Let us introduce our team of KAUNAS COLLEGE:
Students: Tomas Raugale, Vykinta Vastakaite, Vytenis Kazlauskas, Sandra Linkeviciute, Zilvinas Gabsys
Coordinator: Vaida Berulyte
Lecturer: Violeta Urbaite
Experts: Audrone Luksaitiene – the Head of Tourism and Hotel Management Department, Danguole Zukliene - lecturer
We are responsible for LOCAL DEVELOPMENT specialization.
We are glad to be a part of this project and we are looking forward to meet you all in Valensia! We are sure this IP will be fruitful!
viernes, 30 de enero de 2009
Local Development Concept
Local tourism planning and policy formulation requires our understanding of the diverse influences shaping destination development and the way they play and to make a destination unique. No destination planning and policy approaches can be the same. Any member of conditions, such as different spatial scales , geography, local economic conditions, social and cultural values and political orientations combine to produce different issues and outcomes.
(Dianne Dredge, John Jenkins, Tourism planning and policy, 2007)
Local tourism planning and policy was focused principally on the roles, responsibilities and influences on local government. For our purposes we interpreted local tourism planning and policy as facing place at the scale that reflects local relationships between government, business and communities. However, planners and policy-makers need to be interpreted differently by state and that sensitivity to their interpretations is essential.
AN INTERACTION OF SCIENTIFIC STANDPOINTS IN THE SAMPLE OF REGIONAL DEVELOPMENT
Many debates in the world society are about how to find an optimal state for the region. It is because of the luck of united variables defining such state. That is why on regional level the development process must be analyzed from different aspects taking into account essential principles of development.
Three aspects of regional development process are emphasized in the article: social, natural and economic. A social aspect underlines the importance of increased welfare and human development and stresses cultural variables (identities, ‘mentalities’, political culture and the like), which have found more widespread attention. A natural aspect can be summarized under three headings: the existence of absolute advantages, a significant reduction of economic uncertainty for investors derived from absolute advantages and massive inflow of foreign investments to the region. The most important economic aspect can be defined by different economic indicators: production and consumption quantities, GNP, income level per capita, changes in economic structure and the like.
An evaluation of regional development process will be not complete without essential principles of regional development: stability (enough time for potential reproduction in the region), balance (specific elements proportion of regional potential) and social orientation (an evaluation of regional problems by their influence on the level and quality of the life).
According to analyzed scientific standpoints a graphic sample of regional development process is shown in the article. It has a house form with ‘basement’ - human capital and social aspect of regional development and ‘inside’ - economic development. Such ‘house’ is built on competing advantages of the region. A sample emphasizes how important to keep proportions and consequences in the process of regional development.
Dokurnevič E, Bagdzevičienė R. An interaction of scientific standpoints in the sample of regional development
http://www.lrti.lt/veikla/RP_MokPozSav.doc
MacLeod D. Contemporary approaches of regional development. – http://www3.sympatico.ca/david.macleod/RGECDV.htm, 2000 12 15
Martinussen J. Society, state & market: a guide to competing theories of development. – Bangladesh: The University Press Limited, 1999. – 386p.
Sorensen T. Regional development: Some Issues for Policy Makers. – http://www.aph.gov.au/library/pubs/rp/1999-2000/2000rp26.htm, 2001 11 19
ARTICLES:
THE ROLE OF STRATEGIC PLANNING IN MANAGING LOCAL DEVELOPMENT
Antoni Kozuch
The University of Agriculture in Krakow, Poland
Zofia Koloszko – Chomentowska
Technical University of Bialystok, Poland
Abstract
Strategic planning is an element of the process of managing a commune aimed to develop a plan or programme generally defined as a development strategy for acommune. It plays an important role in the functioning and developing the commune. The commune development should be discussed in the context of local development, which means the process of socio-economic transformation in the commune territory. Strategy for a commune should be seen as a process of creating an environment for the development of small and medium-sized enterprises and the formation of alternative paths of development and development projects. It is also a process of perfecting the effectiveness, competitiveness and quality and the process of integrated management of resources.
Local development – its nature, goals and circumstances
Local development is to be understood as concerted and systemic actions of the local community, local government authorities and other entities operating in the commune to create new and improve existing conditions for the development of the local economy and to ensure spatial and environmental order [Brol, 1998, fasc. 785]. Local development is a long process conditioned by history, industrial, political and cultural traditions of local people. To a large extent it depends on the attitudes of the local community expressed by entrepreneurship and participation in decision-making management processes.
The main goal of local development is to achieve the maximum public prosperity within which the level of well-being should take into consideration current needs and offer opportunities to continue growth and meet future needs. Among the universal elements of local development the following are most frequently mentioned:
1) residents’ needs – which evolve with the progress of civilisation, appearing in the sphere of individual experience, and further in group experience, then enter the sphere of information addressed to decision-makers; they are met in the material sphere and through an increasing number and diversity of products and services which have no material affect; this results in development and a new quality is created as goods and services which were so far inexistent,
2) the needs of business entities – are factors of development along with residents’ needs;
3) assets and values of the natural environment – which are used for and stimulate the development of business activity and the living conditions of the population,
4) infrastructural management – which influences the costs of taking up and running activity and settlement of new residents; determining further development of a territorial unit,
5) economic, technical, staffing and research capacity – which may be a stimulus or act as a brake on development,
6) the level of education of the population, including skills and qualifications and the variety thereof; as the knowledge element is as important for development processes as traditional elements (work, land, capital),
7) cultural and industrial traditions, grass-root initiatives,
8) institutional resources – the institutions of the market environment, involving both public authorities and economic bodies and institutional forms of voluntary activity [Regulski, 1982, p. 37-41].
When implementing local development projects, one should not overlook the issue of balanced development, understood as the process of growth and change to ensure the meeting of existing needs without limiting the meeting of their needs by future generations [Klasik, 1998, fasc. 785]. This means the management of limited and exhaustible local resources, which will lead to the economic growth and the growing well-being of the local community without endangering the needs of
generations to come.
Local development is determined by a number of external factors which consists of the general economic policy of the state, credit and tax system, availability of means of production and organisational solutions. It also at the same time depends on local factors which significantly complement externalities, influence their effectiveness contribute to their specification and through the synergic effect bear results which cannot be achieved without the local element.
Self-government authorities are key actors role at the local level, by running far-reaching socio-economic policy, implementing new methods of activity, providing aid and inspiration and supporting initiatives of diverse community groups. The main components (areas) in the development process which are entrusted to the local government are: the planning and co-ordinating of local development, creating industrial zones, using local resources, financing and financial support to local development, local promotion and marketing and spatial planning connected with local development.
The management of local development relying on public authorities’ influencing local residents and the economy is an expression of self-government interventionism. It is necessary for the local development policy to overcome many institutional, systemic, competence and financial barriers. Considering the limited capacity for creating new jobs, a active role of self-government bodies lies chiefly in the creation of favourable conditions for entrepreneurship development.
A number of tasks which are exclusively in powers of the commune are associated with the management of the local economy, of which the most important are: 1) the voting of a budget of a commune as the main source for the funding for the tasks implemented by the commune, 2) voting of a local spatial development plan, being a model for commune spatial development, a systemic instrument to steer the commune development, binding on residents and economic operators, 3) voting
on economic programmes making up the strategy of commune development, 4) passing resolutions on property matters, taxation, incurring loans, taking up investment activity, taking over the tasks of state government administration and other bodies in matters connected with local development.
Direct economic activity has an important role as one of the many economic functions of territorial self-government. The activities of territorial self-government units as regards the creation of favourable conditions for the development of economic entities providing for the needs of the local community, and in particular creating a new model of services traditionally provided by the commune authorities on the commune territory are gaining special importance. This refers mainly to the increased indirect impact of the commune on the activity of business entities established in the commune which may be achieved through such activities as:
• approval of local spatial development plans and deciding on the terms of construction and land development;
• land and premises management (sale, perpetual usufruct, renting, lease and lending to use, organising and running open and covered markets);
• granting permits for the removal, utilisation and disposal municipal waste, running animal shelters;
• participation in setting prices for the use of public utilities (water and electricity supply, sewerage system, waste deposits etc.),
• providing rules of operation in accordance with environmental protection laws and influencing the situation by using tax law instruments by setting the public legal charges in the form of local taxes and charges.
Strategy as an instrument of managing local development
The commune development should be considered in terms of local development. It is a process of transformation on the institutional territory of the commune under the jurisdiction of the territorial self-government authority. In this process local authorities, institutions and organizations, as well as private individuals, are empowered to use local resources and opportunities and to carry out activities in various areas to the benefit of the local community. The commune development is influenced by various factors. They may be local (some of which depend on the local authority), whilst others are external and do not depend on the local authorities and community but they nevertheless influence their situation [Nowinska, 1997, p. 42].
An important role in the functioning and development of a commune is played by a plan or programme, generally known as the “commune development strategy” or “a strategy of the commune economic development”. The commune strategy means the mobilisation of all the power of local structures in the form of long-term and large-scale planning to ensure the commune’s development success. Thus it is a horizontal approach to development issues as it encompasses economic, social,
cultural, spatial and environmental issues reflecting the structure of the commune
economy by sectors and branches.
The strategy contains a sequence of activities targeted at long-term goals through activities in the sphere of operational goals, tasks and implementation projects. These measures are targeted at various spheres of development and the functioning of territorial units by which the strategy is a comprehensive document encompassing all areas of the functioning and development of territorial units. The complexity of commune development (multidimensional changes and the multitude of factors influencing these changes) makes the building of commune development strategy a complex process, as it involves making a list of strategic goals and activities expressed in development plans which may contain options for various strategic solutions [Nowinska, 1997, p. 44].
Generally speaking, a strategy should address the question as to what should be done to make the commune operate and develop in the future while meeting the needs of its residents at the optimal level, considering the existing framework for these activities:
• the binding systemic and legal, as well as the finance regulatory environment (laws and regulations);
• the country’s socio-economic situation;
• international determinants including those implied by the integration with the EU;
• the amount of budgetary revenues (budgetary resources);
• the activity, innovativeness and effectiveness of local government authorities, staff and organisational units of territorial self-government;
• the situation of the natural environment and spatial planning;
• the need to protect the assets and resources of the natural and cultural heritage and to prevent its deterioration [Zalewski, 2005, p. 105].
The structure of the development of a strategy may be presented as follows (table 1). A commune strategy should be seen as a process of creating an environment for the development of SMEs and building a framework for cooperation between the public and the private sector, fostering development and formulating options for development directions and development projects, an action programme set in the context of regional and local self-governance and a process of transfer of knowledge and exchange of information between the local community and commune authorities. it is a process of perfecting the effectiveness, competitiveness and quality, involving an integrated management of resources.
Conclusions
Strategic planning in a commune is an expression of systematic and rational governance by local authorities in order to provide for the best possible environment for the local community, following the needs and preferences and the systems of values shared by residents, as well to enhance the competitiveness of this unit in line with the principle of balanced development.
According to the current systemic solutions, the greatest powers for organising, forming, supporting and coordinating development processes are given to commune self-governments. Due to this they may fully use strategic planning to control local development processes in favour of the sound management of public funds. The sound expenditure of public funds means they are disbursed in an effective and efficient manner. Investment policy determining investment projects and the sources of financing using a multi-year investment plan, activity-based budget, is favourable for both meeting the needs of the local community to a growing extent to a batter qualitative standard.
The role of strategic planning in managing local development
http://baitas.lzuu.lt/~mazylis/julram/8/222.pdf
TOURISM AND ITS SIGNIFICANCE IN LOCAL DEVELOPMENT
Michigan State University
Alexander, Phil
Tourism Educational Materials
Tourists are everywhere. All year long, people travel to new places and engage in new activities, or return to favorite areas for fun and relaxation. People are also acquiring more income and leisure time, resulting in wider interests and an increased desire to travel. They journey to every part of our state, constantly looking for new places to visit, new sights to see, and new things to do.
Every community can attract tourists, but some have more potential than others due to famous attractions or proximity to a well known event. As you explore your community's tourism potential, compare it with the other natural resource based industries that may attract tourists, such as agriculture, forestry, mining, and oil exploration.
Many factors need to be evaluated when community leaders design their master plan for local development. These factors include land use, transportation, education, utilities, fire and police protection, government regulations, labor, housing, and commercial and industrial activity. Communities are continuously searching for ways to raise their standard of living, and tourism development is one way to help achieve that goal. Three main components to consider when developing tourism opportunities include the economic, social, and environmental impact. All three interact with each other at the same time and should be viewed as one big picture.
TOURISM AND YOUR COMMUNITY
BENEFITS TO THE COMMUNITY
Tourism helps a community become more attractive and prosperous. It is more attractive because a community must be appealing to draw and satisfy visitors, and it is more prosperous because these visitors spend money. Visitors who enjoy and appreciate a community are likely to spend money, recommend it to friends, and come back again. That's the formula for success: Get them TO STOP, TO STAY (as long as possible), TO SPREAD THE WORD, and TO RETURN.
Like any business or industry, tourism needs the moral and financial support of the entire community. Although certain businesses, such as motels, resorts, gift shops, retail stores, attractions, service stations, and places of entertainment receive the direct bulk of the tourist dollars, other businesses benefit too.
Visitors are also potential investors in a community. A visitor who likes a community may choose to relocate a business in it, purchase property in the community, or even take up permanent residence. New blood and new investments stimulate the economic growth of a community.
Tourism often makes services available to residents that the community could not otherwise support. Activities that local citizens can enjoy which are heavily subsidized by tourist spending include ports facilities, theater, fine dining, and increased shopping selections.
COST AND LIABILITIES OF TOURISM
In considering the costs of tourism to the community you should identify all of the facilities provided and services performed by public agencies for the community and consider how they are affected by tourism. These may be divided into several categories:
transportation access to the community local public works, such as roads and streets parking informational signs water supply sewage and trash disposal public restrooms public safety, such as police and fire protection public education public health and welfare.
Operational costs occur once the tourism program of a community grows to the size and stature that requires formal administration. These costs include promotional costs, commissions and association costs, survey costs for feasibility and impact studies, fund raising costs, and
office costs for office space, supplies, and personnel. The development and maintenance of a tourism industry puts demands on public services and imposes costs on local
residents. These demands and costs are not without benefit to local residents, but careful assessment of the costs and benefits should occur before making development decisions.
CONCLUSION
We tend to think of tourists as special kinds of people, often categorized or stereotyped. However, tourists are ordinary people away from home. Remember that anytime you are out of your community, YOU too are a tourist. We need to think of tourist as guests and visitors.
As a tourist center becomes more popular, word spreads quickly that it is an attractive, hospitable, and satisfying place to visit. Communities which best prepare for tourists will benefit most. Good advance planning will maximize benefits while minimizing costs associated with a community's tourism industry.
Tourism offers a wide range of opportunities for Michigan communities. Through good planning, you can explore the advantages and disadvantages, implement the things that are right for your situation, and evaluate the impacts. Tourism development may not solve all your problems, but it can provide jobs, diversify the local economy, and improve the quality of life.
Tourism development, when based on local culture, environment, and heritage, will complement other local attributes.
Each community can accept changes to a certain limit without excessively altering the quality of life in the community. These limits, which vary from community to community, are determined by attitudes of local residents and must not exceed the limits which adversely affect the quality of community life.
The attitude of the community's residents is an important feature of tourism development. A hostile or indifferent community does not attract visitors. Tourists want to be treated well during their stay. Members of a community may try to resist any local developments, or may only see the
negative, rather than the positive side of tourism. You must make certain that community residents are well informed as to the economic, social, and environmental enrichment benefits of tourism before you begin development. Residents should have the opportunity to make rational decisions to support such community development.
Further discussion on tourism planning, development, and assistance is covered in other bulletins in this tourism series.
Tourism and its significance in local development http://web1.msue.msu.edu/imp/modtd/33500046.html
(Dianne Dredge, John Jenkins, Tourism planning and policy, 2007)
Local tourism planning and policy was focused principally on the roles, responsibilities and influences on local government. For our purposes we interpreted local tourism planning and policy as facing place at the scale that reflects local relationships between government, business and communities. However, planners and policy-makers need to be interpreted differently by state and that sensitivity to their interpretations is essential.
AN INTERACTION OF SCIENTIFIC STANDPOINTS IN THE SAMPLE OF REGIONAL DEVELOPMENT
Many debates in the world society are about how to find an optimal state for the region. It is because of the luck of united variables defining such state. That is why on regional level the development process must be analyzed from different aspects taking into account essential principles of development.
Three aspects of regional development process are emphasized in the article: social, natural and economic. A social aspect underlines the importance of increased welfare and human development and stresses cultural variables (identities, ‘mentalities’, political culture and the like), which have found more widespread attention. A natural aspect can be summarized under three headings: the existence of absolute advantages, a significant reduction of economic uncertainty for investors derived from absolute advantages and massive inflow of foreign investments to the region. The most important economic aspect can be defined by different economic indicators: production and consumption quantities, GNP, income level per capita, changes in economic structure and the like.
An evaluation of regional development process will be not complete without essential principles of regional development: stability (enough time for potential reproduction in the region), balance (specific elements proportion of regional potential) and social orientation (an evaluation of regional problems by their influence on the level and quality of the life).
According to analyzed scientific standpoints a graphic sample of regional development process is shown in the article. It has a house form with ‘basement’ - human capital and social aspect of regional development and ‘inside’ - economic development. Such ‘house’ is built on competing advantages of the region. A sample emphasizes how important to keep proportions and consequences in the process of regional development.
Dokurnevič E, Bagdzevičienė R. An interaction of scientific standpoints in the sample of regional development
http://www.lrti.lt/veikla/RP_MokPozSav.doc
MacLeod D. Contemporary approaches of regional development. – http://www3.sympatico.ca/david.macleod/RGECDV.htm, 2000 12 15
Martinussen J. Society, state & market: a guide to competing theories of development. – Bangladesh: The University Press Limited, 1999. – 386p.
Sorensen T. Regional development: Some Issues for Policy Makers. – http://www.aph.gov.au/library/pubs/rp/1999-2000/2000rp26.htm, 2001 11 19
ARTICLES:
THE ROLE OF STRATEGIC PLANNING IN MANAGING LOCAL DEVELOPMENT
Antoni Kozuch
The University of Agriculture in Krakow, Poland
Zofia Koloszko – Chomentowska
Technical University of Bialystok, Poland
Abstract
Strategic planning is an element of the process of managing a commune aimed to develop a plan or programme generally defined as a development strategy for acommune. It plays an important role in the functioning and developing the commune. The commune development should be discussed in the context of local development, which means the process of socio-economic transformation in the commune territory. Strategy for a commune should be seen as a process of creating an environment for the development of small and medium-sized enterprises and the formation of alternative paths of development and development projects. It is also a process of perfecting the effectiveness, competitiveness and quality and the process of integrated management of resources.
Local development – its nature, goals and circumstances
Local development is to be understood as concerted and systemic actions of the local community, local government authorities and other entities operating in the commune to create new and improve existing conditions for the development of the local economy and to ensure spatial and environmental order [Brol, 1998, fasc. 785]. Local development is a long process conditioned by history, industrial, political and cultural traditions of local people. To a large extent it depends on the attitudes of the local community expressed by entrepreneurship and participation in decision-making management processes.
The main goal of local development is to achieve the maximum public prosperity within which the level of well-being should take into consideration current needs and offer opportunities to continue growth and meet future needs. Among the universal elements of local development the following are most frequently mentioned:
1) residents’ needs – which evolve with the progress of civilisation, appearing in the sphere of individual experience, and further in group experience, then enter the sphere of information addressed to decision-makers; they are met in the material sphere and through an increasing number and diversity of products and services which have no material affect; this results in development and a new quality is created as goods and services which were so far inexistent,
2) the needs of business entities – are factors of development along with residents’ needs;
3) assets and values of the natural environment – which are used for and stimulate the development of business activity and the living conditions of the population,
4) infrastructural management – which influences the costs of taking up and running activity and settlement of new residents; determining further development of a territorial unit,
5) economic, technical, staffing and research capacity – which may be a stimulus or act as a brake on development,
6) the level of education of the population, including skills and qualifications and the variety thereof; as the knowledge element is as important for development processes as traditional elements (work, land, capital),
7) cultural and industrial traditions, grass-root initiatives,
8) institutional resources – the institutions of the market environment, involving both public authorities and economic bodies and institutional forms of voluntary activity [Regulski, 1982, p. 37-41].
When implementing local development projects, one should not overlook the issue of balanced development, understood as the process of growth and change to ensure the meeting of existing needs without limiting the meeting of their needs by future generations [Klasik, 1998, fasc. 785]. This means the management of limited and exhaustible local resources, which will lead to the economic growth and the growing well-being of the local community without endangering the needs of
generations to come.
Local development is determined by a number of external factors which consists of the general economic policy of the state, credit and tax system, availability of means of production and organisational solutions. It also at the same time depends on local factors which significantly complement externalities, influence their effectiveness contribute to their specification and through the synergic effect bear results which cannot be achieved without the local element.
Self-government authorities are key actors role at the local level, by running far-reaching socio-economic policy, implementing new methods of activity, providing aid and inspiration and supporting initiatives of diverse community groups. The main components (areas) in the development process which are entrusted to the local government are: the planning and co-ordinating of local development, creating industrial zones, using local resources, financing and financial support to local development, local promotion and marketing and spatial planning connected with local development.
The management of local development relying on public authorities’ influencing local residents and the economy is an expression of self-government interventionism. It is necessary for the local development policy to overcome many institutional, systemic, competence and financial barriers. Considering the limited capacity for creating new jobs, a active role of self-government bodies lies chiefly in the creation of favourable conditions for entrepreneurship development.
A number of tasks which are exclusively in powers of the commune are associated with the management of the local economy, of which the most important are: 1) the voting of a budget of a commune as the main source for the funding for the tasks implemented by the commune, 2) voting of a local spatial development plan, being a model for commune spatial development, a systemic instrument to steer the commune development, binding on residents and economic operators, 3) voting
on economic programmes making up the strategy of commune development, 4) passing resolutions on property matters, taxation, incurring loans, taking up investment activity, taking over the tasks of state government administration and other bodies in matters connected with local development.
Direct economic activity has an important role as one of the many economic functions of territorial self-government. The activities of territorial self-government units as regards the creation of favourable conditions for the development of economic entities providing for the needs of the local community, and in particular creating a new model of services traditionally provided by the commune authorities on the commune territory are gaining special importance. This refers mainly to the increased indirect impact of the commune on the activity of business entities established in the commune which may be achieved through such activities as:
• approval of local spatial development plans and deciding on the terms of construction and land development;
• land and premises management (sale, perpetual usufruct, renting, lease and lending to use, organising and running open and covered markets);
• granting permits for the removal, utilisation and disposal municipal waste, running animal shelters;
• participation in setting prices for the use of public utilities (water and electricity supply, sewerage system, waste deposits etc.),
• providing rules of operation in accordance with environmental protection laws and influencing the situation by using tax law instruments by setting the public legal charges in the form of local taxes and charges.
Strategy as an instrument of managing local development
The commune development should be considered in terms of local development. It is a process of transformation on the institutional territory of the commune under the jurisdiction of the territorial self-government authority. In this process local authorities, institutions and organizations, as well as private individuals, are empowered to use local resources and opportunities and to carry out activities in various areas to the benefit of the local community. The commune development is influenced by various factors. They may be local (some of which depend on the local authority), whilst others are external and do not depend on the local authorities and community but they nevertheless influence their situation [Nowinska, 1997, p. 42].
An important role in the functioning and development of a commune is played by a plan or programme, generally known as the “commune development strategy” or “a strategy of the commune economic development”. The commune strategy means the mobilisation of all the power of local structures in the form of long-term and large-scale planning to ensure the commune’s development success. Thus it is a horizontal approach to development issues as it encompasses economic, social,
cultural, spatial and environmental issues reflecting the structure of the commune
economy by sectors and branches.
The strategy contains a sequence of activities targeted at long-term goals through activities in the sphere of operational goals, tasks and implementation projects. These measures are targeted at various spheres of development and the functioning of territorial units by which the strategy is a comprehensive document encompassing all areas of the functioning and development of territorial units. The complexity of commune development (multidimensional changes and the multitude of factors influencing these changes) makes the building of commune development strategy a complex process, as it involves making a list of strategic goals and activities expressed in development plans which may contain options for various strategic solutions [Nowinska, 1997, p. 44].
Generally speaking, a strategy should address the question as to what should be done to make the commune operate and develop in the future while meeting the needs of its residents at the optimal level, considering the existing framework for these activities:
• the binding systemic and legal, as well as the finance regulatory environment (laws and regulations);
• the country’s socio-economic situation;
• international determinants including those implied by the integration with the EU;
• the amount of budgetary revenues (budgetary resources);
• the activity, innovativeness and effectiveness of local government authorities, staff and organisational units of territorial self-government;
• the situation of the natural environment and spatial planning;
• the need to protect the assets and resources of the natural and cultural heritage and to prevent its deterioration [Zalewski, 2005, p. 105].
The structure of the development of a strategy may be presented as follows (table 1). A commune strategy should be seen as a process of creating an environment for the development of SMEs and building a framework for cooperation between the public and the private sector, fostering development and formulating options for development directions and development projects, an action programme set in the context of regional and local self-governance and a process of transfer of knowledge and exchange of information between the local community and commune authorities. it is a process of perfecting the effectiveness, competitiveness and quality, involving an integrated management of resources.
Conclusions
Strategic planning in a commune is an expression of systematic and rational governance by local authorities in order to provide for the best possible environment for the local community, following the needs and preferences and the systems of values shared by residents, as well to enhance the competitiveness of this unit in line with the principle of balanced development.
According to the current systemic solutions, the greatest powers for organising, forming, supporting and coordinating development processes are given to commune self-governments. Due to this they may fully use strategic planning to control local development processes in favour of the sound management of public funds. The sound expenditure of public funds means they are disbursed in an effective and efficient manner. Investment policy determining investment projects and the sources of financing using a multi-year investment plan, activity-based budget, is favourable for both meeting the needs of the local community to a growing extent to a batter qualitative standard.
The role of strategic planning in managing local development
http://baitas.lzuu.lt/~mazylis/julram/8/222.pdf
TOURISM AND ITS SIGNIFICANCE IN LOCAL DEVELOPMENT
Michigan State University
Alexander, Phil
Tourism Educational Materials
Tourists are everywhere. All year long, people travel to new places and engage in new activities, or return to favorite areas for fun and relaxation. People are also acquiring more income and leisure time, resulting in wider interests and an increased desire to travel. They journey to every part of our state, constantly looking for new places to visit, new sights to see, and new things to do.
Every community can attract tourists, but some have more potential than others due to famous attractions or proximity to a well known event. As you explore your community's tourism potential, compare it with the other natural resource based industries that may attract tourists, such as agriculture, forestry, mining, and oil exploration.
Many factors need to be evaluated when community leaders design their master plan for local development. These factors include land use, transportation, education, utilities, fire and police protection, government regulations, labor, housing, and commercial and industrial activity. Communities are continuously searching for ways to raise their standard of living, and tourism development is one way to help achieve that goal. Three main components to consider when developing tourism opportunities include the economic, social, and environmental impact. All three interact with each other at the same time and should be viewed as one big picture.
TOURISM AND YOUR COMMUNITY
BENEFITS TO THE COMMUNITY
Tourism helps a community become more attractive and prosperous. It is more attractive because a community must be appealing to draw and satisfy visitors, and it is more prosperous because these visitors spend money. Visitors who enjoy and appreciate a community are likely to spend money, recommend it to friends, and come back again. That's the formula for success: Get them TO STOP, TO STAY (as long as possible), TO SPREAD THE WORD, and TO RETURN.
Like any business or industry, tourism needs the moral and financial support of the entire community. Although certain businesses, such as motels, resorts, gift shops, retail stores, attractions, service stations, and places of entertainment receive the direct bulk of the tourist dollars, other businesses benefit too.
Visitors are also potential investors in a community. A visitor who likes a community may choose to relocate a business in it, purchase property in the community, or even take up permanent residence. New blood and new investments stimulate the economic growth of a community.
Tourism often makes services available to residents that the community could not otherwise support. Activities that local citizens can enjoy which are heavily subsidized by tourist spending include ports facilities, theater, fine dining, and increased shopping selections.
COST AND LIABILITIES OF TOURISM
In considering the costs of tourism to the community you should identify all of the facilities provided and services performed by public agencies for the community and consider how they are affected by tourism. These may be divided into several categories:
transportation access to the community local public works, such as roads and streets parking informational signs water supply sewage and trash disposal public restrooms public safety, such as police and fire protection public education public health and welfare.
Operational costs occur once the tourism program of a community grows to the size and stature that requires formal administration. These costs include promotional costs, commissions and association costs, survey costs for feasibility and impact studies, fund raising costs, and
office costs for office space, supplies, and personnel. The development and maintenance of a tourism industry puts demands on public services and imposes costs on local
residents. These demands and costs are not without benefit to local residents, but careful assessment of the costs and benefits should occur before making development decisions.
CONCLUSION
We tend to think of tourists as special kinds of people, often categorized or stereotyped. However, tourists are ordinary people away from home. Remember that anytime you are out of your community, YOU too are a tourist. We need to think of tourist as guests and visitors.
As a tourist center becomes more popular, word spreads quickly that it is an attractive, hospitable, and satisfying place to visit. Communities which best prepare for tourists will benefit most. Good advance planning will maximize benefits while minimizing costs associated with a community's tourism industry.
Tourism offers a wide range of opportunities for Michigan communities. Through good planning, you can explore the advantages and disadvantages, implement the things that are right for your situation, and evaluate the impacts. Tourism development may not solve all your problems, but it can provide jobs, diversify the local economy, and improve the quality of life.
Tourism development, when based on local culture, environment, and heritage, will complement other local attributes.
Each community can accept changes to a certain limit without excessively altering the quality of life in the community. These limits, which vary from community to community, are determined by attitudes of local residents and must not exceed the limits which adversely affect the quality of community life.
The attitude of the community's residents is an important feature of tourism development. A hostile or indifferent community does not attract visitors. Tourists want to be treated well during their stay. Members of a community may try to resist any local developments, or may only see the
negative, rather than the positive side of tourism. You must make certain that community residents are well informed as to the economic, social, and environmental enrichment benefits of tourism before you begin development. Residents should have the opportunity to make rational decisions to support such community development.
Further discussion on tourism planning, development, and assistance is covered in other bulletins in this tourism series.
Tourism and its significance in local development http://web1.msue.msu.edu/imp/modtd/33500046.html
Local Development good practises
Lithuanian Destination of Excellence-2008 Brief description of the projects
http://tourism.lt/
http://tourism.lt/
Local Development Policies
Tourism Development National Programmme for 2007-2013 (LITHUANIA)
http://www3.lrs.lt/pls/inter3/dokpaieska.showdoc_l?p_id=325084&p_query=&p_tr2=
http://www3.lrs.lt/pls/inter3/dokpaieska.showdoc_l?p_id=325084&p_query=&p_tr2=
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