Data

General Issues
Planning & Development
Business
Specific Topics
Tourism
Location
Venezia
Veneto
30135
Italia
Scope of Influence
Regional
Files
67PSTV_DEF_CR_19_29_gennaio_2019.pdf
Links
Sito della comunità partecipante al PST del Veneto
Start Date
End Date
Ongoing
No
Time Limited or Repeated?
A single, defined period of time
Purpose/Goal
Make, influence, or challenge decisions of government and public bodies
Make, influence, or challenge decisions of private organizations
Approach
Co-governance
Consultation
Spectrum of Public Participation
Consult
Total Number of Participants
300
Open to All or Limited to Some?
Mixed
Recruitment Method for Limited Subset of Population
Appointment
Targeted Demographics
Appointed Public Servants
Stakeholder Organizations
Elected Public Officials
General Types of Methods
Collaborative approaches
General Types of Tools/Techniques
Propose and/or develop policies, ideas, and recommendations
Specific Methods, Tools & Techniques
Focus Group
Public Hearing
Legality
Yes
Facilitators
Yes
Facilitator Training
Professional Facilitators
Face-to-Face, Online, or Both
Both
Types of Interaction Among Participants
Discussion, Dialogue, or Deliberation
Listen/Watch as Spectator
Ask & Answer Questions
Information & Learning Resources
Expert Presentations
Written Briefing Materials
Decision Methods
Idea Generation
Communication of Insights & Outcomes
Public Report
Primary Organizer/Manager
SL&A tourism and territory [ITALIAN]
Type of Organizer/Manager
For-Profit Business
Funder
Regione Veneto - Assessorato al Turismo
Type of Funder
Regional Government
Staff
Yes
Volunteers
No
Evidence of Impact
Yes
Types of Change
Changes in public policy
Changes in how institutions operate
Implementers of Change
Elected Public Officials
Experts
Formal Evaluation
No

CASE

Strategic Plan of Tourism in Veneto [ITALIAN]

21. Oktober 2019 alexmengozzi
20. Oktober 2019 Scott Fletcher Bowlsby
20. Oktober 2019 alexmengozzi
General Issues
Planning & Development
Business
Specific Topics
Tourism
Location
Venezia
Veneto
30135
Italia
Scope of Influence
Regional
Files
67PSTV_DEF_CR_19_29_gennaio_2019.pdf
Links
Sito della comunità partecipante al PST del Veneto
Start Date
End Date
Ongoing
No
Time Limited or Repeated?
A single, defined period of time
Purpose/Goal
Make, influence, or challenge decisions of government and public bodies
Make, influence, or challenge decisions of private organizations
Approach
Co-governance
Consultation
Spectrum of Public Participation
Consult
Total Number of Participants
300
Open to All or Limited to Some?
Mixed
Recruitment Method for Limited Subset of Population
Appointment
Targeted Demographics
Appointed Public Servants
Stakeholder Organizations
Elected Public Officials
General Types of Methods
Collaborative approaches
General Types of Tools/Techniques
Propose and/or develop policies, ideas, and recommendations
Specific Methods, Tools & Techniques
Focus Group
Public Hearing
Legality
Yes
Facilitators
Yes
Facilitator Training
Professional Facilitators
Face-to-Face, Online, or Both
Both
Types of Interaction Among Participants
Discussion, Dialogue, or Deliberation
Listen/Watch as Spectator
Ask & Answer Questions
Information & Learning Resources
Expert Presentations
Written Briefing Materials
Decision Methods
Idea Generation
Communication of Insights & Outcomes
Public Report
Primary Organizer/Manager
SL&A tourism and territory [ITALIAN]
Type of Organizer/Manager
For-Profit Business
Funder
Regione Veneto - Assessorato al Turismo
Type of Funder
Regional Government
Staff
Yes
Volunteers
No
Evidence of Impact
Yes
Types of Change
Changes in public policy
Changes in how institutions operate
Implementers of Change
Elected Public Officials
Experts
Formal Evaluation
No

The Strategic Tourism Plan was established by the Veneto regional law 11/2013 to bring together all the players in the sector on shared actions, reduce fragmentation and accompany growth trends by increasing their value.

Problems and purpose

Article 6 “Regional tourism program”, of regional law n. 11 of 14 June 2013, "Development and sustainability of Veneto tourism", constitutes the regulatory basis of the Strategic Plan for Tourism in the Veneto, of which it has defined the following contents (Veneto Region, 2019, p. 7): & nbsp; & nbsp; & nbsp;

  1. overview of tourism offer, regional tourism resources and analysis of demand and forecasts on the evolution of tourism potential; & nbsp;
  2. objectives and strategies of regional activity, to be implemented also through strategic plans; & nbsp;
  3. lines of action in relation to the resources for the development of the regional tourism offer and the increase in tourism demand flows in Italy and abroad; & nbsp;
  4. definition of the measures necessary to improve the quality and competitiveness of businesses and tourism products; & nbsp;
  5. criteria for assessing the impact on resources and measures for protection of the same; & nbsp;
  6. tools for the evaluation of results and c onomic and employment, both in qualitative and quantitative terms. & nbsp;

Furthermore, according to what is defined by the National Strategic Plan PST 2017-2022, it was considered of absolutely strategic importance, for the purposes of 'effectiveness in the construction of the Regional Tourism Strategic Plan, to develop an efficient governance system, both in the process of elaborating and implementing the plan itself, and in the monitoring, evaluation and updating phases. the participatory method is fundamental for regional tourism planning, defining a process of elaboration of the PSTV shared and open to comparison with all public and private subjects interested in the tourism industry, also with the support of analysis tools and adequate communication technologies "(Ib., p. 8).


Timeline and background

The regional tourism program establishing strategic tourism plans enters into force in 2013 with regional law n.11.

Luca Zaia, a prominent figure in the national Northern League, former minister for agricultural policies in the past Berlusconi government, has been president of the regional council since 2010 and is currently in his second mandate, having won the elections also in 2015. His intent has always been to ensure greater autonomy for the Veneto region and to aim for efficient and entrepreneurial management of the territory. The councilor for tourism is Federico Caner (Lega), former regional councilor from 2000 to 2015; also holds the mandates for European Union programs and international trade. & nbsp;

The tourism sector for Veneto is of great importance, "it continues to be the first tourist region in Italy, but the data [...] they also indicate that stays are getting shorter, because shorter but more frequent holidays are taking place, as shown by the increase in arrivals. In addition, non-hotel facilities are increasingly popular, hand in hand with the emergence of the so-called emotional tourism, that is, the proposal that strongly aims at the discovery and knowledge of the territory "[1]. The growth of the sector is "almost constantly on the rise: from about 10 million total tourist arrivals in 1997 to almost 20 million in 2018, recording an increase of 88.9% over the twenty-year period, equal to an average annual growth of 3 , 1%. Total tourist presences went from 51 million in 1997 to around 70 million in 2018, + 35.3%, equal to an average annual growth of 1.5% "[2].


Organizational, support and financing entities

Veneto Region - Tourism Department, is the executing and financing body of the path. With the resolution of the Council no. 1928 of 11/27/17, the following are indicated: “Strategic orientations, organization of the participatory path, definition of the necessary operational and instrumental resources. Entrusting of technical-organizational support activities to Veneto Innovazione Spa for the performance of technical-organizational support activities aimed at implementing the participatory process of elaboration of the Program. Amount Euro 69,593.68 "[3].

Veneto Innovazione SpA . & Nbsp; Established with the regional law of 6 September 1988 n.45, with the aim of promoting and to develop applied research and innovation within the Veneto production system, is a joint stock company wholly and exclusively owned by the Veneto Region. He is the contact person responsible for the region of the process. It has opened an exploratory call for the assignment of the task of taking care of the organization and facilitation of the planned discussion tables, supporting the control room in the elaboration of the proposals and supporting the technical staff in the drafting of what emerged from the thematic tables . The maximum amount offered in the tender was 20,000 which was awarded SL & amp; A SrL [4].

SL & amp; A SrL , founded in 1988, is a consulting company " on hospitality and tourism, environment, businesses and local economies ”. The main activity it carries out is consulting for the implementation of tourism and territorial development plans (Link 1). Its president is Stefano Landi and is based in Rome. In the project he played the role of process organization and facilitation. & Nbsp;

CISET. The International Center for Studies on Tourism Economy was born in 1991 from the union of Ca 'Foscari University of Venice, the Veneto Region and the Italian Touring Club. Its experts carry out research and advice on the economic impacts of tourism, forecasts of tourism demand, statistics and market analysis. In the project he covered the role of technical staff.

Department of Economics of the Ca 'Foscari University of Venice. Jan Van der Borg, professor of tourism economics, collaborated in the design of the general participatory process and of the plan tools, such as web tools, the tourism observatory and data storage, the dashboard capable of illustrate the tourism phenomenon to evaluate assets and services in order to formulate communication and promotion strategies; the methods of survey (questionnaire) and interaction (online forum) with the general public to learn more about the quality of the service [5].


Recruitment and selection of participants

Regional control room - It has the function of coordinating the entire planning process, headed by the Regional Tourism Department, which has defined in time the modalities of composition [3]. It will make use of the technical support of the competent regional structures, of the CISET, of the Department of Economics of the University of Venice, as well as of Veneto Innovazione S.p.A. with logistical support function and will be participated by the trade associations (presidents of Assoturismo-Confesercenti, Federturismo-Confindustria, Confturismo-Confcommercio), by a representative of the Destination Management Organizations (ODG), established with the regional law 11/2013 [ 6]; by the Councilor for Tourism of the Municipality of Venice and the President of Unioncamere del Veneto; the facilitator S. Landi (SL & amp; A) will also be present. The places and times of the 3 meetings of the Control Room are not given, nor the minutes. & Nbsp;

Kick off meeting (11/4/18, Ca 'Foscari, Venice ) is the meeting to initiate the participatory process. The members of the control room were present, the members of the regional management and the technical staff and the facilitator presented scheduled reports [7]. The number of those present at the meeting is not given. & Nbsp;

Thematic tables . "Establishment of 5 thematic tables, participated by the Region, by public stakeholders (local authorities, universities and research bodies, concessionary bodies, etc.) and private ones (trade associations, OGDs, product clubs, consortia, & nbsp; & nbsp; others Sector associations) & nbsp; & nbsp; and "facilitated" & nbsp; & nbsp; by sector experts, within which & nbsp; & nbsp; - again with the support of the regional technical staff - the strategic axes of the plan were analyzed and developed. During the meetings, the need for a sixth axis emerged, that of governance, in which the implementation of the Tourism Observatory tool and the monitoring and implementation activities of the plan are also addressed (Reg. Veneto, 2019, p. 8) . For each theme, 4 meetings were organized, concentrated in the period May-June. About 150 representatives of public and private stakeholders participated directly in the thematic tables, each of which was chaired by a “chairperson” (Ib., P. 9). It then says in a summary sheet ("Some numbers of the participatory process") that the participants at the tables were 300 (Ib., P. 10). The minutes, the composition (not even numerical) of each table, the dates and places of the meetings are not detectable. & Nbsp;

Public meetings . A plenary meeting for sharing and exchanging information in September was added to the meetings at the tables, and 2 additional meetings on "focus" considered to be of particular strategic importance: the development of the "Meeting Industry" and the issue of flow management tourism, with specific regard to the situation in Venice and its relationship with the regional tourism context (Ib., p. 8). There are no dates and places of meetings, not even attendance and minutes. & Nbsp;

Regional web platform . "Creation and management of a regional web platform for sharing and participation, capable of constituting an effective tool, available both to the participants in the thematic tables, and to the public in a wider form, for a shared construction of the PST, but also in the subsequent implementation phase of the actions of the Plan, acting as a tool for the circular dissemination of information and feedback on the effectiveness of the initiatives implemented. The partnership platform, conceived and developed by the Department of Economics of the University of Venice, has allowed participation in the development of the PSTV - through contributions, project ideas, data, etc. - both of the participants in the Tables (in direct and "mediated" form), and of the wider public, following the public opening of the portal from the beginning of August until the end of September "(Ib., P. 9). There would be 67 contributions on the platform by the public (Ib., P. 10). However, no web address can be found for this platform in the plan document. The PST Veneto site does not currently contain (release 19/10/19) what was declared in the text of the plan just mentioned, but little information relating to the closing event (see below) and the publication of the final plan itself. Veneto.eu - the Veneto tourism website - contributions to the PST are not available. An in-depth study with interviews with the curators on this aspect would be needed. & Nbsp;

Closing event - Land of Venice Land of Value (24/10/18, Passenger terminal, maritime station, Venice). Moderated in the first part by S. Landi (SL & amp; A), the interventions of Councilor F. Caner, S. Sisto of the Tourism Department, a report by Landi on the vision of the plan, one by Mara Manente of CISET on the competitive scenario were scheduled. A conversation on Veneto tourism was then scheduled with President Luca Zaia. From 11:00 the presentation of the plan was scheduled, with a speaker for each axis. The names of the speakers are indicated but not the roles. In the second part of the meeting, entitled "Focus on Veneto tourism", there was a speech by J. Van der Borg, one of Scipioni from the University of Padua on the sustainability and accessibility of tourism, and a speech by each of the actors making up the cabin direction (Unioncamera, Confturismo, etc ...). The conclusions of Councilor Caner (Link 2) [8] closed the proceedings. The number of people present at the meeting is not given, nor a report. Only presentations (in slides) of some scheduled interventions are available.


Methods and tools used

Public meetings they are traditional meetings in which one or more speakers, regulated by a moderator, speak for a large part of the event, with presentations and the classic register of speech in public. Even the arrangement of the participants follows the classic theatrical scheme, with limelight and audience. & Nbsp;

Thematic tables (similar to focus groups) are meetings with a disposition of the participants in a circle, precisely around a table, where everyone usually has the same possibility / faculty to intervene, hold a speech / short speech. Generally the group has a goal / task on which to generate ideas and agree. In this case they were focused on a single theme with the task of producing shared and viable actions. & Nbsp;


What happened: process, interaction and participation

The path structure is summarized in the documents available without a clear time schedule. & nbsp;

1. It was possible to note that there were initial meetings of the Control Room which includes the technical staff (the economists of CISET and Ca 'Foscari - Uni Venezia), councilors and regional managers, managers of Veneto Innovazione SpA (the administrative and logistic manager of the process), the representatives of some entrepreneurial actors and some public - but not union - of the sector and the facilitator S. Landi. The technical staff must have elaborated the component of the plan which concerns the tourism scenarios. The macro-economic one that records strong growth in the sector globally. "The international tourist movement records a constant increase that in the last 20 years has been higher than the average + 4% per year, exceeding the 1 billion mark of international arrivals in 2012 and reaching 1.3 billion in 2017 with an increase of 7.1 % compared to 2016 "(Ib., p. 12). The prospects for Veneto are also for growth. Among some implications for the Veneto, for example “As the middle class of developed countries is getting closer and closer to the poverty line, the number of millionaires in the world is constantly expanding. In 2017 there are 36 million millionaires with continued growth that will lead to 44 million within the next 5 years. Italy shares with Germany the first place among the European destinations for luxury tourism (& gt; 750 € per night) and Veneto contains numerous destinations that offer this type of proposal [...] Tourism must integrate with the other productive sectors: agriculture, culture, crafts, creative industries, to avoid tourist monoculture and to encourage the enhancement of existing resources and better management of the territory also in terms of protection and conservation. A destination budget and cooperation between public and private operators becomes fundamental to keep the resources that tourism generates in the territory as much as possible "(Ib., P. 10). & Nbsp; Demographic scenarios are analyzed and explained (strong population growth and average age), the geopolitical scenario of the Mediterranean and the competition with unstable states (North Africa, Turkey); the consumption scenario with new trends such as collaborative consumption and the sharing of more authentic and less standardized experiences. Then there is technological innovation, mobile devices, strategies to "be found" on the Internet, the lack of skills in Big Data analysis, automation and the progressive replacement of professionals (eg the receptionist) who they must evolve (eg in guest experience manager). This is followed by analyzes on economic data such as tourism spending in Veneto, with growing figures, and the accommodation offer (Ib., Pp. 12:33).

2. The 6 thematic axes have been developed in the thematic tables . 5 foreseen and one, on governance, not foreseen, but emerged in the same tables as a strategic need. The axes are: 1. Tourist products; 2. Infrastructure; 3. Digital tourism; 4. Hospitality and human capital; 5. Promotion and communication; 6. Participatory governance. "The work of each table started from an initial position paper, shared with the Control Room, and developed, with the support of the facilitators and the technical staff, through the contribution of analyzes, ideas, proposals from the participants to the Tables and through the platform, in order to progressively arrive, always in agreement with the Control Room, at the definition of the objectives, strategic lines and actions of each of the Axes, as well as the overall definition of the "vision" of the Plan ( Ib., P. 9). & Nbsp; On the first axis, "Tourist products", some general starting considerations are presented. According to the strategic lines already set by the regional law 11/2013 and explained in the dgr 1928/2017, "the a key step for modern management of tourist destinations consists in the transformation of local resources into products, since the growing demand for quality tourism with high added value requires an adequate enhancement of those environmental and cultural contexts capable of characterizing and making a tourist destination distinctive "(Ib., p. 35). "During the work of the Tables, we moved from an initial phase in which the products were analyzed [...] as an expression of territorial themes, to a phase in which it seemed appropriate to" restart "from the tourist demand (the product is what is bought). It is in fact from the great value and behavioral references (which are the basis of consumption, including tourism) that as many “families” or product clusters can be created. Starting from the analysis of tourism demand (tourist flows and reference markets, age, level of education, etc.), the main structural and motivational segments of demand were then identified, which respond to the search for experience and the satisfaction of a specific need ( liaison with product clubs, business networks, etc.) "(Ib., p. 36). For example, the "Health and wellness" family is matched by the products "spa treatments, health treatments, rehabilitation holidays, Yoga courses, Nordic Walking, Slow Bike". The intersection between "families" and territorial typologies of the Region (attributable to OGD, Destination Management Organizations) "will lead to the definition of developable products that will make it possible to express the specificities of the territories and the common factors that require a network of territories and companies, in search of a more efficient production and promotional organization profiled on demand expectations ”(Ib., p. 37). The table, after having shared the guidelines, elaborated a scheme with objectives, strategic lines and actions. For example, on the goal "Identification and hierarchization of the product portfolio", 6 strategies have been listed (eg Regeneration of mature products, support of products in the birth phase, manufacturing of new products, development of Veneto meeting industry). For each strategy there are a series of actions. For example, with respect to the regeneration of mature products we have: product diversification laboratories; good practice manuals; local or thematic product events (Ib., p. 39). For each action, cards were drawn up with a presentation of the objectives. For example, for action 1.1.1 Product diversification laboratories, a strategic investment is envisaged that will attract tourists on the basis of their search for experience rather than locations. "Consistently with the destination management approach, it is necessary to experiment and disseminate design methodologies in the destinations that guarantee tourism professionalism on the one hand and the involvement of stakeholders with participatory techniques on the other. In this way it is possible to strengthen the network of relationships between local operators, acquire a common language, share a vision of development of the destination and define usable and concrete projects. To achieve these objectives we propose: 1) preparation of guidelines for methodologies, techniques and participatory activities; 2) check list for product diversification; 3) preparation of templates aimed at defining product specifications "(Ib., P. 40). The promoters and the actors involved are then listed. & Nbsp; Axis 6, relating to governance, emerged as a need from the tables in the expectation that the participatory approach used for the elaboration of the plan, continues to update the objectives, implement the actions, verify the results. The need is felt to reduce fragmentation & nbsp; from below, a weak point of the Veneto system. One structure, still pending, that must be implemented is the Tourism Observatory, which will have to monitor the implementation of the plan and provide data for its updating (Ib., P. 120-121). This work scheme is repeated for each axis and at the definition of a large battery of actions. & Nbsp; It is not possible to detect which contributions come from the platform and in what form they have been treated and integrated into the final synthesis.

3. In the public event on 24/10/18, at the Venice passenger terminal, the plan was presented. As there are no reports, it is not possible to detect a debate or contents that emerged (please refer to the titles of the presentations in the "Participants recruitment" section, see above). Scipioni (CESQUA, Center for Quality and Environment Studies of the University of Padua) on sustainability and accessibility of tourism. In the slides available, Scipioni lists various issues and unexpected effects that may conflict with the plan, some conflicting nodes that the plan might have to face before ending (Link 2 - Prof. Scipioni's presentation).


Influence, results and effects

The Strategic Plan of Tourism in Veneto was approved by the Regional Council with resolution no. 19 of 29/1/19, formally called "Regional Tourism Program", published in BUR no. 15 of 12/2/19. It was incorporated as it is, as an attachment to the approval resolution. The news is present on the PST Veneto website and on the Regional Tourism Service page but for example it does not appear on the Veneto Innovazione SpA website, having only been updated at the kick-off meeting to initiate the process. The new Veneto.eu tourism website is already online and working for tourists. The site also has a section for operators which, however, is not yet complete and functional. & Nbsp;


Analysis and lessons learned

Although the transparency relating to institutional and formal documentation is complete, the same cannot be said for that relating to the process. It is not possible to find what was elaborated and summarized in the plan by what actually happened in the tables, it is not possible to have a complete picture of the participants, of the contributions, and above all no conflictual nodes emerge. One on all the relationships between landscape, environment and identity with the tourism economy. For example, the issue of "big ships" in Venice that have a strong impact on the lagoon, on the buildings, an overload of passengers in transit was mentioned in focus 4.5.3 (Axis 4. Hospitality and human capital). The action "4.5.3 Management and optimization of excursion flows deriving from cruise tourism" has only the objective of guiding the actors to make passengers stay longer in Venice (Ib., P. 103). "Subjects involved" that are listed in the cards it is not clear whether they are actors who have participated in the tables or who are potentially to be involved given that generic categories often appear in the lists (eg terms such as: trade associations, supply chains, districts, universities specialized communication and graphics; ib., p. 112). The only mention concerning identity is related to action 5.4.3 “Work tables on intangible assets (local identities, professions, narratives and memories of places)” must have been introduced by a representative of the FAI (Fondo Ambiente Italiano). & nbsp; It aims to enhance the invisible heritage by recovering disappeared crafts, recovering private documents, oral traditions, recipes and preparations, therefore storytelling activities, the identification of a new professional figure: "the mediator of intangible identities who can play a role as trainer and promoter of the territory; the promotion located in the smaller centers of a "welcome door" where intangible assets are promoted through art and storytelling (Ib., p. 116). & nbsp;

On inclusiveness and sharing of the path , the Control Room is a tool that has brought together institutional actors, technical and territorial actors effectively but has excluded the union representatives of workers and environmental associations. No preliminary moments have been devoted to them and apparently no inclusive effort even during the process. We speak generically of trade unions only when it comes to actions concerning the training and certification of certain professional figures, to public opinion campaigns to have tourism recognized as work and well-being (Ib., P. 97-130). No explanations are given for these absences. It is not even possible to speak of representativeness given that the plan does not seem to have been inclusive of the general public, nor by activating an adequate accompanying communication using traditional media, nor by submitting its results to any opinion polls. & nbsp;

The influence of the process is high. This is understandable since it was largely co-produced by a control room heavily controlled by the decision holder. And yet it is a plan that does not produce impositions or rules. Developing long-term strategies in this way can aggravate latent conflicts that you have preferred not to face and regress the achievement of objectives despite the efforts made. At the moment, it does not seem correct to state, as has been done, that the plan examined here is "the PST of the Veneto tourism system" (Ib., P. 10). & Nbsp;


See also

Veneto by bicycle


References

Veneto Region (2019), Regional Program for Tourism, Strategic Plan of Tourism of Veneto, Land of Venice Land of Value, https://pstveneto.questlab.it/Data/Sites/1/Attachments/67PSTV_DEF_CR_19_2019_genna.pio < / a> (ril. 18/10/19).


External links

SL & amp; A SrL - https://www.slea.it/ & nbsp;

PST Veneto - https://pstveneto.questlab.it/


Notes

[1] Zaia, L., Press release N ° 1631, Regio ne Veneto, 07/10/2019, http: //www.regione.veneto.it/web/guest/comunicati-stampa/dettaglio-comunicati?_spp_detailId=3353772 (ril. 18/10/19).

[2] Caner, F. Press release N ° 1652 of 11/10/2019, http://www.regione.veneto.it/web/guest/comunicati-stampa/dettaglio-comunicati?_spp_detailId=3355094 < / a> (ril. 18/10/19). & nbsp;

[3] Veneto Region, Del. of Giunta, n. 1928 & nbsp; of 27 November 2017, BUR n. 122 of 12/19/17, https: //bur.regione .veneto.it / BurvServices / Public / DetailDgr.aspx? id = 359176 (ril. 18/10/19). & nbsp;

[4] Veneto Innovazione SpA, Notice of exploratory investigation by request for quotes, dated 28/2/18, http: // www. venetoin Tecnologia.it/index.php?q=gestione_tavoli-tematici-turismo (ril. 18/10/19). & nbsp;

[5] Van der Borg, J., Presentation at Kick off meeting of the Strategic Tourism Plan, Ca 'Foscari, Venice, 11-12 April 2018, http://www.venetoin Tecnologia.it/index.php?q=Piano_Strategico_Turismo_Veneto (ril. 19/10/19).

[6] The ODGs are the bodies established at the territorial level pursuant to art. 9 of the l.r. n. 11/2013 by public and private entities for the integrated management of tourist destinations in the Veneto region and the unitary implementation of the information functions, tourist reception, promotion and marketing of the tourist offer of each destination. Currently there are 16 ODGs (eg Venice, Terme and Euganean Hills, Padua, Terre Vicentine, Dolomites, Garda, etc ...). & Nbsp;

[7] Veneto Innovazione, http://www.venetoin Tecnologia.it/index.php?q=Piano_Strategico_Turismo_Veneto (ril. 19/10 /19). 

[8] To view the program of the closing event, you must access the PST Veneto website by registering (ril. 19/10/19). There are only 2 posts. The program of the closing event with the presentations of some interventions, and the PST with the resolution of the Regional Council. Inexplicably, there are no other contributions (ril. 19/10/19). & Nbsp;