plani i zhvillimit te turizmit komuna kryevidh -...
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FONDI SHQIPTAR I ZHVILLIMITALBANIAN DEVELOPMENT FUNDK
PLANI I ZHVILLIMIT PLANI I ZHVILLIMIT TE TURIZMITTE TURIZMIT
PLANI I ZHVILLIMIT TE TURIZMIT
FONDI SHQIPTAR I ZHVILLIMITALBANIAN DEVELOPMENT FUNDwww.albaniandf.org
Ky publikim është realizuar në kuadër të projektit “Punët në komunitet III”, fi nancuar nga Banka e Këshillit të Evropës (CEB)
Ky“““PuBBBa
Grant nga Norway Trust Fund
EUROPARTNERS DEVELOPMENT
KRYEVIDHKOMUNA
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TourismDevelopment Plan
Commune of Kryevidh
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This tourism development plan for the Commune of Kryevidh was designed in theframework of “Community Works III” Project, financed by CEB (Council of EuropeDevelopment Bank) and implemented by ADF (Albanian Development Fund). The strategy isprepared by Europartner Development, the agency commissioned by Albanian DevelopmentPlan for preparation of this Tourism Development Plan.
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1. INTRODUCTION1. INTRODUCTION1. INTRODUCTION1. INTRODUCTION1. INTRODUCTION
1.1. Project Background.
The Albanian Development Fund (ADF) has commissioned the EuroPartners Development toproduce the Tourism Development Plan for the Commune of Kryevidh. The preparation ofthe study will be enabled by Community Work Project III and funded by the Council ofEurope Development Bank. Its purpose is to assist the commune leaders in drafting adevelopment plan that will guide tourism development for the years 2009-2014. Thestrategy will be designed to assist in the realization of the considerable potentials for tourismdevelopment by providing a framework for the encouragement of public and private sectorinvestments through promoting sustainable coastal development in partnership with thelocal people, authorities and business.
The coastal area of the Commune of Kryevidh (also known as Spilleja ecosystem) remainsone of the most valuable assets of the Adriatic Sea from both the development andenvironment point of view. With the population and pollution pressures concentrated largelyin the adjacent area of Golem and Durres, there are few coastal areas left underdevelopedof pristine along the whole Adriatic Sea. Therefore, integrated development planning is keyto the sustainable development of tourism and agriculture sectors, the two most promisingpillars for sustainable development of Kryevidh Commune.
The fragile social and economic context in the coastal ecosystem of Spilleja and also thechaotic development in neighboring areas suggest that the current situation should beevaluated carefully and engage the public administration authorities and local communitiesin a conscientious effort for a strategic tourism planning which considers the effects of thefollowing:
· Socio-economic and environmental impacts of current developments;· Balancing development demands on the territory to prevent the deterioration
of tourist resources services and opportunities for development in the future;· Effective enforcement of the land use and building regulations; and· Need for protection of coastal resources of the commune critical to support
the development of sustainable tourism.
The Commune of Kryevidh finds itself in a privileged situation as it is endowed with one ofthe finest and least developed coast of the Adriatic Sea. Combined with emerging tourismdevelopment, this area has to benefit from bad experiences in the region and from
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sustainable development principles. In addition to the methodological tools described in thesection that follows, the translation of sound strategic principles into practical andcommunity-acceptable measures, represents an added value for the proposed developmentplan of the commune.
The preparation of the study will enable the representatives of Kryevidh Commune to reactto identified tourism potential and be proactive in leading developments, in partnership withprivate sectors investors. It should also help Albanian and international funding agenciesprioritize their investment in developing infrastructure for the region. The strategic planproduced should not totally constrain the commune authorities but will enable a flexibility ofapproach as circumstances change.
1.2. Project Purpose and Objectives
The overall objective of the project is to prepare a strategic plan for tourism development forthe Commune of Kryevidh. Output of the project will be the preparation of a tourismdevelopment plan which will be focused on:
Socio-economic profile of the commune (describing the overall features of the area beingstudied, such as demographic data of the population, local economy, state of theenvironment and the presence of business activities in the studied area, etc.)
Tourism Potentials, highlighting the distinctions of the setting, and its qualities regarding thenatural and cultural heritage resources.
Description of existing applied tourism type explaining what type of tourism is applied in thearea and other relevant existing data.
Situational Analysis: Based on gathered data, a SWOT Analysis related to tourismdevelopment will be conducted in close collaboration with local authorities, community andbusiness representatives.
Tourism Development Strategic plan which will address the further development of tourismin coastal area of Kryevidh including tourism possibilities that will be developed, local groupinvolved, economic benefits new tourism products that need/can be developed, etc.
Action Plans and the key actors that will be involve, timing and cost for each of them.
All the above mentioned will be drawn in close collaboration with local groups and thecommune representatives.
The time horizon for Tourism Development Plan of Kryevidhi Commune is 5 years and willstart at the time of its adoption by the commune authorities.
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1.3. Study Area
The plan preparation will cover the coastal ecosystem of Spilleja, laid down between therock formation of Bardhori area and river mouth of Shkumbin. It is 8 km long and isassociated with a very dense belt of pine trees and a formation of sandy dunes.
Map No. 1 Study Area
Legend: Beach Zone for Tourism Development Natural Forest X Culture Monument
Spilleja village Dunes Bunkers Lagoon Agriculture Area
Sand and Pebble Beach Wetlands Pine Forest Recreation and Ecotourism
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Determining the areas of the study is an important task. It involves choosing a sufficientlyzone to deal with all issues and activities that have an important impact on tourismdevelopment, but are of a reasonable size so that they can be analyzed in adequate detail.
At the start of the assignment, a rapid review of the boundary area was made with the aimto analyze:
· Physiographic features on the coastal villages that will be included in thedevelopment plan;
· Economic/environmental interactions, important for the subsistence ofcoastal population;
Taking into account the places with most considerable tourism potentials and the five yeartime span, the consultant suggest that the study area include:
· The coastal plain of Spilleja with particular focus on Spilleja beach, which is8 km long and averagely 30-40 m wide as showed by the Map No.1.
· The associated belt of pine trees, which is the most important part of theecosystem.
· The Bashtova Castle, which represent a magnetic culture heritage site thatcan successfully be used for tourist purposes.
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2. PLANNING PROCESS2. PLANNING PROCESS2. PLANNING PROCESS2. PLANNING PROCESS2. PLANNING PROCESS, METHODOL, METHODOL, METHODOL, METHODOL, METHODOLOGIESOGIESOGIESOGIESOGIES AND T AND T AND T AND T AND TOOSOOSOOSOOSOOS
The EuroPartners Development undertook the preparation of tourism development plan forthe commune by conducting:
· An initial detailed briefing by representatives of ADF;· Detailed desk research by the consultants aimed at reviewing relevant
documents, data and published materials;· An initial field trip and a detailed survey of this tourist site in order to assess
the potentials for tourism development;· Meetings with local authorities such as the Mayer, deputy Mayer , head of
Urban Office, chairman of the Commune Council, and also representativesfrom the Ministry of Tourism, Culture and Sports, Ministry of Public Worksand Territorial Planning, etc;
· In-depth consultations were held with a wide representatives of the keystakeholders within the are, including community representatives, NGOsand local tourism business operators.
The purpose of these meetings and consultations was to collect more detailed informationabout the socio-economic profile of the commune, its potential economic sectors, currenttourism developments, urban plan, infrastructure requirements, etc.
In addition, an assessment of internal and external environment affecting the tourismdevelopment through collecting input from internal and external stakeholders of KryevidhCommune regarding the future development. The organizing framework for conductingsuch assessment was the instrument of SWOT Analysis.
Upon the signature of the contract the consultant, supported by ADF representatives,undertook a rapid assessment in the study area with the purpose of:
· investigating, identifying and evaluating the tourism activitiesin the tourist area;
· recommending the most appropriate methodology and tools for preparationof the study.
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From the assessment it was clear that there is a:
· Lack of infrastructure and poor sanitation standards. The main roadslinking the commune with the national road corridor are in a very badconditions and not suitable for tourism purposes.
· Lack of urban planning and functional zoning.· Relatively well preserved land, nature resources and valuable landscapes
along the coastal area of Spilleja and Greth villages.
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3. T3. T3. T3. T3. TOURISM DEVELOURISM DEVELOURISM DEVELOURISM DEVELOURISM DEVELOPMENT STRAOPMENT STRAOPMENT STRAOPMENT STRAOPMENT STRATEGIESTEGIESTEGIESTEGIESTEGIES
3.1 Assessment of Tourism Development Reports for AlbanianAdriatic Coast
As part of background analysis made in this chapter, four tourism development reports wereanalyzed. A brief summary of them is presented below:
3.1.1. Tourism Development Strategy in Albania, 2002-2012
This study prepared by the Ministry of Territory Adjustment and Tourism with technical andfinancial support of GTZ, represents a general master plan for tourism development inAlbania. The strategy aimed to:
· Construct 50 hotels and create 10000 new tourist beds on Adriatic Coasttill the end of 2012.
· Increase “private rooms” by 34%, 1 and 2 stars hotels by 15%, 3 stars by25%, 4 stars by 20 % and 5 stars by 6 %.
· Increase the overnights of international tourist in the long term by 50 % forsun and sand stays, 25% for business and 25 percent for conventiontourism.
· 40 % of overnights will originate from Western European counties, mainlyfrom Germany, UK, and Scandinavia, 30 % from Southern Europeanmarkets (Greece, Macedonia, Kosovo) and 20 % from Poland and Russia.The main strategic orientations are related with:
· Competitors, Croatia, Montenegro, Bulgaria, Greece, Cyprus and Turkey.· The international focus is to capitalize on “niche market|” with focus on sun
and sand beach tourism on the long term.· Price oriented families between 28 to 45 years with children and young
couples.· Positioning: “Albania known as an interesting new tourism destination at the
Mediterranean Sea with value for money packages”
More specifically, in regard to regional tourism development and accommodation for sunand beach tourism, for the Spilleja area it is planned the construction of beach hotels, threeand four star category in a large scale setting.
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3.1.2. Tourism Sector Strategy 2007-2013
This document was prepared in line with the objectives of the Albanian Government forcoordinating the strategies of different sectors of the economy. It also aims to upgrade theoutput of the above mentioned strategy and its coordination with the Strategy and ActionPlan for the Development of Natural and Environmental Tourism, prepared by UNDP.
One of the main objectives of this strategy is achieving a geographical balance indistributing the tourist activities all over Albania. Regarding the tourism developmentalong the Adriatic Sea, the strategy points out that the development should be rigorouslycontrolled, in accordance with existing legal framework. Due to the plain terrain it isrecommended the construction of low-rise hotel resorts and tourist villages will blended into the surrounding environment. Other types of development could be the constructions ofcamping sites and caravans together with water activities. The strategy emphasizes theneed to balance the local with international tourism and requires the preservation of localarchitectonic style by using indigenous materials. The suggested carrying capacities for theAdriatic Coastal area are 100 tourists/ha.
3.1.3. The Coastal Zone Management Plan – The Region ofDurresi Vlora
This report covers the central part of Albania’s coast which stretches between Ishmi Riverand Orikumi Logoon. All proposals in the plan were evaluated through the followingcriteria:
· Biodiversity and Environmental protection· Tourism, Conservation and Cultural Heritage· Institutional Capacity Building
The report classifies Spilleja Beach as one of most attractive of the Albanian Coast for thedevelopment of a concentrated type of tourist accommodation capacities (Type A). Itincludes tourist settlement, hotels and accompanying sports and services facilities. This zoneis expected to be developed by prevailingly “large” foreign investors, who will put money intourism establishments adequately equipped with infrastructure.
3.1.4. Potential Development of Tourism in Albania:Environmental and Institutional Aspects
This study analyses types of possible tourism development and specific measures ofprotection for the sites along Adriatic and Ionia Sea. Regarding Spilleja area, the studyunderlines the natural and cultural assets of the area and suggests that no tourisminfrastructure have to be permitted in this area.
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3.2. THE COMMUNE’S PROFILE
3.2.1. Climate
Generally Albania’s climate is Mediterranean with several sub-regional types (plains, hillslow and high mountain).Climatically, the region of Kryevidh belongs to the Albanian westernlowlands, or the coastal plain. The average annual rainfalls in the region amounts to 950-1,200 mm. The number of days with precipitation of more than 1 mm varies from 85-100days. The wettest month is November (160 mm), the driest ones are July and August (40-42 mm). Snow is a rare phenomenon. The springs are small and often temporary. Theirdischarge is 15-20 l/sec. A part of them get dry during the summer. The inhabitants of thearea are using them, but they can not supply satisfactory their needs. Many inhabitants forthat reason have opened wells near to their residences, whose depth is 6-10m.The monthly and annual figures speak of a considerable number of hours of uninterruptedsunshine in the area, supplying it throughout the year with up to 2,092 kwh per one metersquare.
The average annual temperature ranges between 15.5 and 16ÚC, the absolutetemperature minimum varies between -2 and -5ÚC for only 15-30 days a year. Theaverage temperature of the winter is 9.1ÚC, while that of summer is 23ÚC. Due to the seainfluence, winters are wet and comparatively warm. In addition to this, the conformity of thethermal regime is the result of the terrain’s small variations in attitude. They create goodconditions for the hygrofile vegetation and the beach bathing in the period May-October.The vegetation period starts in the first days of March and lasts until the first days ofDecember. Such a thing facilitates the growth of a large number of different crops.
There is no particular wind that prevails in the commune’s coastal villages. In winter, themost frequent one blows from southeast, in the summer season, the prevailing wind blowsfrom north-western direction. The wind velocity in winter varies between 1.6 and 5.7 m/s,the windiest month being February.
3.2.2. Coastal Geomorphology
The segment from Cape i Lagjit till Divjaka, within which the project area is located,represent the most dynamic part of the Adriatic Coat. This part is the result of sedimenttransport at the present and past river mouth of Shkumbini, expansion of coastal plaintowards the sea and the creation of alluvial beaches. The most dynamic parts are thebroader sections at the river mouth where areas of erosion and deposition are theconsequence of the altering river mouth. In some areas new lagoons are forming, i.e. KularLogoon south of Shkumbini river mouth, while some sections are affected by strong erosionprocess.
A part of Lagji Peninsula are amongst the only cliffy section of Durrësi-Vlora coastline wheremild recession is in process.
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3.2.3. Soils and vegetation
The geological, climate factors and the vegetation have defined the soil type of Spillejaecosystem. The human impact through bonification works has also influenced in thisdirection. The gray brown soils are situated on the hilly area. They have full profile and aresuitable for the cultivation of fruit, vegetables, olive grows and vineyards. The meadow growgray brown soils are situated in the fields of Spilleja and Rreth Greth. They have full profileand thickness of humus. The underground waters are shallow, so they need drainage.
The alluvial soils are situated along Shkumbin river mouth. They have small profile, are poorin humus and need systemizing and fertilizers to be used for agriculture development. Themarshes are situated close to Spilleja beach. A part of them are bonificated. They havedense hygrofile vegetation. Close to the low coast there exist the salty soils, which have 0.2-1 % salt.
The coastal ecosystem of the area has a rich diversity of the wild worlds (flora and fauna)There are plenty of biotypes like: Mediterranean bushes, hygrophile vegetation, herbagevegetations on the sand, etc. The most worldwide spread are the following bush types:Arbutus unedo, Erica aborea, pistacia lentiscus, myrtus communis, spantious janceum.There exist also high trees such as: fraxinus, quercul ilex, quercus laguinosa, etc. In the rivermouth of Shkumbin there are plenty of hygrophile vegetation. The previous forests aretotally destroyed. There are some trees along the left bank of river. The most widespread ismarina maritime.
Fauna is also rich in the area, although maltreated during the last 20 years. The mostimport species is Pelicanus cryptious, which comes for feeding from the Karavasta Logoonto the river mouth of Shkumbin during the day. Other species include diffrenet types ofreptilias, turtle, viper, Lizard, etc. Too rich is also the world of birds, to be mentioned are:Partridge, Pies, Owl, Barn owl, etc.
Nevertheless, due to increase of population, construction of military bunkers and theincrease of the arable land have the area’s bioderviosty has occurred loses. Somevegetation types are endangered to be disappeared (el tree, laurel, etc.) Fauna in the area isalso subject to heavy damages. It is decreased due to the demage of the land cover,extension of arable land, using pesticides and illegal hunting. Among the most endangeredspecies one my found: Meles meles, Lutra, lutra, Mustela Nivalis, Lepus europaeous,Sciurus vulgaris, erinaceus europeus, etc.
3.2.4. The Population Structure and Dynamics
The administrative territory of Kryevidhi Commune lies in the upper part of Shkumbini rivermouth and occupies e general surface of around 60 km2. Within this territory exert theiractivity 10 villages, with an average distance 2.4 km from each-other. The average latitudeabove the sea level varies form 5 m for the villages of Spilleja and Rreth-Greth, to 10-40 mfor Ballaj and up to 100 m for the villages of Kryevidh, Stëbeg, Spanesh and Domën. The
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distance of these villages from the shore line varies from 800 m (Spilleja) to 1300 m(Spanesh) and up to 6500 m (Kryevidh).In November 2008, the population, living in this area encountered 8702 inhabitants, out ofwhich 4463 were male and 4239 females. The average density of inhabitants accounts for144 dweller/ha. This population mainly consists of autochthons with very few peoplecoming form the hilly and mountainous areas. The average growth rate of the population ofthe commune between the years 1989-2008 has been around 1.003 thus demonstratingthe mechanical influx of habitants to other areas and abroad.
This population is spread to around 2233 families, thus having an average of 3.89habitants per family. After the year 1990, the average natural growth rate has been around91 persons per year. As far as the migration inflow is concerned, the average of incomingpersons is estimated at around 396 per year, whereas the outgoing 340.
The main characteristic of the present commune’s demography is its young population as aresult of the high fertility and natural growth rates. The limited and decreasing naturalgrowth is compensated for by immigration flows moving toward coastal areas from otherparts of the country.
In total, the population dynamics of the commune for the last 30 years is presented in thetable below:
Years 1960 1969 1979 1989 2008 Villages M F M F M F M F M F Kryevidh 715 357 956 475 1315 642 1576 747 780 723 Ballaj 367 179 482 232 617 299 2518 1169 455 441 Rreth Greth 588 284 648 295 1216 582 1011 490 481 481 Patk-Milot 374 176 503 314 - - - - 218 202 Zhabjak 589 277 774 358 992 462 - - 718 689 Spanesh 181 93 244 123 281 144 833 392 330 288 Spille 449 226 589 295 393 187 878 427 413 397 Domën 332 149 404 200 889 429 619 303 262 243 Stërberg 516 237 680 317 1349 682 1167 591 516 497 Shardushk 234 121 316 160 - - - - 290 278 COMMUNE 4345 2099 5596 2669 7052 3427 8602 4119 4463 4239
Source: Central Albanian Archive: Fund No. 495. Years 1945-1989
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PPPPPopulation projectionsopulation projectionsopulation projectionsopulation projectionsopulation projections
The changes of political system, the completion of land and economy privatization and theexpected development of previously neglected economic activity of tourism, more dynamicpopulation movements can be expected in the future. The following factors and processesare likely to affect the region’s population balance in the next ten years:
a. Scarce natural resources and weak economic base of the hilly pars of the region mightcause further population migrations towards the coastal area of the region;
b. The development of tourism, agriculture and provision of better services will offer betteropportunitities for job creation, attracting population from the areas, in the region andbeyond;
c. The Albania’s potential integration into the European family could cause that a portion ofeconomic emigrants will come back with the aim to develop their own business at home.
d. While the urban population will continue to grow, the natural growth rate will show aslight decrease.
These “push” and “pull” factors influencing the population movements and their balance inthe region are expected to have the following consequences:
• Taken as a whole, the region’s population will grow at a rate higher than that of thenatural growth owing to migrations from Albania’s interior areas.
• At a later stage, smaller settlements along the coastal area, and particularly near thevillages of Spilleja and Greth, will also grow.
The attracting power of Kryevidh Commune is somewhat weaker at the moment, but it isexpected to growth with the development of tourism on its coastal area. It is also expectedthat a part of the population migrating from the spacious hilly hinterland of the communeand from the rural areas of Lushnja and Fieri will move to more attractive centres primarilyDurrësi and Tirana.
3.2.5. Economic Issues
Agriculture is the predominant activity of the commune. The arable land accounts fornearly 30 % of the area’s total. It should be noted that that the irrigation infrastructure isalmost completely inoperative. At present, although about 90% of the agriculture land hasbeen privatised, output is very low due to dilapidated infrastructure and the tendency of the
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farmers to produce for their own subsistence needs. During the 1990, the region had astrong base in almost all agricultural subsectors, both in crops and livestock.
Fishing has not been an important activity for the Kryevidh Commune, although the verysaline water of lagoons in Durrësi - Vlora region is favorable for highly, valued fishing livingthere, such as sea-bus, sea-bream and mullet. The price of caught fish is rather high on theItalian market which is mostly where it is sold. This suggests that unless efficient control overthe way and the amount of fish is established shortly, the fish stock in general and thereproduction of demesral species in particular will be endangered. There is also anaquaculture site for crustaceans (Peneus Japonica) within the commune territory, along theroad near Spilleja.
Service activities represent a new sector of economic activities and, although early sign ofgrowth have already developed, experience is still lacking. Small-scale corner shops, smallcoffee bars and retail trade activities absorb a small portion of the under-employedmanpower. The improvement of the primary and secondary road network, as well as a moreintensive use of the capital infrastructure will enable the development of numerous serviceslinked to agriculture, tourism and transport activities.
Tourism will be the easiest and fastest way of providing foreign currency for the communeinvestment plans. In spite of generally preserved, large and potentially profitable natural andcultural resources, incoming tourism is limited by lack of appropriate accommodation stock,infrastructure shortcomings while its development is burdened by scarcity of capitals andinfrastructure. As of lately, Spilleja beach has become a popular bathing and excursion spot,visited mostly during summer weekends by as many as thousands people, predominantlythe inhabitants of Kavaja, Elbasan, Berat, and Durrës, cities which are not more 20-40 kmfrom this area. During the last ten years several tourist establishments, like small hotels,catering facilities (coffee-bars, restaurants) are constructed. Because of the outstandingnatural value and environmental potentials of this site, further construction of touristaccommodation facilities within the pine strip should be not allowed.
3.2.6. Future Economic Growth
Opening the country to the outer world has created conditions for its advantages, such asthe favourable geographic position in the European and Mediterranean context. With itsvaluable and natural and man made resources (beautiful coastline, fertile land,transportation and irrigation networks, cultural heritage) this area is amongst the first tobenefit from the free flows of capital, goods and visitors.
The region as a whole possesses a number of attributes which may stimulate developmentopportunities based on the area’s comparative advantages over the rest of the country.There are several major advantages which should play a positive role in the future:
1. The region location among the main communication corridor gives it a potentialeconomic role in stimulating the development of tourism and agriculture.
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2. With the increasing demand, the commune’s agriculture land may become an importantarea of high value crops (vegetables and fruits) for food processing as well as directconsumption by the growing number of visitors.3. The region has a unique biodiversity quality strengthened by the nearby rivermouth ofShumbin, Karavasta Logoon, which is part of Ramsar Convention, as well as the coastalforest and a long unspoilt sandy beach, offering excellent conditions for recreation,domestic and international tourism.
All these advantages distinguish the Kryevidhi Commune as capable of supporting theincrease in activity of two most important sectors: tourism and agriculture. There areahowever, has important environmental concerns, as well as many infrastructural,institutional, and socio-economic implications that will have to be dealt with before theopportunities are actualised.
3.2.7. Infrastructure systems
The provision of adequate, sufficient and sustainable infrastructure facilities is one of the keycomponents for any socio economic development. This important prerequisite is to be seen,in the particular context of Kryevidh area, whose future development is mainly linked withtourism development. The infrastructure analysis is considered as requirements for suchdevelopment. It aims at answering the question of which infrastructure is needed (in short,mid and long term) as forecasted by tourist development prospective. Infrastructurecomponent includes 5 main sectors as following:
1. Transportation sector,2. Water sector,3. Solid wastes,4. Electricity and5. Telecommunications
The three above mentioned components are briefly presented in the Table 1 below:
TTTTTable 1: able 1: able 1: able 1: able 1: Main Findings regarding infrastructure components
Sector Subsector Assessment Evaluation of potentials
Perspective
Road Access to the area
Bad condition, but in reconstruction process.
Project direct linked to the tourist area
Ports No accedes to the area
On existing port of Durrës
Transportation
Airport No civilian airport and no need for future development
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Source: Consultants’ Assessment
pWater Water Supply No problems
with the resources, problems with their management
Satisfactory and could be adapted to the tourist and overall socio economic development
Perspective to address management and organizational issues.
Waste water Diffuse and overall pollution causing environmental problems
Situation could worsen by rapid implementation of collective treatment units
Site controlled facilities
Domestic waste
Predominantly uncontrolled disposal
Education and control
Solid waste Construction
waste
Few disposal along the road, no particular degradation of environmental landscape
The construction disposal should be envisaged together with the domestic regional land fill site
Prevention and regulatory and control approach are needed.
Electricity
Sufficient in quantity and quality of distribution taken from the hydro-plant of Fieri.
Maybe long term projections under implementation
Some threats for the continuation and achievements of projects.
Terrestrial
No access to the area.
Technical possibilities to increase the telecommunication capacities exist if demand appears.
Once the development process starts telecommunication infrastructure will be extended.
Telecommunications
Mobile
Access to the area of three mobile operators
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4. T4. T4. T4. T4. TOURISM IN KROURISM IN KROURISM IN KROURISM IN KROURISM IN KRYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNE
4.1 Tourism Performance
Tourism in Kryevidh Commune is at an embryonic stage, but has the potentials to beplanned and shaped to provide a strong product for the future tourist needs. There aresignificant opportunities for tourism development in Kryevidh because of excellent naturaland cultural resources. In particular the area can build on its unspoilt coastal scenery,cultural heritage and friendly people to project for the future an image of environmentalsympathy, culture, exploration and adventure and of a colourful and hospitable welcome.
4.1.1. Stay Over and Day Trip Visitors
The village of Spilleja is the most important tourism hub of the commune. It caters forapproximately 95 percent of all the commune’s stay-over visitors. During the year 2008,according to the commune authorities, Spilleja attracted almost 2,200-2,400 overnightvisitors, and over 50,000 day trippers from Kavaja. Elbasan and Durrësi areas.
The estimated absolute level of bed nights spent in the area has increased constantly overthe past 4 years, and so are earnings from stay over tourism in more recent years.
In addition to over-night visitors, during the recent years, Spilleja village attracted asignificant number of day trip visitors – both from the Albanian residents and ethnicAlbanians from Kosovo and Macedonia. The bay of Spilleja, together with other coastaland beach areas have had a relatively long tradition as holiday making destination for thecitizens of Kavaja, Elbasan, and Berat. In addition, the nearby world heritage site, thecastle of Bashtova, and those of Turra could contribute to attracting domestic and out-of-state visitors to the area for a short visit.
TTTTTable 2able 2able 2able 2able 2 – The number of visitors grouped by tourists’ category.
Number of visitors Tourist’s category
Domestic Foreigners Total
Percentage
Daily
40,000 10,000 50,000
95.4 %
Overnight stay
2,250 150 2,400
5.6 %
Total
42,250 10,150 52,400
100.0 %
Source: Data collected from the Tax Office of Kryevidh Commune
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The major number of tourists with overnight stays is composed of family groups, aconsiderable part of which are coming from Elbasan, Kavaja and Berat.
The average number of days which a visitor stays in Spilleja is 14 days. The table belowshows in detail the average length of stay in days for tourist staying in hotels and Bed andBreakfast establishments (B&Bs).
TTTTTable 3able 3able 3able 3able 3 – Average length of stay (in days)
Accommodation Establishments Tourist’s category Hotels B&Bs Total Daily
0 0 0
Overnight stay
14 14 28
Total
14 14 28
The relative importance of tourism to the area, can be gauged from the fact that of 61businesses that are operational in the tourist area of the commune, 51 are dependent ontourism. They are directly engaged in tourism - accommodation, restaurants, and cateringservices, with a further 10 businesses in the convenience retail sector which are also heavilydependent on tourism demand.
4.1.2. Profile and Motivation of Stay-Over Visitors
Key Characteristics of Visitors to the Commune
· Majority of visitors are domestic tourist coming from the towns of Kavaja,Elbasan , Durrës and Tiranë;
· A high incidence of repeat visitors.· Almost 95% arrive by car, the others with public sector or private minibuses;· The average length of stay in Spilleja varies from 10-14 nights;· Foreign visitors are mainly coming from Kosovo and Macedonia in the form
of day trippers.
4.1.3. Profile of Day Trip Visitors
The area has a core loyal market of frequent and repeat residents mainly from Elbasan,Berat, Kavaja and Durrës. In addition, the area attracts ethnic Albanians from Kosovo andMacedonia and only few westerners who, while not staying in the area, spend their day-timefor beach recreation.
Source: Data collected from the Tax Office of Kryevidh Commune
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Salient characteristics of this market to Kryevidh Commune include:
· Primarily attracted by and engage in sunbathing and other sea recreationactivities. The incidence of visits determined by a special interest e.g.exploring, fishing, sailing etc. is low other than “swimming.” whichinfluences approximately 95% of the market;
· The majority arrive by their own cars (95%) with bus / coach being used by5% respectively;
· Almost all of day-trippers spend between 6 to 12 hours in the area. .
4.1.4. Purpose of Visit
The majority of visitors to the area are on holiday. However, it would appear that “visitingfamily” friends and relatives” is another significant factor determining the market. Visitingfriends and relatives is a principal influence amongst people coming to Kryevidh, many ofwhom combine a holiday with a visit to family or friends.
Generally, sun and bath is the principal reasons for visiting Spilleja, especially for domesticand foreign visitors and holidaymakers. Natural and cultural heritage, although strongenough, do not act yet as a relatively strong influence for foreign visitors. These type ofattractions represent an important influencing factor for small segments of the market.
4.1.5. Type of Accommodation Used
All visitors who stay overnight in Kryevidh use hotels, guesthouses and B&Bsaccommodation. These types of tourist facilities are clearly concentrated in Spilleja villageand in the immediate surrounding. According to the Tax Office of the commune, in Spillejathere are operational 26 hotels and 12 guest houses and B&Bs. They encounter a certainnumber of tourist beds as is presented in the Table 4 below.
TTTTTable 4:able 4:able 4:able 4:able 4: Types of Accommodation Establishments in Kryevidh Area
Hotels
Guest house and B&Bs
Total
Item No. No of
Beds No. No. of
Beds No. of beds
Number of Tourist beds
26
1,500
12
700
2,200
Source: Data collected from the Tax Office of Kryevidh Commune
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The average capacity of accommodation establishment is 30 rooms per hotel. All the hotelsare small size and belong to individual Albanian investors. They do not exceed the qualitylevel of a 2 star hotel. These facts do not give the promotion potential on internationalmarkets. As seen from the above table, in Spilleja there are 12 guest houses accounting for700 beds. Both the guest houses and B&Bs are not licensed and are usually build as privateproperties maintaining acceptable tourist practices. But the demand is clearly increasing onthese type of accommodation. During the summer season these hotels employ around 114workers mainly as waiters, cookers and barmen.
The accommodation sector in Kryevidh Commune is characterized as follows:
· small number of rooms per property, hotels are typically less than 20-25rooms in size;
· One or two hotels are graded as 3* with the other properties 2* or 1*.· there has been few new developments in the hotel and guesthouse sector,
with only a few providing indoor leisure facilities;· a concentration of capacity on the coast, particularly along Spilleja beach;· properties, are heavily dependent on holiday or short break leisure guests
and hence the demand pattern is very seasonal; and
Between the period 2000 and 2006 the stock of accommodation establishments andtourist capacities has increased substantially. But the occupancy rate is almost 100 percentonly for the period 15 July-15 August. For the first two weeks of July and the last two weeksof August it drops to 60 percent.
gura 1: Tipe te nd
PPPPPicture 1:icture 1:icture 1:icture 1:icture 1: Various type ofaccommodation establishments in Spilleja
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Average prices for room rise from 2,200 to 2,500 per person including lodging and food(half board arrangement).
4.1.6. Satisfaction with Visit
According to the commune authorities, the overall level of satisfaction amongst visitors tothe area is mostly positive. The visitors appreciate the clean environment and the pristinebeach, lack of visitors’ congestions in the beach and rural area. However, a number ofaspects drew negative comments, particularly the very bad road condition, public hygiene,waste management, lack of public toilets, littering, indoor attractions, etc.
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5. THE T5. THE T5. THE T5. THE T5. THE TOURISM PRODUCT IN KROURISM PRODUCT IN KROURISM PRODUCT IN KROURISM PRODUCT IN KROURISM PRODUCT IN KRYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNEYEVIDH COMMUNE
A tourism destination may be considered as consisting of five main components:
1. Attractions - those aspects of a destination that provide the appeal and motivation to the visit;2. Facilities - accommodation and catering;3. Transport - both access (getting to the destination) and internal (moving around within the destination);4. Services - shopping, medical, information; and5. Public infrastructure - the support system, including roads, parking and utilities.
All five components are essential to the operation of tourism and are referred to in thisreport as tourism products. A failure in any one will undermine the quality of the totaltourism product and result in a less than satisfactory experience for the tourist. Thecombination of some or all five of these components is used to support tourist activities.They are referred to in this report as tourist products.
5.1. Appeals and Attractions5.1. Appeals and Attractions5.1. Appeals and Attractions5.1. Appeals and Attractions5.1. Appeals and Attractions
The strength of the appeal of a destination to tourists is, more than any other factor, linkedto the quality of its “attractors”. Attractors are those features of a destination, whichstimulate an interest in visiting a destination area and provide the elements that go todevelop an image of the destination. Attractors provide the visitor with the essential incentiveto choose a destination and are also the primary measure in assessing the satisfaction ofhaving visited a destination. In general, the demand for the other components of travel(transport, accommodation, catering, services, and infrastructure) derives from the originalstimulus that comes from the interest in experiencing the attractors.
In this section critical consideration is given to the destination attractors of the commune ofKryevidh under three broad categories:
· Natural attractors· Cultural attractors· Man-made attractors
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TTTTTable 5:able 5:able 5:able 5:able 5: Principal Tourism Attractions of Kryevidh Area
Key: 5 = excellent....1 = Very poor Rating Comments
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Natural Attractions Scenery/Natural Beauty 4 Primary attraction, high appeal, Coastline and Beaches & uniqueness Sea 4 High visual appeal, limited amenity use Fauna and Flora 4 Good potential with interpretation
special interest potential______________________________________________________________________________ Cultural Attractions Archaeology 4 Potential competitive advantage History 3 Potential under-exploited Music/Handicrafts 1 Currently very limited Interpretation and Presentation 1 Competitively poor_____________________________________________________________________________ Man-made Attractions Urban Areas 2 In need of further environmental upgrade Amusement/Entertainment 1 Good supply for domestic market Agri-tourism 3 Small scale & developing___________________________________________________________________________
Source: Consultant’s Assessment
In addition to the above day visits attractions, there has been a welcome development of arange of rural and coastal based small scale tourism initiatives to capitalise on the growinginterest in outdoor activities and cultural pursuits. With the support of remittances fromAlbanian emigrants, upwards of 2,000,000 Euro has been invested in 122 businessesover the last ten years.
5.2. INTERNATIONAL TOURISM OUTLOOK
5.2.1. Global Travel Demand
Tourism, along with telecommunications and information technology, is one of three “superservices” that will drive economic growth in the 21st century. Travel and tourism is forecastto account for 11.5% of global GDP and 11.1% of global employment by the year 2006.The global travel and tourism industry is expected to continue to grow well into the 21stcentury, according to research in Tourism: 2020 Vision, (World Tourism Organisation,1997). While there are perceived threats and constraints, the expansion experienced inrecent years is expected to continue, albeit at a slower rate of growth. It is forecast that 1.6
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billion tourists will be visiting foreign countries annually by the year 2020, spending a totalof US$2 trillion per year or US$5 billion a day. In international tourist numbers thisrepresents almost three times more than the 595m recorded in 1996 and in expenditure isnearly five times more than the US$425 billion spent in that year.
Globally it is expected that:· the pattern will be for long-haul travel to continue to grow much faster than
short / medium haul· this is expected to be particularly marked in European origin markets; and,· a drop in the rate of growth to below +5% p.a. in short / medium haul
intra-European travel is predicted.
5.2.2. Trends in Demand
5.2.2.1. Customer Trends
International tourism and its markets are facing unprecedented change caused bydemographic shifts, changing lifestyle values and rapidly evolving technologies. Customers.attitudes are being shaped by education and experience, with major strategic implicationsfor tourism destinations.
Some characteristics of tomorrow’s customer provide pointers to their expectations:
· People are taking more frequent trips of shorter duration. The main holidayis becoming a redundant concept for many customers, with the growth inincidence of short breaks and special interest travel;
· They are becoming more sophisticated, better educated and more travel-experienced, and they demand increasingly higher standards. They requiregreater authenticity and more discoveries, and they seek out the opinions ofother travellers about destinations;
· They are older and more affluent, more physically and mentally active, andrequire a greater range of activity-oriented experiences. Activities andinterests increasingly determine their choice of destinations, and cultivate aclientele loyal to those that provide their favoured activities in a consistent,imaginative and high quality form;
· They are more self-aware in an increasingly stressful world, prefer lesscrowded environments and require time-efficient use of their leisure time.“Pampering” is being increasingly sought after;
· They value learning and self-improvement. They are better educated, morediscerning, and seek fulfilling experiences beyond mere relaxation. Theywant to become involved with their holiday environment, learn new skills andinteract with the communities and cultures of their destinations;
· They look for holidays that have a low impact on both the physical andcultural environments.
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Eco-endorsement systems, such as the World Travel and Tourism Council’s (WTTC) “GreenGlobe”, are influencing destination choices, and “eco-friendly” programmes are appealingto a growing segment of the market; and
· They increasingly look for better value for money and transparent coststructures and they make comparative value judgements on a more globalbasis. They require clear .menus. of holiday options and their cost, but withthe facility to easily customise their holidays. They are high users ofinformation technology and seek immediate information and interactivereservations facilities. In many cases, tourists are looking for more “content”in their holidays and this is reflected in a number of trends.
· Cultural activities are becoming an increasingly important holidayattraction, often as an “add on” factor. “Culture and heritage”, both as partof an overall image and through specific products / events, are increasinglybeing promoted by all destinations (e.g., Spain is a particularly good casestudy). This reflects the increasing emphasis on attracting high-yield tourists.“Culture and heritage” covers a variety of different product types withconsiderable scope of specialisation and innovative development. Suchdevelopment includes “themed events”, particularly in the off-season, andthe “dynamising” of attractions, helping to differentiate the product, toencourage repeat visits.
· Continuing growth in the increasing competitive sports activity market.While the overall specialist market is small, combinations of activities oradd-ons, such as mixing sports activities with each other, with specialevents, cultural pursuits or gourmet foods, are becoming increasinglypopular.
5.2.2.2. Product Trends
The principle product trends evident in demand patterns include:
· “green tourism”: the growing incidence of nature based attractions andactivities;
· “soft-adventure” products where challenge and activity are combined withcomfort;
· focus on environmental management, including eco-branding;· interpretation and presentation of history and culture;· authentic small scale developments allowing for specialisation and / or
interaction with resident population;· multi-facility resorts to cater to varying needs of market segments and
provide convenience and efficiency for the “time-poor” segments;· special events including festivals are increasingly being used as travel
motivators;· emphasis on delivering consistent service quality, and a proliferation of
brand named products. Implications for tourism to and within Ireland thetrend towards shorter stays has implications for product providers andpresents a marketing challenge;
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· the increasing importance of “attractors” or “motivators” in the choice ofdestination means that to remain competitive an area will have to present“reasons to visit” which cater to the interests and activities of the potentialvisitor;
· the holiday market, whether out-of-state or domestic, can no longer betreated as a homogenous market, but needs to be addressed in asegmented approach;
· quality and value for money need to be constantly reinforced by goodphysical, operational and service standards delivered through continualinvestment in plant, facilities and personnel;
The more significant emerging market segments are variously defined as:
· the “grey market”, reflecting the ageing of the population of the developedworld and producing a growing absolute numbers and proportion of thepopulation who have increased time and resources to travel;
· “special interest market segments” for whom the choice of destination isincreasingly being determined by interest and / or activity which tourists wishto pursue. The “reason to visit” is becoming increasingly important as themotivating factor for travel. These include participation in sporting activitiestogether with cultural and entertainment activities or events;
· “self-fulfilment travel segment” which represents a growing number ofpeople who travel to further enhance their lives through intellectual and / orphysical fulfilment. Travel for educational reasons, both formal adulteducation programmes and informal informative travel together with healthand fitness are evident as motivators to travel.
· “adventure travel”, both soft adventure and more challenging expeditions,are growing in demand reflecting people’s desire to experience achievement.
An underlying aspect to any segmentation of the market is the growing environmentalconsciousness amongst travellers. While there is a segment of the market that can beidentified as “green”, they are relatively small in number and have very specific destinationand trip requirements. However on a broader scale most segments, however defined, areexhibiting a growing interest and concern for the environment. This in turn is evident in themarketing positioning, appeals and messages which destinations, product providers, anddistributors are adopting in a highly competitive market. This changing customer profilepresents three critically important challenges for the supplier of travel and holidayexperiences:
· how to effectively communicate the range, appeals and experience value ofthe destination or product;
· how to develop an innovative, flexible product appropriate to the needs ofthe consumer; and,
· how to achieve effective distribution of a product meeting a wide range ofindividual demands.
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These trends and destination challenges require a strategic response that satisfies thischanging pattern of demand on the part of consumers. Tourism providers are increasinglyoffering more flexible arrangements that allow customers to tailor their own holidays.Typically they are segmenting their product and pricing in order to satisfy as wide a range ofcustomer needs as possible. For example, hotels are creating “themed” events, where theprimary motivation is to pursue the activity or interest, with the accommodation locationbeing secondary to the decision.
5.2.3. Outlook for Tourism to Kryevidh Commune
Tourism to Spilleja has enjoyed a period of considerable growth over the past six years. Thishas resulted from increasing popularity and “fashionability” of the destination due toincreased recognition of the area and significant improvement in the cost of access andexpansion of hotels and catering facilities. Furthermore access to the area which hasbecome more competitive is expected to continue to expand in terms of routes andcapacities. The marketing strategy directed towards a range of niche or special interestsegments is forecast to motivate a growing number of visitors. Best estimates would suggestthat total overseas visitor traffic to Spilleja should continue to grow at a rate of not less that+5% per annum over the next five. Within the total some source markets and marketsegments can be expected to perform better than average yielding higher growth rates.
In the short to medium term the better prospects by source market are expected to include:
· Great Britain: mainly short breaks and special interest trips;· Mainland Europe: expected return to growth from Germany and France
while Nordic countries present good growth opportunities.
The level of visitors in the future will depend on the continuation of environmental sympathyand the overall number of visitors to the entire Durrësi area, and Albania in overall. The onlyproblem remains the availability of adequate and suitable visitor accommodations andother tourist facilities.
5.3. Factors Influencing Future Performance in KryevidhCommune
The performance of tourism within the commune will be largely determined by a set ofexternal and internal factors. External factors that will impact performance, and are largelyoutside the control of the Commune Council and the industry in the area, include:
· an increased level of popularity and demand from outside the are ofKryevidh;
· demand for holidays and day trips within Durrësi Bay reflecting economicconditions coupled with socio-demographic and life-style patterns.
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Internal factors, however, are those over which the local stakeholders have control. Thefactors most likely to impact tourism development will include:
· the ability of the area to appeal to the various market segments by providingappropriate
· “attractors”, accommodation and services in order to effectively competewith other destinations;
· the competitiveness of the area in terms of value based quality delivered forprice paid by the visitor;
· marketing effectiveness in attracting visitors to the area; and· understanding the particular needs of the best prospects for growth.
5.4. Strategic Issues
5.4.1 Strengths, Weaknesses, Threats and Opportunities ofSpilleja as a tourism destination.
Supported by ADF representative and the chairman of Kryevidh Commune the consultantscarried out an analysis of the strengths, weaknesses, opportunities, and the threats (SWOTAnalysis) of the area’s existing and potential tourism. Such an analysis has provided aframework for the product to be developed and actions to be taken. This analysis is set outin Appendix 1.
In summary the SWOT analysis demonstrates that:
· The commune of Kryevidh, especially the Spilleja area has a significant list ofstrengths in its coastline, scenery, culture heritage, friendly people andrelatively unspoiled character;
· There are however, many weaknesses, such as the poor state ofinfrastructure, lack of sanitation standards, lack of manpower training andpour tourist facilities that could deter the development of a sophisticatedtourism industry for many years.
· Nevertheless, the opportunities for developing certain type of tourismproducts in the area, notwithstanding the treats facing tourist developmentin Spilleja, are considerable. Given the low base of tourism at present, theinitial growth rate may not be substantial but the potential rewards could belarge in the longer term.
5.5. Market Opportunities and Challenges
The area’s current market positioning strength is primarily within the domestic market,where it has traditionally attracted main holiday visitors and day trippers. However, the
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dramatic congestion of “tourist” establishments in the adjacent area of Golem indicatesthat there is a huge need for resorts and unspoiled seaside resources, while the competitionfor attracting visitors is increasing as the available leisure options extend beyond day trips.The area already attracts, but in limited numbers, ten to two week stay visitors, or shortleisure breaks in the form of day trippers. There is also a very small number of specialinterest visitors, for example, nature lovers, walking and hunting activities. These marketsegments are each growth segments and offer an opportunity for destinations, which canprovide the appropriate “attractors” at a quality and price to meet market expectations.
TTTTTable 6: able 6: able 6: able 6: able 6: Principal Market Segments of Kryevidh Commune
Market Segment Current Situation Segment Potential Main / traditional holidays Important In decline Short breaks Limited Growing Touring Limited Growing Special Interest Limited Growing Day trips Important Static
Changing circumstances, for example, increased economic prosperity, life-style patternsand growing potential to attract foreign visitors offers an important opportunity for thisdestination.
The market opportunities for tourism in Spilleja is summarised in the table 7, reflecting asegmentation approach to attracting visitors based on the motivation for travel experience.
TTTTTable 7:able 7:able 7:able 7:able 7: Projected Demand for Kryevidh Commune
Source: Consultants assessment based on findings from research, consultations and observations
Market Segment Long Holidays Short Holidays Countryside/Sea recreation Touring - Special Interest Health/Fitness/ Day trips
Source: Consultants’ assessment based on findings from research and consultations.Key to the table: •=above average growth; “=average growth; -=little change or growth
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After general seaside tourism holidays, the best prospects for tourism to the area are basedon rural tourism, and special interest holidays, including self exploring and cultural heritageactivities.
The stakeholders within the area are more confident in predicting growth from outside thecommune than from within. The majority of those engaged in the business foresee that therate of increase in external demand will significantly outpace the growth in demand from thedomestic market. The best prospects for growth are most likely to be the markets of Kosovaand Macedonia, and later on from Germany, Austria and Scandinavian countries.
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6. GO6. GO6. GO6. GO6. GOALSALSALSALSALS, VISION & STRA, VISION & STRA, VISION & STRA, VISION & STRA, VISION & STRATEGTEGTEGTEGTEGYYYYY
6.1 Tourism Development Goals
Tourism in Kryevidh Commune is facing a period of steady growth with high opportunities inthe near future. Significant growth is anticipated in foreign visitors coming mainly formKosovo and Macedonia, while new life-style patterns will change domestic tourism demand.
The key objectives for tourism are to:
· Expand tourism’s importance within the local economy through increasedearnings and job creation;
· Ensure the sustainability of the tourism sector;· Optimise socio-cultural and quality of life benefits for the residents.
6.2 Tourism Vision
Tourism is likely to be a key business sector in the area of Kryevidh over the next decade,thus contributing to economic growth and social prosperity. While the primary appeal willcontinue to be its coastal scenery and natural resources the market profile of tourism toKryevidh will shift from a predominance of domestic mass market summer visitors to agreater mix of more upscale, active and discerning tourists from within and outside Albania.New tourism experiences will be offered which will enhance the appeal of the area andprovide more reasons to visit. The visitor’s quality of experience will benefit from investmentin facilities in a well managed environment and will be enhanced by improved standards ofservice and good value for money.
This vision of the future is predicted on a set of core strategic choices, which relate to:
· the type and scale of tourism desirable for the area;· the market segments which best match the destinations; aspirations; and· the most effective means of communicating with the target markets.
The above vision is optimal from a number of perspectives:
· The best interests of existing stakeholders;· Most beneficial for long term economic, environmental and social
sustainability; and· Caters to changing customer trends.
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6.3 Guiding Principles
The key guiding principles that should shape strategy and assist in the management of thetourism’s future development are:
Sustainable Tourism: Tourism is a longer-term investment sector with the future criticallydependent on how the natural, man-made and human assets are managed. Over-exploitation of the assets and their potential has been shown in other destinations to bedetrimental to future growth. Developments which adversely impact the environment, whichare short-term, high volume, and opportunistic in nature should be avoided. The type oftourism envisaged is one which will provide improved recreation / leisure facilities, enhancedliving, working and learning environments and expanded career opportunities for residents.Key aspects which require attention in order to ensure a sustainable tourism sector, includeland use policies; management of the physical environment; conservation of natural andcultural heritage sites;development of market-led products; and investment in human resources.
Profitability::::: Businesses within the sector need to derive an adequate profit to ensurecontinued expansion through investment. Traditionally most businesses within the sectorhave been relatively low profit earners. Profitability of the sector needs to be improved byincreased utilisation of the assets within the sector, particularly high capital assets ofaccommodation; the introduction of greater efficiencies, especially for the large number ofsmall to medium sized enterprises; and ensuring that increases in volume sales are achievedon the basis of “value-added. strategies rather than any further lowering of price.
Selective Investment::::: The experience elsewhere has demonstrated that market share growthcomes as a result of significant investment in product development and marketing. It isapparent that future product investments need to focus more sharply on product “gaps” andbe capable of ensuring viability. Future investment strategies will need to be highly selectiveand targeted in their objectives. Given the unique circumstances and challenges facingtraditional resorts such as Durrësi and Golemi Bay, especially in respect of visitoraccommodation, a compelling case could be made for specific investment incentives toredress these issues by way of great aid and/or tax incentives.
Targeted Marketing::::: In an expanding and increasingly competitive market environmentsuccess will be dependent on identifying the best prospects and choosing the most efficientmeans of communicating with those target markets. Information technology is changing theway in which destinations and tourism products compete. The strategic choices for thefuture developments of tourism in Kryevidh Commune should focus on unique aspects of thearea and by developing a distinctiveness of experience that will appeal to identified targetmarkets. The choice of markets should be determined by their respective value potential interms of appropriateness to the area’s products and type of tourism sought; theirenvironmental and economic impacts, particularly in regard to season extension andbusiness sustainability.
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Public Private Sector Partnership: Successful destinations are those which have beeninvolved in a partnership between the public and the private sectors. Greater co-operationand integration of effort should be a high priority in developing tourism in KryevidhCommune. Such co-operation and mutual understanding will be necessary to effectivelyplan and implement product development, marketing and visitor service strategies. Effectivepartnership should include expanded communication, and effective consultative andimplementation mechanisms to ensure a coherent and constituent implementation oftourism strategy. Changing roles and circumstances also offer greater opportunities than inthe past for joint ventures and other forms of co-operation.
6.4 Strategic Implications of Goals and Vision
The strategic implications of the stated vision require significant responses on the part of alltourism stakeholders, public, private and voluntary sectors. In the short to medium term thetourism industry in the area needs to move from a situation where it is reacting to marketconditions and competitors to a position where it is creating demand. Otherwise thecommune authorities will fail to restore and sustain tourism competitiveness in anincreasingly complex and competitive marketplace.
The key economic goal - the achievement of an increase in tourism revenue - should betargeted in five principal ways:
· Increased expenditure per visitor: providing activities that encourage thevisitor to spend more money and / or prolong their stay can increase theyield from each visitor;
· More foreign visitors: an overall increase in the number of visitors, within thecarrying capacity limits, by attracting an increased share of foreign visitorswill lead to growth in tourism revenue;
· Hold share of domestic market: in a changing home market, the challengefor Kryevidh will be to hold share of stay over and day trip markets;
· Longer season: need to introduce more innovative mechanisms forexpanding the tourist season, such as staging events, creative packaging,etc. which generate more revenue and profitability within the tourism sector;and
· Cater to “niche” markets: increasing market segmentation and limitedmarketing resources dictates that Kryevidh should focus more on specificspecial interest markets, including rural based tourism.
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FFFFFigure 8: Achieving the Visionigure 8: Achieving the Visionigure 8: Achieving the Visionigure 8: Achieving the Visionigure 8: Achieving the Vision
Increased Tourism Revenue Goal
Increase
Expenditure per visit
Extend Tourist Season
Cater to “niche” special
interest Market
Objec-
Attract more Foreign Visitors
tives
Focus on selected market prospects “Market Focus”
Extend and Improve
Tourism Product
Improve value for money satisfaction
“Quality Assurance”
Strategies
6.5 Core Strategies
Based on these guidelines and goals, three “core” strategies proposed are as follows:
A Sharp Market Focus:Requires commitment of necessary resources to more effective target-led marketing in thoseselected source markets offering the best potential over time. This commitment should bebased on research and effective partnerships. The latter will require adequate expertise tomaximise the impact of the combined public and private sector marketing activities.
Develop TDevelop TDevelop TDevelop TDevelop Tourism Pourism Pourism Pourism Pourism ProductroductroductroductroductDevelop an improved range of visitor accommodation, “attractors” and services to attract“new” tourists. Development should match the environment, scale, and aspirations of thedestination while catering to an increasingly sophisticated market.
Provide “Quality Assurance”:Key issues such as service quality delivery, and the arrangements between the disparateentities involved in tourism in both the public and private sectors, should be addressed toensure a higher visitor satisfaction and value for money rating.
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The core strategies are interconnected and interdependent and, as such, the achievement ofthe goals is contingent upon the adoption and implementation of all three strategies.Recommended elements in these three broad “core” strategies are detailed in Chapters 7, 8and 9.
TTTTTable 9: able 9: able 9: able 9: able 9: Core Strategies for Key Elements__________________________________________________________________________________ 1. Market Focus • Focus on “best prospect” market sectors; • Invest more in destination marketing; • Set aggressive targets to provide clear objectives and motivation for the sector; • Develop niche markets focused on activities and interests; • Publish and review ”Tourism Action Plan” annually; • Explore new channels of distribution _________________________________________________________________________________ 2. Develop “Growth Engines” • Continue to play to distinctive sources of
advantage i.e. the natural coastal and rural environment, and manmade attractions including
the castles of Bashtova and Turrës; • Protect, conserve and manage the environment; • Create new destination “attractors” for
various market segments e.g. integrated caravan resort rural tourism and cultural events;
• Investment in essential infrastructure; • Create a business-friendly economic and fiscal environment; ________________________________________________________________________________ 3. Provide Quality Assurance • Promote an environmentally friendly tourism culture across
all the commune villages through effective public awareness and education programmes;
• Quality and value for money experience; • Management and customer service delivery; • Ensure adequate training in skills and competencies;
• Create a new public-private sector partnership between local authority and business.
________________________________________________________________________________
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7. MARKETING STRA7. MARKETING STRA7. MARKETING STRA7. MARKETING STRA7. MARKETING STRATEGTEGTEGTEGTEGY “Y “Y “Y “Y “A SHARPER FOCUS”.A SHARPER FOCUS”.A SHARPER FOCUS”.A SHARPER FOCUS”.A SHARPER FOCUS”.
7.1. Market Objectives
The marketing strategy must address the following objectives:
· Compensate for the anticipated decline in some of the area’s traditionalmarkets by penetrating new source markets;
· Increase tourism revenue through higher average expenditure per visit from alarger number of visitors;
· Achieve a better balance between supply and demand through improvedutilisation of capacity, particularly outside of the peak summer months;
· Develop an optimum mix of visitors by source market to maximise revenuewhile ensuring a compatibility of visitor segments to the area;
· Move away from the lower spending mass sea-side visitors to a moresegmented market defined by holiday type and motivation; and
· Secure appropriate and effective distribution of the holiday product within thedefined target markets.
Furthermore, the marketing strategy must address a number of variables, including:
· The opportunity presented by an expanding market out-of-Albania;· The increasing complexity of the markets - changing customer trends,
increasing competition, and a broadening spectrum of motivationsdetermining choice of destination;
· Increasing competition from other areas within Adriatic Coast.
The marketing of the area therefore needs to encompass a number of strategies which canbest realise the objectives set for the sector while effectively addressing the issues and trendswhich will determine performance in a challenging marketplace.
The recommended strategy is one of demand creation achieved through:
· A sharp focus on improved competitiveness achieved through a positioningof the destination coupled with a greater segmentation of products vs. nichemarkets;
· A refocusing on best prospect market through prioritisation and greaterselectivity; and
· A redesign of communications and distribution within the markets.
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7.2. Market Positioning
Recent research, consultation and market analysis confirm that the positioning of the area isas one of Adriatic’s top coastal resorts, a place for sun and sea traditional fun for bothholidaymakers and day trippers. The area is currently strongly positioned in terms ofawareness and image in the domestic market and will compete with other coastal resortssuch as Durrës, Golem, Seman and Vlora.
Positioning of the area will require the projection of a number of appeals which will act asmotivators for particular target market segments. The challenge will be to project thoseappeals which will distinguish the destination, taking account of market trends and theobjective of attracting, higher spending year-round tourists.
From available research it is apparent that the core values should include:· Natural environment: sea, coast and scenery;· A range of day visitor attractions;· Water sports and outdoor activities;· Shkumbini River Mouth and the adjacent Karavasta Lagoon;
Ideally additions to the image should include:· A range of interesting heritage attractions· A broad range of “things to do and see”;· A rural outdoor environment; and· Quality guest accommodation options.
7.3. Segmentation of the Visitor Market
The principal segments in which the area could realistically compete are as follows:
Domestic MarketTraditional holidays;
· Day-trips;· Short and mid breaks;· “ Leisure;· “ Activities;· Events and meetings
Foreign Markets· Touring (car, coach, other);· Short leisure breaks;· Cultural Interest activities;· Increasingly special interest activities, such as walking, cycling, sailing, bird
watching, etc. are determining choice of destination for a growing segmentof the market.
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As competition for this expanding segment is increasing, it is important that Spilleja competein those segments where it can offer a comparative advantage e.g. nature and culturalheritage. While small niche markets exist for these type of activities, the commune authoritiesshould prioritise these segments according to their ability to meet the objectives of seasonextension, product utilisation and yield, recognising that in each instance the volume ofvisitors will be small. However, the potential for presenting a diversified image andestablishing a reputation for excellence is more significant. An important characteristic of thegrowth segments is the compatibility between the interest or activity and a rural environment.While the area and scale of rural tourism attractions within Kryevidh Commune is unlimitedthere is an undoubted opportunity to market holidays and attractions which will provide avaluable counterbalance to the area’s traditional seaside image.
7.4 Recommendations
Generic destination awareness campaigns in the domestic market and the Republic ofKosovo and Macedonia should gradually shift to featuring a range of motivations andleisure products. While TV is the most powerful medium for creating image awareness, it iscostly and greater use of publicity in life-style publications, radio and TV programmes will benecessary to communicate a new awareness of the diversity of holiday options to thepotential market.
Such communications can be more effectively targeted and can feature the productexperience above that of the destination.
· In targeting the overseas markets, promotion should concentrate on thetravel trade - incoming and overseas tour operators.
· Publicity in appropriate media will represent an important aspect of creatingawareness and establishing credibility within the segments;
· Marketing cooperatives, incorporating product and accommodationsuppliers in the area, should be encouraged. Also the operators should beencouraged to participate in national marketing consortia, such as nationaland international tourist fairs. The establishment of the Hotel Association forSpilleja represents a good example of destination co-operative marketingwhich must be enhanced by participating in other broader scaleorganizations and well-known marketing consortia for hotels in Albania.
· The marketing of the rural areas should seek to project the appeals to thosewho will be attracted to visit for an activity holiday together with thosegeneral holidaymakers who can be enticed to explore the rural hinterland asa day-trip;
· Direct data-based campaigns to individuals and life-style affinity groupings inAlbanian and foreign tour operators should be undertaken;
· The development of an interactive tourism website, with good links to othersites should be a priority.
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8. PRODUCT DEVEL8. PRODUCT DEVEL8. PRODUCT DEVEL8. PRODUCT DEVEL8. PRODUCT DEVELOPMENT STRAOPMENT STRAOPMENT STRAOPMENT STRAOPMENT STRATEGTEGTEGTEGTEGYYYYY
Product strategy is concerned with changing the product in a way that will make it moreappealing to the target market. The strategy is aimed at supporting the attainment of the fivetourism objectives, namely, to:
· Attract visitors from new markets;· Generate longer stays;· Increase the expenditure of each visitor;· Extend the tourism season; and· Attract “niche”/special interest tourists.
As tourism demand is product driven, the type and quality of the tourism product on offerwill determine success or failure in the marketplace. Research and analysis has identified anumber of product “gaps”, or shortcomings that need to be addressed in area.
Central to the success of the product strategy will be the implementation of a number ofspecific concepts:
· A range of tourist experiences “things to do and see”;· Creating new “reasons to visit” which will appeal to markets outside
Kryevidh;· Interpreting and presenting the natural and manmade heritage
of the area; and· Providing a range of market acceptable guest accommodation.
8.1 Visitor”Attractors”
The most important aspect of a destination’s or area’s appeal for visitors can be broadlydefined as the set of attractions which give people cause to visit. These reasons to visit arecommonly referred to as “attractors”. While the business community in Kryevidh has anestablished set of attractors which to a certain extend matches the needs of the domesticmarket, the challenge facing the area is how to ensure an adequate range of attractorswhich will appeal to tomorrow’s tourists from Albania and overseas.
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If public-private partnership in Kryevidh Commune is to compete in the potential newmarkets and cater to the needs of tomorrow’s customers, the area needs to create “reasonsto visit”. These “reasons to visit” should appeal to foreign tourists as well as domesticholidaymakers, while at the same time enhance the visitor appeal and experience of a visit tothe areas. Only in this way can commune authorities and local business improve itscompetitive positioning in an expanding but more discerning potential market.
A strategic weakness already identified is the current lack of distinctive reasons to visit whichwould appeal to differing market segments and the relatively poor product base, whichwould allow the area to compete in the growing special interest visitor segments.
Identified shortcomings in range of “attractors”Identified shortcomings in range of “attractors”Identified shortcomings in range of “attractors”Identified shortcomings in range of “attractors”Identified shortcomings in range of “attractors”: The research and analysis indicatesthat at present the area has a number of “gaps” in the range of attractors on offer. Theprinciple shortcomings in catering to a wider source market and matching the needs of theinternational and domestic source markets are:
· Heritage: the area poorly presents its natural and cultural heritage to amarket which places a high value on heritage as a motivator to visit thearea;
· Activities: as an activity holiday destination the area is almost exclusivelyknown as “sun and beach” destination. The potential to appeal to specialinterest markets is currently under-exploited.
· Entertainment: to cater to stay over visitors in the evening is productrequirement for an area catering to tourists.
In addition to the above, it will be important for authorities of Kryevidh Commune to ensurethat there are an adequate number of high visibility attractors that can capture the attentionof touring visitors and cause them to stop within the area en-route to or from Vlora region.Such “stoppers” can range from an inviting pleasant environment to specific highly visibleattractions which would cause a visitor to stop.
Recommended “Attractor” Strategy
In developing new attractors the strategy recommended is one which will:· maximise “generative” effect across optimum number of segments;· develop a distinctiveness, ideally a uniqueness, within Kryevidh; and· secure private sector funding and management (or PPP) and ensure viability.
While the majority of attractors are likely to be located within the “service triangle” (Spilleja-Bashtova Castle - Shkumbin Rivermouth), the development of inland rural tourism in thefuture is recommended which would complement the coastal attractors.
In addressing this issue, .attractors. have been categorised as follows:
· “hard attractors” refer to those which are capital intensive and wouldtypically be a new build or the conversion or use of an existing building; and,
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· “soft attractors” which typically would utilise existing resources throughorganisation and manpower resources rather than capital investment.
8.1.1. “Hard Attractors”.
In developing options in respect of attractors requiring capital investment a range ofproducts were identified. In each instance the market opportunity was evaluated followed bya preliminary assessment of the appropriateness, distinctiveness and overall “market fit”.Within the context of a tourism development strategy an outline evaluation, based primarilyon experience elsewhere, was used to assess the scale and likely attractiveness of theinvestment and viability of the operation.
The following indicative list of prospects is presented on the basis that each:
· has the ability to attract new visitors to the area and / or increase theexpenditure of visitors;
· is of a scale and risk that is not disproportionate to the opportunity; and· satisfies an identified product “gap” and projected visitor need.
A preliminary assessment suggests that each of the following are feasible, and of greatimportance for the diversification of tourism product.
Caravan Camping. Caravan Camping. Caravan Camping. Caravan Camping. Caravan Camping. A phased environmental enhancement programme and developmentof a cluster of complimentary visitor attractors is proposed, by selecting a suitable area forcaravanning activities along the shore of Spilleja. The commune authorities together withbusiness representatives are enthusiastic about the success of such establishment. Thisproject would involve removal of some herbs and bushes, construction of a wooden bridgeleading to the beach area, the appropriate furnishing of a 240 m street, linking the caravansite with village road, and greenery maintenance. A mix of retail of high appeal to touristwould be necessary such as craft shops, farmhouse goods, etc. Car parking should also beprovided on the outskirts of the camping ground.
The Construction of Open Bars and PThe Construction of Open Bars and PThe Construction of Open Bars and PThe Construction of Open Bars and PThe Construction of Open Bars and Public Tublic Tublic Tublic Tublic Toilets along the Beach. oilets along the Beach. oilets along the Beach. oilets along the Beach. oilets along the Beach. Meeting suchinfrastructure requirement is must, because for the moment almost all visitors pass theirwaters to the sea. The construction of public showers would also cater for the needs of seabathers. At the moment there are two or three concrete constructions providingrefreshments and catering facilities to the visitors. Because of the outstanding natural valueof the beach area, further construction of such establishments should be stopped. Instead,the commune authorities should give activity licences to the operators who committhemselves to construct removable facilities according to orderly development and aestheticprinciples.
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Outdoor Arena. Outdoor Arena. Outdoor Arena. Outdoor Arena. Outdoor Arena. A dedicated venue with purpose built facilities to cater for motor sports,competitive car and cycle events, together with recreational use. The venue could also caterfor other recreational activities and events. A new off-road venue would consolidate thearea’s position as a motor sports location and anticipate likely safety and environmentalpressure on the continuation of motor sports on public roads.
Bashtova Castle. Bashtova Castle. Bashtova Castle. Bashtova Castle. Bashtova Castle. As the major historical site on the prime tourist route in the area, asignificant improvement in interpretation of the site and visitor access is proposed in thisstrategy. This site could cater to local and foreign visitors by organizing variousentertainment activities, such as the gastronomic event where traditional cooking receiptsare presented to visitors. In collaboration with regional authorities in charge of culturemonuments, it could successfully converted into an open area theatre and cinema show,where tourist could have the opportunity to see movies at least twice a week. In setting out toachieve the implementation of these activities, the illumination of the site is proposedtogether with upgrading of the road leading to the castle.
Picture 2: Several Views from Bashtova Castle
Themed Evening Entertainment Themed Evening Entertainment Themed Evening Entertainment Themed Evening Entertainment Themed Evening Entertainment A scheduled evening event featuring dinner andentertainment to cater to long stay visitors is suggested. The themes for consideration mightinclude authentic menus, costumed waiting personnel and music entertainment. Potentialvenues could include the existing hotels, or restaurants, or an independent venue, such asthe Bashtova Castle.
Surfing Spot. Surfing Spot. Surfing Spot. Surfing Spot. Surfing Spot. A centre to provide changing and locker rooms, equipment storage andmaintenance is proposed. While the daily expenditure of surfers may not be high, the newcentre would help to consolidate the venue for the sport, increase awareness, and provideintegrated facilities suitable for group visits outside of the peak months.
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Kryevidh Regional Museum. Kryevidh Regional Museum. Kryevidh Regional Museum. Kryevidh Regional Museum. Kryevidh Regional Museum. While not primarily a tourist attraction, the setting up of anew regional museum at Spilleja village presents an opportunity to present aspects of thearea’s heritage to visitors by means of special exhibitions and / or interpretation of nearbysites, such as Rreth Greth.
Shkumbini River mouth. Shkumbini River mouth. Shkumbini River mouth. Shkumbini River mouth. Shkumbini River mouth. The amenity potential of Shkumbini River Mouth for tourism hasyet to be realised. Low impact type developments are proposed to include angling accessand stands and controlled use of motorised pleasure crafts. River bank amenity and walksare also highly desirable. Development initiatives underway including angling stands,improvement walks are welcome developments which should be encouraged to furtherexploit the amenity and recreational potential of the Shkumbini rivermouth.
The Adjacent Lagoon of Karavasta.The Adjacent Lagoon of Karavasta.The Adjacent Lagoon of Karavasta.The Adjacent Lagoon of Karavasta.The Adjacent Lagoon of Karavasta. This lagoon which is located south to Shkumbiniriver mouth is the largest wetland site in Albania. Inside the Karavasta area there are threecategories of Protected Areas: (i) Karavasta Lagoon, which is Strict Natural Reserve, (II)Divjaka National park, and (III Kulari- Managed Nature Reserve. The wetland shelters largequantities of winter water birds and is also a major nesting site for species of conservationconcerns. At least six species of birds in Karavasta represent figures of internationalimportance. Among them the worth mentioning is the presence of Globally ThreatenedSpecies such as the Dalmatian Pelican, Great Spotted Eagle, etc. Thus, the potentials forrecreation through nature tourism (including naturalist excursions, bird watching, horseriding and carefully regulated angling and hunting) are real and could serve as a magnetfor tourist attraction.
RRRRRural Tural Tural Tural Tural Tourism. ourism. ourism. ourism. ourism. The continuation of low scale tourism projects in rural areas is highlydesirable provided that accommodation is linked to particular activities, such as walking,angling, horse-riding, cycling, etc. While rural tourism is unlikely to feature strongly in themarket positioning, a niche potential exists to attract visitors for a specialist rural experience.It should be possible also to engage other visitors for day visits. Recently developed productssuch as farm shop, pottery studio, farm trail, and “put and take” fishing lake have yet torealize their potential. While the marketing of stay-over rural holidays is probably bestaccomplished through association with specialist tour operators and co-operation withneighboring areas, consideration should be given to greater promotion of activities andattractions in the rural areas to holiday visitors at the coastal resorts.
8.1.2. “Soft Attractors”
A further range of attractors have been identified which are capable of either attracting newvisitors and / or enhancing the experience of visitors attracted by other factors. In eachinstance these attractors utilize existing resources - facilities and people - and whilerequiring some investment are not capital intensive.
Enhancing visitor appeal and experience: Some Recommendations
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In addressing the shortcomings a number of initiatives are proposed for consideration whichwould enhance the visitor experience and increase visitor expenditure by prolonging the stayin the area:
Countryside WCountryside WCountryside WCountryside WCountryside Walks. alks. alks. alks. alks. The development of one or two signposted walking and biking routesfrom 2 to 10 km, to both the casual and the serious walkers, will make the rural aspects ofthe area accessible to visitors, providing a contrasting and complementary experience to thecoastal aspects of the area.
FFFFFree Bike and Horse Riding Scheme. ree Bike and Horse Riding Scheme. ree Bike and Horse Riding Scheme. ree Bike and Horse Riding Scheme. ree Bike and Horse Riding Scheme. To encourage longer stays and to facilitate lowenvironmental impact mobility within the area a free bike and low cost horse riding schemeis proposed in conjunction with designated cycle ways. The Commune authorities inconjunction with a sponsor might consider such an initiative which is quite common inEuropean cities. This service would help to reduce the level of car traffic through the areaand channel visitors to a range of fragile sites and attractions. The service might be providedby a local guide, or a specialist tourist route operator.
“““““Themed” WThemed” WThemed” WThemed” WThemed” Walking Talking Talking Talking Talking Tours. ours. ours. ours. ours. A series of themed walking tours from high-density visitorpoints e.g. Spilleja village is suggested. Themes might include historical sites; churches; thecastle of Bashtova, Turra Castle, Karavasta Lagoon, etc. These tours should be led by trainedguides.
Hotel and PHotel and PHotel and PHotel and PHotel and Pub Entertainment. ub Entertainment. ub Entertainment. ub Entertainment. ub Entertainment. A schedule of in-hotel and pub entertainment, includingmusic, bands, singers etc. - should be used to enliven the visitor experience to Spilleja and/orKryevidh Commune. A program of entertainment for the area might include also DJs, anytheater troupes, etc.
Attracting Special Interest Markets: Some Recommendations. Attracting Special Interest Markets: Some Recommendations. Attracting Special Interest Markets: Some Recommendations. Attracting Special Interest Markets: Some Recommendations. Attracting Special Interest Markets: Some Recommendations. The potential marketfor the area can be expanded considerably by providing identified niche markets withparticular motivations for visiting. A number of initiatives are proposed which would create areason to visit for specialist segments of the market that might not otherwise consider visitingthe area. The following proposals draw on existing resources and involve organization andcreative marketing of “self-fulfillment” type holidays rather than capital expenditure.
Organic and Craft Markets. Organic and Craft Markets. Organic and Craft Markets. Organic and Craft Markets. Organic and Craft Markets. With the increasing interest in organic foods andtraditional crafts, an opportunity arises to stage and organize an agriculture and craftmarket on a regular basis. This would, in addition to attracting local residents, considerablyenhance the experience of foreign visitors and generate favorable publicity for the area.
8.1.3. Events
The area has already been successful in generating considerable visitor traffic and significantexpenditure as a result of staging of a number of annual events. Lifestyle research indicatesa growing interest in events and festivals together with an increasing incidence of events
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becoming a prime motivator for travel. This category of tourism activity has a number ofpositive aspects beyond the immediate traffic and economic benefits, including the rolesuch events can play in heightening the profile and image of the location.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
The area should continue to further develop a range of artistic and cultural events whichare consistent with the desired market positioning and which have minimal negativeenvironmental or social impacts. The future position of events currently staged should besecured through necessary infrastructure investment and management. In addition, thestaging of traditional events in rural villages should be encouraged as they provide anexcellent focus on the area’s culture and traditions, which are of great interest to the visitorand enhance the image of the destination.
A calendar of new events should:· feature cultural, sporting and social themes that enhance the desired image
of the destination;· be capable of development to a point where the event is unique in Durrësi
and Kavaja Area and ideally be of national and international significance,the cultural event “Sofra Ilire”, organized by Region of Fier would be an idealexample in this regard;
· be attractive to potential sponsors;· generate overnight stays in serviced accommodation.
8.2. Visitor Accommodations
In the context of the overall goal and the changing market demand, the area facesparticularchallenges with regard to the stock of guest accommodation. The principal challenge is a“miss match” between existing accommodation categories and the needs of tomorrow’smarket, particularly the requirements of foreign visitors. The problems faced by the formalserviced accommodation categories - hotels and guesthouses - are further exacerbated bythe requirements to remain open for a longer period, despite a short season, and poorefficiencies due to scale which lead to, at best, low profitability. Furthermore, demands ofmodernization require capital at a time when alternative use of sites, can yield a higher rateof return. If the goal of increasing and attracting tourists is to be achieved, a number ofstrategic changes will have to be effected within the accommodation sector, in terms of thecomposition of capacity by category and quality. The overall indicative approach needs tobe one whereby:
· An increase and remodeling of hotels is achieved;· The unique problems of the traditional resort guesthouses
are addressed; and· The area is not allowed to become a second home enclave to the exclusion
of rented self-catering accommodations.
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The critical factor in achieving these overall objectives for the sector will be the extent towhichinvestment can be attracted into the sector coupled with improved prospects for trading. It isobvious that incentives, such as grant assistance, soft loans, and / or fiscal relief, will benecessary for the realization of these objectives.
8.2.1. Hotels
Market trends and projected touring traffic from outside Albanian would indicate anexpanding hotel potential for the area. Prime market prospects include:
Market Segment Source Market· Touring visitors by coach and car Kosova, Macedonia CE Europe· Medium and Short-stay holidays Kosovo, Macedonia, GB, Germany· Based / special interest visitors GB, C. Europe
Currently the area has difficulty meeting the market requirements in capacity and / orquality.Furthermore, the business economics for hotels and guesthouses is highly seasonal.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
If the area is to develop as a tourism centre for domestic and foreign visitors, expanded hotelcapacity will be required in the following categories:
· Existing Hotels: : : : : Current operators should be actively encouraged andassisted in remodeling premises where it can be shown to be economicallyviable to cater for changing market demands i.e. to reach optimumoperating size, and to provide an appropriate mix of ground floor facilitiesand services. Co-operation and branded marketing would also benefitexisting hotels in reaching a broader market in a more cost-efficient manner.
· Tourist Hotels: Purpose designed to primarily cater for coach and cartourists, located in Spilleja Beach, offering a 3* quality product and service.Ideal size would be approximately 30 - 40 rooms, designed to expand. It isrecommended that such property be branded, as National EnvironmentalLabel as part of a chain of properties within other European Countries, tomaximize marketing synergies.
It is envisaged that the property’s business mix would include touring visitors, short-breaksfrom within the Tirana, Durrës, and Vlora.
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8.2.2. Guesthouses
The traditional seaside resort guesthouses in the area are suffering from a number of factorsthat adversely affect this market’s acceptability and economic viability. These include:
· Physical constraints of buildings and low incidence of en-suite rooms; and· Absence of positive marketing distinctiveness or appeal.
These factors are combining to force many existing operators out of the business or toreposition as B&B accommodation.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
· Remodeling of existing premises: as a matter of urgency representationshould be made to the Commune, to seek special grant assistance and / orcapital relief for investment in traditional resort guesthouses;
· It is recommended that Commune authorities together with relevantpotential donors be designated a pilot program for the revitalization of thiscategory of accommodation. Within their context a review of bothcertification and classification requirements is proposed to better assist tomeet itsunique challenges;This would include a co-operative marketing program and reservationsservice organized by the private sector to facilitate entry to foreign markets.
8.2.3. Caravan and Camping
The area has good potentials for caravan parks, catering almost exclusively to the foreignmarket. It is likely that demand for sited mobile homes will contract over the next 10 years,while an increase in foreign visitors will result in increased demand from touring caravanersand campers. Touring caravaners will most likely be from mainland Europe (mostly Germanyand the Netherlands) and will include dormobiles/camper vans. The profile of campers willbe younger visitors especially from mainland Europe.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
· Provision of services pitches for touring vans and tents within existing parksas demand
· increases;· Discourage any new parks and adopt conservative approach to the
expansion of existing parks;· Encourage greater screening of park environs to further minimize visual
impact and explore· possibility of cottage developments, segregated from mobile homes, but
having access to common recreational and retail facilities.
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9. QUALITY ASSURANCE9. QUALITY ASSURANCE9. QUALITY ASSURANCE9. QUALITY ASSURANCE9. QUALITY ASSURANCE
Assuming an adequate range of natural resources, and a range of visitor accommodationand other services, the quality of the experienced is underpinned by:
· the maintenance and standard of the environment; and· the way in which service is provided and delivered.
9.1 The Physical Environment - Care and Preservation
From the perspective of tourism the physical environment is a resource of utmostimportance. That which the tourist sees and experiences of the physical environment has aprimary influence on his views of Spilleja. The physical aspects of the environment thattourists can see include:
· landscape, seascape, urban spaces;· beaches, open spaces, forests and other public lands;· public roads and furniture, car parks, pavements;· historic sites and buildings;· buildings of entertainment and recreation;· retail outlets;· visitor accommodations;· places of public resort (piers, promenades, etc.).
The importance of an improved environmental quality cannot be over emphasized; and thecontinued need for appropriate planning mechanisms to effect consistent standards andchange where necessary.
9.1.1 Land use & Planning
The development and conservation of the environment in an orderly way that reflects theneeds of tourists and the people of the commune is critical. Tourism has a great influenceon land use planning and development which is translated into both the exploitation of landas a resource, and into the value which it produces as a tourist product. Tourism cangenerate problems for the maintenance of the environmental qualities as, for example,erosion, excessive exploitation and pollution of water resources, which must be tackled ifsustainable and not degenerative tourism development is desired.
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9.1.2. Carrying Capacity Assessment
The calculation of carrying capacities is done through the integration of severalparameters:
· Natural resources. This concerns mainly preservation of the naturalenvironment and in particular, output of the water supply;
· The accessibility of the area, i.e. the proximity with the nearest airport, portand the portion of travelling by car, b us, etc.
· The dimension of the site and morphology of the landscape, whichdetermine the density, the maximum height of building and the aestheticcomponent.
The types of possible tourism development, together with their carrying capacity guidelinesfor Spilleja beach are given in the table 10 below:
TTTTTable 10:able 10:able 10:able 10:able 10: Assessment of Carrying Capacities for the Area
Description
Spilleja area comprises a beach of an important length. The back size of the beach is associated with a dens belt of pine trees
Type of possible tourism
Middle class tourism possible A site for potential development of holiday resorts build in the form of low rise hotels up to three floors on the back of the beach and in the hilly area. Main and secondary road networks have to be improved or created.
Specific measures of protection/environmental concerns
Lack of sewage treatment and solid waste disposal remains one of the biggest infrastructural problems and must be addressed as urgently as possible. Fair rules of urbanization and architecture for the extend of the zone for possible tourism development.
Projections of carrying capacity for the area
No more than 100 tourist bed/ha, or 100m2 beach territory per visitor.
Source: Consultants’ Assessment, Albanian Tourism Development Guidelines.
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9.1.3. The Need for an Integrated Approach
The requirement, which follows from the analysis, is to develop models which adapt to thedifferent spatial and land use realities of tourism and which are capable of overcomingproblems such as seasonality or the overexploitation of resources. In the context of planningfor tourism and environment, it is important to have regard to the following considerations:
· Tourism is a living phenomenon and is in transformation. Control will only beeffective in territorial planning if it is possible to add conservation to theimprovement of the territory, establishing the most appropriate forms ofmanagement with regard to the natural environment of the various tourismproducts;
· Management projects, plans and methodologies should be appropriate toreality in order to contribute to the improvement of obsolete products andthe identification of those spaces that can be developed or improved. Anintegrated planning approach is vital in order to maintain the quality of thephysical surroundings. Undeveloped territory should be preserved throughboth qualitative and quantitative controls;
· The physical and economic nature of tourism products, including parametriccharacteristics, aspects of spatial, localization and managementdeterminants; and
· The analysis of the development processes of tourism areas, includingstructural and parametric readings, time sequences, induced effects,synergies and national values.
9.2. Pilot Projects and Experiences
The advisability of putting pilot experiences into practice emerged very strongly during theconsultations process, with particular reference to:
· Preparing new spatial reference models for the development of tourismspaces;
· The promotion of partnership and participation between public and privatebodies, so ensuring that all the relevant stakeholders “buy into” particularprojects, thus improving the prospects of their successful implementationand realization.
The refurbishment of the street in Spilleja village by ADF funds is regarded as a goodexample of such a pilot project that is helping to promote visual coherence and order in theareas’ streetscape. However there are many other needs and ideas which might beaddressed through other funding opportunities. Through these funding opportunities smallscale projects have to be instrumental in diversifying the economy of Kryevidh rural areathrough exposure to tourism.
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RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
The following recommendations are made in respect of land use planning and development:
· There is a need for a more detailed area planning framework and supportinginstitutional system to provide a relevant context and instrument for bridgingarea disparities in terms of employment opportunities, infrastructure, and theprovision of services and tourism development;
· The development of model concepts for tourism projects which will provide agroup of references and a method of analysis would allow relationships withthe surroundings to be optimized. This would include consideration of thecharacteristics and qualities of the landscape on the one hand, and thevolume, mass and distribution of proposed developments, on the other. Theimportance of scale, profile and building massing must also be considered inthe context of ensuring assimilation within the lines of established historiclandscapes and without diluting or destroying the horizon;
· In terms of identity, there is a need to promote local architecture, withparticular reference to:
- repairing existing structures- the promotion of more restoration and demonstration type projects should
be encouraged, with particular reference to urban refurbishment- the need for a multi-disciplinary approach to the problems of reconciling
tourism development and organization with sustainable development; and
· Tourism planning should be based on criteria of quality and harmoniousassimilation of tourism and the landscape (physical and human), a measurewhich should have just as much importance as the economic, strategic orpolitical criteria.
9.3. Infrastructure
Infrastructure can all to easily be taken for granted and the extent to which they impact onthe tourist product is only recognized when a deficiency becomes evident. In view of theproposed environmental emphasis, a waste management program will become increasinglyimportant. Best practice within both the public and private sectors is called for, as anythingless will undermine the desired positioning of Spilleja as a tourist destination. Furthermore,with growing customer awareness of the value of good environmental practice in relation towaste management Spilleja has an opportunity to gain a competitive advantage. The fullrefurbishment of the road linking the national corridor with Kryevidh villages at the beginningof new tourist season, bears a great advantage to the development of tourism activities tothe area. Nevertheless the reconstruction of some local streets linking major tourismproducts and attractions represent another challenge for the commune authorities. Themost important among them are the streets linking:
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· Spilleja village with Bashtova Castle; and· the proposed caravanning site with existing road leading to the village
entrance.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
The strategy, which encourages greater circulation of visitors, including coastal and ruraltourism, caravans and camping and some special interest holidays will require investment insignposting and traffic management programs.
· Signage - directional and informational requires to be addressed in acomprehensive and integrated manner, corresponding to internationallyaccepted norms to facilitate tourism.
· Pedestrian ways - footpaths, squares / plazas, parks, green areas, access tothe sea and to significant sites and road side furnishings require to beintegrated and upgraded to create a more pleasant and visitor friendlyexperience.
· Traffic management, especially in urban areas and the immediate environsof high-density visitation areas will require attention. Co-ordinatedmanagement measures such as traffic calming, increased fee paying carand coach parking, park and ride facilities, restricted access areas/times willbe required to relieve congestion and improve the environment for visitors,residents and local businesses.
9.3.1. Beaches
The area has an established reputation for the quality of its beaches. With growing customerawareness of water quality and related matters the attainment and maintenance of NationalEnvironmental Labels (NEL) status for the beaches in the area should be a priority objective.
Picture 3: Views from Spilleja Beach
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9.3.2. Urbanscape improvement
Continuation of the urban and village environmental enhancement programs should remaina priority in order to heighten the visual and amenity appeal of streetscapes within the area.The more extensive use of restored shop frontages; flowers; street furnishings would furtherenhance the main thoroughfares.
9.4. Spatial Distribution of Tourism
The varying characteristics of the area offer the potential to achieve spatial distribution oftourism throughout the beach area. Spilleja is the effective tourism “hub” due to its range ofvisitor facilities, attractions and services. The following outlines the location vision and actionswithin the context of the proposed strategy for the future of tourism to the area.
Spilleja Village:Spilleja Village:Spilleja Village:Spilleja Village:Spilleja Village: Will continue to attract tourist who like to experience B&Bs, Guest Houseand other types of family hotels. With a projected increase in tourists to the area, a majorchallenge will be to improve the viability and accessibility of village centre to the passingvisitor The urban renewal envisaged for the village should be strongly fashioned after thecoastal resort-style appearance in order to preserve the town’s distinctive character.Feasibility plans need to be prepared for external restoration and/or refurbishment ofprominent houses with high visual impact. The encouragement of a distinctive mix of moreup-scale retail and catering outlets, should be a priority. In order to maintain the village’sambiance and appeal incentives are urgently required to ensure that residential andguesthouse properties can be maintained in use and are not allowed to deteriorate further.
Spilleja Beach:Spilleja Beach:Spilleja Beach:Spilleja Beach:Spilleja Beach: Will continue to act as the primary tourism hub for the area. Based on acluster concept, those services and facilities exclusively catering to tourism would appear tohave the best prospects for success, based on maximizing catchment potential. Theimprovement of the road linking the area with the national corridor will improve theprospects of capturing visitors, together with increased car and coach parking. Therefore, incontrast to the adjacent Durrësi Bay, the ambiance and pace of Spilleja beach should bemaintained as more reserved with a range of facilities and services consisting of smallerscale hotels, motels camping and caravans. The specific tourist amenities related to thebeach, water sports walking, and en-route touring should be developed along the sea-front,to include day time shopping opportunities and evening dining.
Kryevidh Village:Kryevidh Village:Kryevidh Village:Kryevidh Village:Kryevidh Village: The restoration of a village ambiance, through revitalized retail andcatering, appears to be a priority. The scale of second home development in recent years hasresulted in a major change in character. The village needs to recreate a centre through styleand scale of architecture, and public use opportunities. The redevelopment of a village innstyle hotel or hostelry would help create the desired ambiance.
Bashtova and TBashtova and TBashtova and TBashtova and TBashtova and Turra Castles:urra Castles:urra Castles:urra Castles:urra Castles: These cultural monuments with access to angling andcountryside walks, are potentially well suited to attracting more visitors. The spotsrevitalization, supported by local guides, together with a presence of mix of antique, craftsand local souvenirs, and organization of various cultural events could be of particular appealto tourists.
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9.5. Human Resource Development
As a service industry, the quality of the tourism experience is largely dependent on the inputsof people who interface with the visitor. The challenge facing all tourism destinations is toensure that procedures and delivery mechanisms are in place to ensure a consistency in thestandard of service which the customer receives. The success is dependent on bothmanagement and front-line personnel. The availability of a well-educated workforceconstitutes a valuable resource for tourism development. The tourism industry in the area isfaced with a number of challenges, including how to improve the level of service, how toincrease the number of trained staff, given the seasonal pattern of demand and the large-scale migration of younger people to seek employment in large cities.
Education and training at all levels are critically important in the implementation of a qualityassurance program. Ongoing development of the human resource is an aspect of businesswhich requires investment by the private sector.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
· A series of information workshops for business proprietors, hotel andrestaurant managers engaged in tourism is an urgent need. The workshopswould concentrate on how best to meet the needs of the new market byreference to “best practice” in competitor destinations;
· In conjunction with the Albanian Tourism Association and EuropeanUniversity for Tourism, the design of a series of training courses foraccommodation and catering staff, should start as soon as possible;
· A guide training program for individuals with specialist knowledge of thearea should also be considered in the near future.
9.5.1. Tourist Information Services
In any tourism destination the provision of a good quality information service canconsiderably enhance the experience for the visitor. Research has showed that on-locationinformation professionally presented can positively influence a tourist’s behavior in terms oflength of stay and expenditure.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
· Provide self-service information points at a number of strategic locationsthroughout the area;
· Consider the provision of an information kiosks at the entrance of Spillejavillage, which is the highest density tourist spot of the area;
· Introduce a system of information tourist signage; and· Recruit a network of volunteer informational guides.
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10. GO10. GO10. GO10. GO10. GOVERNANCE AND ORGANISAVERNANCE AND ORGANISAVERNANCE AND ORGANISAVERNANCE AND ORGANISAVERNANCE AND ORGANISATIONTIONTIONTIONTION
10.1. Governance
Regulatory Environment.
The key areas of regulatory enforcement that will determine the quality and viability of thetourism product will be planning and environmental controls coupled with quality mark andclassification criteria.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
A strict enforcement of environmental controls on public and private sector developmentswill be necessary to ensure the sustainability of the area as a tourism destination.
Incentives
The implementation of the proposed strategy calls for investment in the tourism plant byboth the public and private sectors. Experiences in other destinations have amplydemonstrated the benefits of incentives as a policy instrument:
· To stimulate private sector investment;· To attract new sources of capital into the sector;· To encourage renewal and extension investments;· To reduce possibility of displacement effects and allocation inefficiencies;· To provide greater flexibility to respond to emerging opportunities and
trends.
Typically, investment incentives fall into one of the following categories - grant aid; “soft” orsubsidized loan capital; and taxed-based incentives. Tax based incentives tend to be moreeffective in stimulating investment, and as they represent exchequer revenue foregone tendto be more attractive to governments.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
A pilot fiscal incentive scheme be prepared and presented to Government for considerationto include:
· accelerated capital allowances;· Tax relief or a tax credit system for marketing and training expenditures; and
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It is recommended that an appropriate set of mechanisms be proposed to achieve specificstrategic objectives, for example:
· Refurbishment of older visitor accommodation;· Development of specific new products;· Environmental improvements;· Investment in “attractors”, which can be shown to be highly desirable and
operationally viable, but provide an unacceptable rate of return oninvestment; and
· Investment in marketing and human resource development.
The choice of specific measures should be dictated by the appropriateness, effectiveness,andadministrative efficiency of any such incentive in helping Kryevidh Commune achieve itsstrategic objectives in the light of its unique circumstances.
10.2. Managing Transition
The fundamental consideration in making the transition is the way in which supply anddemand are managed. Therefore it will be critical that the supply (type, quantity and quality)of all the constituent elements of the tourist product in Spilleja are developed and brought onstream in a cohesive way. Equally important will be that the demand for the areas’ tourism(number and type of visitors) matches in every way the product development required underthe new strategy.
To achieve the necessary level of symmetry between the product and the customer calls forclose and continuous management of the multifaceted elements that constitute supply anddemand in tourism. Exacerbating the situation is the reality that the transition process mustalso take into account the absolute necessity of continuing to accommodate certain types ofbusiness in the short-term until it can be replaced and the fact that out of state demand inthe short term may outstrip supply.
RecommendationsRecommendationsRecommendationsRecommendationsRecommendations
· Phased ImplementationPhased ImplementationPhased ImplementationPhased ImplementationPhased ImplementationSuccessful strategic implementation together with the need to accommodate existingbusiness implies that change must be gradual or phased. Phasing may be considered asfalling into three time periods:
- Phase I - year 2009 the decision to adopt the strategy;- Phase II - the period that includes years 2010-2012;- Phase III - the period from year 2012 onwards to 2014.
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· Managing ImplementationManaging ImplementationManaging ImplementationManaging ImplementationManaging ImplementationThree factors are integral to the process of managing implementation, they are:
- Communicating the strategy so there is a wide understanding and acceptance ofwhat is being undertaken;
- Identifying the key players and the role they will have in implementing the strategy;- Establishing the right structure to support the implementation of the strategy.
Detailed planning will be the key to strategic implementation. With the crucial decision takenas to strategy, consideration must be given as to how it will be implemented. Success inimplementation is closely linked to careful and detailed planning.
10.3. Organizational Structures
Managing the implementation of the strategy can be greatly facilitated by the rightorganizational structure being in place. The complexity of the tourist industry and the widerange of interests involved make it important that clear regional and area partnershipstructures are designed aimed at facilitating the process of planning, co-ordination andimplementation of the strategy for tourism. The evidence of best practice elsewhere points tothe need to engage all stakeholders in an effective public - private sector partnership.
The following key structures for partnership are recommended:
Kryevidh Commune Council’s Leadership Role. Kryevidh Commune Council’s Leadership Role. Kryevidh Commune Council’s Leadership Role. Kryevidh Commune Council’s Leadership Role. Kryevidh Commune Council’s Leadership Role. The Commune Council of Kryevidhshould provide leadership through a clear statement of policy which will inform all futuredecisions taken in relation to the tourism sector. It should also provide a platform for thedevelopment of initiatives that will require the formation of new private / public sectorpartnerships. The policy statement should provide the impetus for the creation of the newstructures that will be required. It will also provide the go ahead for the many public andprivate sector initiatives that will be necessary to effect change. The Commune Council is thelogical leader of the process of implementation of the strategy. In order to be able to fulfill itsrole in this regard however, it may be necessary to re organize the commune’s structure witha view to ensuring that it is capable of acting with the speed and initiative that will berequired in a fast changing commercial environment. There are many complex and difficulttasks implied in the implementation of this strategy. In order to ensure that they arecompleted, there is a requirement for innovative and decisive leadership from the localauthority representatives that is firmly rooted in close contact with the private sector
The HotelierThe HotelierThe HotelierThe HotelierThe Hotelier-----TTTTTourism Association of Spilleja. ourism Association of Spilleja. ourism Association of Spilleja. ourism Association of Spilleja. ourism Association of Spilleja. As a community-based developmentorganization, this association can encourage and support further development initiatives toattract and support tourism to the area. Its role and activities engage the public, private andvoluntary or community stakeholders in new small scale enterprises to further localeconomic development. Should this association be functional, it can be considered thecounterpart of larger tourism non-for profit organizations, like Albanian Tourism Association
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(ATA) which encounters over 120 members from the sectors of accommodation, cateringand travel agents.
TTTTTourism Development Unit. ourism Development Unit. ourism Development Unit. ourism Development Unit. ourism Development Unit. This unit should be constituted at the commune level toinclude relevant representatives of Local Authorities and private/voluntary sectorrepresentatives. The duties this Task Force will be to:
- Establish priorities and set targets for tourism within the area;- Lobby central government on issues pertaining to tourism, e.g. regulatory,
investment,environmental and planning issues;- Oversee the implementation of the Tourism Development Plan for Kryevidh
Commune;- Market and monitor specific initiatives in the areas of Product Development,
Environmental Management, Marketing and Promotion and Quality of ServiceDelivery; and
- Monitor the achievement of the targets
The PThe PThe PThe PThe Private Sectorrivate Sectorrivate Sectorrivate Sectorrivate Sector. . . . . No amount of planning on the part of the public sector will lead to asustainable competitive advantage for tourism in the area without co-ordinated effort of allof the private sector interests in the process. The key areas for development will include:
· Product Development and Innovation: the principal onus for thedevelopment of relevant products and services for the targeted markets andmarket segments will fall on the private sector. This process must beunderpinned by strategic research into appropriate standards in thedevelopment of tourism facilities and will require an input from designconsultants capable of developing products and services with a specific localidentity.
· Marketing and Sales: There is an urgent need for the industry to review itscompetence in the area of marketing and sales. The shift from over-dependence on mass distribution led markets towards more targetedsegments will require professional marketing techniques. This will include theuse of the latest technology in developing customer loyalty programsthrough database marketing and direct marketing.
· Quality of service delivery: the industry will need to enhance its level ofcompetence in the areas of Human Resource Management and OperationsManagement in order to inculcate throughout the industry a culture ofquality in the delivery of services. Industry led quality certification programs,aimed at identifying and certifying leading practice in the areas ofquality customer led service delivery is essential to achieving sustainablecompetitive advantage.
· Involvement of Local CommunityInvolvement of Local CommunityInvolvement of Local CommunityInvolvement of Local CommunityInvolvement of Local Community
The roles and priorities for the local authority and community groups within the area willinclude:
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- Local public education and awareness programs;- Local environmental protection, conservation and enhancement initiatives;- Promotion of local / regional identity;- Stimulating local product development initiatives in partnership with private sector- developers;- Providing customer led services for visitors at local level; and- Promoting a culture of welcome for visitors at local level.
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RECCOMENDRECCOMENDRECCOMENDRECCOMENDRECCOMENDAAAAATIONS FOR COTIONS FOR COTIONS FOR COTIONS FOR COTIONS FOR COASTASTASTASTASTAL DEVELAL DEVELAL DEVELAL DEVELAL DEVELOPMENT INOPMENT INOPMENT INOPMENT INOPMENT INKRYEVIDH COMMUNEKRYEVIDH COMMUNEKRYEVIDH COMMUNEKRYEVIDH COMMUNEKRYEVIDH COMMUNE
General Recommendations and Urgent MeasuresGeneral Recommendations and Urgent MeasuresGeneral Recommendations and Urgent MeasuresGeneral Recommendations and Urgent MeasuresGeneral Recommendations and Urgent Measures
The analysis of physical, environmental, institutional and human development context, whichhave been presented in this report, aim at identifying the key obstacle an opportunities inachieving the objective for tourism development in Kryevidh Commune. Based on thisanalysis, the following recommendations are formulated to be considered by the communeauthorities and other relevant stakeholders.
In terms of urgency, the recommendations and proposed measures belong to three groups:immediate (urgent), short term, and mid-long-term.
Given the scale of potential development along the Spilleja coast, the following measures arerecommended:
1. Coastal belt of 200 m should be proclaimed as a protected coastalarea, of particular significance and interest for the commune.
2. Any construction of tourist buildings within the protected coastalarea can take place only after the adoption of a detailed regulatory plan (urbanplanning study for the zone). The only exemption may be within the urbanized areawithin the villages of the commune. The key aim of a detailed regulatory plan is todefine the system of open public spaces including the road/street network andadequate infrastructure services.
3. Construction of tourist establishments within the protected coastalarea can take place only after the open public spaces including the road/streetcorridors with communal infrastructure and green areas, are subdivided accordingto the approved detailed regulatory plan.
4. Within the residential and tourism development uses no developmentof tourist accommodation facilities should be allowed in a 100 coastal belt. Withinthis belt, the allowed interventions include: open public spaces, such as recreationsareas, tourist catering and entertainment facilities, and coastal infrastructure,(coastal streets, parking lots, etc.)
5. Measures not to allow real estate development within the touristdevelopment zone. It is important not to allow the building of the apartments whichare most often intended to be sold on the real estate market.
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6. Measures should be introduced to control spreading of settlementalong shore (coastal ribbon development) which is being done so often though legalland use plans along the shore of Durrësi and Golemi Bay. Local-level land useplanning documents should provide clear criteria, preferably quantified, based on thesize of the existing building land, share of already developed land within it, andtourism development forecast as well. Such measure should protect the coastal beltfrom sprawl development, balance supply and demand of buildable land, and makeprovisions of urban infrastructure services more cost effective.
7. A new strategic and systematic process for the assessment of theculture heritage condition, pressure on protection priorities – including culturallandscapes- should be developed within the planning process. The cultural and sceniclandscape values of Kryevidh, in particular in Spilleja coast remains a major attractionfor the tourism industry and these values should be managed as a key component oftourism infrastructure.
8. The consultants contacts revealed that most of local developmentactors consider tourism the key economic sector in the future. However, it should benoted that tourism today is highly sensitive to the movement of international capitalmostly driven by large emittive markets. In addition, tourism has become a verycompetitive industry, and particularly sensitive to environmental degradation (The caseof Durrës and Golem). This is why tourism should not be permitted to become theover-dominant regional economic sector. Agriculture and fisheries with relatedindustries, a strong service sector, in particular trade, combined with tourismbusiness, provide the best balance of diversity.
9. Massive, and often externally driven tourism development has provedto produce the greater environmental, economic, and social shock to a destination.In addition, over dominant international tourism development brings a high rate ofprofit leakage. Instead, a slower growth with lower scale development and significantshare of local investment has a much better chance of adapting to the existingconditions. It also has the advantage of a greater public involvement locally, providinga better integration and greater returns to the local community.
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ts, i
n lig
ht o
f com
petit
ion
and
chan
ging
en
viro
nmen
t. S
uppo
rt c
ulin
ary
and
cultu
ral f
estiv
als
and
even
ts to
be
com
e ev
ents
of r
egio
nal a
nd n
atio
nal s
igni
fican
ce.
Tar
get n
ew e
vent
and
eve
nts
fund
ing.
2009
+
2009
+
2010
+
2009
+
2009
+
2009
/ O
ngoi
ng
Sol
icit
oper
ator
inte
rest
/ pa
rtic
ipat
ion
“Prio
rity
list”
of
ac
hiev
able
pr
ojec
ts
and
deliv
ery
sche
dule
for
the
perio
d 20
09 -
‘14.
A
dvan
ce b
usin
ess
prop
osal
to fr
uitio
n
Con
tinue
to s
uppo
rt e
xist
ing
maj
or e
vent
s
E
stab
lish
suita
ble
even
ts
Exp
and
cale
ndar
of
ev
ents
w
ith
new
fe
stiv
als/
even
ts b
y 20
10-2
012
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
All
Priv
ate
/ pub
lic
AD
F /
Ban
ks
Loca
l bus
ines
s Lo
cal b
usin
ess
Eve
nts
orga
nize
rs
Priv
ate
/ pub
lic
Fond
i Shq
ipta
r i Z
hvill
imit
143 R
ef.
Act
ion
T
imin
g
O
utp
ut
Lea
d
Res
po
nsi
bili
ty
Par
tner
s E
stim
ated
C
ost
2.4
2.4.
1
Ho
tels
E
xist
ing
hote
ls: e
ncou
rage
bus
ines
s de
velo
pmen
t by
-
Exp
osur
e to
bes
t pra
ctic
es
- W
orks
hops
/sem
inar
s on
cu
rren
t tr
ends
an
d bu
sine
ss
oper
atio
ns
to
resp
ond
to
cust
omer
ne
eds
- P
rovi
sion
of
prof
essi
onal
adv
ice
and
men
tors
hip,
et
c.
2009
-201
4
Impr
oved
sto
ck o
f hot
el a
ccom
mod
atio
n
Mor
e m
arke
t ap
prop
riate
/fo
cuse
d pr
oduc
ts a
nd s
ervi
ces
Im
prov
ed
viab
ility
an
d cu
stom
er
satis
fact
ion
Kry
evid
h
Com
mun
e
Spi
lleja
Hot
el
Ass
ocia
tion
/ E
urop
ean
Uni
vers
ity
for
Tou
rism
, etc
.
2.5
2.5.
1 2.
5.2
2.5.
3
Gu
esth
ou
ses
and
B&
Bs
Mak
e ca
se
for
spec
ial
trea
tmen
t of
co
asta
l re
sort
gu
esth
ouse
s an
d B
&B
s M
aint
ain
dist
inct
iven
ess
and
impr
ove
viab
ility
by
sh
ared
fac
ilitie
s, e
.g.
com
mon
foo
d an
d be
vera
ge,
rece
ptio
n, e
tc.
Pro
gram
to
su
ppor
t ho
spita
lity
serv
ices
an
d co
oper
ativ
e m
arke
ting
2009
+
2010
+
2010
+
Est
ablis
h re
gist
ratio
n an
d cl
assi
ficat
ion
crite
ria/S
peci
al a
ccom
mod
atio
n ca
tego
rizat
ion
R
epos
ition
the
prod
uct w
ith im
prov
ed
imag
e an
d va
lue
perc
eptio
n
Mor
e ef
fect
ive
mar
ketin
g an
d se
rvic
es
syst
ems
Im
prov
ed v
isito
r w
elco
me
and
serv
ices
Kry
evid
h
Com
mun
e
Don
or A
genc
ies
3.
3.1
Mar
keti
ng
Pro
gra
m
Res
earc
h, d
evel
op a
nd te
st n
ew p
rom
otio
nal i
mag
e -
Def
ine
the
imag
e an
d ap
peal
pro
posi
tion
in t
he
cont
ext o
f pro
duct
and
new
str
ateg
y -
Inte
grat
e to
max
imiz
e sy
nerg
ies
and
effic
ienc
ies
alon
gsid
e A
dria
tic b
rand
pos
ition
ing.
2009
-201
2
Pos
ition
th
e de
stin
atio
n w
ith
new
ca
mpa
ign
in
dom
estic
an
d ou
tsid
e m
arke
ts
Kry
evid
h C
omm
une
Tou
rism
Bus
ines
s /
Nat
iona
l Tou
rism
A
genc
y / M
unic
ipal
O
ffice
for
Tou
rism
144Pl
ani i
Zhv
illim
it L
okal
- K
omun
a K
ryev
idh
Ref
.
Act
ion
T
imin
g
Ou
tpu
t
Lea
d
Res
po
nsi
bili
ty
Par
tner
s
Est
imat
ed
Co
st
3.2
3.4
3.5
3.5
Dev
elo
p a
nd
mai
nta
in a
to
uri
sm w
eb-s
ite
- D
evel
op a
use
r fr
iend
ly s
ite o
r po
rtal
whi
ch i
n co
njun
ctio
n w
ith
tour
ism
bu
sine
ss
will
pr
ovid
e ac
cess
to in
form
atio
n an
d to
res
erva
tions
R
evam
ped
Pro
mo
tio
nal
Cam
pai
gn
s -
Pub
licity
/ P
R
- P
rom
otio
nal m
ater
ials
-
Mar
ketin
g ca
mpa
igns
-
Tou
rist f
airs
-
Fam
iliar
izat
ion
trip
s of
jo
urna
lists
an
d tr
avel
w
riter
s -
Ann
ual m
onito
ring
asse
ssm
ent
Sp
ecia
l In
tere
st M
arke
tin
g
- N
atur
e ex
plor
atio
n -
Cul
ture
her
itage
-
Rur
al T
ouris
m
- F
ishi
ng
- O
utdo
or a
ctiv
ities
T
he
cam
paig
n w
ill
incl
ude
trad
e an
d co
nsum
er
in
mar
kets
as
appr
opria
te
R
esea
rch
& M
arke
tin
g S
urv
eys
- V
isito
r pr
ofile
s, e
tc.
- P
oten
tial m
arke
ts /
segm
ent s
tudi
es
2009
+
2009
+
2009
+
2009
+
On-
line
acce
ss fo
r co
nsum
ers
to
info
rmat
ion
and
book
ings
Im
prov
e ef
fect
iven
ess
and
grea
ter
effic
ienc
ies
Pen
etra
tion
of m
arke
t seg
men
ts,
conv
ersi
ons/
visi
ts a
nd in
clus
ion
by to
ur
oper
ator
s in
pro
gram
s.
Impr
oved
info
rmat
ion
and
effe
ctiv
enes
s
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Tou
rism
and
IT
Bus
ines
ses
T
ouris
m a
nd
Mar
ketin
g
busi
ness
es
Nat
iona
l Tou
rism
A
genc
y / A
lban
ian
Tou
rism
Ass
ocia
tion
Tou
rism
Con
sulta
nt
Offi
ces
1,8
00 E
uro
20,0
00 E
uro
_
_
4.
4.1
4.1.
1
Qu
alit
y A
ssu
ran
ce P
rog
ram
\ Im
pro
vin
g t
he
En
viro
nm
ent
Urb
an
envi
ronm
enta
l up
grad
ing
prog
ram
s an
d in
cent
ives
2009
-201
2
Pro
pert
y an
d en
viro
nmen
tal e
nhan
cem
ent
Kry
evid
h
Com
mun
e-P
rivat
e S
ecto
r
Reg
iona
l E
nviro
nmen
tal
Age
ncy
Fond
i Shq
ipta
r i Z
hvill
imit
145 R
ef.
Act
ion
T
imin
g
Ou
tpu
t
Lea
d
Res
po
nsi
bili
ty
Par
tner
s S
ou
rce
and
am
ou
nt
of
fun
din
g
4.1.
2 A
dvis
ory
Wor
ksho
ps a
nd p
rofe
ssio
nal s
ervi
ce
to
enco
urag
e an
d as
sist
pr
oper
ly
owne
rs
and
deve
lope
rs
2010
-201
2
Res
tora
tion
and
incr
ease
d us
e of
ar
chite
ctur
e K
ryev
idh
C
omm
une
Eur
opea
n U
nive
rsity
fo
r T
ouris
m
4.2
4.2.
1 4.
2.2
4.2.
3 4.
2.4
4.2.
5 4.
2.6
Infr
astr
uct
ure
C
onst
ruct
ion
of
a 24
0 m
ro
ad
linki
ng
the
Spi
lleja
en
tran
ce w
ith th
e pr
opos
ed c
ampi
ng a
nd c
arav
anni
ng
site
. T
he C
onst
ruct
ion
of O
pen
Bar
s an
d P
ublic
Toi
lets
al
ong
the
beac
h
Ref
urbi
shm
ent
of t
he r
oad
linki
ng S
pille
ja V
illag
e w
ith
Bas
htov
a C
astle
In
stal
ling
a co
llect
or fo
r w
aste
trea
tmen
t P
aths
and
bik
ing
trai
ls
Tra
ffic
Man
agem
ent p
rogr
ams
2009
-201
0 20
09-2
010
2010
-201
3 20
10+
20
10+
20
09+
Dire
ct a
cces
s to
sea
shor
e
Coa
stal
and
cou
ntry
side
wal
ks
Impr
oved
was
te /
cle
ansi
ng a
nd s
ervi
ce
arra
ngem
ent
Acc
ess
to c
ultu
ral h
erita
ge s
ite
Impr
ovem
ent w
aste
col
lect
ion
T
ourin
g ro
ute
Red
uced
con
gest
ion
Im
prov
ed p
arki
ng
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Kry
evid
h
Com
mun
e
Alb
ania
n D
evel
opm
ent F
und
Alb
ania
n D
evel
opm
ent F
und
Alb
ania
n D
evel
opm
ent F
und
Pro
fess
iona
l S
ervi
ces
Tou
rism
Bus
ines
ses
Gen
eral
D
irect
orat
e of
Roa
ds
35,
000
Eur
o2
10,
000
Eur
o 5
5,00
0 E
uro
100,
000
Eur
o
4.3
4.3.
1 4.
3.2
Bea
ch M
anag
emen
t P
rog
ram
A
pplic
atio
n of
nat
iona
l env
ironm
enta
l lab
el (
NE
L)
Bea
ch m
anag
emen
t and
cle
an u
p-pr
ogra
m
Ann
ual
Ann
ual
NE
L st
atus
Im
prov
ed
was
te
/ cl
eans
ing
and
beac
h m
aint
enan
ce
Kry
evid
h
Com
mun
e
Alb
ania
n C
ham
ber
of
Com
mer
ce /
Alb
ania
n T
ouris
m
Ass
ocia
tion
2 Thi
s fig
ure
is a
roug
h es
timat
ion
prov
ided
by
a ro
ads c
onst
ruct
ion
expe
rt.
146Pl
ani i
Zhv
illim
it L
okal
- K
omun
a K
ryev
idh
Ref
.
Act
ion
T
imin
g
Ou
tpu
t
Lea
d
Res
po
nsi
bili
ty
Par
tner
s S
ou
rce
and
am
ou
nt
of
fun
din
g
4.4
4.4.
1 4.
4.2
4.4.
3 4.
4.4
Hu
man
Res
ou
rce
Dev
elo
pm
ent
P
ublic
Aw
aren
ess
Cam
paig
n H
ospi
talit
y sk
ills
enha
ncem
ent
Con
duct
Tra
inin
g C
ours
es
“Bes
t pra
ctic
e” to
urs
2010
+
2010
+
annu
ally
an
nual
ly
Gre
ater
sup
port
for
tour
ism
Id
entif
icat
ion
of tr
aini
ng n
eeds
Im
prov
ed to
uris
t ser
vice
qua
lity
Impr
oved
qu
ality
an
d m
anag
emen
t pr
actic
es
Kry
evid
h
Com
mun
e
Kry
evid
h
Com
mun
e K
ryev
idh
C
omm
une
Tas
k fo
rce
/ tou
rism
bu
sine
sses
/ E
urop
ean
Uni
vers
ity
for
Tou
rism
15,0
00 E
uro
4.5
4.5.
1 4.
5.2
4.5.
3
To
uri
st In
form
atio
n S
ervi
ces
Set
up
a to
uris
t inf
orm
atio
n ki
osk
in S
pille
ja V
illag
e E
volv
e ne
w m
etho
ds o
f del
iver
y
Pre
para
tion
of v
olun
teer
sta
ff / g
uide
s
2010
+
2010
+
2011
+
Impr
oved
an
d m
ore
acce
ssib
le
tour
ist
info
rmat
ion
In
crea
sed
serv
ice
Incr
ease
d pr
ofes
sion
alis
m
in
tour
ist
serv
ices
del
iver
y
Kry
evid
h
Com
mun
e
Mun
icip
ality
of
Kav
aja
/ Nat
iona
l T
ouris
m A
genc
y
3, 0
00 E
uro
3
3 Inc
ludi
ng th
e pro
duct
ion
of si
mpl
e pro
mot
iona
l mat
eria
ls