Russia and Albania in the early 1990s

Dec. 26 (Bloomberg) — Post-Communist capitalism was a rough business in places like Russia and Albania in the early 1990s, a Wild East where fraudsters and scam artists danced circles around the poor and the naive — the rest of the population.

Millions of people, many of them little old ladies, or “babushki’ in Russian, were bilked of their privatization vouchers, savings accounts and whatever cash they had stashed in pillows as a hedge against annual inflation rates of 1,000 percent or more.

Now, in the post-Bernard Madoff era, it is clear that financially uneducated Russians and Albanians have a lot in common with millionaires like filmmaker Steven Spielberg, whose Wunderkinder Foundation lost money in the New York financier’s alleged pyramid scheme.

As it turns out, poverty, ignorance and isolation aren’t prerequisites for falling victim to a pyramid, or Ponzi, scheme. All you need is to believe someone when they tell you they can double your money.

Who would know better than Sergei Mavrodi, the man behind MMM, Russia’s biggest investment pyramid scheme which collapsed in 1994, costing some 2 million Russians an estimated $1.5 billion?

Interviewed on Russia Today, a TV news channel, on July 11, 2007, after his release from four years in prison, Mavrodi scoffed at the idea that his scheme never would have worked in western Europe.

“Of course, it would work not only in Russia, but in any country,” he said. “If you give money away, who is not going to take it?”

Easier Pickings

The interviewer pressed on, noting that in France, or Belgium, systems are in place to stop such things. “Let me assure you, in Belgium, it would be even easier than here,” said Mavrodi. “Here in Russia, people are illiterate; it is difficult to explain things to them. People there understand things. I managed to do it, but I don’t know why nobody there does it.”

Well, it turns out they did do it in the West, right on Park Avenue. And as Mavrodi said, it worked even better with the financially savvy than it did with people struggling to stay afloat in a transition economy. Madoff has confessed that his “giant Ponzi scheme” may have cost clients as much as $50 billion, according to a Federal Bureau of Investigations complaint.

No-Frills Pyramid

The MMM scheme in Russia was more modest, although at its peak in 1994, it was considered the most brazen of its time. It ran an aggressive advertising campaign on television, featuring a character named Lyonya Golubkov, a bulldozer operator, who pitched the deal with a simple phrase, “Eto Prosto Yo-Moyo,” roughly translated as “It’s simply frigging awesome.”

This was a no-frills pyramid: those buying in were paying off those who were getting out, a loop that works as long as more gullible people join up.

There were dozens of such schemes, as Russians tried to figure out what to do with their privatization vouchers — a piece of paper representing their share of the national wealth, issued in October 1991 to 150 million people at a face value of 10,000 rubles, or about $25. A voucher’s worth plummeted almost immediately, as inflation took off, eating away at the value of the ruble and at people’s trust in the new capitalist era.

So it’s no wonder people went running after MMM, and other flim-flam investment schemes with names such as Revenge, or NeftAlmazInvest, literally translated as OilDiamondInvest, which as it turned out, had no investments in either.

Sude the Gypsy

In Albania, the pyramids appeared later, with even more devastating consequences for the national economy. By 1997, the amount taken from Albanians by at least 10 separate schemes had reached almost $1 billion, roughly two-thirds of the gross domestic product.

The meltdown began in November 1997 when a fund run by a 30 year-old former worker at a shoe factory, known only as Sude the Gypsy, stopped making payments. Other funds collapsed in rapid succession, rioting broke out, and the government collapsed.

Writing in 2000, Christopher Jarvis, then a senior economist with the International Monetary Fund, attributed the appeal of Albania’s schemes to “unfamiliarity with financial markets, the deficiencies of the country’s formal financial system.”

That’s not something Madoff’s investors can claim as an excuse. “In the end the best protection is just good judgment,” says Jarvis, now an adviser at the IMF. “If someone makes an offer that sounds too good to be true, it probably is.”

The solution? Jarvis says the Madoff case, like the one in Albania, proves the need for constant vigilance and aggressive regulatory supervision.

So maybe the U.S. should check out how Albania got out of its mess.

This article was from : http://www.bloomberg.com/apps/news?pid=20601039&refer=columnist_bohlen&sid=awhS9sW3.FtA

Albania hunger strikers

More than 3,000 people protested in front of Albania’s parliament Monday, in support of 10 lawmakers on hunger strike in opposition to a draft election law.

The deputies have been on a weeklong hunger strike since last Monday to protest the election law changes which they say will keep small parties out of parliament.

Protesters at the rally chanted “This won’t pass” as they waved Albanian flags and held up protest banners.

The rally ended peacefully. Protest organizers called on the crowd to repeat the rallies in front of parliament every day.

“No one will force them stop their hunger strike and their defense of our right of the vote,” said Ilir Meta of the opposition party, Socialist Movement for Integration.

The hunger strikers remain in parliament. Supporters said they are becoming frail and expressed concern for one elderly lawmaker who suffers from diabetes.

Albania was invited to join NATO earlier this year and is keen to press ahead with voting reforms that are seen as necessary to further integration with the European Union.

But Albanians are also highly sensitive to changes in voting rules after enduring decades of oppressive Communist rule.

Small parties argue the proposed changes would exclude them from parliament by introducing a region-based voting system.

Several of the hunger strikers are members of a small Christian Democrat party that is in Prime Minister Sali Berisha’s governing conservative coalition.

Albania elects its deputies to the 140-seat parliament using a partial majority system. General elections are due next year.

Organization for Security and Cooperation in Europe, which monitors democratic reforms in many former Communist countries, expressed mixed views over the proposed voting changes.

The OSCE in the past has criticized Albania for failing to hold elections that meet international standards. It said the new law requires “fine tuning.

source:emportal.co.yu

Albania passes the new election law

Albania’s two main parties passed an election code that they said would ensure the holding of free and fair elections next year, but minor parties complained it would work against them.

Deputies of the ruling Democratic Party and the main opposition Socialists cast 112 votes for the measure in the 140-seat parliament where 10 opposition politicians had staged an eight-day hunger strike to prevent its passage.

The European Union has made it clear to ex-communist Albania, which has yet to hold elections that meet international standards, that next year’s vote must be above criticism if it wants to join the 27-member bloc.

“This code will be remembered not only because it will ensure free and fair elections, but as a great example of political cooperation,” said Ilir Rusmali, a Democrat who was co-chairman of the commission that drafted the code.

The Democrats and Socialists said they had written a code based on the best European models without foreign tutorship well ahead of the election, a milestone for Albania’s 17-year-old democracy.

But minor parties believe the new regional system of proportional representation will greatly reduce their number of seats at next year’s general election.

After the law passed, Ilir Meta, one of the hunger strikers, warned of escalating the protest to restore the “sanctity of the vote”.

“This is a crime against the constitution and democracy,” Meta, unshaven and looking tired, told a crowd of protesters who chanted “Shame” outside the parliament building.

“You are approving the code of theft and are undermining the 2009 elections,” Nard Ndoka, a former ally of Prime Minister Sali Berisha, told parliament before ending his hunger strike.

In a rare show of consensus in April, the two main parties agreed to change an electoral system tainted by allegations of fraud.

Democrats and Socialists alike had been accused of fraud and exaggerated use of tactical voting under the previous system, usually aimed at boosting the seats of their small-party allies so they ended up with more powerful coalitions.

But the practice often backfired and led to instability, as small parties bargained for favours and slowed the pace of reforms, or switched allegiances in return for official posts.

“This code … can erase from memory the dark stories of vote trafficking that produced weak governments, which could be easily blackmailed,” Socialist deputy Fatmir Xhafaj said.

source:tvnz.co.nz

Albania Study Tour

SNV/Albania Study Tour

SNV/Albania Study Tour

Peshkopi Municipality:

Tax Office, Public Information Office and Advisory Commission

Background

SNV/Albania, Diber Team has a contract with the Municipality of Peshkopi to provide a number of advisory services. Specifically, two advisory service objectives were drivers for this study tour: 1) establishing citizen advisory commissions on a neighborhood level; and 2) improvement of tax management system: collection, transparency and communication with citizens. Within these objectives a number of specific activities were planned; but in neither case, was a study tour initially incorporated into the activity work plan. As implementation of the work plans have occurred, adjustments have been made based on new opportunities and new insights gained from implementing a prior activity.

In this case, as the tax management objective/project was being implemented, we hired a consultant to assist on the technical and legal specifics of tax forecasting, collections, management and monitoring, enforcement, etc. Two interesting developments emerged from this activity. First, the consultant(s) were a team of experts. One from a municipality with very practical knowledge and experience.¹ The other is an attorney from the Albanian Association of Municipalities, a national capacity building and lobbying organization for local municipalities. We found that by working together with this specific client (i.e.: Municipality of Peshkopi) that we could likely develop complimentary² and replicable advisory services, for other municipality tax offices throughout Albania.

The second development was that in Kucove, the municipality of one of our consultants, there is a very active Advisory Commission. This Commission has been involved in providing input on their taxes and budget. The consultant invited the Peshkopi tax office staff to come and see his operations in Kucove in more detail; and, he invited us to bring advisory commissioners along and he would ensure that they met some Kucove commissioners too. This second development is where the study tour idea began.

Another development arose independent of the above, from the networking that was taking place within AAM and the motivation of the Mayors of Peshkopi and Saranda. The Mayor of the Municipality of Saranda, invited the Peshkopi tour group to come and be guests in his town and to share with his staff our experiences with the Advisory Commission. (Saranda does not have a citizen advisory group.) In exchange, he and his staff would share their experiences/successes with tourism, a development area that Peshkopi wants to grow. t

¹ This expert, the Tax Director from the Municipality of Kucove, is “heads above” all others in Albania. He is used by the U.S. Urban Institute as a consultant. Through his leadership and management, his office has increased tax revenue in Kucove by five times in approximately four years.

² Complimentary service: SNV advisors attend to process issues and community transparency. We also initiate the work based on demand and need known fromour local government networks and we can provide on-going support/advice in areas tha we have teams. The AAM provides the legal expertise and training. They also partner with us in terms of LGt networking. Finally, the Kucove expert offers the hands-on knowledge and various technical mechanisms to make tax office/administrative improvements.

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We confirmed the goals of the study tour with our client and agreements were made about sharing financial and logistical responsibilities of the tour. The goals were as follows:

1. To learn about how the municipality of Saranda developed a tourism office and how they are making progress.

2. To learn from the experiences of the Kucove municipality regarding taxes, tax systems, and how they made the changes. And, how the advisory commission participates.

3. To observe and learn about specific tax system administrative mechanisms, including software, forms and files.

4. To share and learn from the experiences of both municipalities (Peshkopi and Kucove) about the value and functioning of citizen advisory commissions.

General Description

The tour included two female advisors from SNV, the mayor of Peshkopi, Director of the Public Information Office, Director and Inspector of the Tax Office; and, 7 members of the Advisory Commission(s).³ Except for SNV advisors, all participants were male. One female commissioner declined the day before. We traveled in one mini-bus and the municipality car, with two drivers.

The trip started at 4 a.m. from Peshkopi and began fairly uneventfully, making good time toward our first destination in Saranda. Just after the national park in Llogara, complete with photo opportunities with the tame deer/fauna, the mini-bus broke down. From this point on, we were continually behind on our schedule, about a half a day.

In Saranda, there was a dinner (hosted by the Saranda mayor & staff) and staff briefings from their mayor, Tax Director and Tourism Director. The location of the formal briefings were changed to the informal dinner setting, due to our delays and a power outage in Saranda just as we arrived at the Bashki. Much of the learning happened through dialogues and conversations around the table. Saranda had an equal number of staff participating in the dinner as we brought along and each sat directly across the table from one of us (even the English speaker, was across the table for Fuji.)

The following day, we toured the archeological site at Butrint and stopped briefly at the castle. The night before, at the dinner, the Mayor of Saranda was fairly insistent that we “take in” at least one of their tourist attractions before leaving. The group chose Butrint, which was not difficult since the Mayor arranged a private tour guide for us. Consequently, we missed our 3:00 meeting in Kucove that day but easily re-scheduled it for 8 a.m. the following morning.

In Kucove, we were greeted by the Deputy Mayor, the entire staff of the tax office and the Chairman of their Advisory Commission. Over coffee, we learned about the progress in Kucove over the past few years, including the changes in the tax system and the market. Back at the Bashki, the Mayor joined us and we moved to the City Council Chambers for our meeting. The meeting with the mayor focused on the Advisory Commissions, their role and value to democratic processes, and transparency.

After the meeting, we split up: the mayors met together, the tax office folks went to the tax office, and the others toured Kucove and went to the market. We all met at the market about an hour later. Here we got a tour and description of the changes there and spent time in the satellite tax office at the market.

³ At this point, there are 10 neighborhood advisory commissions. Each has about 3 leaders (chair, vice and secretary-although not formally). Together, they make up about 30 members for the city-wide “advisory commission.” However, a city-wide structure has not been formally recommended or adopted.

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Photos were taken and gratitude exchanged (as occurred in Saranda too) and the trip rolled-on to Peshkopi, dropping off the SNV advisors in Fier. We needed to attend an SNV meeting.

Highlights of the Trip

Overall, the goals of the study tour were met. And where we may have fell short in terms of the time lost in actual meetings (particularly, in Kucova), was made up by other experiences, learnings, and professional growth!

Highlights from Saranda included:

􀂃 The professionalism of the municipality staff. The Peshkopi folks were very impressed by this and are still talking about it. We believe that they were role models for how people in public service can perform. Their pride in their community and their knowledge of their topics shined through in all of their conversations-they were great “ambassadors” for their community.

􀂃 The gender balance/statistics in Saranda municipality were also impressive. 45% of the staff are women, including the Chief of Staff, Director of the Tax Office and Director of the Tourism Office. The City Council is represented by 33% women and the Secretary of the Council is a woman.

􀂃 Peshkopi participants, particularly the advisory commissioners, were very honored by the Saranda mayor and staff. This increased their confidence and pride. Throughout the conversations, they listened to Saranda staff speculating and conceptualizing how to use an advisory group for their work in Saranda. (In the past, they have used experts in particular fields in ad hoc committees for advice.) We found this dynamic very interesting because it seemed that our Peshkopi commissioners were actually increasing their own understanding about their role, as Saranda folks speculated.

Highlights from Kucove:

􀂃 Here, our group heard very specific stories about citizen advisory commissions and they received advice. In many ways it was good that they already had their role “built up” in Saranda, because they engaged in rich dialogue with the mayor, deputy mayor and chairman of the Kucove Advisory Commission. They heard stories of how the Kucove commission evolved and matured over time, which is good ‘realistic-grounding’ for our members.

o They learned how they can and should gather input from citizens and give input to the municipality (both administration and council) on topics such as taxes and the budget.

o They were told that they need to go to the city council meetings and listen and learn or they will never start making an impact there. And that their role could and should evolve into being of value to the entire municipality and not just the mayor and his staff.

o They heard the mayor say that he listens to his commission and almost always does what they say-but not 100% of the time. However, he said that he knows that he cannot go against their opinions too often or he would be out of a job. Our members were impressed to hear such things.

o They discussed difficult things too, such as how to handle conflict within the community. Specific to Peshkopi’s current conflict, the mayor advised them to “make the issue more public.” He encouraged them to speak up and speak out about difficult topics and issues and to not shy away from conflicts. It was their role to ask the tough questions and demand transparency.

􀂃 The City Council Chambers/meeting room included chairs for the public (accommodating about a 30 person audience.) This generated a number of comments and ideas from our group.

􀂃 An unexpected highlight, for everyone, was the public market. They have a satellite tax office inside the market so the vendors can pay their tax conveniently and the inspectors can

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directly track/monitor as well. They showed us their impressive data related to tax collection and compliance, since they moved into the market.

􀂃 The market itself was also a source of pride for Kucove, and it gave a long-range vision to the tour group. It was clean, secure (locks for individual merchants well as the whole market,) and organized and consolidated in one location.

Overall:

􀂃 A major indictor of change and success, in our opinion, were two “speeches” from one of the more skeptical and extreme advisory commissioners. In Saranda, he “announced” to the entire group at the end of the dinner, that he was not of the same party as the mayor; but from what he heard so far, he was agreeable to keeping an open mind and he would try to understand what the mayor was trying to accomplish. At the end of the meeting in Kucova, he promised to the whole group, that when he returned to Peshkopi, that he would talk to his fellow opposition party members and try and get them to understand and support the establishment of the advisory commissions.

􀂃 On the return trip, the advisory commission concluded that it might be helpful if they added some members with some specific expertise. This could help with the quality of their advice and increase their overall knowledge. They discussed/are aware that there are many ways they could structure themselves in the future. Any new experts could be part of them (as members), or an appointed and specialized group(s) as needed. The mayor has given them the “freedom to choose,” (as this is still a mayor-initiated pilot). They decided to try and recruit new and motivated members and not to form “expert-only” types of groups because they believe that they have something very unique/important in the way they are organized as “average citizens from the neighborhoods.”

􀂃 In terms of taxes and tax management, there are so many things that could be implemented similar to Kucove. Any one of them would be an improvement. Our fear is that the changes needed are quite large and that Peshkopi’s tax office staff might try to do all of them and become overwhelmed. This is where our on-going coaching and advice is needed. Our continued workplan for “tax management improvement,” includes technical assistance for the tax office and also the community participation piece. With the latter piece, we will likely braid it with the advisory commission’s development, assuming that the advisory commission development remains on our long-term contract with the Peshkopi Municipality.

􀂃 We need to anticipate that tourism and economic development initiatives on the part of this client are “just around the corner.” The mayor was very excited about Saranda’s accomplishments and the advisory commissioners got a glimpse of what tourism can do for an area. We have opportunities to approach this in a manner that involves actors from all sectors. We need to capitalize on this opportunity because the community lacks experience in working together.

Recommendations for Future Tours:

􀂃 Do It! If you think that it might not be worth the effort, think again. Peer to peer exchange of information and knowledge is one of the best ways that humans learn. Also, the “unexpected” can occur and it may springboard the group toward their next/future goals. Finally, you don’t have to travel too far from home to learn from experiential stories and gain new ideas.

􀂃 Before the trip, have a “preparation meeting.” Review the learning objectives, discuss what you may see and hear, brainstorm some key questions, and recommend that participants consult others who may not be going on the trip to generate more specific questions.

􀂃 At the preparatory meeting, assign each participant a “job.” For example, to take notes; to summarize what they heard/saw (maybe during the bus ride between stops); to prepare for the next stop by reminding folks about who they will see, the questions they generated, how much time they have, etc.(the agenda keeper); to write a report afterwards; to give a

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verbal report upon returning; or others. Or similarly, assign each person a meeting or part of the trip/tour to document (take the notes for the group). This is an example from another SNV study tour.

􀂃 Schedule a “return meeting” before leaving on the trip. This meeting can be somewhat social, maybe with picture sharing, etc. But, the main objective is to reflect and discuss learnings; to document the learnings; and to make decisions about what to do next. Next steps could include: preparing a more formal report to a larger audience; generating specific recommendations to another entity; taking actual action steps; or other. Since we did not have one of these scheduled, we are having many delays in trying to schedule one.

􀂃 Stay with the group all the way home. Of course you cannot always have the ideal calendar or schedule. But, another 7 hours together in a vehicle would have allowed more time to debrief the observations, reflect and process the learnings. This opportunity was missed by the SNV advisors; however, we trust/heard that some of this did occur.

􀂃 Anticipate that things take longer in a large group. Regardless of the breakdowns during our trip, everything (e.g.: lunch break) seems to take longer.

source:portal.snvworld.org

Albanian

The Arab countries aim to Islamism the Balkans starting from Albania. Under indictment “primarily” Suadi Arabia. The project for the construction of two thousand mosques in the country proceeds quickly: there are fears that Arabs speculums on poverty Albanian establish a fundamentalist fifth column in Europe
Party in 1996, today more than ten years since its launch is coming to an end the project, so dear to Muslim countries in Asia, led by Saudi Arabia, Islamism Albania, the poor southern state Adriatic sea which should be in the delirium of Islamic fanaticism the starting point for the “recapture” of Europe, a continent where the followers of Mohammed were largely driven out in the fifteenth century, especially on the Queen of Spain, and from where disappeared almost permanently at the beginning of the twentieth century, when the Balkans is one from the domain turkish. Taking advantage of poverty in the proverbial “Land of Eagles” in a subtle first, then increasingly the rich emirs of the Persian Gulf have begun to convince people Albanians to accept their certainly not used for purposes of charity but with a end clear: to be in Albania a sort of fifth column of Islam in his pilgrimage to conquer the Old Continent.
The war in Kosovo was paradigmatic in this sense: most of the so-called “patriots” Kosovars were financed the acquisition of weapons and their equipment with of Saudi princes who also financed the construction of the Great Mosque of Shkodra, now complete. The awards uncritical then made by most of the European Union to the new state entity has further encouraged Arab states that now, even using their secret services, are and the people of Bosnia-Herzegovina to end the existence of that nation, laboriously created after the Dayton Agreement. The Christian church, both Catholic-Orthodox greek that, having underestimated the problem is now aware of the danger and raised the alarm. It is no secret that among the advocates the growth of Islam in the Balkans there are several well extremists willing to lead the Holy War against the infidel West. In some countries of Central Europe, as in Slovakia and Romania this danger is this so well that the governments of Bratislava and Bucharest well have refrained from recognizing the independence of Kosovo. Even in Italy, despite the various parties of right and left have rushed to recognize the independence of Pristina is increasing awareness of danger, especially after that, with some blitz of Police (such as that over the past days in Bologna) was found that in our country citizens immigrants from various Islamic countries are conducting a work of proselytism aimed to train paramilitaries to be sent to Afghanistan or Iraq to carry out terrorist acts against Western troops there present. Some of those arrested had a history of guerrillas in Bosnia or Kosovo, although not ever been citizens of the former Yugoslavia or Albania. Many priests and nuns in the poor country that faces the channel of Otranto tell us that while among young Albanian women spreading a certain sympathy for Christianity, among men over 18 years the message of Islam is winning . Probably, however, because the Koran gives women a subordinate role in line with that under the kanun the medieval text of laws oral Albanian still followed in arrears villages campaign.
Release done and deprived of any sense of ethics from the dictatorship of Enver Hoxa, the Albanian population, in almost all atheist, is facing severe tests of simple physical existence and was by malicious message that came from Arab countries whose emissaries promised their money and wealth in exchange for the willingness to embrace Islam. Needless to say, many have fallen into the trap. Europe is now called upon to intervene decisively, permanently anchoring the wing Albania Western civilization and its principles. It is his own survival if not will one day find themselves Muslims under the walls of Vienna as already happened in the past.

Albanian Forum Shqip

This Albanian discussion forum gives you an opportunity to share everything in your life with the world. Share your experiences, your feelings, your knowledge, your likes and dislikes, your everyday struggles, neighbors you hate and your approaching exams. It provides you with Albanian discussion forum that will enable you to ask for and give answers to queries related to just about anything in easy, fast and effective manner. Just ask your question and let the answers find the way to them on the Albanian forum .

Click here to view this forum

Albanian In Italy

In Italy the Albanians have entered very well and there are no particular problems.” This was said today in Rome Msgr. Rrok Mirdita, president of the Episcopal Conference of Albania during a meeting of bishops Albanians with the Fondazione Migrantes. The inclusion of Albanians in the Italian Church – said Don Pasquale Ferraro, coordinator of pastoral care of migrants Albanians – was “particularly cured with a pastoral sensitivity that has been increasingly affinandosi.” P. Gianromano Gnesotto, director of the Bureau for the pastoral care of migrants of Migrantes, recalled that the Albanians, with about 380 thousand people, are in third place for presence, with “a success regarding the paths of integration.” “We are working here and in Albania, for a common cause, is fighting a peaceful battle on two fronts closely linked together here and across the Adriatic,” said Bishop then. Piergiorgio Saviola, director general of the Foundation Migrantes. For Msgr. Saviola to the “Summit of our attention and our pastoral work is the desire that their migration experience becomes an experience of the Church, thanks to the many services on charitable and welfare plan, to facilitate their integration in Italy.”

Famous Albanians

Mother TERESA
Gonxhe Bojaxhiu

August 27, 1910 – September 5, 1997

Mother Teresa has dedicated all her life full of sacrifices to the benefit of the poor, banished, the sick, those who have no sanctuary and are deprived of love. She has always attested to the power of fraternal friendship by so encouraging the true human and social development”

BEATIFICATION OF MOTHER TERESA
“COME, BE MY LIGHT”Sunday, 19 October 2003, St. Peters Square, Rome

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Enver Hoxha (1908-1985)

Enver HOXHA (b. Oct. 16, 1908, Gjirokast’r, Alb.–d. April 11, 1985, Tiran’), the first communist chief of state of Albania. As that country’s ruler for 40 years after World War II, he forced its transformation from a semifeudal relic of the Ottoman Empire into an industrialized economy with the most tightly controlled society in Europe. Hoxha, the son of a Muslim cloth merchant, studied at the French lycÚe at Kor�’ and reportedly also at the American Technical School in Tiran’. In 1930 he went on a state scholarship to the University of Montpellier, France, and then from 1934 to 1936 he was a secretary at the Albanian consulate general in Brussels and studied law at the university there. Returning to Albania in 1936, he became a teacher at his old school in KorcÔ. In 1939, when Italy invaded Albania, Hoxha was dismissed from his teaching post for refusing to join the newly formed Albanian Fascist Party, and he opened a retail tobacco store at Tiran’, which became headquarters for a communist cell. After Germany invaded Yugoslavia in 1941, Yugoslav communists helped Hoxha found the Albanian Communist Party (afterward called the Party of Labour). Hoxha became first secretary of the party’s Central Committee and political commissar of the communist-dominated Army of National Liberation. He was prime minister of Albania from its liberation in 1944 until 1954, simultaneously holding the ministry of foreign affairs from 1946 to 1953. As first secretary of the Party of Labour’s Central Committee, he retained effective control of the government until his death. Albania’s economy was revolutionized under Hoxha’s long rule. Farmland was confiscated from wealthy landowners and gathered into collective farms that eventually enabled Albania to become almost completely self-sufficient in food crops. Industry, which had previously been almost nonexistent, received huge amounts of investment, so that by the 1980s it had grown to contribute more than half of the gross national product. Electricity was brought to every rural district, epidemics of disease were stamped out, and illiteracy became a thing of the past. In order to enforce his radical program, however, Hoxha resorted to brutal Stalinist tactics. His government imprisoned, executed, or exiled thousands of landowners, rural clan leaders, Muslim and Christian clerics, peasants who resisted collectivization, and disloyal party officials. Private property was confiscated by the state; all churches, mosques, and other religious institutions were closed; and all cultural and intellectual endeavours were put at the service of socialism and the state. As ardent a nationalist as he was a communist, Hoxha excoriated any communist state that threatened his power or the sovereignty of Albania. In 1948 he broke relations with Yugoslavia and formed an alliance with the Soviet Union. After the death of the Soviet leader Joseph Stalin, for whom Hoxha held a lifelong admiration, his relations with Nikita Khrushchev deteriorated until Hoxha broke with him completely in 1961. He then forged close ties with China, breaking with that country in turn in 1978 after the death of Mao Zedong and China’s rapprochement with the West. From then on, Hoxha spurned all the world’s major powers, declaring that Albania would become a model socialist republic on its own. In order to ensure the succession of a younger generation of leaders, Hoxha in 1981 ordered the execution of several leading party and government officials. Thereafter he withdrew into semiretirement, turning over most state functions to Ramiz Alia, who succeeded him upon his death.

ZOG I – KING OF THE ALBANIANS

Ahmet Zogu

AHMET ZOGU
ZOG I – KING OF THE ALBANIANS
1895-1961

Ahmet Bey ZOGU (b. Oct. 8, 1895, Castle Burgajet, Albania–d. April 9, 1961, Suresnes, France), president of Albania from 1925 to 1928 and king from 1928 to 1939. Though able to manipulate Albania’s internal affairs to his own advantage, he came to depend heavily on Benito Mussolini’s Italy and was eventually ousted by the Italian dictator on the eve of World War II. Siding with Austria during World War I, Zog thereafter became a leader of the reformist Popular Party. He held ministerial posts from 1920 until he was forced into exile in June 1924, but he returned with Yugoslav assistance in December, was elected president on Feb. 1, 1925, and was proclaimed king on Sept. 1, 1928. Zog ended a period of postwar political turbulence, and Albania enjoyed relative tranquility under his regime. He began a fateful association with Italy in 1925; a loan in that year was followed in 1926 by a treaty of friendship and security and in 1927 by a 20-year defensive military alliance between the two countries. Mussolini made Albania his bridgehead to the Balkans, and by 1939 Italy controlled the country’s finances and army. Zog tried but failed to break that hold from 1932 onward. On April 7, 1939, Mussolini finally made Albania into a protectorate; Victor Emmanuel III became king, and Zog went into exile. His hopes of returning after the war were disappointed by the establishment of a communist republic under Enver Hoxha in 1945. He formally abdicated on Jan. 2, 1946.

GJERGJ KASTRIOTI – SKENDERBEG (1405-1468)

Gjergj (Albanian: George) Kastrioti was born in Kruja from Gjon Kastrioti, lord of Middle Albania, who was obliged by the Ottomans to pay tribute to the Empire. To assure the fidelity of local rulers the Sultan used to take their sons as hostage and bring them up in his court. Gjergj Kastrioti attended military school in the Ottoman Empire and was named Iskander Bey which in Turkish means Lord Alexandre.

He was distinguished as one of the best officers in several Ottoman campaigns both in Asia Minor and in Europe, and the Sultan appointed him General. He even fought against Greeks, Serbs and Hungarians, and some sources says that he used to maintain secret links with Raguse, Venice, Vladislas of Hungary et Alphonse V of Naples. Sultan Murat II gave him the title Vali which made him the General Governor of some provinces in central Albania. He was respected everywhere but he missed his country.

In 1443, during the battle against the Hungarians of Hunyadi in Nish (in present day Serbia), he abandoned the Ottoman Army and captured Kruja, his father’s seat in middle Albania. Above the castle he rose the Albanian flag, a red flag with the black double-headed eagle, the present-day Albanian flag, and pronounced to his countrymen the famous words: “I have not brought you liberty, I found it here, among you”. He managed to unite all Albanian princes at the town of Lezha (League of Lezha, 1444) and united them under his command to fight against the Turks.

During the next 25 years he fought, with forces rarely exceeding 20,000 against the most powerful army of that time and defeated it for 25 years. In 1450 the Turkish army was led by the Sultan Murad II in person, who died after his defeat in the way back. Two other times, in 1466 and 1467, Mehmed II, the conqueror of Constantinople, led the Turkish army himself against Skenderbeg and failed too. The Ottoman Empire attempted to conquer Kruja 24 times and failed all 24 of them.

Skenderbeg’s military successes evoked a good deal of interest and admiration of the Papal state, Venice and Naples, themselves threatened by the growing Ottoman power across the Adriatic. The Albanian warrior played his hand with a good deal of political and diplomatic skill in his dealings with the three Italian states. Hoping to strengthen and expand the last Christian bridgehead in the Balkans, they provided Skenderbeg with money, supplies and occasionally with troops. One of his most powerful and consistent supporters was Alfonso the Magnanimous (1416-1458), the Aragone king of Naples, who decided to take Skenderbeg under his protection as vassal in 1451, shortly after the latter had scored his second victory against Murad II. In addition to financial assistance, the King of Naples undertook to supply the Albanian leader with troops, military equipment as well as with sanctuary for himself and his family if such a need should arise. As an active defender of the Christian cause in the Balkans, Skenderbeg was also closely involved with the politics of four Popes, one of them being Pius II (1458-1464) or Aeneas Sylvius Piccolomini, the Renaissance humanist, writer and diplomat.

Profoundly shaken by the fall of Constantinople in 1453, Pius II tried to organise a new crusade against the Turks; consequently he did his best to come to Skenderbeg’s aid, as two of his predecessors Nicholas V and Calixtus III, had done before him. This policy was continued by his successor, Paul II,(1464-1473).They gave him the title Athleta Christi.

For a quarter of a century he and his country prevented Turks from invading Catholic Western Europe.

After his death from natural causes in 1468 in Lezha, his soldiers resisted the Turks for the next 12 years. In 1480 Albania was finally conquered by the Ottoman Empire. When the Turks found the grave of Skenderbeg in Saint Nicholas church of Lezha, they opened it and held his bones like talismans for luck. In 1480 the Turks invaded Italy and conquered the City of Otranto.

Skenderbeg’s posthumous renown was by no means confined to his own country. Voltaire thought the Byzantine Empire would have survived had it possesed a leader of his quality. A number of poets and composers have also drawn inspiration from his military career. The French sixteenth-century poet Ronsard wrote a poem about him and so did the nineteenth-century American poet Longfellow. Antonio Vivaldi, too, composed an opera entitled Scanderbeg.

Skenderbeg today is the National Hero of Albania. Many museums and monuments are raised in his honour around Albania, and among them the Museum of Skenderbeg in his famous castle in Kruja.

Bibliography:

Noli, Fan S.: George Castrioti Scanderbeg, New York, 1947

Logoreci, Anton: The Albanians, London, 1977.

Albanian Tourism

“Albania – Europe’s last secret!”
“Albania – Yours to discover!”

The potential analyses showed that Albania could use its own resources to the interest of tourism much more than it has actually done.Albanian Outsourcing

The sector strategy describes the strategic concept of tourism development by giving the strategic directions and the development of tourist products in order that Albania be a future tourist destination in the international tourist market for attracting the foreign tourists. The attraction of foreign tourists in Albania will influence for functioning of tourism sector in Albania based on the same principles that the world tourism industry operates, too.Albanian Outsourcing

Referring to the current situation, the existing structure of the hotels in Albania (mainly those of the coastline area) corresponds to that of a capacity with up to 20 rooms. Hotels of this size are not able to work with bigger tourist groups organised in package tours by the western operators. Such hotels capacities match only the demand of individual clients or small-organised groups of tourists.Albanian Outsourcing

The new accommodation capacities recommended to be developed have been calculated to meet the demand of foreign markets (not including the demand of the ethnic Albanians) according to the forecast of the projected overnights as on the desired number of beds per accommodation structure, as well as on the international standards required by these markets. Also, the areas suggested for the development of such capacities fulfil the requirements of tourist segments of international market. Albanian Outsourcing

The demand coming from the domestic and ethnic Albanian tourists (those living outside Albania), will be fulfilled through the existing capacities and other new capacities to be defined further on and develop for affording such a demand.

For this purpose, the directions put forward in this Strategy aim at assuring that Albania highly maximises the sectors potential and grows tourism in a way that is sustainable: culturally, socially, environmentally and economically. Albanian Outsourcing

The tourism strategy will therefore:

·

• • assist the sector to manage growth in a way that ensures long-term sustainability
  • provide ways manage conflicts between increasing tourism growth and environmental, social and cultural values that are important to Albania and its visitors
  • provide the appropriate structure within which industry investment and profitability can be facilitated and maximised (clear responsibilities and cooperation)
  • reduce overlaps and gaps within the sector
  • secure commitment and funding to tourism from central and local government
  • make it easier for operators and investors to do business in the sector
  • provide cohesion to strategic directions and strategies

For this purpose, this strategic concept needs further ongoing and profound discussion amongst tourism officials and programming of the Action Plan by them.

F The Action plan will be completed with the terms of responsibilities, time frames and cost estimates as well as the financing sources.

· F Several topics will develop further, such as detailed description of strategies for tourism target groups like business tourism or national tourism or for selected tourism regions.

· F It is recognised that many of the necessary measures and actions are required to be worked on continuously over several years in order to yield the desired results. It is crucial that the different stakeholders within the tourism sector start working together to generate an implementation process. Changes and development are needed to ensure that quality services and products demanded by the guests are delivered to the benefits of all.

• 1. Pre-Conditions for Albanian Tourism Development

The following pre-conditions are necessary to achieve the objectives and realize the application of the necessary strategies in order to achieve these:

• 1. Principals of Sustainable Albania Tourism Development be accepted on all levels of planning

· Sustainability is a key factor for the tourism development in Albania Tourism. Only an environment-friendly development process shall be the basis for an economically successful tourism development.

• 1. Albanian Basic infrastructure

· The limited infrastructure is a major problem for a quick tourism development in most regions in Albania. The main international Airport in Rinas near Tirana and Durres has to comply with international standards. An additional airport in the South has to be set up for civil use (charter flights) in the future.

· For the international tourism market charter flights will be of utmost importance in the future. An efficient garbage and sewerage system is indispensable to keep the areas clean and attractive and thus ensuring a sustainable development. The handling of construction waste must also be improved. Connecting streets, water and electricity supply are also essential issues.

• 1. Clarification of ownership of land and buildings

· The clarification of ownership of land and buildings must be completed as soon as possible.

• 1. Albanian National and regional tourism law and regulations

· The responsible governmental bodies have to work out a modern tourism law and additional regulations for tourism development.

• 1. Albanian Law enforcement

· The enforcement of the existing law, especially in the field of construction such as regulations, building permissions, pollution is essential for a sustainable tourism development.

• 1. Clear responsibilities for Albanian tourism development on all levels

· Responsibilities for the department of tourism within the ministry and all other Ministries and Institutions touching the field of tourism must be clearly defined.

• 1. Albanian Regional and national stability
  2. Improved statistical information system

· Effective tourism development needs profound information of the development of supply and demand. Therefore an efficient collection and analysis of the necessary data according to international standards must be organised on national, regional and local level.

• 1. Albanian Public / Private Commitment

· The development of the tourism sector must be promoted through the government, particularly in the beginning. Most important is the concentration of the limited resources to few selected areas with the highest tourism potential and the best cost / benefit ratio. Also the private sector will need to commit funding if the potential benefits of tourism are to be achieved. This funding will need more than one year funding cycles and stronger public/private partnerships will be required if government funding is to be leveraged effectively.

1. Albanian Long-term tourism strategy

The strategy will cover a long-term period till 2012, in order to achieve some concrete results. This is considered a long-term period in regard to undertaking the measures and achieving the results.

1. 1. Albanian Policy Statement and Vision 2012

The main macro-economic objectives of the tourism sector development are to:

·

• • generate jobs and income
  • accelerate the economic and social development throughout the country
  • improve the living conditions in Albania
  • initiate economic activities
  • create a positive image of the country internationally as tourism destination
  • increase the revenue of foreign currency and the tax income for the government
  • develop sustainable and environmentally friendly tourism

Tourism holds excellent potential as a catalyst for economic growth and is therefore a key sector at macro-economic level. The industry is labour intensive and a major source of government revenue. There are substantial linkage effects to other sectors like construction, transport, furniture, agriculture, food and souvenir industry.

The vision formulates the desired future of tourism in Albania:

The following vision shows the expected outcome from the tourism in Albania. It has been oriented towards the end of 2012, in order to bring to the present time the expected results, thus expressing the achievement of the objectives outlined in the strategy.

Vision 2012

Albania is recognized as a tourism destination at the Mediterranean coast and has a competitive position in the international tourism market.

The contribution of the tourism sector to the GDP is significant.

Sustainability and awareness for environmental issues are major part of the
tourism development strategy.

In order to fulfil the mission for achieving the above-mentioned vision, the success of this strategy lies on the partnership of the main actors of tourism sector.

The mission of the tourism partners is described as follows:

·

• • Welcome the guests and therefore understand hospitality and high quality of service as the most important elements within the tourism product
  • Protect and even develop actively the environment
  • Support the culture

This mission statement should serve as a guideline and inspiration for measures in this sector. Partners should be assured, that through co-ordination of their individual business strategies towards the mission, the vision would be realized.

Based on the survey and analysing of the country’s tourist potential as well as other factors that influence tourism in Albania, the following types of tourism can be considered the main tourism products of Albania:

• 1. Sun and Beach Tourism
  2. Special Interest Tourism
  3. Urban Tourism / Business and Conference Tourism

There are three guiding principles for the realisation of the strategy:

Albanian Partnerships

· In quickly changing market conditions, partnerships on national and international levels are necessary to be successful in order to be competitive (“cooperate to compete”). These partnerships are beneficial to all stakeholders included.

Quality

· Only by consistently offering the right products of the required value and quality to match the expectations of the target groups, Albania can compete successfully on international markets.

Albanian Human Resources

· The people (employees and entrepreneurs) are making the difference. They are the most precious resource in order to satisfy the demands of the guests. Only well- trained entrepreneurs who are setting up attractive facilities and personnel, that is service-oriented and willing to be held responsible for their actions, will be able to satisfy the growing demands of the national and international guests.

1. 1. Albania Market-related Objectives

1. 1. 1. Qualitative Objectives

• 1. Securing and conserving a long-term development
  2. Marketing and managing a competitive visitor experience
  3. Improvement of the quality of the products and the services
  4. Creating a marketable value for money product
  5. Creating a positive image

1. 1. 1. Albanian Economic Objectives

In the year 2012 tourism activities by national and international visitors have substantially increased. The targets are

·

• • 1,25 million arrivals with overnights
  • 6,4 million overnights
  • US$ 464 million in tourism revenue
  • 100.000 new working places
  • 15% share of international tourism revenue to GDP

The numbers include national and international tourism with overnights. Tourism revenues include direct expenses like accommodation, food and beverages, souvenirs.

The increase of the overnights is not equally spread over the years. The increase will be slow short- and mid-term and higher long-term. Most of the increase of overnights will come long-term from international tourists from western and southern Europe and overseas.

1. 1. Albanian Strategic Directions

• 1. Structuring, organisation and development of the domestic tourism and its products are short- and medium-term priorities. Recent uncontrolled hotel and restaurant buildings will be checked with their compliance with existing laws and regulations. Potential construction sites for larger accommodation facilities are assigned for large investments.

Development

· Short-term important partners for the tourism product improvements are small and medium-sized enterprises (SME).

· Concentration of immediate efforts is on improvement of the tourism product, located in regions with the highest potential for development.

· Pilot projects (“Flagships”) are developed at the Adriatic and Ionic coast and the lakes. Their concepts then will be evaluated and multiplied in other areas.

• 1. Being new on the market, aggressive strategies against the competition are avoided. Joint tourism activities (e.g. cross border tourism) with neighbouring countries are actively supported. A value-for-money pricing strategy supports the attraction of foreign markets.

• 1. The tourism potential is accessed through a mix of sun and beach, special interest and urban tourism with their market importance changing over the years. Short-term, the international focus is on niche markets in order to create awareness in the important source markets. With the concentration on sun and beach tourism long-term, substantial numbers of international tourists mainly from Europe are attracted. Short- and medium-term, the concentration on special interest and promoted business tourism (conferences etc.) is aimed to attract international tourists.
  2. Direct competitors are Croatia, Montenegro, Bulgaria, Greece and Turkey, but also “newcomer destinations” like Cyprus. Their tourism development and marketing activities are constantly monitored.

4. Short-term, the main source markets remain at regional and national level. Ethnic Albanians living abroad and visiting friends and relatives are the most important international visitors. Medium- and long-term, the main source markets are as follows:

• • Competition
  • Customer

· Region A: Western Europe with Scandinavia, Great Britain, Germany, Netherlands, Belgium, Austria.

· Region B: Southern Europe with Italy and Greece, and the neighbouring countries and regions (Kosovo, Bosnia- Herzegovina, Serbia, Macedonian, Bulgaria).

· Region C: Eastern Europe with Poland, the Czech Republic, Hungary, Russia.

· Region D: America with the USA

· Region E: Asia with Korea and Japan

· Developments of emerging markets in China and India are regularly monitored.

• 1. The long term target markets are as follows:

·

• • price-oriented families between 28 to 45 years with children

·

• • price-oriented young couples
  • adventure and sports oriented singles
  • active, retired persons

• 1. From the customer point of view Albania is known as an interesting new tourism destination at the Mediterranean Sea with value-for-money packages.

• 1. Albanian Ministerial body of tourism

There is an urgent need to strengthen the policy awareness for the tourism development. This will require strengthening of the role of the government leading organization for the development of tourism. This will require a strong lead policy institution (ministry or agency) to work closely with other governmental agencies. This will be the responsible institution in regard to drafting the tourism strategies and policies as well as implementing the development plans at national level. All the other governmental institutions, whose activity relates to the tourism activities, co-ordinate their action plans with the responsible government body for the tourism based on the provisions envisaged by the legislation. It needs to ensure that the advice it receives is independent of any particular ministerial interest or tourism provider. Close working relationships and cooperation is necessary with the Ministry of Finance, Ministry of Local Government and Decentralisation, Ministry of Environment, Ministry of Culture, Youth and Sport, Ministry of Agriculture and Food, General Directorate of Forests and Pastures, Ministry of Education and Science, etc. An effective process of early involvement in policy issues affecting tourism needs to be agreed upon with other structures (ministries/institutions).

Albania Duties and responsibilities of the Ministerial body of Tourism:

·

• • Planning and development
  • work out and realisation of tourism policy
  • national tourism strategy: set up, implementation and monitoring
  • set-up of a tourism law (regulations, standards, certification, licensing etc. together with other ministries)
  • licensing of persons and businesses, such as tour operators, travel agencies, hotels, restaurants, tour guides and others
  • support of regional administration in tourism development
  • support of tourism organisations on national, regional and local level
  • set-up of an adequate framework for SME’s in the tourism sector (SME-supporting policy)
  • co-ordination and implementation of different planning levels
  • Education and Training
  • manpower planning
  • establishment and administration of training standards
  • operation of training programmes and institutions
  • Statistics and Research
  • statistical collection, compilation and reporting
  • guidelines and support for local level
  • conducting research studies
  • Marketing
  • National marketing
  • Coordination and support of regional marketing activities
  • mid/long term: set up of a national tourism promotion board

·

• • General administration of travel and tourism
  • legislation
  • identification and tapping of funding resources
  • investment incentives and support of investors

• 1. Albanian tourism promotion board

In order to promote Albania as tourist destination and also marketing Albanian tourist product, during the short-term period the Albanian Agency of Promotion will be established, resembling the western models. This Albanian Agency of Tourism Promotion, as a model of private-public sector partnership, will, during the mid and long-term period promote Albania abroad and will carry out the following duties and responsibilities:

·

• • Coordination of marketing activities and image building measures for the destination Albania
  • Encouraging private sector support and co-operation in promotional activities and participating in shaping national tourism policies and practises
  • Representing the country at tourism trade fairs and road shows
  • Producing and distributing brochures, videos and other marketing materials and measures (Internet etc.)
  • Co-ordination with Regional Tourist Offices
  • Performing market research and analysis, statistics
  • Source funds from government and industry as well as from international donors

• 1. Albanian Tourism Advisory Committee (“Round Table”)

Tourism is an activity that involves various other sectors. Maximum co-ordination and communication between relevant public and private organisations is therefore essential. This can best be achieved through an advisory body that regularly meets with government representatives in order to evaluate and comment at an early state on sector specific issues. It consists of delegates of the associations and the private sector operators.

Duties and responsibilities:

• 1. Albanian Municipalities

• • Monitoring and critical review of tourism matters of mutual interest
  • Presentation of own concepts and ideas
  • Exchange of ideas and information
  • Advice to responsible authorities to take appropriate actions

Municipalities of the most important tourism regions in Albania will continue to be even more involved in setting policies, tourism planning and development, environmental management and destination management adopted to their local demands. Their role and commitment will increase to reflect the requirements and significance of tourism to local economies. In developing tourism areas government must adopt a strong role in tourism management even though the private sector is expected to develop the commercial facilities and services of tourism.

Main objective: Creation of a region or city as an attractive and marketable tourism product

Duties and responsibilities:

• 1. Albanian Local Tourist Information Centers

• • Control of the land development process, including zoning laws and building design
  • Enforcement of laws and regulations relating to health, safety, quality and employment, such as standards of cleanliness, and safe handling for food establishments, service of alcoholic beverages and work conditions
  • Support of local activities such as cultural and sport events
  • Preparation of regional and local tourism strategies and their implementation
  • planning and set up of the needed infrastructure
  • Regional SME-supporting policy, support for investors
  • Coordination of implementation
  • Support of local Tourist Information Centres and marketing activities
  • Tourism awareness programmes and information of tourists about local customs
  • Monitoring tourism development and other research activities by establishing and maintaining a tourism management information system.

The main purpose of tourism information centres is marketing. Local and regional organisations enable destinations to promote their resources.

Duties and responsibilities:

• 1. Albanian Tourism Industry Associations

• • Comprehensive visitor information
  • Production of marketing material (brochures, flyers, city plan)
  • Sale of books, postcards, souvenirs
  • Organisation and support of special events
  • Providing tour guides
  • Handling of reservation services etc.
  • Cooperation with local incoming-agencies

Associations are NGO’s providing a forum for their members to identify and discuss issues of importance to them and their industries. They may address these issues by creating standards, and guidelines and lobbying governments. In many cases they inform in depth about changing laws and regulations affecting their businesses. These associations are funded by membership dues.

Duties and responsibilities:

• 1. Other Non-Governmental Organizations (NGO’s)

• • Promotion of industry interests
  • Providing data and advice
  • Organisation of workshops and seminars
  • Monitoring laws and regulations
  • Setting quality standards for various aspects in the industry (operations, financial reporting, statistics, training)
  • Providing a forum for discussing and resolving common problems
  • Making co-ordinated recommendations to the ministry for improvements
  • Conducting training and research
  • Marketing activities: Support of national and local marketing activities like brochures, fairs, internet, support of Tourist Information Centres, support of local events

More and more NGO’s are involved in aspects of tourism such as natural, historic and cultural resources that tourism can use. They are involved in developing eco-tourism and community based projects and improving craft production and sales. NGO’s can often perform a valuable role in developing tourism, especially at the village and rural level.

• 1. Albanian Private Sector Operators

Private sector operators take the lead on product development and destination management. They are responsible for developing accommodation, catering facilities, tour and travel operations, on-site infrastructure, some tourist attractions and marketing activities

Albanian Duties and responsibilities:

·

• • Partnership approach towards co-operation on all levels
  • Adoption of proven management techniques
  • Respect and protection of the environment as the base for tourism development
  • Execution of construction activities in strict compliance with legislation and regulations

5. Albanian Strategies for the tourism products

There is a wide number of tourism types characterised by activities (sport, business), motivation (vacation, health), price (elite, mass) and others. Being still at an early stage of national and international tourism development, a sound basis of appropriate tourism types have to be created. The most appropriate types are the ones listed below and all activities and funds should be concentrated to maximise their development.

Following the same pattern (objective, potential, threads, facilities, distribution and marketing) the details has to be worked out for further tourism groups for example ethnic Albanians, national tourism, business and congress tourism etc..

1. 1. Albanian Sun and Beach Tourism

Objective

Albania is positioned in the domestic and international travel market as a competitive value- for- money holiday destination at the Mediterranean Sea

Development Potential

·

• • attractive coastline, being part of the Eastern Adriatic sea, with long stretches of sandy beaches and clear water
  • long, hot and sunny summer season
  • proximity to major European cities by air
  • Sun and beach tourism is by far the most important leisure tourist demand group worldwide

Threats

·

• • The planning for the attractive coastal areas not fits the tourism demand of the coming years (type of facilities, size, atmosphere, etc.).
  • Environmental problems (garbage, waste water, unattractive surrounding, etc.).

1. 1. 1. Albanian Tourism Product

Albanian Regional Development and Accommodation

Albanian Adriatic Coast:

·

• • Lalezi Bay: beach hotels, three and four star category, large scale, at least one flagship hotel – existing problems: investment in real estate
  • Spile: beach hotels, three and four star category, large scale
  • North has to be worked out
  • Further specifications of the destinations (Velipoje, Shengjin, Vlora Bay)

Albanian Ionic Coast:

Generally smaller units in connection to existing villages

·

• • Dhermi: resort hotels and villages, small and medium scale, low rise
  • Qeparo, Borsh: resort hotels and villages, small and medium scale, one flagship hotel, low rise
  • Saranda (south): resort hotels, medium and large scale
  • Other destinations has to be worked out
  • further specifications of the destinations (Cape of Stillo, Ksamil, Himare, etc.)
  • facilities for water based activities (scuba diving, sailing, surfing, water ski)

Development of marinas in Lalezi Bay, south of Vlora (Orikum), and further specifications of marinas (Velipoje, Porto Palermo, Ksamil)

Albanian Tour Operator

·

• • national tour operators offers tourism packages
  • mid – long term international tour operators offers holidays in Albania in their catalogues
  • set-up of direct charter flights by large tour operators
  • organisation of all- inclusive programmes
  • compilation of attractive packages: half-day and day tours, to sites of interest
  • organisation of minibus to sites of interest
  • cruise tours along the coast in small boats
  • airport transportation / shuttles
  • day trips for cruise ship passengers

Albanian Transport

·

• • availability of car rental facilities (especially Offroader)
  • set-up of regional airports in proximity to prime tourist locations
  • expansion of Albanian Airways as national carrier with international standards
  • improvement and extension of facilities at ports

Albanian Community / Local government

·

• • development, conservation and care of cultural centres, archaeological sites, historic cities and villages, museums
  • signage to places of interest
  • explanatory signboards with site information and behavioural codes
  • supply of tour guides
  • set-up of Tourist Information Offices
  • organisation of sport events (beach-volleyball championship)
  • organisation of cultural events (performances, international pop stars)
  • attractive parks and public places
  • hiking and walking trails

1. 1. 1. Distribution

·

• • indirect distribution via tour operators in Albania, the Balkan countries and the main source markets
  • co-operation with small country specialist operators in main source markets
  • extension and upgrade of the internet homepage with direct contact possibilities of the tourism partners
  • representative tourist offices in main source markets
  • international sales agreements of the hotels with large tour operators
  • connection to Central Reservations Systems (CRS)

1. 1. 1. Communication

Albanian Corporate Identity:

·

• • development of logo with slogan (” for example “Albania: Europe’s last secret. Explore it now!”)

Albanian Sales Promotion:

·

• • familiarisation trips with local and international travel agents and tour operators
  • familiarisation trips with national and international travel journalists
  • active participation at tourism fairs
  • culinary events in main source markets
  • direct mailings
  • supplements in travel magazines
  • counter information at travel bureaus
  • travel guides in English and German (e.g. Apa Guides, Lonely Planet)

Albanian Advertising:

·

• • product placement (location for international movies)
  • image brochure, flyers
  • posters
  • attractive and user friendly web page for Albanian tourism
  • tourism magazine
  • calendar of Events, newsletter
  • video about beaches along the coast and the lakes
  • souvenirs, give-aways

Albanian Public Relations:

·

• • competitions with prizes for the public (photographs, short stories, recipes)
  • regular press releases
  • podium discussions about tourism in Albania
  • regular press conferences
  • reports of interesting tourism spots in newspapers and magazines and their efforts towards sustainable tourism
  • participation in international competitions (culinary, service)

1. 1. 1. Albanian Source Markets

·

• • short-term: neighbouring countries, ethnic Albanians visiting friends and relatives
  • medium-term: neighbouring countries, ethnic Albanians visiting friends and relatives, eastern Europe, first trips from western Europe
  • long-term: neighbouring countries, ethnic Albanians visiting friends and relatives, Eastern Europe, Western Europe, Southern Europe

1. 1. 1. Albanian Target Markets

Characteristics include:

·

• • young to middle- aged with medium income
  • singles and young families
  • sun, beach and maritime oriented holiday maker

1. 1. Albanian Special Interest Tourism

Objective

Albania is known to be the last undiscovered destination in Europe, in which precious and rare secrets of nature and cultural heritage can still be discovered.

Albanian Development Potential

·

• • rich biodiversity at lagoons, lakes and the mountain areas with unique flora and fauna
  • in some regions unspoiled nature and beautiful scenery
  • cultural and historical sites of many centuries
  • still active traditional life-styles

Threats

·

• • lots of garbage in the landscape (streets, rivers, villages, countryside etc.)
  • Large deforest areas, erosion problem
  • Wastewater problems (Ohrid Lake, several coastal areas)
  • Many rivers are polluted
  • Historical villages and city-districts are threaten through uncontrolled constructing

1. 1. 1. Albanian Tourism Product

Albanian Regional Development

·

• • addition and extension of protected areas (e.g. National Parks, Biosphere Reserves)
  • further excavation and maintenance of archaeological sites in Apollonia, Butrint and others
  • opening up of new historic sites
  • ongoing development of Berat and Gijorkastra as “museum cities”
  • development of the region of Ohrid and Prespa lakes for rural and ecological tourism
  • development of national parks for ecological and nature tourism
  • designation and development of additional sites of historic and cultural interest
  • designation of regions with traditional villages

Albanian Tour Operator

·

• • compilation of attractive packages: half-day and day tours, to sites of interest (history, culture, heritage)
  • compilation of packages over several days highlighting special interest tourism activities
  • rural tourism (their way of life, food and beverage production, household goods)
  • ecotourism (nature oriented)
  • cultural tourism to the archaeological sites and historic cities and villages
  • river rafting
  • paragliding
  • mountain biking
  • fishing
  • trekking
  • climbing
  • hiking
  • horseback riding
  • study tours (with emphasis on culture and religion)
  • cross border tours for example in co- operation with Macedonia and Greece at Ohrid and Prespa lakes

Albanian Transport

·

• • availability of mini busses
  • horses
  • small boats
  • bicycles

Albanian Community

·

• • Cultural Centres, museums with good explanation in foreign languages
  • signage to places of interest
  • supply of tour guides
  • maintenance of historic and cultural sites
  • Tourist Information Offices
  • hiking and walking trails

1. 1. 1. Albanian Distribution

·

• • indirect distribution via small tour operator in the main source markets
  • co-operation with small country specialist operator
  • extension and upgrade of the internet homepage with direct contact possibilities of the tourism partners for special interest activities

1. 1. 1. Communication

Albanian Corporate Identity:

·

• • development of logo with slogan (“Albania: yours to discover”)

Albanian Sales Promotion:

·

• • familiarisation trips with local and international travel agents and tour operators
  • familiarisation trips with national and international travel journalists
  • active participation at tourism fairs
  • direct mailings
  • travel reports in international newspapers and magazines
  • travel guides in English and German language (e.g. Apa Guides, Lonely Planet)

Albanian Advertising:

·

• • image brochure
  • tourism magazine
  • video about places and activities for special interest tourism

Albanian Public Relations:

·

• • photo competitions with prices
  • press releases
  • comprehensive travel reports in travel magazines and airline in-flight magazines etc.
  • podium discussions about environment and tourism in Albania

1. 1. 1. Source Markets

·

• • short-term: Great Britain, Germany, Scandinavia, Austria
  • medium-term: Great Britain, Germany, Scandinavia, Austria
  • long-term: neighbouring countries, eastern Europe, western Europe, southern Europe

1. 1. 1. Albanian Target Markets

Characteristics include:

·

• • young adventurers, interest in outdoor sport activities
  • experienced senior travellers
  • medium to high income
  • open-minded
  • interest in education, history and civilisation

1. 1. Albanian Business and congress tourism

Objective

Albanian Business travelers are supplied with tourism products, which make their stay interesting, pleasant, productive and efficient. Modern standard congress facilities are available

Albanian Development Potential

·

• • Developing economy with increasing travel activities
  • Increasing activities of international organizations and projects
  • Century-old history
  • visible monuments of culture and heritage
  • business and large investment opportunities

1. 1. 1. Albanian Tourism Product

Albanian Regional Development

·

• • Big cities and their surrounding: Tirana, Durres, Fier, Vlora, Shkodra etc.

Albanian Accommodation

·

• • three to fife star hotels with international standards (e.g. business centre)
  • attractive weekend extension rates
  • in-house videos about city highlights
  • fitness centre
  • small, medium and large conference facilities
  • internet connection in the hotel room
  • international sales agreements of the hotels
  • connection to Central Reservation Systems (CRS)

Albanian Tour Operator

·

• • compilation of attractive weekend packages: half-day and day tours, to sites of interest
  • organisation of bus and cruise tours along the coast
  • airport transportation / shuttles
  • day trips for cruise ship passengers

Albanian Transport

·

• • Car rental facilities
  • Regional airports
  • improvement and extension of facilities at ports
  • reliable and secure taxis

Albanian Community

·

• • set-up of larger meeting and conference facilities with professional equipment
  • supply of tour guides
  • set-up of Tourist Information Centres
  • ensure security
  • maintain attractive Parks and public places
  • set-up of shopping malls
  • encourage and support of ethnic restaurants with cultural performances
  • encourage and support of quality restaurants

1. 1. 1. Albanian Distribution

·

• • extension and upgrade of the internet homepage with direct contact possibilities of the tourism partners

1. 1. 1. Communication

Albanian Sales Promotion:

·

• • familiarisation trips with local and international travel agents and tour operators
  • familiarisation trips with national and international travel journalists
  • active participation at tourism fairs
  • direct mailings
  • supplements in travel magazines and Albanian business newspapers

Albanian Advertising:

·

• • image brochure
  • tourism magazine
  • Calendar of Events, newsletter
  • video about beaches along the coast and the lakes
  • in-flight videos about places to see
  • souvenirs, give-aways

1. 1. 1. Albanian Source Markets

·

• • short-term: Germany, Italy, Austria, Greece, Turkey
  • medium-term: neighbouring southeast- european countries, Germany, Italy, Turkey, Greece, eastern Europe
  • long-term: neighbouring southeast- european countries, western Europe, eastern Europe, southern Europe

1. 1. 1. Albanian Target Markets

Major target groups during the initial stages of tourism development are also Albanian business travellers. Contrary to sun & beach and special interest tourism, Albanian business tourism itself is not promotable. It develops according to the Albanian business opportunities in the regions and the overall investment climate in the country. Conference tourism, however, can be actively promoted

However, facilities and activities of importance to Albanian business travellers can substantially increase tourism revenues.

Characteristics of Albanian business travelers include:

·

• • middle to high income
  • middle aged, active seniors
  • interest in culture and history
  • participation in social life, open-minded

• 1. Albania Institutional Support

1. 1. Institutions in the Albanian tourism area

Objective

Active organisations of different structures are pursuing and managing the values and goals of the national tourism policy on all levels.

Development Directions

• 1. Creation of a balanced relation of active public, private and public / private organisations

· Indicators:

·

• • a national tourist promotion board is established
  • tourism issues are handled by one responsible ministerial body
  • a national tourism advisory committee is established
  • international tourism information offices are set- up
  • the local community is strongly involved in tourism matters and decision-making
  • industry associations (hotels, catering, tour operators) are founded and operational
  • public / private partnerships are established on local levels

• 1. External focus of organisations towards market- led thinking and activities

· Indicators:

·

• • organisations have prepared business plans including detailed action plans
  • regional tourism development plans are established
  • special promotional events are regularly being organised
  • organisations are members of international associations

• 1. Decentralization of the organizations

· Indicators:

·

• • regional branches of the national tourist office are established in the main tourism areas
  • industry associations have set- up regional and / or local offices in areas important to tourism

• 1. Enforcement of the public organizations

· Indicators:

·

• • tourism organisations are well-structured and efficient
  • staff is well educated and experienced

1. 1. Albanian Education and Training

Objective

Professional abilities and skills as well as service mentalities have reached levels of competencies comparable to traditional and successful tourist destinations.

Development Directions

• 1. Revision of curricula

· Indicator

·

• • curricula at institutions are oriented towards international standards
  • comparison and evaluation of international curricula
  • tourism issues are part of the curricula in elementary schools

• 1. Raise level of professional and managerial expertise

· Indicator

·

• • workshops and seminars are organised regularly
  • business plans are prepared

• 1. Strong emphasis on practical experience

· Indicator

·

• • participation of industry partners in supplying paid training opportunities
  • substantial part of education programme assigned to practical courses
  • practical courses at industry partners companies are part of the curricula
  • extensive language courses (English, Italian)

• 1. Ongoing qualification of teaching personnel (methodologies, didactical issues)

· Indicator

·

• • visiting professors giving on- premise lectures
  • vocational training
  • workshops with international participation
  • study tours to institutions in neighbouring countries

• 1. Improvement and extension of teaching equipment and facilities

· Indicator

• • building facilities are renovated and / or extended
  • kitchens and restaurants are renovated
  • classrooms are upgraded
  • new school-books are introduced

6. Involvement of private sector

· Indicator

·

• • Language schools are certified and operational
  • local training centres for cooks and waiters are certified and operational

• 1. Centralisation of teaching and training institutions

· Indicator

·

• • public teaching and training institutions are concentrated on regions with high tourism revenues
  • a national education and training centre serves as a “flagship” initiative

• 1. Creation of individual onward qualification opportunities

· Indicator

·

• • selection of specialised courses (master courses, management courses) are offered

To reach these objectives a close cooperation between the ministry of education, the ministerial body for tourism and the facilities (schools, universities, etc.) is necessary.

1. 1. Albania Legislation and Regulations

Objective

A specific and comprehensive legal and regulatory framework provides common guidance to all partners in the tourism industry.

Development directions

• 1. Update of existing laws and regulations

• 1. Adoption of best practises

• • the existing laws and regulations concerning the tourism sector are critically reviewed
  • existing shortcomings are identified
  • new and / or additional regulations are formulated covering tourist facility and service standards, land use, environmental protection, development standards and design guidelines
  • a new modern tourism law is adopted
  • the brochure on investment in Albania Tourism is revised and redesigned

· Indicator

• 1. Incorporation of safety and security standards

• • tourism laws and regulations of countries with substantial tourism industry revenues are collected and analysed.

· Indicator

·

• • a tourism and safety plan and programme, addressing topics of pubic health, theft, sanitation, fire codes and prevention, tourist security and building safety standards, exists.
  • general information is available for tourists at hotels and tourist information centres
  • a “tourist police” department is organised in the main tourism areas.

• 1. Implementation

Working together

The effective implementation of the tourism strategy for Albania Tourism will require wide-ranging support and action by all the stakeholders in the private, public and voluntary sectors with an interest in, or affected by, tourism.

Most important is the setting up of an operating structure with clear functions, duties and responsibilities on a ministerial level responsible for the tourism sector.

This ministerial body should be the central institution for all activities concerning the tourism sector. A close cooperation in topics concerning tourism of all other parties with the ministerial body responsible for tourism is inalienable.

The main bodies and players will include:

·

• • The ministerial body responsible for tourism
  • Ministry of Environment
  • Ministry of Culture, Youth and Sports
  • Ministry of Agriculture and Food processing
  • General Directorate of Forest and Pastures
  • Institute of Urban Studies and Design
  • Local Government and Communities
  • private tourism associations (chamber of commerce, hotel association, restaurants, association of travel agencies,) and similar bodies on national an local level
  • National Park Authorities
  • NGO´s touching the Tourism sector
  • Vocational, Higher and Further education establishments
  • transport companies (car rental, mini- busses, taxis)
  • Utility providers
  • individual businesses in the tourism sector

Secure capital resources

The delivery of this strategy will involve substantial expenditure over the next years in developing and enhancing the tourism product and in undertaking new initiatives in information, marketing, advisory services and community projects.

• 1. Support of the government through supply with sufficient budget money
  2. There will be opportunities for private organizations in tapping resources through membership dues.
  3. Visitors themselves can also contribute through entrance fees and tourism taxes, probably with a dual fee structure (locals pay less than foreigners)
  4. The government will have a key role in ensuring that Albania tourism secures its full share of any existing or new resources delivered through the international donor organisations or bilateral aid. All the projects that have started as the result of regional initiatives, bilateral relationships aid or different foreign countries, organisations, or financial institutions donations for Albania Tourism, in the field of tourism or other related to this, will function in the light of the implementation of specific projects or components of this Strategy and its Action Plan.

Taking Action

Action flowing from the strategy will need to take place in individual businesses, within local areas and at regional and national level as well.

Individual businesses should develop business plans which set out targets and actions for improving the quality and performance of their establishments, including marketing activity, staff development, and links with the local community.

Local action plans are put into place by local authorities often working in partnership with the business community. Such plans will need to address local marketing and information activity, visitor management, protection of nature, transport plans and community initiatives.

A common function at all levels is the need to ensure that the importance of tourism to the country in terms of economic and social well-being is recognised throughout Albania.

Monitoring process

To achieve the vision of the strategy it is proposed that a “Tourism Strategy Implementation Group”, comprised of private and public section members, be established to oversee the development of the implementation and monitor progress towards key milestones. The group meets once a year. Their findings and proposals are compiled in a written report and distributed to all stakeholders.

1. 1. Definition of important phrases

Sustainable Albanian Tourism

· “Sustainable Tourism meets the needs of present tourists and hosts while protecting and enhancing opportunity for the future.“ (World Tourism Organisation)

· “Sustainable Tourism has the aim of ensuring an operation that is sustainable ecologically, economically and socio-culturally at every level in terms of both interior and exterior requirements.“ (European Commission)

Republic of Albania

The Republic of Republic of Albania is situated in Southeastern Europe, in the western part of Balkan Peninsula facing the Adriatic Sea (sandy shore) and the Ionian Sea (rocky shore). Its coordinates are 39º 38′ (Konispol) and 42º 39′ (Vermosh) north latitude, and 19º 16′ (Sazan island) and 21º 40′ (Vermik village, Korça).Albanian Outsourcing

Republic of Albania has a surface area of 28748 km2 and a population of 3,3 million inhabitants. It is administratively divided in 12 prefectures, 36 districts, 315 communes and 2900 villages.

The coastal area has a surface area of 7000 km2 or 25% of the territory. The Mediterranean region has a surface of 9055 km2, the average watershed has a surface 28748 km2; the coast line is 476 km, 70% of which is sandy shore and 30% rocky shore. The surface of the coastal protected areas (PA) is 38325 ha (35% of the PA surface of the country).Albanian Outsourcing

The general length of the state border is 1049 km, with 657-km land border, 316-km sea border, and 48-km river border and 72 km lake border. North and Northeast, Republic of Albania borders with Former Republic of Yugoslavia, while South and Southeast with Greece. The sea border of the Republic of Republic of Albania is extended 15 nautical miles (27 km) from the coast starting from the basic straight line which goes through the Cape of Rodon, Bishti i Palles, Cape of Lagji, Cape of Seman, Mouth of Vjosa River, Western Coast of Sazan island, Cape of Gjuhez and the Bay of Grame; after that between the Republic of Albanian coast and the Greek islands, and through the Corfu channel.

A number of rivers flow into the sea such as Buna, Drini, Mati, Ishmi, Erzen, Shkumbin, Seman, Vjosa and Bistrica. Except Bistrica, which flows into Ionian Sea, the rest of the rivers flow into the Adriatic Sea, forming a number of coastal lagoons and swamps.

Republic of Albania is noted for a high change in the altitude above sea level (2750 m), a feature that is associated with deep changes in geology and the relief, as well as with substantial vertical changes of the climate, hydrographic, land and vegetation. It is mainly a mountainous country: 13,3% of the territory is 0 up to 300 m high, 25,5% between 300 and 600 m, and 61,2% over 600 m of altitude above sea level.Albanian Outsourcing

Republic of Albania is included in the belt of subtropical Mediterranean climate, which significantly affects the elements of nature, such as the hydrographic network, vegetation and relief. The climate of Republic of Albania is very suitable for the economic-social life and activity of people. Even though Republic of Albania is a small country, the climatic changes are big, due to the very broken mountainous relief. In the regional division of the climate of Republic of Albania, the basic factors are sun radiation, geographical latitude, general atmospheric circulation and local factors. The values of different climatic elements are a consequence of the interaction of these factors. They influence the creation of a number of zones and sub-zones with more or less homogenous climatic features. The four main areas are Mediterranean field zone – Mediterranean hilly zone -Mediterranean pre-mountainous zone – Mediterranean mountainous zone. The sea affects more the first two zones during the whole year. The average temperature oscillates from 15ºC in the field zone to 2ºC in the north of the mountainous zone. In January, the coldest month of the year, the minimal temperature in general oscillates from -5ºC in the field zone, to -30ºC in the north and northeast of the mountainous zone. The average of the rainfall oscillates between 650 mm in a southern sub-zone of the pre-mountainous zone, and 4000 mm in the Alps. In the largest part of the country, summer is a dry and rainless season.Albanian Outsourcing

During 1991-1998, Republic of Albania experienced demographic changes dominated by the negative rate of population increase, migration from the villages towards the towns and from the remote areas towards the capital, the massive emigration and the decrease of births. The re-urbanization and the overpopulation are the main existing problems at local level in Republic of Albania. The emigration of Republic of Albanians abroad is higher than the other countries of the Central and Eastern Europe (3 times higher than the average emigration at present). The main sources of information on the population of Republic of Albania are the projections of the Institute of Statistics in Tirana, and the data of the registry offices.

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