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Funding 21st century tourism destination development and management hermione nevill

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DAY 2 - SESSION 3 - Policies, Regulations, Funding Opportunities for Destination Management

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Funding 21st century tourism destination development and management hermione nevill

  1. 1. HERMIONE NEVILL SENIOR TOURISM SPECIALIST FUNDING AND IMPLEMENTING 21ST CENTURY DESTINATION MANAGEMENT 6 October 2017
  2. 2. NATURE OF OUR DEMAND  Our clients are governments. Our implementing partners may be destinations.  Client demand focused on growth We need investment in the city We want to develop new destinations We need jobs in rural areas and for youth We need economic diversification We want to grow the tourism economy
  3. 3. WHAT DO WE DO? Skills/ HR Sector Analysis Standards Access Asset Rehab & Mgmt Investment in Fixed Assets Tourism for Development Regulation & Governance Policy/ planning
  4. 4. OUR NEW APPROACH In the past, this has had mixed success. ‘Narrow interventions, narrow indicators, but broad expectations for development’ Over the last two years the WBG has put tourism firmly back on its agenda as a priority sector and we are dramatically changing the way we operate.  Theory of change  Moving from traditional log frame and results agreement to TOC  Broader, critical outlook, challenging assumptions – working backwards from desired impact  Throws up a much broader range of potential interventions/ barriers to address  Integrated solutions  WBG joined up interventions  Shared diagnostics and analytics  Complementarity between lending, advisory, and investment Step 1 Identify LTO and assumptions Step 2 Identify intermediate outcomes and challenges Step 3 Identify interventions Step 4 Develop indicators Step 5 Write the narrative Step 6 Quality review
  5. 5. EXAMPLES: INTEGRATION
  6. 6. WHERE DOES DESTINATION MANAGEMENT FIT? This shift opens the door for DM. DM is needed:  As a coordinating management body to oversee all of the constituent parts  Keep the visitor experience and concepts of value at the fore-front of decisions  Ensure long term sustainability  Monitor and measure success  At the beginning – as well as later in the destination life cycle We are actively building destination management into the programs we support e.g. FYR Macedonia, Albania, Indonesia, Rwanda, Georgia
  7. 7. CHALLENGES OF OPERATIONALIZING DM 1. Building client demand – long-term, intangible, value-for-money 2. Defining and measuring a destination, - market vs administrative boundaries 3. Client and destination capacity – for implementation and supervision, new area 4. What scale to operate on – nesting destinations and competition 5. DM Institution vs practice – visibility and funding 6. Finding a champion – DM is about people. Key to sustainability. 7. Finding consultants – local vs international specialists, high supervision costs 8. Timings – sensitive area, takes time, often projects to do not have flexibility
  8. 8. PROJECT SUCCESS FACTORS We as F&E are active in about 40 destinations – a portfolio (including wider WBG projects) of around 3.6bn on differing scales. The variables of project success are many, but there are various good practices that help; - Defining success; A strong theory of change and well constructed set of indicators that clearly attribute to impact - Government/ client motivation, national champions and whole of government coordination (Rwanda) - Client and implementing partner capacity (fYR Macedonia) - Public private dialogue, stakeholders - Strong diagnostics with market and demand-oriented analysis
  9. 9. F&E GLOBAL PORTFOLIO – TOURISM 13 Pipeline Projects 23 Active Projects 2 Post Implementation Tourism IG Saint Lucia Buddhist Circuit Tourism Tourism Business Climate Cusco - Peru Tourism Regulatory Simplification Lebanon Swaziland IC & Sectors Boosting Tourism in Peru – Phase II Rwanda Sector competitiveness Tourism – Global Product Development Project E4E Logistics/ Tourism Morocco Myanmar Destination Development Uganda IC Industry Program Sustainable Economic Development Sri Lanka Sao Tome & Principe Nepal Investment Climate for Industry Odisha Inclusive Growth Partnership Knowledge Management & Dissemination Activities In Progress  Tourism Theory of Change & M&E Framework II  Skills for Tourism Growth & Inclusion  Delivering Jobs & Opportunities for Women in Tourism Events & Partnerships  World Bank Tourism Forum  TripAdvisor  AirBnB  UNWTO  Thailand Strategy Revision Timor Tibar Bay Development Mongolia Export Diversification OECS Ferry Development Invest West Africa Program: Benin, Cote d’Ivoire, Senegal, Ghana, Togo Tanzania Industry Competitiveness OECS Competitiveness Project Nigeria: Growth & Employment Madagascar Integrated Poles and Corridor Project 2 Uganda: Competitiveness & Enterprise. Dev. Lesotho Second Private Sector Competitiveness Swaziland Private Sector Competitiveness Cabo Verde Competitiveness for Tourism Development Benin Cross Border Tourism and Competitiveness Cameroon Competitive Value Chains Laos PDR Trade Development Facility Macedonia Local and Regional Competitiveness Armenia Trade Promotion and Quality Infrastructure Haiti Business Development and Investment Tunisia Third Export Development Project West Bank and Gaza Masar Ibrahim/ Abraham Path Senegal Growth and Export Development Indonesia Tourism Development Program Entrepreneurship and jobs in Maldives PNG Tourism Development Program Completed  Tourism and Connectivity in the Pacific (2016)  Guinea Tourism Sector Note (2016)  Ebola Tourism Recovery (2016)  An Evaluation of the Development Impact of IFC Hotel Investments (2016) 9
  10. 10. MOVING AHEAD Our success rate is going to improve by; - Employing the Theory of Change (better diagnosis, design and measurement) - Greater integration of our WBG offer - Embedding destination management practices in our projects We are working on; - A suite of technical tools and materials to help implementation (stakeholder management toolkits, guides for developing destination plans, the empirical evidence base for destination management, ToRs for destination managers etc), - A number of strategic corporate partnerships – notably with Airbnb to engage in these issues.
  11. 11. Thank you Hermione Nevill Senior Tourism Specialist, Finance and Entrepreneurship Global Practice, WBG Hnevill@ifc.org +12028136875
  12. 12. EXAMPLES OF F&E TOURISM PROJECTS: Delivering investment, jobs and inclusion in diverse destinations T&C support in Nepal, in partnership with the Nepal Tourism Board and the Nepal Investment Board is streamlining the licensing and regulatory process for tourism and working to develop 4- 5 catalytic investments that have been identified in an extensive pre-implementation process. The program has already been credited with identifying and linking a potential investment to IFC IS of US$42M that is now at the appraisal stage. Internal Partners: IFC C3P, IFC IS, GP13 In Madagascar T&C tourism work linked to the Atsimo-Andrefana and Diana Growth Poles aims to develop both regions as competitive tourism destinations through airport PPPs (with IFC) & air transport liberalization, concession systems for protected areas, capacity building in marketing and destination management at national and regional levels as well as a substantial public sector investment program in roads, water and sanitation. Internal Partners: IFC C3P, GP13 In Indonesia, T&C is working to improve connectivity and tourism carrying capacity of 10 emerging destinations, promote tourism linkages to the local economy, enhancing the enabling environment for private investment in tourism, increasing institutional capacity to facilitate integrated and sustainable tourism development, and providing a “whole-of-government” approach to tourism planning and development. Internal Partners: GP13. GP ENV 12

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