Governance of Como Lake area

ANALYSIS OF THE GOVERNANCE OF COMO LAKE AREA Rigamonti Valentina

1. EXECUTIVE SUMMARY

The aim of this project is to analyze the governance situation of Como, an important tourist

destination located in Lombardy Region on the Como Lake (as indicated in the maps above). This research

wants to describe the potential opportunity that the city has to develop an integrated system of governance

with other minor areas (Lecco and surroundings) with the objective of developing networks and synergies

with them. In fact, the project to create a Local Tourism System was promoted by the two provinces

together. This system can be considered a kind of governance where there are different kinds of stakeholders

(from institutional to local) that try to work together to reach a common goal, even though in most cases

there are problems of interaction, collaboration and transparency between them and sometimes the functions

of each actor are overlapped and still not well defined. Despite some difficulties, Como Local Tourist

System his having positive results and feedbacks (the number of presences and arrivals has increased) but it

has a lot of work still to do to reach the levels of a system with a good governance. The city is also trying to

reposition its image in the Italian and worldwide panorama through the EXPO 2015. Como’s municipality

want to cooperate with Milan’s administration, offering its historical buildings as congress center for this

great event, with the main objective of taking advantage of the visibility that this event can offer. The

governance of an event it’s managed differently from that of a destination, because it is not referring as an

on-going process but to a point-in time fact that should be handled and ruled in the best way to have future

benefits.

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2. INTRODUCTION

2.1 Key characteristics of Como

Como is a city located on the Lake Como in the Lombardy Region. It has a total population of

84,876 people. Situated at the southern tip of the south-west arm of Lake Como, is located 40 kilometres

north of Milan. Nearby major cities are Varese, Lecco and Lugano.

Its proximity to Lake Como and to the Alps has

made Como a popular tourist destination and the city

contains numerous works of art, churches, gardens,

museums, theatres, parks and palaces: the Duomo

(seat of Diocese of Como), the Basilica of

Sant'Abbondio, the Villa Olmo, the public gardens

with the Tempio Voltiano, the Teatro Sociale, the

Broletto (the city’s medieval town hall) and the 20th

century Casa del Fascio. Como was the birthplace of

a good number of historically notable figures, such as the literary figures of Pliny the Elder and the Younger,

Pope Innocent XI, the scientist Alessandro Volta and Cosima Liszt, second wife of Richard Wagner and

long-term director of the Bayreuth Festival.

The economy of Como, until the end of the 1980s, was traditionally based on industry; in particular, the city

was world famous for its silk manufacturers but in recent years cheap competition from China and the

increasing significance of Milan commerce, has drastically reduced profit margins and many small and mid-

sized manufacturers have gone out of business. For these reasons, tourism has become increasingly

important for the local economy since the 1990s. The city and the lake have been chosen as the filming

location for various recent popular feature films, and this, together with the increasing presence of celebrities

who have bought lakeside properties, has heightened the city's international profile and given a further boost

to international tourism.

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Lombardy, whose economic system is among the best performers in Europe and whose society is particularly

active, has been the most decidedly in experimenting and building up an original governance system, known

as “the Lombard model” (IRER, 2007) .Within this dynamic territory, Como and Lecco together, even

though the last less important, contribute for a great deal to the tourism flows of Lombardy. The following

points scheme put in evidence the numbers of Como’s arrivals and presences that make understand the

importance of this city for Lombardy tourism:

COMO

• Arrivals: 855,000 (3rd province after Milan and Brescia)

• Presences: 2,250,000 (4th after Milan, Brescia and Sondrio)

• Mainly lake product offering

• Importance of hotel industry (above all 4 and 5-star hotel)

• High-income tourists (50% of tourist accommodate in 4 and 5-star hotels)

• Important for foreign tourists arrivals: Germany, UK, Switzerland, USA, France, Netherlands,

Australia, Japan

All together the provinces of Como and Lecco absorb around the 10% of the Lombardy arrivals and around

the 30% of tourist regional presences (Source: ISTAT, Tourism and Statistics, Statistics and Observatory

Lombardy Region).

The official organization that is in charge of tourism in

Como is the Local Tourism System of Como Lake, a

territorial entity characterized by two elements: the cluster

of economic, non –economic and institutional actors and Figure 1. The new brand of Como Lake Tourist System
and its slogan "A unique world in the world"
the social local community (Luciana Lazzeretti, 2006). Its

main goal is the promotion and positioning of the Tourism System Como Lake in an International

panorama and encourage its distinctive local territories and attractions.

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2.2 Current issues and trends

From 2003 the Local Tourism System of Como Lake has had great results and positive trends.

2010 has been a positive year for this tourist system that has registered 1,122,079 of arrivals e 3,018,399 of

presences with an increase of 5,37% in arrivals and 9,12% in presences. The current program (2008-2011)

includes all the actions and objectives that this government body should achieve in the period 2008-2011.

The main objectives of the program are:

• Innovation of the brand “Como Lake” and of the process to build this brand

• Green mobility: Como, Lombardy Region and transport companies (public such as Trenord and

private such as local transport association) are working together to define an efficient infrastructure

system, providing the city with green public transports;

• Diversification of the tourist offer to attract different segments according to the resources available;

• Diversification of the geographical markets, in order to reduce its dependency on the German and

American markets and on the Lombardy arrivals;

• Better coordination of the tourist offer, its promotion and marketing;

• Attraction of tourist targets that have an high possibility of expenditure: this can guarantee a longer

stay in the city (to contrast the “short-break”, people that travel more during the year but stay less in

the destination) so that the tourist can enjoy all the attractions of the Como area;

• Loyalty program: Como is trying to build a unique experience that can transform tourists in

“repeaters” of the destination, creating a good opportunity to satisfy them better using the modern

technique of the marketing one to one.

Other two important current issues are represented by:

• The necessity of a strong cooperation between local industry and tourism: Como is also famous for

its manufacturing industries. It’s important to promote local businesses as a mean to attract even

more tourists. There are numerous small and medium enterprises (that characterized the famous

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“Made in Italy”, beloved by International tourists) that are responsible for the development of the

business and congress tourism. For this reason a strong cooperation between manufacturing and

tourism industries is needed.

• EXPO 2015: Como City and Province want to propose its main historical buildings as congress

centers for the exhibition (increasing its visibility and promotion) and they launched the idea to

create a unique tourist destination within Lombardy Region (for example “Milan metropolitan

Area”) where each territory can contribute to strengthen the system, offering its tourist peculiarity.

This could be an occasion for Como to create an institution outside the tourist system that can

coordinate the plan for the city through a collaboration with the stakeholders involved. It also

represents a huge effort for the region that should be able to create in few years a cooperation with

all the areas of the region to implement this project (a big challenge because of the lack of time and

the continuing lack of collaboration among the different stakeholders).

• Launch and promotion of the new institutional website of Lake Como( www.lakecomo.com), an

innovative website started off by both the Province of Como and Lecco, where visitors can look for

information about the tourist offers of the two provinces and can direct book their package through

the booking on-line

2.3 Why I choose this destination?

There are different reasons that explain why I choose this destination. Firstly, because it is located

near the place I live and, as a consequence, I know it quite well. It is a place that can offer different and

unique experiences, from the mountain experience to the wellness one. It’s well known in the International

panorama for its cultural attractions and historical buildings, where important and International meetings and

conferences take place (Villa D’Este, Villa Serbelloni, Villa Erba). It’s a lively and dynamic city that is

doing a great effort to continue to launch new products and ideas in order to enhance the image of the

territory, making it competitive in an International panorama. Secondly, because it’s an example of a city

that want to make tourism becoming the strategic sector of the Region, even though there are big problems in

coordinating all the stakeholders involved. I cannot affirm that I choose Como because it’s a great example

of governance (its Local Tourism System was only created in 2003 and it is still a “work-in progress”) but

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because it’s trying with great endeavor to create a network with the other provinces that surround its territory

(for example Lecco) in order to build an integrated tourism product where all the stakeholders should

cooperate to bring benefits not only to the Tourist System of Lake Como, but to the entire Region.

2.4 Key terms: local governance, network, collaboration, stakeholders, local tourism system

3.CONTENT

3.1 Who are the stakeholders?

Both the two provinces, Como and Lecco, are included in the “Tourism System Como Lake”,

recognized by the regional law, whose main objective is: “strengthen the positioning of the Tourism

System Como Lake in an international panorama”. This tourist system was born in 2003, when Como and

Lecco Provinces understood that there was the necessity to create a cooperation of the tourist public

initiatives. The background idea was that Como was an important brand both at a national and an

international level. It would be unnecessary to waste energies, public resources to promote the territory with

different names and uncoordinated actions and policies. The national law LR 8/2004, supported this idea,

inviting local authorities, entrepreneurs and institutions to create and coordinate tourist systems. The two

provinces began to involve different main stakeholders of the territory to plan how to develop this system,

aware of the low level of integration that characterized the area in that moment. They started to create public-

private integrated programs to reach finally an integrated system. Once reached a good level of integration

and involvement of all the actors, the two provinces launched the first Programme of tourist development

(2005-2007), inviting local actors to propose ideas to create it effectively. Finally, November 2005, with the

legal basis DGR VII/1159 del 23/11/2005 was officially recognized the Como Lake Tourist System.

This Como lake tourist system is an instrument of governance: it’s a process whereby organizations make

their important decisions, determining who they involve in that process and how they render account

(Graham, 2003).

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Defining the key stakeholders in the governance of a destination means identify different level of clusters I

want to involve in the development of a place. The idea of a stakeholder approach to strategic management

suggests that managers must develop and implement processes which satisfy all and only those groups who

have a stake in the business. This requires managing and integrating the relationships and interests of

shareholders, employees, customers, suppliers, communities, and other groups in a way that ensures the

long-term success of the firm or, in this case, of a destination (Edwards, 1984). To define them I have to take

into consideration if they have: power, legitimacy and urgency.

POWER LEGITI
MACY

URGENC
Y

Figure 2. Characteristics to define key stakeholders.
Key stakeholders are defined in the area where all
this three factors are overlapped.

In the case of the local tourism system of Lake Como we can define the tourist governance as represented by

this chart:

High
CONTROLLING
BODY –
Low Lombardy Region
Provinces of
Como and Lecco
COORDINATIV
Deepness
E BODY –
Size different subjects Network of LOCAL
that are identified SUBJECTS whose goal is
by the Regional the fulfillment of project to
Law develop the local territory
(businesses, local
community, local
High associations)

Low

Low
High Hierarchy-insitutional level
Figure 3 Representation of the Italian local touristic governance – key stakeholders
(Trunfio, 2008)

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The controlling bodies of the Como Lake Tourist system are:

• Lombardy Region: monitors and controls the functions and services decentralized to local
:

authorities; regulate the system of services (by setting homogeneous rules for the regional

territory1); gather information from local government and society to create an area with an
; society

integrated programme. It should also d
define the relationships between the regional territory and the

European Union countries, plan the development of the regional program involving all the

stakeholders, above all local communities, and define how and who make decisions, con
controlling the

regulation process;

• Provinces: Tourism department of Como and Lecco Provinces develop the provincial tourist policy.

Their institutional tasks are the star rating, the vigilance and the publication of the yearbook of

Hotels, camping-sites, residences, houses and apartments for vacation, B&B and others; the
sites,

discipline of the activities and the services of the travel agencies, the qualifying examinations as

tourist guides, tourist hosts-
-hostesses and travel agency directors.

• Cabina di Regia (Cabin Room): strategic and operative heart of the Tourist System.
Cabin Room):

Cabin
Room

Province Province City of City of
of Como of Lecco Como Lecco

Figure 4 Organisation of the Como Cabin Room

Its main tasks are:

a) Define the objectives and the strategy to implement the tourist development plan

b) Stimulate new ideas, opening broad meetings to face particular issues

c) Try to define prior project to deal with

d) Approve the Programme of Tourist development

1
For instance, with regard to the involvement of private companies in public services, or in setting the rules for
conceding grants, tax relief, incentives, a1nd any sort of benefits for enterprises and private agents. (IRER, Lombardy’s
Model of Governance”, 2006

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e) Verify that the Programme is implemented by the interested areas and intervene in case of delay or

slowdown of the implantation

• Observatory: fundamental part of the organization is responsible to collect data about the tourism
:

system territory. The information provided by this body is available to all the actors in their activity

of promoting and realizing actions to develop Como tourism (education, promotion, events,
tourism

infrastructure, etc….)

The coordinative bodies are:

• Coordinator of the Tourist System: has important function within the other bodies and has the

specific task of convening and chair
chairing the meetings of interprovincial “Tables of Coordination”,

and the “Cabina di Regia”. He/she is the intermediate between the local tourist system and the
.

Lombardy Region. Each of the two provinces exercises alternatively the power of the Coordinator.

The Coordinator convene the “Cabina di Regia”.

• Tavoli di Coordinamento (Tables of Coordination): they elaborate projects that will be added to

the “programme of tourist development”. At this “table”, all the stakeholders involved in the project

can have the possibility to discuss, confront and create synergies about all the issue/problems that

regards the territory. The number of people that join this table is restricted because there’s the need

to discuss about important issues where there’s really the possibility to concretely define new

projects and ideas. The Coordinator decides to call the “table”, based on the necessity to discuss and
the

solutions about one or two issues.

TABLE OF COORDINATION
COMO/LECCO

Chamber Confcomm
Navig Confeserc Club di
Province City of ercio
azione enti Prodotto
Commerce
Laghi

Lake Mounta Busine
in ss

Figure 5 Table of Coordination of Como and Lecco

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The Table of coordination involves also important key stakeholders that represent the network of local

subjects that are organized in association such as: Confesercenti, Confcommercio, Chamber of

commerce, Club of Product, Navigazione Laghi. Confesercenti and Confcommercio are associations of

small and middle enterprises whose goal is to protect the interest of trading (manufacturing, craftsmen,

textile), tourist and services (hotel, travel agencies) SME and to promote its development through a

continuing discussion with the institution, coordinative and controlling bodies to identify the right policies

and guidelines of the sector. The Chamber of Commerce, is an independent public authority that aims at

protecting all the local business of the city. Club di Prodotto are tourism consortia whose goal is to promote

and market products and services of the associates. This club of products involve also the local community

that is also responsible to develop the areas the product is located. They arrange holiday packages to be sold

to tourist regarding the different areas of product as follows:

COMO TOURIST PRODUCTS

ACTIVE CYCLING GOL WELLNESS LUXURY MICE COMMUNIT
TOURIS TOURISM F Y
M
Cultural
Individual Heritage
Canoeing

Gastronomi
Congress c Heritage
Water
and
sports
Meetings
Local
traditions
Trekking Incentive
Natural
Heritage
Snow
Local
sport
Exhibition

Extreme
Sports

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Navigazione Laghi, public line service on the Lake Maggiore, Garda and Como. It was nominated a

Governative Manager that started the technical and economical balancing project.

With the Government Management, 96 boats were added. Today, the Government organization has 800

employees. The structure has a General Direction with the head office in Milan and three operative offices:

one in Arona for the Lake Maggiore, one in Desenzano for the Lake Garda, and one in Como for the

namesake Lake. Presently the Government Manager is Dr. Renato Poletti.

3.2 What is the network structure?

As shown before, it is clear that the Italian tourist systems are quite complicated and redundant and

involve a numerous amount of stakeholders that should work together to reach the goals of the local tourism

system. The situation of Como is quite problematic: we have different stakeholders at different levels and it

is difficult to manage this complicate kind of system because in some occasions there are different bodies

responsible for the same tasks 2 . The following scheme shows the network structure of the stakeholders:

OBSERVATORY CONTROLLING BODIES
CABIN ROOM

LOMBARDY PROVINCES OF COMO
REGION AND LECCO

COORDINATIVE BODIES

COORDINATION TABLE OF
OF TOURISM COORDINATION
SYSTEM

NETWORK OF LOCAL
SUBJECT

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As an example, we can consider the role that Confesercenti and Confcommercio have. They are both responsible to
promote and enhance the activities of SME but it is not clear yet, which are the functions that each one should apply. In
the Italian system it seemed that the controlling bodies are also involved in the coordination and development of the
strategies of the territory so that the question is “Who controls the controlling bodies?”

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This simple scheme underlines two important factors that characterized this network: from one side, all the

key stakeholders interact and work together to reach the same goal; on the other side, it is clear that the

network is quite complicated and not clear because sometimes the tasks of the different bodies are not well

defined and this lead to problems in the coordination and collaboration. Moreover, with all this numerous

stakeholders, it is very difficult for the controlling bodies to define actions and strategies that can satisfy al or

the most of them. The red line underlines that according to principles of subsidiarety that characterized local

tourism system, decisions should be make bottom-up (from local to institutional bodies), but the reality is

different: most of the cases decisions are made top-down.

3.3 How do well actors work together?

The main actions of this governance materialize through creation of a “Programme of tourist

development”: this is composed by a group of integrated projects that should be realized within 30 years

and whose aim is to create synergies and cooperation between the stakeholders of the System, trying to solve

the remarkable problems of Como Lake tourism. These projects are realized through a coordination between

public authorities and private associations whose objective is to coordinate the most important tourist Como

Lake’s initiatives. All this projects are represented externally by “Provinces”. During this programme there

should be synergies between public and private actors and all the products that characterized the brand

“Como Lake Local tourism system” should be represented. As we mentioned before, Como is very important

for the organization of events related to sport, culture, MICE. One of the most important current issues that

the city is facing is its willingness to take part into the Expo 2015 in Milan, creating a partnership with the

Milan Municipality. The management of such a huge event like the Expo regards most of the stakeholders

mentioned before. How are these stakeholders collaborating in this first phase of the project? As Wikstrom

and Larson assess, events are organized by several different actors with individual interests. In order to

perform the project task at hand, actors form relationships aimed at cooperation. Relationships involve

political processes, which can be understood from a consensus and a conflict perspective. From the

consensus perspective, mutual commitment, trust, and conversation are important to build fruitful

relationships. From the conflict perspective, tensions, conflicts, and power games are considered unavoidable

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aspects of social interaction, which create change and renewal (WIKSTRÖM, 2001). Local newspapers and

news demonstrate that Como is doing a great effort to increase the visibility of the city through this big

event. The Province and the city of Como have defined two important and prior issues to realize: the

development of new and faster means of transports and infrastructures and the creation of a university

campus. A table of coordination between the different stakeholders has been established to discuss about

how to create the two prior issues, to define the role of the different actors in the development of the Como-

Expo 2015 plan and the strategy to adopt. Some events are one-time events and are performed by a

temporary organization set up during a limited period of time for the purpose of realizing the event: in this

case the event is a point- in-time fact. The Como Municipality has affirmed that if Como wants that the Expo

is a great opportunity all the stakeholders should create a network and a common agenda that define an

integrated project. They should create a task group through a definite process: Forming (pretending to get

on or get along with others), Storming (letting down the politeness barrier and trying to get down to the

issues even if tempers flare up), Norming (getting used to each other and developing trust and productivity),

Performing (working in a group to a common goal on a highly efficient and cooperative basis) (Tuckman,

1965). It should be a teamwork, without too much conflicts and delays in the realization of the projects that

should: firstly, define the key stakeholders involved in the project: secondly, define the commitment that all

the actors should have and lastly, define the implementation plan, setting rules and guidelines. As expected,

there are already small conflicts because, as the President of the Chamber of Commerce affirmed, there’s the

fear by local authorities and community that the organization of the event will regard only the “leader and

institutional” stakeholders and not the local actors and businesses. A situation where actors’ interests are

different leads to a high degree of uncertainty for the actors regarding their own goal fulfillment. As a

consequence, there are underlying tensions between actors, which sometimes lead to open conflicts and

power games. Conflicts occur in situations where actors have inconsistent goals, and at least one of the actors

deliberately tries to block the goal fulfillment of the other actor in order to increase his/her own goal

fulfillment (WIKSTRÖM, 2001). In this case tensions and conflicts can happen between high institutional

bodies and local authorities. People involved in the project should understand that the Expo is not only of

Milan, but it is a chance for all the Lombardy’s territories to be promoted.

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3.4 How are decision made about the tourism destination?

Making decisions and create a good governance is another critical aspect that concern the ability of

the governance to create a predictable, transparent and legitimate framework that aims to make the best use

of the tourism space, of its inherited resources (natural and cultural), human capital, facilities and services in

a sustainable way (Graham, 2003). In the Local Tourist system of Como Lake, decisions should be made

bottom-up. But, on the contrary, real case show that they are taken top-down, as an expression of the desire

of institutional bodies, rather than local actors (Trunfio, 2008). This express that in this kind of governance,

until this moment, good governance principle such as transparency, consensus orientation and participation

are not well considered. The process of making decision in Como is called Traditional decisional process

with delegacy (Trunfio, 2008). This means that regional bodies (controlling bodies) centralize most of the

tourist functions, but they delegate, through different processes according to the Region, some actions to

coordinative and local bodies. All the actions of marketing and promotion of the territory are executed by

local bodies. In order to make decisions, “Round Tables” and the “Conference of region-Local autonomies”

have been set up. Through these bodies, it should be possible to run a systematic cooperation and

coordination between all the stakeholders involved in the strategic planning.

3.5 What are the rules for making decisions?

Governance is a complex system made up of rules and procedures, both formal and informal that

form an institutional framework within which the different players involved must operate. A good

governance should face two types of discussions when setting rules: how the framework of governance

should be? And secondly, “Who is going to win and who is going to lose?” and lastly, “who will benefit

from that?”. A good governance should be efficient and effective. Lombardy and Como in particular, has

defined some principles and values of political action, above all a vision inspired by subsidiarity. This is the

idea that matters should be handled by the lowest (vertical subsidiarity) or closest (horizontal subsidiarity)

possible level where they will have their effect. This way, an authority (regional government) should perform

only those tasks which cannot be carried out effectively at the local level. Subsidiarity involves the principle

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of “Legitimacy and voice”, the empowering of social and economic actors with the autonomy of resources

necessary to develop and take on the tasks and responsibilities they aim to pursue.

3.6 What should be the collaborative decision needed to change the tourism

in Como?

One of the current issues and objectives that Como wants to achieve is the need to change the type

of tourism that the destination offers. Como want to diversify its offer, not only based on “lake and luxury

product” but putting in evidence all the other products that the territory offers and can at the same time

attract high expenditure tourists from new geographical markets that can experience something new. For

instance, it can stress more the attention on “active tourism” products such as canoeing, extreme sports,

water sports. In this case, collaborative decisions between the stakeholders are needed also because

stakeholders’ collaboration is important in achieving desired group and individual outcomes (Scott, 2009).

The key stakeholders are surely the local “schools” that organizes water sport courses of canoeing, kayak,

windsurf. Then there are local authorities that should mainly deal with the delivering of permissions in the

areas where courses can be held (not to put in danger other people) and should launch a new marketing and

promotion campaign. Local associations of water sports are also responsible for the promotion and marketing

of different events connected to these issues. The Province can create some alliances with foreign water sport

institutions to enter in the circle of international competences with the aim in the future to held water sport

competitions on the Lake of Como. Hotels are also directly involved because they provide accommodation to

people that will spend entire weeks to do courses or to exercise on the lake and can create packages including

accommodation plus the rent of the water sport equipment. Restaurants and fashionable entertainment places

can organize different shows and particular events and can collaborate with the City to rent suggestive and

amazing historical buildings as locations for the events. It’s important that all this stakeholders have the

commitment to a common mission: reach this kind of targets to have future benefits. Informal relationships

and communication links should be well defined, resources and information should be shared and members

should be flexible and see collaboration as in their self-interest. Last but not least, stakeholders should have

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sufficient funds3, staff, materials, time and skilled leadership4. Partnerships between schools and hotels can

be a valid example of how collaboration can happen.

3.7 What are the improvements that the city of Como needs?

To improve generally the situation of tourism in Lombardy and particularly in Como, is needed a

DMO that can manage properly in an integrated way Lombardy (and surely Como) tourist offer and

products. There’s a lack of a unique body that can represent different local stakeholders and of a clear and

pragmatic program to define strategies to develop the local tourist system. Through the creation of a local

tourist system, Como has tried to define a direction and a strategy to finally create a coordinative program for

the city, including some governance principles in it. The Chamber of Commerce has also created an

Observatory to measure the results of each action that is taken: it’s important that individuals and

organizations are responsible for the measurement of performance as objectively as possible. Nevertheless,

in most policy sectors there are many difficulties in being fully put into practice: some results still have to

come, and the actual benefits for the whole Lombardy society and economy still have to emerge. Most of the

case, it happens that the system is too bureaucratic and there’s no possibility of cooperation between the

stakeholders (above all between coordinative bodies and local subjects) also because policy choices are often

driven by the desire to accommodate rather than innovate. Como should strengthen its collaboration with the

Province of Lecco, trying to involve this territory in the development of the brand creating partnerships and a

strong network with stakeholders of Lecco’s community and authorities. The Internet website of Lake Como

should be more interactive including user generated contents to reach more tourists and to become a

reference point of the area. The province and city of Como should invest not only in the Como website but

above all in the “Como lake tourist system” institutional website: in my opinion it’s unacceptable to have an

institutional web page that is not translated in English. This is a lack not only from the point of view of the

local community (it can be a way to inform them about policies, goals and decisions taken) but also a way to

3
For example, they can look for sponsorships to finance the events they organize.
4
Stakeholders should be aware and have the knowledge about how to attract this kind of segment, what this target
wants, mainly through a market research and their background experience in this area.

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let tourists be informed about the organization of the Italian/Lombardy tourism system, becoming one day an

example that can be showed at an international level.

Academic References

Edwards, F. (1984). Strategic management: A stakeholder approach.

Graham, J. A. (2003). Principles for good governance in the 21st century.

IRER, I. R. (2007). Lombardy's model of governance.

Luciana Lazzeretti, C. S. (2006). Tourism local system and networking.

Scott, S. Y. (2009). Inter-organizational collaboration characteristics and outcomes:a case study of the

Jeddah Festival.

Trunfio, M. (2008). Governance turistica e sistemi turistici locali. Torino: Giappichelli.

Tuckman, B. (1965). Tackman's stages for a group.

WIKSTRÖM, M. L. (2001). Organizing events: managing conflict and consensus in a political market

square

Ryan Plummer, Cory Kulczycki, Cynthia Stacey , How are we Working Together? A Framework to Assess

Collaborative Arrangements in Nature-based Tourism

Internet Websites

http://www.lakecomo.it/ (WIKSTRÖM, 2001) (WIKSTRÖM, 2001)

http://www.sistematuristico.it/

http://www.laprovinciadicomo.it

http://www.ininsubria.it/villa-olmo-simbolo-di-livello-internazionale~A6612

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http://www.regione.lombardia.it

http://www.turismo.regione.lombardia.it/it/home/

http://www.istat.it/

Criteria Weighting Mark

Executive Summary 2
- A concise executive summary is
provided that covers all key points
raised
Introduction 2
- An introduction is provided that
introduces the key aspects of the
destination and the DMO
- Explain current issues and trends
- Explain why you chose the
destination
- Define key terms
Content 24
- Provide answers to each of the
seven questions listed above
- Relevant literature is included to
support discussion
- Provides a balanced and critical
discussion
Presentation 2
- The material is presented logically
and succinctly
- Pictures, graphs and other material
are used appropriately
- The bulletin has been proofread
for grammar and typos
References 2
- A range of academic, government
and industry sources have been
included to support the discussion
(10 minimum)
- In-text citations and list of
references follow the appropriate
style
- A complete list of references is
attached
TOTAL 32

18

Governance of Como Lake area

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