Ve presentation without photos sin mappa

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Published on November 1, 2007

Author: yilmar

Source: authorstream.com

STRATEGIES FOR SUSTAINABLE TOURISM: THE “VENICE PARADOX”:  STRATEGIES FOR SUSTAINABLE TOURISM: THE “VENICE PARADOX” Mirella Wizina, Tourism Department Member – City of Venice Orazio Alberti, Teacher of Technical High School for Tourism “F.Algarotti” Roberta Manzi, President of Limosa Cooperative Slide2:  Mirella Wizina Venice Tourism Department Member STRATEGIES FOR SUSTAINABLE TOURISM: Venice, the World Capital of Tourism Direzione Beni e Attività Culturali - Area Turismo Cà Giustinian, San Marco 1364 Tel. 339-0412747762 www.comune.venezia.it/turismo Tourism in Venice:  Tourism in Venice The Socio-economic Context Stakeholders in the Tourism System Actions and Outlook for Sustainable Tourism The Socio-economic Context:  The Socio-economic Context The territory: divided in three macro areas (Mainland – Historic Centre – Estuary) Resident Population: 270.992 in 2005 176.000 in the Mainland (Mestre) 63.000 in the Historic Centre 31.000 in the Estuary Production Activities Stakeholders in the Tourism System :  Stakeholders in the Tourism System Tourists: 15 millions visitors each year in the historic centre (about 100/120.000 arrivals every day) Private Sector Tourism Businesses The Host Community Public Institutions Actions and Outlook for Sustainable Tourism: the City of Venice strategic plan:  Actions and Outlook for Sustainable Tourism: the City of Venice strategic plan Manage the “Tourism System" Increase the Potential of Cultural Tourism Boost the Quality of the Demand by Promoting New Tourist Offers www.comune.venezia.it/pianostrategico Slide7:  The role of a school for tourist operators for a more sustainable tourism Orazio Alberti Teacher of Economic and Tourist Geography Technical High School for Tourism “Francesco Algarotti” Cannaregio 349 – Venice www.algarotti.it The school: a short presentation (1):  The school: a short presentation (1) “F.Algarotti” is a High technical secondary school founded in Venice in 1962. Its aim is to train tourist operators with up-to-date professional competences and further the education of students who can continue their studies at the University. After 5 years of training, the students find their job in public and private tourist agencies; tour operators; events organization agencies; hotels; etc.. The school: a short presentation (2):  The school: a short presentation (2) The students enrolled for the school year 2005 – 2006 are 748 Students are not only from Venice, but also from the whole district Why a course of environmental tourism : the idea of Venice :  Why a course of environmental tourism : the idea of Venice Generally, tourists know Venice just for its beautiful monuments, for the tourist tours famous all over the world, or the great events organized in the city, such as the Film Festival, the historic Regatta, the Carnival, etc… The tourist promotion of Venice in Italy and all over the world points to these attractive elements   Why a course of environmental tourism : the Lagoon and the City:  Why a course of environmental tourism : the Lagoon and the City Usually, people and tourists do not know the environmental context in which Venice lays : the Lagoon The Lagoon is an unique environment, between ground and water. If you do not know and understand its environment, you cannot understand neither the ancient nor the recent history of Venice. Besides, you cannot understand its “enchantment” nor its current problems The goals of the course:  The goals of the course Completing and furthering the general didactics taugh in the school with new knowledge, such as: The environmental context in which Venice lays; environmental education Tourist trend and impact on Venice The politics of planning and regulation of tourist flows; the sustainable tourism The exploitation of tourism should aim more at the naturalistic and cultural resources: the lagoon is very rich of these resources, but they are often considered marginal, and often are outside of the historical centre Matters and organization of the course:  Matters and organization of the course The course is structured into two parts: First part: “The Venice Lagoon between nature and history” Second part ”toruism in Venice and its economic-environmental impact” Second part: tourism in Venice and its economic and environmental impact:  Second part: tourism in Venice and its economic and environmental impact Planning touristic tours:  Planning touristic tours The students who partecipated in this second part of the course realized, in little groups followed by a tutor, 10 projects of tourist tours with a strong environmental and historical-cultural value. They were planned for young tourists and they are bound to environmental and cultural concepts learnt during the training Planning touristic tours (2):  Planning touristic tours (2) This experience represented a very important moment to know better the lagoon environment and all the tourist resources which this unique site can offer. They could “read” some classical tourist tours in a different way and they could project new ones, more linked to the secular relationship between the population and the Lagoon environment Positives outcomes:  Positives outcomes 120 students partecipated in the course, outside the school schedule and of their own will From 2001 until now the course has become part of the School Plan of the Triaining Offer A strong network of people working uninterruptedly together on the project was developped: teachers of the school, University, naturalistic operators, environmental associations. Every year the course is requested and followed with big interest by many students The difficulties:  The difficulties It’s hard to give a continuity to the project because of: a) difficulties in harmonizing it with general didatics planning and organization b) lack of fundings These difficulties in school year 2002-2003 brought to: - a reduction of the course duration (from a two-year-course to a one-year-course) - the forced renounce to the phase of touristic tours planning (the most interesting for students), because of incompatibility with the regular school schedule. The future:  The future Resuming the planning of touristic tours, in cooperation with the environmental associations which manage sites of naturalistic interest and with the administration of the districts of the City of Venice interested in exploiting the marginal sites of the territory Production of brochure and other literature to distribute to other schools Offering tourist guides for schools visiting Venice, giving value to technics and languages learned by the students of the school The experience of a cooperative enterprise:  The experience of a cooperative enterprise Roberta Manzi President LIMOSA soc. coop. Operatori Naturalisti via Toffoli 5 – 30175 Venezia Marghera Tel + 39 041 932003 Fax +39 041 5384743 Mail limosa@limosa.it www.limosa.it GOAL... PRESENTATION OBJECTIVES:  GOAL... PRESENTATION OBJECTIVES An insight into Limosa, describing its context as a typical example of Venetian environmental cooperative. An analysis of three case studies about eco- tourism around and in the Venice Lagoon. Thoughts and considerations about future possibilities and perspectives. LIMOSA :  The business idea: …the realisation of a Park that never was. The mission: To achieve and satisfy the needs of the organisation through focused completion of precise professional milestones and objectives, which relate to environmental, educational and territorial management from the perspective of sustainability.   LIMOSA LIMOSA Income for different area (2004):  LIMOSA Income for different area (2004) LIMOSA:  LIMOSA STRENGTHS High quality. Customer focused. Strong, cohesive team. WEAKENESS Growth crisis. No long term projects planned. Slide25:  Project: LIFE “ViviLaguna” – year 1996/97 Goal: Diversification into eco-tourism – conceptualisation and selling of a tour of the Lagoon. Target: Adults, individuals Characteristics: European community founding, institutional partners, private management (associations) More on: www.forumlagunadivenezia.org Slide26:  Strengths Wide partnership. Quality of content. First project concerning eco-tourism in the geographical area. Slide27:  Weaknesses Poorly marketed oriented. Difficult role-definition (associations, professionals..) Short-term project (start-up only) Slide28:  Project: “…Naturalmente” – since 1989 Goal: Natural enviromental holidays around the Lagoon Target: School groups Caratheristics: Sponsored and managed entirely by private organisations (coop. Limosa + Tour Operators) More on: www.soggiorninaturalmente.it www.limosa-it Slide29:  Strengths 15 years experience Close collaboration with travel agency Range of high quality, relevant destinations Personalization of the programmes Strong client relationships Consideration to contents and professionality of the guides “All inclusive” travel packages arranged Slide30:  Weaknesses Price restrictions based on market competition Weak marketing activities Increased complexity of bookings due to options about locations and characteristics of residentiality Target market with low expenditure possibilities Project: “Certosa island” Goals: Multifunctional center for environmental and sport activities (sailing and rowing) Target: School groups, and sports groups Characteristics: submitted proposal for local contract to be assigned to successful private organisation with the cooperation of Venice Council.:  Project: “Certosa island” Goals: Multifunctional center for environmental and sport activities (sailing and rowing) Target: School groups, and sports groups Characteristics: submitted proposal for local contract to be assigned to successful private organisation with the cooperation of Venice Council. Project “in progress”: Necessity to learn from previuos experiences :  Project “in progress”: Necessity to learn from previuos experiences Slide33:  Institutional problems: Weak cooperation between public institutions either on a vertical level and on a horizontal level (tourism, culture, environment, education…) Vagueness of European Communty projects (A21, Leader, Life, Interreg, EMAS certification…) Difficult definition of roles, low recognition of specific professional specialisations Slide34:  Company’s internal problems: Limited relationships established with the existing tourism network Restricted network connection capacity Strong dependancy on public institutions Small scale (with a few exceptions – see www.atlantide.net) 3 GOLDEN RULES:  Environmental tourism cannot convert market shares from traditional tourism, but creates awareness and quality in the territory management process A stable network must be established, which respect the importance of each associated group or individual Public funding - in this sector - must improve the organisation procedures 3 GOLDEN RULES

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