strategjia e turizmit
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Strategjia e TurizmitTRANSCRIPT
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BERATTOURISM STRATEGY AND ACTION PLAN2011 - 2021
Mayor’s Message
Berat is an important and attractive tourist destination due to its unique values, marvelous temples, distinctive architecture, rare documents of old Christianity, coexistence of religions and harmony of cultures. Berat is the perfect example of a 2400 year old town. It emerges from antiquity with a diversity of values represented in the extraordinary work of masters over the centuries, and in its rich cultural, material and spiritual heritage – all now a dignified part of UNESCO World Heritage.
Tourism is considered one of the main pillars in the development of Berat. In our Strategic Plan for Social and Economic Development 2010 – 2020, tourism is defined as a priority objective for development of the local economy. Considering the significance of tourism to the economic development in general and the possibility it offers for creation of new jobs and support to small business, the Municipality of Berat initiated the preparation of this Tourism Strategy and Action Plan. In April 2010 a common agreement was signed with SNV Netherlands Development Organisation, where SNV committed to provide technical assistance to the Municipality of Berat for the preparation of the TSAP. To support this process a Tourism Action Committee (TAC) was established in May 2010 with representatives from public institutions, business and civil society.
As the Mayor of Berat Municipality and Head of the Tourism Action Committee I am very satisfied that, following a period of hard work, we managed to successfully realize this project. I would like to use this occasion to express my gratitude to SNV for the very fruitful cooperation in preparation of the TSAP. I also want to express my gratitude to other partners and committed citizens for their contribution and expressed will to engage directly in the preparation and implementation of this strategic document. The TSAP will be the operational framework for our institution, leading tourism development in the region and aiming to maximize the sustainable use of our resources. This document defines the projects and future actions we will undertake together to develop Berat into a high quality, well known, international tourist destination.
Fadil NasufiMayor
Berat Municipality
1 Maj 2011
CONTENTS
1. INTRODUCTION..................................................... 9
2. TOWARD A TOURISM STRATEGY FOR BERAT.......... 11Tourism definition and components........................................ 11Global and national tourism trends......................................... 12Relevant strategies.............................................................. 13Institutional structures for tourism........................................ 14
3. TOURISM IN BERAT................................................ 19Tourism development in Berat............................................... 19UNESCO World Heritage....................................................... 19The ‘Historic Centre’ of Berat................................................ 20Tourism Supply................................................................... 22Our current markets............................................................ 25Our competition.................................................................. 29Our strengths and weaknesses.............................................. 30
4. BERAT TOURISM STRATEGY................................... 35Vision................................................................................. 35Based on the principles sustainable tourism............................. 35Way forward........................................................................ 36Our target markets.............................................................. 37A framework for action......................................................... 40Implementing the plan......................................................... 42Monitoring, evaluating and revising the plan............................ 43
5. TOURISM ACTION PLAN......................................... 47Product development and quality improvement........................ 47Access and Infrastructure...................................................... 54Targeted marketing and promotion........................................ 57Developing human resources and coordinating tourism development... 60
APPENDICES.................................................................... 65
1. Tourism Action Committee members................................... 652. Acronyms........................................................................ 663. Proposed monitoring and evaluation schedule...................... 674. Market research.............................................................. 68
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1 INTRODUCTION
Berat is located in central Albania, 120km south of the capital, Tirana. It is the administrative centre of Berat Region and one of two designated ancient museum cities in Albania. Lying on the bank of the Osum River, Berat has been permanently inhabited for close to 2,500 years by Illyrian, Roman, Byzantine, Bulgarian, European medieval, Ottoman and Albanian civilizations. During the 17th century Berat was the largest city in Albania and the country’s main economic centre, with noteworthy development of handicrafts and trade. The town bears witness to the peaceful cultura l and religious coexistence between Christians and Muslims during the Ottoman period. It is a unique town with a wealth of buildings of the highest architectural and historical interest. Recognizing these values, in July 2008, the town was inscribed on the UNESCO World Heritage List.
The rich historical, cultural, ethnographic, architectural and natural heritage values of the town constitute a firm base for tourism development. In turn, sustainable development of tourism has the potential to contribute to the economic, social and environmental development of the region. Berat is already attracting an increasing number of visitors from Albania and abroad, particularly since its World Heritage listing. The sensitive development of tourism is identified as a priority objective in Berat’s Strategic Plan For The Social And Economic Development, while the need to develop in accordance with the outstanding universal value, integrity and authenticity of the town is recognised in the ICOMOS evaluation of the town for World Heritage inscription.
Still Berat is in its early stages of establishing its national and international profile as a quality, high class cultural and historical destination. Coordinated efforts are required in the preservation and presentation of its historical and cultural attractions, reducing threats including illegal construction in the historical zone, improvement in visitor services, product diverisfication
Figure 1: Map of Albania highlighting Berat Region
“The urban fabric of the town of Berat is authentic as it has not undergone any major alterations down the centuries.”
(ICOMOS, 2008, Evaluations of Cultural Properties)
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and planned interventions in order to assure sustainable tourism development and growth that will benifit the local community.
The Berat Tourism Strategy and Action Plan (TSAP) is a detailed outline of the Berat Municipality’s committment to tourism development over the next ten years. The plan is a formally endorsed document produced by a Tourism Action Committee (TAC) comprising local government, private sector and civil society representatives. The plan articulates the vision of Berat to become a quality destination developed on the principles of sustainability. It identifies actions in four key strategic areas: product development and quality improvement, access and infrastrucutre, marketing and promotion, and human resources and destination management. The plan is based on a participative process involving analyses of the area’s existing and potential tourism markets, assets and needs, the agreement of startegic goals and objectives and identification of a programme of activities to achieve them. The involvement of the Berat community in the development of the plan has led to local ownership.The output is a working document which is used to stimulate and guide action. The TAC has the responsibility of overseeing the plan implementation, rather then relying on external experts.
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The Berat Tourism Strategy and Action Plan (TSAP) has been developed from a participative process involving analyses of the Berat’s existing and potential tourism markets, assets and needs, the agreement of startegic goals and objectives and identification of a programme of activities to achieve them. The following sequential process was followed:
Agree with Berat Municipality on the process and outcomes, sign the contract
Gather support and information about Berat region Conduct an introductory meeting with regional stakeholders Establish a representative Tourism Action Committee (TAC) Assign staff to support the planning process Undertake market research for Berat Develop a draft TSAP (two workshops, two days each) Obtain public/ stakeholder input on the draft TSAP Incorporate public input and develop final TSAP Obtain approval of the TSAP from the Berat Municipality
The Berat TSAP provides a framework for businesses, governments and relevant organizations to analyze tourism markets, tourism assets and tourism concerns in order to develop objectives that enhance assets and overcome concerns. The plan will be monitored and evaluated on a regular basis to allow for necessary revisions.
The Berat TSAP is intended to be a flexible, evolving, ‘working’ plan. The TSAP is in a binder-type format that encourages the addition/deletion of materials, the insertion of recorded, objective implementation results and the incorporation of any necessary revisions that result from implementation work.
2 TOWARD A TOURISM STRATEGY FOR BERAT
Plans are nothing; planning is everything.
Dwight D Eisenhower (1890-1969)34th US President
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Tourism definition and components
Definitions of tourists and tourism are provided as a foundation from which a realistic strategy and action plan can be developed.
TOURISTS: are people who travel to and stay in places outside their usual environment for less than twelve consecutive months for leisure, business and other purposes not related to the exercise of an activity remunerated from within the place visited.
TOURISM SUPPLY: the supply of all assets, services and goods to be enjoyed or bought by visitors and occasioned by the journey of visitors. Tourism supply includes, for exmple, natural and man-made assets/resources, accommodation, tourism characteristic restaurants, travel and tour operator services and transport.
TOURISM DEMAND: the quantity of tourism products and services bought over a period of time at a given price. Demand for tourism products can be influenced by price, income, changing taste, competition and climate amongst others.
TOURISM: is defined as the practice of people traveling outside their usual environment for leisure business and other purposes. The tourism sector involves a complex inter-relationship among numerous businesses, organisations and activities.
Global and national tourism trends
Tourism is a major industry in the world’s economy. After the shock of the financial crises, data confirms a global recovery in travel during 2010. The UNWTO shows visitor growth of 2% across Europe with every region exhibiting accelarating growth through to June 2010. Lodging performance has also strengthened. Occupancy rates in Europe were up 5.4% in 2010 and hoteliers have been able to raise rates in response to increased demand. In the longer term UNWTO forecasts international arrivals to reach 1.6 billion by 2020, the largest share of which (717 million) will visit Europe.
Tourism has been recognized as a force for sustainable development with the potential to bring prosperity to rural and urban areas, often reaching places which have limited alternative opportunities. The tourism sector is well placed to improve community well-being by providing accessible employment with opportunities for women, youth and minority groups. Sustainable development through tourism, however, requires careful and equitable use of natural and human resources - reasons why sound planning is important.
In Albania, 2010 confirmed that tourism is one of the most promising industries in the country, receiving increasing attention from the Albanian government, the private sector and international organizations.
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According to government statistics the number of tourists visiting Albania during 2010 was more then 3 million, making tourism one of the three major pillars of the country’s economy. Albania is selected as the number one destination to visit in 2011 by Lonely Planet and ranked sixth in the list of destinations recommended by CNN. Given its proximity to the largest inbound and outbound markets of Europe, Albania is in a favorable position to benefit from the trends toward more regular, short and medium haul travel.
Relevant strategies
Official documents emphasize the importance of the tourism sector at local and regional levels towards the development and decentralization of the Albania’s economic and social structure.
NATIONAL STRATEGY FOR DEVELOPMENT AND INTEGRATION (NSDI) 2007 – 2013: focuses on Albania’s progress toward European Union integration, incorporating the Millennium Development Goals (MDGs). The importance of tourism in the development of the country’s economic and social structure is well defined in the NSDI. In particular the strategy establishes a vision for the sector.
Vision for Albanian tourism
Albania to be recognised as a safe tourism destination of high value, which is characterized by a unique variety of world class natural and cultural attractions found within a relatively small geographical space, managed in a responsible environmental and social way, easily accessed from European tourism markets.
(NsDI 2007-2013, p85)
The NSDI identifies the development of specialized tourism products as follows: Sun and beach tourism, in the long run Special interest tourism (e.g. rural tourism, cultural and
historical tourism, adventure tourism) in the short to medium run
Business and conference tourism, in the short to medium run - is specified as strategic priority in the document.
NATIONAL TOURISM STRATEGY (MAY 2007): reflects and addresses the direction contained within the NSDI. The tourism strategy establishes the overall framework for tourism centreed on the discovery of Albania through its nature and culture. The following relevant actions are presented toward achieving local and regional tourism sector involvement and development: Establish mechanisms to support local efforts to
bring culture and nature products to market. The first step in this process is to identify the needs of the sector. The second step will be to design a support plan to assist the local actors in whatever way resources permit.
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Develop small businesses; the mechanism through which visitor spending contributes to local and national economy. PICTURE FROM PAGE 6 OF MANUAL
BERAT STRATEGIC PLAN FOR THE SOCIAL AND ECONOMIC DEVELOPMENT 2010-2020: identifies the sustainable development of tourism as a priority objective for growth of the local economy. The plan envisions Berat as a World Culture Heritage ancient city, with a community that enjoys harmonious development and equal opportunities, a centre of international tourism with a dynamic economy based on consolidated agribusinesses and handicrafts.
The importance of tourism developing in harmony with the city’s unique qualities is recognised in the first strategic goal of the plan.
Strategic Goal 1
An international cultural centre supported by Bed and Breakfast tourism, which preserves and develops the city’s unique culture, history and architectural heritage
Strategic Goal 2
Harmonized development of the city’s economy, which competes in the regional market through expanding its agribusinesses and handicraft businesses, and where diversity and quality are encouraged
Strategic Goal 3
Zhvillimi i ekuilibruar i territorit urban që krijon një mjedis bashkëkohor dhe në harmoni me tiparet dhe trashëgiminë specifike të qytetit
Strategic Goal 4
A high quality, dynamic and all-inclusive social life where equal opportunities for progress and well-being are supported and expanded for all
The strategy further details 19 projects directly related to tourism development and 20 projects related to Strategic Goal 2 which are indirectly related to tourism development.
Institutional structures for tourism
The Ministry of Tourism, Culture, Youth and Sports developed a National Tourism Law which was formally approved by the Albanian Parliament May 14, 20071. The scope of the law is to determine the principles and rules governing the tourism sector and to develop standards of tourism services and products and those related to tourism. The law regulates the relationship between public institutions and private companies and individuals, local or foreign entities engaged in tourism. It determines the rights and obligations of participants in tourism activities in compliance with standards and principles of sustainable tourism development. Responsibility for tourism, as set out in the law, rests with the following institutions.
1 The National Tourism Law, 2007 is currently under review.
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Ministry of Tourism, Culture, Youth and Sports (MTCYS)The key role of MTCYS is to support, protect, develop and promote the tourism resources, culture, material and spiritual heritage of Albanian people in line with the action plan and in cooperation with other central governmental institutions, with local governments, with tourism private sector and civil society.
National Tourism Agency (NTA) The National Agency of Tourism is a public entity under the jurisdiction of the Minister responsible for Tourism. The main roles of NTA are: to carry on the functions related with the promotion and marketing
in tourism, as well as other functions provided in the Law; to stimulate, support and facilitate the access to funds for individuals
and companies engaging or that intend to engage in tourism activities.
Tourism Assistance Office (TAO) Regional Tourism Assistance Offices have recently (2010) been established in each of the 12 regions in Albania, including Berat. The Regional TAOs fall under the jurisdiction of the Minister responsible for tourism, and has the duty to grant information for tourists concerning entry, available services and facilities and information on sites and attractions interesting to tourists, as well as treating the claims made by Albanian or foreign citizens against hoteliers, tourist restaurants owners, tourist guides, travel agents, tour operators and other tourist enterprises in relation to the products and services offered by them.
Local governments and their tourism responsibilitiesLocal government units, in compliance with the provisions of this law, are responsible for:a. making an inventory of the main tourism resources in the territory
of the local government unit and the inventory of local tourism businesses;
b. sending, in periodical way, twice per year the above mentioned inventories to the Minister responsible for tourism, in order to create a data base at national level;
c. providing technical assistance to the generation and development of tourism businesses in compliance with the provisions of this law;
d. monitoring the respect of this law dispositions and other laws and bylaws from private entities operating in tourism and suggest the necessary steps to be taken from responsible state institutions in tourism.
Support for the development of tourismThe state institutions outlined above, in cooperation with, and under auspices of the Ministry responsible for tourism, are responsible to support tourism development by:a. compiling tourism development plans for each municipality and
commune;b. providing tourism information, education, and promotion activities;c. taking measures to develop the infrastructure and facilities in
tourism development areas, tourism villages, tourism sites and at tourism attractions;
d. assisting tourism investment in remote, mountainous and sparsely populated areas;
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Planning for tourismTourism development planning shall: a. be based upon the national registry of tourism resources;b. be in accordance with national, municipal, and commune tourism
development plans;c. focus on areas with tourism development and where tourism
development therein is capable for promoting socio-economic restructuring.
d. Tourism development plans shall be periodically reviewed and revised to ensure compatibility with the national, municipal, and commune socio-economic development situation.
As highlighted in the law, the direct involvement of the private, public and relevant NGO sectors in all local and regional areas in developing Albania’s tourism potential is key to the success of the country’s tourism industry.
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Tourism development in Berat
Recognising the uniqueness of Berat, as early as 1961 the town was declared a Museum City by the Government of Albania. During the communist period when travel to Albania was generally limited, Berat was visited by foreigners especially those groups who were visiting Albania from allied countries. Also groups of visitors coming from Kosovo and the region came to Berat in tours organized by the State.
Following the regime collapse and the disruptive events of 1997 across Albania, Berat has restored its reputation and good image. Visitor numbers have grown with visitors coming from abroad, from other parts of Albania. For Berat citizens this growth capitalizes on the best use of the city’s assets and reflects the city’s traditions in hosting visitors. Traditionally the visitor has found welcoming hospitality in Berat, as well as the experience of a nice and relaxing environment and the occasion to taste a combination of traditional and contemporary cuisine characteristic of the region including renowned olives, locally produced lamb and turkey and wine from vineyards around the city.
Following the inscription of Berat in UNESCO World Heritage in 2008, the number of the visitors has continued to increase. According to ticket sales in the Berat Castle, in 2009 there were 18.190 visitors. By 2010, this had grown by more than 10% to 20.823 visitors2.
UNESCO World Heritage
On July 8, 2008 Berat was registered on the UNESCO World Heritage List by the Committee of World Heritage during the consecutive Conference held in Canada. Berat was valued as a rare example of typical Ottoman architecture. According to the evaluations, Berat is considered as an example of coexistence of various religious and cultural communities for many centuries.
2 These figures demonstrate the growth in visitors being experienced in Berat. They are limited however by the time in which tickets can be purchased. The true number of visitors to Berat therefore is considered to be much higher.
3 TOURISM IN BERAT
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Criterion (iii) of the justification for inscription says that Gjirokastra and Berat (registered together as two cities in series) bear outstanding testimony to the diversity of urban societies in the Balkans, and to longstanding ways of life which have today almost vanished. Criterion (iv) considers that the two towns of Gjirokastra and Berat bear outstanding testimony to various types of monuments and vernacular urban housing during the Classical Ottoman period, in continuity with the various Medieval cultures which preceded it.
This is a very important evaluation for the city of Berat which is listed now as one of the 704 cities in UNESCO as cultural heritage sites.
The Codices of Berat
The ‘Purple Codex of Berat’ (called Beratinus) contains extracts from the Gospels and is one of the oldest variants used for the text of the New Testament. At the time it was written, in the 6th century, it was one of the five existing codices throughout the world.
The Codex Aureus, a manuscript of the 9th century, represents the second most important codex of Berat.
UNESCO has paid particular attention to the protection of this unique heritage of the old liturgical literature. The Codices of Berat are inscribed in the Register of the World Heritage List.
The ‘Historic Centre’ of BeratBerat’s Historic Centre is comprised of three areas – the Castle, Mangalem and Gorica quarters.
The Castle, located on the peak of the hill backing Mangalem quarter, is one the most significant sites of the city. The castle dates back to the 4th century BC. While it has generally remained faithful to its original plans it has undergone some changes during the 6th, 8th, 15th and 19th centuries.
Berat Castle is not only one of the largest inhabited Castles, but also a stone archive, that offers a variety of styles and contributes of different époques: Roman-Byzantine, Albanian and Ottoman. The buildings inside the Castle were built during the 13th century and because of their characteristic architecture are preserved as cultural monuments. The Castle has many Byzantine churches, as well as some mosques built under the Ottoman era which began in 1417.
Historic Centres of Gjirokastra and Berat N40 4 10 E20 7 60Date of Inscription: 2005Extension: 2008Criteria: (iii)(iv)Property: 59 ha Buffer zone: 136 haRef: 569bis
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The old quarters of Mangalem and Gorica are well preserved areas containing buildings with characteristic architecture with a great number of windows, narrow charming paths and religious objects. The two quarters are connected with each other by Gorica bridge. Ruins of Gorica castle, another castle in the city that belongs to the same period (IV BC), are positioned on the hill behind Gorica quarter.
Figure 2: Borders of the Historic Centre
Several cultural activities are organized in the Historic Centre, mainly in the open areas in the upper part of the Castle known as the ‘Acropolis’. Activities are often organized in spring, coinciding with the opening of the tourist season. There are two Museums in the Historic Centre; the National Museum of Icons called ‘Onufri’ and the Ethnographic Museum which together with the other monuments and old churches in the Historic Zones offer a special tour for the visitors. The Cultural Centre of the City and the ‘Edward Lear’ Art Gallery are adjacent to the Historic Quarter of Mangalem.
The growth in tourism is resulting in an increasing number of family houses in the Historical Centre being converted into guest houses, offering visitors an opportunity to stay in the historic buildings. There are some private art shops and art galleries located in traditional houses in the historic centre. There is a nursery in the Historic Centre, two elementary schools, an Administrative Unit of the Municipality of Berat which takes care for the administration of the services for the citizens. There is public transport from the city centre to the Castle every day, thus serving to the citizens who live there.
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Tourism Supply
To assist in planning for the sustainable development of tourism in Berat and in the identification of target markets, a review of the existing supply of tourism products and services was conducted. The supply analysis focused on accommodation, food and beverage services, attractions and festivals and events. It should be noted that some tourist activities, such as rafting, already exist in the region surrounding Berat.
ACCOMMODATION: In 2010 Berat had 13 hotels and guest houses with 154 rooms and 318 beds. Hotels and guest houses experience more than 60% occupancy rates based on estimates of more than 50,000 international guests on tours each year. A number of small guest houses have recently opened in the traditional Ottoman houses in the Mangalem and Gorica quarters.
FOOD AND BEVERAGE There are around 25 restaurants in Berat that are oriented towards serving tourists. They offer both traditional cuisine and international cuisine, mainly Italian. In these restaurants, characteristic dishes from Berat area are cooked and served with hospitality. The most well known and popular dish from Berat is ‘Kaposh Deti me Pershesh’ a traditional way of cooking turkey. Products used are often local and organic, adding to the taste and experience. Local wine and raki (a traditional Albanian alcoholic drink) are also available.
FESTIVALS AND EVENTS: Berat hosts a number of festivals and events throughout the year. Many are based on tradition and religion and represent the region’s cultural heritage. To date, most events target the local population. There is an opportunity to promote existing activities to potential visitors and to develop new events to attract visitors throughout the year.
Calendar of festivals and events
January February March April May June
Blessed Water
ceremony
Summer day
Cobo wine festival
International Day of
Monuments and Archaeological
Sites
Orthodox Easter
Berat Festival
Agribusiness regional fair
July August September October November December
Saint Ilias pilgrimage
Bektashi pilgrimage
Independence Day
Cobo wine festival
‘Poetka’ – International
Poetry Competition
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TOURISM SERVICES: Berat has four travel agencies primarily operating as ticketing offices for outbound travel by Berati people. No agencies currently sell organised tours in the region though this can be organised on an ad hoc basis. Guide services are available through hotels and on an informal basis in the castle.
ATTRACTIONS: Berat is known for its historical and cultural attractions that form the basis of its World Heritage listing. Key attractions are listed in the table below.
Berat city attractions
Museums‘’Onufri‘’ - National Museum of Icons - located within the old Cathedral of Dormition of St. Mary (18th century), a Byzantine style Church characterized by a marvelous golden wooden iconostasis. The collection of icons dating back to the 14th – 19th centuries includes important works by the great artist Onufri and his school of painters.
Ethnographic Museum – Placed in one of the best preserved traditional houses of Berat which dates back to the 18th century. The museum contains an archaeological pavilion, an imitation of a medieval bazaar, and the environments of a typical house of the 18th century.
GalleriesArt Gallery ‘’Edward Lear’’ – Opened in 1994 is one of the most important and best Art Galleries in the country. The collection highlights many contemporary and past art works of artists from Albania and abroad.
Historic sites CASTLE Cathedral of Dormition of Saint Mary (‘Onufri’ National Museum of the Icons). see the descprition above.
Church of Saint Mary Vlaherna - the oldest church in existence in Berat city (13th century). This church was restored in the 16th century and its frescos are painted by artist Nicola, son of Onufri.
Church of Saint Nicola (16th century) – Archaeological excavations have found that the walls of this church were built in the 16th century. Inside the church a capitol used for rituals and an element of the Paleo-Christian architecture has been identified.
Church of Saints Constantine and Helen – The church is a chapel which was completed in the year 1644. It has a ceiling with decorative elements and its frescos present scenes from the crucifixion of the Jesus.
Church of the Holy Trinity (13th- 14th century) - The church was built close to the second perimiter walls in the Castle. It has beautiful Byzantine murals and its walls were built using the cloisonné technique.
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Acropolis – Placed in the higher part of the Castle, it is surrounded by the second perimeter of the walls in the Castle. Inside the acropolis are the ruins of the houses of the Turkish military garrisons, the ruins of the White Mosque built in the Ottoman period, and the remains of the Feudal Chamber.
Water cistern (13th - 14th century) - was used for the conservation of water during the late Middle ages. A stone tunnel was built in the southern side to bring water from the river directly to the tower.
Red Mosque (15th century) – The mosque is one of the oldest in Albania. Initially it served caravans coming from East to West. It later served Turkish garrisons.
Church of Saint Demetrius – The church has been rebuilt over the ruins of an older chapel built in the 16th - 17th century. According to an epigraphy the church was painted in the year 1607.
Church of Saint Theodore (16th century) – The church was built in the middle of the 16th century and was painted by Onufri. A copy of the Epitaph of Gllavenica, an outstanding art work of the year 1373 was found iside the church of St. Theodore.
Church of Saint Elijah - This church is located outside the walls surrounding the Castle. The biblical scenes in this church are written in Albanian language, a rare sample in religious objects in Berat. During the communist regime this object was destroyed and was rebuilt after the 1990’s.
GORICA:Monastery of St. Spiridon (18th century) – located in the centre of the Gorica quarter. The epigraphy in its entrance dates the object back to 1864. The monastery’s building represents a typical scheme of the basilicas of the 18th century.
St. Thomas’s Church (18th century) –located in the Gorica quarter. The object was destroyed during the communist regime and was rebuilt after the 1990’s with donations given by the Christian community of the city of Berat.
Ruins of Gorica Castle – Gorica castle belongs to the same period as the Castle positioned in the opposite hill (in Mangalem). Today only the ruins of Gorica castle can be seen.
Gorica Bridge - The wooden bridge of Gorica was built in 1780 by Ahmet Kurt Pasha. It was rebuilt two times; in the 18th century it was recovered in stones and during the years 1920- 1930.
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MANGALEM: Bachelor’s Mosque – Built in 1827 with the aim to serve the bachelor craftsmen in the city. Characteristic of this mosque is the application in its facades of paintings representing scenes from the city.
St. Michael’s Church (13th century) - Built on the pointed rock in Mangalem quarter demonstrates a mastery of the cloisonné technique. When compared to other churches of Berat, this church is known for its higher architectonic level and a tendency for perfection of forms.
MEDIEVAL CENTRE: King’s Mosque (15th century) - is one of the most important Mosques in the city. It is part of the Islamic Centre and was built at the end of the 15th century by Sultan Bajaziti II.
Teke of Helveti- (15th century) - was built in the 15th century and rebuilt by Ahmet Kurt Pasha in 1782. Characteristic for this Teke (Bektashi mosque) is the wooden ceiling decorated according to baroque style adapted to the Islamic art with the paintings described as the most beautiful of that time.
Other points: New Orthodox Church - The church of Saint Demetrius – built in 2006 in the existing place of the Old Cathedral of the town.
Leaden Mosque - (16th cent.) The most beautiful mosque built during the domination of the Sultan Suljeman Konunor (1520-1566), a period in which the city was becoming an important centre under the Ottoman Empire. This is the biggest mosque of this type in Albania.
Current markets
As is generally the case in Albania there is limited data on tourism in Berat. As a result detailed research was carried out to identify market segments visiting Berat. The range and size of the tourism markets visiting Berat were estimated by interviewing tour operators (10), hoteliers (13) and visitors (214). Surveys were conducted in April – May 2010. In this way there is a clear view of the existing and potential tourism markets for Berat: where visitors are coming from, their profile and behavior, as well as the contribution of the tourism sector to the economy.
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Based on the visitor surveys
- 55 % of tourists are from Europe - 29 % of tourists are Albanians that live in other countries - 8% of tourists are from non European countries (including Asia,
America) - 8% of tourists are Albanians (domestic market)
Where tourists are coming from% of visitors
ItaliAngliFranceGjermaniAmerikaAziaGreqiAlbanians fromother countriesAlbanian
IT
ANG
FR
GERUSAAZGR
AL
AL
Age Profile
0
5
10
15
20
25
30
35
40
14-24 25-44 45-64 65 +
Age
Age
Figure 3: Country of origin Figure 4: Age profile
In 2010 the largest number of tourists visiting Berat came from Western Europe, in particular France, UK, Italy, and Germany. Key informants also noted an increase in the number of tourists visiting the region from Asia. A vast majority of tourists are over the age of 45, although there is interest also from the younger market (<24 years of age). These findings likely reflect the tourism offer of Berat namely history and culture and adventure based activities.
Length of Stay
0
2
4
6
8
10
12
Hotel Shtepi Pushimi Kamping
Avarage nights
mesatarja e neteve
Spent in the area
0500
10001500200025003000350040004500
Lekë
Lek
Figure 5: Average length of stay Figure 6: Average expenditure in accommodation (1 Albanian Leke = 39€3/day)
Based on the visitor surveys the average length of stay in Berat is 4.7 days. Visitors stay longest in guest houses with an average of 10 nights4. In contrast visitors in hotels stay for slightly below four nights and those camping stay for an average of two nights. Accommodation is the major item of expenditure on a visit to Berat, closely followed by food and beverages and souvenir purchases. More than 4000 ALL is spent on other items.
3 Exchange rate as of Feb 20104 NB: The survey was conducted over 2 months from April to May. These figures are
likely to be considerably lower when averaged over the full year.
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Accomodation
0
10
20
30
40
50
60
70
80
Hotel Guest House Kamping
AvarageHolidays
Figure 7: Share (%) of tourists staying in accommodation – all visitors compared to visitors on holiday
International Tour Group Market Berat is currently included in a range of tours organized by tour-operators. Tours include the Grand Tour of Albania which is a comprehensive itinerary visiting the main cities and sites in Albania (see Figure xx below). Grand tour visitors stay up to one night in Berat.
Grand tourof Albania
Figure 8: Albanian grand tour destinations
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International tour groups are currently the largest market for Berat. According to the key informants approximately 50,000 international tourists visit Albania per year on organised tours. Of these around 20% visit Berat during their trip. It is estimated that the number of international tourists on organized tours that visit Berat is around 10,000 to 13,000.
Organized tours should remain an important market as tourism develops further in Berat. Organized tours can be easily reached through tour operators. It is important therefore to understand the needs of tour operators and to concentrate marketing efforts on encouraging an expanding number of tour operators to include Berat in their itineraries. Organization of FAM (familiarization) trips will be an important activity for promotion and to receive demand driven input for the preparation of packages of activities to offer tourists.
Independent Traveller Market The independent travel market to Berat mainly comprises international tourists travelling for leisure purposes. It is difficult to quantify the number of independent travelers to Berat without a more comprehensive survey over time. A smaller number of independent tourists are Albanians who travel to Berat to visit friends and relatives, for business or work or for leisure. As independent tourists are difficult to classify they are also difficult to market to.
Albanian from other countriesAlbanians from other countries comprise 29% of the current market to Berat.
Domestic The domestic market is currently not a large market for Berat. While it is difficult to quantify this market interviewees noted that there has been a considerable growth in arrivals from the domestic market (see below). There are a number of sub-segments within the domestic market:- families choosing to spend time in the area- young people and school groups- middle aged and elderly visitors which are independent tourists- people visiting friends and relatives- business tourists- local tourists from the area surrounding Berat, visiting for different
reasons
29
Domestic Market
0
10
20
30
40
50
60
70
Tirana Shkoder Korce Berat
Albanians
Figure 9: Origin of domestic market to Berat (%)
CompetitionIn developing Berat as a tourism destination development it is important to have a thorough understanding of competitors in the market. A competitor analysis enables Berat to understand its standing as a destination in the global marketplace, to capture new opportunities that align with Berat destination’s strengths and unique selling point (USP), to differentiate itself from its competitors and to position Berat successfully.
Based on comprehensive research and baseline studies the Tourism Action Committee identified seven competitors according to the geographical position (how accessible they are), their tourism offer, their comparative strengths and weaknesses and their current markets. The seven competitor destinations were: Gjirokaster, Sarande, Durres, Kruje, Korce, Ohrid (Macedonia) and Greece (no specific destination identified). A summary of the analysis is provided in Table 1 below.
The analysis identified the current competitors for Berat. Such analysis needs to be repeated, at least on an annual basis, to ensure that we have the necessary information about what our competitors will do in the future; where we have a competitive advantage and how will this change our relationship with our competition.
30
Table 1: Competitor analysis
Competitors by order of rank Comment
1 Korca RegionAlbania
Key competitor Coordinated and focussed tourism development over
the last few years Culture-based tourism product Access through Greece and Macedonia (Ohrid) Increasing tourist interest in this destination European market (the main market for Berat) interest
in Korce Region is increasing
2Gjirokastra City Albania
A UNESCO site based on Ottoman architecture Similar level of tourism development and promotion Similar standard of tourism product International project activities to improve
infrastructure and tourism products and services Unplanned and uncoordinated tourism development Access to markets from Greece
3 KrujaAlbania
Ottoman bazaar Closer proximity to Tirane (Capital) and to international
airport International standard museum Incorporated in existing tours Well developed souvenir products Limited accommodation offerings Unplanned and uncoordinated tourism development
4Durres and SarandaAlbania
Beach destinations with access to main markets (proximity to air and sea ports, well developed road infrastructure)
Well development accommodation offer Strong tour group markets Combination of beach and cultural assets (Roman,
Illyrian) Currently attracting regional market (Durres) UNESCO site (Saranda) possible to visit in day trip
from major markets Unplanned and uncoordinated tourism development
5
Greece and OhridGreece and Macedonia
Culture based tourism products including UNESCO sites
Well developed tourism (particularly Greece) including well developed products and services and promotion
Accessible Ottoman architecture (Ohrid) Targeting different markets to Berat
Our strengths and weaknesses
An analysis of Berat’s strengths and weaknesses was conducted during the first two-day Tourism Action Committee Workshop. This was further delineated in the second two-day workshop with the final analyses based on identification of the key assets and issues related to tourism
31
development in Berat. These were placed under the most appropriate key tourism component area and then individually ranked in order of importance.
The top three strengths and weaknesses for each component are presented in Table 2 below.
Table 2: Analysis of tourism assets and issues
Strengths Weaknesses
Attractions
rich cultural heritage characteristic,
unique Ottoman buildings
existence of two national museums (Onufri and ethnographic)
lack of maintenance or damage to cultural/historical assets
museums and churches generally closed
lack of tourist designated villages
Infrastructure
regional Tourism Service Office established
standardized tourist signage
reliable, 24 hour electricity
lack of proper infrastructure in the historical centre (water, electricity, fire systems)
lack of public parking places and places for caravans
lack of a ring road to reduce large vehicle movements in the town
Human Capacities
religious and cultural coexistence
hospitable residents existence of
professional schools (e.g. art school)
lack of trained hospitality staff lack of management skills in
local tourism businesses lack of public – private
cooperation
Commercial Service
existence of a Tourist Information Centre (TIC)
good value restaurants
municipality website
lack of night life tourism employment not seen
as a career options, (e.g. low salaries)
low service standards
Image and Promotion
Berat, inscribed in UNESCO World Heritage list
included in itineraries of national and international tour operators
positive exposure through conduct of festivals and events
lack quality tourist packages limited organisation of quality
events low awareness of Berat in
media
32
33
34
35
This strategy sets out our Vision and goals for the development of tourism in Berat over the next 10 years to 2021. The vision is founded on the principles of QUALITY and SUSTAINABILITY – quality and value based experiences for visitors; quality products and services representing the uniqueness of Berat; in harmony with the environment; and improving the quality of life for Berat citizens - these things, together, will ensure the sustainability of tourism in Berat.
Vision
Goal 1 Goal 2 Goal 3
A well known desti-nation, based on its cultural, natural and spiritual heritage, offering unique
services and experi-ences in accordance with international
standards
Harmonized and lasting tourism
development, based on the principles of
sustainability
A better economic and social life for the
citizens of Berat, creating employment
opportunities and increasing income through tourism
development
Berat is a quality destination, well known internationally,with sustainable development of tourism, which preserves and revitalizesits cultural and natural resources, offers unique values and experiences,
and contributes to improvement of the quality of life of citizens
Based on the principles sustainable tourism
Tourism development in Berat will be based on the principles of sustainability. Sustainable tourism can be expressed as: Tourism that takes full account of its current and future economic, social and environmental impacts, addressing the needs of visitors, the industry, the environment and host communities. The UN World Tourism Organization’s (UNWTO) definition of sustainable tourism is outlined below.
4 BERAT TOURISM STRATEGY
36
The UNWTO’s definition of sustainable tourismSustainability principles refer to the environmental, economic and socio-cultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability.
Thus, sustainable tourism should:
1. Make optimal use of environmental resources that constitute a key element in tourism development, maintaining essential ecological processes and helping to conserve natural resources and biodiversity.
2. Respect the socio-cultural authenticity of host communities, conserve their built and living cultural heritage and traditional values, and contribute to inter-cultural understanding and tolerance.
3. Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders that are fairly distributed, including stable employment and income-earning opportunities and social services to host communities, and contributing to poverty alleviation.
Sustainable tourism development requires the informed participation of all relevant stakeholders, as well as strong political leadership to ensure wide participation and consensus building. Achieving sustainable tourism is a continuous process and it requires constant monitoring of impacts, introducing the necessary preventive and/or corrective measures whenever necessary. Sustainable tourism should also maintain a high level of tourist satisfaction and ensure a meaningful experience to the tourists, raising their awareness about sustainability issues and promoting sustainable tourism practices amongst them.
The way forward
The vision of the Berat Tourism Strategy and the Action Plan that supports it set out the role that the tourism sector will play in the sustainable development of Berat. The aim is to develop Berat as a quality destination, attracting high yield tourists with an interest in culture and nature.
In the short to medium term we will capitalise on our existing tangible and intangible cultural and heritage assets. Our focus will be on renovating or upgrading existing infrastructure; strengthening the capacity of our human resources; improving the quality of our accommodation, attractions, restaurants and souvenirs; better understanding our current and potential markets; and raising awareness of tourists and the tourism industry of Berat as a quality destination.
37
In the medium to long term we will focus on expanding the range of products and services available to tourists. We will pay attention to attracting new investment in tourism products and services that offer unique experiences while enabling development that is in harmony with the natural and social environments of Berat and contribute to improving the quality of life of our citizens. Our aim will be to combine our culture, heritage and nature in the tourist experiences. At all times our focus will remain on quality over quantity. We will continue to develop our human resource capacities and market effectively to our target markets. We will also periodically review and revise this strategy and plan for sustained development of tourism beyond 2021.
Target markets
In developing tourism in Berat the focus will be on developing products and services that meet the needs of the target markets. As part of this planning process the TAC identified five target markets for the short to medium term future. The target markets reflect the short to medium term focus on culture and heritage, the longer term combination of culture and heritage with nature and adventure products and the ongoing need to attract and serve the ‘bread and butter’ segments of international tour groups and domestic tourists. The target markets are as follows:
CULTURE ENTHUSIASTS: travelers that are interested in new destinations with experiencing culture as the highlight of their travel. Culture enthusiasts will be highly predisposed to Berat’s offer and are more likely to stay longer and explore the region. Cultural enthusiasts want a particular, authentic experience. They are interested in local culture, arts, artists, entertainers, architecture and traditions – all assets that Berat has.
CULTURE MODERATES: travelers that are interested in including cultural activities as part of a broader travel experience. Cultural moderates will visit Berat as part of a Balkan or Albania wide itinerary. They will be more likely to travel in groups and can be accessed through tour operators.
SOFT ADVENTURE SEEKERS: independent travelers who want to explore ‘out of the ordinary’ destinations. Soft adventure is a travel experience that goes beyond the typical tourist itinerary, and generally combines physical activity with cultural experiences. Travelers seeking soft adventure prefer daily physical activity with the comfort of returning to a bed at night. Soft adventure is one of the fastest growing segments of the travel industry and is enjoyed by anyone who is looking for more than just your typical holiday. Baby boomers are a key target market for soft adventure.
38
INTERNATIONAL TOUR GROUPS/GRAND TOURISTS: Berat is included in the itinerary of some existing tours. There is an opportunity to expand this market with a particular focus on developing products and services in shoulder seasons. Attracting international tour groups can ensure some business stability while enabling engagement with new markets.
RETURNING TO MY ROOTS: ‘Returning to my roots’ market refers to those tourists who travel to discover their ethnic and geographic heritage. Already Albanians living in the broader Balkan region and Berat Diaspora together make up the largest market to Berat. As it is expected that this market will continue to be an important source of future visitors it will be important to understand their needs and expectations and develop relevant products and services. There is also potential to encourage investment in Berat from this market, particularly emigrants from the Berat region.
DOMESTIC MARKET: While growing the domestic market is not identified as a priority of the Berat community at this stage, this market could be considered in the longer term for a range of reasons. First, a rising Albanian rising middle class originating from the main cities of Tirana, Shkoder and Korce is interested in discovering the history, local cuisine and participating in nature and adventures activities. Second, festivals organised in Berat City are gaining a reputation throughout the country and are beginning to attract domestic tourists. Finally, the domestic market is likely to be more stable than the international market over time, based on experience elsewhere. That said, it will be important in considering the domestic market that market segments and product development are aligned with the needs and wants of targeted international tourists. Any potential conflict should be avoided.
39
Table 3: Characteristics of key market segments
COUNTRIES MARKET CHARACTERISTICS OBJECTIVE
Culture enthusiasts
- Italy- France - Japan - UK- Israel
- Middle class, - well educated, - middle aged, - in a group
without children,- on holiday away
from home, - with a prior
interest in history/culture
Increase expenditure of existing markets through improved product quality
Attract new markets with high level interest in history/culture
Protect and preserve cultural attractions - Quality over quantity
Culture moderates
- International tour groups
- UK- Germany- Japan- Israel- Albanian
diaspora
- 25 – 40 years of age
- Interested in traditional beach or sightseeing tours
- Culture seen as enhancement to traditional tours
Increase visitor numbers across the year (particularly in shoulder seasons (Mar – May and Sept – Nov))
Raise the profile of Berat as a quality destination
Soft adventure seekers
- Germany- Netherlands- Japan- Israel
- Affluent- Well educated- 40 – 60 years of
age- Interested in
‘out of the way’ destinations
- Interested in combining physical activity with culture
Increase visitor numbers across the year (particularly in shoulder and low seasons)
Develop nature based tourism products and services
International tour groups
- UK- USA- Japan- Australia
- All ages- Targeted
marketing through tour operators
Increase visitors numbers across the year
Returning to my roots
- FYROM- Kosovo- Greece
- Middle class- Travel with family
or friends- Interested in
combining social activities with history and culture
Increase visitor numbers across the year
Attract foreign investment
40
A framework for action
To deliver the vision and goals outlined previously the Tourism Action Committee identified four key areas of action containing 21 objectives. The areas are interdependent and equally important.- Product development and quality improvement- Infrastructure and access- Marketing and promotion- Human resources and management of the destination
A summary of the objectives, key markets implicated and estimated budgets5 are shown in the table below. More detail on actions relating to each objective is contained in the Action Plan.
Table 4: Summary and rank of key objectives
5 Budgets are estimates. Detailed budgets will be developed with project proposals
RANK OBJECTIVES KEY MARKETS IMPLICATED
Product development and quality improvement
1Protect and improve cultural attractions in the Historic Centre
- All markets 10,000,000
5Protect and improve the natural attractions
- Soft adventure seekers- Culture moderates
5,000,000
8Develop local tours - Culture enthusiasts
- Culture moderates- Soft adventure seekers
5000
10Revitalise the traditional artisan skills of Berat
- All markets 15,000
11Facilitate investment form the Berat Diaspora
- Return to roots 5000
12
Improve restaurant capacity to cater for international tourists
- Culture enthusiasts- Culture moderates- Soft adventure seekers- International group
tourists
1000
16
Revitalise Berat traditions and customs and incorporate into tourism offer
- Culture enthusiasts- Culture moderates- Soft adventure seekers- International group
tourists
10,000
17Identify and develop demand driven souvenirs
- All markets 3000
19Promote Berat traditional cuisine
- All markets 10,000
21 Develop new tourism products
- All markets 8000
41
RANK OBJECTIVES KEY MARKETS IMPLICATED
Access and infrastructure
2Upgrade and maintain tourism infrastructure in a sensitive manner
- All markets 15,000,000
13Create or improve access to key tourist attractions
- All markets 6000
14
Identify tourism infrastructure elements according to the Urban Master Plan
- All markets 0
20Improve tourism signage
- Culture enthusiasts- Culture moderates- Soft adventure seekers
25,000
Marketing and promotion
4
Increase the visibility of Berat as a tourist destination through participation in and promotion of relevant events
- All markets 20,000
9Develop a ‘brand’ for Berat and develop tours packages
- All markets 5000
15Showcase Berat through its stories and legends
- Culture enthusiasts- Culture moderates- Return to roots
6000
18
Promote Berat to key markets using targeted promotional materials and conduct ongoing market analysis
- All markets 60,000
Human resources and management of the destination
3
Strengthen cooperation and coordination between tourism stakeholders and build capacity to develop and manage Berat as a tourism destination and ensure the safety and security of tourists to Berat
- All markets 2000
6Training to meet the needs of the tourism private sector
- All markets 20,000
7Train guides with specific knowledge of the Berat region
- Culture enthusiasts- Culture moderates- Soft adventure seekers
15,000
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Implementing the plan
Overall responsibility for implementing this Tourism Strategy and Action Plan rests with the Berat Municipality. Achieving the goals and objectives set out in this TSAP will require the support of many government agencies, international and national organisations, the tourism private sector, and most importantly, the citizens of Berat.
The Tourism Action Committee will facilitate coordination and implementation of the TSAP on behalf of the Berat Municipality. The TAC will establish a number of working groups incorporating relevant experts, agencies and individuals to ensure the highest levels of achievement. The proposed TAC Working Group structure is as follows6:
BeratMunicipality
WORKINGGROUPS
Artisan &souvenir Investment Accommodation
& restaurantProduct
developmentMarketing
& promotionHuman
ResourceDevelopment
BeratTourism
Action Committee
Figure 10: Proposed Tourism Action Committee Working Group structure
Monitoring, evaluating and revising the plan
Monitoring and evaluating the results of this plan will be necessary to determine if the impact envisioned is achieved based on a review of indicators.
BASELINE STUDIES: In the development of this strategy baseline data was collected on:• visitors (visitor demographics, behaviour and expenditure) • accommodation (number of rooms, occupancy rates etc.)
Additional data is required at the household level to enable a better understanding of the impact of tourism development on the citizens of Berat over time. Further baseline studies for this purpose are included in the action plan.
PROJECT MONITORING: All project proposals developed and implemented in accordance with this plan will have separate and specific monitoring and evaluation plans.
6 Committees should be established and operational on a needs basis. This structure will therefore change over time.
43
ANNUAL REVIEW: The Tourism Action Committee (TAC) will conduct an annual review of the plan and annual follow up of surveys (see proposed Schedule in Appendix XXX). The review and repeat surveys will both highlight what has been achieved and add new, relevant objectives that will further enhance the development of sustainable tourism in Berat. As a result of the review the TAC will develop a summary of achievements and promote successes to stakeholders. It will be important to promote successes so that the ongoing and necessary support of residents and outside expertise and resources can be obtained.
REVISING THE PLAN: The Committee will revise the Plan based on the annual review and if other circumstance require it. Particular circumstances for review include, but are not limited to:
• If the resources/funds cannot be found for a particular objective, it may be decided to ‘shelve’ this action until resources become available
• If after exhaustive efforts an action is not delivering envisioned results or no longer seems relevant, it will be deleted
• If a new initiative arises that has the potential to contribute to the achievement of goals, the new initiative will be included in the revised plan.
The revised plan will be reviewed by tourism stakeholders and citizens once again through a process of public input to ensure ownership and garner implementation assistance. It will then be taken back to the Berat Municipality to report progress to date and receive formal approval to move forward.
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46
47
Product development and quality improvement
There is a need to improve the quality of existing tourism products and services7 and to diversify, over the medium to longer term, the product offer, In accordance with the aim to develop Berat as a high quality tourism destination that contributes to the well being of citizens. Improving existing products and services focuses on upgrades in the Historic Centre and its surrounds (buffer zone) and building on and improving products based on the culture and traditions of Berat. The development of new products and services aims to increase the variety of products available to tourists thereby attracting a broader market and encouraging visitors to stay longer in the region. The development of products and services is based on an understanding of the demands of tourists from target markets and the need to create conditions for a thriving and sustainable destination
Stakeholders: Ministry of Tourism, Culture, Youth and Sports, Berat Municipality, DRKK, World Bank, EU, UNESCO, Bilateral Donors, Directorate of Museums, Directorate of National Culture, Directorate of Education, Non-Government Organisations, Regional Tourism Office, Private Sector Businesses, Art Gallery, School of Arts, Artisans, Emigrants, Citizens
7 Tourism products and services include accommodation, food and beverage, attractions, tours and transport, shopping and souvenirs.
5 TOURISM ACTION PLAN
48
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con
fere
nce
cond
ucte
d by
the
For
eign
Inv
esto
rs A
ssoc
iatio
n of
Alb
ania
(FI
AA)
Ber
at R
egio
nal C
ounc
il;
TAC
Bia
nnua
l 20
13 +
Dev
elop
and
pro
mot
e SM
Es in
agr
ibus
ines
s an
d ag
rito
uris
m
Ber
at M
unic
ipal
ity
2011
-201
3
8
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
loca
l to
urs
Enco
urag
e th
e es
tabl
ishm
ent
of lo
cal t
our
oper
ator
s an
d th
e de
velo
pmen
t of
loca
l tou
rsTA
C20
11
Ong
oing
Faci
litat
e ex
chan
ge e
xper
ienc
es o
f lo
cal t
our
oper
ator
s w
ith
natio
nal a
nd for
eign
tou
r op
erat
ors
TAC
Ong
oing
Con
duct
FAM
trips
with
tou
r op
erat
ors
and
jour
nalis
ts fro
m
targ
et m
arke
ts
TAC
Min
imum
1
per
year
Sup
port
the
dev
elop
men
t of
qua
lity,
dem
and
driv
en t
our
pack
ages
and
pro
mot
e to
•
tour
ope
rato
rs w
ith p
oten
tial t
o op
erat
e to
Ber
at•
dire
ct t
o to
uris
ts in
Ber
at
TAC
Ong
oing
Prom
ote
loca
l tou
r op
erat
ors
in B
erat
pro
mot
iona
l mat
eria
lsTA
CO
ngoi
ngPr
epar
e m
aps
and
faci
litat
e lo
gist
ics
for
visi
ting
tour
ope
rato
rs
TAC
Ong
oing
10
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Revi
taliz
e th
e tr
aditi
onal
ar
tisan
ski
lls
of B
erat
Esta
blis
h an
Art
isan
and
Sou
veni
r W
orki
ng G
roup
to
revi
taliz
e ar
tisan
al s
kills
and
fac
ilita
te t
he d
evel
opm
ent
of
souv
enirs
TAC
Iden
tify
trad
ition
al a
rtis
anal
ski
lls w
hich
can
be
revi
talis
ed
and
iden
tify
arits
ans
TAC A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
11
Esta
blis
h an
Art
isan
s Ass
ocia
tion
for
the
join
t pr
omot
ion
of
prod
ucts
to
targ
et m
arke
tsTA
C A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
12
Prov
ide
tech
nica
l sup
port
to
the
Art
isan
s Ass
ocia
tion
on,
for
exam
ple
- Fu
nctio
ning
of th
e as
soci
atio
n-
Prod
uct
deve
lopm
ent
- Jo
int
mar
ketin
g -
Bus
ines
s pr
actic
es
TAC A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
12
50
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
10
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Revi
taliz
e th
e tr
aditi
onal
ar
tisan
ski
lls
of B
erat
Esta
blis
h yo
uth
grou
p/s
of a
rtis
ans
to r
evita
lize
trad
ition
al s
kills
Ass
ocia
tion
of A
rtis
ans
2012
-201
3
Faci
litat
e ar
tisan
par
ticip
atio
n in
loca
l and
reg
iona
l fai
rs t
o sh
owca
se a
nd s
ell B
erat
art
isan
al p
rodu
cts
- Ber
ati f
estiv
al (
annu
al),
-
Shk
odra
-
Gjir
okas
tra
hand
icra
ft fes
tival
(on
ce e
very
4 y
ears
),
- Ti
rana
Chr
istm
as fai
r (a
nnua
l)
Ass
ocia
tion
of A
rtis
ans
Ann
ual
Sho
wca
se t
he a
rtis
ans
of B
erat
in s
peci
aliz
ed T
V p
rogr
ams
Ass
ocia
tion
of A
rtis
ans
Min
imum
1
per
year
Prom
ote
fisca
l inc
entiv
es t
o bu
sine
sses
whi
ch p
rodu
ce
artis
anal
pro
duct
s th
at a
re t
radi
tiona
l to
Ber
atBer
at M
unic
ipal
ityO
ngoi
ng
11
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Faci
litat
e in
vest
men
t fr
om t
he
Ber
at
Dia
spor
a
Esta
blis
h an
Inv
estm
ent
Wor
king
Gro
up t
o ra
ise
loca
l go
vern
men
t aw
aren
ess
of t
he n
eed
for
ince
ntiv
es t
o at
trac
t in
vest
men
t fr
om B
erat
Dia
spor
a
TAC;
2011
Dev
elop
and
app
rove
fisc
al in
cent
ives
for
sen
sitiv
e to
uris
m
inve
stm
ent
by B
erat
Dia
spor
a in
the
His
toric
Cen
tre
Ber
at M
unic
ipal
ity
2012
Prep
are
proj
ect
prop
osal
s fo
r id
entifi
ed in
vest
men
t op
port
uniti
esBer
at M
unic
ipal
ity
2012
Prom
ote
iden
tified
inve
stm
ent
oppo
rtun
ities
and
fisc
al
ince
ntiv
es u
sing
tar
gete
d ca
mpa
igns
to
reac
h Ber
at D
iasp
ora
Ber
at M
unic
ipal
ity
2012
-201
3
12
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Impr
ove
rest
aura
nt
capa
city
to
cate
r fo
r in
tern
atio
nal
tour
ists
Esta
blis
h an
Acc
omm
odat
ion
and
Rest
aura
nt W
orki
ng G
roup
to
enc
oura
ge h
otel
s an
d to
uris
t re
stau
rant
s to
bet
ter
cate
r to
nat
iona
l and
inte
rnat
iona
l tou
rist
sTA
C20
11
Faci
litat
e th
e tr
ansl
atio
n of
tou
rist
res
taur
ant
men
us in
to
targ
et m
arke
t la
ngua
ges
(Ita
lian,
Eng
lish)
TAC a
ccom
mod
atio
n an
d re
stau
rant
wor
king
gro
up20
11
17
Prot
ect
and
impr
ove
tour
ist
attr
actio
ns
Revi
talis
e Ber
at
trad
ition
s an
d cu
stom
s an
d in
corp
orat
e in
to t
ourism
of
fer
Con
duct
a s
erie
s of
rou
nd t
able
s w
ith s
enio
r ci
tizen
s w
ho a
re
expe
rien
ced
in v
ario
us fi
elds
(ar
ts,
gast
rono
my,
fol
k st
orie
s,
hand
icra
fts,
mus
ic,
arch
itect
ure,
etc
) to
doc
umen
t Ber
at
trad
ition
s
TAC
2011
-201
2
Faci
litat
e di
scus
sion
s on
Ber
at t
radi
tions
in t
he m
edia
(p
rint
ed a
nd t
elev
ised
) w
ith m
ixed
gen
erat
ions
TA
C20
11-2
012
51
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
17
Prot
ect
and
impr
ove
tour
ist
attr
actio
ns
Revi
talis
e Ber
at
trad
ition
s an
d cu
stom
s an
d in
corp
orat
e in
to t
ourism
of
fer
Revi
taliz
e tr
aditi
onal
fol
k ga
mes
thr
ough
the
con
duct
of
activ
ities
dur
ing
key
even
ts in
clud
ing:
- Ber
at fes
tival
- Car
niva
ls-
Sum
mer
day
- M
ount
ain
day
Ber
at M
unic
ipal
ityO
ngoi
ng
18
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Iden
tify
and
deve
lop
dem
and
driv
en
souv
enirs
Iden
tify
prod
ucer
s of
con
tem
pora
ry a
nd t
radi
tiona
l sou
veni
rs
(or
pote
ntia
l pro
duce
rs)
TAC A
rtis
an a
nd
Sou
veni
r W
orki
ng G
roup
; Ass
ocia
tion
of A
rtis
ans
2011
Assi
st s
ouve
nir
prod
ucer
s to
iden
tify
sale
s ou
tlets
for
the
ir
prod
ucts
incl
udin
g cr
eatio
n of
link
s w
ith h
otel
s an
d re
stau
rant
sTA
C A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
11
Ong
oing
Con
duct
an
annu
al ‘b
est
Ber
at s
ouve
nir’
com
petit
ion
as
part
of Ber
at F
estiv
al t
o su
ppor
t th
e de
velo
pmen
t of
qua
lity,
de
man
d dr
iven
sou
veni
rs
Ber
at M
unic
ipal
ityAnn
ual
Sup
port
the
dev
elop
men
t of
app
licat
ions
for
pro
ject
s su
ppor
ting
souv
enir d
evel
opm
ent
TAC A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
11
Ong
oing
Prep
are
a m
arke
ting
stra
tegy
for
sou
veni
rs in
clud
ing
the
iden
tifica
tion
of t
arge
t m
arke
ts a
nd t
heir p
refe
renc
es
TAC A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
12
Mar
ket
souv
enirs
in a
ccor
danc
e w
ith t
he m
arke
ting
stra
tegy
TA
C A
rtis
an a
nd S
ouve
nir
Wor
king
Gro
up20
12
Ong
oing
21
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Prom
ote
Ber
at
trad
ition
al
cuis
ine
Mee
t w
ith a
ccom
mod
atio
n an
d re
stau
rant
rep
rese
ntat
ives
to
rais
e aw
aren
ess
of a
ctiv
ity t
o pr
omot
e tr
aditi
onal
cui
sine
TA
C A
ccom
mod
atio
n an
d Re
stau
rant
Wor
king
Gro
up20
11
Faci
litat
e th
e co
nduc
t of
tra
inin
g co
urse
s on
the
pre
para
tion,
se
rvin
g an
d pr
esen
tatio
n of
tra
ditio
nal c
uisi
ne
TAC A
ccom
mod
atio
n an
d Re
stau
rant
Wor
king
Gro
up20
11-2
012
Con
duct
an
annu
al r
egio
nal ‘
Top
Rest
aura
nt’ c
ompe
titio
n as
pa
rt o
f Ber
at F
estiv
alBer
at M
unic
ipal
ityAnn
ual
Dev
elop
pro
mot
iona
l mat
eria
ls in
coo
pera
tion
with
re
stau
rant
s se
rvin
g Ber
at t
radi
tiona
l cui
sine
TAC A
ccom
mod
atio
n an
d Re
stau
rant
Wor
king
Gro
up20
12
Ong
oing
Publ
ish
and
sell
a co
ok b
ook
in c
oope
ratio
n w
ith p
riva
te
sect
or w
ith t
radi
tiona
l rec
ipes
fro
m t
he B
erat
reg
ion
TAC A
ccom
mod
atio
n an
d Re
stau
rant
Wor
king
Gro
up20
12
24
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
to
uris
m
villa
ges
and
farm
s
Esta
blis
h a
Prod
uct
Dev
elop
men
t W
orki
ng G
roup
TA
C;
Ber
at M
unic
ipal
ity20
11
52
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
24
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
to
uris
m
villa
ges
and
farm
s
Con
duct
a s
erie
s of
mee
ting
with
com
mun
es a
nd c
itize
ns t
o ra
ise
awar
enes
s an
d in
tere
st in
vill
age
tour
ism
dev
elop
men
t
TAC P
rodu
ct D
evel
opm
ent
Wor
king
Gro
up;
Ber
at
Mun
icip
ality
2011
Prep
are
proj
ect
prop
osal
s, in
coo
pera
tion
with
inte
rest
ed
com
mun
es,
for
the
deve
lopm
ent
of v
illag
e an
d fa
rm t
ourism
in
rur
al lo
catio
ns in
Ber
at r
egio
n in
clud
ing:
-
Kapi
novë
- M
al t
ë Bar
dhe
(sin
jë)
- D
ardh
e (T
omor
r)
- D
robo
nik
- Rro
shni
k-
Skr
apar
TAC P
rodu
ct D
evel
opm
ent
Wor
king
Gro
up;
Ber
at
Mun
icip
ality
;Com
mun
es
2012
-201
3
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
vo
lunt
eer
tour
ism
In c
oope
ratio
n w
ith n
atio
nal a
nd in
tern
atio
nal t
our
oper
ator
s fa
cilit
atin
g vo
lunt
eer
oppo
rtun
ities
iden
tify
poss
ible
op
port
uniti
es for
the
dev
elop
men
t of
vol
unte
er t
ourism
TAC P
rodu
ct D
evel
opm
ent
Wor
king
Gro
up20
13-2
014
Faci
litat
e lin
ks b
etw
een
proj
ects
sui
tabl
e fo
r vo
lunt
eer
expe
rien
ces
and
natio
nal a
nd in
tern
atio
nal t
our
oper
ator
sTA
C P
rodu
ct D
evel
opm
ent
Wor
king
Gro
up20
13-2
014
Sup
port
the
pro
mot
ion
of v
olun
teer
opp
ortu
nitie
s to
tar
get
mar
kets
TAC P
rodu
ct D
evel
opm
ent
Wor
king
Gro
up20
14
Ong
oing
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
m
eetin
gs,
ince
ntiv
es,
conf
eren
ce
and
even
t (M
ICE)
to
uris
m
Dev
elop
a s
erie
s of
eve
nts
spre
ad a
cros
s th
e ye
ar o
f in
tere
st
to B
erat
citi
zens
, do
mes
tic a
nd in
tern
atio
nal t
ourist
sBer
at M
unic
ipal
ity20
11
Ong
oing
Dev
elop
and
dis
trib
ute
flyer
s an
d po
ster
s to
pro
mot
e Ber
at
even
ts in
clud
ing
sens
itive
pro
mot
ion
of r
elig
ious
fes
tival
s-
Ber
at fes
tival
- Pr
oces
sion
of Ku
lmak
- Ea
ster
and
bap
tism
day
Etc.
Ber
at M
unic
ipal
ity20
11
Ong
oing
Faci
litat
e th
e co
nduc
t of
‘hom
e st
ays’
to
acco
mm
odat
e vi
sito
rs t
o m
ajor
eve
nts
TAC
2013
O
ngoi
ng
Con
duct
a s
urve
y of
key
nat
iona
l and
inte
rnat
iona
l or
gani
satio
ns t
o id
entif
y fr
eque
ncy
of m
eetin
gs c
ondu
cted
aw
ay fro
m o
wn
prem
ises
and
ser
vice
s re
quired
Regi
onal
Tou
rism
Offi
ce;
TAC
2013
53
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
24
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
m
eetin
gs,
ince
ntiv
es,
conf
eren
ce
and
even
t (M
ICE)
Iden
tify
exis
ting
busi
ness
es w
ith p
oten
tial t
o pr
ovid
e se
rvic
es for
mee
tings
Re
gion
al T
ourism
Offi
ce
TAC
2013
Enco
urag
e up
grad
e or
inve
stm
ent
in q
ualit
y an
d se
nsiti
ve
conf
eren
ce a
nd m
eetin
g fa
cilit
ies
TAC
2013
O
ngoi
ngPr
omot
e m
eetin
g an
d co
nfer
ence
fac
ilitie
s to
key
tar
get
mar
kets
(do
mes
tic)
Ber
at M
unic
ipal
ity20
14O
ngoi
ng
Qua
lity
prod
ucts
an
d se
rvic
es
offe
red
year
ro
und
Dev
elop
ca
rava
n an
d ca
mpi
ng
tour
ism
Des
igna
te a
n ap
prop
riat
e lo
catio
n fo
r th
e es
tabl
ishm
ent
of a
car
avan
and
cam
ping
gro
und
OR p
rom
ote
inve
stm
ent
oppo
rtun
ity for
the
sam
eBer
at M
unic
ipal
ity20
14
Inst
all f
acili
ties
requ
ired
for
car
avan
s an
d ca
mpi
ng
(ele
ctrici
ty,
was
te m
anag
emen
t et
c)Ber
at M
unic
ipal
ity20
14-2
015
Con
duct
fai
r pr
oces
s to
out
sour
ce o
pera
tion
of c
arav
an p
ark
to p
riva
te s
ecto
rBer
at M
unic
ipal
ity20
15
54
Acc
ess
and
In
fras
tru
ctu
re
Whi
le B
erat
’s c
ultu
ral
and
natu
ral
reso
urce
s ar
e th
e ba
sis
upon
whi
ch t
ourist
exp
erie
nces
will
be
built
, go
vern
men
ts a
nd t
he
priv
ate
sect
or p
rovi
de the
nec
essa
ry a
cces
s an
d in
fras
truc
ture
. Inf
rast
ruct
ure
such
as
road
s, w
ater
, was
te m
anag
emen
t, li
ghtin
g,
and
publ
ic t
rans
port
and
fac
ilitie
s in
clud
ing
mus
eum
s, a
rt g
alle
ries
, ga
rden
s, s
port
s ve
nues
, an
d ev
ents
pla
y a
criti
cal r
ole
in t
he
expe
rien
ces
of b
oth
loca
ls a
nd v
isito
rs.
Attr
actin
g in
vest
men
t in
key
infr
astr
uctu
re w
ill b
e ne
cess
ary
to e
nsur
e th
at B
erat
is a
ble
to d
eliv
er o
n its
pro
mis
e of
a q
ualit
y ex
perien
ce.
Sta
keh
old
ers:
Nat
iona
l G
over
nmen
t, M
inis
try
of T
ourism
, Cul
ture
, Yo
uth
and
Spo
rts,
Min
istr
y of
Pub
lic W
orks
and
Tra
nspo
rt,
Ber
at M
unic
ipal
ity,
DRKK,
Wor
ld B
ank,
EU
, U
NES
CO
, Bila
tera
l D
onor
s, P
riva
te B
anks
(e.
g. B
anka
Bot
ëror
e),
Non
-Gov
ernm
ent
Org
anis
atio
ns,
Regi
onal
Tou
rism
Offi
ce,
Priv
ate
Sec
tor
Bus
ines
ses,
Art
Gal
lery
, Sch
ool o
f Art
s, A
rtis
ans,
Ber
at d
iasp
ora,
Citi
zens
, KZhT
, Stu
dio
PLRr
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
2To
uris
t
Upg
rade
in
fras
truc
ture
in
the
His
toric
Cen
tre
in
a se
nsiti
ve
man
ner
Prep
are
deta
iled
proj
ect
prop
osal
/s (
incl
udin
g bu
dget
s) for
th
e up
grad
e of
key
tou
rist
infr
astr
uctu
re in
clud
ing:
1.
un
derg
roun
d in
fras
truc
ture
- w
ater
sup
ply
- se
wag
e-
elec
tric
ity-
tele
com
mun
icat
ions
2.
surf
ace
infr
astr
uctu
re-
fire
prot
ectio
n sy
stem
8
- lig
htin
g sy
stem
(de
cora
tive)
- pu
blic
toi
lets
- pa
rkin
g-
road
s
Ber
at M
unic
ipal
ity20
11-2
013
Prep
are
deta
iled
proj
ect
prop
osal
/s (
incl
udin
g bu
dget
s) for
th
e up
grad
e of
his
toric
infr
astr
uctu
re in
clud
ing:
-
cast
le w
alls
-
wat
ch t
ower
s -
ston
e pa
ths
- hi
stor
ic h
ouse
s
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
-201
3
Lobb
y fo
r fu
nds
for
infr
astr
uctu
re u
pgra
des
incl
udin
g in
cent
ives
for
upg
rade
s by
priva
te o
wne
rsTA
C20
12-2
013
Lobb
y fo
r th
e es
tabl
ishm
ent
of a
Res
tora
tion
Sch
ool i
n Ber
atTA
C20
12
ongo
ing
Rest
ore
mon
umen
ts o
f th
e fir
st c
ateg
ory
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2012
- 2
014
8-9
UN
ESCO
req
uire
men
t
55
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
2To
uris
t
Upg
rade
in
fras
truc
ture
in
the
His
toric
Cen
tre
in
a se
nsiti
ve
man
ner
Des
igna
te a
n op
en a
rea
for
the
cond
uct
of s
ensi
tive
cultu
ral
even
ts in
the
His
toric
Cen
tre
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
Purc
hase
(re
mov
able
) in
fras
truc
ture
and
equ
ipm
ent
for
the
cond
uct
of s
ensi
tive
cultu
ral e
vent
s in
the
His
toric
Cen
tre
Ber
at M
unic
ipal
ity20
12
Upg
rade
pub
lic s
pace
s in
the
His
toric
Cen
tre
with
gar
dens
an
d re
crea
tiona
l fac
ilitie
s D
irec
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
Faci
litat
e a
fair p
roce
ss t
o re
mov
e in
fras
truc
ture
tha
t is
in
sens
itive
to
the
univ
ersa
l val
ues
of t
he H
isto
ric
Cen
tre
or
illeg
ally
con
stru
cted
9
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
Faci
litat
e a
fair p
roce
ss t
o re
strict
the
old
bridg
e of
Gor
ica
to
pede
strian
use
to
ensu
re it
s pr
otec
tion
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
Reno
vate
an
artis
ans
mar
ket
for
the
prod
uctio
n an
d sa
le o
f tr
aditi
onal
han
dicr
afts
D
irec
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2011
-201
2
Con
duct
a s
tudy
to
deve
lop
an e
ffec
tive
and
sens
itive
tr
ansp
ort
syst
em in
clud
ing
acce
ss for
dis
able
d pe
ople
Ber
at M
unic
ipal
ity20
12
Mai
ntai
n in
fras
truc
ture
in
His
toric
Cen
tre
Impl
emen
t on
goin
g m
aint
enan
ce p
rogr
am for
infr
astr
uctu
re
in t
he H
isto
ric
Cen
tre
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
Ong
oing
Mai
ntai
n th
e hi
stor
ic in
fras
truc
ture
in t
he c
astle
(w
alls
, w
atch
tow
ers
and
hist
oric
hou
ses)
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
Ong
oing
Upg
rade
to
uris
t-re
late
d in
fras
truc
ture
ou
tsid
e of
th
e H
isto
ric
Cen
tre
Con
stru
ct a
tou
rist
info
rmat
ion
poin
t (b
illbo
ard/
sign
) at
the
m
ain
entr
ance
to
the
city
Ber
at M
unic
ipal
ity20
12
Dev
elop
(3)
pro
ject
pro
posa
ls a
nd lo
bby
for
fund
s fo
r th
e se
nsiti
ve d
evel
opm
ent
of k
ey t
ourist
att
ract
ions
in t
he b
uffe
r zo
ne in
clud
ing:
-
tran
sfor
min
g th
e ex
istin
g ci
ty m
arke
t in
to a
m
ultif
unct
iona
l cen
tre
for
tour
ists
-
cons
truc
ting
or u
pgra
ding
an
exis
ting
build
ing
to o
pera
te
as t
he H
isto
ric
Mus
eum
of Ber
at-
cons
truc
ting
or u
pgra
ding
an
exis
ting
build
ing
to o
pera
te
as a
“H
ouse
of Je
ws”
Ber
at M
unic
ipal
ity;
TAC
2012
-201
5
Esta
blis
h a
sew
erag
e tr
eatm
ent
plan
tBer
at M
unic
ipal
ity20
12 -
201
5
Esta
blis
h w
aste
man
agem
ent
and
recy
clin
g fa
cilit
ies
Ber
at M
unic
ipal
ity20
12-2
015
56
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
13
Tour
ist
Cre
ate
or
impr
ove
acce
ss t
o ke
y to
uris
t at
trac
tions
Iden
tify
key
tour
ist
attr
actio
ns w
hich
req
uire
new
or
upgr
aded
acc
ess
e.g.
- To
mor
ri M
ount
ain
- Can
yons
of Bog
ova
- W
ater
fall
of B
ogov
a
TAC
2011
Prep
are
deta
iled
proj
ect
prop
osal
/s (
incl
udin
g bu
dget
s) for
th
e up
grad
e of
acc
ess
to k
ey t
ourist
att
ract
ions
TAC
2012
Lobb
y fo
r fu
nds
to im
plem
ent
infr
astr
uctu
re im
prov
emen
ts
(acc
ordi
ng t
o EU
sta
ndar
ds)
for
exis
ting
and
new
mou
ntai
n at
trac
tions
TAC
2013
O
ngoi
ng
15
Tour
ist
Iden
tifica
tion
of t
he t
ourism
in
fras
truc
ture
el
emen
ts
acco
rdin
g to
th
e U
rban
M
aste
r Pl
an
Ensu
re in
tegr
atio
n an
d co
hesi
on b
etw
een
Urb
an M
aste
r Pl
an
and
Tour
ism
Str
ateg
yTA
CO
ngoi
ng
23
Tour
ist
Impr
ove
tour
ism
si
gnag
e
Inst
all t
ourism
roa
d si
gns.
Est
ablis
h pr
oces
s w
ith e
xper
ts t
o ag
ree
- Lo
catio
n of
tou
rism
direc
tiona
l sig
ns-
Des
ign
of s
igns
(to
EU
sta
ndar
ds)
- Con
tent
of si
gns
Ber
at M
unic
ipal
ity
2012
-201
3
Impl
emen
t to
uris
m r
oad
sign
mai
nten
ance
pro
gram
Ber
at M
unic
ipal
ity20
12
Ong
oing
Inst
all i
nter
pret
ive
sign
age
for
key
mon
umen
ts in
the
H
isto
ric
Cen
tre.
Est
ablis
h pr
oces
s w
ith e
xper
ts t
o ag
ree
- Lo
catio
n of
inte
rpre
tatio
n si
gns
- D
esig
n of
sig
ns (
To U
NES
CO
sta
ndar
ds)
- Con
tent
of si
gns
Direc
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2012
-201
3
Impl
emen
t in
terp
retiv
e si
gn m
aint
enan
ce p
rogr
amD
irec
tora
te o
f N
atio
nal
Cul
ture
, Ber
at (
DRKK)
2012
O
ngoi
ng
57
Targ
eted
mar
keti
ng
an
d p
rom
otio
n
Whi
le t
ourism
in B
erat
is g
row
ing,
the
re is
a n
eed
to d
evel
op a
nd u
niqu
e im
age
that
mee
ts t
he n
eeds
of po
tent
ial t
ourist
s. B
erat
ne
eds
to p
ositi
on it
self
wel
l bas
ed o
n th
e pr
oduc
ts t
hat
it ha
s an
d th
e st
age
of d
evel
opm
ent
that
it is
in.
In t
he s
hort
ter
m B
erat
w
ill fo
cus
on r
aisi
ng it
s pr
ofile
as
a de
stin
atio
n th
roug
h pa
rtic
ipat
ion
in a
nd h
ostin
g of
spe
cial
eve
nts
and
thro
ugh
targ
etin
g pu
blic
re
latio
ns.
As
the
qual
ity o
f pr
oduc
ts a
nd s
ervi
ces
is im
prov
ed,
actio
n w
ill b
e ta
ken
to m
arke
t Ber
at t
o ta
rget
mar
kets
Sta
keh
old
ers:
Min
istr
y of
Tou
rism
, Cul
ture
, Yo
uth
and
Spo
rts,
Nat
iona
l To
uris
m A
genc
y, B
erat
Mun
icip
ality
and
Com
mun
es,
UN
ESCO
, Bila
tera
l don
ors,
Nat
iona
l and
priva
te t
elev
isio
n st
atio
ns,
Priv
ate
sect
or b
usin
esse
s, R
elig
ious
com
mun
ity
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
4
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Incr
ease
th
e vi
sibi
lity
of B
erat
as
a to
uris
t de
stin
atio
n th
roug
h pa
rtic
ipat
ion
in a
nd
prom
otio
n of
rel
evan
t ev
ents
Esta
blis
h a
Mar
ketin
g an
d Pr
omot
ion
Wor
king
Gro
up w
ith
part
icip
atio
n of
tou
rism
priva
te s
ecto
r TA
C20
11
Part
icip
ate
in t
he a
ctiv
ities
of th
e H
isto
ric
Tow
ns N
etw
ork
Ber
atM
unic
ipal
ity
Ann
ual
Prom
ote
Ber
at in
tar
gete
d to
uris
m fai
rs in
coo
pera
tion
with
th
e N
atio
nal T
ourism
Age
ncy
•TT
G I
ncon
tri (
Ital
y)•
WTM
(U
K)
•IT
B (
Ger
man
y)
Ber
at M
unic
ipal
ityAnn
ual
Part
icip
ate
in p
rior
ity t
elev
isio
n pr
ogra
ms
to p
rom
ote
the
Ber
at r
egio
n as
a t
ourist
des
tinat
ion
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
O
ngoi
ng
Org
anis
e ‘B
erat
Day
s’ a
ctiv
ity t
o sh
owca
se B
erat
in k
ey
targ
et m
arke
ts (
e.g.
Ita
ly,
Gre
ece)
Ber
at M
unic
ipal
ityO
ne p
er
year
201
3 +
9
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Dev
elop
a
‘bra
nd’ f
or
Ber
at
Faci
litat
e a
part
icip
ator
y br
andi
ng e
xerc
ise
to id
entif
y th
e un
ique
sel
ling
poin
t of
Ber
at a
nd d
evel
op a
reg
iona
l bra
nd
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
-201
2
Con
duct
a lo
cal a
war
enes
s ca
mpa
ign
prom
otin
g th
e us
e of
th
e Ber
at b
rand
for
tou
rism
and
oth
er p
rodu
cts
and
serv
ices
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2012
O
ngoi
ng
Inco
rpor
ate
Ber
at b
rand
into
pro
duct
dev
elop
men
t ac
tiviti
es
and
mar
ketin
g an
d pr
omot
ion
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2012
O
ngoi
ng
58
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
9
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Dev
elop
and
te
st t
our
pack
ages
for
ta
rget
gro
ups
Iden
tify
attr
actio
ns t
o be
par
t of
pilo
t pa
ckag
es t
o be
pr
omot
ed t
o to
ur o
pera
tors
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
Prep
are
info
rmat
ion
mat
eria
ls for
the
iden
tified
att
ract
ions
TA
C M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
-201
2
Faci
litat
e tr
ansl
atio
n of
mat
eria
ls in
to r
elev
ant
fore
ign
lang
uage
s TA
C M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
-201
2
Iden
tify
tour
ope
rato
rs t
hat
wor
k w
ith t
arge
t m
arke
tsTA
C M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
-201
2
Prep
are
and
prom
ote
pack
ages
to
targ
eted
tou
r op
erat
ors
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2012
O
ngoi
ng
16
Prot
ectio
n an
d im
prov
emen
t of
tou
rist
at
trac
tions
Sho
wca
se
Ber
at t
hrou
gh
its s
tories
and
le
gend
s
Col
lect
, co
llate
and
pub
lish
the
lege
nds
of B
erat
e.g
. •
The
tom
b of
Aba
z Aliu
t•
The
Lege
nd o
f M
ount
ain
Tom
orri
•Th
e fo
otst
ep o
f Bab
a Aliu
t•
Cod
ex o
f Ber
at•
Prot
ectio
n of
Jew
sEt
c.
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
Inco
rpor
ate
the
stor
ies
and
lege
nds
of B
erat
in p
rom
otio
nal
mat
eria
lsTA
C M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2012
O
ngoi
ng
19
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Prom
ote
Ber
at t
o ke
y m
arke
ts u
sing
ta
rget
ed
prom
otio
nal
mat
eria
ls
Dev
elop
and
dis
trib
ute
a ci
ty g
uide
in p
artn
ersh
ip w
ith
priv
ate
sect
orBer
at M
unic
ipal
ity a
nd
priv
ate
sect
or20
11
59
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
19
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Prom
ote
Ber
at t
o ke
y m
arke
ts u
sing
ta
rget
ed
prom
otio
nal
mat
eria
ls
Dev
elop
and
dis
trib
ute
prom
otio
nal m
ater
ials
rel
evan
t to
ta
rget
mar
kets
incl
udin
g•
Bro
chur
es for
key
att
ract
ions
•A m
ap o
f Ber
at r
egio
n (1
)•
A p
rom
otio
nal D
VD
sho
wca
sing
Ber
at a
ttra
ctio
ns•
An
annu
al c
alen
dar
of e
vent
s•
A C
D o
f tr
aditi
onal
mus
ic o
f Ber
at (
sold
to
enab
le
repr
oduc
tion)
•T
Shi
rts
and
caps
(so
ld t
o en
able
rep
rodu
ctio
n)
Ber
at M
unic
ipal
ity20
11
Ong
oing
Dev
elop
and
con
duct
a n
atio
nal P
R c
ampa
ign
to p
rom
ote
Ber
at a
ttra
ctio
ns (
new
spap
er,
mag
azin
es,
tele
visi
on)
to
targ
et m
arke
ts
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
O
ngoi
ng
Esta
blis
h co
ntac
ts w
ith t
he e
ntry
poi
nts
in t
he c
ount
ry
(airpo
rts,
por
ts e
tc)
and
key
mar
ket
cent
res
(City
Par
k,Q
TU
etc)
for
the
dis
trib
utio
n of
pro
mot
iona
l mat
eria
ls
TAC M
arke
ting
and
Prom
otio
n W
orki
ng G
roup
2011
on
goin
g
Esta
blis
h co
ntac
ts w
ith r
elev
ant,
influ
entia
l per
sons
in
clud
ing
- Alb
ania
n Am
bass
ador
s in
tar
get
mar
kets
abr
oad
- D
igni
taries
in for
eign
Em
bass
ies
of t
arge
t m
arke
ts in
Alb
ania
- To
ur O
pera
tors
and
Tou
r Age
ncie
s in
-
targ
et m
arke
tsfo
r th
e pr
omot
ion
of B
erat
and
dis
trib
utio
n of
pro
mot
iona
l m
ater
ials
Ber
at M
unic
ipal
ity20
11
Ong
oing
Dev
elop
a p
rom
otio
nal w
ebsi
te for
Ber
at r
egio
n in
pa
rtne
rshi
p w
ith p
riva
te s
ecto
r an
d m
axim
ize
use
of s
ocia
l m
edia
for
key
tar
get
mar
kets
(e.
g. s
tude
nts
in I
taly
)Ber
at M
unic
ipal
ity20
11-2
012
Prof
essi
onal
m
arke
ting
in t
arge
t do
mes
tic a
nd
inte
rnat
iona
l m
arke
ts
Iden
tify
targ
et
mar
kets
an
d pr
oduc
t de
velo
pmen
t an
d in
vest
men
t op
port
uniti
es
Dev
elop
dat
a co
llect
ion
syst
em in
clud
ing
the
period
ic
cond
uct
of s
urve
ys
- Vis
itor
surv
ey-
Acc
omm
odat
ion
surv
ey-
Hou
seho
ld s
urve
y
Regi
onal
Offi
ce o
f To
uris
m20
11
Con
duct
and
ana
lyse
sur
veys
Regi
onal
Offi
ce o
f To
uris
mPe
riod
ical
Dev
elop
and
dis
trib
ute
an in
form
atio
n sh
eet
to s
take
hold
ers
with
sur
vey
findi
ngs
Regi
onal
Offi
ce o
f To
uris
m20
12 A
nnua
l
60
Dev
elop
ing
hu
man
res
ourc
es a
nd
coo
rdin
atin
g t
ouri
sm d
evel
opm
ent
Peop
le a
re t
he t
ourism
sec
tor’s
maj
or a
sset
. Q
ualit
y in
tera
ctio
ns b
etw
een
visi
tors
and
the
ir h
osts
are
wha
t vi
sito
rs v
alue
and
re
mem
ber.
Ber
at m
ust
ensu
re t
hat
it ha
s a
qual
ified
wor
kfor
ce t
o m
eet
the
futu
re g
row
th o
f th
e in
dust
ry.
Man
agin
g th
at g
row
th
and
the
sust
aina
ble
deve
lopm
ent
of t
he s
ecto
r is
als
o im
port
ant.
Im
prov
ing
coop
erat
ion
betw
een
the
publ
ic a
nd p
riva
te s
ecto
rs
and
deve
lopi
ng s
kills
to
man
age
and
coor
dina
te t
he s
ecto
r ov
er t
he c
omin
g ye
ars
will
be
key
to d
rivi
ng s
usta
inab
le d
evel
opm
ent
and
deliv
erin
g a
wor
ld c
lass
exp
erie
nce
to v
isito
rs.
Sta
keh
old
ers:
Min
istr
y of
Tou
rism
, Cul
ture
, You
th a
nd S
port
s, B
erat
Mun
icip
ality
; Re
gion
al T
ourism
Offi
ce, U
ND
P, U
SAID
, Priva
te
sect
or b
usin
esse
s, T
our
Ope
rato
rs,
Non
-gov
ernm
ent
orga
nisa
tions
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
3
Hum
an
reso
urce
s of
a h
igh
qual
ity
Str
engt
hen
coop
erat
ion
and
coor
dina
tion
betw
een
tour
ism
st
akeh
olde
rs
and
build
ca
paci
ty t
o de
velo
p an
d m
anag
e Ber
at
as a
tou
rism
de
stin
atio
n
Elec
t a
Coo
rdin
ator
of th
e To
uris
m A
ctio
n Com
mitt
ee
TAC
2011
Prep
are
annu
al T
ourism
Act
ion
Com
mitt
ee w
ork
plan
s id
entif
ying
rol
es,
resp
onsi
bilit
y an
d tim
elin
e TA
CAnn
ual
Esta
blis
h w
orki
ng g
roup
s, w
ith a
dditi
onal
sta
keho
lder
pa
rtic
ipat
ion
as r
equi
red,
to
impl
emen
t to
uris
m s
trat
egy
with
cle
ar le
ader
ship
and
rol
es a
nd r
espo
nsib
ilitie
sTA
C20
11
Con
duct
a s
erie
s of
mee
tings
bet
wee
n To
uris
m
Act
ion
Com
mitt
ee m
embe
rs a
nd r
epre
sent
ativ
es o
f lo
cal g
over
nmen
t to
rai
se a
war
enes
s of
the
rol
e an
d re
spon
sibi
litie
s of
the
Tou
rism
Com
mitt
ee
TAC
2011
Iden
tify
cont
act
poin
ts in
tou
rism
-rel
ated
loca
l and
reg
iona
l go
vern
men
t ag
enci
esTA
C20
11
Part
icip
ate
in w
orks
hops
, se
min
ars
or e
xcha
nge
expe
rien
ces
with
a foc
us o
n pr
otec
tion
and
pres
enta
tion
of c
ultu
ral
herita
ge a
s le
arni
ng a
nd d
evel
opm
ent
oppo
rtun
ities
and
to
show
case
Ber
at
TAC
Ong
oing
Faci
litat
e a
‘sis
ter
city
’ pro
gram
with
UN
ESCO
cul
tura
l he
rita
ge s
ite in
EU
.Ber
at M
unic
ipal
ity20
11-2
012
Hum
an
reso
urce
s of
a h
igh
qual
ity
Ensu
re t
he
safe
ty a
nd
secu
rity
of
tour
ists
to
Ber
at
Faci
litat
e th
e de
velo
pmen
t of
a r
isk
man
agem
ent
stra
tegy
de
taili
ng r
oles
and
res
pons
ibili
ties
in t
he e
vent
of an
in
cide
nt o
f cr
itica
l eve
nt in
volv
ing
tour
ists
to
Ber
atBer
at M
unic
ipal
ity20
14
Faci
litat
e pu
blic
and
priva
te s
ecto
r tr
aini
ng o
n en
suring
the
sa
fety
and
sec
urity
of to
uris
ts in
clud
ing
resc
ue,
fire
and
ambu
lanc
e se
rvic
es
Ber
at M
unic
ipal
ity20
14-2
015
61
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
6
Hum
an
reso
urce
s of
a h
igh
qual
ity
Trai
ning
av
aila
ble
in
shor
t te
rm
to m
eet
the
need
s of
tou
rism
pr
ivat
e se
ctor
Esta
blis
h a
Hum
an R
esou
rce
Dev
elop
men
t W
orki
ng G
roup
TA
C
2011
Con
duct
a t
rain
ing
need
s an
alys
is o
f th
e to
uris
m p
riva
te
sect
or (
hote
ls,
gues
t ho
uses
, re
stau
rant
s) t
o id
entif
y sh
ort
term
(im
med
iate
) tr
aini
ng r
equi
rem
ents
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Prio
ritis
e tr
aini
ng n
eeds
and
iden
tify
fund
ing
and
trai
ners
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Adv
ertis
e tr
aini
ng p
rogr
ams
(ens
ure
gend
er e
quity
and
op
port
unity
for
low
inco
me
resi
dent
s of
the
His
toric
Cen
tre)
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Faci
litat
e tr
aini
ng a
nd c
ertif
y gr
adua
tes
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Con
duct
an
awar
enes
s ca
mpa
ign
enco
urag
ing
busi
ness
es t
o hi
re g
radu
ates
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
-201
3
Dev
elop
a m
ediu
m t
erm
pro
ject
pro
posa
l and
lobb
y fo
r fu
nds
to e
stab
lish
a ho
spita
lity
trai
ning
cen
tre
in B
erat
in
clud
ing
- Lo
catio
n-
Sta
ffing
str
uctu
re-
Mod
ules
req
uire
d (t
our
oper
atio
ns,
hosp
italit
y an
d cu
stom
er s
ervi
ce,
gues
t ho
use
man
agem
ent,
ac
coun
ting,
Eng
lish
etc.
)
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2013
-201
5
7
Hum
an
reso
urce
s of
a h
igh
qual
ity
Trai
n gu
ides
w
ith s
peci
fic
know
ledg
e of
the
Ber
at
regi
on
Iden
tify
a lic
ense
d or
gani
zatio
n w
hich
will
con
duct
the
tr
aini
ng (
to E
U s
tand
ards
)
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2011
Dev
elop
info
rmat
ion
for
guid
es a
ccor
ding
to
the
attr
actio
ns
and
tour
s
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2011
App
rove
mod
ules
acc
ordi
ng t
o th
e at
trac
tions
and
tou
rs
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Dev
elop
sel
ectio
n cr
iteria
for
pote
ntia
l tra
inee
sTA
C H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Adv
ertis
e tr
aini
ng p
rogr
am a
nd s
elec
t tr
aine
es (
ensu
re
gend
er e
quity
and
opp
ortu
nity
for
low
inco
me
resi
dent
s of
th
e H
isto
ric
Cen
tre)
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Ann
ual
62
RA
NK
AIM
OB
JEC
TIV
EA
CTI
ON
SLE
AD
OR
GA
NIZ
ATI
ON
/S
WH
EN
7
Hum
an
reso
urce
s of
a h
igh
qual
ity
Trai
n gu
ides
w
ith s
peci
fic
know
ledg
e of
the
Ber
at
regi
on
Faci
litat
e tr
aini
ng c
ours
es in
clud
ing
prac
tical
exp
erie
nces
an
d ce
rtify
qua
lified
gui
des
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
Ann
ual
Prom
ote
the
use
of q
ualifi
ed g
uide
s to
Tou
r O
pera
tors
, in
pr
omot
iona
l mat
eria
ls a
nd o
n w
ebsi
tes
etc.
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
on
goin
g
Coo
rdin
ate
with
tou
rist
info
rmat
ion
cent
re t
o de
velo
p ro
ster
of
qua
lified
gui
des
TAC H
uman
Res
ourc
e D
evel
opm
ent
Wor
king
G
roup
2012
O
ngoi
ng
63
64
65
Appendix 1. Tourism Action Committee
Fadil Nasufi Mayor of Berat Nevila Haznedari Specialist of the Delegated Functions-Prefecture
of Berat Blerina Ago Albanian Rafting Group Etleva Dhima Specialist of Tourism – Municipality of BeratPetrit Revania Specialist of Marketing – Directory of Agriculture
and Food Desdemona Balliu Youth Parliament Bektash Daja Region of Berat Lefteri Kosova Women Centre Almida Bumbli Tourism Business Marius Qytyku Specialist of Programs –Municipality of BeratNevila Hoxha Tourism businessGreta Kajana Regional Office of TourismElton Xheka Directorate of National Culture Adriatik Hoxha Tourism business
APPENDIX
66
Appendix 2. Acronyms
DKKK Directorate of National Culture, BeratEU European UnionMTCYS Ministry of Tourism, Culture, Youth and SportNSDI National Strategy for Development and
IntegrationSNV Netherlands Development OrganisationTAC Tourism Action CommitteeTSAP Tourism Strategy and Action PlanUNDP United Nations Development ProgrammeUNESCO United Nations Education, Scientific and Cultural
OrganisationUNWTO United Nations World Tourism Organisation
67
Appendix 3. Proposed Monitoring and Evaluation Schedule
MONITORING AND EVALUATION OUTLINE
July 2010 Baseline survey – accommodation and visitorApril 2011 Baseline survey – householdApril 2011 Final tourism strategyApril 2011 Final monitoring indicatorsJuly 2011 Bi-annual survey (summer) – accommodation and visitor
January 2012 Bi-annual survey (winter) – accommodation and visitorApril 2012 Annual survey – householdApril 2012 Strategy reviewJuly 2012 Bi-annual survey (summer) – accommodation and visitor
January 2013 Bi-annual survey (winter) – accommodation and visitorApril 2013 Annual survey – householdApril 2013 Strategy reviewJuly 2013 Bi-annual survey (summer) – accommodation and visitor
January 2014 Bi-annual survey (winter) – accommodation and visitorApril 2014 Annual survey – householdApril 2014 Strategy reviewJuly 2014 Bi-annual survey (summer) – accommodation and visitor
January 2015 Bi-annual survey (winter) – accommodation and visitorApril 2015 Annual survey – householdApril 2015 Strategy reviewJuly 2015 Bi-annual survey (summer) – accommodation and visitor
January 2016 Bi-annual survey (winter) – accommodation and visitorApril 2016 Annual survey – householdApril 2016 Strategy reviewJuly 2016 Bi-annual survey (summer) – accommodation and visitor
January 2017 Bi-annual survey (winter) – accommodation and visitorApril 2017 Annual survey – householdApril 2017 Strategy reviewJuly 2017 Bi-annual survey (summer) – accommodation and visitor
January 2018 Bi-annual survey (winter) – accommodation and visitorApril 2018 Annual survey – householdApril 2018 Strategy reviewJuly 2018 Bi-annual survey (summer) – accommodation and visitor
January 2019 Bi-annual survey (winter) – accommodation and visitorApril 2019 Annual survey – householdApril 2019 Strategy reviewJuly 2019 Bi-annual survey (summer) – accommodation and visitor
January 2020 Bi-annual survey (winter) – accommodation and visitorMarch 2020 Annual survey – householdMarch 2020 Strategy evaluation
68
Appendix 4. Market research – key markets
The TAC identified five target market segments as outlined in the body of the TSAP – culture enthusiasts; culture moderates; soft adventure seekers; international tour groups/grand tourists; returning to my roots. While these segments exist globally, Berat will target these groups from key markets already travelling to Berat – primarily Italy, UK, France and Germany. In the medium to long term the Japanese, North American and Australian markets offer potential. Understanding the behaviour of outbound tourists from key markets is important.
ITALIAN MARKET The number of Italians traveling abroad has declined during the economic slow down period, although less dramatically than in other countries such as Germany. Even in the face of economic crises, Italians continue to go on vacation and they generally treasure spending at least one or two weeks either at the seaside, in the mountains or visiting foreign countries. Italians have not given up traveling altogether, but many are shortening the length of their trip and /or looking to reduce their expenses. So called “last minute” trips are becoming popular again, despite the efforts of Italian tour operators to encourage advance bookings. Inherently more expensive long haul travel is suffering, including travel to U.S, the main destination for Italians. Activities of most interest to Italians visiting other countries for leisure and business are; dining in restaurants, shopping, sightseeing in cities, visiting historical places, museums, visiting small towns, visiting theme/amusement parks and national parks.
Online travel agents (OLTA) have grown substantially over the last few years. In Italy, e-commerce in tourism counts for around 55% of the total value of bookings. The tourism sector in Italy has already tapped into social networks like Facebook and Twitter.
The Italian market will continue to be a target market for Berat. A considerable number of Berati’s have immigrated to Italy and they play a crucial role in distributing the message of Berat as a destination. The short distance, easy access via air and sea (Alitalia, Belle Air having direct flights from key Italian towns to Tirana), ease of communicating in Italian language, and business relationships, make Italy a lucrative market. Italian independent travelers can be targeted in the future. The Italian market comprises of different type of tourists from those looking for high end accommodation to others preferring guest houses. Independent travelers enjoy many of the region’s products because they usually have time to explore and experience. Thus diversification of the Berat product beyond castle sightseeing is essential. Given the challenges of reaching the independent market, Berat needs to develop very specific marketing channels and well developed and targeted promotional material. Information on attractions and logistical information need to be made available on the internet and social media should be utilized to reach the target market.
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UK MARKET The number of British holidaymakers planning to spend their holidays abroad in 2011 is expected to increase; in a poll conducted in 2010, 96% of Brits indicated that they planned to travel abroad, up from 78% in 2009. According to the British Lifestyles 2010 report, the overall spend on overseas holidays by British holidaymakers will rise by 17 per cent over the next five years. The survey found that the main reasons Britons will choose to holiday abroad are the unpredictable British weather, high prices of hotels in the country (74%), and the simple preference of visiting other countries (55%).
Overseas holidays and short breaks are predicted to grow at the expense of domestic trips and longer holidays. The demographics of those taking such holidays are also likely to change with consumers spending between £1,000 and £3,000 on their holidays likely to be hit hardest by current economic conditions. Those spending more than £3,000 have been less affected by the recession. “Holidays are now seen as a luxury item of spending by almost half of adults, which compares to just 38 per cent having this view before the recession in 2007,” the report adds. “Less than one in five adults see holidays as a necessary spend or a ‘right’. According to the survey results, Spain will be the most popular destination in 2011 gaining 24% of the vote, with Greece and Turkey close behind with 18% and 11% respectively.
For Berat, in the short to medium term the British market will continue to be a target market given their demonstrated interest in the Balkan region and accessibility (direct flights to Albania five days a week). The key target is young professionals between the ages of 25 and 40, with good incomes but no children and interested in new experiences. A combination of sun and beach holidaymakers with cultural tourism in Berat can lead to more attractions in the region. In the long run when Berat has developed its offer and improve services, the 55-65 year old age group can be targeted - travelers that look for boutique experiences. Package holidays will continue to be popular in Britain. Seen from Berat’s perspective, attention should be paid in packaging the offer.
GERMAN MARKET In spite of the insecure future tourism is recovering after the crises. The German market proved that is a stable and mature one. In 2010 42% of the Germans planned one trip and 11% planned two or more trips. Together with the British they made 55% of all EU-25 outbound tourism holiday trips. However German tourism consumers have become more price sensitive and the importance of good value for money offers is increasing. Seniors are gaining importance in the German market as they are a very demanding target group with diverse interests.
JAPANESE MARKET Looking at the figures for the first half of 2010 with 7.9 million Japanese tourists traveling abroad, it is clear that the Japanese still travel internationally, but certain changes have occurred over the years. The most noticeable change is the increase in the number of Japanese free, independent travelers (FIT), who are able to design their travel routes themselves. However older travelers especially will still be making use
of package tourism or at least gather information from travel agencies (55%) of the total Japanese outbound market. The Japanese ageing demographic is influencing the increased amount of free time for travel. The ratio of population aged 65+ is currently 1:7, but will exceed 1:4 by the year 2020. Heritage, cultural attractions, authenticity, value for money and security are the pulling factors attracting this category of Japanese tourists.
The Japanese market is reaching the Balkans and can be a target for Berat tourism industry in the long run, when products and services are improved. Age 55 – 70 can be the market as they have more time for leisure then younger age that usually restrict their holidays to maximum 8 days. Japanese tourists look for high standard accommodation and are recognized as high spenders. As a unique market targeted efforts need to be made in terms of hospitality service improvement and safety issues especially in the castle and Mangalem area with stone roads and pathways. Some Albanian tour operators have already established business relationships with Japanese counterparts. Involving the last into FAM-trips to Berat can be a good strategy to target the Japanese market.