The Ministry of Tourism has implemented various measures to respond to the COVID‑19 crisis. Short-term measures focused on public health issues and initiatives to mitigate the economic and social impact of the crisis on businesses and workers (over EUR 2.3 billion). These included economic stimulus packages to provide financial liquidity, fiscal and tax relief measures to companies along the tourism supply chain and income continuity for tourism workers.
Italy’s National Recovery and Resilience Plan (NRRP) was developed in line with the Strategic Tourism Plan 2017‑22 and presents a strategic framework to face the structural challenges of the sector while adapting national tourism strategies to the policy context emerging after the COVID‑19 crisis. In this context, the NRRP is the main medium to long-term strategic document guiding the development of the tourism sector during the period 2021‑26.
The Strategic Tourism Plan 2017‑22 is receiving an update in 2022. While digital transformation was included in the 2017‑22 plan, the COVID‑19 crisis highlighted that low levels of digitalisation are a key limiting factor for the competitiveness and resilience of operators.
The crisis also highlighted the necessity to address the fragmentation of the Italian tourism ecosystem, particularly the regional differences, including the gap between large and small attractions and operators of the supply chain. There is a need to invest in training programmes directed at SMEs, support them in the digitalisation of their offer, increase competitiveness and productivity, and provide tools that address inclusion and sustainability in the provision of services.
For these reasons, a revision and updating of strategies became necessary. Priority pillars for the New Strategic Plan 2023‑27 are:
A shared governance and monitoring model: as tourism is constitutionally a subject of residual competence for regions, there is a need for an increased focus on a shared model of governance and monitoring. This aims to create and consolidate a participatory and effective decision-making process, ensuring continuity of action even in emergencies due to outside factors.
Digital tourism: this pillar concerns the digitalisation and innovation of the tourism ecosystem and the implementation of projects such as the Tourism Digital Hub. Digitalisation affects the entire supply and value chains of the tourism product. It must arise through a process of sharing better transition experiences from a ‘classic’ type of tourism to an ‘innovative’ tourism. This is also made available through SME incubation tools at the community level.
A sustainable and integrated tourism system: this pillar involves promoting culturally and environmentally sustainable growth. The tourism model should incorporate circularity, protection of biodiversity, and access to sustainable transport and contribute to the Green Deal’s decarbonisation objectives and a more sustainable global economy.
This pillar includes ‘proximity tourism’, the promotion of sustainable tourist transportation, intermodality and facilitating local public transport access for tourists, the exchange of experiences between different localities and territories on sustainable tourism models and support for the adoption of circular economy models and sustainable waste management systems in tourist destinations.
Tourism for all, in terms of safety, accessibility and quality: this pillar requires encouraging the recovery and growth of the individual and the community. Tourism is a powerful tool for developing communities and enhancing heritage and territorial specificities. It is an important driving force for retaining and attracting jobs and businesses.
Quality must be sought in the product offered at any level, with a particular focus on the high-end range, to enhance - from a tourist perspective - manufacturing excellence and the traditions of making. The main tourist products (e.g. MICE tourism, wellness tourism, health tourism, ecotourism, school tourism, cultural and religious tourism, and tourism for shopping) are covered in this strategic category.
Offering a high-level education: offering training through an in-depth study of existing courses and new thematic specialisation schools (e.g. mountain, marine and cultural offers). This includes training in the fields of hospitality, attraction and tourism organisation at a high level. Training paths from vocational schools to technical high schools, universities and postgraduate programmes must be clearly traced.
To draft the new Strategic Plan, thematic working tables involving different stakeholders will be established to examine each of the five strategic lines of the Plan.
