This document summarizes a GIZ project to support sustainable tourism development along the Danube River. The project established a Danube Competence Center (DCC) regional network to strengthen cross-border cooperation. Key activities of the DCC included product development, competence building, and representing members' interests. Through studies and stakeholder engagement, the project also aimed to establish a Danube regional destination management organization to better coordinate tourism efforts across the region. The document outlines lessons learned around developing sustainable tourism partnerships and marketing across borders.

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Implemented by
Project management tools,
approach and lessons learnt from
a (donor) project perspective
Vitoria-Gasteiz
Knut Gerber

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Implemented by
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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Implemented by
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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Implemented by
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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2.888KMDONAUDEUTSCHLAND
ÖSTERREICH DUNAJ WIEN
DUNĂREA SLOWAKEI DONAVA
BRATISLAVA DUNA BUDAPEST
UNGARN DUNAV KROATIEN
ДУНАВ SERBIEN BELGRAD
RUMÄNIEN ДУНÁЙ BULGARIEN
MOLDAU DUNAYUKRAINE0 KM
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 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 10/2015 - “Socio-economic assessment of the Danube Region: state of the region, challenges and strategy development”

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YES, due to
common cultural heritage
amazing biodiversity
nautical accessibility,
interesting cities,
active holiday offers
variety 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 - 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
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 along
the Danube*)
*) 20 Roman sites and 12 wine regions in Bulgaria, Croatia, Romanian, Serbia

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competition & cooperation issues
DCC 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 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 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 by
Deutsche Gesellschaft für
Internationale 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 8
11000 Belgrade
Republic of Serbia
T: +381 11 2634050
M: +381 63 539496
F: +381 11 3033 588
E knut.gerber@giz.de
I www.giz.de
Responsible
Knut Gerber
Author
Knut Gerber (knut.gerber@gmail.com)
Special thanks to
Photo credits
© GIZ
Implemented by