T.2. The Action Plan

for demonstrative action

Corfu Port Authority

Document Control Sheet

Project number: ADRION 671

Project acronym INTERPASS Project Title Intermodal Passengers Connectivity between Ports and Airports

Start of the project 01/01/2018

Duration 24 months

T2.1 – Elaboration of Action plans and implementation of testing Related activity: actions The Action Plan – Corfu Port Authority Deliverable name:

Type of deliverable Report

Language English

Work Package Title The Action Plan for demonstrative action Work Package number T2

Work Package Leader ADSPMAM

Status Final Version Author (s) Corfu Port Authority S.A.

Version 1.1

Due date of deliverable 24th October 2018 First draft: 31.01.2019

Final delivery date 17.03.2019

CONTENT

1. INTRODUCTION ...... 1

2. THE TERRITORIAL, ECONOMIC AND LOGISTIC CONTEXT OF THE SITE ...... 2

3. DESCRIPTION OF THE SITE AND ITS MAIN NEEDS ...... 36

4. THE ROLE OF THE SITE IN LOCAL NETWORKS AND IN THE TEN-T NETWORK ...... 44

5. THE INTERNATIONAL INVESTIGATION AND CAPITALISATION MANUAL ...... 45

6. THE DESCRIPTION OF THE INTERVENTION ...... 47

7. RECOVERY PLAN ...... 50

8. THE INVESTMENT AND THE MANAGEMENT COSTS ...... 54

9. INVOLVED SUBJECTS AND STAKEHOLDERS ...... 56

10. CONCLUSION ...... 56

1. INTRODUCTION

Intermodal Passengers Connectivity between Ports and Airports (INTER-PASS) is a project approved under the INTERREG V-B Adriatic-Ionian Transnational Cooperation Programme 2014-2020. The programme is funded by the European Regional Development Fund under the European Territorial Cooperation objective, which provides support to regional cooperation between countries of the Adriatic-Ionian Region during the programming period 2014-2020.

The project will be implemented by 8 project partners and one associated partner. The project has started in January 2018 and it is expected to be finished in December 2019. The total budget approved for the project amounts to 1.498.568 EUR, 85% of which is co-financed through the ERDF fund (European Regional Development Fund).

Within the Adriatic-Ionian Region there are many maritime cities which have to deal with a very high number of passengers during the peak season and in which cruise tourism is an important factor of regional and local development. However, most of these “homeports” for cruisers & ferries are suffering from a lack of integration within various modes of transport, especially with regional airports.

The overall objective of the INTER-PASS project is to enhance the intermodal connections between ports and airports in the Adriatic–Ionian Region in order to improve the processing of passengers, mainly cruise tourists and travellers reaching tourist destinations located on Adriatic and Ionian costs during the peak season.

The project will produce 3 specific outputs: 1. Cooperation networks on intermodal and multimodal connectivity between ports and airports located in the Adriatic-Ionian Region. The network will be a place where partners and other stakeholders will exchange knowledge on innovative solutions (techniques, methods, operating codes etc.) that could be easily and successfully adapted in the Adriatic-Ionian context. 2. An action plan for each territory which will define solutions to be tested and implemented in involved cities. The testing of 4 identified solutions to be implemented in Dubrovnik, Pula, Bari and Corfu during the Summer of 2019 with the objective to significantly speed up the tourist processing between ports and airports. 3. Elaboration of a joint Integrated Strategic Plan for multimodal passenger transportation between ports and airports to be shared with other ports, airports, and authorities located in the Adriatic- Ionian Region

Within the project, as part of second technical work package, Action plan for implementing pilot action needs to be implemented in every project region (4 action plans). Hereafter is presented Action plan for Dubrovnik region.

1

2. THE TERRITORIAL, ECONOMIC AND LOGISTIC CONTEXT OF THE SITE

Territorial aspects

This unit offers a description of the main geographical, morphological and climatic data of the Prefecture of Corfu. The demographic features of Corfu and of the Ionian Islands region follows.

Geographic, Morphological and Climatic Features of the Prefecture of Corfu The Prefecture of Corfu is located in the central Mediterranean basin and is at the most northern point of the Ionian Sea, at the entrance of the Adriatic Sea. To its east, Corfu is surrounded by the coast of Epirus and south-west Albania, whereas it faces southern Italy to the west.

The total area amounts to 638 km2 accounting for 27.3% of the Ionian Islands’ region, and also accounts for 0.5% of the country’s total area.

Corfu’s geomorphology is divided into three zones: northern, central and southern. The north part features the highest mountains, which form a natural boundary separating the central and north parts. The highest peak is Pantokratoras. Generally, the largest part of the island is characterized by milder terrain with tree- covered hills that usually end in sandy coasts.

Furthermore, in the north part, there is an important fertile lowland area, which has a high fertility index. The central part is plain, but not united nor flat, as it is crossed by a series of hills covered in lush vegetation. The lowlands in the eastern part are highly fertile in contrast to the west part, which would be described as moderately arable and fertile. Most of the southern part of the island is flat with moderately fertile soil.

Paxi, consists of a group of small Islands and islets, the largest of which are Paxos and Antipaxos, which are located seven miles south of Corfu. The two islands cover 19 km2 and 3 km2 respectively. They are just eight miles away from the coast of Epirus and 12 miles from Parga.

The coasts on the eastern part of Paxos are smooth, while the coasts on the western part are steeper, featuring spectacular natural formations such as caves, arches, domes and vertical cliffs. Gai is the administrative center, Lakka is located on the north side, and picturesque Loggos is on the east side. Paxos has a large olive grove and Antipaxos has a large vineyard. Corfu has a temperate Mediterranean climate of year-round sunshine, relatively high humidity and low-power winds.

2

Demographics

According to the results from the latest census of the Hellenic Statistical Authority (EL.STAT) in the Regional Unit of Corfu (RUC), including that of the Municipality of Paxi, 104,371 permanent residents are recorded. Based on this, RUC is slightly below the average among all Regional Unit (RU) of the whole country (Table 1- 1).

Table 1.1. Population of Greece per Regional Unit (RU)

Population of Greece per RU No Regional Unit Population No Regional Unit Population 1 Attica 3,828,434 27 Rodopi 112,039 2 Thessaloniki 1,110,551 28 Xanthi 111.222 3 Achaia 309,694 29 Chalkidiki 105,908 4 Heraklion 305,490 30 Corfu 104,371 5 Larisa 284,325 31 Drama 98,287 6 Evia 210,815 32 Argolida 97,044 7 Aitoloakarnania 210,802 33 Laconia 89,138 8 Magnesia 203,808 34 Arcadia 86,685 9 DodecaneseMagnesia 190,770 35 Lesvos 86,436 10 Serres 176,430 36 Rethimno 85,609 11 Ioannina 167,901 37 Kilkis 80,419 12 Messinia 159,954 38 Lasithi 75,381 13 Ilia 159,300 39 Arta 67,877 14 Fthiotida 158,231 40 Preveza 57,491 15 Chania 156,585 41 Chios 52,674 16 Kozani 150,196 42 Florina 51,414 17 Evros 147,947 43 Kastoria 50,322 18 Corinthos 145,082 44 Thesprotias 43,587 19 Imathias 140,611 45 Zante 40,759 20 Pella 139,680 46 Fokida 40,343 21 Trikala 131,085 47 Kefalonia 35,801 22 Pieria 126,698 48 Samos 32,977 23 Kavala 124,917 49 Grevena 31,757 24 Cyclades 124,109 50 Lefkada 23,693 25 Viotias 117,920 51 Evritania 20,081 26 Karditsa 113,544 52 Limnos 17,262 - Mount Athos Total in Greece 10,861,286

Source: ELSTAT (Census 2011)

Observing the evolution of the population as presented in Table 1-2, the total population of the Regional Unit of Corfu since 1981 has increased, with the highest increase being noted in the decades of 1981- 1991. However, during the period 2001- 2011, the population of Corfu fell at a rate far greater than that of the

3

Ionian Islands Region (-6.04% vs. -0.84%), and the country as a whole (-6.04% vs. -1.34%). As a result, since 1981 to 2011, the population of RUC has only increased by 4.92%.

Table 1-2 Evolution of Population

Total Population Average Annual Rate of Change Regional Unit 1981 1991 2001 2011 1981-1991 1991-2001 2001-2011

8,115 3,489 -6.710 Corfu 99,477 107,592 111,081 104,371 (8,15%) (3,24%) (-6.04%)

Ionian Islands 11,083 15,874 -1.753 182,651 193,734 209,608 207,855 Region (6,07%) (8.19%) (-0.84%)

519,483 704,120 -147,734 Greece 9,740,417 10,259,900 10,964,020 10,816,286 (5.33%) (6.86%) (-1.34%)

Source: ELSTAT

At least 50% (average 53.25%) of the population of the Ionian Islands Region was usually residing in Corfu (in 1991, 56% of the population were residents of Corfu, the highest rate recorded during the last four censuses). However, from 1991 onwards, the percentage of those living in Corfu, in relation to the entire Ionian Islands Region, is constantly decreasing, reaching 50% in the 2011 census which is the lowest rate recorded in the last 30 years (Table 1-3).

Table 1-3 Demographic Changes in Corfu During the Period 1981 – 2011

Population Rate of Change Rate of Participation of the Average Regional Population per Prefecture in the 1981-2011 Rate of Unit RII Change 1981/1991 1991/2001 2001/2011 1981 1991 2001 2011 Average

Corfu 8.15% 3.24% -6.04% 1.78% 54% 56% 53% 50% 53.25% Ionian Islands 6.07% 8.19% -0.84% 4.47% Region (RII)

Greece 5.33% 6.86% -1.34% 3.62%

Source: EL.STAT (Census 1981 1991, 2001 & 2011) Despite the decline presented in the last census, the density of the national population (around 166 inhabitants km2 in Corfu and 74 in Paxos), remains greater than the country’s average, making the area the third largest among the most densely populated areas in the country. According to the 2011 Corfu census, the urban population reached 37% of the total and is located mainly in the Municipal Units of Corfu and Lefkimmi. In the remaining Municipal Units and communities, the population is classified as rural, and

4

constitutes about 60.5% of the population. This can be seen in Figure 1-4 below, which shows that the city of Corfu can be termed as an ‘intermediate state’.

Figure 1-1 Greece - Degree of Urbanization 2011

Source: Eurostat

Last but not least, by assessing the data of the Hellenic Statistic Authority regarding the evolution of the composition of Corfu population, one may notice that the percentage of natives (during the period 1981 to 2001) remains stable, while the proportion of foreigners, coming mainly from the Balkan Peninsula has tripled. There are thousands of economic immigrants, mainly Albanian, most of which live permanently with their families. In Corfu, there is also a significant number of residents with ‘special social characteristics’ such as Gypsies (mainly located in the Parelion Municipality).

Economic aspects

5

The present unit analyzes the key macroeconomic features of the Region of the Ionian Islands, and more specifically, Corfu. This data is very important as it aids in reflecting on the evolution of the economic development of the region, and in determining the direction of local development trends.

Productive Structure of the Ionian Islands Region

In the context described above, the productive structure of the Ionian Islands Region is outlined, with a main focus on the area of interest; Corfu. The following figure (1.2), presents the productive structure of the region, according to the Hellenic Statistical Authority (EL.STAT.).

6

Figure 1-2. Productive Structure of the Ionian Islands Region

*2012: Provisional figures at current prices

Source: EL.STAT.

7

Figure 3.1 shows the involvement of different sectors in the formation of the regional gross value added1 according to the latest available data of EL.STAT. Aiming at the better reflection of this indicator’s evolution, the data presented regards three key years; 2001, 2009 (launch of the economic crisis) and 2012, when the economic crisis reached its peak.

In the period 2009-2012, it is clearly noted that the major sectors of regional – local economy are weakened. Such sectors are ‘public administration and defense, compulsory social security, education, activities related to human health and social work’, the ‘Financial and insurance activities’, the ‘mining, quarrying, industry, electricity, gas, steam, air and water supply, sewerage, waste management and remediation activities’, the ‘construction’ and ‘wholesale and retail trade, repair of motor vehicles and motorcycles, transportation and storage, accommodation services and food service activities’. The last sector includes the vast majority of activities related to tourism.

1Gross value added (GVA), refers to value of output less the value of intermediate consumption. It is a measure of the contribution of individual producers, sectors or industries toward GDP.

8

Table 1-4. Sectors with the Highest Gross Value Added in the Ionian Islands Region

Top 5 2001 2009 2012 Sectors

1 Wholesale and retail trade, Wholesale and retail trade, repair of Wholesale and retail trade, repair of repair of motor vehicles and motor vehicles and motorcycles, motor vehicles and motorcycles, motorcycles, transportation transportation and storage, transportation and storage, and storage, accommodation accommodation services and food accommodation services and food services and food service service activities service activities activities

2 Public administration and Public administration and defense, Real estate management defense, compulsory social compulsory social security, education, security, education, activities activities related to human health and related to human health and social work social work

3 Real estate management Real estate management Public administration and defense, compulsory social security, education, activities related to human health and social work

4 Constructions Constructions Arts, entertainment, recreation, other service activities, activities of households as employers, undifferentiated activities of households connected with the production of goods and services for own use, activities of extraterritorial organizations and bodies

5 Agriculture, forestry and Arts, entertainment, recreation, other Mining, quarrying, industry, fishing service activities, activities of electricity, gas, steam, air and water, households as employers, sewerage, waste management and undifferentiated activities of remediation activities households connected with the production of goods and services for own use, activities of extraterritorial organizations and bodies

9

Throughout time, the trade and services sector - in which tourism is included - is the main factor for creating value. According to Table 1.4 below, the economic recession seems to sharply slow-down the 2009 Ionian Islands Region upward total gross value-added trend.

As a result, in 2012, it returns to levels slightly below those of 2003. Corfu followed a similar pattern to the entire region.

Table 1.5 . Total Gross Value Added in the Ionian Islands Region and the Regional Unit of Corfu

Total Gross Value Added 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011* 2012*

Ionian Islands Region 2,382 2,598 2,646 3,055 3,249 3,403 3,574 3,782 3,947 3,750 3,530 3,098 2,999

Regional Unit of Corfu 1,213 1,310 1,338 1,544 1,630 1,698 1,768 1,847 1,952 1,828 1,678 1,522 1,456

Source: EL.STAT.,

* Provisional data. In millions of €, at current prices.

Also, as in Table 1.5 below, it should be noted that the contribution of Corfu to the national gross value added as a percentage share, is decreasing significantly since 2009, which indicates that the economic crisis hit Corfu to a greater extent than other parts of Greece.

Table 1.6. Total Gross Value Added of the Regional Unit of Corfu as a Proportional Share of the National Gross Value Added

Total Gross Value Added of the Regional Unit of Corfu as a Proportionate Share of the National Gross Value Added

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011* 2012*

Corfu 0.97% 0.97% 0.93% 0.96% 0.94% 0.95% 0.92% 0.90% 0.91% 0.86% 0.84% 0.83% 0.85%

Source: EL.STAT.,

* Provisional data. In millions of €, at current prices.

10

Per Capita Gross Domestic Product

After a series of years of continuous growth, a decline in GDP per capita in 2009 is observed both on a national and regional level. It is more pronounced in the years 2011 and 2012 (see Table 3-4 below).

Already from 2003 to 2012 (the last year where data is available), the Ionian Islands Region holds the third highest per capita GDP in the country, following Attica and the South Aegean.

Table 1.5 Per Capita Gross Domestic Product by Region

In Euros. At Current Prices

Regions 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011* 2012*

Total of Greece 12,983 13,878 14,774 16,207 17,458 17,953 19,575 20,857 21,642 21,224 20,282 18,677 17,507

Eastern Macedonia- Trace 9,769 10,379 10,880 11,774 12,465 12,938 13,365 14,679 15,517 15,084 14,917 13,329 12,270

Central Macedonia 10,623 11,389 11,896 12,926 13,942 14,209 15,570 16,671 17,289 16,813 15,841 14,771 13,645

Western Macedonia 11,103 12,039 13,236 14,570 15,762 16,209 17,663 18,669 18,913 19,171 17,553 16,006 15,050

Thessaly 10,079 10,786 11,554 13,164 13,841 13,823 14,881 15,533 16,131 15,691 14,637 13,434 12,757

Epirus 9,932 10,525 11,228 12,348 12,749 13,105 13,929 14,511 14,936 14,672 14,325 13,307 12,207

Ionian Islands 12,956 14,226 14,337 16,402 17,306 18,146 19,227 20,388 21,216 19,946 19,072 16,792 16,100

Western Greece 9,735 10,539 11,361 12,462 13,500 13,922 15,411 16,019 16,392 15,836 15,530 14,176 13,431

Central Greece 13,860 14,857 15,056 16,183 16,780 17,444 18,090 18,722 19,344 18,572 17,551 16,128 15,075

Peloponnese 10,846 11,732 12,288 13,339 13,760 14,271 15,652 16,651 17,056 17,018 15,970 14,928 13,870

Attica 17,546 19,007 20,845 22,768 23,430 25,832 27,725 28,811 28,543 27,490 25,479 24,099

North Aegean 9,275 9,975 10,296 12,142 12,848 13,817 15,034 16,377 17,336 16,919 16,079 14,494 13,394

South Aegean 15,914 16,402 16,505 18,297 19,705 20,698 22,190 23,455 24,447 22,908 21,643 19,340 18,064

Crete 11,702 12,878 13,682 14,695 15,883 16,083 17,467 18,192 18,908 18,328 17,210 15,636 14,398

*Provisional data, Source: EL.STAT. Specifically, from Table 3-5 and Figure 2.3 below, it can be seen that the Regional Unit of Corfu follows a parallel declining per capita GDP to that of the Ionian Islands. Similarly, in Corfu, the standard of living is significantly reduced as a result of the economic crisis, despite the fact that it is an area where a large proportion of income is due to tourism. An interesting conclusion can be drawn from the comparison of the per capita GDP among Corfu, Zante and Cephalonia, whose economies have similar characteristics.

11

From this comparison, it is observed that Corfu is less stable than the other two islands, despite the fact that it is the administrative center of the Ionian Islands Region, which theoretically would be expected to give it a comparative advantage over the other islands.

Table 1.7 Per Capita Gross Domestic Product in the Ionian Islands Region

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011* 2012*

Ionian Islands 12,956 14,226 14,337 16,402 17,306 18,146 19,227 20,388 21,216 19,946 19,072 16,792 16,100

Zante 16,016 17,378 17,019 19,741 20,051 21,104 22,087 23,727 24,468 23,310 22,060 18,549 18,501

Corfu 12,580 13,876 14,075 16,137 16,942 17,723 18,679 19,614 20,730 19,254 18,005 16,427 15,601

Cephalonia 13,228 14,674 14,859 16,866 18,670 19,310 20,843 22,565 23,087 21,160 20,254 16,978 16,501

Lefkada 9,016 9,967 10,051 11,049 11,970 13,010 14,091 14,509 14,666 15,198 16,699 15,072 13,493

Dodecanese 14,968 15,644 15,432 16,857 17,685 18,085 20,055 20,873 21,894 20,272 19,033 17,094 16,731

Cyclades 17,487 17,623 18,238 20,631 22,984 24,942 25,650 27,641 28,589 27,189 25,882 22,987 20,227

*Provisional Data, Source: EL.STAT.

Figure 1-3. Per Capita Gross Domestic Product in the Ionian Islands Region

Useful conclusions can be drawn by comparing the per capita GDP of the Ionian Islands Region to that of the Dodecanese and Cyclades, where a great difference is spotted among them. The main source of income for those regions (Dodecanese and Cyclades) is tourism also, however, they are famous for their high quality tourism services and the modern tourism facilities they provide.

The main conclusion drawn is that the areas that always invest in the tourism sector by upgrading their tourism facilities, as well as the general improvement of their tourism services, are able to stand the crisis,

12

maintaining their high standards of living for their inhabitants, opposed to what is happening in the Regional Unit of Corfu.

Figure 1-4 Comparison of the Per Capita GDP of the Regional Unit of Corfu with Those of Dodecanese and Cyclades

The above conclusion is confirmed also by Figure 3-4, where the Region of South Aegean seems in a much better position in contrast to that of the Ionian Islands Region.

Figure 1-5 Percentage of Gross Domestic Product per Region

Source: EL.STAT.

Employment

13

Table 1.6 below reflects in absolute terms, the number of persons employed in the Ionian Islands Region and in other regions, but also the whole country.

The common element among all regions is the general increase in employment in the period 2002-2008, which is followed by a sharp and important reduction from 2009. Indeed, the reduction is so dramatic, that in the majority of regions, and the country as a whole, the number of employees in 2012 was reduced to levels below 2002.

Table 1.6 Employment Per Geographical Area, 2002- 2012 (in 000 people)

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Total of Greece 4,434.3 4,495.7 4,604.1 4,646.9 4,731.3 4,795.1 4,856.4 4,829.0 4,699.1 4,374.5 4,032.1

Northern Greece 1,363.9 1,382.9 1,403.5 1,402.9 1,438.2 1,468.3 1,471.2 1,447.1 1,413.8 1,303.4 1,208.7

Eastern Macedonia 242.8 238.4 235.9 236.7 240.0 249.9 243.3 239.8 235.4 218.4 211.4 – Thrace

Central Macedonia 728.0 746.9 749.6 757.4 783.7 798.3 802.5 782.9 765.6 696.7 637.6

Western Macedonia 105.1 100.3 101.3 99.0 105.3 105.9 108.4 110.3 104.1 99.2 89.2

Thessaly 287.9 297.4 316.7 309.8 309.2 314.3 317.0 314.2 308.7 289.0 270.4

Central Greece 926.6 935.4 923.9 953.7 979.4 982.4 997.1 989.2 959.8 906.6 843.5

Epirus 131.2 128.6 133.6 132.2 137.8 139.2 139.9 142.2 132.9 126.8 120.8

Ionian Islands 84.4 90.9 90.0 92.2 91.4 91.6 96.7 96.7 90.6 84.5 86.5

Western Greece 269.0 267.3 261.1 266.5 275.6 283.9 283.6 279.4 276.8 257.0 233.6

Central Greece 206.1 214.6 213.5 221.2 228.1 226.9 232.5 225.4 220.4 211.0 191.5

Peloponnese 235.8 234.0 225.7 241.6 246.5 240.7 244.3 245.5 239.1 227.2 211.2

Attica 1,680.5 1,704.7 1,793.8 1,799.9 1,818.1 1,836.0 1,876.7 1,884.9 1,832.4 1,690.4 1,529.5

Aegean 463.3 472.7 482.9 490.4 495.7 508.4 511.4 507.8 493.1 474.1 450.3 Islands,Crete

North Aegean 69.2 72.5 76.4 76.3 75.8 78.0 76.7 73.7 74.9 71.0 68.6

South Aegean 127.5 130.5 133.4 135.6 137.6 144.3 150.8 146.9 140.2 137.7 137.6

Crete 266.7 269.7 273.1 278.5 282.3 286.0 283.9 287.1 277.9 265.4 244.2

Source: EL.STAT. In 2012, in the Ionian Islands Region, the number of employees had been increased to 86.500 from 84.500 in 2011, and 90.600 in 2010. Since 2012, the Ionian Islands Region is the only Greek region where the number of employees is increased. This tendency is presented in the following Figure 1.7

14

Figure 1.7 Employment in the Ionian Islands Region, 2002-2012 (in 000 people)

Source: EL.STAT.

The evolution of unemployment in Corfu is of particular interest, when contrasting it to the respective percentage on the national level on the one hand, and the rest of the Ionian Islands on the other. In Figure 1.8 below, one can notice the evolution of the unemployment rate of Corfu during the years 2013-2014, which continues to have a rising trajectory, while at the same time, the unemployment rate on a national level, is still higher, but shows slight halting signs of this upward trend, recording a small decline. It is worrying that Corfu does not benefit at all from this temporary reversal of the negative climate in the Greek economy, thus revealing the weaknesses of its local economy in general and tourism in particular, which constitute its backbone.

Figure 1.8 Average Annual Unemployment Rate in the Regional Unit of Corfu and Throughout the Country, 2001-2014

Source : EL.STAT.

15

Among the analysis of the unemployment rate in Corfu - in comparison to other Ionian Islands and other island destinations - it is worth stating that Zante, which has the highest per capita GDP in the Ionian Islands Region, has much lower unemployment than Corfu (14% vs. 25%), while a slight reduction and stabilization of unemployment is noticed in Dodecanese (-2%) and Cyclades (-0.4%) respectively in 2014 - a year during which this rate in Corfu was augmented by five whole units. Here it is reminded that the per capita GDP in Dodecanese and Cyclades – as said in a previous paragraph of this chapter – is higher than that of Corfu. The data regarding the unemployment evolution in the years 2001 – 2014 for the aforementioned areas, is presented in Table 1.9

Table 1.9 Evolution in Unemployment in Greece per Prefecture, 2001-2014

Geographic Prefecture PREFECTURE 2001 2002 2003 2004 2005 2006 2007

Ionian Islands ZANTE 14,2 11,0 13,3 12,5 7,3 15,2 9,2

CORFU 10,3 11,0 12,5 13,0 10,0 11,6 11,3

*CEPHALONIA

*LEFKADA

South Aegean DODECANESE 15,0 19,4 16,4 10,0 11,1 9,4 11,2

CYCLADES 6,9 6,3 3,2 7,4 7,2 8,3 5,5

TOTAL (Country Level) 10,8 10,4 9,8 10,6 10,0 9,0 8,4

Geographic Prefecture PREFECTURE 2008 2009 2010 2011 2012 2013 2014

Ionian Islands ZANTE 8,4 9,0 12,4 7,6 11,0 14,0 14,1

CORFU 10,3 11,0 17,0 16,6 14,7 20,3 25,0

*CEPHALONIA

*LEFKADA

South Aegean DODECANESE 10,3 14,5 15,9 17,1 14,9 20,4 18,3

CYCLADES 4,1 8,3 12,3 11,6 16,2 22,7 22,3

TOTAL (Country Level) 7,8 9,6 12,7 17,9 24,4 27,5 26,5

Source: EL.STAT.

Particularly critical for the evaluation of the qualitative characteristics of unemployment in the Ionian Islands Region and Corfu, is the increase in number of the long-term unemployed (those who stay

16

unemployed for at least 12 months) as a percentage of the unemployed in total. Table 1-10 below shows - as Figure 1.9 also shows - that during the period 2010-2014, the long-term unemployment rate in the Ionian Islands increased almost threefold from 21.9% in 2010 to 60.9 % in 2014. Respectively, the number of the whole country’s long-term unemployed increased from 44.6% in 2010 to 73.5% in 2014.

Table 1.10 Rates of Long-term Unemployment (as a percentage of total unemployment) at Regional Level, 2010-2014

2010 2011 2012 2013 2014

Eastern Macedonia - Thrace 54.0 53.8 61.7 68.7 70.8

Central Macedonia 51.8 54.3 62.8 68.8 75.2

Western Macedonia 51.0 50.7 60.5 65.5 59.9

Thessaly 42.4 46.3 57.7 66.6 73.5

Epirus 59.7 52.9 53.0 62.8 75.8

Ionian Islands 21.9 30.1 40.6 46.8 60.9

Western Greece 50.8 53.3 64.1 72.8 76.7

Central Greece 54.7 59.8 57.1 71.1 72.2

Peloponnese 58.6 57.9 70.2 71.4 73.8

Attica 40.4 48.3 59.3 68.8 77.3

North Aegean 48.4 58.5 67.5 67.7 66.9

South Aegean 14.9 21.5 28.4 37.4 44.6

Crete 33.9 32.1 48.3 56.3 63.3

Greece 44.6 49.3 59.1 67.1 73.5

Source: EUROSTAT.

17

Figure 1-9 Rates of Long-term Unemployment (as a percentage of total unemployment) at Regional Level, 2010-2014

Source: EUROSTAT

The conclusion drawn from the analysis of the macroeconomic data of Corfu is that, although its core economy sector is tourism, during a record-year for tourism in Greece, Corfu couldn’t benefit respectively. On the contrary, Corfu remained in third place in terms of GDP capita in the Ionian Islands Region, and the unemployment rate increased by 5%. Off course it continued to fall shorter on key macroeconomic features than other island tourism destinations such as the Dodecanese and Cyclades. So, it is worth mentioning again that perhaps the financial crisis is not the sole cause for the poor performance of Corfu’s economy, rather, other causes also exist, which should be looked into.

Tourism in the Ionian Islands Region

There is no doubt about the importance of the Ionian Islands Region as a traditional tourist destination for both nationals and foreigners. This fact is reinforced by the arrivals of the visitors. Specifically, the arrivals in the Ionian Islands Region amounts to 7.76% out of the national total in 2013 (against 6.56% in 2000). The year 2009 emerged as the year with the largest number of domestic arrivals (654.943) for the period 2000- 2013, while in 2011, the largest total number of tourists was recorded with 2,081,672 arrivals. Although the Ionian Islands Region attracts a significant proportion of international arrivals compared to that of other destinations, it does not seem to sufficiently attract domestic visitors, which seem to prefer other destinations (Figure 4-1).

18

Figure 1-10 International-Domestic Arrivals in the Ionian Islands Region (2000-2013)

Source: EUROSTAT

As previously mentioned, during the period 2000-2013, the Ionian Islands Region shows a significant increase in tourist arrivals from 2009 onwards. This rising trend stopped in 2012 where there was a decline in tourist arrivals, with the decline continuing in 2013. As it is expected for a tourist destination in summer seasons mainly, international arrivals surpass domestic ones every year. Furthermore, the Ionian Islands Region consistently attracts a higher proportion of foreign tourists compared to the rest of Greece as a whole. In particular, for the Ionian Islands Region, the percentage of foreigners ranges from 67% to 80% over time in contrast with the average rate of the entire country, in that the proportion of foreigners in the total arrivals is between 52% and 63% (Figures 1-11 & 1-12).

19

Figure 1-11 Portion of International Arrivals out of Total in the Ionian Islands Region Compared to the Rest of Greece (2000-2013)

Figure1-12 Overnight Stay in Regional Unit of Corfu for Native

and International Visitors (2000-2013)

20

Lastly, regarding the turnover in the tourism sector, there was a significant increase during the period 2002- 2008. However, since 2009, the turnover in the Ionian Islands Region tourism industry has been decreasing (Figure 1-13).

Figure 1-13 Turnover in Terms of Thousand € (Hotels and Restaurants) 2002-2011

RII

Tourism in Corfu

Tourism is the main economic activity of the island and involves all inhabitants directly or indirectly. Since the early 1960s, Corfu was considered as one of the most important tourist destinations worldwide. Crete (where tourism is much more extensive), Rhodes and Corfu are considered as some of the most popular island destinations, both in terms of accommodation, as well as other tourism indicators. It is also important to note that Corfu has the fifth busiest airport after Athens, Thessaloniki, Rhodes and Heraklion.

Dates and significant events that greatly influenced the evolution of Corfu as a modern outstanding tourist destination are:

• In 1960, Corfu was connected to Brindisi by ferry, facilitating tourist arrivals from Europe. • 1962 was the year when the office of the Greek National Tourism Organization (GNTO) started offering services to tourists. In the same year, GNTO rented a part of the Achillion Palace for 20 years, in order to use it as the country’s second casino. • In 1964, a school for tour guides started to operate for six months in order to reach the needs of the local tourist market. • In 1969, an architect from Canada designed a 1000 acres golf course. • In 1980 GNTO undertook the construction of the Gouvia Marina, which hosts up to 500 yachts.

21

All these are significant infrastructures which attracted tourists of high-income levels.

The current tourist infrastructures of Corfu are considered important, however the hotel units, which were constructed in the period 1975-1985 or even earlier, have not been refurbished as they should have. Therefore, these existing accommodation units are old and cannot reach the standards or provide the services to a modern-day customer. Thus, there are consequences regarding the quality of tourist services that can be provided in Corfu and these will be analyzed in the next chapters.

Additionally, there are many accommodation units mostly built during the same period of time which are lacking basic infrastructures. Furthermore, there is a lot of illegal accommodation on offer, which not only increases hosting capacity significantly, but also reduces service quality.

However, in recent years, many high-standard modern villas have been built, attracting wealthy guests, of which the positive impacts are imperceptible and do not diffuse to the local economy.

In order to analyze the issues that arise due the numerous old hotels in Corfu, a brief presentation2 of the hotel business development and the number of accommodations from 1960 to 2014, follows.

In the 1960s, there were only 15 hotels with a total of 828 beds capacity, all in the City of Corfu, except for two small hotels located in Paleokastritsa. In the same decade, 22 new hotels of 3,766 beds capacity were built. A total of 10 out of 22 hotels were built within the area of the Municipality of Corfu (Kontokali- Gouvia), while the rest were constructed in the nearest Municipal Union of the island, in the Municipal Union of Achillion and the Municipal Union of Phaeacon. Moreover, in the Municipal Union of Meliteieon, two large hotels operated - MIRAMARE and MESSONGI BEACH - with a capacity of 1,852 beds.

In the 1970s, 25 new units with a capacity of 4,738 beds were built in the areas of Kanoni, Kontokali and Gouvia. The Municipal Union of Phaeacon followed with 12 new hotel units with a capacity of 1,937 beds, and the Municipal Union of Achillion with 15 hotel units of 1,872 beds. During the same decade, new areas such as Municipal Units of Parelion and Thinalion started to enter the tourism sector.

In the 1980s, a rapid development took place in the Municipal Union of Phaeacon as 41 hotels of 1,987 beds capacity were constructed. The Municipal Union of Corfu followed with 39 hotels of 1,867 beds capacity; the Municipal Union of Meliteieon with 18 accommodation units of 1,326 beds capacity, and the Municipal Union of Thinali with 22 units of 1,083 beds capacity also followed suit. In the 1990s, there had been a large decline in the construction activities of the aforementioned tourist areas, while the Municipal Union of Esperion and the Municipal Union of Thinali presented significant growth with 31 accommodation units of 2,049 beds capacity and 21 accommodation units of 1,754 beds capacity respectively.

2 Tsoumanis, K. (2009). Features & tourist services in Corfu. Corfu: Typoekdotiki

22

In the 2000s, the Municipal Units of Esperion and Thinalion continued to display growing rates, while in 2008 they amounted to 72 accommodation units of 5,228 beds capacity and 46 accommodation units of 4,277 beds capacity respectively.

To conclude, out of the existing 445 hotel units on the Island of Corfu, only 3% had been built up until 1960, making them older than 55 years old today; 5% are 45 years old, having been built during the period of 1961 – 1970, and 19% are over 35 years old, having been built between 1971 and 1980.

According to the current total hotel capacity of the Island, as can be noted in Table 1.11, in 2014 the Municipal Union of Corfu ranked first with 8.653 beds, followed by the Municipal Union of Meliteieon with 6,290 beds, the Municipal Union of Pheaecon with 5,760 beds, the Municipal Union of Esperion with 5,365 beds, and the Municipal Union of Achillion with 4,464 beds.

23

Table 1.11 Total Hotel Capacity in the Island of Corfu (2014)

Hotels

Municipal Capacity No. Enterprises Unions Apartments Rooms Beds

1 Ag. Georgios 6 200 382

2 Achillion 36 57 2,331 4,464

3 Esperion 72 1,110 2,896 5,365

4 Thinalion 47 877 2,457 4,366

5 Κ. Othonon 1 14 21 35

6 Kassopeon 25 411 1,280 2,417

7 Corfu 75 202 4,581 8,653

8 Κ. Erikousa 1 20 38

9 Korission 15 830 1,775

10 Leykimaeon 24 287 955 1,846

11 Melitiaeon 38 156 3,267 6,290

12 Palaiokastriton 15 623 1,174

13 Paxon 7 33 171 319

14 Parelion 19 226 1,671 3,082

15 Pheaecon 62 245 3,056 5,760

Total 443 3,618 24,359 45,966

Source: Corfu’s office of GNTO

The aging of the hotels in Corfu, as previously mentioned, cannot meet the demands of the new era arising in the field of tourism. This has negative impacts and establishes a clear downward trend in the tourist occupancy in hotels (Table 4-3).

24

Table 1.12 Occupancy of the Hotels in the RU of Corfu for the Period 2004-2013

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

78.10% 87.10% 80.50% 72.00% 71.80% 64.50% 61.30% 61.70% 56.70% 59.70%

Source: ELSTAT

As previously mentioned, in terms of hotel and beds capacity, Corfu holds a very important position. According to a report published recently on the 24/6/2015 by the Hellenic Chamber of Hotels, Corfu accounts for 44% of the total hotel units of the Ionian Islands Region and 4% of the country in a whole, while in terms of beds capacity, Corfu accounts for 50% of the beds’ capacity of the Ionian Islands Region, which also corresponds to 6% in comparison with the whole country (Table 1.13).

Table 1.13 Hotel Capacity (06/24/2015) in Corfu and Throughout the Ionian Islands Region

5***** 4**** 3*** 2** 1* Total

Units 14 52 92 197 54 409

Corfu Rooms 2,905 6,847 6,706 6,652 1,114 24,224

Beds 5,587 12,799 12,802 12,492 2,149 45,829

Units 25 101 213 512 75 926

Ionian Islands Region Rooms 4,027 10,237 17,358 17,358 1,520 47,518

Beds 7,950 19,598 33,165 33,165 2,956 91,381

Units 395 1,314 2,405 4,143 1,449 9,706

Whole Country Rooms 60,981 101,214 96,331 117,402 27,864 403,792

Beds 123,697 196,233 185,170 220,712 53,306 779,118

Source: the Hellenic Chamber of Hotels

By comparing the data with other popular tourist destinations such as Rhodes, Mykonos and Santorini, some important qualitative differences can be extracted. For instance, the number of 5-star and 4-star hotels offered in each area. Specifically, the total beds capacity of Corfu is 45,829 (data HCH 06.24.2015). From this figure, only 5.587 beds belong to 5-stars hotels and 12,799 to 4-stars hotels. In contrast with Corfu, Rhodes has 18,123 beds in 5-star hotels and 36,774 beds in 4-star units (Table 4-6).

As will be further discussed, these features can account for the difference between Corfu and other popular tourist destinations in Greece regarding tourist cost per capita and revenues from tourism in general.

25

Table 1.14 Hotel Capacity (24/6/2015) in Corfu and Other Popular Tourist Destinations of Greece

5***** 4**** 3*** 2** 1* Total

Units 14 52 92 197 54 409

Corfu Rooms 2,905 6,847 6,706 6,652 1,114 24,224

Beds 5,587 12,799 12,802 12,492 2,149 45,829

Units 37 106 131 169 49 492

Rhodes Rooms 8,837 19,086 8,430 7,085 986 44,424

Beds 18,123 36,774 16,204 13,414 1,912 86,427

Units 21 53 29 34 37 174

Mykonos Rooms 1,454 1,870 1,118 821 519 5,782

Beds 2,932 3,724 2,204 1,634 1,035 11,529

Units 23 81 61 79 40 284

Santorini Rooms 775 2,190 1,127 1,937 627 6,656

Beds 1,569 4,150 2,178 3,688 1,259 12,844

Source: the Hellenic Chamber of Hotels (HCH)

The qualitative difference between Corfu and the other regions of the Aegean as mentioned above can be illustrated by an extra indicator, ’spending per visitor’, which are presented in total for each region, and the conclusions against Corfu are overwhelming. Specifically, in 2013 the spending per visitor in the Ionian Islands Region was about €659.8 (lower than Crete, Southern and Northern Aegean and marginally higher than the national average). In the Ionian Islands, the accommodation overnight cost was €69 (7th place in Greece and significantly less than the national average of €73.1) as shown in Figures 1.14 & 1.15.

26

Figure 1-14 Cost per Visitor, 2013

Source: HCH ‘Developments in tourism and the Greek Hoteliers 2013’

Figure 1-15 Overnight Cost

Source: HCH ’Developments in tourism and the Greek Hoteliers 2013’

27

An additional indicator in support of the conclusion drawn above is tourism expenditure per region. According to the data from the Hellenic Chambers of Hotels, with regards to tourism expenditure in Greece, the Ionian Islands Region is placed within the average compared to the other regions. In 2013, in the Region of the Ionian Islands, the tourism cost was about €745 M (9.66% of the total expenditures in Greece, in the 5th place at Regional level). From Chart 4-7, it is obvious that tourism expenditure in the Ionian Islands is lower than that of all the other competitors such as Crete and South Aegean.

Figure 1-16 Tourist Expenses per Region 2013

Source: HCH ’Developments in tourism and the Greek Hoteliers 2013’

An equally important indicator in order to illustrate the evolution of tourism in Corfu is arrivals. At prefectural level, during the period 2004-2013 and after the sudden and significant rise of 2005, Corfu just marginally increased its number of tourists. Specifically, although 572,457 arrivals were recorded (domestic and international) in hotels and camping areas in the regional unit of Corfu in 2005, in 2013 the number of the arrivals was 589,278, which means there was only an increase of 16,821 arrivals. Figure 1-17 shows the marginal increase in arrivals during the period 2005- 2013.

28

Figure 1 -17 Arrivals (total domestic / international) in Hotels and Camping in RU of Corfu, 2004-2013

Source: ELSTAT

Corfu’s weakness in increasing arrivals during the 2005-2013 period, when arrivals in the whole country increased from 13,412,596 in 2005 to 16,332,329 in 2013, is reflected in the arrival rate (Figure 1-18) of the total arrivals in the country, which is between 2.08% and 3.61%. More specifically, although there was significant increase during the 2004-2005 period of the arrivals rate, Corfu lost its attractiveness as a tourist destination and furthermore, new destinations with new and modern tourist facilities emerged. To reverse this situation, Corfu should improve and renew its tourism product.

29

Figure 1-18 Corfu Regional Unit Arrivals Percentages (total domestic / international) Compared to the Whole of Greece for 2004-2013

Source: ELSTAT

Corfu’s ‘I. Kapodistrias’ airport is an important gate of international arrivals. Indicatively, in 2014, 6.60% out of the total international passengers who visited Greece arrived at the International Airport of Corfu. Figure 1-19 presents the evolution of international arrivals of the International Airport of Corfu ‘I. Kapodistrias’ during the period 2000-2014. Based on this, it can be stated that after a decade, in 2011, an end was put to the declining rate of the international arrivals. From 2011 onwards, there is a constant annual increase in international arrivals, with a peak recorded in 2014 when, for the first time, international passengers surpassed 1,000,000. Provisional statistics for the current year's arrivals of the Airport ‘I. Kapodistrias’ were presented in the first section of this chapter.

30

Figure 1-19 Arrivals from Abroad at Corfu’s ‘I. Kapodistrias’ International Airport 2000-2014

Source: Civil Aviation Authority

Additionally, according to the latest official data (2013), although it absorbs 3.61% of the total arrivals of the country (in 2013), the R.U. of Corfu’s proportion of overnight stays compared to that of the whole country, is slightly above 5.74% (2013). This difference between the data of arrivals and overnight stays, leads to the expected conclusion that Corfu is considered more as a summer destination (multi-day) holiday. Typical of these is the index of the average overnight stay of visitors in tourist units (number of nights / arrivals), when for the time-period 2004-2013, hotel accommodation in Corfu is higher than the corresponding national index. In 2013, the ratio stood at 6.96 days for Corfu against 4.38 for that of the country. The fact that Corfu presents a sharp and sudden decline on the average stay during period 2004- 2005 is also worth noting. The following years - and until 2010 - the number of overnight-stays continued to decline (marginally), and it is only in the last three years that it has begun to increase marginally. Across the country, during the period 2004-2013 in question, the average overnight-stay remains essentially constant, with minimal fluctuations as shown in Figure 1-20

31

Figure 1-20 Average Overnight Stay in Corfu Regional Unit Compared to Greece 2004- 2013

Source: ELSTAT

A further indicator that confirms the seasonality of tourism in Corfu is the average time of overnight stay of international tourists, which is slightly higher (7.51 days in 2013) than the average overnight stay of all domestic tourists (6.96 days in 2013), and significantly higher than the average overnight stay of international tourists in the whole country (5.41 days in 2013). Figure 4-12 shows the average overnight stay in Corfu for domestic and international tourists in the period 2004-2013, showing more than double the average time spent on the island by foreigners compared to natives.

Certainly, another indicator is the steady decline of the average overnight stay in Corfu of domestic visitors as a result of their weakening purchasing power due to the economic crisis affecting the country in recent years. This has resulted in native guests staying less in 2013 compared to 2004. Regarding international visitors, there is a drop in the average overnight stay from 2004 to 2013 - even from 2011 onwards there is a marginal increasing in the average overnight stay.

32

Figure 1-21 Average Overnight Stay of Foreign and Domestic Tourists in Corfu Regional Unit 2004-2013

Domestic

Foreigners

Source: ELSTAT

In absolute numbers, the reverse trend in overnight stays of domestic and foreign tourists in Corfu is confirmed. This could be divided into two major periods. The first period is 2005- 2009, when the overnight stays of residents had been increased (marginally), while international ones had been reduced. The second period is 2010 onwards; a period during which Greece has entered into the economic recession for good and the number of overnights stays by domestic tourists decreased sharply, while that of international tourists had increased (Figure 1-21).

Employment in Tourism Sector

A separate section dedicated to the tourism industry’s employment was considered appropriate to be presented due to its importance.

Tourism is mainly a labor-intensive industry - one of the leading sectors in the world with regards to jobs being generated. Employment in the tourism sector requires different kinds of skills and can provide new jobs to youth, women and immigrants. Recent reports of the International Labor Organization (ILO) highlighted the resilience of the tourism sector to the economic crisis and the importance of the development of the national economy, as well as the promotion of employment. This has been recognized

33

by all the Greek Governments and to this end, tourism in Greece has been given special priority for development, as it is considered, and rightly so, that the country has a comparative advantage worldwide in this sector.

The data shows how the economic crisis influences employment in the tourism industry at a regional level. As shown in tables 1.15 & 1.16, in the Ionian Islands Region, the number of those directly employed in the tourism industry has fallen significantly in the period 2010- 2011, falling to levels below 2002. In 2011 the number of employees in the tourism industry amounted to 10,659 – decreasing by 25% compared to that of 2002. It is noted that the number of the employees in 2011 nationally was increased by 7.3% compared to that of 2002.

Table 1.15 Directly Employed in the Tourism Sector

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

RII 14,350 14,321 14,527 15,684 17,776 15,019 16,458 13,654 13,654 10,659

Greece 250,730 254,920 277,885 280,175 303,723 298,118 303,968 289,036 276,047 269,014

Source: ELSTAT

Table 1.16 Contribution of RII in Tourism in Employment

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Contribution of RII in 5.72% 5.62% 5.23% 5.6% 5.85% 5.04% 5.41% 5.68% 4.95% 3.96% Tourism in Employment

Source: ELSTAT

As mentioned above, the tourism sector offers significant employment opportunities for women, in an era when unemployment affects a large percentage of the female workforce. Table 1.17 presents the employment rate of women in the hotels by region for the period of May-August 2013. Table 3-20 shows that for these two specific months, the number of women exceeds 50% of the total workforce employed in hotels, across all regions. In the Ionian Islands, the female employment rate is relatively low, which means that there are still major women's absorption prospects in the hotel industry.

34

Table 1.17 Employment of Women in the Hotels per Region (%)

May 2013 August 2013

Attica (without the islands) 51.3% 50.9%

Central Greece 62.9% 68.4%

Epirus – Thessaly 57.5% 62.4%

Macedonia - Thrace 59.4% 59.6%

Peloponnese 57.5% 61.1%

Aegean Islands 61.3% 61.1%

Crete 59.4% 59.5%

Cyclades – Dodecanese 57.7% 58.1%

Ionian Islands 55.1% 57.5%

Source: ELSTAT, HCH

The conclusion arising from the analysis of employment status in the tourism sector is that over the previous period, a sharp decrease in employment rates took place in the Ionian Islands Region in contrast to the rest of the country where there were signs of recovery.

It is clearly very difficult for anyone to argue that the only reason for this decline is the economic crisis. Thus, the lacking tourism offerings of Corfu - and the Ionian Islands Region’s in general - should bare the blame. So, once again it is evident that it is essential to further renew and modernize Corfu’s tourist product/offering. Investments in the tourism sector and upgrading of the public infrastructures could be essential in contributing to achieving this objective.

35

3. DESCRIPTION OF THE SITE AND ITS MAIN NEEDS

3.1 DESCRIPTION OF THE PROCESSING PHASES OF INTERCONNECTIVITY

The two main entrances of the island of Corfu are the Port of Corfu and the international Airport “Ioannis Kapodistrias” and through them the international and national accessibility are served. Both of them are located within the limits of the town having this way an easy access. Also, the island of Corfu disposes a well-developed road network which assures connectivity in almost every destination within it. Analytically, all the aforementioned are presented below: Road transport The island of Corfu is served mainly by three national roads which are: • The national road “Corfu – Palaiokastritsa”, which connects the city with the north part of the island • The national road “Corfu – Lafkimi”, which connects the city with the south part of the island • The national road “Corfu – Pelekas”, which connects the city with the west part of the island The road network of the Corfu City is presented to the following map

Source: www.corfu.gr

Structure of Corfu Island road network

36

The road network is composed by four different types roads’ types. These are: 1. Main roads These roads serve the majority of transportations within the island and also are used by the majority of the inhabitants and the visitors. Into them, all the types of vehicles are moving such as Individuals cars, public transportation means, trucks, motorbikes etc. these roads are part the Main Road Network. 2. Secondary roads These roads have similar operation with the main roads but off course these are characterised by lower range and intense and operate supplementary. Mainly, these roads are used by individual cars and motorbikes and connect local areas (villages) with the main road network. 3. Collectors roads Their main role is the “collection” and the channel of the local traffic into the main and the secondary road network. These roads connect mainly semirural areas. 4. Local roads These roads are characterized by smooth circulation and serve mainly the access to the residences located in the semirural areas and also connect these areas with the main road network of the island.

The inland transportation in Corfu is served primarily by individuals’ cars and public transportation means. The public transport system is based on bus services and Taxis services. These are presented in detail below:

City Bus

The City Bus or Blue Bus serves with often routes destinations which are close to the Corfu city and in particular from Ipsos (north) up to Benitses (south) and up to Pelekas (west). The terminals of the Blue Bus are located at the San Roco square and Methodiou Street.

The routes of the Blue Bus are:

Νο2a Κanoni Νο6 Benitses Νο11 Pelekas

Νο2b Kefalomantouko/ Port Νο7 Dassia / Ipsos Νο14 Kanalia - Kobitsi

Νο4 Potamos - Europouli Νο8 Afra – Agios Ioannis (Aqua Νο19 Airport - Port Land)

Νο5 Kinopiastes – Νο10 Achilleion Kouramades

At the following map are presented part of the Blue Bus routes for the lines 2a, 4, 5, 7 and 14.

37

Source: Geospatial System of Corfu Municipality

The frequency of the Blue Bus routes is adjusted according to the public needs for instance the frequency is increasing during the summer period in order the high needs of the visitors to be served and accordingly the frequency is reducing during the winter.

Green Bus

The Green Bus serves the serves the remaining island which is not served by the Blue Bus. Also, the Green Bus connects Corfu with Athens and Thessaloniki and with other large Greek cities. The terminal of the Green Bus is located at the Eptanisson Avenue which is near to the airport. The destinations of the Green Bus within the island of Corfu are presented to the picture below.

38

Taxis

Taxis in Corfu island have blue colour and have as base mainly the city of Corfu. The association of the Taxis has a fleet of 187 vehicles, where the majority of them are new generation vehicles with antipollution technologies (EURO5 & EURO6). Also, a vehicle for serving disable persons is available. The main taxi station in Corfu town are: Mantzarou street, Methodiou street and Spianada square.

Sea transport

The following image shows the sea routes of Corfu Port. The routes combine domestic and international destinations.

39

Source: MarineTraffic.com

The main domestic destinations are: 1) The Igoumenitsa port 2) Paxoi Islands 3) Diapontia Islands The main international destinations are: 1) Bari (Italy) 2) Brindisi (Italy) 3) Ancona (Italy) 4) Venice (Italy) 5) Saranta (Albania)

Except the ordinary ship connections Corfu port receives a significant number of cruise ships. At the year 2017 408 cruise ships reached the Corfu Port and carried approximately 630.000 passengers. The buzziest day of the year was the 3/10/2017 where 8 cruise ships visit the Corfu Port with more than 11.000 passengers. Important role for the achievement of this great performance at the sector of cruise plays the capability of Corfu Port to host at its facilities seven cruise ships at the same time.

Air transport

The island of Corfu is important touristic destination. The majority of tourist prefer to come to Corfu with airplane. The air transportation is served by the airport “Ioannis Kapodistrias” which is concerned one of the major airports in Greece.

40

3.2 DESCRIPTION OF THE PROCESSING PHASES OF INTERMODALITY

CPA has in its jurisdiction the port of Corfu, the three ports of Paxos Island, the ports of Othonoi (Fano Island), the port of Erreikousa (Merlera Island) and a big part of the waterfront of Corfu town. CPA's main mission and its principal source of income is the management of the port of Corfu, which is an important entrance point for the island as regards persons and goods. The port of Corfu is the main port of the island and one of the major ports in Western Greece. It is, along with 15 other Greek ports, among the Ports of International Importance (Category K1) based on the Joint Ministerial Decision No. 8315.2/02/07 (Government Gazette B 202/16.02.2007). The Port of Corfu has been operating for over 135 years and has evolved by the years, covering permanently and effectively the needs of each era. Nowadays, the Port of Corfu, according to its activities, is mainly characterized as a passengers and tourist port, serving both domestic connections and connections with Italian and other ports. It is a mixed-use port, with a strong tourist and coastal shipping character. Moored ships are mainly closed and open type ferries, fishing boats, cruise ships and small tourism boats. As regards the position of the port, it is located in the eastern coast of the central part of the island as shown in Figure 1-22

Figure 1-22 Location of the main port of Corfu

Corfu Port Authority (CPA) is a “Societe Anonyme” with the Greek State as its sole shareholder, and manages the Port of Corfu, along with the three ports of Paxi, the port of Othoni, the port of Erikoussa, as

41

well as an important part of the waterfront of the city of Corfu. The main role of CPA is the operation of the Corfu Port, which is the main gateway to the island, both for people and freight. The port of Corfu is the main source of revenue for CPA, and the main factor of the organization’s economic viability. In addition, CPA’s port activities are also supported by: ➢ commercial ships ➢ ship owners ➢ professional truck drivers ➢ traders ➢ passengers

More specifically, Corfu port handles an average (cruise ships not included) of over 1.3 million passengers and 536 thousand vehicles, as well as 485 cruise ships with 640 thousand passengers annually.

The Island of Corfu is very popular air destination and only for the year 2018 the Corfu Airport had 26.303 flights with 3.364.115 passengers. The analytical data for the years 2017 and 20183 is presented below:

Source: HCAA

3 The data for the year 2018 are temporary and might be subject of change

42

Source: HCAA

Because, of this significant performance the airport of Corfu “Ioannis Kapodistrias” is concern one of the five most important airports in Greece in terms of passengers’ traffic.

Corfu Port and the International airport of Corfu “Ioannis Kapodistrias”, because as it is referred previously are located near to the city center, they are connected through the city road network. But, even though their short distance (approximately 3.5 km), especially during the summer period, the transfer from one point to another can last more than 30 minutes because of the heavy traffic of the city road network. For facing this problem, Municipality of Corfu has planned the construction of a peripheral road / root for connecting the Port with the airport, avoiding the city center, but its construction has not yet been completed.

3.3 BOTTLENECKS

Based on the bottleneck’s surveys from previous related EU projects (i.e. Easyconnecting) the main identified bottlenecks are the following:

1. Port-hinterland-railroad connection (physical bottleneck) The lack of direct access to the national motorway or railroad network constitutes the basic reason for the inability of the Port of Corfu to contribute to and benefit from the development of intermodal freight transportation. Although the port has direct access to Island’s road network, with only 1.5 km distance from a secondary high way, and is located only 3 km from the airport, its isolation from continental Greece is a major issue that cannot be overcome.

43

2. Land-side terminal and quay (nonphysical bottleneck) The port does not have an Electronic Data Interchange (EDI) system driver/terminal or available databases of vehicles/drivers for inspections, which would contribute to fast safety and security inspections and a terminal management system. Furthermore, there is no cargo handling equipment in the port.

3. Information exchange documentation (nonphysical bottleneck) The absence of a suitable ICT system for remote real time information exchange (electronic document transfer) between all MoS stakeholders, port and destination constitutes an important bottleneck that needs to be addressed for the development of sustainable intermodal transportation network. The development of an ICT platform for EDI of documentation prior to ship arrival and cargo will enhance security and monitoring standards and decrease the required time of the processes.

4. THE ROLE OF THE SITE IN LOCAL NETWORKS AND IN THE TEN-T NETWORK

The Trans-European Transport Network (TEN-T) aims to develop an intermodal transport network in the EU, integrating individual national transport networks (inland, air and sea) but also to ensure effective and efficient transport links that will promote the equitable development of all European regions, the economic, social and territorial cohesion of the EU but also the completion of a united market.

Transport is vital for the European economy, as without good connections, Europe cannot grow or prosper. Thus, the European Infrastructure Policy aims to create a strong European transport network that will pass through 28 Member States and connect with neighbouring countries and the rest of the world in order to promote growth and competitiveness. In this context, the Trans - European Transport Network consists of the

▪ The Comprehensive Network: Covering all European regions ▪ The Core Network: Most important connections within the Comprehensive Network linking the most important nodes The Port and the City of Corfu are part of the Comprehensive Network of the TEN-t. They are in a very strategic geographic location as they connect Adriatic and Ionian countries, while they are next to the Port of Igoumenitsa which is part of the Core Network of the TEN-t policy connecting Greece with North Europe and Eastern Countries. Furthermore, the Port of Corfu is always characterized by its innovative and environmentally friendly profile, implementing projects strengthening regional mobility and TEN-T infrastructures, including intermodal nodes. In particular, the Port of Corfu, among others, is the first port

44

in Greece in which a water aerodrome will operate (through the INTERREG Greece-Italy 2014-2020 SWAN project), contributing to TEN-t objectives regarding the development of an intermodal transport network, while at the same time promoting sustainable maritime transportation and small cruises (through the THEMIS project, co-funded through INTERREG Greece-Italy 2014-2020).

Additionally, the participation of the Port of Corfu in the Trans-European Transport Network is expected to bring direct and indirect benefits at economic - social – environmental level, interconnecting Corfu (via Igoumenitsa) with Northern Europe. In particular, their participation will contribute to the strengthening of the local and the national market, strengthening territorial, economic and social cohesion and reducing greenhouse gas emissions, promoting an environmentally friendly transport network.

Overall, the participation of the Port and the City of Corfu in TEN-t Network together with their future intermodal transport plans will raise multiple benefits such as:

▪ Safer journeys with less traffic jams ▪ Easier and faster travel ▪ as well as lower impacts on climate. The Port and the City of Corfu by being part of the TEN-T network, will make a significant contribution to European Cohesion Policy strengthening the internal market. In addition, they will create the conditions for a more competitive economy with more jobs. The enhanced multimodality striving for better inland waterways and maritime infrastructure, as well as for innovative transport technologies, will lead to changes in transportation, reduce traffic load on the road, reduce greenhouse gas emissions and air pollutants and promote transport safety and security.

5. THE INTERNATIONAL INVESTIGATION AND CAPITALISATION MANUAL

As a part of first technical package of the project “INTER-PASS”, International investigation should have been performed in order to identify existing intermodal transport solutions already experimented and implemented around the world which could easily be adapted in local context of each partner. International investigation was performed by University of Ionina in cooperation with all partners. It consists of several chapters: ➢ chapter 1 illustrates the current situation in the field of intermodal transportation explaining travel patterns and analyzing the procedure for low carbon supply chain management, ➢ chapter 2 examines the procedures and policies that take place in a European level and on national basis concerning ADRION countries involved in INTER-PASS project, ➢ chapter 3 depicts some of the major guidelines regarding the technique and methods that are used as well as applications that have been developed in the field of intermodal transportations, ➢ chapter 4 is closely affiliated with the best practices and case studies arising from the national and international experience, ➢ Chapter 5 describes the constraints and conflicts when planning intermodal strategies and policies far from route distance criteria and time restrictions, ➢ Chapter 6 includes port – airport intermodal modes and case studies, ➢ Chapter 7 is mainly elaborating marine transport issues and especially the cruise case ➢ Chapter 8 outlines the SWOT analysis for the case study area of INTER-PASS and finally,

45

➢ Chapter 9 concludes the future expectations both from the side of customers and also from the side of public authorities in conjunction with the obstacles and opportunities created.

Parallel to International investigation, capitalisation manual preparation activities started which included fulfilment of specially designed questionnaires by each partner regarding their own entity and intermodal connections. Also, other types of questionnaires have been fulfilled by stakeholders of each region in order to identify current existing intermodal solutions and future plans in each region.

The capitalization manual constitutes a primary guide for the replicability and adaptability of intermodality solutions that could be adopted by four (4) territories of the Adriatic Ionian area involved in INTER-PASS project, namely Corfu Greece, Bari Italy, Pula and Dubrovnik Croatia. Prior to the capitalization manual an international investigation took place in order to identify and record the existing international intermodality situation on an international level. Significant schemes such as useful data related to intermodality, best practices, innovative solutions, procedures and techniques, SWOT analysis for the area of interest and funding issues were examined in an elaborative investigation of intermodal solutions that could be adapted in the Adriatic Ionian area. The main conclusions of this survey were focused on the major need for efficient planning, design and implementation of intermodal routes in terms of decreasing transport costs and time and improve the quality of passengers’ experience.

The capitalization manual aims to summarize all identified solutions and analyze their replicability and adaptability in the four (4) territories of Dubrovnik, Pula, Corfu, Bari that are located in strategic geographical positions in the macro region of Adriatic-Ionian for the passengers’ intermodal connectivity.

Capitalisation scenario for Corfu

Main challenge: Optimization of the logistic chain for luggage through integrated ICT tools to improve the connection between Corfu Cruise Terminal and the Airports of Aktion-­­Preveza and Corfu

Objectives: • Better processing of passengers • Design of an innovative platform and supportive apps, addressing mainly cruise passengers, to facilitate their trip in terms of provided public or private transportation to get on time to cruise ship or to reach any other destination on Corfu • Real time updates on the schedules and routes • Facilitation of destination management through suggestions and recommendation on the best and optimal travel solutions • Establishment of evaluation and monitoring system

Integration with the International Investigation:

• VeniceMyPort Venezia Terminal PasseggeriS.p.A. (VTA) is a private – public company founded in 1997 to manage the passenger port of Venice. VTA has developed the application (APP) “Venice My Port” which is dedicated to passengers, crew members and operators aiming to facilitate the use of the services available at the Cruise Port of Venice. In particular, Venice My Port is the mobile Info point at Venice Cruise Port. By downloading Venice My Port on a Smart Phone or mobile device. It is possible to receive all the information related to the port services connected to the cruise or to the possible booked parking. Furthermore, using the

46

navigation systems, Venice My Port allows the user to reach the Port and informs about the deals exclusively reserved to the APP user, thus, the APP can be further developed to serve sales promotions. Venice My Port, provides all the information related to the services available in the port and also identification of sites -Geolocation. Not to mention, that the APP can also help passengers in finding their car after disembarkation in port facilities. • Techniques, modal split, coordinated transportation modes Research developments in the 21st century are in position of providing efficient mobility solutions evaluating travel patterns in public transport via effective mobility applications. A report by the Organization for Economic Co-operation and Development (OECD) (2013), highlighted six types of data able to provide information on human condition, and therefore relevant for planning transport systems, such as: • Data from government transactions (e.g. tax, social security) • Data related to official registration/licensing • Commercial transactions by individuals and organizations • Internet data from search and social networking activities • Tracking data • Image data (e.g. aerial/satellite images, land-based video) This kind of data is prominent providing meaningful information about location, timing and frequency of activities related to travel (employment, shopping/social engagement); while also real time records of the volume, concentration and direction of person or vehicle routes. As regards the existing and upcoming techniques, models and implications in transport planning, Big Data constitute a useful tool able to facilitate various procedures. Addicted to this, data analysis concerning travel research should be in accordance with socio-economic indicators in order to lead to strategic decisions towards the optimization of public transport planning and management. Moreover, it is of outmost importance to constantly update data concerning the travelers’ flows and the modal split patterns they use, while of equally significance is the estimation of Origin-Destination. Recent technological advances of smart devices are focused on e- ticketing (access cards) and systems for tracking passenger routes by mobile devices, whereas, there is still not any common frame for the use and implementation of the state-of–the-art technologies used within European countries, which is due to unstandardized data collection and not integrated ticketing procedures.

Expected results: • Integration of data mining techniques and recommendation systems approaches • Design and operation of state­of the art of mobile apps • Establishment of an advanced ITC tool for the efficient destination management and improvement of passengers’ experience

6. THE DESCRIPTION OF THE INTERVENTION

Port of Corfu

Testing action planned in the original application form: Optimization of the logistic chain for luggage through integrated ICT tools to improve the connection between Corfu Cruise Terminal and airports of Aktion--­Preveza and Corfu

47

Revised testing action: The objective of the testing phase will remain “better processing of passengers” without however incorporating the parameter of ‘’logistic chain for luggage handling’’.

The final pilot content is to create an innovative e-platform and the respective smartphone apps (Android and iOS) serving both tourists’ needs and port operations better organization.

The platform will consist of two separate parts – the first part will be open to the wide public while the second one is targeted to port area management (taxis serving trips from and to the port).

For the 1st part, the functionalities aim at:

• Collecting information from tourists; a crowd-sourcing functionality for receiving information, views, mobility and facilities related needs and suggestions from tourists that are served by the port. Questions will be asked to users accepting structured and/or free text answers, measures will be assessed / evaluated, free text proposals are to be added.

• Providing integrated information to tourists; public transport services for intra-island trips as well as for port to airport connectivity (gathering and mapping information from different sources; regional bus service providers, local bus service provider, taxi provider etc), walking and cycling tips for travelling inside the city of Corfu.

From the data collection both tourists as well as the port will benefit; the port (and the city planners) will collect valuable information for better organizing services and managing daily operations and from the other side, tourists will benefit from services that have been designed based on real needs. Tourists will also benefit from the provision of integrated information. Finally, the local community will benefit; actors will come together, discuss needs and try to provide services to tourists tailored to real needs (win-win).

The 2nd part of the app will be open only for taxis serving port-hinterland trips; it will facilitate and better manage taxis entrance to the pre – ISPS (controlled parking area).

48

Currently the entrance of taxis is made with the help of RFID cards: • Taxis are entering through the Main Port Gate and they are automatically provided with a priority number via RFID for entering the Pre-ISPS • Priority order appears at electronic signs • Approaching of the respective taxi to the Pre-ISPS Safeguard where RFID driver’s and vehicle’s card is read, entering the Pre-ISPS area and waiting at the assigned lane

The benefit from the web and mobile app exploitation instead of the use of RFID card is the time reduction (reduced taxi waiting times) and the respective effective management of port areas. Through the application and after the user has been certified, an electronic priority number (ticket) would be issued for entering the Pre ISPS before arriving at the Port. The Priority Electronic Number instead of being printed it will appear on the mobile or tablet screen while in real time the Safeguard database will be updated for further processing.

49

7. RECOVERY PLAN 7.1 THE TIME FRAME

Risk identification ➢ Preparation phase – includes steps that need to be fulfilled prior to developing an Action plan ➢ Implementation phase – includes steps that need to be taken for purchase of equipment or software necessary for testing pilot action ➢ Testing phase – includes steps that need to be undertaken during testing phase of the Action plan.

Per each phase of the Action plan lifecycle, engaged partners will perform following activities: ➢ Risk identification – all types of risks that can occur needs to be identified and addressed, ➢ Risk assessment – based on prescribed methodology, each risk shall be measured and assessed based on the probability of occurrence and impact on the project objectives achievement, ➢ Corrective measures / mitigation measures – measures prescribed by engaged parties in order to mitigate risk to acceptable level. Acceptable levels of risks are moderate or below, other risk levels should be addressed by appropriate measures.

Methodology for risk assessment The qualitative risk analysis is based upon a combination of impact and probability and is evaluated according to the below risk matrix.

Impact/ I II III IV V Probability 1 Low Low Low Low Moderate 2 Low Low Low Moderate High 3 Low Moderate Moderate High High 4 Low Moderate High Very High Very High 5 Moderate High High Very High Very High

50

Table: Qualitative risk analysis per Action plan phases

PREPARATION PHASE Type of risk Risk description / Effect on the project Prob. Impact Risk Measures implemented / Status after measures on mitigation measures 13.1.2019. /new deadlines Delay in start-up of Possible delays in signing of Subsidy contracts, IV V Very high According to internal rules and Project has started in delay (AP project activities Partnership agreement or delays in procedures of Port of Corfu, internal in delay also) establishing internal project team could result project teams can be established Corrective measures: AP needs in not achieving prescribed timeframe for from the official date of the project to be adopted by the end of deliverables nor spending forecast and (1.1.2018) and prior to signing the February 2019. consequently in project budget decomittment. SC and PA in order to start implementing activities on time. Not adequate input If best possible solutions for intermodal III III Moderate International investigation study There is a significant delay in / conclusion form connectivity between ports and airports in (IIS) together with Capitalization finalising IIS. Risk has escalated International different regions are not properly identified, manual shall be discussed within to high level. Investigation study then quality of Action plans as well as the partners and within the experts purchased equipment may not be in line with from TTAB in order to identify Corrective measures: IIS needs project objectives, which can result in project adequate input and solutions for to be adopted in Arta meeting in decommitment. Action plans in each region. IIS shall order to produce AP till end of be adopted as of 31.12.2018. as February. agreed on SC in Bari. Lack of sufficient Not adequate communication between III IV High Each partner should name TTAB TTAB members have not been communication partners and TTAB in producing Action plans member as soon as possible. TTAB nominated, however TTAB roles between TTAB and may result in unadequate Action plan design procedures should be developed and responsibilities have not partners especially regarding identifying testing phases not later than 31.12.2018. TTAB been prescribed. Risk has and evaluation criteria’s. should evaluate and comment all escalated to very high level. Action plans prior to approval. Corrective measures: After meeting in Arta, not later than 30.1.2019. TTAB procedures as well as roles and responsibilities needs to be adopted. IMPLEMENTATION PHASE

51

Type of risk Risk description / Effect on the project Prob. Impact Risk Measures implemented / Status after measures on mitigation measures 13.1.2019. / new deadlines Procurement plan If all necessary procurements related to the II V Moderate Procurements related to the INTER- not adopted project are not adopted and approved on time PASS project should be adopted within the partners organization, equipment within the annual procurement and related service may not be contracted and plan of the Company in order to project objectives will not be met. secure procurement funds. Delays in public If public procurements are not published on III IV High Procurements are not launched procurement time or delayed due to appeals, equipment by the end of January publication will not be purchased on time to recover Risk is mitigated to very high depreciation costs which may than be bared level. by the beneficiaries. Also, contracting of services related to performing testing actions may be delayed resulting in delay in achieving project objectives and outputs TESTING PHASES Type of risk Risk description / Effect on the project Prob. Impact Risk Measures implemented / Status after measures on mitigation measures 13.1.2019. /new deadlines Not adequate testing If testing plan does not include all necessary III IV High Port of Corfu should develop Adopting of IIS as well as AP is in plan details and testing timeline, testing results adequate testing plan including delay and consequently may not be in accordance to project needs timeframe of testing, testing adopting of testing plans and and project outputs underlined. methods to be used and sample to testing procedures. Risk has be chosen should be developed in remained at high level. cooperation with TTAB in order to ensure achieving of project Corrective measures: AP needs objectives. Plan shall be developed to be adopted till end of by the end of February in order for February. testing procedures to be implemented in summer season 2019. Testing procedures If testing procedures are not performed III III Moderate Testing procedures should be N/A not performed according to prescribed plan, testing results performed according to methods according to plan will not be in line with project objectives and agreed with TTAB and on project outputs which can result in project representative sample to ensure

52

funds decommitment. adequate testing results.

Low level of Platform’s development (based on real V V Very High Corrective measures: large promotion/marketing needs) should be accompanied with targeted marketing campaigns, marketing of the e-platform to wide events for disseminating and experts consultation be developed for promoting it; highlighting benefits for target Corfu Port groups and suggesting them to get involved in a tailored to the needs platform. Failure in Without the engagement of stakeholders V V Very High Corrective measures: stakeholders, tourists (data provision), locals (use of taxis entrance dissemination events, and locals to the pre – ISPS, needs provision) and dissemination through different engagement in using tourists (assessments of services, needs channels, media and non media the e-platform provision), the development of the platform activation and testing results will be at high risk.

Identified risks shall be monitored and evaluated through entire Action plan lifecycle. TTAB shall also continuously monitor different risk performances and should discuss on regular meetings risk strategy and risk mitigation plans.

53

8. THE INVESTMENT AND THE MANAGEMENT COSTS

Action plan of Corfu Port Authority should be accomplished with following budget:

External expertise costs that relates to the 15.000 € elaboration of Corfu Action Plan External expertise costs that relates to design & 49.000 € development of e-platform External expertise costs that relates to the 8.000 € evaluation of level of satisfaction of passengers (on line questionnaires, study analysis) Staff costs that relates to the coordination of 2.500 € the implementation of Corfu Action Plan External expertise costs that relates to the Web 1.462,55 € promotion on specialized websites Total Budget: 75.962,55 €

8.1 THE CONSTRAINS

There are no constraints resulting in budget allocation for performing activities described in Action plan. For risks identified and corrective measures please see Recovery plan section.

8.2 THE FAVOURABLE CONDITIONS To have approval of the budget modification in a short time, because the procurement procedure for contracting with external experts who are going to develop the pilot action will start immediately after the completion of the aforementioned procedure.

54

TESTING PHASES

After adoption of Action plan, Corfu Port shall undertake testing of implemented pilot actions through following steps: ➢ Testing plan adoption, ➢ Testing execution, ➢ Testing evaluation report.

Testing plan Testing plan shall consist of following: ➢ Description of situation before and desired situation after the implementation of pilot action, underlying results and benefits that implementation should bring to partners, ➢ Description of purchased equipment and services implemented during the action plan implementation, ➢ Identification of testing techniques and methods to be used by each partner, ➢ Identification of methodology for sample selection, ➢ Timeframe of performing testing procedures and identification of involved employees and stakeholders.

Testing plan shall be reviewed by TTAB in order to ensure its adequacy and compliance to IIS conclusions and project objectives set up in AF.

Testing execution After adoption of testing plan, partners shall undertake procedures for testing the pilot actions. Following steps needs to be obeyed during execution of testing: ➢ Roles and responsibilities of each involved employee, subject or stakeholder needs to be clearly identified, ➢ Methodology for sampling needs to be clearly followed and sample evidence archived, ➢ Testing methods and testing procedures identified in testing plans needs to be closely followed, ➢ Evidences collected through testing executions needs to be stored according to internal procedures,

Testing results Once testing execution is performed, testing results needs to be summarised and evaluated. Besides employees of partners, testing results shall also be evaluated by TTAB in order to ensure transparency and compliance to project objectives. Evaluation of testing results shall be presenting through Testing evaluation report which conclusions will then be used in production Integrated Strategic Plan.

Testing plan of each partner is integral part of Action plan and is given in Attachments to AP.

55

9. INVOLVED SUBJECTS AND STAKEHOLDERS

During preparation and execution of Action plan involvement of different subjects and stakeholders is necessary. List of involved subjects and stakeholders is given in Annex I of the Action plan: List of stakeholders.

10. CONCLUSION

The Prefecture of Corfu is located in the central Mediterranean basin and is at the most northern point of the Ionian Sea, at the entrance of the Adriatic Sea. To its east, Corfu is surrounded by the coast of Epirus and south-west Albania, whereas it faces southern Italy to the west. The two main entrances of the island of Corfu are the Port of Corfu and the international Airport “Ioannis Kapodistrias” and through them the international and national accessibility are served. Both of them are located within the limits of the town having this way an easy access. Also, the island of Corfu disposes a well-developed road network which assures connectivity in almost every destination within it. The inland transportation in Corfu is served primarily by individuals’ cars and public transportation means. The public transport system is based on bus services and Taxis services. Corfu Port and the International airport of Corfu “Ioannis Kapodistrias”, because as it is referred previously are located near to the city center, they are connected through the city road network. But, even though their short distance (approximately 3.5 km), especially during the summer period, the transfer from one point to another can last more than 30 minutes because of the heavy traffic of the city road network. For facing this problem, Municipality of Corfu has planned the construction of a peripheral road / root for connecting the Port with the airport, avoiding the city center, but its construction has not yet been completed. Corfu Port Authority (CPA) is a “Societe Anonyme” with the Greek State as its sole shareholder, and manages the Port of Corfu, along with the three ports of Paxi, the port of Othoni, the port of Erikoussa, as well as an important part of the waterfront of the city of Corfu. The main role of CPA is the operation of the Corfu Port, which is the main gateway to the island, both for people and freight. The port of Corfu is the main source of revenue for CPA, and the main factor of the organization’s economic viability. In addition, CPA’s port activities are also supported by:

➢ commercial ships ➢ ship owners ➢ professional truck drivers ➢ traders ➢ passengers

More specifically, Corfu port handles an average (cruise ships not included) of over 1.3 million passengers and 536 thousand vehicles, as well as 485 cruise ships with 640 thousand passengers annually. As concern as the cruise sector Corfu is concerned a significant destination. For the year 2017, 408 cruise ships reached the Corfu Port and carried approximately 630.000 passengers. The buzziest day of the year was the 3/10/2017 where 8 cruise ships visit the Corfu Port with more than 11.000 passengers. Important

56

role for the achievement of this great performance at the sector of cruise plays the capability of Corfu Port to host at its facilities seven cruise ships at the same time.

The capitalization scenario for the Port of Corfu foreseen the Optimization of the logistic chain for luggage through integrated ICT tools to improve the connection between Corfu Cruise Terminal and the Airports of Aktion-­­Preveza and Corfu. The scenario is aligned with the project’s objectives; • Better processing of passengers with a focus on logistic chain luggage management • Design of an innovative platform and supportive apps, addressing mainly cruise passengers, to facilitate their trip in terms of provided public or private transportation to get on time to cruise ship or to reach any other destination on Corfu • Real time updates on the schedules and routes • Facilitation of destination management through suggestions and recommendation on the best and optimal travel solutions • Establishment of evaluation and monitoring system

Finally, CPA has developed a testing procedure for the pilot action. This procedure includes two parts. For the 1st part, the functionalities aim at:

• Collecting information from tourists; a crowd-sourcing functionality for receiving information, views, mobility and facilities related needs and suggestions from tourists that are served by the port. Questions will be asked to users accepting structured and/or free text answers, measures will be assessed / evaluated, free text proposals are to be added. • • Providing integrated information to tourists; public transport services for intra-island trips as well as for port to airport connectivity (gathering and mapping information from different sources; regional bus service providers, local bus service provider, taxi provider etc), walking and cycling tips for travelling inside the city of Corfu.

From the data collection both tourists as well as the port will benefit; the port (and the city planners) will collect valuable information for better organizing services and managing daily operations and from the other side, tourists will benefit from services that have been designed based on real needs. Tourists will also benefit from the provision of integrated information. Finally, the local community will benefit; actors will come together, discuss needs and try to provide services to tourists tailored to real needs (win-win).

The 2nd part of the app will be open only for taxis serving port-hinterland trips; it will facilitate and better manage taxis entrance to the pre – ISPS (controlled parking area).

57

ANNEX I: LIST OF STAKEHOLDERS

LOCAL PUBLIC AYTHORITIES

Municipality of Corfu - Technical Department

Municipality of Corfu - Department of Tourism & Deployment

Municipality of Igoumenitsa-Technical Department

REGIONAL PUBLIC AUTHORITIES

Civil Aviation Authority - Kerkyra

Region of Ionian Islands

Greek National Tourism Organization (G.N.T.O)

INFRASTRUCTURE & PROVIDERS

Kapsokavadis Nikolaos (TAXI Company of Corfu)

Alexandros Pagkalis (Corfu City Bus S.A.)

Antonios Charitos (Charitos Tourist ESA)

Grigorios Vlachopoulos (Grand Plan Services)

Maria Athanasiou (Grand Sea Services)

Marina Mataragka (International Tours)

Christina Markati (Destination Services)

Chris Peacock (A1 Yacht Club)

Vasileios Kaloudis (Association of Corfu Travel Agents - AOCTA)

Dimitris Diavatis (Travelco)

HIGHER EDUCATION & RESEARCH

Centre for Research and Technology Hellas - Hellenic Institute of Transport

Scientific Society of Corfu Tourism

58

LARGE ENTREPRICES

Fraport

GENERAL PUBLIC

Corfu Association of People with disabilities

SECTORAL AGENCIES

Hellenic Ports Assocation

Association of Corfu Travel Agents (AOCTA)

Corfu Shipping Agencies

Association of Corfu Dockers

Chamber of Corfu

Hellenic Association Travel & Tourist Agencies

INSETE - Ionian Islands Regional Office

Corfu Hotels Association

59