lessons learnt from a (donor) project perspective

Transcription

1 Implemented by lessons learnt from a (donor) project perspective Knut Gerber Næstved Seite 1

2 Implemented by GIZ Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH 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 Seite 2

3 Implemented by framework for launching a GIZ project 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 Seite 3

4 framework for launching a GIZ project 2.888KMDONAUDEUTSCHLAND ÖSTERREICH DUNAJ WIEN DUNĂREA SLOWAKEI DONAVA BRATISLAVA DUNA BUDAPEST UNGARN DUNAV KROATIEN ДУНАВ SERBIEN BELGRAD RUMÄNIEN ДУНÁЙ BULGARIEN MOLDAU DUNAY UKRAINE 0 KM (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. national interest getting membership in club EU with better access to funds; securing institutions and (old) rights (along river) Seite 4

5 reality EUSDR its main objective is to develop the Danube Region by increasing interregional cooperation and network building by a bottom-up approach and 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/ Socio-economic assessment of the Danube Region: state of the region, challenges and strategy development Seite 5

6 Destination Danube & GIZ following request from Serbia Germany offered a project to support (tourism) destination development under common ownership in the region GIZ regional program given objective ( ): The framework conditions for supporting cross border tourism at Middle and Lower Danube are improved Seite 6

7 project approach 1. Strategic advise top - down 2. 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 Seite 7

8 Impact - a tourism development model from Danube Seite 8

9 Danube Competence Center (DCC) 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. Seite 9

10 Danube Competence Center (DCC) strengthening cross-border cooperation product development / implementation competence building representing members interests creating Danube tourism community Seite 10

11 DCC product development Seite 11

12 DCC product development Thematic & Cultural routes along the Danube *) *) 20 Roman sites and 12 wine regions in Bulgaria, Croatia, Romanian, Serbia Seite 12

13 competition & cooperation issues DCC developed innovative format of Danube Floating Conferences networking events onboard Danube cruise ships in 2011, 2013 and 2015 aims - to create a better environment in general Seite 13

14 competition & cooperation issues Danube 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 European institutions and follow the development and processes EU Seite 14

15 business& market issues cruise tourism 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 The River Cruise ship is not the destination; the Danube is the reason for the journey! Seite 15

16 business& market issues cruise tourism Seite 16

17 national or regional responsibility? many stakeholders believe that the existing gaps should be addressed by the national tourism authorities& policies EUSDR, Priority Area 3, should be proper managed Danube cruises (as well as Black sea cruises) should be seen first 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 Seite 17

18 subsidiarity at Danube an EU principle, that says decisions should be taken as closely as possible to the citizens Demand for regional DMO model (example Bulgarian Destination Danube ) Seite 18

19 being sustainable at Danube? DCC in progress and under change management GIZ (support) project leaving soon (until 2017 EXIT!) Host country Serbia in transition and progress etc. Neighbor countries in transition and having different levels of interest EU faced with actual problems (tourism) market. It is a longer process to establish structures and make them sustain! Seite 19

20 my 8 lessons learnt 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 Seite 20

21 Implemented by As a federal enterprise, GIZ supports the German Government in achieving its objectives in the field of international cooperation for sustainable development. Published by Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH Registered offices, Bonn and Eschborn, Germany Responsible Knut Gerber Author Knut Gerber (knut.gerber@gmail.com) Special thanks to Photo credits GIZ Regional programme to strengthen the cross border tourism at the Middle and Lower Danube through the Danube Competence Center (DCC) Obilicev venac Belgrade Republic of Serbia T: M: F: E knut.gerber@giz.de I Seite 21