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

1. HERMIONE NEVILL
SENIOR TOURISM SPECIALIST
FUNDING AND IMPLEMENTING 21ST CENTURY
DESTINATION MANAGEMENT
6 October 2017

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. 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. 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. EXAMPLES: INTEGRATION

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. 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. 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. 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)
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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. Thank you
Hermione Nevill
Senior Tourism Specialist,
Finance and Entrepreneurship Global Practice, WBG
Hnevill@ifc.org
+12028136875

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
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