodegradable
detergents,
no-spray
deodorants, etc (Green and rural tourism)
Health and fitness facilities (swimming
pool, massage salons, etc) must be open at
least 5 days a week and at least 6 hours a
day (VitaNova Trentino Wellness)
Food and wine tourism and the Sicilian brand: a pairing that supports the
valorisation of the identity of the Province of Palermo
Food and wine tourism in Sicily and particularly the province of Palermo is by
now well known. More than a unique tourist product, an itinerary, or a single
tourist package, it is the proposition of “an original and unique cultural model”,
rooted in and representative of the territory; the Palermo area as the quintessential
symbol of Sicily and the standard bearer of Sicilian core values.
Food and wine tourism is one of the mainstays of the identity of Palermo
province, since it embodies modes of existence, the essential features of the zone,
typical production methods, and expressions of economic and social life.
But it would be restrictive to think of FWT as a product that can exist only in
connection with receptivity (hotels, etc). Instead it must be understood that it has
to involve all the resources that directly or indirectly define the identity of the
Province, through the elements that comprise the local hospitality system
This idea of identity and its relation to the territory and its enterprises is echoed
also in the new town planning strategies being developed by the Province of
Palermo.
The new Provincial Territorial Plan has embraced the valorisation of local
identities as the root of changes being made in the territory, through the
communication of the significance of local heritage and its distinctive
characteristics, together with the involvement of the local population and
enterprise in the development of the area.
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The Province of Palermo can also boast real distinction in terms of the fame of the
Sicilian “brand”, based on the image of the island held by tourists: its history,
landscape and traditions. These represent a tourist attraction factor that no other
part of Italy can equal.
This scenario is rounded off by the importance the tourist gives to the territory as
a showcase of local traditions, the desire for authentic holidays in remarkable
places, the pleasure of discovering new flavours.
Now more than ever before has there been such demand for FWT, in its most
typical, authentic and individual form.
In order to profit from this surge of interest and this fortuitous phase of
reciprocity between what the tourist wants and what is on offer, practical
proposals should be developed: tourist packages based strongly on emotional
elements, which are more potent if those who work there can recognise them,
possess them and recount them.
There is a need to make visible those factors that are not tangible but which the
tourist nevertheless considers important in a food and wine holiday; a holiday
where the consumer acquires the product or service not just because of its
material characteristics, but for the emotional experience attached to their
purchase and consumption.
In this respect the Province of Palermo is in a favourable position compared to
many of its competitors.
Four methods of specialisation for success oriented tourism products
In order to understand this new trend in FWT, we must look to the changes that
have taken place in consumption patterns generally, and the trend towards
authenticity. This authenticity is to be found in local, typical, certified organic
produce, delivering total and exclusive satisfaction.
However another important element for the tourist-consumer is the product’s
‘typical’ character, i.e. being linked to a particular area; this clear and unequivocal
marking of the product’s place of origin is often distinct from its certification,
which is often unknown to the tourist: Zibello culatello ham, Pachino tomatoes,
Colonnata lardo.
“Typical” thus enters into the tourist’s description of a place, recalling products,
trattorie, restaurants, ways of doing and talking about things, landscapes.
The link between product and place thus becomes intensified, and from the
tourist’s point of view, can be can be regarded in four ways:
1) when the typical product, restaurant, wine or characters seize the
tourist’s imagination, they become an ‘ambassador’ for the “goodness
of the place” and its brand, amplifying its image and renown. An
example is Brunello in the case of wine, or the chef Nino Graziano for
Sicily.
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2) The territory is the mainstay of the typical products (in cases where
they have reached critical mass) and more generally in food and wine
culture. It enhances the traditional product and gives added value to
the emotions and experiences offered by a place. One travels for work
and brings home a certain wine; one plays sport and buys a particular
cheese; one visits an art city and chooses a typical trattoria in an
unusual place (the Vucciria); one goes to the country and does a
cookery course; one takes part in an event and buys a type of Sicilian
cannolo found only in that place.
3) Places can benefit by being remembered as natural, authentic, and
environmentally atractive; these qualities can also be transferred to
their produce, heightening that concept of genuineness so sought after
by the consumer/tourist. It is achieved by territories that contrast with
the idea of city/pollution, places where the city is contained and
distinct from the surrounding countryside and does not sprawl into the
countryside. An example is Alto Adige with its slogan “buoni per
natura”. (Good for nature/good because of nature)
4) The most extreme case can make an area’s food and wine culture
become a motor for the tourist economy, when its most distinct
elements are so rare and select (for example a world class restaurant)
and non replicable anywhere else, olbiging people to go there to
experience it. This case applies largely to niche products and those of
limited distribution.
Food and wine in the province of Palermo
FWT is an array of elements that represent the identity of Sicily and the Province
of Palermo as the tourist remembers it, rather than an ensemble of services that
satisfy the needs of a specific tourist.
The attraction of FWT and these elements when bundled together can become a
single holiday theme, taking the form of a produce club.
There is, therefore, a need for a network involving mutual recognition of
enterprises and territories, seen to be capable of satisfying demand for holidays in
the province through a series of quality parameters, so that enterprises are
guaranteed a competitive edge in the province of Palermo, and the correct and
coherent use of resources is specified.
Quality parameters that go beyond the traditional system of obligations (rules and
certifications), but which apply a set of values (from authenticity to sector
integration) that extends to the entire hospitality system, and which must become
the rallying principle for all those (territories and enterprises) who want to take
part in the food and wine network in the province of Palermo.
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From networks to tourist products: the conditions for the creation of
successful product clubs
The success of the network of FWT and tourist products deriving from it depend
of certain factors:
- the ability to stand out from other places and producers offering tourist and
FWT products, through strengthening the provincial identity and the valorisation
of all its constituent elements;
- the ability to make the network productive. Adhering to the network allows
single members to continually increase their quality standards, to benefits from
economies of scale, to develop useful collaborative relations, especially in the
fields of marketing, specialised training, access to funding, as well as in
promoting and advancing the image of the place;
- the ability to promote sharing throughout various levels of tourist activity, by the
work of old and new operators in the territory, and to maintain it over time with
continuity and coherence of conduct, and ongoing research for ways to improve
the system.
- the ability to utilise network members in new ways, in anticipating market
trends. The network is rather like an assembly of points, a vessel full of single
elements. Depending on the nature of market requirements, these elements
combine to present tourist proposals with various themes tailored for specified
markets: week-ends of food and wine tasting, cookery courses, quality farmhouse
accommodation, organic agritourism, harvest-themed holidays, B&B and pastry
itineraries, sports and many more.
Each of these demand types can be an opportunity for tourism operators who
share the same targets and markets to focus on a theme. The FWT network would
thus be composed of a series of product clubs that self-regulate with specific
rules, shared by the businesses that make up the product club.
This way a single enterprise (tourist and/or service based) will earn the right to
participate in the FWT’s promotional actions by complying with its defining
principles. On this basis it can decide, on is own account and according to its own
objectives, to join one or more product clubs, abiding by the rules, and thus
participating in further marketing and promotional activities.
The origins of the FWT network regulatory system
The functional mechanisms of a tourism enterprise network are generally defined
by a regulatory code. This pact between producers binds them to the same
responsibilities, extending also to the consumer, who is given assurance of the
quality of product or service.
It is not a rigid system of rules, but a set of principles that all members of the
FWT network must stick to. These principles attempt to identify, describe and
valorise those elements that can give added value in terms of competitiveness.
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The regulatory code is strongly oriented towards local identity, so that the
Province of Palermo experience is rendered unique and unrepeatable anywhere
else, thus affording the network a competitive advantage with respect to all the
other possibilities on the market.
The Palermitan FWT network is not so much the sum of excellent ingredients
(local doc produce, highly rated restaurants, luxury farm accommodation) as an
assembly of firms united by the same aim, of satisfying FWT demand in the
Province of Palermo through a range of specialised possibilities.
The FWT network is an open one; although it starts with a limited number of
producers, it is always willing to welcome new ones, providing they abide by the
regulatory code.
Another feature of the regulatory code is its integrated vision, involving firms that
provide base tourist services and those that provide the secondary services that
constitute an important part of the tourist’s experience:
- single or associated businesses specialising in farm produce, farm
accommodation or wine making;
- firms producing or processing local and typical products;
- receptive tourism operators, hotel and non-hotel, particularly agritourism and
distributed receptivity;
- incoming agencies and tour operators;
- handcraft and commercial businesses directly or indirectly connected to typical
produce, e.g. restaurants, bars, street vendors, confectioners;
- local authorities, their consortia, promotional associations (Pro Loco,
Legambiente, comunità montane, PIT, ecc.);
- associations, cooperatives, hotel management schools, aimed at the promotion
and valorisation of FWT (gourmet clubs);
- consortia for safeguarding typical and local produce;
- territorial guides and their associations;
- firms providing complementary services to tourism (primarily transport);
- specialist publishing and journalists;
- large scale distribution, specialised sales networks (wine sellers, organic and
local produce shops, etc);
- other businesses with an interest in product clubs.
Box 9 – The principles of productive regulations
1. Authenticity: the mainstay of all principles
Over the years the province of Palermo has managed to preserve its traditions from a
modern standpoint, and to valorise many of the elements of Sicilian identity that are
known and appreciated all over the world.
It is an area that in many ways retains its authenticity, and nowdays FWT represents one
of the most efficient means of communicating this. Authenticity in its broadest sense is a
central pillar of the new FWT, satisfying demand that requires genuine, spontaneous
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produce and services, and which seeks out new, undiscovered territory. Palermitan FWT
together with a cuisine renowned for its richness, variety and quality, represents a cultural
and economic asset that contributes greatly to the success of the “Sicilian brand” all over
the world. The FWT network aims to valorise not just the authenticity of the produce and
cuisine, but also the atmosphere, the way of life and the feeling of the place, which can
represent a style that is both Sicilian and Palermitan together.
2. Creating emotion: the value of narrative
Authenticity is not an attribute that communicates itself alone. The products and service
must be represented, narrated; they must be capable of arousing emotions, of provoking
unique sensations in the tourist. When a tourist buys a product, goes into a restaurant, or
visits a manufacturing firm or a winery, not just for the sake of buying, but also to have an
experience, he experiences the sense of his holiday. The added value of the product lies in
its capacity to enhance the emotional aspect. The tourist must feel that he is involved in a
microclimate of familiarity – he must be able to feel the “Sicilian-ness” of the area.
Human resources become very important here – the waiter, the guide, the farm-produce
worker – they must all be capable of responding to the demands of the tourist, to recount
and explain, to create an emotional rapport with the guest. A detailed description of
production process does not just enhance the product, but brings tradition alive. A story or
explanation told not just with words, but with gesture an enthusiasm, making the guest
feel personally involved. This is why proper training and awareness of cultural assets is
fundamentally important. Values relating to identity cannot be explained if they are not
believed in; products cannot be described if the speaker is not well informed about their
producer or place of origin.
3. Uniqueness and typicality: essential features for the competitiveness of food and
wine products
FWT possibilities are tailored to give clients the pleasure of discovering the heritage,
hospitality and way of the life of Sicily. The full and ongoing valorisation of cultural
identity, applied to tourism products, constitutes one of the most competitive advantages
in the market. It reinforces the client’s demand for customised proposals, matching his
own values and tastes, with a clear preference for rarity if not uniqueness. For the guest,
the region becomes a bearer of these principles, through the enterprises in the sector; the
instruments are professional human resources, and the optimised, integrated use of assets.
4. Identity, appearance and integration into the FWT system
The province and indeed Sicily as a whole has a very distinct identity. This and other
aspects of the culture contributes to the idea of “Sicilan-ness” – one of the prime
motivating factors in tourism in the island. Visitors attracted by FWT want to dive into
this culture and feel “Palermitan” for the brief period of their holiday. The club will be
useful for helping the guest feel integrated into this culture, brimming with history and
tradition. But integration and appearance are only two principles that operators must
share, not just with the tourist but also among themselves. The uniting of the efforts of
enterprise across diverse sectors must remain a continual aim for businesses, so that the
guest may experience not just a piece, but the whole of the hospitality system. Integration
can occur also across territories. Actors in the network can promote the territory,
highlighting its distinctive features. The province of Palermo boasts an array of varied
landscapes: sea, valleys, mountains; integration also means using opportunities to
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combine the geographical aspects into a tourist proposal. Even if they are diverse in their
range of tourism possibilities, they can focus on the same concept of FWT.
5. Territory and environment as a response to client expectations and as a guarantee
of the reproducibility of resources
The FWT is the offspring of the land and environment that hosts it: an unbreakable link
based on reciprocity. Insufficient environmental safeguards, disfiguring and degrading
activities, neglect and pollutant agricultural practices can all have direct repercussions on
FWT products. As is the case with foreign tourists, Italians have indicated that
environmental standards are an absolutely requisite element for their holiday enjoyment.
The resident population’s expectations on quality of life depend increasingly on tourist
demand for quality in holidays. The environmental element (problems connected to the
management and consumption of resources (water, air, ground), has become a prime
element in tourist products, to the extent where it can form the actual basis of the product
itself (green holidays, seaside holidays). In other cases it is a conditioning factor in
decision making (environmental quality, urban conditions and standards, quality of
ingredients in cooking). It often becomes an effective means of communication or an
instrument of identity valorisation.
6. Ethical conduct and transparency: the key to quality in FWT products
For the areas involved, the trends in demand for FWT will assume a degree of economic
significance never seen before, bringing not only economic benefits but also advantages in
terms of reputation. Operators must therefore guarantee consistency of quality in services
and the contributions they are called on to make. The network demands ethical conduct,
since the combining of efforts is based on reciprocal trust. An isolated breakdown can
harm the entire system. There are not just FWT targets, but also different styles of
enjoying holidays with a food and wine theme, so it is not possible to give a definitive
definition of how a quality food and wine holiday should be. Certainly, the more
information a tourist has on the various kinds of holiday, the less likely he is to come up
against surprises. Transparency of information is therefore a way of defining the quality of
a tourist product.
7. Safety: a further guarantee for the satisifaction of the food and wine tourist
Safety is a prime consideration in all phases of the creation of any service. Good
integration with the territory and with other operators, an efficient circuit of services and
professional skills, the enhancement and improvement of the overall quality of the tourist
product: these are the preliminary conditions for guaranteeing “safety” for guests and
solutions for contingent difficulties. It also means being able to respond correctly to
market requirements for protection of the consumer/tourist. Safety is a principle that must
exist in all links of the FWT chain, in all the enterprises that go to make up the tourist
package, from the air carrier to the restaurant. Safety in FWT also means keeping the
tourist in view. Accessibility and availability (especially to Special Needs guests) of
producing companies, flexibility of working hours will become elements that extend the
value of the hospitality on offer.
8. Effectiveness and efficiency in FWT
The FWT needs to show concrete results if it wants to establish itself: new tourists, new
enterprises, increased renown. The network must therefore be attentive to the market and
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its evolution, it must be able to anticipate trends, to be able to offer tourism possibilities
that will attract the attention of visitors. The principle of effectiveness leads to the careful
evaluation of those markets that must be targeted in order for investments to be fully
exploited. Creating particular products only because you have the resources available, not
because they have been specifically requested by the tourist, means that goods and
services have been made that no one will buy. Such an eventuality could diminish the
enthusiasm of some network members, resulting in lost partners and credibility. The
release of tourist products onto the market must therefore be carefully judged according to
their measurable effectiveness.
1.2.
A diffuse hotel model in Molise: the PAGUS project
The origins of the project
Created and financed by EU funds as part of the Matese Territorial Pact, the
project grew from an analysis of the Molise context and from a desire to embark
on an initiative that would shake up a situation that for too long had lain in a state
of cultural torpor and economic backwardness. It hinged on an idea born out of
the observation of the degradation of heritage building stock, and later, from the
idea of transforming a purely cultural exigency into an entrepreneurial idea.
The involvement of the Matese Territorial Pact, which has transformed the
project’s basic philosophy51 (for example the settlements in the agro-alimentary
sector etc.), has helped provide the energy to bring actions to completion despite
huge bureaucratic and cultural obstacles.
The conversion of dwelling houses into tourist accomodation has become a very
frequent phenomenon in many urban areas and town centres of northern Europe.
More recently, a new form of “compatible” tourism has been the focus of growing
interest, also on the part of more aware Italian operators.
The project, now completing its first phase, aims to complete a diffuse hotel for
tourist use by renovating and converting dwellings in the historic centres of
several Molise boroughs.
The main feature of the diffuse hotel is to offer hotel type services, but through a
network of rooms or mini-apartments located throughout the area, giving tourists
maximum freedom to organise their holiday.
The Molise Regione enjoys an image of cleanliness and still unspoilt
environment, therefore suitable for rural and agri-tourism.
Apart from beautiful mountains, (Campitello Matese, Le Mainarde) hills and sea
(on the Adriatic coast, from where the Tremiti islands can be reached), the region
51
Because of the project, the Pact has been judged by the European Community to be the
best Italian Pact.
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boasts archaeological sites of considerable importance (Sepino, Pietrabbondante,
Castel S.Vincenzo, Isernia, Larino, the Campobasso Sannites Museum).
No less important are the many historic-cultural assets found in many areas of
Molise, including Romanesque churches of great note.
The region’s situation, centred between Rome, Naples and Pescara, is a strong
incentive for weekend and off-season tourism.
The following types of tourism can be identfied in Molise:
1) Increasing numbers of Molisans resident abroad are returning to the
region. Many others have indicated their need for a residence in their
place of birth, for the use of their relatives who don not know the
homeland.
2) There is a demand for rural tourism from many Germans, French,
Swiss and Northern Italians, in regions like Molise and Abruzzo.
3) Molise’s closeness to Rome and Naples has brought a good deal of
weekend tourism, with a lot of potential registered by the increase in
off season presences.
4) The increasing popularity of religious tourism represents a good target
market for Molise.
Tourism represents a good development opportunity for the region. In order to
avoid having to invent new roles that are culturally unsuited to the socio-cultural
context, the development of tourism must be fully integrated with the “rhythm” of
Molise: it must understand the need for personalised and “naturalistic” tourism
capable of developing out of season.
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Many areas of Molise have been progressively depopulated, first because of the
wave of 1950s emigration to northern Italy and abroad, and also because of more
recent migration towards the cities of Campobasso and Isernia and towards the
coastal areas of the region.
These population movements have reduced many rural boroughs to states of semidereliction, involving numerous buildings.
Abandoned town centres are a problem for every municipality, involving
infrastructure and public service management costs; interventions are necessary
to ensure public safety, at risk from buildings fallen into dangerous conditions of
disrepair, due to the lack of normal maintenance.
An abandoned building is also a problem for the owner, who is required to invest
in maintenance work without any returns in economic terms.
It must be remembered also that although most historic centres are of limited
architectural importance, they are nevertheless part of the peasant and rural
heritage which is the added value of the region, and is the very reason why many
choose to visit Molise rather than other regions of the country.
So we must imagine a new use for dwelling structures, one that will safeguard
building stock and promote integration with rural culture. On the other hand it
must offer opportunities for the development of the regional economy and for the
revitalisation of communities that are otherwise destined for continued
depopulation and degradation.
Actions brought to completion
The project arose from the realisation that tourism would be the best way to
exploit the potential of Molisan historic centres. Thus was triggered a complex
entrepreneurial initiative that went beyond the mere restoration of historic centre
dwellings, but aimed at creating a genuine system of actions and initiatives that
revolved around the idea of the construction of a “diffuse hotel”.
The plan was to build a number of mini-apartments in various Molisan
municipalities (Ripalimosani, Campobasso, Ielsi, Frosolone, etc.). There was also
an optimistic intention to involve resident communities in the initiative, by
inserting their own properties into the circuit, and making themselves available to
supply ancillary services.
Meetings were held to inform the local population of the scheme, to assuage their
doubts and convince them that the project was not speculative but could represent
a development opportunity for everybody.
Attempts to attract local entrepreneurs were met with disappointment when it
became clear that investments not offering immediate speculative possibilities
held little appeal for local business people.
Finally, at the end of 1998, the project was submitted to the Local Autonomous
Group of the Matese Territorial Pact, which was at the time being created.
The project consolidated the philosophy of the successive initiatives promoted by
the Territorial Pact. The European Commission later gave its approval, whhich
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had a knock on effect in the levels of esteem with which the project intiiatives
were held.
In the Territorial Pact, and in its organisation outside the world of politics, an
ideal partner was found for the implementation of the project.
Through the Pagus project, a number of mini-apartments were renovated,
involving the following buildings:
1) The Ripalimosani Castle (Ducal Palace)
2) Ripalimosani historic centre
3) Campobasso historic centre
The building destined to become the focus of tourist attention and the main venue
for recreational and leisure activities was Ripalimosani Castle.
The Castle, a Heritage Ministry listed property, is a distinguished palazzo situated
in the centre of the small town of Ripalimosani, less than five kilometers from
Campobasso. As well as rooms and mini-apartments for use by tourists, it boasts
facilties for catering, cultural and recreational activities.
Ripalimosani Castle
En-suite rooms and mini-apartments are on the second floor of the Castle. First
floor rooms are normally used for catering, functions, exhibitions, etc.
Some ground floor rooms are used for cooking and others for the display of
antiques. The basement, once used as a dungeon, is now reserved for conference
use, exhibitions, entertainment and theatre shows.
Since 2002 the Castle has been the headquarters of Consorzio COM, and will
become an important point of reference for guests of the PAGUS network, for
leisure and catering functions.
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In 2003 a permanent school for young Arab people was instituted in the Castle, as
part of a developement progamme promoted by Consorzio COM in conjucntion
with some Arab countries.
The limited finance afforded by the Matese Territiorial Pact has allowed only
conversion work on the second floor rooms, producing four mini-apartments
offering accommodation for nine persons, and five en-suite double rooms.
On the other hand, the basement, ground and first floor have been renovated
completely at the owners’ expense.
Apart from the Castle, a number of other dwelling houses in the centre of
Ripalimosani have been renovated, producing thirteen mini-apartments with a
total of 34 beds.
Similar initiatives, financed by the Matese Territorial Pact have been completed
in boroughs near Campobasso, giving accommodation for 30. These schemes can
be integrated with the PAGUS network and use the same channels of promotion.
A second phase of the project is underway in the historic centre of Ripalimosani,
involving the conversion of 40 dwellings, to produce an increase of around 100
beds.
Conversion work is under way on a series of premises, which will result in the
construction of a swimming pool, health centre, gym, games hall, bar, library, etc.
Ripalimosani
The completion of the Pagus project will enable the Council to access European
(P.I.T.) funds for the construction of a car park and lift for easier access to the
historic centre, for the embellishment of the town centre, the upgrading of the
access streets and the renovation of a building earmarked to be a museum.
The following technical precautionary measures have been observed during the
conversion work:
• Renovations have been carried out in compliance with anti-earthquake
laws;
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•
•
•
•
•
•
Renovation work has entailed no substantial alterations to existing
architecture;
all equipment has respected CEI regulatons;
all rooms and mini-apartments have been equipped with computer and
internet facilities;
heating systems will be powered by electricity instead of gas, for reasons
of safety, energy savings, and the avoidance of ugly tubing installations
on building exteriors;
air conditioning has been installed;
peasant style furnishings have been selected to recreate an atmosphere of
the past.
The project has attempted to preserve the architectural traits of the buildings,
which although of limited artistic merit, are representative of Molisan rural
culture.
Innovations
Apart from the use of modern technology in the renovation work, the truly
innovative feature of the project has been the underlying philosophy driving it,
aiming to integrate tourism with the host communities, to give visitors the feeling
of being part of a family rather than mere outsiders on a temporary stay.
With this in mind, it was thought that guests could be assigned to a family in the
village, who could provide local and typical cuisine, or preserved foods that
guests can take home.
There are future plans for a gastro-cultural network, allowing guests to witness
the preparation of local Molisan produce (charcuterie and dairy products) and also
an industrial network designed to demonstrate local manufacturing activities
(steel production, the bells of Agnone, etc.).
Experiences completed so far have indicated that in order to be successful, the
project must:
1
be applied in municipalities where the administration is aware of the scheme
and is willing to take on the responsibility of developing the project to the
best of its abilities, involving the local population and committing to the
realisation of the required infrastructures;
2
work for the involvement of local people and their participation in
discussions, increasing their awareness of the problems of the historic centres
and the opportunities for exploiting their tourism potential;
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3
get local people involved in the development of projects in their own
municipalities, to stimulate enterprise linked to tourism (alimentary produce,
handcrafts, sports, cultural activities, etc.);
4
ensure that the project of a single municipality is integrated with an intermunicipal programme, to be able to fully exploit the specific characteristics of
the various areas, offering a more diverse and customisable range of tourism
possibilities.
Economies of scale could also be gained if single projects share in groups of
buildings that are renovated in batches. It is necessary on the one hand to
centralise essential services, and on the other, to decentralise activities closely
linked to the specific characteristics of the places.
1.3.
An entrepreneurial administration: tourism development
initiatives in the municipality of Specchia (LE)
The Specchia administration is committed to tourism development and has
realised a series of innovative projects, with financial assistance from the Leader I
and II Community Initiative Programmes, and the administration’s active
participation in the Gal Capodileuca.
Box 10 – The Local Action Group “Santa Maria di Leuca”
The GAL area, in the province of Lecce is, situated at the extreme point of the Puglia
Region and covers 15 municipal boroughs
The GAL, launched as a limited company on 9 August 1991, consists of 40 bodies,
representing local authorities in the area (municipal consortia) and economic entities
(agricultural associations, credit institutes and private firms).
The objective of the Local Action Plan of the Leader Programme is to stimulate rural
development in this area, abounding in untapped human, cultural manufacturing and
environmental potential. A chief means will be to increase the level of popular
participation in the development process; the affirmation and valorisation of the identity
and image of the zone as a value area.
The Plan’s priority themes are:
- Valorisation of historic and cultural assets
- Creation of new industries and services
- Integration and creation of synergetic relations between tourism, agriculture and
handcrafts; between coastal and interior areas, and between public and private
organisatoins, for the creation of an efficient and competitive local system
The objectives specific to tourism are:
- Renovation of building stock for the creation of accommodation for rural tourism
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-
Identification and management of integrated policies that valorise hand craft and
agritourism activities
Pilot schemes to create structures for innovative tourist services
Cultural centre for the promotion of folk, music and local traditions; festivals for
local produce
The many projects realised by the Specchia Council include:
1
2
3
4
5
Residenza In – (Diffuse Hotel in the historic centre of Specchia);
Albergo Risolo;
Borgo Cardigliano (financed by Leader I and II Community Initiative
Programmes);
The Underground Mill (financed by FEOGA funds);
Medicinal Plants San Demetrio Agribusiness
Residenza In – (Diffuse Hotel Specchia historic ecntre)
The Residenza In project exploited a number of dwelling houses situated in the
labyrinth of streets and squares of Specchia town centre. Master craftsmen
converted these buildings into charming apartments, using criteria that respected
the original architectural and furnishing styles. Visitors can stay in these
accommodation facilities, remaining in close contact with the people who still
live in the historic centre.
The project was launched by the Local Action Group "Capo Santa Maria di
Leuca", financed by the Leader I and II Community Initiative Programme. UE
funding made it possible to recuperate rural building stock and refit sixteen small
dwelling houses in Specchia old town, culminating in the setting up of a room
rental system. However, given the limited number of guests these structures could
accommodate, it was agreed that to add enough beds to make a viable tourist
initiative, it would be necessary to pass from direct to associated management,
ensuring an increased guest accommodation capacity. The final objective is create
a network of small receptive businesses to jointly manage the bed spaces in order
to be able to accomodate a significant number of tourists. In effect, it means
creating a “hotel village” or "diffuse hotel", and thus advancing a new form of
rural hospitality, attentive to a broader idea of promotion, to receptivity,
gastronomy, cultural and geographical assets.
The overall idea is to acknowledge the specificities of the area and to convert
them into a opportunity for cohesion and local development .
The project is an innovative formula particularly useful for compensating for the
shortage of receptive resources. The hotel village idea is one that can meet the
needs of the market, since it can offer good accommodation capacity in a context
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that is rooted in the locality and which can also offer the tourist cultural, sporting,
nature and gastronomic activities, thanks to the well organised professional
operators in the sector.
This is just the first venture in what may in the future become a tourism
phenomenon that could be developed in any season and could be susceptible to
seasonal adjustment of demand.
The main actions in the project have been as follows:
- in 1993 the Council administraton of Specchia contacted the Local Action
Group “Capo Santa Maria di Leuca”, to propose a renovation scheme on vacant
houses in the old town, assisted by EU funds from the Leader Community
Initiative Programme; GAL of Capo di Santa Maria di Leuca was to be the
coordinating organisation;
- surveys were conducted on the Specchia historic centre, whose water and
sewage system was recently overhauled by the administration;
- the offer of cash assistance to owners who renovate their buildings. Grants of up
to 60% were available, thanks to the LEADER I programme;
- the renovation of ten houses, and their subsequent placement on the Salento
tourism market, through a partnership involving the owners themselves, and GAL
of Capo di Santa Maria di Leuca, who managed the booking system and
promotion of the Residenza In project;
- between 1998 and 2001, six other houses were converted, aided by the
LEADER I programme, covering 50% of the costs for admissible renovation
work.
The main components of the project were:
- Conversion of 16 original dwelling houses, respecting local architectural
traditions, and using typical material and local craft skills. The "arte povera"
interior design and furnishing scheme afforded guests a taste of the atmosphere of
the houses from the time of the original residents. Each unit in Specchia historic
centre is fully furnished and fitted with bathroom, kitchen area, kitchenware and
towels. The number of beds available varies from 2 to 5 per house, making a total
of 60 possible beds.
- Creation of an activities circuit for guests at Residenza In. The ample
programme includes guided tours and excursions in the locality, visits to cultural,
historic, environmental and archaeological attractions of Capo di Leuca. Courses
have been organised in cookery, pottery, masonry in Lecce stone and papier
mache.
- The range of tourist services on offer in Specchia was published in the catalogue
of a well known US agency (the Parker Company). Only two Puglia localities
figure in the Parker catalogue: the renowned Alberobello, a UNESCO World
Heritage site, and the Salento town of Specchia. The agency has also placed the
Specchia project on a website, revealing the beauty of its attractions and helping
to break the isolation imposed by its unfortunate geographic position. Internet
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publicity has in the past year drawn around one hundred visitors from California,
Maine, Connecticut and New York, and also from France, Holland, Germany and
Denmark.
- In July 2003 the Specchia administration signed a Protocol of Agreement
between ENEL Distribution Puglia and Basilicata, for the "rehabilitation and
better use of cultural and environmental heritage in the historic centre ".
- The “Residenza In” has sincebecome a university case study project and the
subject of a university thesis.
The project has produced new models of collaboration with other administration:
grants for redevelopment and valorisation of dwellings have brought private firms
into the tourism circuit, expanding the range of activities on offer in Specchia.
The project is part of a municipal scheme for urban redevelopment. Specchia
town centre had in fact been equipped with a new sewage and water system a few
years before the project was set up. The initiative is included in the council
administration’s policy direction. This fact has led to the availability of funds for
work on the facades of the houses, and has encourage downers to apply for EU
funds from the LEADER Community Initiative Programme.
Political bodies, the Mayor’s office in particular, have supported the project.
The Organisational Units involved have been: the Technical Office of Specchia
Council, and consultants from the Local Action Group of Capo di Santa Maria di
Leuca.
An ad hoc project group was formed to help push the project through. It consisted
of consultants and experts from GAL in Capo Santa Maria di Leuca".
The sixty beds of the "Residenza In" diffuse hotel increase the tourism supply of
Lecce province, and restores buildings fallen into disuse, without resorting to the
construction of new and unappealing hotels.
After the positive experience of LEADER I Community Initiative Progamme
involvement in Specchia’s historic centre, the GAL of "Capo Santa Maria di
Leuca" has determined similar financial aid, from the LEADER II Local Action
Plan, for the owners of properties in the historic centre of Alessano.
The administration has widely publicised the initiative through press releases,
internet websites, conferences and presentations of the project results.
Albergo Risolo
This project was realised with help from the LEADER II Community Iniziative
Programme, through the Local Action Group “Capo Santa Maria di Leuca”. It
resulted in the renovation of the Castello Protonobilissimo – Risolo.
This is a sixteenth century structure with clear modifications from the seventeenth
and eighteenth centuries. At one time it belonged to the Ratta family, then to the
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Del Balzo, Di Capua, Gonzaga, Branda, Trane,and finally the Protonobilissimo,
marquises of Specchia between 1500 and 1600. It now belongs to the Risolo
family.
Albergo Risolo is a quality hotel, representing an innovative solution to receptive
tourism. It has involved the renovation and conservation of an historic building in
a valued historic centre. The fittings and interiors have remained true to the
original style of the period This project has resulted in an increase in visitor
numbers to this inland area both in summer and in the off season.
Borgo Cardigliano
In the heart of the countryside a few kilometres from the sea lies Borgo
Cardigliano, a rural hospitality centre owned by Specchia Council. It is managed
by a tour operator from the Salento, who was awarded the contract by public
competition.
The centre was once a farm unit with attached living quarters, constructed during
the Fascist era to help develop the rural economy of Capo di Leuca Cardigliano. It
is of considerable historical and architectural interest and is an original and
unique entity in the context of rural hospitality, immersed among the olive groves
of the Salento countryside.
In Puglia, few people know how to reach Specchia, but last year many visited
Cardigliano, attracted by its state of abandonment, or the “Mexican village”
atmosphere, suggested by its architectural lines. It is not difficult to imagine how
the pace of life once was, now that the complex has been fully restored and
converted, now an ideal site for holidays with a difference, fully in tune with the
natural surroundings.
However it has not been technically easy to combine respect for the environment
with tourism development in the buildings of the farm.
Borgo Cardigliano has 200 beds, either in air-conditioned en suite double rooms,
or mini apartments for 2-4 persons; the restaurant offers local, national and
international dishes. Leisure facilities in the Masseria Cardigliano include piano
bar, discotheque, swimming pool and American bar. There are also conference
facilities with space for 220 persons.
Covering an area of 196 hectares, Cardigliano is set in the midst of an area of high
naturalistic, environmental and archaeological value. Not surprisingly, the centre
organises excursons in the surrounding areas of natural beauty and to the most
interesting parts of the Terra di Leuca.
Along with the LEADER II Community Initiative Programme funded
architectural conservation work, Specchia Council carried out a conservation and
renovation action on the nearby wood. The site is considered one of the best
examples of Mediterranean vegetation in Italy, and was given an SIC (Site of
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European Community interest). The conservation work resulted in the installation
of new paths, waste bins and information signs on the flora and fauna of the
wood.
Environmental sustainability has been a priority in the development of the
complex. A pilot project launched by the Environment Ministry has resulted in
Cardigliano being powered by clean energy sources from wind-powered and
photovoltaic generators. This amounts to an example of environmental, cultural
and tourism valorisation that is unique in Italy. It has been financed partly by the
Environment Ministry and is entitled " Ecological Village - Cardigliano
Ecosystem ".
Wind, water and solar energy are harnessed and transformed into electrical power
for daily use in the complex. Very soon waste and refuse will be also be recycled
to produce heat and energy.
The “Cardigliano Ecosystem” project has adopted a “zero emissions” policy right
from the start, resulting in an excellent rapport with the evironment, a significant
reduction in management costs, and very importantly, a strong motivation for
tourists to visit. The initiative, followed closely by the Environment Ministry as a
pilot project and as a good practice to be repeated elsewhere in Italy, is committed
to ensuring that all the centre’s future energy requirements come from renewable
sources such as wind-powered generators and low temperature technologies.
In order to be able to function, the Cardigliano tourist complex needs material
acquired from the environment (air, water, solar energy) and economic goods and
services, to be produced internally or outsourced (agricultural products, paper,
fuel, construction materials, and services such as the consumption, transport,
collection and treatment of refuse, heating and lighting). All internally produced
will be recycled into alternative energy for the buildings and for public iluminaton
in Specchia.
Cardigliano has begun to live again. It has set itself the task of becoming Italy’s
first city of the sun and wind, apart from being an innovative, showcase tourist
centre for southern Italy.
The Underground Mill
The underground press, owned by the Specchia administration, has recently been
restored, thanks to aid from the Lecce Province initiative, “Olive Oil Road No..6”.
Box 11 – The four “roads” project for the promotion of local produce and stimulation of
development in rural areas of Lecce province
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Availing of “Feoga” funds destined for the support of rural economic development, the
province of Lecce identified strategies for the valorisation of local handcrafts and
agricultural produce of the Salento area.
The Province prepared and approved four projects involving a total of 165,000 euro, for
the procurement and installation of advertising hoardings on provincial and connecting
roads of boroughs wine and olive oil producing areas of the province of Lecce.
The index of food and wine itineraries includes: the “ Olive Oil Road 6 – Jonica Antica
Terra d’Otranto” (30.000 euro), involving the boroughs Galatone, Nardò, Veglie,
Cutrofiano, Galatina, Gallipoli, Alessano, Patù, Salve, Specchia, Tricase, Casarano,
Parabita, Presicce, Ruffano.
The Province decided to appoint promoting committees for the implementation of the
projects, encompassing businesses, local bodies, charities, producers, converted into
management committees. Apart from publicity boards, the project contemplates the
installation of standard size indication “arrows”.
The underground press, along with the others in Specchia, are historic reminders
of the huge production of olive oil that this town has enjoyed down the centuries.
During the era of the Kingdom of Naples, the Salento held the record for output
of oil. The Capo di Leuca abounds with this variety of architectural structure, now
abandoned, which testify not only to this essential resource of the ancient
province of Terra d'Otranto, but also to one of the chief sources of wealth,
through the imposition of tariffs on oil exports, of the Kingdom of Naples.
The underground presses, constructed between 1500 and 1800, represent the
area’s industrial evolution in the context of peasant society and Salento landscape,
and express peasant work traditions. The underground presses occupy a position
of considerable interest in the architectural heritage of the Salento.
Knowing these interesting structures is a step towards safeguarding their value as
an integral part of the rural architectural heritage of the Terra d'Otranto. This is
the objective of the conservation plan for the undereground press, located close to
the historic centre of Specchia.
Medicinal Plant Project Azienda Agricola San Demetrio San Demetrio is a specialist organic producer of medicinal plants. Located in
Specchia, the company has produced organically grown medicinal herbs,
controlled and certified by the ICEA (Institute for the Ethical and Environmental
Certification).
The company experiments carefully with the species grown and aims to choose
those varieties best suited to the Mediterranean climate present in the area. This
ensures strong and healthy growth as well as higher levels of active elements.
Organic cultivation, respect for natural plant growth cycles, harvest performed
during the plants’ aromatic period, drying and processing on site, the application
of the HACCP system and the existence of a quality control laboratory – these are
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the factors that guarantee the goodness and excellent quality of San Demetrio
herbs.
In order to have a recognisable certification system for local produce, the
Specchia administration adopted the De.C.O. (Denominazione Comunale di
Origine) municipal guarantee of origin for San Demetrio products. This mark
denotes a quality product made entirely within the bounds of the municipal area
of Specchia. It certifies the origin and visibility of the entire manufacturing
process, and guarantees the product’s ties to the local environment.
Box 12 – The De C.O. (Denominazione Comunale di Origine) seal of quality
The Council identifies, in accordance with article 3 of the T.U. of the law on Local
Authorities approved by legislative decree 18/08/2000 No. 267 among its institutional
aims, the assumption of suitable initiatives to intended to support and maintain those
cultural assets of traditions, knowledge and experiences relating to the production,
packaging and marketing of goods whose typicality make up their unique attractiveness to
the public, and as such are deserving of due consideration and valorisation.
Using ways and means allowed by the law, the Council valorises public rights and
interests deriving from the expression of popular culture inherent in agro-alimentary
activities, as they represent a significant public cultural asset that the Council is
committed to safeguarding and guaranteeing
Source: Anci
1.4.
The Campania artecard: technological innovation in the service
of cultural and tourism promotion
The reasons for the project
Apart from its value as a social and civil asset, cultural heritage is now assuming
a clear role in economic development and job creation. This is all the more true
for those areas that possess significant numbers of archeological sites, examples
of historic architecture, artistic assets, culturally significant landscapes.
However it is well known that it is not enough simply to possess cultural assets to
create a demand for cultural consumption. It is necessary to provide a suitable
level of cultural services that will transform an area’s artistic assets into a usable
commodity.
This does not just mean making museums, archaeological sites, libraries and
nature parks accessible, but also developing a network of services to help them
function: transport, tourist receptivity, safety.
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This is a task that must not end with the actions of the administrative authorities
specifically in charge of heritage (State Superintendencies, Departments, Cultural
Services Directorates), but must also involve the public administrations as a
whole (especially the sectors responsible for programming) in order to integrate
cultural assets into an overall network of services, thus rendering the assets
consumable. The correct utilisation of cultural assets requires, along with cultural
resources being made fit for use, the easy logistical access for those who want to
enjoy the cultural heritage of an area.
One response to these exigencies as been the introduction of the Campania
artecard, a model of integration with Campania’s cultural tourism supply, using
a card system that includes the six big attractions in the network (they are:
Pompei and Ercolano, Caserta, Naples, the Phlegrean Fields, Padula, Paestum and
Velia): Other formulas cover the entire range of cultural assets in the region.
The Regional government adopted a model of cultural-tourist development that
concentrates resources initially on the big attractions, as a way creating a knockon growth effect. The idea is to create cultural districts that eventually transfer
know-how to marginal areas, thus facilitating the harmonic growth of the culturaltourist system.
To make the model work it is necessary to create transmission channels that are
capable of smoothing the transfer process through exchange of information and
skills.
The card system therefore represents an opportunity to draw into the network
those actors involved in the process, by facilitating the sharing of experiences and
the coordination of policies and actions.
The phases of the initiative
The Campania Regional Council began work in 2001 on a way of offering the
visitor assisted access to heritage sites. Together with state and local
administrations, it carried out a study on the integration of museum systems of the
Naples metropolitan area, deciding in favour of a financial package in December
2001, pending the signing of agreements with the various Superintendences of
Naples and Caserta, Naples City Council, and the ANM Naples transport
authority.
In order to simplify procedures and to shorten the interval between planning and
execution of the ‘museum card’ services integration project (Napoli artecard), a
number of technical charts were also developed, drawing on the help of various
public bodies and private organisations.
In January 2002 the five main partners in the project decided, through a
Progamme Agreement, to have a 90 day trail period.
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Napoliartecard trial run.
At the end of the trial period, the Region proposed that the partners proceed to an
integrative act of the prior agreement with which, given the success of the
initiative so far, an extension was obtained, until 31 January 2003. The package of
attractions was broadened to include the archaeological sitesof the Phlegraean
Fields area.
A further integrated museum/transport services project was developed, extending
to the entire region – the Campania artecard. Funds were allocated to cover its
promotional and execution costs, and for transport integraton.
The broadening of the project to the entire region entailed the involvement of
other administrations. Further Programme Agreements led the way to the full
implementation of the Campania Artecard initiative
The management formula
The agreements necessitated the creation of a steering committee, consisting of
representatives of the partners. Its task was to guide strategic and validation
decisions on initiatives to be undertaken. A secretarial office was also set up, with
administrative management duties.
The other partners signed a convention that would see the Campania Region
Heritage and Cultural Activities Office benefit from regional tax revenues; it was
decided that the various private firms (running the so-called Ronchey Services),
would, following a private tender process, perform the various operational
activities of the initiative.
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In December 2003, the Region approved the coordinating project of the
Campania artecard system, presented by the regional company SCABEC s.r.l..
The project also called for the slimming down of the Steering Committee.
Since then the Steering Committee has dealt mostly with assistance and technicalscientific coordination of project initiatives while SCABEC s.r.l. looks after the
operational coordination of the system.
In December 2003 a new Programme Agreement launched the Campania
artecard system. The responsibilities to the secretarial office were confirmed, and
for SCABEC s.r.l. (Campania Regional operating company for the management
of Cultural Assets), the following tasks were established; programming and
planning of promotional and management activities for the card; liaison between
the various partners and the Region; monitoring of actions carried out and
objectives pursued: development of relationships with other public and private
organisations that may be potentially interested on the system.
Box 13 – Partners in the project
Superintendence for Archaeological Assets, Province of Naples and Caserta;
Superintendency for Cultural Activities and Assets, Campania Region; Superintendency for
Naples Museums; Superintendency for Architectural Assets and, Landscape and Heritage;
Art and Demoetnoanthropological History of Naples; Superintendency for Pompeii
Archaeological Heritage; Superintendency for Archaeological Assets, Landscape, Historic,
Artistic and Demoetnoanthropological Heritage of the Provinces of Caserta and Benevento;
Superintendency for Archaeological Assets, Landscape, Historic, Artistic and
Demoetnoanthropological Heritage of the provinces of Salerno and Avellino;
Superintendency for Archaeological Assets of the provinces of Salerno, Avellino and
Benevento; Naples Municipal Administration; Pertosa Municipal Administration; Cilento
and Vallo di Diano Park Authorities; Consortium UNICOCAMPANIA; Idis Foundation–
Città della Scienza ONLUS.
How the card functions
The integrated Campania artecard allows queue-free access to the chief museum
and archaeological sites of the Region and to travel on the public transport
network and on dedicated shuttle services.
There are currently three types of card available, catering for different tourist
needs on the basis of duration, access to sites and use of transport. The reducedcost youth formula card was introduced to try to increase the number of younger
visitors (between 18 and 25 years).
All cards offer discounts and facilitated entrance to other Campania museums and
sites, entrance to theatres such as the San Carlo Opera House and the Scarlatti
Association of Naples, guided/educational
tours and visits of many
archaeological sites, to purchases in museum shops, parking costs, etc.
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A guide to museums and services, published in Italian and English, was produced,
to help the tourist to fully exploit the itinerary package offered with the card. The
kit also includes a “Unico Campania” public transport pass
The company ATI Electa Napoli s.r.l was appointed to the tasks of card
distribution, treasury accounting and distribution of the card’s subscription sales
revenue among the partners. Specific agreements regulate the periodic payment,
by authorised firms, of card sales receipts to the various bodies involved.
The different types of card use models for sharing out sales receipts: an amount to
be distributed among the various museums according to the entrance fee, and a
different preset value for each museum; an amount assigned to the transport
system; and finally an amount assigned to the card distribution system.
A compensation fund has been created, into which flow the reimbursement
payments from economies deriving from unused parts of the amount due to the
museums, which is divided on a percentage basis of each museum’s entrance fee
against the total number of visits recorded in the entire network.
In the Programme Agreement of January 2002, ATI Electa - Napoli s.r.l. was
entrusted with the task of drawing up a communication plan for the promotion of
the card.
The communicaton strategy was intended to promote the system on the national
and international market; to improve physical and informational accessibility of
the system’s cultural propositions; to promote the image among the various target
groups and to increase sales at tour operators’ outlets.
The communication plan was launched with a national and international
advertising campaign, the publication of information materials, a call centre,
website and info points.
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Results
From 22 December 2002 until 31 October 2003, a total of 27.647 cards were sold,
mostly in Naples. Non-Italian European tourists were the most frequent buyers,
followed by Italian tourists and finally Neapolitans themselves.
The increase in museum attendances include some significant statistics for the
first year of the card. For example, in 2002, the minor museums of San Martino
and Maschio Angioino recorded visitor increases of over 40%.
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Overall, in the period March-November 2002 15% of museum visitors in Naples
and Phlegraean Fields used the card.
Only the first visit counts as one the visitor would have made anyway. The second
visit onwards counts as additional visits, which the tourist would not have made
without the card. And to this can be added the exponential growth of visits to the
minor museums.
After the first revelation on visits made in 2002 until the end of the trial period, a
customer satisfaction survey was carried out on a sample group of 1300 visitors.
Its aim was to uncover the behaviour habits of the cultural tourist, his level of
satisfaction, and the most critical areas of the supply system.
The survey indicated that: more than one in two visitors buys the card because
with just one ticket he can use the museums and transport facilities; the card is a
means of obtaining discounts in the museums (a feature much appreciated by
Italian tourists); the card also enables entrance to museums without having to
queue – this was a determining factor for foreign tourists.
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It also turned out that more than 80% of card holders also used public transport,
and welcomed the dedicated shuttle services. The cost, duration and availability
of the card was also considered very good.
Figures available for 2003 show that ticket sale were highest in the month of
April, probably explained by high tourist number over the long Easter break.
The most popular card was for Naples and the Phlegrean Fields, selling at 50%
during the course of the year. And instead, the card allowing use throughout the
entire circuit saw peak sales in the period from June to October.
In 2003 the undisputed success of the scheme is borne out by the increase in
admissions to museums. The year 2003 showed a 33% increase on the previous
year. Buyers of the card in 2003 visited, on average, almost three museums,
against 2.4 museums in 2002. This increase indicates the card’s effectiveness in
encouraging greater use of culture and heritage.
The Campania artecard also succeeded in valorising the minor sites. It being the
case that card users usually tend to prioritise the more famous sites, user
distribution was more balanced in all the museums and archaeological sites.
From 2002 until now, visitors in museums with average annual admissions less
than 100,000 have increased each year by about 13% of the total. The SCABEC
s.r.l. monitoring action on levels of service offered to users highlighted the critical
points and suggested ways of making adjustments. A first monitoring report,
made on the circuit sites, was delivered to the Region in May 2004. The findings
were gathered between February and March 2004. The report compiles an
assessment of each site with an indication of the state of things, modalities of
access, and the degree of use of information instruments; a summing up of the
state of conservation of the sites and interventions to be carried out in the future.
SCABEC s.r.l. carried out another customer satisfaction survey between February
and March 2004. The results shall soon be available for use in any corrective
measures.
Innovations introduced
Tourism and cultural assets have complementary roles in valorisation strategies of
cultural heritage, but in terms of legal status they are quite distinct.
Responsibility for tourism development was entrusted entirely to the territorial
authorities through the provisions of Law 29 of March 2001, No. 135 "Reform of
national tourism legislation 2, published in the Official Gazzette No 92 of April
2001, but decisions regarding the duties and spheres of autonomy of the single
authorities concerned are still awaiting regulation.
Article No.152 of legislative decree 112/98 on the valorisation of cultural assets,
calls for structural and functional cooperation between the State, Regions and
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local authorities, thorugh state and regional planning, and of a coordinating body,
(the Arts and Heritage Commission), called for by the success of article 154.
There is much lively debate today on heritage management and the
responsibilities of each institutional level; a central theme is the role the Regions
should play in the management of heritage assets on their territory, whether
property of the state or the local authorities.
This points to the innovative legal aspect of the project, which is strengthened by
the statutory context it exists in, since it is in the interest of the proposer to
develop the theme and contribute to the debate taking place, using the research
results to offer points of reflection and to advance management solutions for
working towards the identification of a more accurate institutional framework.
The project was innovative also from the following angles:
a) Organisational–managerial: the chosen organisational solution had to
resolve the problem of the complexity of the project and the great number
of firms involved. Therefore, a secretarial office was created to assemble
all the documentation connected to the card (programme agreements,
deliberations, accords, the project and variations on it, system knowhow). The office has the following tasks:
1.
regularly supply information on activities under way, on
objectives being pursued and costs sustained, both to the Region and the
Safeguard Sector BB.PP.AA. and CC;
2.
collaborate with the Steering Committee, supplying data and
information for its control and monitoring functions;
3.
assist communication between the Steering Committee, the
management firms involved and the Regional authority;
4.
maintain relations with other bodies, companies, public and
private administrations involved;
5.
monitor actions undertaken and results obtained;
6.
maintain a historical archive:
• correspondence;
• statistical and accounts data;
• formal acts in the original.
The secretarial office is based in the Campania Regional Superintendency for
Culture and Heritage, with a branch in one of the Region’s district headquarters.
b) Technological: The Campania artecard system uses a new
electronic support : the Smart card, an innovative and reliable
technology that satisfies the needs of the Campania Region. The
Smart solution allows the culture system to evolve in harmony with
new technologies, integrating a range of ICT solutions ICT and
creating a local tourist circuit with the aid of an oriented web
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system, open to all local, domestic and international operators. The
Smartcard improves and speeds up management flow; it creates a
system that is capable making the Campania artecard a “culture and
arts purse” of the future; it creates an “open” system; it creates a
management system that is web-based and accessible on-line.
c) Services management: Campania artecard has given an innovative
contribution not only to the use and enjoyment of heritage and
cultural assets, but also to the development of Campanian tourism
and the reorganisation of some services connected to the system.
The survey conducted among a sample group of 1300 visitors to the
main Neapolitan museums has shown the extent to which the
integration of tourism services has impacted on the perceived
increased pleasure enjoyability of the experience.
1.5.
The circuit of Seafront areas: the experience of Mazara del
Vallo (TP)
Il "Circuit of Seafront areas" is a project that unites Sicilian port cities endowed
with historically important port areas. The truly innovative aspect of the venture is
that it unites entities that are separated by geographical distance, but have
“different similarities” in common. The ten municipalities represent the various
different aspects of the heart and spirit of Sicily, the three surrounding seas, the
range of cultures that have influenced it down through history, and the different
“soul” each centre has developed.
The project was financed by a POR Sicilia (6.06c – Internationalisation of
Culture) provision that granted funds to the municipalities of che Mazara del
Vallo (the leading beneficiary), Marsala, Menfi, Sciacca, Licata, Portopalo di
Capopassero, Giardini Naxos, Milazzo, Brolo and Cefalù. The charity "Le Città
del Pesce di Mare" was also involved.
The valorisation of tourist and cultural sites linked to the “Seafront areas” theme
is organised according to cultural and thematic criteria and to the marketing
criteria of the individual cities and the more general destination area, defined as
an assembly of tourist sites belonging to a circuit.
The project aims to execute a marketing research operation on this territory, to
identify all its cultural assets, from those more visible ones to others whose
potential has not yet been realised.
The overall aims are divided into the following specific objectives:
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1) the creation of an itinerary association or permanent project partnership. The
partnership’s strong interprovincial links will give continuity to the development
of the circuit, overseeing the study and implementation of themed strategies and
services linked to them; it will ensure the comparison and evaluation of the many
public and private interests involved, whose promotional and project input should
help define the circuit, by arranging a calendar of meetings, educational seminars
and other events.
Considering the maturity of the context, and the evident need to partecipate in the
tourism flows gravitating on Giardini, Cefalù and Marsala, the partnership, in
relation to the other centres of the circuit, should include among its aims:
the consolidation of the circuit brand.
the development of itineraries and packages for the areas involved, and
liaison with tour operators;
the promotion of rolling events designed to help publicise and spread the
cultural and tourist traditions of each municipality
the promotion of international partnerships
2) the use of field research results to evaluate the strategic, technical and
economic sustainability of a circuit representing the cultural-tourist resources of
the ten municipalities, thus increasing their contractual power in commercial and
institutional contexts.
Experiences will be compared in order to identify transferable solutions at two
levels:
the positioning strategy, activities and services implemented elsewhere,
both in Italy and abroad, to maintain the useability of the cultural assets of the
Seafront areas. The objective is to define a coherent model of access to, and
distribution of, resources, destined for precise user categories – concerned mainly
with environmental integrity and local traditions – which consolidate the growing
intererst in the circuit;
the communication of specific initiatives that will not only reach a public
beyond the island, but will generate culture-tourism flows within the circuit.
375
The main executional phases of the project
The project was broken down into four main actions (WP- Work Package):
acquisition and management of Sources – Reading of the area; creation of
multimedia material; planning and production of local promotional initiatives,
increasing of awareness in the area in question; marketing activities in support of
cross border partnerships; plus a planning and work direction action and a
monitoring, evaluation and testing action of the various progressive steps of the
project.
All public evidence procedures pertaining to the “Cities of the Sea– Circuit of
Seafront Areas”, project have been completed, in readiness for the contracting out
phase of the project.
As a consequence of the approval of the single offers, an overall integration of the
project was considered suitable, as well as a valuation of how well the offers
would function within the programming direction of the project.
The actions can be summed up in three blocks:
1. the acquisition and management of sources – reading of the territory
2. the creation of multimedia material
3. local promotion and awareness raising in the area
4. marketing activities aimed at creating cross border partnerships
5. monitoring, valuation and test actions
1) acquisition and management of sources – reading of the territory
preparation of a research plan to define and monitor all research activities,
acquisition of data relating to expected demand for services,
mapping of the area to identify those aspects with the greatest potential
for development. The CISTE method would be used, allowing a snapshot to be
made of the current state of assets and sites. This method would also highlight the
necessary adjustments to be made to the range of tourism possibilities to
guarantee a minimum level of their use,
Benchmarking activities, with other marketing experiences in the area
comparable to the project theme “Cities of the Sea – Circuit of Seafront areas”.
The action will concentrate on the identification of other similar areas that have
undertaken marketing actions aimed at the tourist exploitation of cultural and
environmental assets,
organisation of participation workshops. Focus Group sessions were
convened to help identify those firms able and willing to participate in the
successive phases of the project,
drawing up of a final Report, conveying a model of usage. It will have to
allow at least one section for each of the work packages in the recapitulatory
project scheme. For each section there must be an indication of objectives,
376
methodologies, results obtained, and guidelines for the application/use of those
results,
support for internationalisation and animation activities, which will be
expressed in two main actions: the first will be performed in desk modality, so as
to identify the main outlet markets, concentrating on the Mediterranean basin. The
second action will be executed through the direct contribution of a research team
who will back up staff in internationalisation actions.
SCHEMA PROGETTUALE COMPLESSIVO
0. Nomina e attività
del Comitato
Tecnico Scientifico
‰ Validazione del piano di ricerca
‰ Validazione del piano di ricerca
‰ Monitoraggio degli strumenti di ricerca utilizzati
‰ Monitoraggio degli strumenti di ricerca utilizzati
‰ Garanzia di scientificità dei contenuti pubblicati
‰ Garanzia di scientificità dei contenuti pubblicati
1. Piano di ricerca
‰Definizione di obiettivi, metodologie, strumenti e
‰Definizione di obiettivi, metodologie, strumenti e
modalità di consegna/monitoraggio attività di ricerca
modalità di consegna/monitoraggio attività di ricerca
2. Acquisizione
dati relativamente
alla domanda di
servizi attesi
‰Ricerca presso enti ed istituzioni su bibliografia e progetti gia realizzati
‰Ricerca presso enti ed istituzioni su bibliografia e progetti gia realizzati
‰Mappatura di leggi e strumenti che permettano la promozione della pesca e
‰Mappatura di leggi e strumenti che permettano la promozione della pesca e
dei servizi integrativi
dei servizi integrativi
‰Ricerca presso enti ed istituzioni su bibliografia e progetti gia realizzati
‰Ricerca presso enti ed istituzioni su bibliografia e progetti gia realizzati
3. Mappatura del
territorio al fine di
identificare i tematismi
4. Benchmark con
altre esperienze di
marketing
territoriale
5. Workshop di
progettazione
partecipata
6. Report finale
con definizione del
modello di
fruizione
7. Supporto attività di
Internazionalizzazione
8. Supporto attività
di Animazione
territoriale
‰Mappatura attraverso la metodologia CISTE al fine di
‰Mappatura attraverso la metodologia CISTE al fine di
stabilire lo stato dell’arte e suggerire gli interventi di
stabilire lo stato dell’arte e suggerire gli interventi di
adeguamento/completamento dell’offerta
adeguamento/completamento dell’offerta
‰ Definizione delle caratteristiche del circuito
‰ Definizione delle caratteristiche del circuito
‰ Benchmarking con esperienze in aree similari
‰ Benchmarking con esperienze in aree similari
Organizzazione di Focus-group con l’obiettivo di:
Organizzazione di Focus-group con l’obiettivo di:
‰ esplicitare trattazione del tema del focus e scenario di sviluppo
‰ esplicitare trattazione del tema del focus e scenario di sviluppo
‰ coinvolgere esperti ed evidenziare testimonianze di buone prassi
‰ coinvolgere esperti ed evidenziare testimonianze di buone prassi
‰ individuare le possibili soluzioni al problema
‰ individuare le possibili soluzioni al problema
‰ Report interpretativo delle attività di ricerca
‰ Report interpretativo delle attività di ricerca
‰ Linee guida per le successive attività di progetto
‰ Linee guida per le successive attività di progetto
‰Linee guida a supporto dell’attività di internazionalizzazione
‰Linee guida a supporto dell’attività di internazionalizzazione
‰ Supporto Internazionalizzazione
‰ Supporto Internazionalizzazione
‰Linee guida a supporto dell’attività di animazione territoriale
‰Linee guida a supporto dell’attività di animazione territoriale
‰Supporto all’attività di Animazione territoriale
‰Supporto all’attività di Animazione territoriale
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OVERALL SCHEME OF THE PROJECT
0. Name and activity of Scientific
Technical Committee
1. Research plan
2. Acquisition of data on demand for
anticipated services
3. Mapping of territory to identify themes
4. Benchamrking with other experiences
of territorial marketing
5. Participative workshop
6. Final report with definition of model of
use
7.
Support
activities
internationalisation
8. Support activities for animation
for
•
•
Validation of research plan
Monitoring of research instruments
used
• Guarantee of scientific standard of
cotents published
• Definition of objectives, methods,
instruments
and
modes
of
delivery/monitoring of research
activity
• Resaech in the bodies and
institutions on bibliographies and
already completed projects
• Mapping by CISTE method to
establish the current situation and to
suggest
interventions
for
adjustment/completion of supply
• Definition of circuit characteristics
• Benchmarking with experiences in
similar areas
Organisation of Focus Groups with the aim
of:
• Explaining the treatment of the focus
theme anddevelopement scenarios
• Involve experts and highlight
testimony of good practices
• Identify possible solutions to the
problem
• Interpretative report of the research
activities
• Guidelines for successive project
activities
• Guide lines in support of activities
• Internationalisation support
• Guide lines and support for
animation
• Animation support
2) Creation of multimedia material
This phase consists of the planning and creation of a multimedia tourist guide and
data bank for the classification and description of natural, historic and cultural
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resources in the 10 municipalities of the partnership and Circuit of Seafront areas,
organised in integrated, themed itineraries.
The multimedia product will be able to package the Circuit’s tourism possibilities
in various forms, (CD Rom, website and audio/video support), and promote them
on the domestic and international markets.
The product will include all information on the area’s culture-tourism
possibilities:
- Cultural and nature sites (monuments, churches, museums, protected areas, etc.)
- Transport and connections (access routes)
- Receptivity in hotels and other structures
- Tourist services (recreational, sports, entertainment),
- Shopping, etc.
The Mulitmedia Tourist Guide will gather, classify and describe the range of
environmental, historical and cultural resources in the 10 municipalities of the
Circuit of Seafront areas, organised in theme-based, integrated itineraries, as
established by the Project Technical Report for WP1 activities.
The main theme headings of the project are: archaeology, environment, and
historico- cultural, each being sub-divided for a more thorough valorisation of the
particular features of each category, and to optimise their usage.
L’offerta tecnica prevede la produzione di:
- Multimedia Tourist Guide on CD-Rom
- Project website
- Audio video support
The CD-Rom guide is designed to be user-frendly, even in the case of users who
are not computer-literate.
The site will comprise two macro areas: the: the BACK OFFICE AREA and the
FRONT OFFICE AREA. The former will offer all the features necessary for
updating the information base of the site, allowing staff to maintain and update
data on the site itself, the updatable part of the CD-Rom, the access and registered
users database, and the operations executed by users on the site.
The front office area is the part accessible to final users. Users can be cateforised
in three ways:
- general internet user
- tour operator user (reserved area with controlled access)
- CD Rom user
The audio/video support will realised in the form of a DVD – video Rom, which
enables it to be used on any common PC with the appropriate hardware.
With a running length of 15-20 minutes, the content of the disc will be divided
into ‘chapters’ on each member of the Circuit, describing their features and
379
possibilities. Users will be able to navigate freely among the different areas and
topics.
3) Local promotion and awareness raising
The promotion plan will pursue the following objectives:
- valorisation of the Circuit of Seafront areas;
- promotion of the circuit through an integrated communication campaign;
- development of the area’s traditional culture;
- increase the visibility and transparency of the ten municipalities;
- provide clear and immediate information;
- encourage the involvement of the institutions of the area;
- perform an amplifying function for all initiatives with development potential,
being linked to culture and heritage.
The creation of a coordinated image entails the development of a logo and pay-off
that refer to the function and aims of the project, shared by the partners. There are
also plans for the production of brochures, folding leaflets, presentation press-kits,
accessories, headed paper and roadside advertising and direction signs.
A press office will be set up to handle public relations. The development of good
media relations will play an important part in the circulation of the “Circuit of
Seafront areas” image and in the distribution of information on activities included
in the communication plan.
This will entail boosting the press office with local resources to help systemise
specific knowledge of the area and to guarantee continuity in actions implemented
by the project.
One of the project’s most important aspects is on-site animation. This is a
technique that is proving effective in valorising the potential of a area by working
on the connective function of the social fabric. It involves a series of activities
that use partecipative means to stimulate awareness and development dynamics in
the local community. Some examples:
- raising awareness of the local scenario regarding development objectives;
- reading and interpretation of main problematic aspects of the local system;
- collaboration with local actors in the definition of priority issues to be tackled;
- citizen involvement;
- identification of duties to be undertaken in support of specific actoins.
Animation activities are generally knowledge-based, focusing on territorial
investigation to acquire quantitative and qualitative systematic information on the
area’s strong points, i.e. those to be promoted and invested in; and the “weak
links” that should be supported with local development projects.
380
This is an innovative approach to local development, managed directly by the
actors, through three basic phases: dynamisation of the territory, socialisation of
the information and experiences, cooperation between the actors.
Animation is a highly important phase in the tourism marketing actions of local
entreprises.
It is valuable in helping to encourage these forms of collaboration, and create the
conditions for the development of organisational and local, context specific
development models.
To achieve all this, it is necessary to recruit and groom suitably trained
professionals as animators.
One of the activities envisaged is the Roadshow – the moving event. The
involvement of the municipalities requires a direct presence on the territory, in an
effort to publicise the benefits of participation in the initiative and to make an
impact on the institutions and the operators, who might be directly or indirectly
involved in the project.
DISTINCTIVE IMAGE OF THE PROGRAMME
(Brand/Logo and Coordinated Image
PROMOTIONAL
MATERIAL
(circuit information)
ANIMATION ACTIVITY
PUBLIC RELATIONS/PRESS
OFFICE ACTIVITY
BROCHURE
LEAFLET
PRESS-KIT
ACCESSORIES
SELECTION AND TRAINING OF
10 LOCAL ANIMATORS
RAISING OF AWARENESS OF
COMMERCIAL ENTERPRISES
PARTICIPATING IN THE
CIRCUIT
EVENT 1st APRIL
10 MOVING
ROADSHOWS
HEADED
PAPER
ROAD SIGNS
The Roadshow will consist of ten stops, taking place on municipal sites made
available by the administrations and/or local authorities, who actively contribute
to the realisation of the single events. The last stop, the signature event of the
initiative, will be organised at Mazara del Vallo.
4) Marketing activities supporting cross-border partnerships
The objective of this part of the project is to publicise the Sicilian region abroad.,
particularly the Seafront areas and its most highly regarded features, its natural
historico-cultural assets and its culinary and wine traditions. Tourism
opportunities are promoted among staff and final users alike. The specific aims
of this action are:
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- identify the particular features of the Circuit and the aspects of major tourist
potential;
- identify the tourist packages;
- identify the target markets for the various promotional activities;
- develop informational and promotional material;
- promote the Circuit and its potential, both in Italy and abroad;
- organise for participation in the ITB in Berlin in March 2004;
- create a series of quality contacts with newspapers and operators in the sector, to
be used for future promotional activities.
This comprises three main activities:
a. Participation in the ITB in Berlino
International marketing plans include paticipation at the Tourism Fair in Berlin
(ITB) in 2004. The ITB is considered one of the most important international
tourism gatherings and the biggest world forum on communication and marketing
in the tourism sector. The ITB is above all an opportunity for visibility on the
German and world markets, given that 30% of exhibitors come from all over the
world. Therefore, having a stand at this event is a strategically very important for
the promotion of the Seafront areas abroad.
b. Seminars in loco
Two seminars will be organised in order to promote the project among tour
operators and national and international specialist publications. They will serve
also to prepare the ground for later missions abroad. The first seminar is directed
at the chief national and international tour operators in Italy, the major travel
agencies and the low-cost airlines that fly to Sicily. The second seminar will
instead be aimed at the media and specialist press. The seminars, to be
accompanied by samplings of local produce, shall take place in Mazara del Vallo
and one of the other municipalities belonging to the circuit.
c. Missions abroad
In this part of the project three missions are planned in three priority target
markets: Great Britain, Germany and Holland. These four-day missions
will be used for promotional activities aimed at two main targets:
1 the chief organs of communication and dissemination of information
(specialised press, television networks, including cable and satellite,
specialist websites)
2 the main entrepreneurial actors in the sector (tour operators, travel
agents, low-cost airlines).
5) Monitoring, valuation and testing . Actions performed in itinere and ex post
to verify correspondence between what was planned and what was realised.
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Box 14 – Step by step sequence of the project
The project unfolded with the following sequence of events:
1) October 2002 Presentation of the project
2) November 2002 Finance application decree No. 7893 of project “Cities of the Sea –
Circuit of Seafront areas”
3) March 2003 Presentation of the project report
4) April 2003 Decree No. 5537 approval of finance for project “Cities of the Sea - Circuit
of Seafront areas”.
5) June 2003 Work begins
6) December 2003 Appointment of Director of Works
7) December 2003 Adjudication WP1
8) January 2004 Adjudication WP2 and WP3
9) January 2004 Adjudication WP4
10) February 2004 Meeting of Project Commitee at Brolo
11) February 2004 Technical meeting of adjudicating bodies
12) February 2004 Meeting of Project Commitee at Sciacca
1.6.
Improving the quality of hospitality to stimulate tourism
development in the borough of Nardò (LE)
Main aspects of the initiative
The project “Quality Hospitality ", launched by the Tourism Department of Nardò
Council, is designed to create a brand as a distinct symbol of the quality of the
receptivity for guests and tourists.
This year–long award is given on the basis of conformity with certain quality
standards relating to structural features and client services. The decision to go
ahead with an initiative aimed at improving quality and developing tour operator
professionalism was taken following a comparison process among the various
stakeholders (tour operators and government authorities). This process
highlighted the exigencies of the various bodies concerned.
The Confcommercio di Lecce conducted a important survey, revealing the critical
aspects of receptivity in the Salento. Results of particular interest to tour operators
were obtained from a sample group of 1350 clients from ten receptive structures
in the province, representing all hotel types from 2 to 4 stars.
The findings involved hotel specifications as well as types of services (from room
funishings and fittings to air-conditioning to the availability of internet access).
The project therefore enables operators to gain access to information for the
improvement of hotel services and structures, by taking into consideration the
needs of tourists, so that the growth of the sector is not left to chance but is
developed in a controlled, continual fashion.
383
In fact a considerable increase in tourist numbers has been recorded in recent
years, not matched by an adequate level of professional skills and quality of
services offered by the operators in the sector.
The programme was rounded off by the setting up of a tourist services agency,
offering a qualified, professional point of reference for the more discerning
tourist.
The municipal administration also established partnerships with the IISS “N.
Moccia” of Nardò, the Tourism Promotion Borad of Lecce, the CCIAA of Lecce
and the Codacons- Consumers Association.
These alliances were sealed by the constitution of the Technical Commission,
responsible for monitoring conformity with the agreed requirements and the
definition of the valuation parameters and methodology. The Schools Institute
will nominate 2 technical referees as part of the Commission, together with other
technical experts designated by other partners in the project.
The Commission may also adopt an internal regulatory system for its activities.
Its president will be appointed by the council administration.
The strongest elements of the initiative are the partnerships with the competent
institutional bodies (Lecce CCIAA, Lecce APT, the State High School "N.
Moccia" in Nardò), the involvement of the tour operators, and the networked
availability of varied, quality, and customised services catering for the single
tourist’s needs. The biggest difficulty encountered in the implementation of the
initiative concerned some of the tour operators, who, in the face of continually
increasing tourist demand, have not immediately understood the initiative’s
usefulness and the necessity to guarantee a quality service as an investment for
the future of the local economy and tourist industry.
Project targets
The project is not intended just for tourist businesses in the strictest sense (hotels,
restaurants, B&B, bars) who will participate voluntarily, but also other operators
interested in creating a Council-certified tourism hospitality network, so that the
growth of the sector is not left to chance but progresses in a controlled, continual
fashion.
The increase in tourist numbers throws into relief the inadequacy of the receptive
structures and the level of staff professionalism. Although it currently poses little
problem to the development of tourism, it may represent a future point of
weakness, contributing to a downturn in numbers, with negative consequences for
the economy.
The main aim of the project therefore, is to promote a hospitality culture and to
incentivise the development of tourism, with guaranteed levels of quality and
384
locally sourced goods and services, ensuring the satisfaction and loyalty of the
customer – i.e. the tourist.
A further aim of the initiative is to stimulate a spirit of competition among
operators, thus fostering a process of improvement of the supply of tourist
services.
The specific aims of the initiative can thus be summed as follows:
• the creation of a brand to symbolise guaranteed quality of hospitality for
guests and tourists;
• the setting up of a Tourist Office in Santa Maria al Bagno, offering a
qualified, professional point of reference for the more discerning and
exigent tourist;
• the creation of opportunities for selected students of the “N. Moccia”
High School in Nardo’ to take part in work experience sessions in the
office;
• the raising of quality standards of the range of tourist services;
• the injection of incentives into Nardò tourism;
• ensuring the satisfaction and loyalty of the guest - tourist;
• the reduction of operators’ promotional costs;
• stimulating increased professionalism among operators;
• the use of customised services according to requirements.
Stages of implementation
Since the project is currently in the launch phase, there is not yet any feedback on
customer satisfaction with services. However a good outcome of the initiative is
indicated by the constant increase in receptive structures in the area (now 15 Bed
and Breakfasts) and by the widespread operator participation (now almost 200) in
the hospitality network initiated by the municipal administration.
There are two broad phases to the project:
A) Phase 1
- identification of categories of operators and services that should go on the
network (restaurants, hotels, Bed and Breakfasts, qualified child minders,
domestic helps, carers for the aged);
- definition of quality standards and valuation methodology (through interviews
with tourism entrepreneurs, specialist lecturers from the "N. Moccia" Institute,
heads of the tourist agency);
- definition of standards and the creation of the quality guarantee brand for
services;
385
- preparation of a “customer satisfaction chart (to be supervised by the “N.
Moccia” College ), for distribution among tour operators, to be compiled by their
guests;
- identification of a certifying body, by means of a Commission comprising: a
representative of the council administration, a representative of tourist
entrepreneurs, a consumer representative, a representative of the hotel and
catering college "N. Moccia" in Nardò.
B) Phase 2
- promotional and informational campaign for the hospitality brand;
- awareness raising for operators, on aspects of quality;
- self-candiature of operators;
- inspections and assignment of the brand (to operators who gain a minimum
number of points);
- awards and official recognition;
- launch of the Tourist Agency in Santa Maria al Bagno, offering a qualified,
professional point of reference for the more discerning and exigent tourist;
- the award of 6 municipal study scholarships amounting to € 300.00, to 3rd and
4th year students of the "Moccia" Institute who gained the qualification certificate
and who wish to participate in work experience courses in the Tourist Agency
during the summer.
Resources involved
The municipal administration signed a protocol of agreement with the "N.
Moccia" Hotel and Catering Institute in Nardò, who contributed to the
implementation of the project by making its data bank available for the
identification of categories of operators and services for the network; by
collaborating in the definition of quality standards and valuation methodology; by
participating in the creation of a Commission through its specialist lecturers.
The Organising Unit involved in the project is the Productive Activity Sector of
the Tourism Department. The project group has four internal resources: a director,
a staff member and two agreed collaborators. In addition to the internal resources
there are 8 representatives of partners in the iniziative (I.I.S.S. "N. Moccia", APT,
CCIAA, Codacons) and 6 trainees who will be employed in the Tourist Office.
The URP Office will be directly involved in the promotional phases of the
project, offering information and assistance support through the front office.
Box 15 – Example of a valuation gird
386
Valuation methodology
The examiner conducting the quality standards evaluation must use a points scale of 1 to
4
(1= unsatisfactory, 2= satisfactory, 3= good, 4=excellent).
Some indicators (those marked with an asterisk) are judged to be necessary, because
failure to conform will jeopardise the right to adopt the brand.
Of the remaining indicators, a maximum of 2 “unsatisfactory” valuations will be
admissible.
A valuation of “excellent” on all the required indicators will gain a rating of “excellent”,
signalled by a star on the brand mark).
The brand will be attributed with an overall minimum points rating of: Hotel: 24;
Restaurants: 20; Bed and Breakfast: 18; Bars and Pastry shops: 18.
Evaluation grid
Hotel
Name:
_______________________________________________________
Address: ____________________________________________________________
unsatisfactory satisfactory good excellent
Indicators
1.
*
2.
*
3.
4.
5.
6.
7.
8.
9.
(1)
Building and furniture in good, well maintained
condition , with disabled access
Toilet clean and equipped with bathroom linen
(hand, bidet, and bath towels) and courtesy set
Staff equipped with uniform
* Courteous and competent staff
APT authorised brochure of the structure
Map of Nardò city and its port area, calendar of
main civic events (material supplied on request by
the council administration), information on local
public transport. This material to be available in
every room
* Price in Italian and at least one other language
(preferably English), displayed in every room and
in reception
BIll presented in comprehensible layout with
detailing of extras
Acceptance of major credit cards
10.
Availability of major national newspapers
11.
Distribution of customer satisfaction questionnaire
387
(2)
(3)
(4)
(provided by the administration)
12.
Functional air conditioning system
13.
Television cabling in every room, and free use of
television set at no charge, in at least 50% of the
rooms
total
Box 16 – Chart for satisfaction with service
TYPE AND NAME OF ESTABLISHMENT ………………………………
ESTABLISHMENT
Level of
satisfaction
LOW
Accessibility
State of
hygiene in
rooms
Quality of
rooms
RECEPTION
Welcome
Courtesy
Information
Languages
Reliability
ROOMS*
Cleanliness
Comfort
Quality
Furnishings
DINING*
Courtesy
Service
Quality of
Menu
Local dishes
BAR*
Courtesy
Quality
Service
Comfort
VALUE FOR
MONEY
OVERALL LEVEL
OF
SATISFACTION
388
Level of
satisfaction
MEDIUM
Level of
satisfaction
HIGH
1.7.
The Formez Good Examples data bank projects in tourism,
culture and leisure, realised by Objective 1 Regions: summary
charts
Having closely analysed the seven completed examples of good practices in
tourism promotion, in the administrations that have participated most directly in
the Laboratory, it may be useful to provide a brief general picture of all the
tourism projects currently present in the Formez data bank of Good Examples,
within the limits of the Objective 1 Regions 52.
This review gives a broader idea of the many ideas that can be transformed into a
diverse and wide ranging array of projects and initiatives, albeit all directed
towards the promotion and development of tourism. In fact from it there emerges
a strong sense stimulus and forward momentum, produced by the assortment of
public bodies involved, who paint a picture of a southern Italy “in movement”.
The good practices presented below constitute assets of considerable interest.
Their spread, not just by virtue of imitation, but as the initial impulse and the
acquisition of new knowledge about possible solutions in tourism development at
local level, can contribute to further research and the implementation of
innovative strategies in diverse local contexts.
1)
PROJECT TITLE: Telematic games - sports park
ADMINISTRATION: Basilicata Region
The project is designed to develop and maintain new tourism business in the receptive
structures of the region, with the further aim of promoting economic growth and creating
jobs.
The action will involve the construction of a sports-game park with annexed infrastructure
on the Metapontino seafront, close to the town. With the name "Metaland", the park grew
from the idea of creating a sports and games park with a theme drawn from the history of
the local settlement.
The various phases of the project range from the construction of the buildings to the
installation of the external systems and fittings, to the application of multimedia
technology. The park will be organised on the lines similar to the town planning schemes
of the cities of Ancient Greece, and will incorporate some of their main identifying
elements: the Port, the Agorà, the Acropolis, the residential insula reinvented in a modern
games style. The intervention will be broken down into various insule, to be given
mythological names according to the games they are to be used for.
52
The description includes projects in the data bank at the time of the (July 2004).
As the data bank is constantly updated, it is possible that there is currently a
higher number of projects.
389
The infrastructure falls within the current tourism valorisation framework of the
Metapontina , and brings into relief its power to attract visitors, recalling, through its
games theme, some of the monumental buildings from the history of Ancient Greece,
which this area was part of two millennia previously.
The conception of the scheme was given over to a workgroup made up of staff of the
Basilicata Region. Its realisation is also being contracted out to external companies.
The project is innovative in the way it proposes a new tourist facility alongside the
traditional seaside package of sea, beach, archaeology and landscape.
2)
PROJECT TITLE: An Ancient Future
ADMINISTRATION: Municipality of Soveria Mannelli (CZ)
The municipality of Soveria Mannelli has launched an initiative that harnesses territorial
valorisation and inter-institutional cooperation, restoring and converting the Lanificio
Leo, the oldest wool factory in Calabria. “An Ancient Future” is the slogan adopted for
the realisation of the Textile Laboratory Museum (TLM). It is a complex process of
cultural management of a project already under way, which must succeed in conserving
and developing a concern of inestimable socio-economic and socio-cultural value.
A Council deliberation approved the outline plan. The project was then formalised,
through declaration of interests, in the P.O.R. Culture of the Calabria Region, and request
was made for the financing for the execution of the "Spinning Mill of Ideas ", a complex
integrated innovation-based laboratory and museum, with a particular regard for
enterprise culture, art, industrial heritage, design, and new technologies.
The project was promoted by the Mayor, with the support of some external experts in
architecture, design, communications and management culture.
The initiative involved some consultants from the Council and others from social-private
circles and the business world. A workgroup, comprising internal council staff and private
consultants, was assembled for the realisation of the project.
The following outcomes were achieved:
- Planning and realisation of cultural events: the industrial space was used as a
venue for cultural events such as performances and as an arts laboratory space;
- Development of the concept of a cultural review: “Museums in Motion” was
created, bringing great visibility in the past few years, with positive economic
effects for the Lanificio Leo and exponential growth of the number of contacts
and relations with press, universities, public bodies and enterprise.
- Launch and promotion of !d (Exclamation d): an informal group consisting of
creative people, artists, designers, experts in communications and new
technologies. The group is dedicated to experimentation in design,
communication, event organisation.
- Innovative manufacturing activity: The Lanificio Leo has started an experimental
project entitled Objects, dedicated to the design and of manufacture of textile
products, using traditional techniques and methods. It has also sought to integrate
with other traditional processes in the area, such as ceramic production, a
collaborative effort with the Cultural Association Aleph Arte’, which has
adopted the “Giocare con l’Arte" method - Playing with Art..
390
-
3)
Visibility in the major information organs in the region. The first important
communication manoeuvre was a visibility campaign at regional level, aiming to
create consensus and gain the willingness of local cultural and entrepreneurial
actors to cooperate in the project.
PROJECT TITLE: Urpestate: The Council for Non- residents
ADMINISTRATION Nardò Council (LE)
Begun in summer 2001, the project brought in to being an official reference resource in
Nardò for tourists and citizens resident there in the summer. In the same summer an
information kiosk was set up in the piazza of the marine port, Santa Caterina. Its vast data
bank, constantly updated, supports a ‘tourist SOS’ in three languages: the contents range
from recommended itineraries in guided visits to the latest events in all of the Salento, as
well as useful telephone numbers from (tyre dealers to the local police).
The project was expanded in summer of 202, involving other council bureaux. A
feasibility study was carried on the renovaton and conversion of a council property in the
borough of Santa Maria al Bagno (in whose vicinità hundreds of tourists circulated). After
having lain in conditions of disrepair for a considerable time, it was partially restored and
used as a summer headquarters for Urp. A collaboration was then set up involving the
municipal Tourism, Treasury, Heritage and Police sectors. The summer base of the Urp
was opened, with an agreed staff, as was the office of the Municipal Police, who had up
until then been without a base in the port area; better premises were provided for the IAT
and the summer First Aid centre. The building later became a stabilised, multi-function
centre in use all year round. The summer office undertook the task of monitoring tourism
flows and requirements; furthermore, it also solicited subscriptions to sightseeing trips,
offered support services to tourists and created networks among hotels, farm guest houses,
and Bed and Breakfasts in the area.
The successful realisation of this project was due to synergetic collaboration between
various government and non government bodies: the Heritage and Public Works sector
oversaw the renovation of the building in Marina di Santa Maria al Bagno to produce a
base for URP; the Tourism and Economic and Productive Activity supplied data and
information ; the Urban Police provided security for the kiosk. The project also heralded a
first of its kind collaborative relationship between producers, craft manufacturers, tour
operators, cultural and sports associations, maritime societies etc, with the aim of
valorising the area’s resources.
4)
PROJECT TITLE: Histroic Cartography Project
ADMINISTRATION: Salerno State Archives
The main aim of the project is to develop, alongside the traditional means of accessing
archival documentation, a system that allows the study and comparison of digitised
images with the original archive units. The possibility of tracing archived documents
391
through the use computer support constitutes an innovative research instrument, whose
scope for development cannot be matched by the traditional methods.
The methodology employed in the work must take in to consideration the particular
qualities of rare and valuable documents, whose uniqueness and fragility demand that they
be handled with extreme care and attention; the cultural implications of the research also
impose certain requirements in the treatment of the documents. It is clear, therefore, that
the activities must take place in a methodological context that acknowledges the
importance of the documentation under inspection, the problems regarding security and
conservation, and last but not least, the expectation of specialised users.
The importance of the documentation under examination is easily apprehended, even
when parchments,, maps and documents are removed from the archival context that
produced them. The successive reflection is relative to the difficulties due to excessive
wear that results from repeated consultations of the documentation itself.
The project also contemplates the acquisition of over 2,000 maps and as many archive
charts. Upon completion of the work, an informational CD-Rom is planned..
The innovative aspect of the project is that apart from transmitting an advanced use of
new technologies, it allows a different approach towards documentation conservation
techniques (with clear savings in management costs), and towards users, who will avail of
better instruments for research and consultation of archival documentation.
As well as spreading the use of new information technologies, the initiative gives citizens
the use of fast instruments for research and consultation of archive documentation,
ensuring the conservation of the documents themselves.
5)
PROJECT TITLE: IN FORMANDO (IN FORM-ING)
ADMINISTRATION: Autonomous Travel and Tourism Pacts Company (ME)
The project grew from a need to provide an interactive informational instrument with
which to broadcast information relating to territorial promotion, regulations, available
services, and the organisation’s activities. It aims to be a valid documentation source for
local bodies, professionals and private citizens. The project’s broader objective is to
develop ongoing interactive relationships between users and the organisation, tour
operators, professionals and the area itself.
The website (www.pattietindari.it) is designed and structured to be easily usable by the
widest range of users (tour operators, professionals, economic specialists, bodies and
citizens), providing a comprehensive range of informaton on tourist services, providing
readability, links and downloads of information of public relevance.
The organisation has previously held private negotiations ( to adjudicate on what was the
most economically competitive tender - special specification enclosed with deliberation
No.84 of 4/7/2001) with the objective of constructing a website. During the technical
planning of the site, a decision was taken to extend its scope in order to upgrade it
interactivity. A six month time scale was planned to introduce additional services, such as
online booking, and the purchase of a wide range of tourist services.
6)
PROJECT TITLE: The Urban Music Park and Contemporary Arts Space
ADMINISTRATION: Mostra d’Oltremare S.p.A., Naples
392
The integrated Urban Music Park and Contemporary Arts Space project constitutes one of
the fundamental strategic lines for the valorisation of the historic, environmental,
architectural, artistic and cultural heritage of the Mostra d’Oltremare Overseas Exhibition
Centre (MdO). The Mostra, opened in 1940 as the Triennial Exhibition for Italian Lands
Overseas, is a landmark work in the history and identity of Naples, largely on account of
its architectural and urban design solutions. Constructed in the western part of the city, the
Mostra was conceived as a “theme park” to celebrate the role and position of Naples and
Italy in the Mediterranean. After a long period of decline, Naples City Council (the main
shareholder in the Autonomous Body “Mostra d’Oltremare and Italian work in the world”
decided in 1998 to mount a turnaround operation: a new president was appointed with the
mandate creating the conditions of sustainable development for the Mostra. It was then
decided that the body should be transformed, in accordance with the Bassanini law, into a
company limited by shares.
Within the broader scheme of protection and valorisation of the environmental, historic,
artistic and architectural heritage, the Mdo mapped out an integrated programme of
actions to create a space in Naples that would be able to offer a variety of solutions for
music and art. The Music Park offers two extraordinary large scale spaces for live music
performance: the Arena Flegrea and the Teatro Mediterraneo, along with other very
interesting spaces for music and cinema performance. The Contemporary Arts Space, on
the other hand, hosts exhibitions and contemporary arts events in a space that already
existed but was reinvented for the purposes of the project.
The project demonstrates the MdO’s broader strategic desire to become a ‘pluralist
company’, a local development actor that can create value for a multiplicity of
stakeholders (local bodies, shareholders, the local community, the regional productive
matrix, the southern Italian economy) and a demand extended over a broad constituency
(resident citizens, visitors and tourists, employees, economic actors, academics).
The project has been one of the most important symbols of the institutional, organisational
and philosophical changes that haven taken place during its latter years. This evolution
has shown stakeholders that the MdO is not just a company with the usual financial
balance to uphold, nor is just another entry in the Italian exhibition system, with its
renewed functions of reinventing ways of promoting the enterprise system. The MdO has
in fact shown itself to be both a site of artistic and environmental interest whose activities
have the declared aims of conservation and valorisation of heritage resources, and as a
part of the city of Naples, obliging it to listen to the city’s cultural demands.
Strategic actions of valorisation of cultural assets have had a huge effect on consolidating
the relationship between the MdO staff and the Mostra spaces, helping reinforce a sense
of belonging and promoting shared values.
7)
PROJECT TITLE: Cultural assets management triennial project
ADMINISTRATION: Tourist Consrtium of Marmilla “Sa Corona Arrùbia”
(CA)
The project involves the integrated tourism management and organisation of the territorial
Museum, Geobotanic Park of the Mediterranean, and Megalithic Monuments Park. The
project is intended as a spearhead for development in the area.
393
The valorisation of this group of structures is intended to be the unifying factor for all
initiatives involving the promotion of cultural and natural assets in the area, revolving
around the creation of guidelines for integrated development, and using a joint advertising
campaign and the organisation of package offers for tourist and visitors.
The main phases in the project are:
- Completion of the Botanic, Fauna, Anthropological, Paleontological sections of the
museum, and the annual opening of the regional museum;
- Completion of the valorisation of the monuments in the Megalithic Monuments Park;
- Completion of the planting of the arboreal species in the Geobotanic Park of the
Mediterranean – a joint effort with the research centres, Department of Earth Sciences
(University of Cagliari), leading to the creation of a large Botanic Garden of endemic
Sardinian flora, with certifications of origin;
- Integrated promotion of the Museum, and Megalithic Monuments, and Geobotanic
Parks;
- Expansion of transfer services of visitors to the Giara di Siddi, integrated with the
existing chairlift service by use of small vehicle and bicycle hire facilities.
The management of the territorial Museum, Geobotanic Park of the Mediterranean, and
Megalithic Monuments Park, entrusted to the Sa Corona Arrùbia S.p.A. company, has
simplified administrative procedures for the management of commercial relations with
clients and suppliers. Collaborative relations have been set up with private and public
organisations such as hotel consortia from the province of Cagliari, special agencies in the
Chamber of Commerce for the identification of policies on tourism, local governance and
economic development. The launch of the project was assisted by agreements with the
following university institutes: The Rectorship of the University of Cagliari, Department
of Earth Sciences, Departments of Animal and Vegetable Biology, Anthropology, the
National Research Centre in Forestry Sciences, the National Research Centre for D.N.A.
research and molecular biology, and the Faculty of Mathematics for the first computer
course in the headquarters of the Institute of Padri Scolopi di Sanluri.
8)
PROJECT TITLE: Creation of regional Multimedia Centre for the valorisation
of cultural resources
ADMINISTRATION: Campania Region
The initiative of the Centre is part of a broader scheme to promote little known cultural
assets, intended as a motor for economic and tourism development, with quality initiatives
and a new entrepreneurial spirit, in the hope that cultural tourism may become a mentality,
a need and a lifestyle.
The aims of the Centre are as follows:
- valorise little known cultural assets, so as to increase tourism into Campania, adding
new, hitherto unknown tourism possibilities to those traditional destinations linked to well
known historic-artistic heritage;
- encourage all elements of the Campania community to become aware of their cultural
heritage;
- work with the local authorities and concerned parties to promote cultural tourism and to
get young people involved in the management of services;
394
- promote the tourist industry as a need and right, as a way of preserving the collective
memory, the collective past, and its invisible signs that have determined or conditioned
development.
9)
PROJECT TITLE: The Diffuse Museum
ADMINISTRATION: Province of Naples
The Diffuse Museum is a GIS-WEB project that fosters awareness of the Province of
Naples’ rich historic, artistic, architectural and natural heritage. Each heritage item,
identified by a geographical and numerical reference, is accompanied by a series of
images and graphics to make browsing more pleasurable.
Users visit catalogued assets and sites through five Virtual Itineraries that group the
various items and places according to their characteristics distinguishing relations.
The prototype of the museum consists of 397 input cards, digitised and bundled with
attachments such as images, graphics, photographs, historic documents, etc, related to
heritage of the Phlegraean Fields, where the research activity is focused.
The prototype is divided into three sections. The Archive is conceived as formed from a
GIS component and a relationsal component that interreact through the identification code
of the object. This system can then be transferred to the web pages that will be integrated
with the SIT of the Province of Naples.
10)
PROJECT TITLE: Inside Sicily: itineraries in search of the authentic
ADMINISTRAZIONE: Sicily Region
The project, in line with the new orientation of regional tourism programming, aims to
valorise local cultural heritage through tourism in areas where local actors are developing
systematic relations.
There are two chief reasons: on the one hand the desire to expose the potential of some
areas traditionally considered (for varying reasons) marginal, but which are rich in
cultural “fibre”; on the other hand the wish to create development opportunities for
tourism development on the basis of the principle of “sharing”.
The main objective is to offer another image of Sicily, consisting of non-stereotypical
landscapes and signs of a culture that is not static but is in constant evolution.
The aim of the project is to put into action an organic marketing plan for the valorisation
of local culture and the encouragement of marketing opportunities for local produce,
through the direct participation in the construction of supply by the local actors:
businesses, municipalities, organisations of negotiated planning, associations particular to
the category.
The marketing plan anticipates the creation of action “packages”, made to measure for the
areas concerned. The actions generally involve educational workshops aimed at
journalists and sector operators, the creation of local focus groups, seminars and similar
activities.
The actions are repeated or completed at specified time intervals to ensure the continuity
of the strategy and to allow the full sharing of objectives by local actors.
395
11)
PROJECT TITLE: Thellus Project
ADMINISTRATION: Sassari Municipal Council
The project, initiated in 1999, was implemented starting from 2000, ensuring the
management of archaeological and monumental areas, and to provide additional services
in the Sanna Museum in Sassari.
The preliminary phase saw the training of staff in accordance with the Treu law
(legislative decree 468/97) and the signing of an agreement between the Council and the
Museums Office. Following the granting of finance from the Region, (Art.19 L. R. 37/98),
work was contracted out to a cooperative, consisting of previously trained personnel.
The sites and monuments of cultural interest covered by the project had previously been
made usable by repeated actions by Sassari Council and the Archaeological Office. The
next step in the valorisation process was the setting up of the management, as the
archaeological areas, the Sanna Museum and the urban area totally lacked additional
services destined for tourist and student use.
The objective then, was to a complete circuit of integration between tourism and cultural
assets, which would then become part of the development process launched in one of the
nodal sectors of the more general sphere of regional programming. The organisation of
events in the managed monuments (theatre and musical performances, astronomy events,
games etc.), the production of informational material, the installation of road signs, the
insertion of the project in the official Sassari Council website; these have all helped the
execution of a programme for the promotion of cultural resources that had previously
remained unknown.
12)
PROJECT TITLE: MIDA – Museums integrated with the Environment
ADMINISTRATION: Pertosa Municipal Council (SA)
MIDA is an integrated museum system for the hosting of exhibitions and cultural
initiatives; it contains a user-friendly geology museum, a botanical museum and an
earthquake observatory. MIdA also functions as an auditorium and its scientific
programme has a decided educational slant. The museum also provide an interactive
multimedia experience with an archaeoligical and geo-speleological theme with particular
reference to the Grotte dell’Angelo cave system
The project’s strong point is the fact that it brings together in a single environment all the
archaeological finds from the Grotte dell’Angelo caves, dispersed in various museums
throughout Italy.
The technically innovative aspect of the project has been to create an interactive geospeleological and archaeological experience, based on the Grotte dell’Angelo cave
system.
The project brought a 30% rise in tourist numbers during the winter period (October –
December).
13)
PROJECT TITLE: AGRINET
ADMINISTRATION: Municipality of Mazara del Vallo (TP)
396
The project aims to highlight the double identity of the town of Mazara del Vallo.
Although Mazara is the most important fishing port in Italy, the municipal hinterland in
fact has a huge agricultural territory yielding excellent produce. So, given its distinguished
position from the tourism point of view, the idea developed to boost rural tourism, with
particular focus on agritourism and farm accommodation.
Rural tourism is increasingly becoming an activity of choice for exploiting synergetic
relations between business and the local area, using productive methods that respect the
environment. The initiative is also indirectly aimed at the restoration of existing
structures, at the creation of a sales network for local agricultural produce, the recovery of
local cuisine, the raising of awareness of the need for the safeguard and conservation of
the environment.
The area partners in the project avail of natural, common and complementary resources in
which rural tourism and agritourism represent, or could represent, greater income in the
future. Agrinet constitutes an instrument for the exchange of skills and the transfer of
knowledge among partners.
A visit by Spanish, Romanian and Hungarian delegates in Mazara del Vallo was marked
by a fair for the promotion of local produce. There have been a series of conferences on
agritourism, wine tourism and fish-based culinary tourism. The latter could be a possible
source of increased revenue, especially in non-biological growth periods. An interesting
development has been the production by the partners of a rural areas promotional
catalogne, to be used in cofernces, meetings and tourism fairs.
14)
PROJECT TITLE: MUSEUM: valorisation of historical-archaeological
heritage, together with the creation of a museum system
ADMINISTRATION: Province di Enna
The project aims to create service enterprises for the valorisation of Sicilian historicoarchaeological heritage and the use and optimisation of the museum resources in the
Catania, Enna and Syracuse area. The Administration used specially trained dedicated
staff who could bring the necessary skills and operational support to the museums and
archaeological sites, which, despite the richness of the heritage, have not yet recorded
tourism levels in proportion with the potential of the entire region.
Courses have been organised for 90 unemployed persons, leading to the qualification of:
"Manager of Museum Systems" and "Specialist in telematic management of the museum
system".
The underlying motive for the creation of the project lies in the fact that Sicily possesses
an extraordinary level of heritage assets, both in terms of numbers and quality or
importance.
In the face of this rich cultural universe, Sicily is not equipped with the “additional
services” instituted by the Ronchey law. Huge potential exists beside administrative
rigidity and inadequate orientation towards the market. But the region is witnessing an
expansion of the museum services in terms of exhibition quality and quality and quantity
of scientific research.
397
Within this context, the Province of Enna has identified the target spaces for a broad
ranging action designed to modernise the museum structures, particularly in
communication with the public, and their integration with the territory they belong to,
with the objective of valorising both, through the promotion of cultural tourism.
A number of factors have made the project a complex one: the ambitiousness of the
objectives; the integration of actions (information and publicity, research, training,
orientation, the tracking of enterprise creation, monitoring and valuation), the integration
of organisations involved (the actuating body and private partner firms); the parallel
management of activities taking place in different locations. This made it necessary to
identify an innovative intervention strategy that would represent the leading edge of the
project. This strategy focuses on the following points:
-
-
15)
The creation of an ad hoc work group organised according to function;
A field investigation to establish territorial needs;
The organisation of workshop activities in building structures pertaining to the sector
(management of museums, additional services, telematic services);
Orientation activities designed to guide participants towards the definition of a
professional plan of action to be undertaken at the end of the course, towards the
setting up of an entrepreneurial activity;
Workshops to be held at each base of the project (Enna, Catania, Siracusa), to create
an opportunity for debate on the subject of the valorisation of Sicilian historicalartistic heritage, which will be closely tied to the promotion of entrepreneurial
initiatives to create and manage innovative services.
PROJECT TITLE: Sieti Hotel Village: a project to welcome the future
ADMINISTRATION: Municipality of Giffoni Sei Casali (SA)
The project aims to create a synergetic system founded on community hospitality, which,
coupled with life in the villages and hamlets, urban management of high quality, actions
spread equally between the urban and rural contexts, welcomes guests in search of an
authentic tourism, as much as a style of living which is different from the norm. "Sieti
Hotel Village" is an action of local development, territorial planning and economic
enterprise. The valorisation of the medieval town and ancient historic quarters of the
Municipality of Giffoni Sei Casali, situated in the heart of the Monti Picentini Regional
Park, sparked off a detailed programme of urban redevelopment and conservation of the
building
and
architectural
heritage.
The objectives are as follows:
-
The involvement of the community in the realisation of a hospitality system attuned
to the modern traveller;
Ensuring that the tourist experiences maximum enjoyment of the atmosphere and life
of the village and hamlets;
Diversifying the forms of hospitality, with attention firmly on the excellence of
unique tourist accommodation;
Inducing a more synergetic involvement from the community by encouraging the Bed
& Breakfast system.
398
The project began with the restoration of building stock, including aristicratic, church and
rural structures, with the aim of stimulating receptive-tourist activities, and triggering
important economic processes.
In March 2002 the first contract was signed for the modernisation of the roads system
within the historic centres of the hamlets of Giffoni Sei Casali. It started off in the
medieval Borgo and will continue in the hamlets of Capitignano and Prepezzano. The
action was completed in the centre of Sieti Alto. The area contains three prestigious
buildings: the Palazzo Pennasilico, Palazzo dei baroni Fortunato, and the two Palazzi
Nobile.
The main priority of the project coordinated by the Council Technical Office was to
assemble a guide-project, an action that could be extended to all the historic centres of the
area in order to recuperate the original intervention, highlight the prestigious buildings
and re-establish existing services. At Prepezzano, works are being completed for the
renovation of the Convent of Sant’Antonio. Restoration work has been finished on the
neoclassical palazzo of the ex- Eca, where the Province of Salerno and the Academy of
Fine Arts have collaborated on the installation of the study centre “Urban decors and
urban design”.
The restoration works have finally been completed on the 15th century Abate Conforti
Convent, where forty eight beds have been in stalled in twelve apartments.
16)
PROJECT TITLE: Hotel Village
ADMINISTRATION: Province of Palermo
The project was made possible by statutory laws that granted funds to the province of
Palermo for the transformation and/or adaptation of civic dwelling houses arises and for
the restoration of rural cottages for the purposes of tourism receptivity. The buildings
involved must be of the type referred to in paragraphs 10 (lettings) and 11 (holiday house
and apartments) of article 3 of the Law No. 27 of 6.04.1996.
The "Hotel Village " is a receptivity solution intended to develop forms of tourism that are
sensitive to local possibilities and local environment. The idea behind " Hotel Village "
emerges from the logic of creating receptive structures in small town centres without
having to construct new buildings, but rather using existing stock. In fact, in small centres,
new building construction would provoke an undesirable environmental impact, and
would alter the actual structure of the town. Instead, the use of existing buildings is
beneficial in terms of the safeguard of building stock.
The intitiative will create a single receptive structure whose components are distributed in
different buildings, located in the same urban centre. This concept is clearly well suited to
small villages with historic centres of cultural and architectural interest, and which intend
to preserve their distinct characters.
The most significant outcome of the implementation of the project was the expansion of
tourism supply in the Province of Palermo, through the development and valorisation of
emerging products such as themed tourism, based on ideas such as food and wine, parks,
sports, countryside and lesser known centres of the arts.
399
The number is owners gathered by the province and placed on the classification list is 806.
Around a third of them have received grants. A survey of all the existing “Paese Albergo”
structures led to the production of a catalogue, soon to be available also online, aimed at a
wider public to spread the word about these little treasures hidden in the Province of
Palermo.
The most recent figures indicate a constant increase in tourist numbers in the province, as
well as renewed focus on hospitality and tourist consumption.
17)
PROJECT TITLE: Ceramics revival
ADMINISTRATION: Municipality of Bugio (AG)
Bugio, a small municipality of 3,000 inhabitants in the Province of Agrigento, boasts a a
craft tradition that includes a sixteenth century bell foundry, a glassworks, iron and stone
craftworks, and an important ceramics tradition that dates back to the sixteenth century.
The ceramists from Caltagirone were highly instrumental in the success of the industry, up
until the beginning of the twentieth century, when an inexorable period of decline set in.
The project aims to restore this local craft tradition, while at the same time creating new
opportunities for the development of employment and the promotion and valorisation of
the area’s cultural assets.
The objectives are both cultural (the recuperation of the folk memory of the ceramics
tradition of Bugio, and its valorisation on regional, national and international levels) and
economic (the creation of new employment opportunities and the promotion of tourism in
the sector, by creating themed packages that unite handcraft with food and wine tourism.
Many actions have been planned, including: the assembly of an exhibition of Bugio
ceramics, from the sixteenth of the twentieth century, leading to the creation of a museum
of Bugio ceramics; the construction of training courses for handcraft ceramicists; the
restoration of the seventeenth century FIGULI quarter and the commencement of
archaeological excavations; official recognition of the ceramics tradition of Burgio by the
A.I.C.C. (Association of Italian Ceramics Cities); participation in fairs and Exhibitions,
the organisation of international conferences.
The municipality of Burgio has been skilled in forging synergetic relations with other
bodies and institutions. Partners in the various initiatives include Province of Agrigento;
the Regional Craft Industries Department; the daily newspaper “La Sicilia”; the
BB.CC.AA. Office of Agrigento; the Regional Department of BB.CC.AA.; the Regional
Department of Tourism; The Museum of Ceramics of Caltagirone (CT); the Nova Musa
Company (Messina); the Ceramics Museum of Paterna (Spagna); the Provincial Museum
Directorate of Salerno; The P.A.C.T. Research Institute of Bordeaux (France); the "A.
Scaturro" Scientific Culture Centre (Sciacca-Ag); the Arts Institute of Sciacca.
2.9 . Formez projects: the Good Examples Data Bank for tourism and
leisure, created by the Objective 1 Regions administrations: a
synoptic reading
400
The synoptic study of the cases presented in the Formez Data Bank Banca Dati
www.buoniesempi.it was conducted on 24 projects53, broken down as shown
below (table. 1).
Tab. 1 –
MOLISE
Tourism projects in the Objective 1 Regions, stored in the Formez Good
Examples Data Bank
CAMPANIA
“Pagus”
Il Diffuse
for micro- Museum
receptivity
Matese
Territorial
Pact
Province of
Naples
BASILICATA
Telematic
games and
sports park
Basilicata
Region
PUGLIA
Urpestate:
the
municipality
for
nonresidents
Municipality
of Nardò
(LE)
53
CALABRIA
Ancient
Future
Municipality
of
Soveria
Mannelli
(CZ)
SICILY
SARDINIA
Inside Sicily:
Terra
itineraries in Incognita.
search of the Creative
management
authentic
of cultural
heritage.
Sicily Region
Area
Museum
Municipality
of Alghero
This involves 7 projects chosen from the Laboratory described in
paragraphs 2.1. to 2.7. and 17 other Formez Good Examples Data Bank projects,
described in paragraph 2.8.
401
Creation of
regional
Multimedia
Centre for the
valorisation of
cultural
resources
Campania Region
Sieti Hotel
Village: a
project to
welcome the
future
Residenza
In. Diffuse
Hotel in the
historic
centre of
Specchia
AGRINET
Municipality
of Mazara del
Vallo (TP)
Progetto
Thellus
Municipality
of Sassari
Municipality
of Specchia
(LE)
Quality
Hospitality
Municipality
of Nardò
(LE)
Municipality of
Giffoni
Sei Casali (SA)
Food and
Wine Product
Clubs
Autonomus
company for
increasing
tourism in the
Province ofi
Palermo
Cultural
assets
management
triennial
project of
the
consortium
“Sa Corona
Arrùbia”
Tourist
Consortium
of
Marmilla “Sa
Corona
Arrùbia”
Campania
Artecard
Hotel Vllage
Province ofi
Palermo
Campania Region
Ceramics
revival
State
Archive of
Salerno
Municipality
of Burgio
(AG)
The Urban
Music Park and
Contemporary
Arts Space: an
integrated
project for the
valorisation of
the Mostra
d’Oltremare
IN
FORMANDO
(Inform-ing)
Autonomous
travel and
tourism
company of
Patti (ME)
Mostra
d’Oltremare
S.p.A. Campania
402
MIDA –
Museums
integrated with
the Environment
Municipality
The Cities of
the Sea–
Seafront
circuits
of
Municipality
of Mazara del
Vallo (TP)
Pertosa (SA)
MUSEUM:
valorisation of
historicalarchaeological
heritage,
together with
the creation of
a museum
system
Province of
Enna
It follows that:
• four projects were proposed by Regions;
• three were proposed by Provinces;
• eleven by Municipalities
• and six by other bodies, including Consortia, Associations, public bodies,
territorial pacts and tourism promotion agencies.
It seems evident that the ongoing decentralisation process, and the concomitant
revision of models of public intervention in various sectors, including tourism,
place the local authority firmly in the centre of the system, giving it new and more
exacting levels of responsibility.
The new role assumed by municipalities in the implementation of tourism
development projects is very clear. It is a role that supports processes of tourism
consolidation and development by adopting a medium and long term perspective,
an effective positioning strategy, the ability to mobilise and valorise existing
energies and to increase professional skills and the specialisation of human
resources.
This innovative process is also changing attitudes towards small municipalities,
traditonally undervalued in terms of their impact on the local economic system;
instead they are now increasingly becming protagonists in development policies,
and not those realting to tourism.
An example is the project “Sieti Hotel Village: a project to welcome the
future” of the municipality of Giffoni Sei Casali, where the Mayor became a
403
protagonist in the development of the territory, promoting not only the concept of
the initiative, but also its implementation.
The idea of valorisation of small centres is clearly evident also in other projects,
including:
a) “Residenza In. Diffuse Hotel in the historic centre of Specchia” (Municipality of Specchia);
b) “Quality Hospitality” - (Municipality of Nardò);
c) “The ceramics revival” - (Municipality of Burgio);
This is a clear indication of how cultural tourism and small
boroughs are being re-evaluated and revived (with the accent on
widespread sustainablity)54, an increasingly important factor in
development in southern Italy.
As chart 1 illustrates, the Regions continue to play a determining
role in the promotion of economic-tourism development projects. In recent
years the Regions have taken over more crucial positions, when they are
not actually spearheading the formulation of national tourism policies.
This was effectively confirmed in the National Italian Tourism
Conference held in Genova on 20-21 September 2004, with the motion “it
was considered favourable to make not only a general comparison between
Regions and National Government, but also between Regions and
representations from the enterprises and operators in the sector and in the
local authorities”.55
The analysis of the 24 projects makes possible an understanding of
the determining reasons for their success. They are inferable by the study
of the various areas of intervention upon which the administrations have
focused their attention, and which constitute genuine elements of
innovation.
There emerges a precise methodological pattern that most of the
above projects share. It is seen in the administrations’ strong need to
valorise and incentivise cooperation the beginnings of inter-institutional
cooperation, the emergence of public-private partnerships, the creation
54
55
Sustainable tourism means tourism with potential for the future, which identifies
not only eco-environmental elements, but also cultural, economic, statutory,
instrumental ones.
From the opening speech of Dr. Vincenzo Gianni Plinio, National Coordinator of
the Regional Tourism Departments, Vice President and Head of the Department
of Tourism of the Liguria Region.
404
and improvement of new services offered from the point of view of
customer satisfaction and Total Quality56 through the use of new
technologies.
In fact, any effective tourist valorisation actions of the last few
years will have included also the promotion of initiative and interventions
that go in that direction. The resolution of the structural and cyclical
problems afflicting tourism in these regions requires a joint effort
involving all the actors in tourism development.
A strong commitment is absolutely essential, aimed at creating new
public-private relationships, and new links between the various levels of
government, thus avoiding the dispersion of competences, usually caused
by the inapplicability of the even the best tourism development policies.
The administrations involved in Objective 1 have made
considerable efforts to map out a strategy of common work with other
organisations, directed towards the promotion of the area. These are
practices that even a few years ago would have not have been considered
in the southern parts of Italy.
The analyses also indicate a negative development: insufficient
levels of intervention in those areas of innovation that are fundamentally
important for the planning of lasting tourism development, especially in
zones of low appeal for tourism. In this case then, in the Objective 1
Regions, there needs to be more focus on Research and Development,
Strategic planning, territorial marketing and professional development of
human resources.
Investment in Research and development would mean the
abovementioned Regions seizing the potential of their own territories, in
terms of appeal and positioning, and cultural, artistic, historic, architectural
and environmental vocation. It would mean grasping the most meretricious
elements of the area, whether they be from human or natural provenance,
thus avoiding pointless attempts to create attractiveness that is not based on
the real characteristics of the area;
56
Some administrations have moved in this direction, using the “verification of
project impact on the citizen/tourist”, both as a valuation measure of quality
achieved and perceived, and as an instrument for improving services
offered. This verification process was executed through forums,
questionnaires, them groups, conferences, round tables, direct interviews
and by e-mail.
405
Projects planned in harmony with the context of the area would
allow the continuity of the action over time, avoiding the possibility that it
becomes reduced to an occasional, isolated activity;
Tourism nowadays places much emphasis on so-called “territorial
marketing”. It is thus important to underline how the local administrations
of zones with consolidated tourism activities cope with the kind of
structural change that they cannot afford to ignore. The time has passed
when the main reason for a holiday was “a change of air”, when the simple
fact of the tourist resort’s location in a ‘different’ environment, i.e. a
mountain, sea or lakeside area, was sufficient to guarantee the success of
the locality. Today tourism means promoting the territory and looking out
for new stimuli and new attractions; it means looking beyond the local
level and seeking to execute actions that also make the project visible
abroad.
In this respect the Alghero Council project is worth noting: “Terra
Incognita. A project for integration of cultural heritage into the area’s
strategic planning. Creative management of cultural heritage”.
It is the only example in the Good Examples Data Bank (Objective
1) that has acknowledged the contribution of overseas administrations,
specifically: the Municipality of Peralada (Catalalonia), the Garraf
Association (Catalogna), the Somontno Association (Aragon), the Altas
Cinco Villas Association (Aragon). Developed between 1998 and 2001,
this project concentrated on the valorisation of cultural assets involving
five territories (Alghero, Peralada, Garraf, Prepirineo and Somontano),
three communities (Sardinia, Aragon, Catalonia), and two countries (Spain
and Italy), a common historical context (Crown of Aragon), a single geocultural space (the Mediterranean). A series of discussions were launched
to establish a single action for the promotion of the area; a territorial
marketing programme was also run, involving participation in the principal
national and international tourism fairs and cultural events. This network
of relations naturally created visibility as well as an advantage for the
communities in and around Alghero.
Tackling these problems inevitably leads to an examination of
another strategic lever for the success of project: human resources – always
406
an essential element in the realisation of quality ‘products’. Training,
valorisation, and incentivisation of human resources constitute
indispensable motors for implementing policies of innovative
development. It is difficult to believe that the professional resources
necessary for the realisation of innovative tourism projects can always be
found within the administrations. This is borne out by the fact that in the
different experiences examined, and especially in the management phase of
the project, external resources are almost always used: workgroups,
consultants, etc.
The study throws up another significant item regarding the
administrative units involved in the promotion, management
and
realisation of the projects (Table. 3).
Tab. 3 – Units involved in the promotion, management and implementation of the projects
PROJECTS
- Telematic, games and sports park
- Ancient Future
- The Diffuse Museum
- Creation of Regional Multimedia Centre
for the valorisation of cultural resources
- Sieti Hotel Village: a project to welcome
the future
ADMINISTRATIVE UNITS INVOLVED
Proposing unit: Basilicata Region
Organising unit: Department AA.PP. and
Enterprise Policies;
Implementing unit: Workgroup comprising
internal staff and private firms;
Proposing unit: Municipality of Soveria
Mannelli
Organising unit: Administrative area –
Municipal and private consultants
Implementing unit: Workgroup comprising
internal staff and private firms
Proposing unit: Province of Naples
Organising unit: Urban Planning Area
(spokesman);
Provincial
Coordination
Programme Management – Information
System
Implementing unit: Ad hoc project group
consisting of internal staff and private
consultants
Proposing unit: Campania Region
Organising unit: Culture Department –
Education and Cultural Promotion
Implementing unit: Workgroup comprising
internal staff and private firms
Proposing unit: Municipality of Giffoni Sei
Casali
Organising unit: Mayor’s office
Implementing unit: --------------------
407
Proposing unit: Campania Region
Organising unit: Landscape-Environment
and Cultural Safeguard Sector; Regional
- Campania artecard
Superintendency (Tenders office)
Implementing unit: Ad hoc project group
consisting of internal staff from a number of
diferent organising units
Proposing unit: State archivi of Salerno
Organising unit: Head of Computerised
Services, State Archive of Salerno – Data
- Historic cartography of the area
Processing Centre
Implementing unit: Ad hoc workgroup
comprising internal staff of the body
Proposing unit: Mostra d’Oltremare S.p.A.
- The Urban Music Park and Contemporary
Organising unit: Technical-Architectural
Arts Space: an integrated project for the
Director and Marketing Director
valorisation of the Mostra
Implementing unit:-------------------Proposing unit: Municipality of Pertosa
Organising unit: Technical Office and
Accounts Office of the Municipality of
Pertosa; Technical Office and Accounts
Office of the Municipality of Auletta;
- MIDA – Museums integrated with the
Technical Office and Accounts Office of the
environment
Province of Salerno; Regional Board of the
Campania Authority
Implementing unit: Ad hoc project group
consisting of internal staff from a number of
diferent organising units
Proposing unit: Matese Territorial Pact
- “Pagus” project for microreceptivity
Organising unit: Ditta Pagus Srl
Implementing unit: --------------------Proposing unit: Municipality of Nardò
Organising unit: General Affairs Division
- Urpestate: the municipality for nonresidents
Implementing unit: Workgroup comprising
internal staff and private consultants
Proposing unit: Municipality of Specchia
Organising unit: Technical Office of the
Municipality of Specchia and consultants
- Residenza In. Diffuse Hotel in the historic and experts from the LocalAction Group of
centre of Specchia
Capo di Santa Maria di Leuca
Implementing unit: Ad hoc workgroup
consisting of consultants and experts of the
GAL of “Capo Santa Maria di Leuca”
Proposing unit: Municipality of Nardò
Organising unit: Production Sector of the
- Quality Hospitality
Departent of Tourism
Implementing unit: Internal resources: a
director, astaffmemeber and two agreed
408
collaborators; external resources: eight
representatives of partners in the intitiative
(I.I.S.S. “N. Moccia”, APT, CCIAA,
Codacons) and six trainees
Proposing unit: Municipality of Alghero
Organising unit: Culture Sector and
- Terra Incognita. The creative management
Programming Sector
of cultural heritage. Area Museum
Implementing unit: Ad hoc group with
internal and external staff
Proposing unit: Municpality of Sassari
Organising unit: Culture Department of the
Municipality of Sassari; Superintendency
Secretery’s Office and Educational section of
- Progetto Thellus
the
Archaeological
Superintendency
Archeologica
Implementing unit: Ad hoc project group
with internal and external consultants
Proposing unit: Tourist Consortium of
Marmilla “Sa Corona Arrùbia”
Organising unit: Area Museum Management
- Triennial management of cultural assets
Implementing unit: Ad hoc workgroup with
Consortium “Sa Corona Arrùbia”
staff from the Sa Corona Arrùbia S.p.A.
company and the Area Museum cooperative
management
Proposing unit: Sicily Region
Organising unit: Sicily Region Tourism
Department ( “Communication, Marketing
and Hospitality Service”); AA.AA.PP.I.T.
- Inside Sicily: itineraries in search of the
(Marketing and Promotion Services);
authentic
AA.AA.S.T.; Mayoral staff and Tourism
Departments of the ocal Authorities
Implementing unit: Ad hoc project group
consisting of internal staff from a number of
diferent organising units
Proposing unit: Municipality of Mazzara del
Vallo
- AGRINET
Organising unit: Community Policies Office
of the Municipality Mazzara del Vallo
Implementing unit:------------------------Proposing unit: Municpality of Burgio
Organising unit: Depertment of Culture and
Heritage of the Municipalità of Bugio;
Regional Department of Cooperaton and
- The ceramics revivial
Handcrafts; Regional epartment of Tourism;
Regional Province of Agrigento Department
of employment and training; Regional
Ceramics
Museum
of
Caltagirone;
Superintendency BB.CC.AA. of Agrigento
409
- Food and Wine Produce Club
- IN FORMANDO
- Cities of the sea – Circuit of Seafront
areas
- MUSEUM: valorisation of historicalarchaeological heritage, together with the
creation of a museum system
- Hotel Village
(Ethno-Anthropological Heritage Section)
Implementing unit: ----------------------Proposing unit: AAPIT of the Province of
Palermo
Organising unit: AAPIT
Implementing unit: Ad hoc project group
comprising AAPIT and private consultants
Proposing unit: Autonomous Travel and
Tourism Company di Patti
Organising unit: AA.ST Management;
Information Office; Europe Office
Implementing unit: Ad hoc group of staff
from the body and other organising units
Proposing unit: Municipality of Mazzara del
Vallo
Organising unit: Community Policies Office
of the Municipality of Mazzara del Vallo
Implementing unit: Ad hoc project group
consisting of internal staff from a number of
diferent organising units
Proposing unit: Province of Enna
Organising unit: Consortile Agonica
Consortium
Implementing unit: Ad hoc group consisting
of internal staff from a number of diferent
organising units
Proposing unit: Province of Palermo
Organising unit: Department of Tourism
Sport and Performance; Direzione Planning
and Maintenance of Tourism & Tourist and
Sports Building Construction of the Province
of Palermo
Implementing unit: Ad hoc project group
consisting of internal staff from a number of
diferent organising units and from the
receptive structures operational unit of the
A.A.P.I.T.
Even if the identification of the actors participating in the projects
is not always easy, on account of their numbers, it can be confirmed that
the role of the public administration is almost always pre-eminent57. The
organisational administrative units involved in the projects are usually
Departments, Directorates and Technical Offices, while project
57
The only case in which the proposer was a private firm was the project “Pagus
for microreceptivity”.
410
management is almost always carried out by ad hoc work groups, made up
of external personnel. The strong cooperative richness in these entities has
made sure that public-private partnerships have been a part of the
management of the projects.
It is then possible to formulate a summarising scheme identifying
the strengths weaknesses of the projects analysed, using a benchmarking
approach.
Table. 4 –SWOT analyses of the Objective 1 Regions projects
STRENGTHS
-
Professional training of human
resources;
Interinstitutional
communication;
Communication
with
the
public;
Use of modern technologies;
Strategic planning;
Development of forms of
territorial marketing;
Consolidation of a recognised
image abroad;
Valorisation
of
identity
generating elements;
Development of public-private
partnership systems;
Development of forms of
entrepreneurship;
Creation of relational networks
internally and externally;
Strong cooperative forms;
Creation of indicators of
sustainability;
Use of bottom-up techniques;
Varied tourism products;
Local
integrated
tourism
development;
Expression
of
extraprofessional factors (pride,
passion, creativity) in the
valorisation of one’s own area.
WEAKNESSES
-
Asynchronous timescales for the
execution of bureaucratic procedures;
Political resistance and /or pressures
following change of local government;
Lack of economic-financial resources;
Insufficient involvement by tour
operators;
Inadequate logistical resources;
Not always good coordination among
the administrative organising units;
Poor verification of the project’s
impact on citizens.
Poor illustration of the continuity of
the projects, of the absorption of
innovation into the processes of
ordinary management of public
intervention in the sector
411
One stop shop for tourism and receptive
activities in National Parks
Enterprises Services, Formez
Index
1. The Tourist industry: regulatory framework
2. One Stop Shop for tourism-receptive activities
Definition of single procedure model
3. Sustainable tourism, the eco-tourism, parks areas: outline
4. The development of accommodation activities in the National Parks and
the One Stop Shops role. Guidelines for a model development
5. Reflexions about the One Stop Shop’s problems and tourist activities in
the National Parks
6. Associate regional cases for the One Stop Shops
The tourist activity: regulatory framework
This investigation into the role of the One Stop Shop for productive activities in
tourism receptivity requires a prior analysis of the theme in question.
Tourism is an intrinsically interdisciplinary activity; within it there are several
heterogeneous sectors (for example, movements of foreign visitors, travel, prices,
tariffs, promotion of tourist, cultural and entertainment activities), that concern
both the content and legal perspective.
Tourism, as determined in article 11 of legislative decree law No. 112/98, is a
productive activity of more than just economic importance for the development
of the country.
The first piece of tourism legislation was law No. 217 of 1983, repealed and then
followed by a second law No. 135 of 2001. This latter provision was conditioned
by the coming into force of the operative decree, article 2, paragraph 4 of the
same law, on the 10th October 2002.
The formulation of these two laws were different: while law No. 217/83 focused
attention on the absolute centrality of receptive activity, leading to a strong
identity, with the exclusion of some activities, of the notion of tourism and
receptive enterprise, the law No. 135/01 went beyond such a restrictive vision and
extended its influence to other activities that contribute to tourism supply (article
7 law No. 135/01), such as “economic activities organised for the production,
412
marketing, representation and management of products or services (i.e. bathing
establishments) competing in the tourism market.
We may note that the activity of a tourist enterprise is characterised by a varied
range of activities that form the subject, heterogeneity brought back to unity of
function necessary for participation in the “formation of tourism supply”. This
formulation was confirmed by the operative regulation that undertakes to identify
some types of tourist enterprises, but gives a certain autonomy to the regional
government and to the Provinces of Bolzano and Trento; they may identify
further categories of enterprise, according to the characteristics of the territory.
(art. 2 law No. 135/01 and operative DPCM law n. 135/01). This confirms that the
regulation has an indicative rather than preceptive value.
According to the civil code, tourist activity is deemed as entrepreneurial if it
fulfils the requirements of article 2082 c.c, such as “professionalism”, in other
words continuity and stability, “organisation of the material and immaterial
resources necessary for the execution of the activity” and “economy”, the
activity’s effectiveness in producing wealth.
In fact, there do exist tourist activities that do not fulfil the third condition
(production of wealth). Despite their tourism characteristics, their final objectives
are not entrepreneurial (i.e. excursion tourism, food and wine tourism, services
that valorise local traditions, etc, art.11, paragraph 4. Law No. 135/01).
As far as this survey is concerned, it must be said that receptive activities, in line
with art. 2 law No. 135/01, are divided into conventional accommodation
activities and “non conventional accommodation activities”. The first category is
divided into entrepreneurial receptive activities and those that are “no profit”. The
operative regulation law 135/01 regarding such classification does not analyse the
subject in depth. This may have been because of the normative uncertainties
between State and Regions in the allocation of tourism competencies, occasioned
by the revisions to “Title V” of the constitution, giving the regions autonomy to
complete the general classification of law 135/01, through the determination of
different categories of receptive activities.
With regard to the carrying on of entrepreneurial tourist activities, including
receptivity, the law No. 135/01 radically simplified the qualifying rules for
practicing these activities, introducing single authorization and simplification of
the procedures for access to this authorization.
The principles of promptness, uniqueness and simplification, including the
introduction of one stop shops, are acknowledged. One Stop Shops must be
regulated by regional legislation (art. 9 law No. 135/01). They are regarded as
useful instruments because tourism, even at regional level, involves the
competencies of different institutional authorities ( i.e. environment, territory,
cultural monuments, etc). Therefore its institution could satisfy the urgently
needed streamlining and simplification measures.
It is clear, therefore, that procedural regulation and single authorization exist in
tourism and receptive activities, including the productive sphere.
413
1. Notes on sustainable tourism, ecotourism, and parks.
Before tackling the main object of our research, namely the implementation of
tourism in protected areas such as natural parks, and examine the potential of onestop-shops for implementing tourism-related activities in these areas, we must
first examine the relationship between tourism and protected areas, and then
briefly overview the legislative framework that regulates these two sectors.
The existence of legally protected areas does not preclude their economic
exploitation, and while tourism-related activities within these areas are allowed,
they must be fully compatible with the main purpose of protected areas, which is
conservation. This is where the concepts of ‘sustainable tourism’ and
‘ecotourism’, which we will examine below, come in.
The Bruntland Commission (named after the Norwegian prime minister who
headed the United Nations Commission on Environment and Development in
1987) defined sustainable development as a form of development “which meets
the needs of the present without compromising the ability of future generations to
meet their own needs”.
This general notion is coupled with a more specific one that refers to tourism in
natural parks, and that was provided by the European Federation of Nature and
National Parks, which defines sustainable tourism as “all the types of tourism
development that foster economic, social, and environmental integration and
maintain natural, material, and cultural resources in a good state for future
generations”.
“Ecotourism” refers to so-called “nature tourism”. According to this definition, all
forms of tourism (business tourism, beach tourism, cultural, and rural tourism,
etc.) must be sustainable; ecotourism is thus characterised by the nature of the
products and services that are offered, as well as by the natural interest of the
areas in which it takes place.
In this sector, the equilibrium point between economic and environmental
concerns is weighed heavily towards the latter. The need to protect areas of
significant natural importance must co-exist with the impact arising out of tourism
activities, so as to safeguard both the profitability of the latter and the natural,
cultural, and historical characteristics of the areas in which these activities take
place.
With regards to natural parks, the relevant legislation falls within the framework
of the protection of nature, and is regulated by specific laws (C Cost, sent. N.
1029/1988). It falls within the framework of disciplines meant to guarantee “the
conservation of natural resources and the safeguarding of a balanced territorial
management in terms of its aspect and its geo-physical structure” (C Cost n.
1108/1998).
The sector was re-organised with Law n. 394/91, the so-called “framework law on
protected areas”, which introduced the notion of “protected areas”, a notion that
414
includes all those heterogenous goods whose protection is necessary for the
overall goal of protecting nature. Protected areas include national and regional
parks.
The above-mentioned law recognises the compatibility between the need to
protect nature, which pre-dates the creation of national parks and protected areas
in general, and productive activities such as tourism (art. 1 bis, Law n. 394/91).
National legislators are responsible for the establishment of basic principles to
orient legislation on natural parks and protected areas, as these are matters of
national interest. This does not absolve regional legislators from their
responsibilities as recognised by the framework law, both in the case of the
creation of regional natural parks, as explicietly demanded by regional laws, and
in the case of the creation of national parks, which brings about a division of
administrative responsibilities between national and regional administrations, as
detailed in the Title V constitutional update.
With regards to the organisation of national parks, art. 9 of Law n. 394/01
establishes that the management of national parks must be turned over to a
specific body called “Ente Parco”, with legal personality and a legal and
administrative headquarters within the park’s territory, under the tutelage of the
Ministry of the Environment.
Other governance tools for national parks include: the Park Plan, which reflects
the interests of all the stake-holders present in the protected area (art. 12);
regulations, which list permitted activities and the modalities in which they can be
implemented in order to be compatible with protection (art. 11); the multi-year
economic and social plan, whose goal is to promote economic activities –
especially tourism – aiming to foster the socio-economic development of the
communities living within the park.
2. The role of the one-stop-shop in the implementation of tourism
activities within natural parks: guidelines for developing a model
With regards to the former aspect, sustainability parameters for
tourism can be deduced from voluntary instruments such as “eco-label”
certifications.
Quality certifications can thus be construed as a necessary
condition – since they are mandatory in order to launch tourism activities –
and as a tool to valorise tourist infrastructure. In the case of ecotourism,
such as that which can be practiced in protected areas, certified
sustainability is a factor that increases the credibility of such activities, and
takes on economic importance since it is centered on environmental
sustainability.
From a sociological point of view, labels are an attraction for all the
consumers who identify with a given lifestyle, and who feel that such a
415
product represents their values. In the case of tourism within protected
areas, tourists who place high value on environmental factors will prefer
structures whose sustainability is certified, whether or not they are actually
better than non-certified ones.
The use of labels necessarily implies the involvement of the institutionally
relevant bodies, such as the region, the park authority, and the municipalities
located within the park.
Existing laws that regulate protected areas (art. 25, law 394/91) could be coupled
with voluntary regulations drafted by the relevant authorities. It is also possible
for these authorities to create their own, autonomous certification system, and in
this case the one-stop-shop for productive activities would become an
“operational arm” that promotes and valorises the certification model in question,
as well as helping firms in implementing the procedures to be followed for
releasing certifications and final procedures.
In broad terms, the tasks that each agency could carry out include:
A. The regional government will have to promote the initiative,
valorise it, and create the necessary legal and economic conditions
in order to implement it. Economic support for the project on the
part of the region is indispensable for its successful
implementation.The existence of heterogenous models of
certification introduces the need for a selection process for the best
projects; in these case calls for bids could be the best solution for
the selection process. Higher impact initiatives could also be
developed with the selection of a specific certification model for
regional park, and the consequent stipulation of a memorandum of
understanding between the region and the institution that developed
the selected model. Due to the voluntary nature of the various
models, adhesion on the part of the entity in charge of the specific
territory could be the way to institutionalise the selected model.
B. Regional parks and the local administrations that are involved in
them could consensually adhere to the model selected by the
region. We stress that unless the choice of the region is binding, the
local decision to adhere to the selected model must depend on an
agreement between the park authority and local administrations,
keeping in mind that the latter may decide to proceed
autonomously.
C. The implementation of the model could be delegated to the onestop-shop for productive activities.
416
3. Some toughts on the problems associated with one-stop-shops and
tourism in protected areas.
The introduction of new management modules in the public administration
undelines the different approach of institutions with regards to administrative
activities.
Administrative activity is no longer characterised by norms that operate according
to automatic mechanisms, but by a new way of undertaking administrative
activity focused on “doing” and on achieving efficient and effective results.
This innovation was followed by the setting up of so-called “complex
organisational tools”, defined as such since they operate on various levels of
institutional organisation and they interact with all the different territorial
components (social, economic, cultural, etc.).
With great difficulty, local institutions understood the scope of the innovations
regarding their new role imposed by the institutional and constitutional reforms of
the 1990’s, often underestimating the opportunities they had to knowingly
transform their local territory.
As the successes and failures of one-stop-shops for productive activities teach us,
the activation of one-stop-shops for environmental activities will have to
overcome the same problems, especially with regards to procedural blocks.
Other problems with the one-stop-shop have to do with the following: the nature
of simplified procedures, interventions that are not in accordance with urban
planning instruments, and recurring to service conferences.
We feel that a one-stop-shop for environmental activities should be used only on a
regional scale and in a strictly administrative manner.
The differences between an environmental one-stop-shop and a one-stop-shop for
productive activities are evident, since while the latter is targeted to a single user,
the entrepreneur, the environmental one-stop-shop deals with environmental
interests that are transversal and cross-cutting. It is the place where environmental
requests converge from all interested sectors: institutional, normative, social, and
cultural.
It is important to determine management rules and coordination not only with
institutions, but also with the activities of one-stop-shops for productive activities,
construction, etc.
General surveys (e.g. in the Abruzzo region) have shown that the most significant
shortcomings in the environmental field can be found in the regulation of
management activities, and it is in this field that the environmental one-stop-shop
becomes indispensable.
The law on tourism n. 135/91 regulates management aspects by defining certain
operational standards, such as those aiming to ensure the unitary nature of the
tourism sector, the protection of consumers, firms, and tourism-related jobs.
417
Nevertheless, with regards to protected areas, management is not limited to
regulations but includes project management, which is broken down into strategymaking and implementation.
“Best practices” play a very important role in strategy-making, while project
implementation requires a detailed action plan for each phase of the project.
Training and planning instruments (e.g environmental impact studies) must also
be taken into account, as they create the neccessary technical and administrative
skills to support management activities within the environmental one-stop-shop.
In conclusion, the role of the environmental one-stop-shop is not merely to
provide authorisations (in fact, one could argue that environmental one-stopshops have no administrative role whatsoever), but also to fulfill a socioeconomic need for information, consultancy, and promotion, thus becoming a
“complex operational instrument” for the implementation of local development
and valorisation policies.
4. Cases of joint one-stop-shops at the regional level.
In order to evaluate the possibility of assigning greater importance to the role of
the one-stop-shop for productive activities as a propulsor and consultant for
tourism development in protected areas and parks, we must analyse the type of
one-stop-shops present in those areas, existing tourism infrastructure, and tourism
demand.
We have found that joint one-stop-shops are frequent in protected areas, since
hilly and mountainous regions host small municipalities that often form joint
associations, such as Unions of Municipalities and Mountain Communities, in
order to save time and resources.
We are paying greater attention to Mountain Communities because they are larger
that Unions of Municipalities, and because they are the only bodies with fully
operational joint one-stop-shops for procuctive activities.
Abruzzo
The recent study58 on the management problems of small municipalities in the
interior and national areas of Abruzzo national park, undertaken by the University
of Ancona, found that forms of aggregation for the park’s municipalities can be
considered an opportunity for increasing the managerial efficiency of each single
municipality.
58
Information from Il Giornale dei Parchi, n. 27 of June 1999.
The study was led by F. Sotte and E. Chiodo – University of Ancona, and G. Giordani –
Technical Office, Municipality of Ancona, and starts with measuring performance for a
homogenous sample made up of the 22 municipalities of Abruzzo National Park.
418
The analysis is based on a battery of budget indexes, with data arising out of final
balance certificates (summaries of budgets compiled annually, for statistical
reasons, by all municipalities, based on uniform models with the advantage of
containing information that is more readable than the one included in the final
balances themselves), with the fiscal year 1994 being the reference point.
More specifically, the lack of services associated with the small size and difficult
access of mountain municipalities, is dealt with by law n. 97/94 “New
dispositions for mountainous areas”. This procedure incentivates – and proposes
once again with respect to law n. 142/90 – the joint excercise of functions and
municipal services on the part of Mountain Communities for certain important
sectors: the creation of technical and administrative facilities, waste collection and
disposal, local and school transportation, municipal police services, social
services for the elderly, youth training and orientation, and public works (art. 11).
We should stress the possibility for coordination and association for the
impementation of certain functions and services that the recent law n. 127/97 (the
so-called “Bassanini 2” law) calls for; in particular, with regards to the
management of financial services, art. 3, comma 2 of D.lgs n. 77/95 explicitely
includes the possibilities of stipulating conventions between institutions.
With regards to managing shared services, the research cited above refers to
individual demand services, those services that are difficult for the private sector
to furnish as they are not profitable, that are specifically targeted to citizens and
families, and that are limited to the municipal territory.
Obviously, services such as the register of births and civil status must be present
in every municipality, while many administrative functions and services (office
co-ordination and direction, considering the advantages that arise out of
specialisation in complex matters, whose normative context changes constantly)
can be fulfilled in a coordinated or joint manner without causing single
administrations to feel “robbed” of their own autonomy, especially if within the
municipality there is an ad hoc desk for citizens that can ease the relationship
between the users and managers of public services (see interviews with WWF and
R. Mascarucci).
Recent norms on personel (D. lgs 80/98 and current collective bargaining
agreement) also offer the opportunity for undertaking such a strategy for small
administrations in order to fully valorise senior administrative officials.
The joint management of certain administrative services or functions, the creation
of a one-stop-shop for citizens to provide information and take care of
administrative practices, telematic links between administrative bodies are some
of the examples of necessary activities highlighted by this analysis. These
activities are particularly well suited to protected areas, due on one hand to the
similarity of the problems that municipalities have to face (small size, difficult
accessibility, importance of environmental issues in the organisation and
management of services), and on the other due to the presence of the park
authority that can play role in terms of promotion, coordination, and support.
419
The Abruzzo region tried to implement programmes (Life, Leader) that would
stimulate a shift of the labour force and the private sector from traditional and/or
less productive sectors (agriculture, commerce, construction) towards more
dynamic ones (services to firms, individuals, activities tied to tourism and the
environment)59, in which the one-stop-shop’s role as a “propulsor” and
“consultant” is supported by the planning tools of the Abruzzo regional
government.60
Lazio
In the case of the Lazio region, which includes over 50 different protected areas,
with about 35 authorities in charge of their management, including 9 “Park
Authorities”, these areas guarantee the protection of essential ecological processes
and of the so-called “environmental services”; they can ensure the
implementation and functioning of material and immaterial networks to facilitate
territorial marketing activities and to promote new administrative procedures
(one-stop-shop for citizens and firms); they participate in a substantial way in the
development of local systems to promote partnership activities (for example in the
application of the sustainable tourism charter for protected landscapes).
As a further emerging question, the Lazio experience suggests that an
organisational and management system is underway that, albeir indirectly,
supports new alternatives to traditional forms of tourism.
Protected areas in Lazio are a key element within a wider, nation-wide and EUwide sustainable development effort, since they include the vast majority of sites
of community interest (SCI) and special protection areas (SPA) detailed in the
Habitat Directive and in the Natura 2000 network, which are in turn necessary for
Agenda 2000 and the new planned expenditures of structural funds.
Basilicata
The Val d’Angri National Park, which includes 30 municipalities, calls for the
creation of a one-stop-shop for parks in the Basilicata region, whose aim will be
to streamline bureaucratic procedures.
59
Souce: DocUp Abruzzo 2000-2006
DocUp 2000-2006 calls for the implementation of the SUAP in Measure 1.3.2
“Sensibilisation activities for the promotion of the employment in IT in the productive
system”;
The DPEF for 2002-2004 defines the role of the region in developing the information
society and identifies the priority objectives to be pursued through the Action Plan for the
Development of the Information Society and e-Government (PASI);
PASI’s objectives include the implementation of a regional telematic network for onestop-shops.
60
420
Campania
The Campania region has also launched a series of initiatives regarding one-stopshops.
In the Monti Lattari Park, there is a proposal to create a one-stop-shop for
construction, and to link it with the one-stop-shop for productive activities (La
Città di Salerno, May 30, 2003).
The park authority has explored the possibility of registering with the
‘promotional catalogue’ for hospitality (presented at the Milan Tourism Expo in
2003). The desk, hosted by the SIT offices at Certosa di Padula and active since
January 2003, contacted accomodation facilities in the Vallo di Diano, Cilento,
and Alburni mountains in order to list them in the catalogue. These are facilities
that offer particular, local-style accomodations: agri-tourism facilities, rooms for
rent, bed-and-breakfasts.
Along with preparing the catalogue, the park is responsible for encouraging
hospitality by using historical buildings and homes that each single citizen will be
able to turn into accomodation for tourists.
Sicily
Recently, the Nebrodi Park has been at the centre of a synergy that allowed for
the approval of three integrated territorial programmes (PIT), which will include
72 financed projects for firms falling within the territory of 45 municipalities
included within three PITs:
PIT 1 Tindari Nebrodi;
PIT 2 Central Thyrennium tourism pole;
PIT 3 Nebrodi
The heads of the three PIT for the new tourism campaign met at Capo d’Orlando
to identify shared strategies and synergies that will promote the development of
this area of Sicily, which is thought to be the most promising one from an
investment point of view (Gazzetta del Sud, August 2, 2003).
Among the proposals presented on that occasion, the directors of the Nebrodi
Park expressed their willingness to create a one-stop shop to be hosted by the PIT
office, in order to accelerate authorisation procedures.
The goal is to create a territorial network, a district that can integrate and gather
all the available resources for re-launching the territory.
421
7. One Stop Shop for tourism and receptive activities
Definition of a single procedures model.
The One Stop Shop for tourism activity is an element of a wide-ranging reform
programme and represents only one of the legislative measures introduced to
increase simplicity and transparency. The motive for the reforms stem from the
confusion surrounding procedures for productive activities, which is regarded as
an obstacle to enterprise.
The problem was tackled with the introduction of legislative decree No. 112/98,
implementing law No. 59/57. It re-examined the existing procedural structure,
simplifying and slimming it down. At the same time the Regions and local
authorities were given control of the administrative duties and functions
previously entrusted to the state. In this context the procedure must appear
applicable to the implementation of tourism-receptive enterprise.
The regulation in question is derived from article 9, paragraph 6. With the aim of
extending the principles of simplicity and singularity to procedures for touristreceptive enterprise, it determines that “ Administrative procedures […] regarding
tourist professions and activities must conform to the principles of promptness,
singleness and simplification, including the introduction of One Stop Shops, and
they shall comply with procedures regarding the authorisation of other activities,
if more favourable. The Regions shall begin the implementation of this current
paragraph”.
The second part of article 9 reports: “ the regulations issuing from articles 23, 24,
25 of legislative decree 112/98 are extended to tourism enterprise.
The state legislator has evidently stressed the autonomy of the Regions in the
detailed implementation of the principle of procedures for the tourism-receptive
sector, but he has also extended the administrative functions regulations derived
from articles 23, 24, 25 of leg. Decree 112/98 and related implementation rules,
thus applying One Stop Shop regulations for enterprise, together with the related
procedural simplifications.
One Stop Shop activities merit close attention if extended to a nationwide sphere
like that of the nature parks, and especially if the environmental compatibility of
the activity is to be gauged by the various forms of environmental certification.
The Region’s regulatory intervention is therefore important for starting the
system, turning it into an instrument of environmental and economic policy, and
also to provide a common statutory base that will ensure its uniform application
throughout the regional territory.
Regional intervention is considered suitable for using the system of
environmental certification as a verification instrument for the presumed
environmental compatibility of the tourism-receptivity structure, both for the
reducing towards singleness of the regulation of the effects of certification in the
protected areas, and for supporting economic incentives for the implementation of
the certification system.
422
The Region could provide guidelines that the single public administrations (and
through them the One Stop Shops for enterprise activities) would be obliged to
abide by in their intervention in specific cases.
The treatment of tourism receptivity and the implications of the One Stop Shop
for enterprise activity necessarily entails a comparison of the relative governing
rule and reflection on issues of practical relevance, drawn from procedural and
positional aspects of a tourism receptivity structure.
With regard to procedure, the only authorisation determined by law No. 135/01
(unlike that called for in presidential decree No. 447/98 and it subsequent
modifications) excludes the weighting of construction, town planning and sanitary
hygiene interests. Instead, it refers to the carrying on of receptivity and inherent
activities. This confirms the value of the One Stop Shop and its procedures, since
it allows the inclusive assessment of construction, town planning and sanitary
hygiene factors involved in the carrying on of a receptive activity.
A fundamentally important issue is the identification of the area where the touristreceptivity is to be localised, especially when it takes place in an area with a
specific form of planning rules, as is the case with the Park Plan.
Law No. 135/01 omitted the planning regulations for identifying tourismreceptivity areas, leaving it instead to the competent authorities, so that in the
absence of specific rules for the localisation of a enterprise, the pre-existing
norms remain in force, having been established in accordance with the past
constitutional framework, until such time as they should be replaced by new
regulations decreed by the authority with responsibility for the new system.
So if the identification of the areas precedes localisation, the One Stop Shop has
an essential information function for deciding where an activity should be located,
the type of use of the area, and the existence of any restrictions on the type of
receptive activity to be carried on in the building structure.
Regarding the localisation of the receptive structure, the DPR No. 447/98
regulations on One Stop Shops allows private companies to derogate from current
regulatory stipulations when planning an enterprise, by presenting an altered
project. The regulation, contained in article 5 of DPR 447/98 is motivated by the
need to encourage simplification, in the particular case of procedures regarding
city planning variant to common, and consequently, productive investments.
The current town planning instrumentation for tourism-receptivity structures,
which may differ from the project, can be not only “altered”, but also “derogated”
(article 14 DPR No. 30/01) through the institution of the derogating concession.
This is possible according to prevalent opinion (State Concession No. 1641/1999)
because the receptive structure is considered to be a building of public interest.
The institution of derogation however presents a more clearly defined operational
sphere, regarding only the area density of the buildings and their height and
distance apart.
A further reflection must be made on authorised procedure regarding tourismreceptivity, particularly on what type of single procedure is applicable.
423
In this case the DPR No. 447/98 applies, and contemplates the two procedures –
the simple one for conference of services and the procedure through self
certification.
The procedure through self certification appears more streamlined in that inquiry
simplification centred on self certification and rulings centred on silent assent can
be added to procedural unification of the One Stop Shop. However it is subject to
severe limits, probably dictated by its pronounced simplification (article 6,
paragraph 1, DPR No. 447/98 and subsequent modifications).
A problem emerges regarding the relationship created between procedure through
self certification and sectoral procedures that are not absorbed by it. In the
absence of a specific union regulation these sectoral procedures should run
autonomously, thwarting the unification of procedure.
We can infer from article 6 paragraph 1 and paragraph 6 of DPR No. 447/98 and
subsequent modifications, that the unification of procedure and simplification
through self certification are operations where the exclusion of one (self
certification) does not eliminate the other (procedural unification), so the One
Stop Shop proceeds ordinarily towards the assumptions of authorisations for
which self certification is not allowed, linking the sub procedures to the times
required for silent approval.
Tourism and receptivity structures generally cannot be included among the
facilities excluded from self certification (article 1, paragraph 3, DPR n. 447/98),
though there are some exceptions concerning the VIA ( see point 8 enclosure B of
DPR 12.04.1996, e.g. campsites, holiday villages covering more than 5 hectares
etc.). In this case, i.e. that of receptive structures whose characteristics require
environmental impact evaluation, which can not be replaced by self certification,
it follows that recourse to the self certification procedure ex article 6 DPR No.
447/98 is not excluded. The latter will be able to coexist within the single
procedure with a sub-procedure completed in accordance with current rules.
In brief, with the singleness of the procedure carried out by the one-stop shop
remaining unchanged, it will develop into a ordinary sub-procedural phase,
affecting environmental impact evaluation,; it will evolve also into another
simplified one based on self-certification. However the enabling provision will be
unique in respect of the rules governing the activities of one stop shops.
A different question is the procedure enforcement through self-certification for
tourism and receptive facilities, if they come under landscape constrained zones.
The emerging question is whether self-certification concerning the respect of
rules on environmental protection covers the compliance with landscape
constraints.
It is not considered possible to arrange the replacement of landscape compliance
through self-certification for two reasons. Firstly, although the control of the
intervention’s landscape compliance is oriented to the protection of various
interests, it shares the same reason as that of the control function in construction,
so that to be coherent with the latter, the introduction of self-certification in the
context of landscape authorisation should be considered inappropriate. Moreover
424
the importance of the protected interest emerges, which requires discretion on the
part of the administration, and so the submission of the declaration to the private
operator, even in the form of self-certification, seems inappropriate.
On the contrary, with regard to the nulla osta for which the Ente Parco is
responsible, even if the particular importance of the interests would tend towards
adverse opinion on self-certification, it is the norm itself that provides the silent
approval (article 13, paragraph 1, Law No.394/91).
In conclusion, with particular reference to the tourism- receptive sector, the selfcertification procedure allowed by article 6 of DPR No. 447 of 1998 and s.m.
seems fully attemptable, although not every provision can be self-certified.
Obviously, every procedure will follow its course within the due timescale, even
if article 27 bis of leg. Decree No. 112/98 imposes a union of the various
administrations. Therefore what is to be hoped for is orchestration – signalling the
commencement of the procedure - between the different administrations involved
in the organisation of the single procedure, geared towards good time
management and procedural coordination.
In the case of tourist-receptive structures, the possibility of non- self certifiable
intervention by the public administrations is found in the case of VIA and
landscape authorisation. In these cases the procedural course can be based on and
coordinated with the single procedure performed by the one stop shop.
One last point to consider is that the authorisation called for in article 9, paragraph
6, Law No. 135/01, extends the introduction of the one stop shop not only to the
realisation of the tourism-receptive facilities, but also to the release of licences
for tourist activities.
The abovementioned authorisation enables the following to be effected:
• The receptive service
• The distribution of food and drink to people using the accommodation
and their guests
• The provision of newspapers, magazines, films, postcards, stamps
• The installation of recreational equipment
• The licence of P.s
• There are other authorisations, which although connected to the receptive
enterprise, are not covered by such an authorisation. They are, however,
provisions that can be traced back to the single procedure conducted by
the one stop shop. They are:
• Applications for driveways to be kept clear
• Authorisation for a garage
• Sign installation
• Licence for installation of a lift
• Health authorisation
• Alcohol sales licence
425
To sum up, we can conclude by saying that for the opening of a new receptive
structure, a procedure through self certification is foreseeable, pertaining to article
6 DPR No. 447/98, broken down into the following points.
1 Self certification relating to the profiles indicated by the abovementioned
regulation, including health hygiene, which excludes the need to release
not only health authorisation but also building safety, with an exclusion
for the nulla osta for fire prevention;
2 Sub procedure for the release of authorisation on the carrying on of hotel
business, as per article 9 Law No. 135 of 2001, not subject to silent
assent;
3 Sub procedure for qualification for construction work, the possibility
remaining of recourse to the d.i.a. and the so-called “super d.i.a.”;
4 Recourse to sub-procedure as per regional regulation No. 119/2002 for
the release of the landscape nulla osta, as well as (in those limited cases
where it is obligatory) of the V.i.a. and the valuation of environmental
impact. Where reference is made to a projected hypothesis of single
procedure, the Ente Parco’s intervention during the services Conference
may be valid for the environmental profile and as an act of assent for the
release of the nulla osta under its control.
5 Conclusion with the explicit release of the provision i.e. with silent assent
becoming effective 60 days after the application, and prior to the
attainment of other authorisations. Given an anticipated mixed character
of the procedure in question, prior orchestration is required between the
various administrations on adherence to the terms for the release of the
sub-procedures, in accordance with article 27 leg. Decree N0. 112 of
1998.
426
Tourism General Scenario
Cultural and Tourist Resources, Formez
Tourism refers to the practice of staying in a place or places or than their normal
residence, for not more than one consecutive year, for pleasure, business or other
motives. This multiform sector requires the work of many people and involves a
number of different economic activities.
Different types of tourism can be distinguished on the basis of the following
criteria:
• The purpose of the visit e.g. leisure and free time, including holidays,
culture, health, visits to friends and relatives (VFR), and also business
and professional trips, including conferences and meetings.
• Duration of the stay (a weekend, a business trip or for holidays,
traditionally longer.
• Nature of the trip (domestic or international destination).
• Type of destination (countryside, city, seaside or mountain).
• Distance of trip (long distances and brief journeys).
• Category of tourist (young people, families, etc)
For many people holidays are no longer a luxury but a necessity of life. This trend
seems set to continue. Tourism generally encompasses a series of different
components, such as:
• Accommodation
• Attractions
• Tour organisers and intermediaries.
Although not strictly speaking a part of the tourist industry, passenger transport
plays an essential role since mobility is an intrinsic part of any tourist activity.
European tourism provides work for 8 million people
With 8 million people directly employed in the EU tourist industry, tourism’s
contribution in terms of jobs provided is considerable, especially in those
economies where tourism is stronger. The industry has also had a big impact on
jobs in connected industries. It is considered one of
427
Source: World Tourism and Travel Council, 2001.
the main future sources of employment, especially in marginal and less developed
regions. It is calculated that jobs in travel and tourism within the EU will increase
by around 2 million in the next ten years.
In structural terms, small and medium enterprises (SME) play an important part.
European tourism is dominated by SMEs, in which more than 99% of firms have
less than 250 employees, and make a considerable contribution to the GDP of the
member states. In 1997 tourist sector SMEs made up 7.4% of the total of SMEs in
Europe, and contributed 6.5% of SME total turnover in Europe.
428
Source: PricewaterhouseCoopers, 2001. Adapted by: Poon, 1993, and Cooper.,
1998
A model for tourism
Tourism is one of the world’s chief economic activities and has fundamental
repercussions on economic growth, balance of payments, employment and
regional equilibrium in the case of single countries and regions. As the chart
above illustrates, tourism can be considered as being composed of a large number
of producers, distributors and intermediaries. While in the past, the boundaries
between the various market categories were distinct, the advent of vertical and
horizontal integration has blurred these borders.
Europe is the most visited tourist destination in the world
429
Europe welcomes almost 60% of international world tourism. This high
percentage is explained by the close proximity of the relatively small countries of
Europe, which encourages intra-European travel. Three quarters of Europeans
who leave their own country travel within Europe (=cross border tourism).
Overnight stays in collective
accommodation (Mio)
Balance of payments - Travel
Country
Total
Non
residents
Residents
Income (Mio
euro)
Income
(euro) non
reditents
Belgium
29,2
13,7
15,5
6868
443
Denmark
25,2
15,2
10,0
4366
437
Germany
298,5
256,1
42,4
17526
413
62,0
14,7
47,3
10061
218
Greece
Spain
227,3
83,4
143,9
33659
234
France
278,1
171,3
106,8
32442
304
Eire
30,7
9,1
21,6
2790
129
Italy
332,4
194,8
137,5
29823
217
Luxembourg
2,5
0,2
2,3
1023
442
Netherlands
82,8
55,3
27,5
7962
290
Austria
90,7
26,2
64,5
10746
167
Portugal (1999)
41,3
16,2
25,1
5783
230
Finland
16,0
12,0
4,1
1417
348
Sweden
United Kingdom
Total
38,8
31,2
8,7
4037
466
289,3
212,2
77,2
23695
307
1845,0
1112,0
733,0
Source: Eurostat 2000
The table above illustrates the distribution of tourism in Europe, indicating the
number of overnight stays made by residents and non-residents.
The European market share is falling despite the doubling of arrivals
since 1980.
Although Europe received a decidedly higher number of tourists than in 1999, the
growth recorded by alternative destinations entailed a decrease in the European
share of international arrivals. Despite doubling in real terms between 1980 and
1998, this increase in fact represents a fall by five percentage points, going from
63% down to 58%.
430
International tourist arrivals – Global market shares, 2000
4%
3%
19%
America
East Asia/Pacific
Europe
16%
Africa
Middle East
58%
Source: World Tourism Organisation, 2001
Outlook – 717 million international arrivals by 2020
The WTO predicts 717 million cross-frontier tourist arrivals by 2020, equivalent
to an annual growth rate of 3%. It is thought that arrivals will increase most in
central and eastern Europe, rather than western Europe.
Despite the uncertain climate after 11 September 2001, many factors will
contribute to the increase in travel in the future, involving an increasingly diverse
range of travellers. The growth will be stimulated by factors such as the
introduction of the euro, greater variety and innovation, for example the advances
in transport with high speed trains and bigger aeroplanes, offering new
possibilities for the further growth of tourism. A “new Europe” is taking shape,
not just physically, with the enlargement of the EU, but through the impact of
new forces that are shaping the continent, the environment and our way of living
and working. Although the future may be uncertain, it is clear that current and
future changes will bring new strategic and practical challenges for all enterprises,
including European SMEs, who will find themselves having to face more
dynamic markets in rapidly evolving economies.61.
This publication deals with those forces that in the future will change Europe and
the external environment. These forces can assemble in so-called STEEP
61
PricewaterhouseCoopers New Europe Programme
431
frameworks,
an
acronym
referring
to
forces
of
change
that
can
Source: PricewaterhouseCoopers, adapted by Cf Freyer, 1995
be distinguished as Social, Technological, Economic, Environmental and
Political. They operate independently just as much as they do in collaboration, to
intensify evolution in Europe. All these factors influence the tourist sector to a
greater or lesser extent, and some of them affect certain divisions more acutely.
This publication shows the results of two types of investigation:
Investigation on the sectoral level:
investigation in the field: an investigation involving 3,850 SMEs in the entire
EES. It is the result of the SME managements’ own self-assessment.
The results of both investigations are used in various chapters of the publication.
Concluding remarks
European tourism has had a glorious past; the future also seems very promising.
The market is evolving towards a situation in which the fundamental elements are
constituted of enterprises linked through networks, the integration of systems and
the creation of relationships with the client. The guidelines offered in this
publication indicate that the full exploitation of tourism potential can only be
achieved by resolving structural issues.
One of the main challenges will be to revitalise the SME sectors. This group
includes many enterprises and employees, and has always been the hub of the
tourist industry. But competition from multinationals increases every year, and
the SMEs risk being marginalized if suitable measures are not taken.
432
Tourism has always been a people based industry. The tourist’s perception of
quality depends strongly on the staff employed by tourism enterprises. These
businesses must therefore guarantee an adequate level of competence among their
staff.
The internet has already brought a huge change in the way tourism products are
sold. The impact of new technologies will become even more profound, given
that it will be possible for businesses to communicate and link together in
networks.
European Commission
Structures, efficiency and competitiveness of European tourism and its enterprises
Luxembourg: Official publications office of the European Community
433
Scheda informativa C.A.I.MED.
Il Governo italiano, rappresentato dal Ministro della Funzione Pubblica
italiana dell’epoca on. Franco Frattini e le Nazioni Unite, rappresentate dal
dott. Guido Bertucci, hanno firmato il 21 maggio 2002 un accordo di
cooperazione internazionale, finalizzato allo scambio di innovazione nella
pubblica amministrazione, con riferimento alla Risoluzione 50/225, affidando
all’UNDESA (United Nations Department for Economic and Social Affairs) per
le Nazioni Unite ed al Formez – Centro di Formazione Studi per il
Dipartimento della Funzione Pubblica, l’istituzione del “Centro per
l’innovazione amministrativa nella regione Euromediterranea”, con sede a
Napoli.
Il Formez Centro di Formazione e studi è l’Agenzia nazionale che assiste il
Dipartimento della Funzione Pubblica Italiano nel coordinamento delle
politiche formative per il settore pubblico.Tenuto conto dell’esperienza
acquisita nel sostegno ai processi di riforma amministrativa ed al
rafforzamento delle competenze del personale delle Regioni e degli Enti
Locali, il Formez, in detto Memorandum, è stato individuato come
l’Istituzione italiana che, in ragione delle funzioni attribuite e del know
how acquisito, e d’intesa con UNDESA, potesse darsi carico di attivare il
Centro per la promozione e lo scambio delle innovazioni nelle pubbliche
amministrazioni tra Europa e Regioni del Mediterraneo. (C.A.I.MED.)
Obiettivi del C.A.I.MED.
L'obiettivo del C.A.I.MED. è quello di promuovere la diffusione delle
conoscenza e delle esperienze delle pubbliche amministrazioni fra Europa
e regioni del Mediterraneo, nell’ottica di fornire assistenza ai paesi delle
regione Mediterranea nel processo di riforma delle pubbliche
amministrazioni e promuovendo la loro progressiva armonizzazione con i
modelli e le buone pratiche e le innovazioni rilevate nei sistemi
amministrativi europei ed internazionali.
Si agevolerà la conoscenza delle procedure decisionali ed amministrative
dell’U.E., raccordandolo col sistema ordinativo, procedurale e decisionale
dell'UE e dei paesi membri.
Allo stesso tempo, il Centro incoraggerà i paesi del Mediterraneo a
beneficiare delle esperienze realizzate in altri paesi della regione.
Si promuoverà presso l’alta dirigenza e gli interpreti dell’innovazione dei
paesi euro-mediterranei l’obiettivo di lavorare su modelli basati sulla
cooperazione finalizzati all’attivazione della sussidiarietà orizzontale e
verticale nei processi, programmi, e progetti di innovazione amministrativa
.
Aree di intervento del CA.I.MED.
Nel Memorandum siglato il 21 maggio 2002 è sancito che l’UNDESA ed il
FORMEZ opereranno con progetti e programmi congiunti nei seguenti
campi:
(a)
(b)
(c)
(d)
(e)
(f)
(g)
(h)
(i)
(j)
Ricerche sul tema della armonizzazione dei sistemi
amministrativi nazionali e sul diritto amministrativo
comparato;
Sviluppo e sperimentazione di nuove modalità di lavoro
nella pubblica amministrazione;
Sviluppo e sperimentazione di nuove modalità e tecnologie
di erogazione dei servizi pubblici alla cittadinanza;
Promozione di processi di "capacity-building" e formazione
dei funzionari responsabili di tali funzioni;
Promozione di attività di scambio di conoscenze, tecnologie
ed esperienze con altri paesi, in specie quelli in via di
sviluppo, nel quadro della cooperazione tra Europa e
Regioni del Mediterraneo;
Bilancio delle esperienze pilota realizzate nei paesi in via di
sviluppo. Tale attività includerà sopralluoghi da parte del
personale Formez in altri paesi e viceversa, con
sopralluoghi effettuati da altri paesi presso il Formez, che ha
condotto esperienze significative nel campo della riforma
della Pubblica Amministrazione;
Preparazione di "pacchetti" formativi nel campo della
innovazione dell'amministrazione pubblica;
Creazione di una rete informatica via Internet, alla quale
affluiranno costantemente gli input provenienti dalle
istituzioni sub-regionali, locali/nazionali e interregionali.
Tale rete costituirà un utile strumento per la diffusione delle
'best practices' nel settore della pubblica amministrazione,
nonché per le attività di formazione a distanza e formazione
continua;
Mobilitazione di competenze di alto livello, per
l'organizzazione di seminari internazionali, workshops e
attività di formazione;
Diffusione dei risultati del lavoro del Centro.
438
Paesi diretti beneficiari
I paesi direttamente beneficiari sono stati selezionati seguendo i criteri
adottati dalla Banca Mondiale nella classificazione dei paesi in via di
sviluppo:
Libano
Macedonia
Marocco
Serbia e Montenegro
Siria
Tunisia
Turchia
Albania
Algeria
Autorità Palestinese
Bosnia-Erzegovina
Croazia
Egitto
Giordania
Libia
Destinatari e collaboratori delle attività del Centro potranno essere gli altri
paesi della regione Euro-Mediterranea, ad esempio: -Cipro, Israele, Malta,
Slovenia- Francia, Grecia, Italia, Portogallo, Spagna, nonché i cittadini, il
settore privato e la società civile di tali paesi.
Le attività saranno realizzate tenendo conto di una articolazione subregionale: Area Balcanico - Adriatica, Area Nord Africana, Area EgeoMedio-Orientale.
Il Caimed in web
www.caimed.org
Il sito web del Caimed è uno strumento utile per la condivisione delle
informazioni, e per la divulgazione di best practices nelle pubbliche
amministrazioni e per il sostegno alla formazione continua e/o a distanza. Il sito
contiene i più avanzati studi nazionali e comparativi dei Paesi dell’area euromediterranea e la documentazione relativa ai sistemi delle pubbliche
amministrazioni dell’intera regione. Il sito web del Caimed è il link dedicato
all’area euro-mediterranea del più ampio Global Network delle Nazioni Unite
sulla pubblica amministrazione (On-Line Regional Centre of the United
Nations Global Network on Public Administration) il cui indirizzo è
www.unpan.org
La struttura del Caimed
Comitato di direzione
439
Secondo il Memorandum di Intesa fra le Nazioni Unite e il Governo
Italiano per la Promozione dello Scambio delle Innovazioni nella Pubblica
Amministrazione fra Europa e Area Mediterranea, un Comitato di Direzione è
incaricato del monitoraggio dell'attività del CAIMED. Del Comitato di
Direzione fanno parte un componente nominato dal Ministro della Funzione
Pubblica in rappresentanza del Dipartimento della Funzione Pubblica, il
Direttore del Formez e il Direttore della Division for Public Administration and
Development Management del Dipartimento delle Nazioni Unite per gli Affari
Economici e Sociali.
Il Comitato di Direzione :
Antonio Naddeo
Vice Capo di Gabinetto
Dipartimento della Funzione Pubblica
Marco Bonamico
Direttore Generale
Formez - Centro Formazione Studi
Guido Bertucci
Direttore
Division for Public Administration
and Development Management
United Nations
Il Direttore del C.A.I.MED, Giuseppe Pennella, è stato nominato dal
Formez d’intesa ed in raccordo con il Dipartimento della Funzione Pubblica
italiana e Undesa (United Nations Department of Economic and Social
Affairs).
Direttore: Giuseppe Pennella
Formez – Centro di Formazione Studi
c/o Comprensorio Olivetti
Via Campi Flegrei, 34
80078 Arco Felice di Pozzuoli (NAPOLI)
tel. +39 081 5250211; fax +39 081 5250312
e-mail: gpennella@formez.it
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Attività innovativa realizzata
L’attività finora realizzata dal C.A.I.MED. ha permesso l’elaborazione del
seguente materiale informativo e documentale, disponibile nelle lingue inglese,
francese e italiana:
Paesi mediterranei
•
Analisi comparata del livello di attuazione della riforma
amministrativa:
presenta lo stato dell’arte della riforma di tutti i paesi per le seguenti 6
aree tematiche: Decentramento, NPM, Relazioni con le Imprese,
Relazioni con i cittadini, Semplificazione e trasparenza,
Fabbisogni rilevati
(fonte: questionari)
• Analisi comparata dei 10 principali nodi sullo stato
dell’amministrazione
Riforma amministrativa, Rapporto Politica Amministrazione,
Rapporto Centro Periferia, Rapporto con i cittadini, Rapporto con
le imprese, Cura e attenzione dell'habitat storico ed ambientale,
Gestione delle risorse umane, Valorizzazione e sviluppo delle
risorse umane (formazione, etc.), Innovazione amministrativa,
Innovazione tecnologica (fonte: report)
• 18 Country Report: è disponibile un report sulla pubblica
amministrazione e sullo stato dell’arte delle innovazioni
amministrative introdotte per ciascuno dei seguenti paesi: Albania,
Algeria, Bosnia Erzegovina, Cipro, Croazia, Egitto, Federazione di
Serbia e Montenegro, Israele, Macedonia, Giordania, Libano,
Libia, Malta, Marocco, Siria, Slovenia, Tunisia, Turchia.
• Sintesi Country Report
• 18 Schede web-link (Albania, Algeria, Bosnia Erzegovina, Cipro,
Croazia, Egitto, Federazione di Serbia e Montenegro, Israele,
Macedonia, Giordania, Libano, Libia, Malta, Marocco, Siria,
Slovenia, Tunisia, Turchia).
Le Schede web-links sono articolate nei seguenti punti:
™ Forma istituzionale
™ Sistema amministrativo
™ Istituti preposti alla formazione nella P.A., Sistema
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universitario e Centri di Ricerca (Diritto, Economia)
™ Studi e ricerche, progetti sull’amministrazione,
finanza, etc.
™ Informazioni statistiche
™ Mass-media e fonti di informazione
• 17 Questionari sullo stato dell’innovazione amministrativa nei
seguenti paesi del Mediterraneo (Albania, , Bosnia Erzegovina,
Cipro, Croazia, Egitto, Francia, Giordania, Grecia, Iugoslavia,
Libano, Malta, Marocco, Portogallo, Slovenia, Spagna, Tunisia,
Turchia)
• Schede riassuntive questionari: le voci di riferimento delle
Schede questionari ricalcano i quesiti inseriti nel questionario e
sono le seguenti:
™ Paese
™ Istituzione di riferimento
™ Ambiti della riforma:
Decentramento
New Public Management
Relazioni con le imprese
Relazioni con i cittadini
Semplificazione e trasparenza
Altro
™ Aiuti ottenuti
™ Progetti attivati negli ultimi 5 anni
™ Fabbisogni rilevati
Paesi Ue
Sono state elaborate Schede informative per ciascuno dei 25 paesi UE sulle seguenti aree di indagine:
™ Ricognizione su Banche dati, buoni esempi, premi
alla
qualità segnalate dai paesi stessi, con particolare
riferimento alle seguenti tematiche:
♦ Banche dati
♦ Premi alla qualità
♦ Carte dei servizi
♦ Indagini sul grado di soddisfazione dei cittadini
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♦ Benchmarking
♦ Iniziative di diffusione delle buone pratiche
™ Individuazione delle unità organizzative preposte
all’attuazione della riforma amministrativa
™ Individuazione dei soggetti istituzionali che si
occupano di gestione della pubblica amministrazione
™ E-government
™ Sistema universitario e centri di ricerca operanti nel
campo dell’assistenza e della promozione di
innovazioni amministrative
™ Riviste specialistiche nazionali su tematiche di
pubblica amministrazione
™ Indice dei links ai siti web delle istituzioni di
riferimento
Meeting, seminari e giornate di studio
•
Consultative Meeting on Priorities in Innovating
Governance and Public Administration in the EuroMediterranean Region.
Il
“Consultative Meeting on Priorities in Innovating
Governance and Public Administration in the EuroMediterranean Region”, si è svolto presso la sede di Arco Felice
(Napoli) del Formez – Centro Formazione Studi dal 17 al 20 di
maggio 2004. Il Meeting è stato organizzato dalle Nazioni Unite –
Dipartimento degli Affari Economici e Sociali (UNDESA) in
collaborazione con il Formez, in linea con le attività del
C.A.I.MED. Il focus del meeting è stata la costruzione di un
gruppo di esperti, per poter presentare e discutere lo stato della
pubblica amministrazione in ogni Paese beneficiario,
identificando gli input per un piano di azione sulle priorità della
riforma della governance nella Regione Mediterranea. Il Meeting,
è stato organizzato in sessioni plenarie e tre workshop paralleli
dedicati alle tre macro regioni: Balcani, Nord Africa, Medio
Oriente.
A conclusione di tale meeting sono stati prodotti tre report
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inerenti le seguenti tematiche:
•
•
•
•
•
Politiche economiche innovative per le imprese nei paesi del
Mediterraneo – Volume I, (di 330 pagine); “Policies for business in
the Mediterranean Countries”
Welfare – politica sociale e sistema sanitario nei paesi del
Mediterraneo – Volume II, (di 350 pagine); “Welfare in the
Mediterranean Countries”
Esempi di buone prassi e governance nei paesi europei – Volume III,
(di 320 pagine). “Best Practices and governance in the European
Countries”
Ciclo di seminari internazionali sul tema “L’innovazione di frontiera
nella Pubblica Amministrazione”, dal titolo “Public innovation:
budget, accounting and control systems. Europe and
Mediterranean: comparison and avenues for interaction, svoltosi
presso la sede di Arco Felice (Napoli) del Formez – Centro
Formazione Studi dal 1 al 2 dicembre 2004.
L’esperienza di contabilità e bilancio nei Paesi Europei e
Mediterranei, è stata contemplata in due volumi dal titolo:
•
Public administration innovation: budget, accounting and control
systems. Europe and the Mediterranean: comparison and avenues for
interaction – Part I – The European Case (di circa 170 pagine).
•
Public administration innovation: budget, accounting and control
systems. Europe and the Mediterranean: comparison and avenues for
interaction – Part II – The Mediterranean Case( di circa 210 pagine).
Seminario su “La nuova politica di prossimità dell’UE ed area
euro-mediterranea- Esperienze, scenari e strumenti - Il ruolo del
sistema regionale italiano svoltosi presso la sede di Arco Felice
(Napoli) del Formez – Centro Formazione Studi il 18 febbraio 2005.
Il seminario di lavoro, a numero definito, animato dalla ricerca del
Formez,
rivolto
ai
responsabili
delle
politiche
di
internazionalizzazione delle regioni italiane, si è proposto di far
avanzare il dibattito sulle politiche di prossimità partendo dagli studi
ed analisi fin qui realizzati, dall’esperienza del sistema regionale e
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nazionale per farne condividere i risultati, successivamente, anche ad
altri sistemi regionali dell’area euro-mediterranea.
•
•
Giornate di studio in collaborazione con l’Università Bocconi, Master
in Economia del Turismo su Costituzione di un Network, “Best
practices e Turismo sostenibile nel Mediterraneo occidentale” nei
giorni 21 e 22 marzo 2005. Si è trattato di un primo incontro tra le
istituzioni, gli operatori e gli esperti dell’area Mediterranea
Occidentale, già impegnati in attività tese all’integrazione dei turismi
mediterranei in un’ottica di sostenibilità o alla cooperazione tra paesi
delle tre rive sugli stessi temi del turismo sostenibile. L’attenzione è
stata posta sull’Italia (regioni mediterranee: Liguria, Umbria, Toscana,
Sardegna, Lazio, Campania, Basilicata, Calabria e Sicilia) e Francia,
Spagna, Portogallo, Malta, Cipro, Marocco, Tunisia, Algeria e Libia.
Lo scopo di questa iniziativa consiste nell’attivare un sistema che
raccolga le esperienze e i progetti di turismo sostenibile già realizzati
e istituiti, quindi tutte le best practices, realizzate nell’ambito del
Mediterraneo Occidentale, per portarle ad un unico sistema accessibile
a tutti - un network.
Il Formez ospiterà dal 9 all’11 maggio 2005 nella sede di Arco Felice
il workshop: “Training and innovation in Public Administration.
Solidarity and cohesion - The Meeting of The Directors of
Training and Administrative Innovation Centres in Europe and
the Arab World”, organizzato su richiesta di e in collaborazione con
ARADO (Arab - Arab Administration Development Organization ,
con sede in Egitto). Il workshop rappresenta un momento di sintesi e
di continuazione rispetto alle attività portate avanti dal C.A.I.MED.
(Centro per l’Innovazione Amministrativa nella Regione EuroMediterranea). Al workshop parteciperanno i vertici delle principali
istituzioni e organizzazioni internazionali (ONU, EuropeAID, OECD,
ETF, ILO) europee e di tutto mondo arabo che si riuniranno per un
primo momento di confronto sui temi dell’innovazione e della
formazione nella pubblica amministrazione e getteranno le basi per
una comune piattaforma di cooperazione futura.
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