Prievo and carlisle 3
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FEST Summer School - Presentation Akureyri 2016
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Prievo and carlisle 3
- 1. Progressive Organizations: PM4SD for capacity building in sustainability applications Dr. Sheena Carlisle Holly Prievo
- 2. Objective To evaluate PM4SD (Project Management for Sustainable Development) as a tool to enhance management skills and capacity building within tourism projects and organiszations
- 3. Today’s Itinerary: PM4SD Application Capacity Building Case Study 1 Case Study 2 Case Study 3
- 4. • European project, co-funded by the Erasmus+ Programme of the European Commission working in partnership with the University of Malta, Cardiff Metropolitan University, Jlag, INTASAVE and the Bulgarian Economic Forum. • CoLeadTourism will implement (PM4SD) methodology as a blended learning capacity building tool • The development of 12 brand new case studies demonstrating the application of PM4SD in live and past projects • Development of new online training materials for a new online training platform and an up-to-date revision of the PM4SD handbook
- 5. The Integration of PM4SD into organisations • Embedding PM4SD principles into organisational culture and projects • Focus on products and outcomes • Encourages a planning and innovative approach to project challenges and complex applications of sustainability • Reduces reactive snap judgements • Encourages dialogue and collaboration between project partners, stakeholders and beneficiaries
- 6. Capacity building and PM4SD in sustainability projects can: • Manage change as a result of projects • Resolve conflict on projects • Manage institutional pluralism, • Enhance coordination amongst stakeholders • Foster practical communication • Ensure data and information are shared • Support cyclical thinking in the continuation beyond projects through planning, action, reflection….
- 7. CAPACITY BUILDING “The process through which individuals, organizations and societies obtain, strengthen and maintain the capabilities to set and achieve their own development objectives over time. Simply put, if capacity is the means to plan and achieve, then capacity development describes the ways to those means.” -UNDP, 2009 (Capacity Development: A UNDP Primer)
- 9. PM4SD Tools for Capacity Building •Stakeholder’s Map & Management Program •Product-based Planning •Communication Plan
- 10. Why Capacity building for sustainability implementation? • Lack of knowledge of the value of sustainability applications and wider impacts within a company, business or community • Engage with relevant stakeholders (buy-in ) • Integrate accountability and transparency in project implementation • Ensure standards for sustainability implementation quality projects alongside sustainability indicators • Critical Project evaluation and Accountable outcomes and product
- 11. Case Studies • Umayyad Itinerary; Lebanon • ETIS Application; Piemonte Region, Italy • A Destination Management Organization; Bulgarian Danube
- 12. Umayyad Itinerary in Lebanon: Improvement of Mediterranean Territorial Cohesion through Setup of Tourist-Cultural Itinerary
- 15. Planning (Product Based) • initial step - narrative • Clarify final product • Sub-products (flow map for roles/ responsibilities- planning, scheduling and work activities. • link end users to the products • correlation with market suitability • reduced risk • less wasted resources
- 16. Stakeholders Map • identify major challenges • foundation for the organizational phase • roles and responsibility • Dormant capacity • Information sharing: best practices, academic, technical, scientific • Culture, ownership, through inclusion • common vision
- 17. Case Study 3 : Challenge
- 18. PM4SD, capacity building and initiating change in the Piemonte Region, Italy. • Stakeholder Working Group Mechanism • Piemonte Regional Authority • SiTI - Higher Institute on Territorial Systems for Innovation (4 indicators) • ATL del Cuneese (8 indicators)and the Province of Cuneo (3 indicators) • Chamber of Commerce of Cuneo (5 indicators)
- 19. Product Based Planning and Capacity Building 1/ Creating the Project Product Description. 2/ Creating the Product Breakdown Structure (PBS) 3/ Create the Product Flow Diagram 4/ Create Product Descriptions Benefits Clarity
- 20. Product Breakdown Structure (PBS) for the ETIS project External Products Internal Products Project Management Products Stakeholder Working Group Project Plans, i.e. Project Brief Research Data of ETIS Indicators from Tourism Destination and Business Community in Cuneo Province - Communication Plan Outline Business Case Analysis and Evaluation of ETIS Indicator Data from Tourism Destination and Business Community in Cuneo Province Quality Plan Project Management Structure Strategic plan of Action for continuation of the ETIS system Risk Management Plan Project Product Description Implementation of sustainable indicators Project Plan Product Descriptions
- 21. A Destination Management Organization in the Bulgarian Danube
- 22. Challenge 1: No infrastructure for information exchange
- 24. Planning (Product Based) • clarified objectives- link EUSDR policy (establishment of tourist regions) to end users • Policy identification and adherence • FPDD- centralized knowledge base • Identified and organized useable resources • accountability and ownership within the project
- 25. Stakeholder Engagement via Communication Plan • Raising awareness • Platform for reliable, routine communication (identify risks, challenges, opportunities) • exchanges between Ruse (local, Operational) and capital in Sofia (Directing) • reduce impact of gaps intra/inter-regionally • roles and responsibilities • Transparency & cooperation between varying levels of decision making
Editor's Notes
- Our goal today is to introduce PM4SD as a management tool and demonstrate how it can be useful for developing capacity within tourism projects.
- We believe that PM4SD can support capacity building within sustainable tourism projects. development agenda for years. And since tourism as -a means to sustainable development, it is important to embed capacity building into sustainable tourism initiatives. general or nebulous concept, difficult to contextualize. But that’s also why we believe it’s important that a framework specific to the tourism sector exist. evaluating PM4SD against in our upcoming case studies. Activities: training, leadership development, fundraising, risk management, research, team building and culture building, etc. PM4SD provides several tools focusing on 3 today.
- Capacity is like tools. You can have a bunch of tools, but they are no good if you don’t know what you have, where they are, how to use them. It’s much easier to get the most of your tools when you they are organized and you recognize what they are, what they do, where they are, and how to use them. PM4SD is a management methodology that helps do that.
- Lebanese section of cultural itinerary route in the Mediterranean. popular tourists destinations - subject to seasonality and overcrowding. cultural route - common thread of the Umayyad heritage, culture and history, in and around the Mediterranean. The region shares much of the same history and heritage, which could be a unifying factor to create options for tourism outside of the traditional sea and sun circuit.
- a year and a half The first challenge was that there was a lack of agreement on the finalized product, which, obviously, was preventing any significant progress.
- wholly disengaged. Lack of leadership, enthusiasm and cooperation capacity building workshop was organized and PM4SD strategies were introduced.
- End users were concerned with the negative history and legacy of the Umayyad, and because of that, the narrative that was to tie these locations together was disjointed. Tour operators were not convinced that the tours would sell, and struggled with the idea of celebrating a culture that had such an infamous history. a narrative was developed that was suitable for the market and that tour operators would be comfortable selling
- This was also leading to a lack of engagement from stakeholders. When key stakeholders, such as tour operators and locals, didn’t support the route or believe in its market potential, there was no ownership. identify major challenges By pulling key stakeholders together to express their concerns, the route of the problem was discovered and the major challenges were identified. Dormant capacity it also gave an opportunity to map other indirect stakeholders that were not present and discover dormant capacity that could be brought into the project roles and responsibility PM4SD helped clarify roles and responsibilities of key stakeholders, which lead to the foundation for the organizational phase, where assigning tasks, sub-products and setting up a resource management took place. Information sharing: best practices, academic, technical, scientific By establishing stakeholder relationships, the flow of information became easier and best practices, academic, technical and scientific information could be shared more easily, creating capacity within the project and making it accessible Culture, ownership, through inclusion- Through inclusion, the culture of the project changed, and it got buy-in from key interest groups. This ownership is really important to successful projects. common vision Involving stakeholders on a decision making level also gave the product a common vision, which was imperative to support and the success of the project.
- 2013 Bulgaria- interested in developing the region sustainably Tourism Cavity of capacity
- The two challenges this project was facing was a lack of organizational infrastructure permitting the exchange of information and resources between public and private stakeholders and the tourism sector.
- Secondly, Although there was policy that supported the project, there was a void in technical aptitude. This is where GIZ, a German government owned organization with experience in implementing participatory approaches, came in. GIZ would apply PM4SD strategies to build capacity within the region.
- clarified the final objective – as we saw, identifying the final objective is so important to a project, otherwise, work activities can be obsolete and effort and resources wasted on the wrong tasks. Here, the objective was to set up a DMO to manage sustainable tourism growth in the region. The final objective was so closely tied to policy, as policy was what initiated the project, so it was very important for GIZ to implement a tool that would keep that policy the main theme of the project. FDPP- became the centralized knowledge base where all technical, organizational, scientific and policy information was held and exchanged. This was the resource base for this project.
- GIZ used the Stakeholder engagement tool and communication mapping in tandem. Beneficial to both region and project.in taThe first step ^____________. Although the policy was out there, there still wasn’t much coordination between private and public stakeholders and the tourism sector. There was no information and resource sharing, which is what the DMO was hoping to accomplish. In order for a DMO to be successful, it needs stakeholder buy in and healthy relationships with those that make up the elements of a destination. As we saw, there was no localized leadership. And that’s what GIZ was able to do. By getting SH aware and involved, it produced a ^___________. So these tools were really important both internally and externally, allowing transparency between varying levels of decision making within the project, as well as opening up lines of communication to external stakeholders. Mayors, city officials, tour operators, museums owners and other tourism based organizations
- Longevity sustainability