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Project management tools, approach and lessons learnt from a (donor) project perspective

Vitoria-Gasteiz

Knut Gerber

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as a 100% federally owned, public-benefit enterprise, GIZ supports the German Government in achieving its objectives in the field of international cooperation for sustainable development.

The Federal Government of Germany is the donor – while GIZ is its main implementing body.

GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH

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One of GIZ’s core competencies is understanding how cooperation works in societies, and supporting that process. The kind of process we mean is cooperation between state, civil society and private-sector actors who wish to jointly shape societal changes. GIZ has systematized its knowledge on how to achieve this, and made it available in the Capacity WORKS management model. The model describes how to manage cooperation systems – also in sustainable tourism.

GIZ management model

GIZ handbook for “tourism planning in development cooperation” - available for download at www.giz.de

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Danube's macro regional strategy (EUSDR), covering a region between the Black Forest and the Black Sea consisting of 14 countries – EU member states and non, 4 without shore

14 national (tourism) strategies and

14 different cultural values

with limited own resources and often sticking on own national policies & strategies in field of tourism and culture (which is content of Priority Area 3 of EUSDR),

BUT

• a number of issues (i.e. mobility, energy, water) in Danube region required working across borders

• political commitments need to be translated into action

• actions need to be coordinated and carried out together

framework for launching a GIZ project…

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establishing a macro regional strategy in EU

(beside other political agendas)

• bridging to potential EU accession candidates, but also creating a kind of substitute/ equivalent for others

• influencing a “neighbor region” to Russia, Turkey etc.• overcoming instability in Lower part of Danube

vs.

• getting membership in club “EU” with better access to funds;• securing institutions and (old) rights (along river)

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2.888KMDONAUDEUTSCHLANDÖSTERREICH DUNAJ WIENDUNĂREA SLOWAKEI DONAVABRATISLAVA DUNA BUDAPESTUNGARN DUNAV KROATIENДУНАВ SERBIEN BELGRADRUMÄNIEN ДУНÁЙ BULGARIENMOLD

frame EUSDR

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reality EUSDR

its main objective is to develop the Danube Region by increasing interregional cooperation and network building by a bottom-up approachand to increase knowledge transfer in the region to help the less developed countries use more of their approved budgets of the EU regional funds.

the implementation of the EUSDR is slow and progress is difficult to measure; it has NO quantitative targets + 3 NOs (no new legislation, institution, money)

lack of EU guidance and coordination has been identified as a shortcoming

AND *)

influence of political crises & fragilities in the region(more than 25 different governments in region within recent years …)

*) Actual research of Centre for European Economic Research (ZEW) and the Institut für Angewandte Wirtschaftsforschung (IAW) until 10/2015 - “Socio-economic assessment of the Danube Region: state of the region, challenges and strategy development”

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YES, due tocommon cultural heritageamazing biodiversitynautical accessibility,interesting cities, active holiday offersvariety of wines…

despite this, Danube has tourism potentials?

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Destination Danube & GIZ

following request from Danube country Serbia Germany offered a project to support (tourism) destination development under common ownership in the region

GIZ regional program given objective (2009-2015): „The framework conditions for supporting cross border tourism at Middle and Lower Danube are improved“

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1. Strategic advise top - down2. Implementation bottom- up

design, establishment and development of a regional (tourism development) support structure

empowering such „interstate platform“ to become able to advise and support national ministries, municipalities and institutions of public and private (tourism) sector

primar target groups - entrepreneurs and SSME in tourism value chain from (mostly) Lower Danube

project approach

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a tourism development model from Danube

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Regional network with more than 70 members from the public, private and civil society sector, working together on strengthening the sustainable and competitive tourism sector in the Danube region.

Danube Competence Center (DCC)

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Danube Competence Center (DCC)

• strengthening cross-border cooperation

• product development / implementation

• competence building

• representing members‘ interests

• creating Danube tourism community

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DCC product development

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www.danube.travel

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DCC product development

Thematic & Cultural routes alongthe Danube*)

*) 20 Roman sites and 12 wine regions in Bulgaria, Croatia, Romanian, Serbia

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competition & cooperation issuesDCC developed innovative format of “Danube Floating Conferences” – networking events onboard Danube cruise ships in 2011, 2013 and 2015…

Aim - to create a better environment in general.

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competition & cooperation issuesDanube Parliamentary Network (founded at DFC 2013)

to be a platform and driving force in co-operation, cross border dialogue and forum for discussion and exchange of opinions involving parliamentarian representatives along the Danube.

to maintain dialogue with relevant EU European institutions and follow the development and processes…

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business& market issues

Danube@ ITB

Enhancing visibility of Danube countries at Berlin trade show by putting an international focus on Danube products and maximize the success for all partners.

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Cruise tourism has a significant economic impact on destinations economies

There is a boom in river cruises in the recent years.

• Over the past five years, river cruises have seen a 10% annual passenger increase, while the cruise industry as a whole averaged growth of about 7% per year.

• River cruises are closer to land – many stops, higher impact on local destinations

River cruising in Europe is the current “darling” of the “cruise world” and Danube is among favorite European rivers for cruising, beside Rhine

business& market issues – cruise tourism

The River Cruise ship is not the destination; the Danube is the reason for the journey…!

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business& market issues – cruise tourism

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(it is essential to measure the sustainable performance of a tourist destinations…)

Field study for current status of cruise tourism development along the Bulgarian Danube, to explore the potential for future development (new products) and for increase of economic benefits for local society

Partners:

• Focal Point Destination Danube, Sofia• Sofia University “St. Kliment Ohridski”• Bulgarian Ministry for Tourism• GIZ project (funding)

available online www.fpdd.bg

getting market information

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• Cruise tourism in the Bulgarian section of the Danube in the last ten years develops with increasing intensity

• Major cruise companies are offering programmes, like AmaWaterways (US) or Globus/Avalon

• 49 ships are operating in the Bulgarian section of the Danube

• 558 ships’ call are reported in Bulgarian ports in 2014

• The number of cruise tourists increased by 6% in 2012 and by 10% in 2013 and reached ca. 79.000

• Cruise tourists represent in average ½ of overnight visitors in port municipalities

status in Bulgaria

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• First destination baseline study available

• ETIS European Tourism Indicator System: for Sustainable Management at Destination Level, designed to be used by tourism destinations to monitor, measure and enhance their sustainability performances

• 7 Bulgarian destinations became ETIS volunteer destinations (from 42)

• additional impacts achieved, f.i. latest regional data collected, destinations “brought back to (EU) tourist map”, stakeholder awareness increased, preparatory work for Danube DMO done, attending students committed to potential “employer” (region), experience gaining inside EU

• Ownership transferred to region & Tourism Ministry

• …

impacts

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30% of regional tourism stakeholders stated that the economic benefit of cruise tourism for local communities is significant. 30% believes that there is no benefit at all. 12,5% assess the benefit as moderate and 27,5% as limited.

Benefits are mainly “national” (port taxes, businesses outside the region)!

stakeholder expectations

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• shopping is untypical for a river cruise tourist!

• reasons for not buying more:

• lack of diverse shops and goods (VAT refund)

• difficult access to shops (limited supply in port areas, limited signage often only in Bulgarian, etc.)

• currency – credit cards are often not accepted, difficulties to find ATM or a change office

• sellers do not speak foreign languages

• not enough authentic souvenirs and products

expectations vs. expenditures in Bulgarian section

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The average expenditure of a cruise tourist on land (excluding the pre-paid program) is 17€.

These data disprove the view of most of the stakeholders that cruise tourists are not spending money on land and therefore there is no economic benefit from cruise tourism to local communities.

expenditure structure

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Around 80 thousand passengers, travelling on 378 cruise programs (ships), were contributing directly with ca. 1.360.000 EUR to local tourism business and economy…

this does matter!

local benefits 2014

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investment in product quality (incl. infrastructure)

diversification of on-shore programmes

developing specific strategic attractions and clusters of attractions that are enough attractive to be noticed by cruise operators

broader regional (cross-border) cooperation in terms of thematic cruise programs development – related to wine, Balkan culture, etc.

communication with cruise operators to increase & diversify their programs

involvement all stakeholders in EUSDR demanded Danube branding process

customers communication - 32% of all respondents wanted to have a tourist info point near the port…

improvements in product & marketing

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many local stakeholders believe that the existing gaps should be addressed by the national tourism authority& policy

EUSDR, Priority Area 3, should be proper managed

Danube cruises (as well as Black sea cruises) should be seen as a priority at national level, because of being very important for the whole region

development of the cruise tourism largely depends on the establishment of a regional DMO as a body to coordinate the efforts of all stakeholders and that is strong enough:

• to influence national (tourism) policy• to communicate with big cruise companies and tour operators• to be the key actor in cross-border cooperation

national or regional responsibility?

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an EU principle, that says decisions should be taken as closely as possible to the citizens …

GIZ argued for establishment of a DMO for Bulgarian “Destination Danube”!

“subsidiarity” at Danube

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• GIZ bilateral project started in 09/12 with objective to support DMO establishment

• new Bulgarian Tourism law adopted by Parliament still in March 2013

• GIZ project supported stakeholder processes at all levels to strengthen institutional development of a (future) regional DMO by study tours, research work, publications, hearings, awareness building events and opening 2 offices as a potential nucleus for a DMO (Sofia/ Ruse)*)

• GIZ project gave extensive network support towards central government (for EC and cross-border processes) and provided various HCD (incl. PM4SD)

framework influence - elaboration of necessary tourist region scheme including proposed new “Danube region” started too late and is still not in power!

CONCLUSION:„donor project will leaf soon… but built local capacity stays“, and a certain number of lessons learnt…

a story from Bulgarian Danube

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• share a common vision and plan for sustainability (put focus on achieving learning capacity in terms of sustainable development)

• have favorable political, cultural and social-economic “environment”

• demand full involvement of local population and their (in advance) acceptance at all stages of project and of (expected) impacts, means awareness building at all levels by correct relationship building (think along value chain)

• develop a cooperative marketing

• do not start without sufficient funds and enough time for implementation

• stick on entrepreneurial clusters (as umbrellas for product management, marketing, cross

border cooperation) to make it more sustain

• demand (partly) financial contribution of participating stakeholders

• have always an operational program steering structure

my 8 lessons learnt

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As a federal enterprise, GIZ supports the German Government in achieving its objectives in the field of international cooperation for sustainable development.

Published byDeutsche Gesellschaft fürInternationale Zusammenarbeit (GIZ) GmbH

Registered offices, Bonn and Eschborn, Germany

Regional programme to strengthen the cross border tourism

at the Middle and Lower Danube through the Danube Competence Center (DCC)  

Obilicev venac 811000 BelgradeRepublic of Serbia T: +381 11 2634050

M: +381 63 539496 F:  +381 11 3033 588E knut.gerber@giz.deI www.giz.de

ResponsibleKnut Gerber

AuthorKnut Gerber (knut.gerber@gmail.com)

Special thanks to

Photo credits© GIZ

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