komuna kryevidh.indd - Fondi Shqiptar i Zhvillimit

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Plani i Zhvillimit Lokal - Komuna Kryevidh · Managing Managing Implementation Implementation Three factors are integral to the process of managing implementation, they are: - Communicating the strategy so there is a wide understanding and acceptance of what is being undertaken; - Identifying the key players and the role they will have in implementing the strategy; - Establishing the right structure to support the implementation of the strategy. 136 Detailed planning will be the key to strategic implementation. With the crucial decision taken as to strategy, consideration must be given as to how it will be implemented. Success in implementation is closely linked to careful and detailed planning. 10.3. Organizational Structures Managing the implementation of the strategy can be greatly facilitated by the right organizational structure being in place. The complexity of the tourist industry and the wide range of interests involved make it important that clear regional and area partnership structures are designed aimed at facilitating the process of planning, co-ordination and implementation of the strategy for tourism. The evidence of best practice elsewhere points to the need to engage all stakeholders in an effective public - private sector partnership. The following key structures for partnership are recommended: Kryevidh Kryevidh Commune Commune Council’s Council’s Council’s Leadership Leadership Role. Role. The Commune Council of Kryevidh should provide leadership through a clear statement of policy which will inform all future decisions taken in relation to the tourism sector. It should also provide a platform for the development of initiatives that will require the formation of new private / public sector partnerships. The policy statement should provide the impetus for the creation of the new structures that will be required. It will also provide the go ahead for the many public and private sector initiatives that will be necessary to effect change. The Commune Council is the logical leader of the process of implementation of the strategy. In order to be able to fulfill its role in this regard however, it may be necessary to re organize the commune’s structure with a view to ensuring that it is capable of acting with the speed and initiative that will be required in a fast changing commercial environment. There are many complex and difficult tasks implied in the implementation of this strategy. In order to ensure that they are completed, there is a requirement for innovative and decisive leadership from the local authority representatives that is firmly rooted in close contact with the private sector The The Hotelier Hotelier-Tourism Hotelier ourism Association Association of of Spilleja. Spilleja. As a community-based development organization, this association can encourage and support further development initiatives to attract and support tourism to the area. Its role and activities engage the public, private and voluntary or community stakeholders in new small scale enterprises to further local economic development. Should this association be functional, it can be considered the counterpart of larger tourism non-for profit organizations, like Albanian Tourism Association
137 (ATA) which encounters over 120 members from the sectors of accommodation, catering and travel agents. Tourism ourism ourism Development Development Unit. Unit. This unit should be constituted at the commune level to include relevant representatives of Local Authorities and private/voluntary sector representatives. The duties this Task Force will be to: - Establish priorities and set targets for tourism within the area; - Lobby central government on issues pertaining to tourism, e.g. regulatory, investment,environmental and planning issues; - Oversee the implementation of the Tourism Development Plan for Kryevidh Commune; - Market and monitor specific initiatives in the areas of Product Development, Environmental Management, Marketing and Promotion and Quality of Service Delivery; and - Monitor the achievement of the targets The The P PPrivate P rivate Sector Sector. Sector . No amount of planning on the part of the public sector will lead to a sustainable competitive advantage for tourism in the area without co-ordinated effort of all of the private sector interests in the process. The key areas for development will include: · Product Development and Innovation: the principal onus for the development of relevant products and services for the targeted markets and market segments will fall on the private sector. This process must be underpinned by strategic research into appropriate standards in the development of tourism facilities and will require an input from design consultants capable of developing products and services with a specific local identity. · Marketing and Sales: There is an urgent need for the industry to review its competence in the area of marketing and sales. The shift from overdependence on mass distribution led markets towards more targeted segments will require professional marketing techniques. This will include the use of the latest technology in developing customer loyalty programs through database marketing and direct marketing. · Quality of service delivery: the industry will need to enhance its level of competence in the areas of Human Resource Management and Operations Management in order to inculcate throughout the industry a culture of quality in the delivery of services. Industry led quality certification programs, aimed at identifying and certifying leading practice in the areas of quality customer led service delivery is essential to achieving sustainable competitive advantage. · Involvement Involvement of of Local Local Local Community Community The roles and priorities for the local authority and community groups within the area will include: Fondi Shqiptar i Zhvillimit
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PLANI I ZHVILLIMIT TE TURIZMIT K Gr
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3 Tabela abela e e Përmbajtjes Pë
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5 1. 1. HYRJE HYRJE 1.1. Hyrje mbi
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7 1.3. Zona e studimit Pregatitja e
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9 2. 2. PROÇESI PROÇESI I I PLANI
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11 3. 3. STRA STRATEGJITE STRA TEGJ
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13 3.1.4. Zhvillimi Potencial i Tur
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15 pesticide dhe duke kryer gjueti
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17 Peshkimi nuk ka qene nje faktor
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19 Uji Furnizimi me Uje Plehrat e N
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21 Tabela abela 2 2 2 - Numri i viz
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23 4.1.5. Lloji i formes se akomodi
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25 5. 5. PRODUK PRODUKTI PRODUK TI
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27 fundit pritet te vazhdoje, megji
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29 · rezorte multi-sherbimi qe per
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31 5.3. Faktoret qe ndikojne ne te
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33 Tabela abela abela 7: 7: Kerkesa
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35 Vizioni i mesiperm eshte optimal
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37 Figura igura igura 8: 8: Arritja
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39 7. 7. STRA STRATEGJIA STRA STRAT
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41 Tregu i Jashtem · Shetitje; ·
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43 8. 8. STRA STRATEGJIA STRA TEGJI
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45 Ne adresimin e kesaj çeshtje, a
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47 Figura 2: Disa pamje nga Keshtje
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49 vizitorit ne Spilleja dhe/ose ne
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51 Momentalisht zona ka veshtiresi
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53 Rekomandime Rekomandime · Furni
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55 ndotjen e ujrave te bregdetit. K
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57 · Ka nevoje te ngutshme per nje
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59 9.4. Shperndarja hapesinore e tu
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61 10. 10. MENAXHIMI MENAXHIMI DHE
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63 Per zbatimin e strategjise eshte
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65 REK REKOMANDIME REK OMANDIME PER
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67 11. 11. K KKUADRI K ADRI STRA ST
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69 Kostoja e parashkuar Partneret P
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71 Kostoja e planifiikuar Partneret
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73 Kostoja e parashikuar5 Partneret
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75 Permiresim I mikpritjes dhe i s
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77 Rrugeve Traffic Management progr
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79 Tourism Development Plan Commune
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81 1. 1. INTRODUCTION INTRODUCTION
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83 1.3. Study Area The plan prepara
Page 85 and 86: 85 2. 2. PLANNING PLANNING PROCESS
Page 87 and 88: 87 3. 3. T TTOURISM T OURISM DEVEL
Page 89 and 90: 89 3.2. THE COMMUNE’S PROFILE 3.2
Page 91 and 92: 91 distance of these villages from
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Page 95 and 96: 95 Water Water Supply p No problems
Page 97 and 98: 97 The major number of tourists wit
Page 99 and 100: 99 The average capacity of accommod
Page 101 and 102: 101 5. 5. THE THE T TTOURISM T OURI
Page 103 and 104: 103 billion tourists will be visiti
Page 105 and 106: 105 · the increasing importance of
Page 107 and 108: 107 Internal factors, however, are
Page 109 and 110: 109 After general seaside tourism h
Page 111 and 112: 111 6.3 Guiding Principles The key
Page 113 and 114: 113 Figure igure 8: 8: Achieving Ac
Page 115 and 116: 115 7. 7. MARKETING MARKETING STRA
Page 117 and 118: 117 As competition for this expandi
Page 119 and 120: 119 If public-private partnership i
Page 121 and 122: 121 Outdoor Outdoor Arena. Arena. A
Page 123 and 124: 123 In addressing the shortcomings
Page 125 and 126: 125 The critical factor in achievin
Page 127 and 128: 127 9. 9. QUALITY QUALITY ASSURANCE
Page 129 and 130: 129 9.1.3. The Need for an Integrat
Page 131 and 132: 131 · Spilleja village with Bashto
Page 133 and 134: 133 9.5. Human Resource Development
Page 135: 135 It is recommended that an appro
Page 139 and 140: 139 RECCOMEND RECCOMENDATIONS RECCO
Page 141 and 142: 141 11. 11. STRA STRATEGIC STRA TEG
Page 143 and 144: 143 Estimated Cost Partners Lead Re
Page 145 and 146: 145 Source and amount of funding Pa
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