Tourism's Potential As A Sustainable Development Strategy

Tourisms Potential as a Sustainable Development Strategy
Copyright 2005 World Tourism Organization Calle Capitn Haya, 42 28020 Madrid, Spain
Tourisms Potential as a Sustainable Development Strategy ISBN 92-844-0819-9
Published and printed by the World Tourism Organization, Madrid, Spain First printing in 2005 All rights reserved Editorial Team: Eduardo Fayos-Sol Bradley Weiss Iria Mara del Ro Cover Design: Layout: Estudio Salvador Ten Impacto Creativo
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Table of Contents
Part 1
Introduction ...................................................................................................
1 1 2 5 9 9 12 13 16 21 21 21 25 27 30 33 35 37 37 37 37 38 42 45 49
1.1 Preface, Eduardo Fayos-Sol, WTO................................................................. 1.2 Introductory Statement, Donald Hawkins, The George Washington University . 1.3 Forum Summary .............................................................................................. Part 2 Keynote Speeches ........................................................................................
2.1 Enrique Iglesias, Inter-American Bank .............................................................. 2.2 James Adams, World Bank ............................................................................. 2.3 Francesco Frangialli, WTO ............................................................................... 2.4 Andrew Natsios, United States Agency for International Development ............. Part 3 Tourism Ministry Perspectives ....................................................................
3.1 Background ..................................................................................................... 3.2 Marthinius Van Schalkwyk, South Africa ......................................................... 3.3 Sultan Abu-Jaber, Jordan ................................................................................ 3.4 Thierry de Pierrefeu, Honduras ....................................................................... 3.5 Lebohang Ntsinyi, Lesotho ............................................................................. 3.6 Luca Salazar de Robelo, Nicaragua ................................................................ 3.7 Juli Minoves, Andorra ...................................................................................... Part 4 Donor Perspectives ...................................................................................... 4.1.1 Background .......................................................................................... 4.1.2 Koreas Commitment to Poverty Reduction Through Tourism and the ST-EP Foundation, Young-Shim Dho .............................................. 4.1.3 The World Bank and Tourism, Richard Scobey ..................................... 4.1.4 CEPF and Tourism, Dan Martin............................................................. 4.1.5 The European Development Assistance Agency Network, Martin Tampe........................................................................................ 4.1.6 CIDAs Support for Caribbean Tourism, Paul McGinnis .........................
4.1 Donor Panel Speeches ....................................................................................
2005 World Tourism Organization - ISBN 92-844-0819-9
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4.2 Bilateral Donor Panel Presentations ................................................................. 4.2.1 Background .......................................................................................... 4.2.2 Development Assistance Agency Global Network, Roberta Hilbruner ... 4.2.3 USAID, Roberta Hilbruner ..................................................................... 4.2.4 AECI Spain, Pilar Mndez ..................................................................... 4.2.5 DGMS/MAE Italy, Emanuela Benini ....................................................... 4.2.6 DECID/MAE France, Gilles Bville ......................................................... 4.2.7 SNV Netherlands, Pieter Stoer.............................................................. 4.2.8 GTZ Germany, Martin Tampe ................................................................ Part 5 WTO Perspectives ........................................................................................ .............................................................................. 5.1.1 Tourism for Development: The WTO Framework, Eduardo Fayos-Sol ............................................................................. 5.1.2 WTO Liberalizad Trade and Sustainable Tourism - Elimination of Poverty (ST-EP) Initiative, Geoffrey Lipman ............................................ 5.2 Knowledge Management Approach ................................................................. 5.2.1 Knowledge Management for Tourism: The WTO Approach, Douglas Frechtling ................................................................................ 5.2.2 WTO.TedQual Volunteers, Bradley Weiss .............................................. 5.2.3 E-learning Cooperation Model for Tourism Education in Developing Countries, Franois Bedard, Donald Hawkins, Douglas Frechtling........... 5.2.4 Indicators of Sustainable Development for Tourism Destinations, Ted Manning ......................................................................................... 5.2.5 Development Assistance Network for Tourism Enhacement and Investment (DANTEI), Sheryl Elliott ................................................. Part 6 Case Study Presentation Summaries .........................................................
53 53 53 54 55 58 59 61 62 65 65 65 69 72 72 73 77 81 87 91 91 91 92 93 93 94 94 95
5.1 Policies and Strategies
6.1 Strategic Assessments, Planning and Implementation ..................................... 6.2 Decentralized Governance and Community Capacity Building ......................... 6.3 SME Business Development and Competitiveness .......................................... 6.4 Natural Resource and Protected Area Management ........................................ 6.5 Cultural Heritage Preservation .......................................................................... 6.6 Marketing Sustainable Tourism Product ........................................................... 6.7 Rural Development .......................................................................................... 6.8 Financial Instruments and Enabling Environments ............................................
Capitulo 1
III
Part 7
Conclusions ..................................................................................................
97 97 98
7.1 Concluding Remarks, Geoffrey Lipman ............................................................ 7.2 Washington Declaration ................................................................................... Appendices
............................................................................................................. 101
Appendix 1: Tourism Policy Forum Programme....................................................... 101 Appendix 2: List of Participants............................................................................... 109 Appendix 3: DANTEI Memorandum of Understanding ............................................ 117 Appendix 4: Concurrent Session Findings............................................................... 121 Appendix 5: Case Studies Submitted to DANTEI .................................................... 155
Part 1 Introduction
1.1 Preface
Eduardo Fayos-Sol, Executive President, WTOThemis Foundation, Head, Dept. of Education and Knowledge Management, World Tourism Organization
Fifteen years ago, a group of university professors, professionals and public tourism officials gathered together at The George Washington University to attend the first Tourism Policy Forum (TFP), which was held at the initiative of Professor Donald Hawkins. Some of us in attendance were seriously concerned about the exhaustion of the tourism paradigm of the 1970s and 1980s, the so-called mass tourism model, which we later re-named Fordian tourism. The externalities of this tourism business paradigm were already threatening the very sustainability of tourism activity, and called into question tourism's capacity to contribute to development. The 1990 TPF made it possible--I believe for the first time ever--to carry out a deep, collective reflection at the global level regarding (i) tourism scenarios in the 1990s (taking into account economic, technological, socio-cultural and environmental aspects), (ii) Tourism Policy objectives going beyond simply maximizing the number of tourists and/or tourism revenues, and (iii) the instruments of this sectoral policy. Using today's terminology, it could be said that 1990 TPF was an international exercise in knowledge management in tourism, which had a considerable influence on the development of tourism policy in the 1990s. Indeed, some of the key tourism policy documents of the 1990s (e.g.: Australias Passport to Growth: A National Tourism Strategy, 1992; Futures: Plan Marco de Competitividad del Turismo Espaol, 1992; or White Paper: Development and Promotion of Tourism in South Africa, 1996), it seems to me, show the impact of many of the concepts discussed at 1990 TPF, whether due to the direct participation of their authors in the TPF, or thanks to the dissemination of such concepts through the academic and governmental publications and forums of the time (e.g.: meetings of the International Academy for the Study of Tourism, academic activities and research work supported by the European Union's DGXXIII, General Assemblies and knowledge management activities of the World Tourism Organization, etc). In September 2003, on the occasion of the awarding of the World Tourism Organization's Ulysses Prize to Professor Hawkins, and the tribute event held in his honour in Andorra by the WTOThemis Foundation, the idea arose to revive the TPF, this time as a permanent programme of the WTO under its Department of Education and Knowledge Management (WTO.EKM) and in close collaboration with the WTO Education Council (WTO.EdC). As everybody knows, the WTO.EdC is composed of some fifty educational and research institutions from around the world, which have received the WTO's TedQual Certification through a quality audit. The WTO.EKM, for its part, carries out the Programme of Work of the WTO in the areas of research, education and training, and the application of knowledge to tourism policy and governance in tourism. With the firm support of the WTO Secretary-General, Francesco Frangialli, preparatory work was undertaken to set up and organize the 2004 TPF, and to coordinate it with other WTO programmes in the context of the Organization's Programme of Work. The preparations for 2004 TPF carried out by the WTO.EdC and the WTO.EKM resulted in a format that differed from that of the 1990 edition in certain
aspects. For one thing, it was decided to make it a biannual event, thus allowing constant interaction with the WTOs deliberative bodies (e.g., the Programme Committee, the Committee of Affiliate Members, etc.) and decision-making organs (the Executive Council and the General Assembly). For another, the new WTO TPF was to place greater emphasis on practical results and encourage the active participation of public bodies, both national and international, as well as of civil society entities with the capacity to support and implement the conclusions reached by the forum. It remained only to decide the subject areas to be tackled by this new WTO TPF, and this task was made relatively easy in view of the full integration of the WTO in the UN system in December 2003, and its consequent dedication to the Millennium Development Goals, and especially to the issue of development and poverty reduction (e.g., ST-EP Foundation, WTO.Scholars programmes in collaboration with the cooperation agencies of Italy and Mexico, etc.). Thus, the 2004 TPF took shape with a focus on the issue of tourism as an instrument of development. This issue is both old and new at the same time. Tourism's capacity to generate income and wealth, to consolidate cultural and environmental assets and to transmit knowledge and information has been discussed and analysed from very diverse perspectives - academic, professional, and governmental over the past several decades. And yet, actual tourism policies have paid much more attention to the purely promotional and microeconomic/entrepreneurial aspects of tourism. For this reason, the WTO, in organizing the 2004 TPF, had two great hopes from the outset: (i) that it would contribute to clarify the methods and instruments of tourism as a motor of development, and (ii) that it would lead to broad consensus among governments, institutions of the United Nations, development agencies, educational and knowledge management institutions, NGOs, and the private sector regarding best practices, initiatives and recommendations. I believe that the results have lived up to expectations, although it is clear that we have a huge task ahead of us. The 2004 TPF, which was held at The George Washington University (Washington D.C.) in October 2004, drew some 200 participants representing the upper echelons of decision-making in tourism, plus another 200 highly qualified observers. In my view, the event constituted a milestone in the WTO's Programme of Work, and a high point in the effort to tackle the issue of tourism as an instrument of development. Someone once said that humanity's development has been a race between knowledge and chaos. I believe that the 2004 TPF has given a substantial lead to knowledge - and I trust in its concrete application as well.
1.2 Introductory Statement

Donald Hawkins, Eisenhower Professor of Tourism Policy, The George Washington University
Background
The purpose of the WTO Tourism Policy Forum (TPF) is to convene educators, knowledge management experts and other informed professionals, together with representative government policy-makers and business leaders to focus on a critical policy issue facing global tourism and to offer recommendations for future directions. The first TPF was held in November 1990 in Washington, D.C. by The George Washington Universitys International Institute of Tourism Studies (IITS). Sponsored by WTO, Organization of American States (OAS), European Commission (EC), and the Organization for Economic Cooperation and Development (OECD), the forum convened 95 tourism experts worldwide in order to discuss tourism policy for the 1990s. Participants identified the major policy issues they expected to emerge in the 1990s and then created a set of recommendations to address these issues. Many components of policy dialogue
Part 1 - Introduction
approach utilized in the 1990 TPF, such as Delphi surveys and the nominal group process, were replicated in the 2004 TPF. In the 2004 TPF, which has become a permanent programme of the WTO, the central issue to be addressed was tourisms potential as a sustainable development strategy. This subject has always been of considerable interest to both the George Washington University (GW) and WTO, now even more so in light of its new status as a United Nations Specialized Agency.
Objectives
The 2004 TPF had five principle objectives: 1. 2. 3. Exchange views with bilateral and multilateral donor organizations, as well as representative recipients; Discuss sustainable tourism development policies in relation to the MDGs; Report on WTO general initiatives in relation to sustainable tourism and development and particularly the WTO ST-EP program to bring sustainable tourism development into the service of poverty elimination; Share promising practices for sustainable development and consider lessons learned from exemplary tourism projects supported by donors; Formulate recommendations for utilizing tourism as a sustainable development tool for achieving MDG outcomes.
4. 5.
Participants
The 2004 TPF attracted 200 participants and more than 200 observers from 52 countries. These participants came from tourism ministries, development assistance agencies, WTO and other UN organizations, education institutions, NGOs, and the business sector. Tourism ministries from 20 countries participated, 11 of which represented either by the Minister or Secretary-General of Tourism. There were also over 50 participants from 13 development assistance agencies, which included the World Bank, Inter-American Development Bank, USAID, DGSC/MAE Italy, AECI Spain, DGCID/MAE France, SNV Netherlands, GTZ Germany, and CIDA Canada. Representatives from seven United Nations organizations were in attendance, including seven from WTO. Additionally, there were over 40 representatives from academic education institutions, over 30 from NGOs, and 25 from the business sector.
PRE-TPF Concensus Building Survey

In order to gain a better understanding of the most critical issues in using tourism as a means for sustainable development, as well as generate meaningful recommendations for resolving these issues, a three-round online consensus building survey was conducted by GW in 2004. The findings of the survey then served as the basis for the working group discussions at the TPF. The survey utilized 121 tourism development experts, well-distributed by geographic region and sector (many of these experts were also TPF participants). The creators of the survey first identified eight major tourism development implementation areas: Strategic Assessment, Planning and Implementation; Decentralized Governance and Capacity Building; SME Enterprise Development and Competitiveness;
Natural Resource and Protected Area Management; Cultural Heritage Preservation; Marketing Sustainable Tourism Product; Rural Development; Financial Instruments and Enabling Environments.
Then, through a review of the literature, generated three important issues related to each area (except for the Natural Resource and Protected Area Management group, for which four were generated). In the first round of the survey, panelists were asked to rate each of the three (or four) issues for each of the eight themes (25 total) according to its importance, as well the performance of donor and recipient countries with regards to the issue. The panelists were also given the opportunity to add any issue they would like to bring to the survey panels attention for judgment in the second round. In round two, the results were reported back to the panelists, with means calculated for the importance and performance for all 25 issues. With the write-in issues generated from the first round included, panelists were asked to vote once more. Finally, in the third round of the survey, the top three ranked issues in each area were again reported back to the panelists. They were then asked to provide recommendations or solutions for closing the gap between importance and performance for each issue. After all of their recommendations were received, a committee merged duplicative recommendations. In the end, 10 to 12 recommendations per area were arrived upon. These recommendations were later provided to TPF working group participants so that they could determine which were the most important and discuss how they could be implemented. In the end, 10 to 12 recommendations per area were arrived upon. These recommendations were later provided to TPF working group participants so that they could determine which were the most important and discuss how they could be implemented.
Format and design

The TPF began on Monday, October 18 with a special briefing session for tourism ministers at the US State Department. The objective was for tourism ministers and representatives of nine US agencies to better understand the challenges and opportunities for sustainable tourism development funding. Later that afternoon, the official registration and opening reception was held. On Tuesday, October 19, the Forum was inaugurated with keynote speeches by the President of the Inter-American Development Bank Enrique Iglesias, Vice President of the World Bank James Adams, Secretary General of the World Tourism Organization Francesco Frangialli, and later the Administrator of USAID Andrew Natsios. The morning session also included an interactive panel discussion with six tourism ministers, moderated by Frangialli. After lunch, a signing ceremony between WTO and GWU for the DANTEI project was held, followed by two presentations of WTO policies and strategies for development. Next, representatives of six development assistance agencies delivered presentations, followed by a panel on the WTO knowledge management approach. The focus of sessions on Wednesday, October 20 was on formulating concrete recommendations through specialized working group sessions. The eight sessions (four concurrent sessions in the morning and four in the afternoon) coincided with the themes generated for the consensus building survey. The first half of each session was dedicated to case study presentations by five or six experts in the session theme. These presentations were meant to provide ideas and recommendations for the working group discussions that took place during the second half of the sessions. For these discussions, participants were divided into three groups corresponding to the three issues that were used in the consensus building survey. Each group was presented with the 10-12 recommendations generated through the survey and asked to consider them as written, amend them, adapt them or add new ones. The group then voted to determine the top two or three most important recommendations. Next the
group was asked to develop an implementation framework that covered WHAT mechanisms were to be used, HOW they will be accomplished and by WHOM. The groups findings were captured on flipcharts and presented to all TPF participants during AM and PM plenary sessions. They are also provided in the appendix section of this report. Figure 1 summarizes the consensus building processfrom the pre-Forum phase to post-Forum followup actions focused on utilization of tourism as a sustainable development strategy directly related to the fulfillment of Millennium Development Goals.
Figure 1 The Consensus Building Approach

A Consensus Building Approach for Optimizing Tourisms a Potential as a Sustainable Development Strategy in Developing Counties: The Case of the WTO Tourism Policy Forum Step 1
Identification and Clustering of Issues Strategic Assessment Decentralized Governance SME Business Development Natural Resource Mgmt Cultural Heritage Preservation Marketing Sustainable Tourism Rural Development Financial Instruments
Step 3 Step 2
Delphi Panel Formation Three Round Internet Survey Issue Augmentation Importance/Performance Measurement GAP Analysis
Case Study Inputs
Review of Literature Strategy Formation & Execution
Step 4 WTO TOURISM POLICY FORUM Presentations General Cases Lessons Learned DANTEi
Step 7
United Nations MDGs Encourage aid donors and recipients to evaluate their programs and to contribute case studies to DANTEI
Step 5 Step 6
Policy Declaration Implementation Framework Issue Prioritization
= ICT Facilitation
1.3 Forum Summary

The WTO Tourism Policy Forum marked the first time that donor agencies, developing countries, and civil society have met together at a high-level international conference to focus specifically on ways to cooperate and harness the economic power of tourism for sustainable development. Organized by WTO and The George Washington University--chair of the WTO Education Council--the forum attracted 200 participants and more than 200 observers from 52 countries, including 20 tourism ministers or top-level government officials. Participating donor agencies included multilateral banks such as the World Bank and Inter-American Development Bank, as well as bilateral development agencies such as USAID, DGSC/MAE Italy, AECI Spain, DGCID/MAE France, SNV Netherlands, GZT Germany, CIDA Canada, and JICA Japan. The forum opened on October 19 with keynote speeches by WTO Secretary-General Francesco Frangialli, Inter-American Development Bank President Enrique Iglesias, and World Bank VicePresident James Adams. All three speakers stressed that properly managed tourism can be a powerful tool for sustainable development. But they also agreed that the complex, multifaceted nature of the
tourism industry presents special management challenges for donor agencies as well as governments. Some challenges identified were ensuring cooperation and communication among the diverse tourism development stakeholders and developing analytical measurement tools to evaluate the success or failure of sustainable tourism development projects. Mr. Iglesias also described the importance of tourism in the Latin American region, where 54 million international visits per year translate into 2.5 million jobs, or roughly 15% of the region's workforce. Mr. Iglesias also mentioned that although IDB has been involved in tourism projects for 30 years, the focus has changed from big infrastructure projects to more community-based projects. Mr. Adams reported that in the past five years, the World Bank Group has undertaken approximately 100 projects involving tourism in 56 countries, representing 3% of the bank's total investment. He also stressed how tourism development is not only about economic growth but also about conservation and social sustainability. Finally, Mr. Frangialli reviewed WTO activities in the area of sustainable tourism development, asserting WTO's intention to lead a global partnership for sustainable tourism development to help the developing world harness its tremendous tourism potential. An additional keynote speech was later delivered by USAID Administrator Andrew Natsios, who stressed the need for community involvement to ensure tourism is sustainable. He also underscored the importance of capacity building, which he said represented the essence of development. This was followed by a tourism minister panel discussion, moderated by Mr. Frangialli. Participants included the tourism ministers from Lesotho, Nicaragua, South Africa, Honduras, Andorra, and Jordan. Some messages that were echoed by all participants were that tourism is the most efficient sector for generating jobs and economic growth, master plans need to stress long-term sustainability and poverty reduction, and that legal and regulatory frameworks for investors are needed. The afternoon session on October 19 included several important announcements. First, a Memorandum of Understanding was announced and signed between WTO and The George Washington University for a new project called DANTEI (Development Assistance Network for Tourism Economic Initiatives). DANTEI is a website designed to increase communication and the exchange of information about sustainable tourism projects. In the afternoon session, Eduardo Fayos-Sol, Head of WTO Human Resource Development, discussed the value of knowledge management as a key instrument for tourism policy and outlined the framework of a WTO approach to Tourism Policy for Development consisting of (i) building public/private partnerships for action; (ii) using knowledge management as the main instrument in tourism for development policies and (iii) creating strategic tourism policy plans with development as the main objective. Some specific initiatives such as a sustainability indicators study, an e-learning programme, and a WTO Education Council volunteer programme were then discussed during the WTO Knowledge Management panel that concluded the activities of October 19. Following this, Geoffrey Lipman, WTO Special Advisor, announced the creation of the new ST-EP (Sustainable Tourism - Eliminating Poverty) Foundation, which is set to begin operations next year. STEP will finance new research and development projects that link sustainable tourism to the UN Millennium Development Goals (MDGs), especially poverty alleviation. The foundation, to be based in Seoul, aims to attract US$100 million in financing and sponsor 5,000 projects by 2015. Young-Shim Dho of the Korean Culture and Tourism Policy Institute, which is providing US$5 million in seed money for the ST-EP Foundation, was one six panelists in a donor session held later in the afternoon of October 19. She was joined on the panel by Richard Scobey of the World Bank, Paul McGinnis of Canadian International Development Agency, Martin Tampe of German Technical Cooperation GZT, and Don Martin of the Critical Ecosystem Partnership Fund. The session was moderated by Antonio Vives of the Inter-American Development Bank. The focus of October 20 was on working group sessions organized according to eight tourism development themes. The themes of the four morning concurrent sessions were Strategic Assessment Planning and Implementation; Decentralized Governance and Community Capacity Building; SME Business Development and Competitiveness; Natural Resource and Protected Area Management. The
themes of the four afternoon sessions were Cultural Heritage Preservation; Marketing Sustainable Tourism Product; Rural Development; and Financial Instruments and Enabling Environments. In each session, five or six tourism experts presented case studies. Next, session attendees divided into three groups, each discussing an issue that was identified through a pre-conference survey. More specifically, each group identified three important recommendations related to their issue and then determined how and by which organizations these recommendations should be carried out. After the afternoon working group sessions, a panel of tourism experts from USAID, DGSC/MAE Italy, AECI Spain, DGCID/MAE France, SNV Netherlands, and GZT Germany discussed their organizations' tourism activities and avenues for future collaboration. The forum concluded with a reading of the Washington Declaration on Tourism as a Sustainable Development Strategy by University of Hawaii Professor Pauline Sheldon and concluding statements by WTO Special Advisor Geoffrey Lipman. Lipman pointed out the emergence of a new mindset among top officials of the international financing institutions, who had asserted that tourism can be the "entry point" to development in areas like infrastructure and rural renewal. He also called upon all participants to collaborate in order to leverage their strengths, offering the WTO as reference point for the sector and focal point for linkages with the Millennium Development Goals.
Part 2 Keynote Speeches
2.1 Tourism and Development in Latin America and the Role of the Inter-American Development Bank
Enrique V. Iglesias, President, Inter-American Development Bank
I am extremely honored to be here today at the opening of the Tourism Policy Forum, organized by the World Tourism Organization (WTO) and hosted by George Washington University1, to share thoughts and to explore possible courses of action with development assistance recipients and the donor community in achieving sustainable tourism development outcomes. First of all, I would like to stress the ever-increasing significance of tourism, which has become one of the most outstanding social, cultural and economic phenomena of the last century. Thanks to the steady growth of international tourism in the last 50 years, many developing countries have had the opportunity to position themselves in this dynamic market, with the number of international arrivals to these countries having increased twofold in the 1990s.
Tourism in Latin America

Latin America is not an exception. The region offers a varied and unique mix of natural and cultural resources, including live indigenous cultures, which together have the drawing power to attract international visitors. The Mundo Maya, Machu Pichu, Galpagos, Iguazu Falls, the Amazonia, Patagonia and the Caribbean, among others, are destination brands well positioned in the marketplace. In 2003, the region (Caribbean, Central America, and South America) received more than 54 million international tourist arrivals. Mexico, with more than 18 million international arrivals, has achieved the 8th position in the ranking of the top tourism destinations worldwide. The sustained efforts of the Mexican government to develop tourism based on sound policies and plans have played an important role in that success. The IDB has supported some of these important efforts. Several other countries in the region are also well established tourism destinations, receiving more than one million visitors per year (Brazil, Argentina, Jamaica, Dominican Republic, Bahamas, Costa Rica, Chile, and Uruguay). Most trips are still generated within the Region, and several countries such as Brazil, Mexico and Argentina have become important source markets. However, regional markets are more sensitive to economic and political changes and, recently, have demonstrated an irregular pattern that affects the vulnerability of the sectors development. The recent crisis in Argentina, for example, has had a high impact on bordering destinations such as Uruguay and the south of Brazil. The instability in Colombia and Venezuela has also had a negative impact on travel in the region. On the other hand, the significance of domestic travel is growing in countries such as Brazil, Argentina, Mexico and the Central American region. Although it does not have the same impact in terms of foreign currency generation, it promotes regional development, creates employment, and represents a critical mass of customers for the local tourism industry, making it less vulnerable to the variations of international demand.
1 Center for the Study on Globalization and International Institute of Tourism Studies
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The market share of the region in the international market (excluding Mexico) has been maintained around 5% since the mid 1990s, while other regions, especially Asia-Pacific, have recorded a faster pace of growth. This figure indicates that the potential of Latin America in the international tourism market has not yet been fully exploited. Certain aspects that may have acted as constraints for travel to the region are limitations in access due to the distance to some significant markets, high prices of air transport and certain restrictive air and visa policies, and the social and political unrest in some countries that has affected the image of the region. As with other regions, the terrorism attacks and the crisis in Iraq have influenced travel in Latin America. As a result, international arrivals to the Caribbean and South America decreased in 2002. Only Central America recorded an increase in the number of arrivals. The appreciation of the Euro in relation to the US dollar is fostering demand from the European markets. In the case of Argentina, a weak dollar combined with the devaluation of the peso has had a spectacular impact, and tourism is one of the sectors leading the economic recovery. Nevertheless, in order to increase competitiveness and market share, as well as the prospects for sustainability, the sector cannot only rely on the exchange rate as a competitive advantage. It must gain more market exposure, further invest in human resources, and develop more quality products and services. In turn, governments need to improve their capacity and ability to plan, monitor and finance sustainable tourism development, and ensure a balanced distribution of the benefits. Governments must also move in the direction of removing barriers for the development of the private sector. Moreover, collaboration at all levels must be strengthened: within the public administration, within the private sector, and between both public and private sectors. In particular, more regional partnerships may be needed, such as the well-known Caribbean Tourism Organization, the Mundo Maya Organization, and the most recent initiative to promote the seven Central American countries under the brand Central America. These are great examples for attracting more international tourism flows to the region.
Tourism and Development

We believe that, if properly managed, tourism can contribute to sustainable development in the region, especially if one takes into account that: It generates foreign exchange earnings. For example, in Argentina and in Brazil, tourism is the third largest export sector in terms of income generated. In 23 countries in the Caribbean, 75% of their economies depend upon tourism2; It provides business opportunities and employment for local residents. In the Caribbean only, tourism generates 2.4 million jobs, representing 15.5% of the labor workforce3; It promotes the conservation of the natural and cultural heritage that would be lost due to neglect, poorly planned management, or the pressure of other sectors; It contributes to the redistribution of income from wealthy generating markets to lower income regions not only at the international level but also at the domestic level; and It contributes to the improvement of the living conditions of the local population, fostering the provision of infrastructure and other public services.
Tourism and the IDB

The IDB has supported tourism development in Latin America for more than 30 years. It is one of the sectors through which the Bank fulfils its major development objectives of contributing to poverty
2 3 Source: World Travel and Tourism Council Source: World Travel and Tourism Council
Part 2 - Keynote Speeches
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alleviation and environmentally sustainable growth. The Banks tourism policy was approved back in 1977. Until the 1980s, priority was placed on financing large-scale infrastructure, promoting hotel investment, and developing tourism attractions. Several major projects were conceived on that basis: Cancun4 in Mxico (1971 and 1976), the integrated development of Machu Pichu Cuzco - Puno in Per, in 1974; and the resort development project in Bahas de Huatulco, Mxico, in 1985. In parallel, the Bank was also very active in approving global sectoral credit loans through local banks that, in turn, provided funding for the private sector to invest in tourism. The last operation of this type was approved in 1990. In the 1990s, the role of the IDB vis--vis the tourism sector was reoriented due to the changes in the role of governments, the privatization trend, the predominance of market economies, the increasing attention to the protection of the environment, and the growing importance given to social aspects in development. In recent years, projects have increasingly intervened in areas related to the conservation of the environment and cultural heritage, training of human resources, support to small and medium enterprises and, to a lesser extent, in supporting social inclusion in the context of poverty alleviation (community-based tourism development). However, the IDB has and continues to approve tourism projects with a strong focus on infrastructure. This is consistent with our objectives as it benefits both local residents as well as tourists and, due to the resources and instruments available, the Bank is in a position to provide support in those areas where heavy investment is needed. What we have learned from these interventions is that development objectives are better achieved if those investments are based on a comprehensive well-planned tourism strategy that has been developed with the participation of all stakeholders. During the past five years, the IDB Group has become even more active in tourism. This trend is due mainly to the fact that tourism is increasingly being considered by IDB member country governments as a viable and sustainable mechanism for economic and social development. At present, we have several tourism projects in execution and in the preparation stage. We are aware that tourism in Latin America will continue to grow in the foreseeable future, for which the IDB is ready to consider new proposals and develop the necessary instruments to respond to changing needs.
Final comments
I would like to end by saying that the IDB not only recognizes tourism as one of the worlds fastestgrowing industries, but also its ever-increasing influence as an important development strategy that can contribute to economic growth, biodiversity conservation, and poverty reduction, as well as to the fulfilment of the UN Millennium Development Goals. The IDB also recognizes that tourism is complex and cross-sectoral, involving many actors from both the public and private sectors. As such, challenges emerge in the planning and management of the direct interaction between tourists and host populations that share spaces, facilities and services in destination countries. Those are some of the reasons why donors often experience difficulties in defining the scope of tourism projects and involving the right actors, as the sector usually requires what we may perceive as complicated project concepts. Also, project impacts are also not easy to measure, as they are often part of a broader effort. Although many donors have accumulated experience in this field, further efforts are needed to better understand tourism as an agent of change and as a development sector. The challenge for the donor community is to continue to work to improve our policies, to share know-how, and to develop adequate tools that can respond effectively to the specificity and evolution of the sector. Finally, I want to thank the WTO and the George Washington University for providing this excellent opportunity to address this distinguished Forum and I am certain that during this event, the exchange
4 In 2003, Cancn received four million foreign visitors, who spent roughly US$4 billion. These figures are significantly greater than corresponding figures for the entire country of Argentina. Source: Interview with Antonio Enrquez Savignac, Former Secretary General of the World Tourism Organization, in La Nacin Online, 13 September 2004.
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of experiences and views will contribute to practical suggestions on ways in which the IDB and other donors can enhance their performance in support of sustainable tourism development.
2.2 Speech by James Adams

Vice-President for Operations Policy and Country Services, World Bank
There is a global recognition that tourism could contribute more to development strategies for poorer countries. Since sustainable development, tourism has embraced more than just economic growth. This has been a positive force for conservation, has increased social inclusion, and has also generated opportunities and choices for rural communities. Tourism has proven to be productive and adaptable for developing countries. But it is a challenging multi-sectoral activity. There are some positive trends that we are noticing: more money is being spent in developing countries by tourists, tourism growth rates remain high, and globally there are growing middle classes with increased disposable incomes and leisure time. The Banks core business is poverty reduction. Tourism is considered a valid contributor because it is an important source of employment, environmental stewardship, and cultural preservation. Looking at the current situation within the Bank during a recent internal analysis, of our tourism related activities showed that: Tourism is an important economic activity for 80% of the Banks client countries. Some notable examples include: Small island economies, including Indian Ocean, Pacific and Caribbean islands Countries with vast natural resources, often in areas with few economic options, such as Brazil, Madagascar, Tanzania, and Zambia Countries with interesting cultural patrimonies, such as Cambodia, China, Indonesia and Mali.
Tourism shows up as a focal sector in 90% of Poverty Reduction Strategy Papers (PSRP) Over 3% of the World Bank Groups lending portfolio involves tourism at some level in more than 100 projects and 56 countries We are involved in tourism through a variety of sectors, mainly Infrastructure, Private Sector Development, and Environment Different networks across the Bank have developed their own approaches to tourism work and there is much more analytical work to be done, looking at micro-linkages and constraints being led by investment climate assessments, the Enterprise Benchmarking Program, and the Doing Business initiative.
Externally, we are noticing considerable activity in the tourism arena - this forum is testament to that. We have observed that there is increased demand for tourism-related lending and analysis, that tourism is a private sector activity that requires appropriate government policy to catalyze investment and regulate the sector effectively, and that environmental conservation and social inclusion are both integral parts of current practices. However, tourism reforms are still slow in coming, governments have not committed resources, and accurate tourism statistics and indicators of growth and employment are elusive. In short, there is a lot that could be done to improve the performance of tourism in developing economies Looking ahead towards challenges, internally we are working on analyzing our approaches and harmonizing them. We are looking towards the development of an improved methodology and
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framework for approaching tourism investments more holistically, something that utilizes more of the skill sets and products already in the Bank We are also moving towards developing new indicators such as: What barriers face rural communities when they want to own and develop tourism facilities? How many licenses does the average tour operator need? How long does it take to clear imports through customs? What kind of human resource skills are required?
When compared across borders, these are practical tools that will allow governments to prioritize reforms and improve the productivity and efficiency of tourism businesses, as well as those in other sectors. Externally, there is a need for improved coordination and information-sharing across the board and we recognize the need for forging lasting partnerships with complimentary organizations.
2.3 Speech by Francesco Frangialli

Secretary-General, World Tourism Organization
President of the Inter-American Development Bank Enrique Iglesias, Vice-President for Operations Policy and Country Services of the World Bank James Adams, Ministers and other Dignitaries, Ladies and Gentlemen, Everyone around this table is convinced that tourism is now one of the global engines of development. Every year, more people are in motion than ever before in history. Let me remind you that total international tourist arrivals have grown from a mere 25 million in 1950 to some 700 million in 2003. This represents an average annual growth rate close to 7 per cent over this long period. The receipts generated by these arrivals have reached over US$500 billion in 2003, one of the first items in world trade. After three years of difficulty, short-term data available for the first part of 2004 confirm the upward trend already visible at the end of 2003. Travel confidence is improving significantly. This is true for the USA, as a destination, as well as a generating market. With the important exception of the Eurozone, where economic growth is still weak, the positive performance in the major markets indicate that conditions for demand are back on the growth track. We expect an increase of at least 5 per cent in international arrivals in 2004. Ladies and Gentlemen, We know that tourism is resilient and will grow steadily in the future. We expect a minimum of 900 million international arrivals to be registered in 2010. The question is therefore twofold; how can we minimize the negative impact on the environment and on the host communities of the expected increase in tourism flows, and how can we positively use this growing economic sector in their favour. We believe that with good planning and management, tourism can be a positive force, bringing benefits to destinations around the world. On the contrary, if poorly planned and managed, tourism can be an engine for degradation. The recent transformation of the World Tourism Organization into a UN specialised agency, resulting from an historical decision taken by the UN General Assembly on 23 December last year, is a recognition of the importance of this sector and of the need to develop it according to sustainable
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criteria. Allow me briefly to refer to the most recent conceptual definition approved by the WTO Committee on Sustainable Development of Tourism, I quote: Sustainability principles refer to the environmental, economic and socio-cultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability. Thus, sustainable tourism should: 1. Make optimal use of environmental resources that constitute a key element in tourism development, maintaining essential ecological processes and helping to conserve natural resources and biodiversity. Respect the socio-cultural authenticity of host communities, conserve their built and living cultural assets, and contribute to inter-cultural understanding and tolerance. Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders that are fairly distributed, including stable employment and income-earning opportunities and social services to host communities, and contributing to poverty alleviation.
2. 3.
Sustainable tourism development requires the informed participation of all relevant stakeholders, as well as strong political leadership to ensure wide participation and consensus building. Achieving sustainable tourism is a continuous process and it requires constant monitoring of impacts, introducing the necessary preventive and/or corrective measures whenever necessary. Sustainable tourism should also maintain a high level of tourist satisfaction and ensure a meaningful experience to the tourists, raising their awareness about sustainability issues. WTO has developed a series of activities to help its Member States to plan, develop and manage tourism respecting the environment and the local cultures, and ensuring its long-term sustainability. A recent WTO study, supported by the United Nations Environment Programme, examines policies and instruments for making tourism more sustainable, and will soon be published. It shows that most governments support the concept of sustainable development of tourism, and that some have developed successful ecotourism strategies, encouraged by the exposure given during the UN International Year of Ecotourism in 2002. The challenge is now to use the principles encapsulated in ecotourism to make all forms of tourism more sustainable. There is also increasing acceptance that policies for sustainable tourism need to be implemented at a local destination level, bringing together a wide range of stakeholders including indigenous communities. In many developing countries, strengthening the links between tourism development, poverty alleviation and conservation of biodiversity has become a frequent practice, though usually through individual projects often assisted by international agencies. It is important that the lessons learned and the approaches adopted by such projects become part of the mainstream tourism industry, and that such good practice is also shared internationally. Among the instruments to support sustainable tourism development, I would like to emphasise the need to identify and use meaningful, simple indicators of sustainability, as a key tool to inform governments of progress made and of the need to improve performance. In a few weeks WTO will launch its new Handbook on Indicators of Sustainable Tourism, which will be of great assistance to tourism managers and public officials. Two days ago, in Budapest, I proposed a collaboration to the European Union tourism leader in this field of indicators on sustainable tourism. Excellencies, Ladies and Gentlemen, Another major line in the WTO current Programme of Work refers to Tourism and Poverty Alleviation. We strongly believe that tourism has a substantial role to play in achieving the Millennium Development Goals, particularly the first of these goals concerns the reduction of poverty by one half between 2000 and 2015.
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Let me mention some data: 1. 2. 3. 4. Tourism and air transport together represent 40 per cent of international trade in services; Tourism is the primary source of foreign exchange earnings in the 49 Least Developed Countries (if we exclude the petroleum industry, which is important in only three of them); Tourism ranks third among the major export sectors for both developing countries and LDCs; While in 1950 fifteen countries, all of them from Europe plus USA and Canada, accounted for over 90 per cent of total international tourist arrivals, in 2002, their share of the market had fallen to around 60 per cent. In parallel, many developing countries saw their tourist arrivals increase significantly; Countries such as Botswana or the Maldives are no longer part of the LDCs because of the incomes generated by their tourism sector; Tourism is a principal export for 83 per cent of developing countries, and the principal export for one third of developing countries; The consolidated balance of payments between, on the one hand, OECD countries and, on the other hand, developing countries and economies in transition is in favour of the latter.
5. 6. 7.
But the importance of tourism for developing countries goes further than what these statistics could suggest. Tourism is composed of a wide network of micro, small and medium sized enterprises (SMEs). It creates opportunities for many small entrepreneurs in an industry in which start-up costs and barriers to entry are generally low. In the hotel sector for example, it is estimated that 80 per cent of the bed capacity worldwide correspond to small and independent non chain establishments, including many family-owned enterprises, which are more labour intensive than accommodation in big resorts. Similarly, small independent entrepreneurs provide most other tourism services, especially in developing countries. Tourism is also a more diverse industry than many others. Its linkages with other economic sectors are important: it has the potential to support other economic activities by creating income throughout a complex supply chain of goods and services like furniture and furnishings, handicrafts, food items, agricultural products, guiding services, building industry, etc. Most of these inputs are also produced and provided by small entrepreneurs. But the benefits resulting from tourism development are not only of an economic nature. Tourism can also bring non-material benefits such as preservation and enhancement of the national cultural heritage and a valorisation of the surrounding natural environment. In this context, WTO has taken a number of strategic steps, such as our Global Code of Ethics for Tourism, our Special Programme for Africa, and our Liberalisation with a Human Face initiative, which encourages air transport. We are now launching a special initiative on poverty, called Sustainable Tourism Eliminating Poverty (ST-EP), already mentioned by Ambassador Dho, from the Republic of Korea, and that will be introduced by my colleague Geoffrey Lipman later today. WTO is pleased to announce today that it is likely that ST-EP can start operations from the beginning of next year. The Korean government has committed US$ 5 million over the next 4 years to ST-EP, plus covering all the administrative costs of a ST-EP Foundation in Seoul. The French, Italian, Spanish and German governments are considering matching jointly that amount, and the Dutch Cooperation Agency is already contributing in kind; the WTO Executive Council has agreed that the Organization make a cash contribution too. The Government of the Territory of Macao, China, will also bring a contribution. WTO is currently fielding exploratory missions to a number of countries in order to identify ST-EP projects, one of them being focused on the join project envisaged in the Southern coast of Haiti and the Dominican Republic, so that when the Foundation and the funds are in place, a project portfolio for immediate action will be ready. In the framework of the ST-EP initiative, a publication called Tourism and Poverty Alleviation: Recommendations for Action was launched last March during the ST-EP Forum in Berlin. Based on an
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extensive analysis of successful experiences, it gives clear and practical recommendations on the ways and means they can utilize to use tourism as a poverty alleviation tool, especially in the least developed countries. WTO is currently preparing another publication on the same topic, but especially dedicated to the Small Island Developing States - two of them are around this table - which are confronted with specific challenges like isolation, economic dependence, vulnerability and fragility, and most of which have no other development option but tourism. This survey will be presented in the UN Conference on Small Islands next January in Mauritius. Ladies and Gentlemen, I would like to congratulate the George Washington University, Chairman of the WTO Council of Education, for having taken the initiative of this important Tourism Policy Forum. I would also like to encourage all of you to contribute to the success of the WTO ST-EP initiative. Thank you very much.
2.4 The Role of Sustainable Tourism in Furthering Usaids Mission Andrew Natsios, Administrator, United International Development (USAID)
States
Agency
for
Over forty years ago, USAID was established to address the issues of economic growth, poverty reduction, health, and humanitarian assistance. The challenges remain massive and stubborn. Whether because of weak governance and poor policies, human rights abuses and social inequities, armed conflict and natural disasters, catastrophic health and environmental calamities, one-sixth of the worlds population mostly women and children suffer from hunger and malnutrition. USAID recognizes that sustainable tourism is playing an ever-increasing role in the international development arena, helping to meet diverse objectives such as economic growth, poverty alleviation, improved local governance, biodiversity conservation, and enhanced management of natural resources. Tourism is a particularly powerful tool for achieving our goals because it has become one of the largest if not the largest single industries in the world. It has grown rapidly and almost continuously over the last 20 years, and the World Tourism Organization reports it to be one of the worlds most important sources of employment and of Gross Domestic Product. In 2001, some 207 million workers astonishingly, one in every twelve globally worked in the tourism sector, and the combined GDP totaled US$3,500 billion, or about 11 percent, of the worlds total. Tourism receipts are of critical importance to many countries balances of payments and general economic welfare. Experience indicates that sustainable tourism does not simply happen. It requires an overall strategy and detailed planning, with a host of supporting mechanisms including public-private partnerships, appropriate legislative and institutional reforms, training and public education, infrastructure and technology, finance and credit systems that reach down to the poor, and continued monitoring and evaluation. Since the year 2000, USAID has undertaken or begun more than 90 projects, in 72 countries, that either specifically address the tourism sector or else utilize tourism as a component for achieving other objectives. While all, to a greater or lesser extent, address economic growth and poverty reduction issues, their emphasis varies according to the priorities of different regions of the world. In Sub-Saharan Africa, projects relating to community based natural resources management and biodiversity conservation are common. In Latin America, many projects have focused on environmental conservation through strengthening of national parks, cultural preservation and coastal management.
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Projects directly pertaining to growth of the overall economy are prevalent in Europe and Eurasia, while Asia and the Near East have several projects that specifically address competitiveness aspects of the tourism sector. USAIDs primary goals include promoting economic growth by assisting and empowering local populations in less developed countries with income generation and improved livelihoods. A number of recent projects directly address strengthening local economies through a cluster-based competitiveness approach, reflecting the need for supportive and integrative mechanisms to weave tourism into the larger economy. The cluster-based competitiveness approach is widely used, with total initiatives amounting to almost $58 million in 26 countries. The concept is that product quality, international competitiveness and hence sustainability increase as linkages and synergies in a local economy become stronger and more dynamic. Several clusters are normally chosen within a country, with tourism increasingly selected as an area of focus. USAID began its first large-scale cluster-based competitiveness approach in Lebanon in 1998, focusing on agriculture and tourism. The Sri Lanka Competitiveness Initiative is a broad-based program working with several industry clusters including ceramics, coconut fiber, jewelry and tourism. Ecotourism was introduced as a new product to broaden the tourism market, and a self-funding, private sector-led, Tourism Promotion Authority was created. Other examples of competitiveness initiatives include Mongolia (with a portfolio of clusters relating to cashmere and tourism), the Dominican Republic (horticulture, traditional tourism and ecotourism), Croatia (wood products and tourism) and Bulgaria (ecotourism). USAID projects that have embraced tourism as a component for supporting economic growth range from a bed and breakfast network in Armenia to a tourism marketing web site for Mongolia, to a new National Tourism Strategy for Jordan that was adopted officially just last month. While supporting economic growth and competitiveness is a critical need, it is also imperative to help to protect and enhance the natural resources that most of the worlds poor look to for their livelihoods. Many of USAIDs tourism activities are capitalizing on increasing interest among travelers in eco- and geotourism to promote projects that support more widely applicable, community based, natural resources management and biodiversity protection objectives. Because many of the worlds poor depend directly on the environment through agriculture, forestry or fisheries for their livelihoods, much of USAIDs work is targeted to assuring the sustainable use of natural resources in four key areas: agriculture, biodiversity, forestry and water. Sustainable tourism is often used as a mechanism for furthering this work by both achieving improved management and increasing revenue generation. Since the mid-1980s, several USAID Missions have initiated community based natural resources management programs. The intent has been rural empowerment, local governance and wildlife conservation. These initiatives not only strengthen local governance through community managed operations but also further biodiversity protection. In 1990, USAID and The Nature Conservancy began collaborating on the Parks in Peril Program in an urgent effort to safeguard the Latin America and Caribbean regions most imperiled natural ecosystems, communities, and species. The Program builds a sustainable local capacity to conserve and manage biodiversity in threatened national parks and reserves of global biological significance. Since 1990, Parks in Peril has worked successfully in 17 countries, promoting sustainable resource protection in 45 conservation areas on about 40 million hectares. One example of a Parks in Peril success is Panamas Darien Biosphere Reserve, where community forest management practices have improved while generating income through nature-based cultural tourism.
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President Bush has charged my Agency with implementing The Congo Basin Forest Partnership (CBFP). We are proud to be a part of an Administration that has shown the greatest level of engagement in Africa in US history. The goal of the Partnership is to promote economic development, alleviate poverty, combat illegal logging, enforce anti-poaching laws, improve local governance, and conserve natural resources through support for a network of national parks and protected areas, well-managed forestry concessions, and creation of economic opportunities for communities who depend upon the conservation of the forest and wildlife resources of the Congo Basin. U.S. partnership actions focus on eleven key Congo Basin forest landscapes in Cameroon, Central African Republic, Democratic Republic of the Congo, Equatorial Guinea, Gabon, and Republic of the Congo, which are ecologically sensitive, biologically diverse areas and wildlife corridors considered the most vulnerable to deforestation and other threats. The U.S. Government will invest up to $53 million in the Congo Basin Forest Partnership through 2005. Secretary Powell called this a signature initiative when he introduced it in Johannesburg in 2002. He sought there to reaffirm the principle that sound economic management, investment in people, and responsible stewardship of our environment are crucial for development. Other recent initiatives, such as conservation of the Mountain Gorilla Habitat Conservation Project in Africa, hold promise for future nature-based tourism activities. The mountain gorilla populations in Rwanda, Democratic Republic of Congo, and Uganda have increased by ten percent during the past ten years (from 320 to approximately 355 individuals). USAID and its partners are promoting regional conservation approaches with an emphasis on trans-boundary coordination, anti-poaching, community participation, economic alternatives, research, and habitat conservation. Tourism has also been instrumental in advancing USAIDs strategic objectives of gender equity and promoting womens role in the development process. For example, in Tanzania, a group of village women formed the Naisho Womens Group (Naisho means increase or multiply in Maasai) to work toward preserving their culture and alleviating gender inequality and poverty. In many locations such as Tanzana, Mexico and Botswana, tourism revenue has been used to build womens centers and to promote artisan activities and micro-credit projects. Micro-funding is extremely important for many women attempting to establish their own enterprises, since traditional forms of funding may not be accessible. Operating through more than 500 implementing partners in 2003, USAID served a record 5.6 million poor clients via loans for microenterprises and other purposes valued at US$1.3 billion. Some 94 percent of all loans were paid on time, 65 percent of the clients were women, and 55 percent of the loans were held by very poor clients. More than 3.1 million micro-entrepreneurs, some of them in the tourism sector, received business development services from USAID-assisted institutions, resulting in improved market access, productivity and earnings. Tourism initiatives typically contain strong training and education components to assist local populations with acquiring new job skills and adapting to changing local economies. Necessary skills such as hospitality, marketing, public negotiations, and scientifically-based conservation techniques are cross-sectoral themes in tourism training. At least 20 current USAID tourism projects specifically integrate training and capacity building into the project model. Additional examples of enhanced training opportunities come from Ghana, Tanzania and Jordan. Ghanas Tourism Capacity Development Initiative improved the capacity, quality and performance of the tourism industry through training in marketing and product development, human resources development (including technical training for tour guides, and institutional capacity development. Train-the-Trainer conferences are held in Tanzania for institutional capacity building among such local conservation organizations as Roots and Shoots (a Jane Goodall project) and Malihai. In Jordan, a grant to the Jordan Tourism Board facilitated a series of workshops on crisis management for a tourism industry adversely impacted by conflict in the Middle East.
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I would like to conclude with some reflections on what the Agency has learned in this domain: USAID is learning from its experiences in the field that tourism is complex, multi-faceted, and can be woven into many different Agency objectives and strategies, from economic growth to poverty reduction to global health to natural resources protection and management. Done wisely and well, it has the capacity to reduce poverty, stimulate locally-retained economic growth and improve livelihoods. But tourism, planned badly, can be extremely destructive to its surrounding environment. With an integrated strategy, comprehensive planning and participation by all levels of community, tourism is capable of accomplishing many worthwhile and needed objectives. However, still better ways need to be developed to ensure that tourism is, in fact, sustainable. The sector must act as a catalyst for other development, and not an end in itself. Over-dependence on any single industry may be equally as risky to a local economy as any other mono-activity, especially in todays world. Stronger tools of analysis are needed to better assess the probability of a projects success prior to implementation, in order to make best use of available funding. We must also ensure that adequate baseline information and post-project monitoring and evaluation provide for a sufficiently competent analysis of how successful a project has been in achieving its objectives. Good stories are not good enough. We need the data and we need to establish strong indicators to measure the effects of tourism activities. This is particularly relevant to cross-cutting objectives. Tourism must be based on real market demands, not simply the supply of possible products associated with threatened natural or cultural resources. Markets must be engaged from the beginning and the enabling policy and institutional environment established for joint ventures. USAID will continue to encourage and support public-private partnerships whenever and wherever feasible. Not only do they increase the level of funding available, but they also increase the level of expertise that can be brought to a project. Donors must collaborate better in the field, on the ground where tourism projects are being implemented. By pooling resources and efforts, we can accomplish much greater results.
In closing, I would like to say how very pleased I am to see the large and varied turnout among government agencies, international donor groups, NGOs, and academic institutions. Policy forums such as this one are critical to the continued success of tourism activities by fostering communication and information exchange on program successes and failures, helping to enhance tourism activities wherever they are implemented, and giving future efforts that much greater a chance of success. Thank you.
Part 3 Tourism Ministry Perspectives
3.1 Background
Six tourism ministers were asked to serve on a panel so that TPF participants could learn more about various aspects of sustainable tourism development in their respective countries. The panel session was moderated by WTO Secretary-General Francesco Frangialli. The participating ministers were: Marthinus Van Schalkwyk, Minister of Environmental Affairs and Tourism, South Africa; Sultan Abu-Jaber, Secretary General, Ministry of Tourism and Antiquities, Jordan; Thierry de Pierrefeu, Minister of Tourism, Honduras; Lebohang Ntsinyi, Minister of Tourism, Lesotho; Luca Salazar de Robelo, Minister of Tourism, Nicaragua; Juli Minoves, Minister of Foreign Affairs, Andorra.
Prior to the donor panel, tourism ministers were asked to write brief statements concerning the following five topics: 1. 2. 3. 4. 5. Summary of Experiences (types of projects, funding sources); Lessons Learned; Exemplary project (keys to success, results achieved); Future directions (strategic goals, priorities); How WTO can help in achieving development assistance goals.
The Minister of Foreign Affairs from Andorra was not asked to prepare statements to these questions, as he was not representing a developing world country. Instead, he prepared a statement regarding his countrys interest in channeling part of its foreign aid to tourism development projects.
3.2 Marthinius Van Schalkwyk, South Africa
1. Summary of experiences
Name: Maloti Drakensberg Type of Project: Transfrontier Conservation Area (TFCA) Funding Source: Global Environment Facility (GEF) Started in late 2002 and planned to extend to the end of 2007. Approximately US$16 million has been made available to Lesotho and South Africa by the Global Environment Facility (GEF), with the World Bank acting as implementing agency on behalf of the GEF.
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Name: Wild Coast Spatial Initiative Pilot Programme Type of Project: Spatial Development Initiative Funding Source: The European Commission The programme commenced on the 16th March 2000 with the signing of a financing agreement for 12.8 million that included funding (83%) from the European Commission (EC), with contributions from the South African Department of Environmental Affairs and Tourism (DEAT), South African NGOs and the private sector.
Name: Wild Coast Bio-regional conservation programme Type of Project: Bio-regional conservation and land-use planning for sustainable use of biodiversity Funding Source: The European Commission US$340,000 from UNDP/GEF/DBSA (Development Bank of Southern Africa) and R75m from South Africa.
2. Lessons learned
Acquiring overseas development assistance for tourism development can be a major challenge and is occasionally a laborious exercise, particularly to implement; Tourism can facilitate a vast improvement in the strength of economic bases, entrepreneurial development, employment creation, taxable revenue and the promotion of both foreign and domestic investment; Balanced and responsible strengthening of local economic tourism bases empowers communities and improves the quality of life of people whilst it maintains environmental quality; Development of tourism should be done responsibly/sustainably to avoid negative environmental impacts and social disruption; With a view to also facilitating access to funding, tourism projects must financially break-even as soon as possible after implementation and become profitable in order to service investment objectives, to eradicate poverty and to maintain environmental quality; Sub-standard tourism is not acceptable. Tourism development projects must be internationally competitive to ensure prime destination status; With a view to accommodating current needs in long term programmes, preparation of project development proposals to maximise business and investment packaging takes at least five years; Involvement and participation of beneficiaries is crucial. In this regard, achievement is dependent on the creation of temporary jobs, a variety of capacity-building programmes in tourism, infrastructure development, craft and culture and agriculture; Institutional handovers are extremely challenging and should be planned and implemented very sensitively to maintain support and buy-in of all stakeholders and role players.
3. Exemplary project
NB: None of the Tourism Development Projects mentioned in the Summary of experiences section above are yet sufficiently advanced in terms of implementation to present as exemplary projects. The project presented below, however, relates directly to the Wild Coast Spatial Initiative Pilot Programme in that it is a model of eco-tourism success and will also form the basis of a new Transfrontier Conservation Area. Thus, although self-funded, it presents the basis upon which similar donor-funded projects will proceed.
Part 3 - Tourism Ministry Perspectives
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Name of the Programme: Greater St Lucia Wetland Park (GSLWP) 1998 Present Programme Budget and Total Investment: R3,000,000 p.a. and in the excess R600 million due to the intervention itself, respectively. Overall local investment due to the intervention is as yet unquantified. Programme Funding Source(s): South African Department of Environmental Affairs and Tourism; Department of Trade and Industry; Department of Transport.
Main Objective(s) of the Programme: Fighting poverty in view of the vast potential of the local natural resource through Ecotourism development; Culture heritage preservation; Biodiversity and environmental integrity; Investment promotion through public and private partnerships; Transformation focusing on SME development and job creation.
Keys to Success: Inclusive stakeholder management model balancing conservation and development within a sustainable development framework; The GSLWP Authority manages the site according to the World Heritage Convention Act and the UNESCO World Heritage Convention in terms of the Public Finance Management Act; The GSLWP Authority closely monitors all activity outcomes with a view of recording all lessons and experiences relevant for the designing of future triple bottom line development proposals; The GSLWP Authority deals with three broad areas: the management of the wildlife and ecological systems of the area; commercial activities that include the development of naturebased tourism businesses and associated infrastructure in the park; and improvements in the social and economic condition of people living in the area.
Results Achieved: Awarded eight concessions to preferred bidders securing R450 million in capital investment for the GSLWP, a revenue stream of R500 million over the life of the concessions, the creation of 900 direct jobs and black economic empowerment (BEE) ownership in the region of 75% of which at least 30% has been reserved for communities living in and adjacent to the GSLWP; In addition, 40% of expenditure by the concessionaires is expected to go to small and medium enterprise in the area. Direct spending in the area as a result of these investments is estimated to be R300 million per annum; The next phase will see us expanding our partnership with Mozambique and Swaziland whose Ministers and I will be meeting before the end of November 2004; If our plans succeed, we will be creating the first Transfrontier Marine Park, and first Transfrontier World Heritage Site in Africa between South Africa and Mozambique as part of the Lubombo Spatial Development Initiative; Facilitated with the Regional Lands Claim Commissioner the settlement of three major land claims about 60% of the St Lucia Wetlands surface area in a manner that safeguards the physical and institutional integrity of the Park. These settlements have served as a precedent for the development of a national policy position on the settlement of land claims against major protected areas;
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Introduced game including elephant, buffalo, white and black rhino, giraffe, nyala, waterbok, warthog, oribi, cheetah, among other; Unprecedented regional co-operation between South Africa, Mozambique and Swaziland as well as strengthening of the regional socio-economic base facilitated through a cross border initiative aimed at reducing high levels of malaria that currently affect the health of the regions inhabitants and inhibit tourists from visiting the region.
4. Future directions
The main thrust of the first five years of democratic government has been the development of sustainable and equitable policies and strategies. As a result, the bulk of Overseas Development Aid (ODA) during that period was targeted at overall government policy and strategy development; Since then, there has been an increasing emphasis on government service delivery. The utilisation of ODA has followed this trend, with an increasing emphasis on capacity-building in support of service-delivery, and an increased decentralisation of support hence the move in tourism development to eco-tourism growth projects; However, in order to reap maximum benefit from the ODA resources at South Africas disposal, all ODA will have to be fully aligned to South Africas core development priorities, and managed effectively; Strengthening our First Economy & intervening decisively in our second economy are the main thrusts and priorities of our Government, and ODA will be aligned to these goals; In view of the uncertainty and short term nature of donor funding, it would in the future be allocated by the Department of Environmental Affairs and Tourism: to short term initiatives; as start-up capital; to leverage other sources of funding, i.e. co-financing to leverage GEF resources; and to fund initiatives which, if not fully implemented as a result of termination of funding, would not be a major obstacle in South Africa with regard to the achievement of strategic objectives.
The following were identified by the Department of Environmental Affairs and Tourism as niche areas for donor funding: Research and development; Knowledge management systems; Enhancing planning and cooperative governance systems; Communication/ awareness raising; Training and capacity building; Implementation of legislation.
5. How WTO can help in achieving development assistance goals

Identification of multilateral sources of funding and procedures to access the funding; ODA must focus on poverty, inequality and capacity; Without inputs, targets (the millennium development goals (MDGs)) cannot be achieved; Declining ODA Average in developing nations of 0.24% of GDP (dropped from 0.7%); Poor progress towards achieving the millennium development goals (MDGs); Unpredictable aid flows;
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Diversion of ODA funds for other purposes (Iraq, EU enlargement, etc); Need for recipient ownership and associated responsibilities; ODA reform must be strengthened; Untying of aid: Harmonisation and alignment; Recipient-led partnerships; Decentralised decision-making; Institutional reform - stronger voice for developing countries.
Developing country group formation essential (like NEPAD/AU and SADC); Funding for tourism is not a priority with donors. Development assistance has to be applied for under the auspices of other economic development initiatives; An innovative funding mechanism is required for the sake of pragmatism.
3.3 Sultan Abu-Jaber, Jordan

1. Summary of Experience
The Government of the Hashemite Kingdom of Jordan recognizes that tourism is one of the most important economic sectors that will provide substantial economic and employment benefits to its citizens. The Government has for some years been developing the infrastructure, facilities, legal framework, capacity building and international marketing required to realize its aim of delivering these benefits to the nation. The role of the private sector is clearly defined and is actively encouraged to invest in this sector and continue to play an increasingly important role. Much of the progress we have achieved could not have occurred without the continued interest and generosity of the major international funding agencies and donors who have been providing funds, expertise and project management skills. The Government of Jordan is also contributing funds for tourism projects which enable us to develop tourism and leisure facilities for local communities in rural areas. The following is a representative list of tourism related projects currently being implemented in Jordan with the funding agency noted: National Tourism Strategy 2004 2010 (USAID/AMIR); Dead Sea Panorama and Museum (JICA); Amman Bus Station Redevelopment (JICA); Petra access roads (World Bank); Salt Urban Heritage Restoration (World Bank); Karak Fort Plaza (World Bank); Jerash Urban Heritage (World Bank); Um ar Rassas preservation and presentaion (European Commission); Redevelopment of Wadi Afra Hot Springs (Govt. of Jordan); Restoration of Sela Village (Govt. Of Jordan).
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2. Lessons learned
The major lessons learned are as follows: The need for a clear national strategy and policy framework within which both government and private sector investment can occur to deliver viable, socially responsible and sustainable tourism developments; Understanding of the core markets so that funds are deployed to maximize the benefits from these markets; Importance of preparing comprehensive master plans for tourism development and consulting local communities on proposals and implementation; Importance of close control of plan implementation and ensuing business development to ensure required benefits are delivered; Importance of developing community awareness of the benefits of tourism, of the opportunities tourism can bring, and the need to develop human resources at a local and national level; Continued importance of Jordans cultural heritage as a major reason for visiting Jordan and the need to improve tourist facilities, interpretation and events at these locations.
The experience being gained by Jordan in developing its tourism facilities and products in a sustainable way through the use of funds provided in development assistance increases by the day. However, an example of an exemplary project has been the preparation of a National Tourism Strategy for the period 2004 2010. This has been developed with the assistance of the AMIR Project, a USAID funded programme. During the project, industry experts from the AMIR programme have worked closely with the Ministry, the Jordan Tourism Board and members of the private sector representing all tourism sectors to develop the strategy. This is in line with the governments policy as stated by H. M. King Abdullah II: In Jordan the economy is private sector led so we challenge the private sector to propose the strategy for their sector and we respond to and facilitate their requirements. Recently launched and currently undergoing its first phase of implementation, the strategy has garnered industry-wide support from tour operators, guides, the hospitality industry, training institutions, the Government and the Monarchy. By endorsing and adopting the wide ranging strategy prepared through the development assistance provided by USAID, the government has opened the doors for the private sector to implement the strategy and help themselves. In this way, the strategy is owned by those in the industry and its implementation should result in sustainable benefits to all concerned.
4. Future Directions
The future direction for development of tourism is mapped out in the following strategy: we aim to double the income from tourism by 2010. The role of the government is to facilitate growth and sustainability in the industry through continued infrastructure development, legislation and regulation. We will work to achieve the goals established in the National Strategy, increase tourist arrivals and spending, increase government income from tourism receipts, and consequently create employment
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opportunities. We shall embark on more training of our human resources to improve the ability of the population to grasp the opportunities being created and to improve the quality of services provided. In this regard, we look forward to implementation of the third World Bank project. If this project goes ahead, we will begin implementation of proposals for the development, conservation, and restoration of a number of historic towns where tourism will play an increasingly important role in the local and national economy and poverty alleviation. Among these will be Madaba and historically important Salt.

We hope that the WTO can work with us to dispel the negative image that the Middle East is an unsafe tourism destination, and to work together at an intergovernmental level in this regard. In particular, WTO can work to eliminate travel warnings that are sometimes worded unfairly toward certain destinations like Jordan, as such warnings can have a huge impact on the economy. We hope to continue to receive policy guidelines, training, funding, networking and consultation from the WTO.
3.4 Thierry de Pierrefeu, Honduras

Many current initiatives are derived from the Stockholm Conference, originally organized to coordinate international assistance for the National Reconstruction and Transformation Program after the destruction of Hurricane Mitch. The forum in which external cooperation for Honduras is currently coordinated is the Grupo Consultivo (the Consultative Group), which is comprised of 17 donor countries and multilateral credit organizations. In terms of project financing, the Ministry of Tourism has captured approximately US $90 million. The areas in which intervention efforts are concentrated are: Strategic planning; Tourism product development and diversification; Decentralization (municipal strengthening); Stimulation of micro, small and medium businesses.
Financing was obtained from the following sources: Agencia Espaola de Cooperacin Internacional (AECI); Junta de Andaluca; Government of Italy; Government of Japan; Government of Taiwan; Government of Francia; Government of Mxico; Organization of American Status (OAS); United Nations Development Program (UNDP); Inter-American Development Bank (IDB) through technical assistance agreements; WTO local development and sustainable tourism.
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Concessional loans The World Bank The Inter-American Development Bank
2. Lessons learned
Project design should be exclusively oriented toward the needs of the country, not necessarily toward the strategic objectives of the donors or multilateral entities. Projects should be designed through a vertical process (from the bottom up), giving serious consideration to the opinions of the receptive communities and local governments; You must begin with a clear definition of the national policy, which must reflect the consensus of receptive communities and other stakeholders. The tourism sectors long term vision should translate into a clear planning strategy that defines programs and projects over the short, medium and long term with clear articulation of goals and objectives within the public and private sectors; All projects must consider components oriented toward fostering the participation of micro, small and medium businesses by way of small grants and micro-credit schemes; With eyes on rationalizing the cost of project formulation, a multilateral documentation center should be organized that will facilitate the structuring of terms of reference and offer greater liberty in the selection of experts, with the resulting reduction in the short list structuring processes. It will therefore be convenient to create a roster of local and regional tourism experts; Projects should offer greater participation to national human resources, with the aim of generating local capacity, thereby guaranteeing the necessary sustainability; All projects should contemplate components oriented toward fostering the institutional strengthening of the executing organizations, as well as a social communication component; Via the participation of the National Tourism Administrations, strengthen and broaden the knowledge of the tourism sector within the multilateral organizations, with the goal of broadening their expertise.
3. Exemplary projects
PMAIB (The Environmental Management Program of the Bay Islands) The Environmental Management Program of the Bay Islands (PMAIB) with IDB financing, successfully concluded its first phase, with a total investment of US$ 24 million. As a result, the Bay Islands now have potable water and sanitation systems for their principal population centers, a cadaster survey of 100% of all properties and landowners, and all the base-line studies that have contributed to an adopted regional environmental management plan. In its second phase, PMAIB is taking further steps to ensure sustainability: the establishment of a regional environmental authority, additional investment in water and sanitation systems for the other communities not included in the first phase, the management of 12 protected areas, institutional strengthening of municipal offices to handle environmental issues and to effectively manage and maintain public services, and the adoption of a sustainable financial mechanism to ensure the sustainability of environmental activities (including funding for the 12 protected areas) after PMAIB has concluded. As a result of its achievements, an IDB sponsored assessment of 48 projects in Latin America awarded PMAIB first place for its design and implementation strategy. The Sustainable Coastal Tourism Project The Sustainable Coastal Tourism Project is a Learning and Innovation Loan (LIL) intervention established through a credit agreement between the Government of Honduras and the World Bank. Its
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principal success was the formulation of a regional tourism strategy, with broad participation of local governments, the private sector, NGOs, ethnic groups and all the actors directly or indirectly involved in tourism activities. Through this initiative, the Mancomunidad de Municipios del Caribe Hondureo (MACAHOAssociation of Caribbean Honduras Municipalities) was created, which strengthened the process of decentralization and the development and implementation of the investments identified as priorities in the Regional Sustainable Tourism Strategy. The second component of the project supports municipal capacity building, part of the process of decentralization initiated by the current administration. It promoted the organization of Municipal Tourism Units, the creation of information centers and civil society Tourism Development Commissions. The third component, oriented toward the strengthening of micro and small tourism businesses considered productive and innovative initiatives, surpassed expectations. This component, called the Prosperity Fund, has supported more than 60 productive initiatives, among which are the support of local artisans, transportation businesses, solid waste recycling and small lodging establishments. Project execution has been an overall success. The proposed execution timetable was fulfilled, disbursements and their financial execution adapted to adequate administrative procedures and control systems. Monitoring and evaluation systems were established, and the results and impact indicators demonstrated outstanding execution.
The Honduras Institute of Tourism is teaming up with the National Geographic Society in developing a new tourism development and marketing strategy for a country whose strength lies in its diversity. Honduras will be the first country destination to adopt a Geotourism strategy, based on the model developed from the Geotourism Study conducted by National Geographic Traveler Magazine in 2002. A new trend in international tourism marketing, geotourism encompasses both cultural and environmental concerns regarding travel, as well as the local impact tourism has upon communities and their individual economies and lifestyles. Geotourism is defined as tourism that sustains or enhances the geographical character of a place its environment, culture, aesthetics, heritage, and the well-being of its residents. A principal concern expressed in the Geotourism Study is that destinations are morphing into homogeneous places that offer like experiences. This has resulted in a loss of distinctive characteristics, an erosion of local customs and cuisines, an absence of regional architecture and general culture. The study finds that it is exactly these distinctive characteristics that in fact attract the customers who take the most trips, spend the most money, and produce the greatest volume of visitors overall. Honduras embraces the geotourism strategy because it fully takes into account the impressive cultural, historical and archaeological diversity that characterizes the country, as well as Honduras tropical biodiversity. Geotourists represent a desirable market for Honduras. These travelers have high expectations for unique and culturally authentic travel experiences that protect and preserve the ecological and cultural environment. The Geotourism Study estimated that there are over 50 million geotourists in the United States alone. They are well educated, have high disposable incomes and tend to stay longer in a destination. They appreciate natural and cultural diversity. They are not overly demanding of the countrys still-growing tourism infrastructure. And they share Honduras commitment to sustainable tourism practices. Adopting a geotourism strategy for Honduras means that the government, tourism industry stakeholders and civil society in general will establish policies and practices aimed at preserving and even
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enhancing that which is authentically Honduran - forests and seas, cultures and traditions, cityscapes and landscapes, and its interesting past. Honduras must celebrate its geographical character - the entire combination of natural and human attributes that make Honduras distinct. The new strategy will both recognize the strides Honduras has taken in preserving and celebrating its geographical character, and set the bar higher by institutionalizing the strategy throughout government and private sector efforts to develop a sustainable tourism industry.

The WTO can influence donors to finance promotional and marketing strategies. Currently there is little receptivity for this type of activity, and it is not possible to develop tourism without supporting demand development efforts (promotion). The WTO can also offer technical assistance to multilateral organizations and donors oriented toward developing teams with the necessary expertise to structure bankable tourism projects.
3.5 Lebohang Ntsinyi, Lesotho

In 1994, Lesotho ratified the Convention on Biological Diversity (CBD), signifying the commitment by Government and the people of Lesotho to conserve the countrys biological diversity. The Government of Lesotho is cognizant of the importance of biodiversity, which is a critical resource on which mankind depends. The Government is also aware of the negative impacts of unsustainable human activities on this global asset, especially in the mountain bioregion. The main driving force behind biodiversity loss in Lesotho is poverty, and unless the poor local communities become less dependent on biological resources through diversification of sources of income, conservation goals may not be realized. We believe that ecotourism, being the most dynamic sector in the tourism industry, can serve as a vehicle for poverty reduction and sustainable use of components of biological diversity. There are presently three active donor funded projects in Lesotho within which ecotourism is a component, and the three are at different stages of implementation. The projects are summarized as follows: Conserving Mountain Biodiversity in Southern Lesotho (CMBSL) This is a UNDP/GEF supported project which is nationally-executed with a GEF budget of US$ 2,485,000 over five years. The project was designed in 1996 and it has been operating since 1999, but owing to a late start, it has been effectively extended by one to two years until mid-2005. The overall objective of the project is To ensure the conservation and sustainable utilization of unique alpine and mountain landscapes in Lesotho through the establishment of a network of protected areas. The project was premised on the existence of globally significant biodiversity in the Maloti Drakensberg centre of endemism, with a large proportion of this centre occurring in Lesotho. In addition, the low proportion (0.4%) of the country under conservation was a concern. Most of the unique biodiversity was threatened by overgrazing, uncontrolled grassland fires and accelerated soil erosion in wetlands. The project has a small ecotourism component. Highlands Natural Resources and Rural Income Enhancement Project (HNRRIEP) This project started in late 2000 and is mainly funded by the African Development Bank (AfDB). The project area covers Phase 1 of the Lesotho Highlands Water Project (LHWP) area. Total project cost is US$8,400,000 with a five year implementation period. The primary objective of the project is to generate revenue at the community level, for private enterprises as well as for the central Government
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to alleviate poverty while protecting the environment. The main components of the project are ecotourism development, nature conservation, institutional strengthening, rural enterprise, and rural infrastructure. Maloti Drakensberg Transfrontier Conservation and Development Project (MDTP) The MDTP is a World Bank/GEF supported bilateral project between the Kingdom of Lesotho and South Africa. The project concept was conceived in 1982, but its implementation started in 2003. The total budget of the project is US$7,320,000 over a period of five years. In Lesotho, the project is housed within the Department of Environment in the Ministry of Tourism, Environment and Culture, while Ezemvelo KZN Wildlife serves as the lead agency in South Africa. The principal objectives of the project are to conserve the globally significant biodiversity in the Maloti-Drakensberg mountains and to contribute to community development through income generation from nature-based tourism. The MDTP also has a small ecotourism component.
2. Lessons learned
Critical issues to be taken into consideration: Set up effective project management and coordination structures devoted to the project prior to project implementation; Put in place sound procurement and accounting systems and recruit experienced personnel; Recruit qualified and experienced core team to support the project on a full-time basis; Design an effective Monitoring and Evaluation framework; Balance long-term goals of the project (e.g. conservation objectives) with community expectations (immediate ecotourism gains) in the project design; Integrated and participatory project planning is required to avoid duplication of efforts and waste of scarce resources.
3. Exemplary projects (MDTP)

Government support is required for sensitization and mobilization of communities at an early stage of implementation; Facilitate the establishment of community structures at the inception of project implementation; Set up effective management structures devoted to the project; Establish sound procurement and accounting systems; Recruit a core team of specialists to support implementation; Prepare time-bound action plans and procurement plans prior to project implementation; The project team must focus on implementation and deliverables of the project rather than on project redesign. However, adaptive management should be used as a guiding principle; The core teams role should be to facilitate implementation, while stakeholders/local communities must take the lead; Encourage implementing agencies/ministries to prepare joint action plans; Integrate project facilitated structures into local government structures; Capacity building within stakeholder institutions should be a priority;
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The transfrontier nature of the project has improved collaboration with South Africa on joint planning and information exchange; Networking has resulted in exchange of experiences and additional support from several international organizations e.g PPF, Lesotho German Cooperation and Skillshare International; Initiate the formulation of an exit strategy at an early stage in collaboration with all stakeholders.
The overall objective of the Government within the tourism sector is to increase the contribution of tourism to the GDP of the country by empowering the locals to actively participate in tourism development through SMEs. Presently, the main focus is on product development and on strengthening partnerships between the private sector and Government. The following are essential factors on which the Government will place emphasis: Community participation and equitable sharing of benefits Poor local communities should participate equally with other more influential social groups in tourism. Well defined ownership and control over biological and other resources would serve as an incentive for communities to protect them. It is therefore imperative for the Government to develop mechanisms for community empowerment e.g. establishment of community trust funds and frameworks for concessions; Partnerships Develop alliances and encourage communication between different role players, including the private sector, NGOs, tour operators, travel agents, national, regional, international government authorities, etc; Security Develop a transfrontier security strategy with South Africa to ensure that that the scenic mountain areas of Lesotho are safe for tourists. The MDTP will facilitate the drafting of the strategy; Holistic tourism planning Bioregional planning approach is critical for conservation and tourism planning. This approach is the foundation for the establishment of linkages and transboundary tourism routes with the neighbouring South Africa; Reinvestment of tourism revenues into conservation Strengthen links between revenue generation from ecotourism and community conservation initiatives; Monitoring and evaluation Development of a monitoring and evaluation framework to determine the actual impacts of tourism and conservation projects; Research and information exchange Generate information to support decision making, to identify options for linking conservation to tourism enterprise, and to raise awareness about conservation and tourism; Training Training at various levels is a basic necessity for tourism development. Trainees from the Public Sector and the Private Sector with some experience require advanced training in tourism planning, marketing and other tourism related areas. Basic skill-based training would be appropriate for local communities with no experience in tourism.

Training of Public Sector, Private Sector and Local Communities; Technical experts to assist with tourism planning; Development of marketing strategies with focus on the sustainable use of the natural environment and protection of cultural heritage; Fundraising for tourism infrastructure.
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3.6 Lucia Salazar de Robelo, Nicaragua

A legal and regulatory framework establishes clear rules for investors and tourists. The Tourism Incentives Law (a/k/a Law 306) has put into place appropriate incentives for investment in this sector. Since the passage of the law in July 1999, there have been 255 projects approved, with a total investment of US$282 million to date. High-quality tourism products have been developed through participation in various projects: Tourism Territorial Organization, funded by the Organization of American States (OAS), Central American Small Hotels Assistance Program, funded by OAS, Green Central America Initiative (ICV), funded by FODESTUR-GTZ Germany); and National System of Tourism Quality, funded by the Interamerican Development Bank (IDB). The latter project consists of two components: quality classification system and training of service providers. In the area of promotion, public and private sector tourism representatives work together on the Marketing Commission to prioritize markets and define Nicaraguas promotion and marketing strategy. More specifically, they manage the positioning of the trademark NICARAGUA, the campaign to change the international image of the country, and an internal promotion campaign. Additionally, they liaise with the Central America Tourism Agency (CATA), an organization based in Spain which focuses on the promotion of Central America in Europe and Asia.
2. Lessons learned
The need for a long term strategic plan, to organize the tourism sectors development, which integrates its needs and is designed according to the Nicaraguan National Development Plan, as well as the Strategic Plan of Central America; Prioritize small and medium enterprise. This will allow for the Assistance Program for Small Hotels in Central America to fulfil its purpose; In the area of territorial organization, a system of geographical information has been developed which identifies operative regions and special zones for planning and tourism development, in order to prioritize areas with the highest potential; There is a need to improve quality and competitiveness, through training and qualification of service providers; Tourism sector development depends on sustainability principles and hard work by both public and private sectors; Investments require facilitation and promotion to improve tourism products.
The support requirement for SMEs (Small and Medium-Sized Enterprises) is recognized and as a result, the Central American Small Hotels Assistance Program provides technical assistance (technology, promotion and best business practices). The programs success is due to the integration and dedication of its participants both on the national and regional level. Shared vision, resources, priorities and joint strategies, along with the commitment of highly skilled delegates from the tourism boards of each region have strengthened the program.
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Measurable results can be seen in hotel administration. Quality of services and a better product have been achieved through facilitation of the necessary tools to improve the tourism sector.
4. Vision for the future

Implement an organizational and development plan for Nicaragua; Investment Promotion; Coordination of all the governmental institutions to improve safety and immigration facilitation as part of the regional strategy; Organization of the tourism sector through the Tourism General Law, as well as an adequate legal frame; Identification, development and diversification of tourism products. We are concentrating our efforts in History & Culture, Ecotourism and Adventure, while maintaining the traditional products (Sun & Sea Tourism, Business Tourism); As part of our marketing and promotion efforts, we will continue to work on a campaign in the United States focused on changing our image. The campaign is conducted through a public relations firm in Miami and supported by CATA; The National Development Plan (2005-2009) by the current Government, has identified five macro goals for tourism: Increase the number of tourists visiting Nicaragua to 850,000 Increase the hotel rooms capacity to 6,200 Increase tourism earnings to US$425 million Create direct and indirect employment (100,000 jobs) Develop an improved infrastructure that helps attract tourism investments.

Given that the statistical records are being produced based on the WTO indicators, we would appreciate for it to maintain its support in developing the Tourism Satellite Account; Assisting with standardization of the regulation and quality systems for the tourism sector; Providing technical assistance for training in those areas related to the tourism field. Other areas of need for technical assistance are policy development, planning, and project formulation/management; Supporting CATA in researching new potential markets and collaborating with them in their promotion and marketing programs; Providing assistance of WTO specialists and high-level officials to define regional policies for the cruise and airline industry; And most importantly, providing technical support in the formulation and implementation of our projects with international cooperation organizations.
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3.7 Juli Minoves, Andorra

Dear Ladies and Gentlemen, It is a great pleasure for me to be here today representing Andorra. Although you may be slightly surprised by our presence, allow me first to explain a little about Andorra to you. Andorra is a small country of 468 square kilometres and 72,000 inhabitants, with a great tradition of hospitality. This hospitality is enjoyed by over 11 million people a year - a fact that probably makes us one of the countries with the highest tourism densities in the world. Tourism is one of the motors of our economy and has consequently brought us many things. Tourism has allowed us to discover other cultures, made us improve our infrastructures, given Andorra a name and image, and positioned us in the tourism sector. And on top of this economic development, tourism has provided a certain social development and well-being in Andorra. As we all know, there are many ways to apply development aid worldwide. But in Andorra, considering our commitment to tourism, we strongly believe that one way to apply these contributions to development should be through tourism. Nowadays, tourism goes hand in hand with knowledge. We cannot ignore the importance of knowledge for human development, as it is one of the strongest tools that a State and or Government has to guarantee equality of opportunities for all its citizens. In modern societies, knowledge is the development motor: the more well trained citizens there are in a society, the further this society will reach in the management of its own development. Countries no longer compete only with their natural resources; the intellectual capacity that their citizens contribute to their different productive processes must now also be taken into account in this competition. I know you will be hearing more about this, as our friends Chris Cooper, Eduardo FayosSol and Don Hawkins will cover this subject in more detail during the day. The Andorran Government has always recognized the importance of this matter and strongly collaborates with WTO as one of the Members of the Executive Council and participates actively in the development of the Programme of Work. Considering this excellent collaboration and Andorras commitment to contribute to world development, it is not surprising that the Government of Andorra signed an agreement to create the WTOTHEMIS Foundation in 1998. We can now, as of three weeks ago, also announce that this agreement with WTO has gone even further. We have now created a Specialized Human Resource Development Office in our Principality. The WTOTHEMIS Foundation is an institution for quality and efficiency in tourism education, training and knowledge management. The Andorran Government has firmly given support to this initiative and is very satisfied to see how much it has grown over the last few years. In Andorra, we strongly believe in contributing our fair share to world development issues. With this in mind, during the 59th ordinary period of sessions of the General Assembly of the United Nations, our Prime Minister, Mr. Marc Forn, announced that Andorra would fulfil one of the objectives it set for itself three years ago. This objective was to increase our development aid to up to 0.7% of our budget this coming year. Although this has meant an effort for such a small country, we are very satisfied to be able to say that we will do so and that we are now working towards contributing the 0.7% of our GDP. The World Tourism Organization, as a specialized agency of the United Nations, has taken great steps in contributing to the Millennium Development Goals and my country intends to support these actions. We hope to channel part of financial support to world development through WTO and the WTOTHEMIS Foundation.
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I must congratulate the World Tourism Organization, its Education Council and the George Washington University for their initiative in organizing this Tourism Policy Forum and look forward to observing its effects on our common goal: a more developed world. In other words, a better world for all of us.
Part 4 Donor Perspectives
4.1 Donor Panel Speeches
4.1.1 Background
Panelists were asked to make presentations in which they covered the following topics: 1. 2. 3. 4. 5. 6. How tourism fits within development assistance goals and strategies; How a country can improve access to development assistance funding; How development assistance agencies can enhance collaboration among themselves and with recipient countries; Exemplary project (keys to success, results achieved); Future directions (strategic goals, priorities); How WTO can help in achieving development assistance goals.
The exception was Young-Shim Dho, who was asked to speak about her countrys support of the WTO ST-EP program.
4.1.2 Koreas Commitment to Poverty Reduction Through Tourism and the ST-EP Foundation
Young-Shim Dho, Ambassador of Cultural Cooperation, Republic of Korea, Chairperson of the Korea Tourism Policy Institute
Good Afternoon. It is my honor to speak to you today about the Republic of Koreas hosting of the STEP Foundation, as a key aspect of its commitment to assist in reducing poverty around the world through development of tourism. As you have heard, the World Tourism Organization has launched the Sustainable Tourism for Eliminating Poverty initiative (ST-EP) to increase tourism development in the world's poorest countries. Last month, WTO concluded an agreement with Korea to open the world headquarters office of the STEP Foundation in Seoul by the end of this year. It will open with an initial five million dollars in patrimony provided by Koreas government, out of its deep devotion to fostering sustainable tourism as a crucial tool for alleviating poverty and preserving ecological, social and cultural resources. Matching funds and other donations have already been promised by some nations, with much more to follow. Worldwide awareness of and interest in the ST-EP Foundation will be increased through promotion and branding, as it researches effective ways to assist development for poor areas with tourism potential, and carries out real projects there, establishing a global ST-EP network. There are several interesting reasons why the ST-EP Foundation is being established in Korea, at the center of Northeast Asia. The ancient Silk Road stretched from and across what are now some of the
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world's least developed nations and regions before finding its mainland terminus in Korea, carrying fresh ideas, trade, artworks, economic growth and some of the worlds first pilgrims and tourists. Now within a 1,000 km radius of Seoul are some of the world's most dynamic and fastest-growing economies. Within a 5,000 km radius of Seoul is more than half of the human race, in a mixture presenting the entire range of economic conditions, from the poorest and most stagnant through the most quickly-growing and richest. The Republic of Korea is in fact itself one of the world's best models for the successful development of impoverished countries. Its rapid growth in only 40 years has been called an economic miracle, but was in fact the result of properly designed and implemented governmental policies, some generated internationally and others developed in Korea in a homegrown fashion, along with plenty of inspired hard work by the populace. Many countries have studied the Korean models to see how they might adapt them to their own conditions, and Korea has always shared the open secrets of its path to economic growth and social stability, fully committed to assisting global poverty reduction. Just two weeks ago, our Deputy Prime Minister and Finance-Economy Minster Lee Hun-jai declared in his keynote speech to the 59th IMF / World Bank Annual Meeting here in Washington how enthusiastic Korea is to expand the reach of its development aid and how it is now actively seeking to give financial assistance to various nations. He said that the continuing advances in Information Technologies will make overcoming the digital divide the key factor in the success of the world's poverty-reduction efforts. Korea has become a world leader in IT, and is willing to spread both its model and technologies to countries that remain mired in poverty as we once were. Tourism has been a part of Korea's success-story, with steady sustainable growth and appropriate development. Korea has already become a leader in hosting major international sports events and tourism festivals, as well as cooperating with all other nations for their development. Koreas tourism industry is still developing and we are keenly interested in researching and implementing many upgrades and improvements. Hosting the ST-EP headquarters will be a valuable supplement and catalyst to the efforts already going on in Korea.
4.1.3 The World Bank Group and Tourism

Richard Scobey, Director for Environment, Sub-Saharan Africa, World Bank
Earlier today, James Adams told us a great story about tourism within the World Bank. It seems, however, that is my job to play bad cop and tell you about three mistakes we have made in this sector, as well as about the lessons we have learned through these mistakes. Our first major mistake was dropping the ball in the tourism sector after the 1970s. During the 1970s, the World Bank was quite active in tourism, as can be seen in Figure 1.
Part 4 - Donor Perspectives
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Figure 1: IBRD/IDA Tourism activity
However, the projects were not achieving positive results, so the World Bank essentially gave up on tourism until the mid-1990s. The reemergence occurred when the World Bank started listening to client country requests for support in tourism. This current decade has seen by far the greatest World Bank contributions to the tourism sector. By 2004, the World Bank had already dedicated US$2.9 Billion to 111 tourism-related projects in 56 countries. Figure 1, however, just takes into consideration funding from International Bank for Reconstruction and Development (IBRD) and International Development Association (IDA). If you add contributions from the International Finance Coporation (IFC) and Multilateral Investment Guarantee Agency (MIGA), as seen in Table 1, total World Bank tourism funding this decade has been US$3.6 Billion, representing 3.1% of the total World Bank portfolio.
Table 1: Total World Bank commitment to tourism

Institution Total commitments (US$ billion) 96.3 13.4 5.2 114.9 Tourism commitments (US$ billion) 2.9 0.5 0.2 3.6 Tourism portfolio as % of total 3.0 3.6 3.9 3.1
IBRD/IDA IFC MIGA Total
As can be seen in Figure 2, most of this funding (58%) has been in the area of infrastructure (INF). However, we are no longer investing primarily in resorts and luxury hotels, as was often the case in the 1970s. Instead, we are committing most of our infrastructure funding towards providing entry points for Small and Medium-Sized Enterprises (SMEs). Another 37% of our funding is dedicated to Environmentally and Socially Sustainable Development (ESSD) projects. These primarily involve biodiversity conservation activities. Finally, 5% of our funding goes to Private Sector Development. Again, we are primarily working with SMEs in these projects.
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Figure 2: Tourism-related project sectors
ESSD 37 %
INF 58 %
PSD 5%
In terms of geographical distribution, roughly one third of our projects have been in Latin America and the Caribbean (LAC), another third in Sub-Saharan Africa (SSA), and the final third spread across all other regions (see Figure 3). Figure 3: Geographical distribution of tourism projects
ECA 14 % LAC 31 %
SAR 2%
EAP 12 %
MENA 10 % SSA 31 %
The World Banks second major mistake in the tourism sector was not doing our homework. The creation of the Global Environment Facility (GEF) in 1991 spurred a new generation of investment in conservation and ecotourism. Yet many projects lacked sound strategy and analysis. In reality, most of the analysis conducted was ad hoc and was not part of a comprehensive national tourism development program. Rarely was it based on detailed supply and value chain analysis. Also, it focused on the public sector with little emphasis on public/private partnerships, community development, or poverty reduction benefits. Furthermore, it lacked meaningful monitoring and evaluation plans to assess impacts and results. Clearly, we need a stronger focus on strategy and analytics. This means embedding tourism in Country Assistance Strategies (CASs), Poverty Reduction Strategy Papers (PRSPs), and Medium-Term Expenditure Frameworks (MTEFs). Also, we need to further analyze tourism and poverty linkages, as well as review enabling environments for the private sector. We must also focus on value chain analysis, tourism
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demand studies, and competitiveness studies. In many cases, we also need to support setting standards and certification. Finally, we must shift to a multi-sectoral approach in project design. This framework is summarized in Figure 4. Figure 4: Tourism as an entry point
Sectorial linkages Agriculture Infrastructure Education & health Manufacturing Construction Handicrafts Macro policies Foreing exchange Monetary policy Tax and trade policy Employment Capacity building Foster enterprise learning Operating, financial, commercial and marketing management Training and professional development
Financing FDI Hotel SME & micro-credit Infrastructure Risk mitigation
TOURISM: AN ENTRY POINT
Institutional framework Public/private partnerships NGOs Community participation Investment promotion Marketing & sales Consumer preferences Public awareness
Regulation & competition Competition Environment & physical planning Privatization Property rights & contract enforcement Judicial reform Security Health
Micro issues Sector policy Infrastructure & service costs Employment creation & income generation Hotel standards
The third mistake made by the World Bank has been insufficient collaboration, both internally and externally. Internally, there has been a lack of knowledge sharing across World Bank groups, departments, and regions. This is not surprising, as there has been no central coordination function since the 1970s. Also, there is a limited pool of tourism skills and expertise to tap into at the bank. Externally, there has been limited collaboration with partners in areas such as financing, good practices, and lessons learned. Furthermore, we have offered little contribution to global and regional forums. Therefore, it is now time to move to a new paradigm. This includes the following components: Integration of tourism into PRSPs and national strategies; Development of partner networks to facilitate learning and knowledge sharing (particularly private sector expertise); Donor harmonization, ideally through the development of programmatic approaches at the country level, led by the governments, involving all donors in the sector based on a common funding pool. Where this is not possible, we need to at least create stronger donor coordination at the project level;
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Support for global programs (standard setting, certification, statistics) and regional institutions (i.e. capacity building of NEPAD); Development of stronger planning and analytical tools.
4.1.4 CEPF and Tourism

Dan Martin, Senior Managing Director, Critical Ecosystem Partnership Fund (CEPF)
The Critical Ecosystem Partnership Fund (CEPF) is a joint initiative of Conservation International, the Global Environment Facility, the Government of Japan, the John D. and Catherine T. MacArthur Foundation and the World Bank. CEPF provides strategic assistance to nongovernmental organizations (NGO) community groups and other civil society partners to help safeguard biodiversity hotspots, the biologically richest and most threatened areas on Earth. A fundamental goal is to ensure civil society is engaged in biodiversity conservation. CEPF strategically focuses on hotspots in developing countries, providing funding and technical assistance for civil society groups to: Help preserve the diversity of life and healthy ecosystems as essential components of stable and thriving societies; Undertake initiatives that will ultimately also contribute to poverty alleviation and economic prosperity.
The initiative acts as a catalyst to create strategic working alliances among diverse groups, combining unique capacities and eliminating duplication of efforts for a comprehensive, coordinated approach. Supported by a common vision that economic prosperity and biodiversity conservation are intrinsically linked, CEPFs investments target hotspots in developing countries for maximum impact; go directly to NGOs, community groups and other civil society partners to build this vital constituency for conservation alongside governmental partners; create strategic working alliances among diverse groups, combining unique capacities and eliminating duplication of efforts and achieve tangible results through an ever-expanding network of partners working together toward shared goals. The partnership is now actively providing grants in 13 biodiversity hotspots (14 regions) in Asia, Africa and Latin America. Through June 2004, CEPF invested more than US$44 million in grant resources to support 189 civil society partners. Tourism has been well documented to provide the following benefits to conservation: Financing for Conservation - revenues can be allocated to biodiversity conservation efforts through several mechanisms, including parks fees, lease fees and concessions, taxation, grants, and traveler donations; Economic Alternatives - providing job creation and income generating activities to local communities as an alternative to more destructive livelihoods, such as slash and burn agriculture, over-fishing, and illegal logging; Constituency Building - local communities that benefit from tourism development are more motivated to conserve their unique natural and cultural heritages; Impetus for Private Conservation - tourist demand for scenic, pristine natural surroundings and opportunities for wildlife viewing can provide an impetus to private investors to conserve areas in order to meet this demand.
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However, poor planning or explosive growth of tourism can overwhelm natural resources and community infrastructure. Poorly planned tourism products can disturb wildlife habitats, degrade watersheds, and pollute water systems, as well as add to solid waste management issues. The CEPF investment portfolio includes a number of grants to civil society partners for developing and sustaining tourism products and programs in ways that benefit both people and nature.
1. How tourism fits within development assistance goals and strategies

The Millennium Declaration (MD) and the World Summit on Sustainable Development (WSSD) marked a new commitment to involve civil society in the global development agenda. The MD resolves, to give greater opportunities to the private sector, non-governmental organizations and civil society, in general, to contribute to the realization of the United Nations goals and programmes. Type II partnerships introduced at the WSSD CEPF is a registered partnership through the Government of Japans contribution provide civil society a framework for implementing sustainable development. Tourism is one of the worlds largest industries and as such plays an important role in development. CEPF specifically supports ecotourism responsible travel that promotes the conservation of nature and sustains the well being of local people. Ecotourism is often a civil society- or community-based initiative where in many places, such as the Tropical Andes Hotspot, communities join forces with NGOs and the private sector to run ecotourism facilities and promote conservation. Ecotourism provides economic growth opportunities, which simultaneously advance environmental protection and biodiversity conservation. Through well-planned tourism initiatives, income generation, gender equality, environmental sustainability and global partnerships, all subjects of the Millennium Development Goals (MDG), can be addressed. CEPF is a member of the donor community helping civil society meet these goals. The civil society landscape in each region where CEPF works is different. Some counties have a very active and capable civil society while others require more capacity building. Through ecotourism projects such as the Learning Host to Host program, CEPF is fostering the ability of indigenous communities and local NGOs to successfully manage their natural resources and to benefit economically through ecotourism lodges. The CEPF grantees learned from each others experience with ecotourism and natural resource management experience - both important components of development goals and strategies.
2. How a country can improve access to development assistance funding

CEPF believes both human welfare and biodiversity are facing monumental threats, which are often interrelated. Those most affected by poverty are also likely to be most heavily impacted by the same threats that face biodiversity. The loss of precious natural resources, pollution of air and water, and the increased likelihood of natural disasters or the decreased ability of an environment to withstand them all impact the poor the most. The core elements of alleviating povertyincreased livelihood opportunities and income; improved health; and reduced vulnerabilityare addressed through CEPFs programmatic approach to biodiversity conservation. Demonstrating the inextricable links between environmental health and the well being of civil society can help a country access needed development assistance funding. Countries can harness a great deal of financial and human resources by working in partnership with its civil society. CEPF helps civil society in developing countries increase their capacity to engage in biodiversity conservation and the development agenda.
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3. How development assistance agencies can enhance collaboration among themselves and with recipient countries
Development assistance agencies should support programs that acknowledge and reward successful projects. For example, Indonesias Ministry of Culture and Tourism grants awards to local community groups that create innovative tourism development. Development assistance agencies should also support partnerships and leverage resources. For example, the Indonesia Ecotourism Network (INDECON), a CEPF grantee, saw that most visitors to Tangkahan (ecotourism project site) originate from Western Europe. INDECON partnered with the European Union and the Indonesian Ministry of Culture and Tourism to target this Western European audience through marketing. This targeted marketing approach demonstrates how a strategic partnership leverages resources and results in successful marketing.
4. Exemplary projects
Learning Host to Host: Ecotourism Exchanges in the Tropical Andes This project brought together leaders of three ecotourism lodges (Posada Amazonas in Peru, Chalalan Ecolodge in Bolivia and Kapawi Ecolodge in Ecuador) with four communities to share lessons learned on ecotourism and ultimately compile best practices to share with other communities and private companies. They can be viewed at: http://www.cepf.net/xp/cepf/news/in_focus/2003/july_feature.xml. Results include the following lessons learned by the local project leaders: The creation of a partnership among communities, NGOs and private enterprise is a successful model; An enduring alliance, rather than autonomous management by communities, may be best; Ecotourism should be not viewed as a panacea.
Ecotourism Product Development as a Means to Supplant Illegal Logging in the Tangkahan Area of Leuser National Park This project built the capacity of local groups in Tangkahan, a village in the buffer zone of Gunung Leuser National Park, to develop and produce ecotourism products. It is expected that successful ecotourism in Tangkahan will slow illegal logging in this portion of the national park. Results included: The 5,000 villagers of Tangkahan are now official caretakers of a corner of one of Indonesia's most impressive national parks; With support from the Indonesian Ecotourism Network (INDECON), the villagers signed a landmark agreement through the Tangkahan Tourism Institute with the national park authority that will help curtail illegal logging and place some 10,000 hectares of the park under the community's care.
Moving forward, tourism can even more greatly effect sustainable development by: Linking community-based ecotourism with global tourism networks to ensure that financial benefits of increased tourism are felt at a local level; Scaling up the efforts and the benefits going beyond site-based initiatives; Continuing to build in-country capacity.
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The WTO can influence Ministers of Tourism and Governments to: Set policies addressing the underlying need of biodiversity conservation within tourism development planning. This would include ensuring the incorporation of biodiversity and ecological considerations as a core element in land-use planning, zoning, and protected area management; Develop policies, standards, and guidelines on tourism and biodiversity, for example on community based tourism and financial investment incentives both at the multi and bilateral funding agency level to encourage tourisms contribution to biodiversity conservation (i.e. IDB's work in this regard); Provide tourism training and tools that emphasize the underlying principles of biodiversity conservation and promote standards and guidelines that incorporate biodiversity and conservation; Address major barriers to sustainable development such as land tenure, political risk factors, communication infrastructure, low levels of skills and general technological capabilities, poor image abroad, burdensome regulations, and other barriers like customs and immigration/visa requirements.
4.1.5 The European Development Assistance Agency Network

Martin Tampe, Senior Expert, Division of Environment and Infrastructure, Deutsche Gesellschaft fr Technische Zusammenarbeit (GTZ)
Since February 2003, a group of seven European DAAs (Development Assistance Agencies) have met three times and explored the possibilities for further cooperation. The German and French DAA started rotating funding for group coordination. The German GTZ hosted the group in Hanover in February 2003 and the French MAE hosted the group in Aix en Provence in October 2004. In March 2004, WTO invited the group to a meeting during ITB Berlin. The outcomes of these three first meetings have been: Exchange of information on tools, policy papers; Presentation of pilot projects and case studies; Commitments to collaborate at the country level and in areas such as market access; An emerging network.
A proposal for further collaboration has been drafted. The core group has kept the other DAAs informed. One of the main concerns is to invite them to join the network and find a way to involve the EU/Europaid in the discussion. We are willing to open our network to other bilateral and multilateral agencies and bodies for a global network. The need for cooperation is confirmed. We are encouraging the coordination at the country level, within the country-based networks on sustainable tourism. This coordination is taking shape in places such as South Africa and Central America. We are aiming at a common strategy for in-country marketing assistance and increasing trade show coordination in Europe. We are looking for concretization of Corporate Social Responsibility (CSR) round-tables, sustainable tourism standards as guiding principles for cooperation projects, and assistance for umbrella-standards (i.e. Sustainable Tourism Stewardship Council). We are ready to work on a common project of data and information sharing, as well as Internet presentations.
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At the last meeting in Aix en Provence, the following objectives were proposed: Collaborate in the fields of sustainable, responsible tourism; Share resources, communicate with each other, disseminate existing information and knowledge between DAAs to avoid duplication; Exchange information available on activities carried out by the different actors in the field of sustainable tourism; Find synergies and develop co-operation at the country level and on pilot projects; Develop a common data base of best practices and pilot projects and support them in accessing the markets; Produce guidelines, handbooks, manuals, and methodologies endorsed and used extensively by all the DAAs.
The projected joint actions are: A DAA network or committee with commissions by themes and regions; A co-operation programme at the country level; Common marketing events on the demand and supply side; Exchange of information, platform of discussion; A common data base that identifies and promotes best practices; Investment guidelines and best practices manual.
In the Tourism Policy Forum (TPF), we are meeting for the fourth time and as such, the Forum is serving as a catalyst for the European network. Representatives from five European DAAs (GTZ Germany, MAE France, SNV Netherlands, AECI Spain, and MAE Italy) have come to Washington. Others could not make it and wish to be kept informed (SIDA Sweden, EUROAID/EU, and DFID England). We have already met several times since we arrived. The North American partners joined the group and showed a willingness to enter the network and expand it to a global one. Roberta Hillbruner from USAID has played a major role in developing the links over the two continents and bringing to the table the World Bank (WB), the Inter-American Development Bank (IDB) and CIDA Canada. The TPF is an opportunity to strengthen the European network and to initiate a global one. European DAA network coordination The German and French have started rotating the funding of the group coordination. A consultant, Sylvie Blangy, has been contracted by GTZ Germany on a short-term contract (21 days from Sept. 15, 2004 to Feb. 15, 2005) to assist in the establishment of the European DAA network. Her tasks are to prepare the establishment of the European network; facilitate the presence, coordinate and represent the European DAA network at TPF in Washington; study the feasibility and implement a cooperation programme between GTZ Germany and the MAE France at the country level in South Africa, Benin, and Morocco; contribute to the organisation of Tourismus Forum International (TFI) at ReisePavillon; and facilitate a marketing workshop. Coordination within the agencies (internally) Sustainable tourism has been identified as a strategic area by some of the European DAAs. Consultants have been hired by these organisations to take a central role in developing evaluation reports, policy papers, data bases, case studies, training materials, web pages, evaluating tools, and strategies for standards and certification, as well as organizing fairs and conferences. Sharing information Group members have agreed to keep each other informed on sustainable tourism issues. All DAAs are planning on creating a specific web page on sustainable tourism. SNV Netherlands is updating their online list of publications, consultants, and projects on sustainable tourism.
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Individual data bases and web sites Each DAA is feeling the need to develop a data base, update its own list of funded projects, and post this list on its web site. Common data base There are several data bases which can host donor funded project information: DANTEI, (www.dantei.org), United Nations Conference on Trade and Development (UNCTAD-http://tourism.unctad.org), and The Committee of Donor Agencies for Small Enterprise Development (www.sedonors.org). The agencies will adopt their own mechanisms for managing this information internally and perhaps eventually share this with other development agencies through a web-centric collaborative platform. Further co-operation at the country level Synergies between DAAs are being strengthened and developed in the following countries: South Africa MAE France, GTZ Germany, and DE&AT South Africa are collaborating to implement the Priority Solidarity Fund (PSF) project on community-based tourism, World Heritage Sites, and rock art painting. A workshop is planned for April 2005 between donors and DAAs to share lessons learned, refine the PSF programme, and design a new pilot collaborative programme on community-based tourism and protected areas with co-funding involved. Morocco USAID, WB, the Global Environment Facility (GEF), GTZ Germany, EU, and SCAC France are supporting several sustainable tourism projects such as the ecotourism component of the protected area network, the rural tourism strategy at the national level, and the training of parks staff in ecotourism. Collaborations are envisaged between them. Caribbean, and Central America The French and Italian development agencies are planning to strengthen their collaborative efforts in the Central American countries and the wider Caribbean in partnership with the United Nations Educational, Scientific, and Cultural Organization (UNESCO) on cultural tourism programmes. Benin GTZ Germany and the MAE France (local SCAC) are willing to collaborate in the Pendjari national park buffer zone. GTZ Germany representatives would like to introduce the Host village network concept developed by a French NGO in Burkina Faso and Benin. Mozambique SNV Netherlands, WB, the International Finance Corporation (IFC), GTZ Germany, the World Wildlife Fund (WWF), and SIDA Sweden are supporting sustainable tourism projects in Mozambique. Collaboration is needed at the regional level and in a trans-frontier context with neighbouring countries. Coordination between DAA programme officers and project coordinators. The programme coordinators of the USAID Community-Based Natural Resource Management Network (CBNRM) programme in Namibia, programme coordinators of the SNV Netherlands programme in Laos, and the MAE France coordinator for Central America are willing to meet, share lessons learned, present their own programme and case studies, and share them with others as well as learning from others in order to better connect to ecotourism and sustainable tourism networks. A meeting is planned in Hanover at the 2005 TFI fair in Hanover.
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Marketing A draft marketing strategy and action plan was proposed by GTZ Germany earlier this year to its DAA colleagues. It proposed: Strengthening the existing GTZ Germany initiative at the 4th Trade Fair on Sustainable Tourism (TFI 2005) in Hanover and finding collaborations with the Dutch funded Vankantebieurs in Utrecht. The German and Dutch developing agencies are building up a wide body of knowledge in organising European marketing platforms and workshops (the marketplace concept); Defining a common strategy with conventional trade fairs. ITB/Berlin, WTM/London, Fitur/Madrid, and Utrecht/Netherlands are interested in hosting specialised events and exhibitors in sustainable tourism. DAAs could have a common policy and terms of agreements with the fair organisers; Developing common marketing tools at the destinations level, as well as other events: regional specialised trade and market fairs, familiarization tours, e-marketing (joint marketing platform via Internet), market oriented cluster approaches, etc.
Training Several agencies are working on a good scope of work for staff competency training. Training manuals, workshops, and tool kits need to be developed at the country level. DAAs are discussing the possibility of developing focused training programs such as accessing funding for development, destination management, marketing, planning, and related needs. These courses may be offered at strategic locations or through distance learning by WTO Education Council institutions, provided they meet prescribed standards. Partnership with other organizations UN organisations United Nations Environmental Programme (UNEP), UNESCO, UNCTAD and WTO participated in the previous meetings. Their representatives showed a willingness to work in close collaboration with the European DAA network. At the Aix en Provence meeting, the UN organisations offered their collaboration and expertise in several fields of competencies. WTO partnership The 3rd European DAA meeting was initiated and hosted by WTO in ITB Berlin. Eugenio Yunis of WTO submitted a proposal to the four DAA representatives participating at the meeting (SNV Netherlands, GTZ Germany, MAE France, and MAE Italy) in which he offered for the WTO to act as Secretariat of the European DAA Committee. Next steps The global/international DAA network on sustainable tourism is being announced today for the first time at the TPF. We need to work on our strategy and action plan in order to find the most relevant structure for our network. Subsequently, we will establish the working groups or themed commissions. I am inviting all my colleagues to come to the next meeting in Hanover at the Reisepavillon fair that GTZ Germany has been supporting for four years. We will continue our communication with the EU and encourage other European DAAs to join. We are opening our network to other bilateral and multilateral agencies. Future DAA meetings will aim to convene three networks: from Europe, North America and Asia. All North American DAAs and donors present here at the TPF are welcome to join the European DAA network. Four working groups on different themes will be set up with distinct focal points. The initial priorities will be marketing, guidelines, communication, and best practices.
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4.1.6 CIDAS Support for Caribbean Tourism

Paul McGinnis, Director Caribbean Program, Americas Branch, Canadian International Development Agency (CIDA)
Distinguished chair, fellow panelists and participants: Thank you for this opportunity to talk to you about CIDAs role in supporting the tourism sector. I would like to take these few minutes to talk to you more specifically about how we are supporting tourism development in the CIDA regional and country programs that I manage, the Caribbean Programs.
1. How tourism fits within development assistance goals and strategies in the Caribbean and CIDA
All of the member states of the Caribbean Community (CARICOM) engage in tourism and for several states, it is their principal source of foreign exchange and employment. The Bahamas, Barbados and the Eastern Caribbean islands are heavily dependent on the sector. As you are well aware, three kinds of tourism dominate the industry: stay-over vacation packages, cruise ship visits, and the emerging experiential product areas of cultural and eco-tourism. Tourists to Caribbean destinations appear to be attracted by the total environment: warm climate, sandy beaches, clean water, reasonably good infrastructure, healthy food, and reasonably safe/secure streets. Accordingly, the development strategy of the Organization of Eastern Caribbean States (OECS), for example, takes an integrated approach to the sector, emphasizing regulatory reform, human resource development, institutional strengthening and environmental management. CIDAs strategic frameworks for its development programming in the Eastern Caribbean and the larger CARICOM region are also built around the development priorities and strategies articulated in such documents as the OECS Development Charter. Our Caribbean cooperation program is focused on four broad themes: economic renewal, improved governance, strengthened social development, and enhanced environmental management. CIDA recognizes tourism as an important industry in the services sector of the economy of many developing countries. More specifically, our tendency is to consider tourism as a field of activity within private sector development, while acknowledging that some states own and operate tourism facilities such as national parks, or tourism infrastructure such as a national airline. We appreciate the role of the private sector as the main engine of economic growth and job creation and we seek to assist countries develop an enabling environment for business opportunity and investment. Other CIDA projects aim to strengthen the competitiveness of the private sector through advisory services or training. CIDA has supported sustainable tourism for communities to gain jobs and revenues in and around the Iwokrama rainforest in Guyana. Indirectly, tourism benefits coincide with improved quality of life (and environment) of Caribbean residents through better environmental management, with the aid of our CIDA projects supporting capacity building in both the public and private sector. CIDAs direct support for Caribbean tourism development has been largely through a C$25 million initiative named Caribbean Regional Human Resource Development Program for Economic Competitiveness (CPEC). Within this program, tourism is one of the priority sectors, along with financial services, agri-processing, construction, and light manufacturing.
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Why did we include the tourism sector in this human resources development program? Tourism offers a competitive advantage for the Caribbean; it has potential for strengthening and growing Caribbean economies; Tourism offers excellent opportunities for small business development, given its low entry costs for enterprises such as tour guide services, ground operations, arts and crafts, etc.; An investment in tourism is also an investment in environmental sustainability, given that tourism sectors worldwide are advocating better environmental management, more protection of sensitive environmental areas, and more parks; and Tourism offers the opportunity for local communities to engage in meaningful participation in the economy.
2. How a country can improve access to development assistance funding

The volume of Canadian aid available to a specific country is pre-determined by the Government of Canada. Within CIDA, we have two main business lines of interest to this conference. First, directed programming. This occurs when a bilateral relationship has been established with a country or region and CIDA designs a development program and projects in cooperation with the country authorities. With respect to the Caribbean region, our program budget for directed programming is fully committed for the next few years. The second main line of business we call responsive. CIDA responds to initiatives proposed by partners in the private sector, NGOs and institutions in Canada or the region. Increasingly, CIDA is investing more of the available Canadian aid dollars in responsive programming. Without our Caribbean Program we have one initiative -- the Canadian Cooperation Fund -- that is essentially responsive in nature. Priority requests for technical assistance under this Fund must be made to the Canadian High Commissions in the region. I would like to mention one other responsive program in particular the Industrial Cooperation Program (CIDA-INC). This responsive program supports proposals for joint ventures and investments in developing countries made by Canadian firms that have established a business relationship with a partner in the region. CIDA will enter into a cost-sharing arrangement for proposals it approves. More information about this program can be viewed at www.acdi-cida.gc. ca/inc. htm.
3. How development assistance agencies can enhance collaboration among themselves and with recipient countries
CIDA conceived CPEC in the mid-1990s as a response to perceived needs to enhance economic competitiveness of Caribbean industries, including tourism. An extensive consultation process with industry leaders was carried out in the region, all of whom expressed the general view that the Caribbean's economic leadership must embrace global competitiveness as a major priority going forward. To this end, CIDA established CPEC as a responsive program to strengthen the capacity of the Caribbean region to compete in the global economy through human resources and institutional development. The purpose of the program was identified: to improve the base of skills needed for increased competitiveness by private sector firms and the public sector enabling environments, all through human resource development. The application of CPEC's tourism intervention was defined through Memoranda of Understanding with Jamaica, Guyana, OECS countries, and an agreement with a sub-regional group of countries Barbados, Trinidad and Tobago, Guyana, Suriname, and Belize.
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The challenge for CIDA was to maximize the effectiveness of its interventions across a broad spectrum of tourism conditions found in participating countries. Program design was guided by the principles of aid effectiveness. There are four main principles: 1. 2. 3. 4. local ownership; improved coordination; stronger partnerships; results-based approaches.
These principles were embodied in the program delivery mechanisms established by CIDA including a regional office in St. Lucia as well as project offices in Jamaica and Guyana (given the scope of the program for each of these countries), professionals from the region to ensure sensitivity to the region and its needs, and steering committees combining senior public and private sector leadership from the region. Local proponents have committed an average of 46% of resources for CPEC-funded projects, thus indicating a good level of local ownership. CIDA has partnered with the Organization of American States (OAS), United States Agency for International Development (USAID), and the American Hotel and Lodging Associations (AHLA) Educational Institute to develop the Skills for Success international certification course for small hotel operators and staff. In future programs of this nature, we would encourage much closer collaboration with other international development partners around support for a common sector strategy. We would encourage deeper coordination that goes beyond information sharing. This is the trend that is emerging in other sectors of cooperation, such as in HIV/AIDS programming in the Caribbean. The ultimate goal of this harmonization trend is more effective development cooperation.
4. Results achieved by CPEC

CPEC managers selected, approved and implemented 63 projects, of which 20 were tourism projects in 13 Caribbean countries during the past five years. Total sector funding was C$8,123,351, of which CPEC contributed C$4,037,524. Sixteen of these 20 tourism projects have been completed. The CPEC program has helped contribute to a shift in the tourism sector towards adopting international market-driven standards and enhancing capacity to compete in the global market. Examples of CPEC outputs include: improved the skills base of over 4,000 hotel and tourism entrepreneurs, regulators, managers, supervisors, technicians and line workers over the course of 60 months; partnered with the OAS and USAID to support the introduction of an internationally-certified skills training program for small hotels in the Caribbean at prices they can afford over 120 trainers and more than 700 workers were trained and certified by the AHLA; harmonized tourism legislation enacted in Dominica, St. Vincent & the Grenadines, and under consideration by the Cabinet in Grenada; contributed to development of competitive tourism policies in Antigua and Barbuda, Belize, and Dominica; and heightened national, industry and government attention in Trinidad and Tobago, Jamaica, Barbados, Belize, St. Kitts-Nevis and Montserrat to visitor safety and protection policies and strategies based on research conducted on risk exposure, crime, and harassment.
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5. Future directions: strategic goals and priorities; and 6. How WTO can help in achieving development assistance goals.
Tourism marketing in today's global environment is a daunting challenge. According to the World Travel and Tourism Council, it is a US$5.5 trillion industry and that kind of revenue will attract aggressive competitors. With strong growth in specialty tourism, experiential vacations, and a preference by these markets for more intimate accommodation, the Caribbean has an opportunity to develop new market distribution channels for the regions smaller operators. One of the issues CPEC faced was how to demonstrate the process for developing specialty business and taking advantage of worldwide trends towards more experiential vacations. The solution is to co-fund projects where tourism operators become linked with the distribution channels for these specialty markets namely tour operators. This was undertaken earlier this year in Guyana. Recognizing the specialty market potential that exists for Guyana in nature, adventure and cultural tourism areas, a conference tour of ten international tour operators was organized earlier this year to inspect Guyanas tourism product, host a question and answer forum with Guyana's tourism industry, and, it was hoped, to create some new business for Guyana. CIDA and USAID co-funded parts of this relatively small project. Not only was the interaction between local operators and their international guests a positive learning experience for both, but several of the tour operators have decided to test-market Guyana. An estimated US$100,000 in new business is already being created and everyone involved is hopeful that this is just the start, albeit modest, of a brighter future for Guyana's tourism sector. The EcoTourism infrastructure and know-how in Guyanas (Iwokrama) Rainforest has been enhanced by the CIDA-funded construction of a C$200,000 forest Canopy Walkway, a technologically advanced aluminum structure, designed by Greenheart Conservation, a Canadian company. This is proving to be a major draw for tourists into this pristine hinterland. A similar project is now underway in Dominica, where specialist tour operators visited in July to review and assess the tourism product. Based on their findings, they are undertaking a survey of specialty tour operators to pre-qualify candidates for a conference similar to Guyana's. The survey results to date have been very positive, with 22 of 25 international tour operators respondents expressing interest in participating. None of these have done business with Dominica previously. This project illustrates how an appropriate training approach can certainly help to equip small tourism enterprises in the Caribbean to enter the specialty markets. It is a lesson to the WTO, tourism agencies and the private sector to more aggressively move into the specialty arena, given the benefits that can accrue to their smaller suppliers. Tourism has the potential for stimulating activity in other sectors of our economies; promoting diversification of production; and generating income from a wide array of activities directly linked to it. However, we are also mindful that while our region possesses certain advantages, based on the exotic allure of the places and people of the region, specific action will be required to maintain and improve tourisms contribution and ensure that its benefits continue to permeate other sectors and the economy as a whole. Accordingly, we will: (a) Create the institutional structures and capacity to ensure coordination of strategies, action plans and responses, especially with respect to product development, cruise tourism, airlift and investment in accommodation, sites and attractions, marketing and maximization of the financial benefits of the industry; Devise and implement sustainable tourism development strategies that maintain the physical environment that makes our region a desirable and competitive destination;
(b)
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(c)
Strengthen the links with the air transport sector, foster strategic partnerships with regional and international airlines and promote alliances between the two to ensure sustained airlift capacity for all destinations within our region; Constantly review the effectiveness of incentives offered to travel and tourism-related enterprises with a view to making them more relevant and efficient; Increase investments in human resource development and specific training programs to prepare our nationals for all levels of employment within the industry as well as providing service of the highest quality and standards to our visitors; Strengthen the links between tourism and the other productive and service sectors; Design and implement coordinated and multi-destination marketing strategies that emphasize the similarities as well as the differences in our region's tourism product; Continue joint public/private sector co-operation in marketing and promotion efforts and particularly in new markets; and Explore the creation of new mechanisms for maximizing the financial returns of the industry.
(d) (e)
(f) (g) (h) (i)
We commit ourselves to ensuring that we grasp the possibilities inherent in our natural advantages and turn these to the continuing benefit of our peoples development.5
4.2 Bilateral Donors Panel Presentations

4.2.1 Background
Panelists were asked to prepare short presentations describing their agencies current tourism projects and outlining strategies for using tourism as a means for sustainable development in the future. Panelists also discussed the formation of a global donor network so as to better coordinate their tourism development activities. Specific plans and strategies for this network were presented by Roberta Hilbruner of USAID.
4.2.2 Development Assistance Agency Global Network

Roberta Hilbruner, Development Communication & Sustainable Tourism, USAID
I was persuaded to share with you the next steps in forming a global network of development assistance agencies. I want to emphasize that I am speaking for our entire group, which includes not only those of us here on the panel (Germany, France, Spain, Italy, Netherlands,US) but also Canada, the World Bank, IDB, and US State Department. European donors and development assistance agencies have met three times since 2003. Here in the US, development agencies are just beginning to work together on tourism. This Forum has been an opportunity to strengthen the European network and to initiate a global one. Just since this Forum began two days ago, North American donor and development assistance agencies (meaning the US and Canada), the World Bank, and IDB have met with our European counterparts no less than four times and, as a group, we plan to continue that contact and global networking. In our meetings over the past three days, we found many commonalities in addition to projects of mutual interest. We have identified common difficulties, common successes, common goals, and common needs. These needs can be summarized in four key categories:
OECS Secretariat, Development Charter, October 2002.
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1.
Pragmatic Assessment We need realistic appraisal of the issues, opportunities and capabilities within a country related to tourism development. As agencies, we need to understand, and help our field offices understand where and how we should get involved to best support tourism development and what activities are required. We also need to know what activities are feasible and sustainable economically, environmentally, and socially. Some of us are working on appraisal processes and will share our work with the larger group for review, comment and contribution.
2.
Collaboration As agencies, we need to collaborate with each other globally, regionally, and at the country level to be more effective. At a minimum, we need to be aware of each others activities, but ideally we should be partnering. We have already made good progress in that direction thanks to catalysts Don Hawkins and Sylvie Blangy - and plan to continue this networking. We have already begun exploring the possibility of undertaking joint ventures in the field, specifically in South Africa, Morocco, Mozambique, and Central America. Everyone also agreed to explore the feasibility and potential of engaging our individual agencies in internal analysis to better understand our tourism activities and how tourism can achieve our agencies goals. Then, wed like to share what we learn with each other. A common database, such as the DANTEI system, could provide a future conduit for such information sharing and knowledge management. We also need an open forum for donor agencies and other concerned stakeholders to share ideas and information and participate in collaborative work. Together, WTO and agencies could facilitate this exchange. We also hope that WTOs development of strategies, standards, processes, guidelines, and tools will be participatory to build widespread ownership among our donor agencies.
3.
Integrated Framework As development assistance agencies, it is very clear to us that tourism is a catalyst, a platform and an entry point to accomplishing multiple goals. It is cross-sectoral and cross-cutting, but it has not always been implemented in that manner. In many agencies, tourism was initially used as a means to support environmental conservation. Yesterday, we heard that at the World Bank and IDB, the initial focus was infrastructure and hotel development. Some of our projects have focused on economic growth to the exclusion of other sectors. But currently all of us are beginning to work toward a more holistic integrated approach and we plan to continue in that direction. Effective Monitoring and Evaluation We are delighted that WTO is launching the indicator handbook. We need good indicators to develop monitoring and evaluation plans that include gathering relevant baseline information, using solid performance indicators, and post-monitoring and assessment. Good data informs our progress, identifies problems, and is critical to synthesis of lessons learned. What we can do as development assistance agencies is to ensure that all of our projects have strong monitoring and evaluation plans and again, work together toward sharing of lessons learned. Finally, we are very grateful to WTO and to GWU for providing the opportunity for us to focus on tourism and to talk to each other.
4.
4.2.3 USAID Summary Comments

Roberta Hilbruner, Development Communication & Sustainable Tourism, USAID
Id like to thank WTO and GWU for the opportunity to participate in this forum and for helping all of us elevate the importance of tourism within our agencies. Monday, Deputy Assistant Administrator Jackee Schafer summarized USAID activities in a special briefing to Ministries. Yesterday, Administrator Natsios emphasized the importance of tourism to USAID as a platform for achieving our goals. Today, many of the presentations have provided a closer look at
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USAID-funded activities. I am here now to talk about the future, and I will initiate that discussion by sharing an internal, USAID centrally-funded project. A couple of years ago at USAID, we began a cross-sectoral Sustainable Tourism Working Group. This was in response to increasing field office requests for technical assistance related to tourism. In addition to sharing information about who was doing what, and what mechanisms we had available to address tourism, our internal group felt it was important to examine why tourism development might be important to USAID, take stock of how we were doing, and provide tools and lessons learned to our field offices. We are currently in the middle of this self-examination process. What we have learned so far is that since 2000, we have had 98 projects in 72 countries that have helped us address poverty reduction, economic growth, competitiveness, environmental conservation, gender, education, and governance. We have also learned that USAIDs tourism projects are so integrated into larger projects that it is impossible to separate out some information such as funding levels of tourism support. When we are finished with our analysis, we will be able to make a strong case for inclusion of tourism into field office strategy development and project design. We will also have an internal base of tourism information, tools and training for field personnel. Our internal working group has now expanded to include discussions with World Bank, the InterAmerican Development Bank and most recently the US Department of Commerce. As a result of preparation for this forum, here in the US we have been talking to each other more and hope to continue this external communication and potential collaboration.
4.2.4 AECI-Spains Tourism Activities

Pilar Mndez, Chief of Cabinet of the General Director of Cooperation with Latin America, AECI Spain
The Spanish Agency for International Cooperation (AECI) is running four main programs which contain a sustainable tourism component: 1. 2. 3. The Action Plan for the Promotion of Sustainable Tourism in Central America, which has regional approach. The ARAUCARIA Program, for the protection of biodiversity in Latin America. The AZAHAR Program, based on a coordination effort of all public and private bodies involved in Spanish development cooperation in the field of sustainable development, environmental protection and the preservation of natural resources in the Mediterranean. The Program for the Preservation of Architectural Heritage, based on the belief that the preservation of cultural heritage is the basis of peoples social memory and that the restoration of this heritage can be an important tool for the economic development of communities.
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Action Plan for the Promotion of Sustainable Tourism in Central America:

This plan is a part of the regional cooperation program with Central America. It was developed through AECI and Spanish General Secretary of Tourism and was presented to the Presidents of Central American countries in the Cumbre Iberoamericana in Santo Domingo, November 2003. The plan has three main components: fight against poverty, environment, and promotion of gender equality. Its four lines of action are institutional strengthening, marketing, human resources, and tourism product development. In its first year, the following results were achieved in the four lines of action:
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Institutional Strengthening: An agreement was signed between the Spanish General Secretary of Tourism and the Central American Agency for the Promotion of Tourism (CATA) for the use of the methodology and technology of the Spanish Tourism Portal. A seminar on harmonization of environmental legislation is also seen as a likely outcome in the future. Marketing: The prototype of the Central American Tourism Portal was created (www.visitacentroamerica.com) and introduced in the first Central American Tourism Fair (Guatemala, September 2004). Spain has supported the first phase (launching) of the initiative through the transfer of technology from the Spanish General Secretary of Tourism and financial support given by AECI totalling 295,000. Further phases of this initiative (promotion, marketing and loyalty building) must be pursued. Therefore financing from other donors is needed. Human Resources: Three educational activities for public managers in the field of tourism have taken place: Course for managers of the tourism portal (November 11, 2004 in Antigua, Guatemala); Second Seminar on Cultural Heritage Tourism Management (November 22-26, 2004 in Antigua, Guatemala); Course on Local Tourism Management (November 22-26, 2004 in Antigua, Guatemala).
Tourism Product Development: AECI financed technical assistance to the Guatemalan Institute of Tourism (INGUAT) for the feasibility study on inter-regional tours and tourism products to be developed under the trademark Centroamrica.
ARAUCARIA Program:
From 1998 until 2004, Araucaria has been in its first phase of development. We are now defining the second phase of this very successful program under the name ARAUCARIA XXI. During the first phase, three seminars have been conducted: The first ARAUCARIA Seminar on Eco-tourism was held in 2001 in Santa Cruz de la Sierra. The main purpose was to define the objectives of the ARAUCARIA Ecotourism Project. The following were determined: Preservation of the natural and cultural environment; Participation of local population, especially women and indigenous communities; Dynamic integration into the general economic system of the territory; Support for the legal framework of each country (promoting its creation when non-existent); Environmental education of both project participants and eco-tourists; Marketing of the product; Democratization of the economic revenues (fair distribution of the revenues among the local population).
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The second ARAUCARIA Seminar on Eco-tourism, held at EARTH University in Costa Rica from May 12-17, 2003, focused upon eco-tourism product design and marketing. The following recommendations were generated: Use of electronic chat for the people responsible for ARAUCARIA Projects; Identification of pilot projects; Creation of the Araucaria brand; Promotion of the coordination with other Spanish Ministries; Education.
The third ARAUCARIA Seminar on Ecotourism held at EARTH University in Costa Rica from September 9-10, 2004 and dealt with eco-tourism project planning.
AZAHAR Program:
In addition to the Spanish Ministry of Foreign Affairs through AECI, there are numerous other collaborating organizations in the Azahar Program. These include the Spanish Ministries of Agriculture, Fisheries and Food, Environment, Finance, and Science and Technology, along with the Spanish Autonomous Communities of Catalonia, Asturias, Andaluca, Murcia, Valencia, Castilla-La Mancha, Canary Islands, Navarra, Madrid, and the Balearic Islands. The Azahar Programme is open to participation by other Autonomous Communities and local authorities, as well as civil society through NGOs and academic and research institutions that have experience in the programs areas of operation . In particular, Azahar is aimed at three large sub-regions of the Mediterranean: Maghreb, the Middle East and Southeast Europe. Within these sub-regions, the countries considered to be priorities and therefore included in the Master Plan 2001-2004 and the Annual Plans of the Spanish Cooperation are Albania, Algeria, Bosnia and Herzegovina, Egypt, Jordan, Lebanon, Morocco, Mauritania, the Federal Republic of Yugoslavia, the Palestinian Territories and Tunisia. The aim of the Azahar Programme is to generate a real impact on human development in Mediterranean Basin countries, compatible with the preservation of their natural resources and environmental protection.
The Program for the Preservation of Architectural Heritage:

This programs objective is to restore architectural heritage, which can contribute to economic development in communities. The program focuses on three main types of projects: revitalization of historical city centers, restoration of monuments, and workshop-schools.
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4.2.5 DGMS/MAE Italys Tourism Activities in Central America and the Caribbean
Emanuela Benini, Director, Regional Office for Central America & the Caribbean, DGMS/MAE Italy
DGMS/MAE Italy believes that sustainable tourism can play an important role in bringing social and economic benefits for local communities in Central America and the Caribbean. We have seen that sustainable tourism can help preserve natural and cultural resources, improve the quality of life of local communities, and create important economic opportunities for residents. In our sustainable tourism projects, we have focused upon five principles strategies. First is the development of tourism promotional projects involving decentralized governance, which can contribute to creating new possibilities for economic and cultural development. The second strategy is to assist in creating attractive programmes on biodiversity as well as natural and cultural heritage. Third is assisting environmental NGOs and local communities in promoting organic agriculture such as coffee. The fourth strategy is organizing eco-tourism seminars and case studies. Finally, we believe in the importance of information sharing on projects carried out in Central America. To provide more specific information on our objectives and activities, I would like to discuss two projects that we presently conducting.
GUARIQUEN- Eco-compatible and sustainable tourism development program in Las Galeras (Dominican Republic)
Brief Description: This project is aimed at bringing socio-economical and cultural benefits to the country and its communities through encouraging sustainable eco-tourism based on Las Galeras natural and cultural attractions. Objectives: The project intends to offer a sustainable tourism service based on environmental issues, improving local training activities and the implementation of safe and clean tourist infrastructures. Beneficiaries: Asociacin San Benedetto Al Puerto ( Las Galeras), Communities of Las Galeras, Los Tocones, La Guasuma and Rincn. Name of Organization: ACRA ICEI Main Financing Agency: DGMS/MAE Italy Project Duration: Three years (the implementation of this project started on December 1, 2002) Activities: The activities are designed to: Increase awareness within communities about their natural and cultural resources through schoolbased activities; Strengthen the neighbourhood cooperative responsible for each community; Consolidate the water committee responsible for the management of water holes; Organize the activities of an ecological team committed to keeping the beaches free from garbage; Increase a network of initiatives among local partners to improve environmental education at a large scale; Improve communities capabilities to manage tourism with the establishment of a cooperative of tourism marketing and promotion services;
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Restore two water holes, build four wells and 12 community latrines; Create and promote ten eco-tourism routes.
La Ruta del Caf: Rural tourism promotion in the Salcedo area (Dominican Republic)
Brief description: This project is aimed at promoting rural tourism in the area of Jamao in the Salcedo province. The initiative hopes to bring the promotion model of Tuscany La strada Del Vino into the Salcedo area, where coffee is cultivated under a sustainable process. Objectives: The project aims to improve the welfare of rural people by implementing new forms of sustainable eco-development programs in the Salcedo area. It is focused on creating eco-tourism routes in Salcedo and the area of Jamao in order to promote traditional products as well as cultural and natural local attractions. This involves the creation of a network of different local producers in order to undertake a common strategy, as well as the identification and implementation of a tourist promotion strategy both at the national and local level. Beneficiaries: 60 direct beneficiaries (among network La Ruta del Caf), 10 tourist guides, 40 tour operators receiving training on qualitative standards, a member of the Italian COSCAFE association. Main Financing Agency: Tuscany Project duration: 12 months Activities: Study on potential of rural tourism in the area; Seminars and presentation of the initiative; Implementation of a tourist center in Salcedo; International and national tourism promotion; Identification of natural tourist routes; Training of a tourism promoter affiliated with COSCAFE in Italy.
4.2.6 French Cooperation for the Promotion of Fair and Responsible Tourism
Gilles Bville, Coordinator, French National Programme on Fair Trade, DECID/MAE France
Different forms of fair tourism are now appearing as possible catalysts for development in emerging countries in general, and in the least developed countries in particular. Two points of strength emerge from the dynamic put into place by these forms of tourism: 1) fair tourisms consideration of the territorial dimension of development, and 2) the implementation of participative initiatives leading to the satisfaction of needs expressed by local populations. The term responsible tourism is understood to mean tourism that is characterized by the following features: having the objective of fostering development in host communities; maximization of financial flows towards such communities; valorization of the cultural and natural assets of the territories concerned; involvement of local populations in all stages; minimization of negative impacts, especially on the environment and culture.
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The actions of the Ministry of Foreign Affairs of France (DECID/MAE France) are aimed at reducing inequalities and poverty, as well as developing sustainable economic activities. Support for responsible tourism for the benefit of developing countries is provided in three main ways: 1. Identifying and supporting successful cases in the field These projects are initiated by NGOs as well as by private-sector actors. French Cooperation supports, for example, village tourism actions in Burkina Faso (TDS), village and sports tourism in Mali (Calao/Karamba Tour and Tetraktys), the local Agenda 21 for tourism in Djibouti (ADDLA), social and cultural tourism in Central America, etc. It is also engaged in capacity-building actions through the support it provides to schools and specialized training. 2. Capitalizing on good practices implemented in other contexts and facilitating networking among the actors concerned To this end, studies are carried out (e.g. characterization of responsible tourism and analysing the potential market in France or Italy for these types of tourism). Support is provided for the holding of events that make it possible for actors to meet and exchange best practices and enhance networking (e.g. the Ouagadougou forum in November 2002, meetings of Brazilian fair tourism actors in Brasilia in July 2003, the forum in Aix and Marseille in September 2003, 1st Bolivian Fair Tourism Forum in Cochabamba in June 2004, the meeting of social tourism actors of Nicaragua in July 2004, the 1st Latin American Forum on Fair Tourism in Hidalgo, Mexico, in November 2004). A website containing all the data obtained from these events is www.tourisme-solidaire.org 3. Raising awareness, establishing partnerships and setting up projects An awareness-raising effort targeted at local authorities and French representatives abroad has been initiated. Partnerships are built between French administrations, territorial groups and the associative movement. Several projects aimed at supporting the tourism sector in developing countries are in progress in Madagascar and Senegal, among others.
Future steps
To change the scale and increase the capacity for action of French Cooperation in the area of responsible tourism, the political validation of planned actions is currently being awaited. This validation should make it possible to obtain financing for the implementation of a project on priority solidarity funds, whose main objectives are to validate initiatives, set up support instruments for the project promoters, create networks of actors, and facilitate the coming together of supply and demand. To this same end, national or regional projects could be initiated in South Africa, in the countries of the East African Community, in the Greater Mekong region, etc. Efforts should be undertaken with French territorial administrations in order to study synergies in joint actions among public administrations. Lastly, at the international level, partnerships should be set up with other cooperation agencies, and support for the WTO ST-EP (Sustainable Tourism-Eliminating Poverty) Foundation could be considered.
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4.2.7 SNV Netherlands Pro-Poor Sustainable Tourism

Pieter Stoer, Ecotourism Programme Coordinator in Laos, SNV Netherlands
SNV is a Netherlands-based international development organisation that provides advice to local organisations in developing countries a consultancy for those organisations that lack access to the commercial market. Our advisers work closely with local organisations in more than 25 countries in Africa, Latin America, Asia and Eastern Europe to harness their own solutions for development. We aim to strengthen our partners in their bids to improve the income generating capacity of local communities, to create a fair influence over the way they are governed and to benefit from the natural resources surrounding them while sustaining the environment for future generations.
SNVs clients in sustainable tourism

1. Destination management organizations that have an interest in attracting, developing and managing tourism in their area these include local and regional governments, national park authorities, local private public partnerships and local departments of ministries with a stake in tourism. SNV supports them in conducting multi-stakeholder planning processes and in developing ways to maximise the benefits for the local population, in particular the poor. National level organizations with a role in tourism, including national tourism authorities and agencies with responsibilities for biodiversity conservation and protected area management. SNV supports these agencies to transfer their commitment to poverty reduction into sound policies and into practical action through pro-poor tourism. Providers of knowledge and training in tourism including universities, business development service providers and NGOs. SNV provides support, for example, in curriculum development focusing on the linkages between tourism and poverty reduction. Tourism business associations, which include the branch organisations of tour operators and hotels, community-based tourism organizations, porters & guides and handicraft businesses. SNV strengthens capacities in service delivery to their members and clients as well as in policy development and advocacy.
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SNVs partnerships in sustainable tourism

SNV actively builds partnerships to support the development of the pro-poor sustainable tourism sector, where various national, international and multilateral agencies contribute their expertise. Examples are the partnerships with DFID England and the United Nations Environmental Programme (UNDP) in Nepal, the United States Agency for International Development (USAID) in Ghana, and the Asian Development Bank (ADB) in Laos and Vietnam. A special partnership has been developed with the World Tourism Organization (WTO) for the ST-EP (Sustainable Tourism Eliminating Poverty) programme. This programme will address the growing urge and demand for poverty alleviation strategies through tourism development within the framework of the Millennium Development Goals. In November 2004, WTO and SNV will sign a Memorandum of Understanding to further intensify the partnership. Joint ST-EP activities will take place in Cameroon, Ethiopia, Zambia, Tanzania, Kenya and Vietnam.
SNV countries and sustainable tourism

SNV advisory services and technical assistance in the tourism sector are currently provided in Asia (Bhutan, Laos, Nepal and Vietnam), Africa (Tanzania, Uganda, Ethiopia, Rwanda, Cameroon, Ghana and Kenya) and Latin America (Honduras, Peru, Bolivia, Ecuador and Nicaragua).
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4.2.8 GTZ Activities in the Field of Sustainable Tourism

Martin Tampe, Senior Expert, Division of Environment and Infrastructure, GTZ Germany
Overview
German Technical Cooperation (GTZ) has allocated an annual budget of an estimated 10 million to tourism-related activities. This budget covers our roughly 60 ongoing tourism-related projects. At a region level, our tourism-related projects take place in 16 countries in Africa, ten countries in Latin America and the Caribbean, nine countries in Southeast Europe, and seven countries in Asia. Figure 1 below shows the categories and types of our tourism-related projects.
Figure 1: Project activities in the tourism sector and supply chain

Category Economic development Type Public-private partnership Promotion of SMEs Trade associations Market access Trade shows Environmentally sound management National policies and planning Regional sustainable tourism policies Master plans Institution building Tourist information and booking systems Vocational training Formal/non-formal education Capacity development Sustainable use of biodiversity Visitor management Tourism zoning Income generation in the buffer zones and adjacent areas Impact monitoring Crossborder park development Participation of indigenous communities Agro/eco-tourism Information centres Community organization Land utilization Regional planning Construction of tourism infrastructure Self-help promotion Countries Dominican Republic, Croatia, Montenegro, Mozambique, Peru, Romania, Serbia, Syria
Policy advisory service
Albania, Croatia, Montenegro, Mozambique, Central America, Philippines, Romania, Serbia, South Africa
Training and qualification
Ecuador, Laos, Thailand, Venezuela
Protected areas and resource management
Albania, Benin, Bolivia, Brazil, China, Costa Rica, Dominica Republic, Ecuador, Ivory Coast, Georgia, Honduras, Cameroon, Kyrgyz Republic, Congo, Madagascar, Morocco, Mongolia, Mozambique, Nicaragua, Peru, Rwanda, South Africa, Tanzania
Community development
Ethiopia, Brazil, Kenya, Laos, Namibia, Central African Republic
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Tourism Forum International (TFI) at the Reisepavillon in Hanover.

The TFI was initiated by the World Tourism Organization (WTO) and GTZ in 2002 at the beginning of the International Year of Ecotourism. The idea is to provide convenient market access for tourism providers from the South. The TFI offers a unique combination of an exhibition at the trade show, training opportunities, and networking for experts and practitioners. In Reisepavillon 2004, there were 17,000 visitors and 300 exhibitors. In TFI 2004, there were 48 exhibitors from more than 40 countries. Services we provided at TFI included: A one-day marketing workshop prior to the fair; Best website competition (winner received free participation at the fair); Special rates for the marketing workshop, stand rental, and hotel; Organisation of B-2-B meetings; A discussion forum and reception from the City of Hanover; A state-of-the-art international conference; Active support and advisory services for the trade show preparations by the TFI team (e.g. contacts with tour operators).
In the future, we would like to: Have intense collaboration with other development agencies; Encourage cooperation with other fairs; Place more emphasis on training and exchange of experiences; Support innovative marketing methods.
Sector project: Tourism and sustainable development

The sector project, commissioned by the German Ministry for Economic Cooperation and Development (BMZ), is designed for a term of six years. Collaboration has occurred with development policy institutions in Germany, numerous NGOs, and other international partners in cooperation development. The objectives of the project are to finance nature conservation, encourage sustainable management of natural resources, secure incomes, reduce poverty, and secure peace. Project implementation has involved four main tasks. The first is to implement an international conference/symposium for major organizations and enterprises in the tourism sector. This is being planned for the beginning of 2006 and will likely be linked with existing events such as Reisepavillon or Internationale Tourismusbrse in Berlin (ITB). The second main task is to advise the BMZ on strategic considerations and development-policy positioning. One example is providing project data for the presentation of case studies for the new WTO publication: Compilation of Good Practices in Poverty Reduction through Tourism. Another example is presenting German development cooperation activities in the field of sustainable tourism at international conferences. The third main task is to develop and implement training measures in cooperation with training institutions. Finally, the fourth task is to participate in fairs and exhibitions. These include Reisepavillon and TFI in Hanover, ITB in Berlin, and other international trade fairs.
Part 5 WTO Perspectives
5.1 Policies and Strategies

5.1.1 Tourism for Development: The WTO Framework
Eduardo Fayos-Sol, Executive President, WTO.Themis Foundation Head, Education and Knowledge Management World Tourism Organization
The vision of tourism as an instrument of development is perhaps as old as the very concept of it as an economic activity with major impacts on society. Tourism's capacity to generate income and wealth, to consolidate and enhance the value of cultural and environmental heritage, to transmit knowledge and information, and to contribute to peace and improved international relations has been discussed by many authors from different perspectives--academic, professional, and governmental--over the past decades. However, it is also clear that actual tourism policies have paid much more attention to the promotional, microeconomic and entrepreneurial aspects of tourism, rather than to specifying and establishing methodologies and good practices in tourism for development (TFD). One initial obstacle to the construction of solid TFD theory and practice has undoubtedly been the understanding of tourism as a mechanism that is capable of generating growth rather than development. Even today, in the context of the United Nations Millennium Development Goals, we still speak frequently about eliminating poverty through tourism as if everything could be reduced to correcting inequalities in income and wealth. Even if proxy variables are used as indicators of development, it would nevertheless seem preferable to use more sophisticated approaches using criteria such as equal freedom and equal distribution of basic goods" (Rawls, 1977 and 1988) or "freedom to realize oneself, but also the capacity to go beyond" (Sen, 2004). The effects of tourism, measured in this way, and at least in the medium term, would transcend the mere raising of incomes in specific geographic areas or social sectors. But the most significant reasons for the scant practical attention given to TFD in the 1980s and even in the 1990s can be found in the change in the orientation of development policies that began during the energy crises of the 1970s. During these years, and coinciding with the era of the scientification of tourism, the Keynesian view of economic development was abandoned in favour of a neoliberal approach, relying on the automatic action of freed markets and minimizing or eliminating the proactive role of governments. In cases where tourism policy survived, it was limited to promotional or marketing tasks. National tourism agencies disappeared or were reduced in many cases, devolving authority in tourism matters to the regional or local levels of government or to business associations or bodies. It is therefore not surprising, given this context, that TFD was forgotten as an economic policy of national and international scope during this period. Furthermore, these years were marked by historic events of unquestionable importance to the least developed countries (LDC). The first was the debt crisis of the early 1980s, which led to declines in per capita income and long-term macroeconomic instability. Then, there was the end of the authoritarian regimes in Eastern Europe and the evolution of countries in other continents, which, with greater of lesser changes in their government regimes, adopted the free-market system in economic affairs. These developments limited the actual use of tourism or tourism policy as a public instrument of
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development, precisely at a time when the growth of tourism activity at the international level was favourable to such measures, as were the circumstances of greater need and greater political openness. Thus, the role of tourism as an instrument of development in the second half of the 20th century came up against circumstances that were not conducive to their actual implementation. During the heyday of Keynesianism and of the statist theory of development in the 1950s, 1960s and 1970s, tourism policy was still in its infancy and could not contribute sufficiently to developmental theory or practice. In the 1980s and 1990s, it was the neoliberal theory of development that impeded the use of tourism as a public instrument. Today, we are truly beginning the task of establishing a new paradigm of development, this time with a new vision of the role of governance and of public-private tourism policies. To do so, there are certain issues that must first be addressed. Some of these issues are of key importance. If we adopt the outline used by Kohli et al. (2003), these considerations are: States, markets and growth: What is the role of the state vis--vis the markets with regard to growth? In the 1960s, the focus was on correcting market failures. In the 1980s, the Washington Consensus put the emphasis on government failures. Currently, it is once again recognized that development policies require an effective and efficient government. This is key in order to support emerging producers and to create the basic conditions, such as qualified human resources, a knowledge base and infrastructure. In this new context, tourism policies and their specific content acquire renewed importance. States, markets and distribution: What is the trade-off between growth and equality? The periodic Human Development Reports of the United Nations Development Programme suggest that different methods of growth have different effects and that public intervention can achieve redistribution effects more efficiently. Fears of incompatibility between growth and redistribution are increasingly constrained to populist policies that have little methodological depth, and tourism policy is beginning to look like as a possible instrument of both growth and redistribution at the same time. Globalization: What is the true scope of this oft-mentioned concept in terms of development? On the one hand, there is a sense of dej vu for students of the dependency theory of the 1950s and 1960s. Contemporary advocates of globalization now argue that its effects are highly positive overall, and that it is inevitable anyway. From the standpoint of tourism's contribution to development, it is interesting to take a deeper look at the competitiveness of tourism destinations at the global level and their capacity to attract demand based not only on their pre-existing natural or cultural resources, but also on tourism policies based on proper positioning and dimensioning, total quality management and the efficiency of their processes of service provision. Democracy: Its interrelation with development is complex and depends on the profundity of the concept. Democracy understood as freedom of choice among a limited number of options of course does not guarantee the elimination of poverty or equitable growth. A concept of democracy as freedom of participation in key processes of macro-management can represent a guarantee of better distribution associated with growth, and thus, development. In any case, this second concept of democracy should be both the instrument and objective of development polices at the same time. Public action in tourism can be in tune with participative democracy relatively easily, in view of the demands of tourists with regard to the cultural, social, and environmental aspects of tourism destinations.
In view of these issues, it would be useful to consider the current situation of development theory and practice, and to see what can be contributed by tourism policies and by the inter-governmental institution that works most directly in this area: the World Tourism Organization. There is substantial agreement among authors of different leanings regarding key aspects of development. For Hayami and Godo (2005), the key question is how the LDCs can mobilize to eliminate poverty in the short term, and then to reach the levels of countries with a high standard of
Part 5 - WTO Perspectives
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living later on. It is important to understand the reasons behind both successes and failures. Special attention should be given to the role of technology, the possibilities for its transfer, and the role of institutions in its implementation. De la Dehesa (2003), a clear advocate of the benefits of globalization, points out the key role of technology in order to explain development, and that of the endogenous political and institutional factor as an element that can reinforce, limit, or throttle development. In any case, structural elements (climate, topography, access to the ocean or to navigable rivers, etc.) should also be taken into consideration, as well as certain exogenous variables (population, demographic growth, etc). De la Dehesa believes that development will come through greater globalization in the realms of trade, finance and technology. The alternative of smaller inequalities through emigration to developed countries seems much more problematic. Also interesting is the view expressed by Marina (2003). Contemporary globalization would in reality entail the consolidation of a universal organizational paradigm with four key "methodologies": (i) market system, (ii) scientific rationality, (iii) technological innovation and (iv) political democracy. This paradigm is susceptible to attacks of the following types: market system vs. equality and justice; scientific rationality vs. experience and religion; technology vs. humanity; or democracy vs. traditional values and authorities. However, the MSTD model (market, science, technology and democracy) would constitute the best path for the consolidation of a Great Ethical Project on which everyone could embark. A consensual ethical context would guarantee equilibrium and coherence among the four methodologies. Nevertheless, the model would allow the exploration and establishment of valid variants, with different equilibriums among the methodologies, which could be adapted to pre-existing social and cultural contexts and gradually transform them. We should perhaps point out the key role of (i) science and technology, and (ii) the institutionsdemocracy, the market, etc.in these contemporary approaches to the theory and practice of development. The actual and potential contributions to development by tourism policy and by the global institution for tourism policy and governance in tourism--the World Tourism Organization--can now be considered in this context. The theory and practice of tourism policy have undergone profound changes over the past 15 years. Fayos-Sol (1996) has developed a typology of the different eras/stages of tourism policy as responses to the macro-organizational needs of different business paradigms. Thus, for example, the business paradigm of mass tourism or Fordian tourism, which held sway in the 1970s and 1980s, required concerted public action only in the areas of the generic promotion of tourism destinations (usually countries), and securing certain basic elements that were needed for markets to function (security, hygiene, infrastructure and basic services, competition rules, etc.). This paradigm was of course consistent with the neoliberal rules of the game and relied almost entirely on the market for the allocation of resources and for any advance in growth/development. However, in the late 1980s, the Fordian tourism paradigm underwent a crisis in the most advanced tourism contexts due to (i) changes in the behaviour of demand (consumers who were better-educated, more experienced, better-informed, etc.) and (ii) newly-possible responses on the supply side, based on new knowledge regarding available processes and technologies in the search for more profitable market segments and niches. The fragmentation of tourism markets in the nascent paradigm in the early 1990s (which is beginning to be referred to as the New Age of Tourism, NAT) creates new opportunities for competitiveness on the part of emerging tourism destinations, and for public action (tourism policy) in relation with more ambitious objectives that go beyond promotion and the enforcement of basic rules. Tourism policy during the past decade, described by Fayos-Sol and Pedro (2001), fully addresses the definition of a tourism destination strategy and thus the long-term effects of tourism activity on the economic structure of a destination. It also addresses the ample roles of diverse stakeholders--including the workers and professionals of the sector and the general population--and the proactive modification of developmental conditions through the selective application of monetary and fiscal instruments, and above all, knowledge management.
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An analysis of the tourism policies that have been implemented in the past decade shows that these considerations have transcended the realm of theory (vid. e.g. Fayos-Sol, Garca and Moreda, 2002) to permeate governance in tourism, whether explicitly or implicitly. In this context, and with respect to tourism as an instrument of development, the role of the World Tourism Organization as a specialized agency of the United Nations could be based on the following foundations: 1. To contribute to the consolidation of the universal MSTD (market, science, technology and democracy) organizational paradigm, by promoting its specific adaptation to pre-existing economic, social and cultural environments, for the purpose of their gradual transformation, i.e., their development. To coordinate the tourism policies of (i) national governments and (ii) other levels of governmentregional and localto the extent that this may be requested by the national governments. To represent and consider, in a manner compatible with the above points, the interests and initiatives referring to tourism in the broad sense, of civil society and the private sector: businesses, labour unions, knowledge institutions (research centres, universities, other educational institutions, standards bodies, initiatives for capacity-building and knowledge dissemination, etc.), non-governmental organizations, citizens groups, etc. To promote the use of effective instruments for excellence in tourism policy and governance in tourism. This goes beyond the general instruments of political economy (i.e., monetary and fiscal instruments), and refers to knowledge management applied to tourism. Thus, for example: (i) the creation and explicitation of knowledge, by stimulating it, creating networks, through exercising leadership; (ii) the dissemination of knowledge, through education and training, the creation, maintenance and use of databases and support systems (e.g. virtual systems) for such dissemination; (iii) the application of knowledge, favouring the regimentation, and as the case may be, the standardization of processes and procedures referring to governanceeven including private practicesin tourism, crisis management, support systems, knowledge volunteer practices, etc. To support and assist the work of governments, businesses and civil society in the design and implementation of strategic plans of tourism for development by: (i) prioritizing, focusing, positioning, making sure sustainability conditions are met, (ii) helping satisfy the expectations of the stakeholders, and (iii) optimizing the use of resources for social and private long-term profitability.
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Bibliographic references
Cooper, C. and Wahab, S. eds. (2001): Tourism and Globalization, Routledge, London
De la Dehesa, G. (2003): Globalizacin, desigualdad y pobreza, Madrid: Alianza Editorial Fayos-Sol, E., Garca, P. and Moreda, A. (2002): A Modest Proposal: On the Tourism Policy and Destination Management Research Programme, TedQual, Vol.5 Fayos-Sol, E. and Pedro, A. (2001): No State, no Tourism: The Need for Governmental and Intergovernmental Organizations in the New Age of Tourism, in Cooper, C. and Wahab, S. eds. (2001) Fayos-Sol, E. (1996): Tourism Policy: A Midsummer Nights Vision, Tourism Management, Sept.1996 Hayami, Y. and Godo, Y. (2005): Development Economics, Oxford University Press Kohli, A., Moon, Ch. and Srensen, G. (2003): States, Markets and Just Growth, Tokyo: United Nations University Press Marina, J.A. (2003): La creacin econmica, Bilbao: Ediciones Deusto. Rawls, J. (1988): The Domain of the Political and Overlapping Consensus, mimeo, Harvard University Rawls, J. (1971): A Theory of Justice, Cambridge, Mass.: Harvard University Press Sen, A. (2004): Inequality Reexamined, Oxford University Press
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5.1.2 WTO Liberalized Trade and Sustainable Tourism - Elimination of Poverty (ST-EP) Initiative
Geoffrey Lipman, Special Advisor to the Secretary-General of WTO
As a new specialized agency of the United Nations, The World Tourism Organization (WTO) is committed to the effort towards achieving the Millennium Development Goals (MDGs). The eight MDGs, which have been set for 2015, are listed below: Extreme Poverty Primary Education Gender Equality Child Mortality Maternal Health HIV/Aids Sustainability Partnerships
Of the eight, the one on which we feel we at WTO can have the most significant impact is extreme poverty. In fact, reduction of poverty through the sustainable development of tourism has become a central issue in the work of the WTO since the Johannesburg Summit on Sustainable Development in 2002. Through research and consultation on the interrelationship of tourism and poverty, it has become apparent that the tourism sector has immense potential to help the global anti-poverty fight. Our analysis has led to the following conclusions: In the world's developing countries and particularly the Least Developed Countries (LDCs), tourism is almost universally the leader in economic growth, foreign exchange, investment and job creating sectors; It one of the few areas of potential comparative advantage common to all of these countries; It has unique potential to carry exchange and investment directly to the local level as tourists and entrepreneurs seek new destinations; It can contribute significantly to rural development, agricultural transformation, community enrichment and social empowerment, particularly for women; It can preserve cultural and heritage traditions - there are excellent examples for guidance; Its products in these countries is in the mainstream of market evolution towards eco-tourism, presenting an opportunity for continual above-average growth providing that transport, infrastructure and sustainability criteria are effectively assured.
However, WTOs work has extended well beyond just research and consultations. We currently have a number of specific initiatives underway which aim to proactively address the issue of poverty. One particularly notable initiative is the Liberalization with a Human Face campaign. Through this campaign, WTO advocates progressive liberalization of tourism, with a focus on sustainability and on the special needs of developing states. This initiative will encourage the rapid expansion of tourism in line with market capacity so that it can serve as a dynamic catalyst of employment, wealth, investment, and poverty elimination. There are many channels for liberalization at national, regional and global levels and through this campaign, we aim to have them pursued progressively and consistently. These channels include: Working with the World Trade Organization and its members to ensure full consideration of the issues concerning tourism and related services;
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Collaborating with other interested government and non-government bodies; Ensuring that tourism ministers are routinely advised of progress so they can engage with their trade counterparts in a timely fashion; Ensuring trade ministers and negotiators are fully apprised of the important potential of tourism as a catalyst for sustained growth and sustainable development.
The key points of emphasis are: The importance of open tourism markets for socio-economic development -- particularly access of the world's poorest countries and emerging nations to industrialized state markets, which is a key condition for poverty elimination; The need to eliminate all barriers to tourism growth affecting the total supply chain, as identified in UN statistical classifications; The need to ensure that liberalization creates fair conditions of competition, ensuring a level playing field for growth of all countries' tourism services and effective safety nets for developing markets; The importance of identifying, mitigating and eliminating "leakages" which retain unfair levels of revenue for origin state operations and minimize the positive impact of tourism for sustainable development and the eradication of poverty; The vital reliance of tourism on free flowing transport systems, the need for full and fair access to distribution networks and information channels, the importance of adequate infrastructure, and the systematic elimination of barriers to efficient operations; The dependence of developing states' tourism on air services: the need to create conditions of fair competition--which remove outdated ownership and control restrictionsand the importance of incentivising investment in air service, distribution and infrastructure in developing markets; The importance of consideration of these issues in tourism and related transport liberalization instruments, including relevant annexes to the General Agreement on Trade in Services (GATS) as well as specific liberalization commitments to be undertaken by both tourism originating and destination countries which are Members of WTO.
Another important set of WTO anti-poverty initiatives were those carried out in 2002 as part of the International Year of Ecotourism. Most notably, WTO was one of the principal organizers of the World Ecotourism Summit in Quebec City. Also, prior to the conference, WTO conducted extensive studies, including analyses of the worlds principal ecotourism markets. I also want to mention that WTO will soon publish the sustainable tourism indicators guidebook, the culmination of years of research by 62 experts from more than 20 countries. The guidebook covers over 40 major sustainability issues, helping enable tourism managers to monitor their specific environmental and socio-economic issues. Based on this guidebook, WTO is organizing a new series of indicator workshops to train tourism officials and managers. However, the initiative that I would like to particularly highlight today, as it represents one of our potentially most potent tools for poverty reduction, is ST-EP (Sustainable Tourism - Eliminating Poverty). ST-EP focuses on longstanding work to encourage sustainable tourism - social, economic and ecological - which specifically alleviates poverty, bringing development and jobs to people living on less than a dollar a day. It targets the world's poorest countries, particularly in Africa and developing states in general. ST-EP was launched at the World Summit for Sustainable Development (WSSD) in Johannesburg in collaboration with UNCTAD, the UN Agency focusing on the world's poorest countries. Following 18 months of stakeholder consultations, a ST-EP resolution was passed at the 2003 WTO General Assembly in Beijing. More specifically, the ST-EP completion plan was approved, the ST-EP Foundation concept was agreed upon, and the Secretary General was entrusted to secure funds. Another important
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milestone was achieved just last month when the Korean government agreed to establish the headquarters of the ST-EP Foundation in Korea and to provide US$ 5 million in seed funding for the foundation. The ST-EP framework has four components. They are listed below along with the corresponding goals: 1. An International Foundation: to seek sustainable funding from new sources 2. Link to Millennium Development Goals and WTO Global Code of Ethics; Secure and maintain funds for the ST-EP Program; Disburse such funds annually for ST-EP research and operations; Advance ST-EP research, principles and model programmes through an annual highly focused event with a global leaders lecture and awards; Produce an Annual ST-EP Report.
A Research Net: to identify linkages between ST & EP principles and models Mobilise, incentivise, and focus existing research mechanisms, rather than creating new, dedicated programs - both within the tourism community and with non-tourism social science networks; Put in place a system for bids, grants and promotion of results; Concentrate on operational research: model programs which can be replicated, microprojects and micro finance as a priority.
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An Operational Mechanism: to seed research led projects and alert the market Ensure that linkages, principles and model initiatives identified in the research phase become operationalised in the marketplace; Encourage private, public and civil society interest in initiating ST-EP projects; Focus on small/medium sized community-based projects, capable of replication; Establish an effective monitoring and reporting process to ensure continued loop back to the research framework; Link with mainstream government, industry and civil society development programs concerning poverty elimination and sustainable tourism; Develop a mechanism for annual stakeholder input; Define database, reports, web reach (www st-ep.com) and support systems.
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A Stakeholder Forum: for input, exchange and buy-in Ensure that stakeholders are engaged; Provide conditions for dialogue; Create a basis for buy-in and adaptation.
I want to stress that ST-EP is not based on existing programs, but rather consists of entirely new funds, new research, and new projects. As such, we feel that it will represent a true beacon for the sector. More specifically, our goal is for the ST-EP Foundation to raise US$100 million by 2015 to be used towards 5,000 community-based tourism projects. By the 2005 WTO General Assembly in Dakar, we aim to have the foundation fully in place, research and operations set, models to report, awards
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initiated, and an integrated partnership structure. We also would like to have held our first council meeting by then. In closing, I want to provide you with a quote from UN Secretary General Kofi Annan, which I believe captures the essence of ST-EP and WTOs poverty alleviation efforts:
ST-EP will help promote socially, economically and ecologically sustainable tourism, aimed at alleviating poverty and bringing jobs to people in developing countries...these objectives are fully consistent with the WSSD outcome and the goals of the Millennium Declaration
5.2 Knowledge Management Approach

5.2.1 Knowledge Management for Tourism: The WTO Approach
Douglas Frechtling, Professor of Tourism Studies, The George Washington University
Knowledge management can be defined as the process through which organizations generate value from their intellectual and knowledge-based assets. In other words, knowledge management allows organizations to operate in a more intelligent and efficient manner so as to secure viability and overall success. In fact, knowledge management is often considered to be the ultimate competitive advantage in that it is impossible to imitate or co-opt, thus providing its possessor with a unique and inherently protected commodity. The basic approach to knowledge management involves capturing documents, personal experience, and other types of information and then making it easily accessible to those for whom there is a need to reproduce, apply, or build upon the knowledge that has already been created. One important distinction to be made regarding knowledge is explicit vs. tacit knowledge. Explicit knowledge can be found in documents, databases, formulas, or technical data. As such, it is relatively easy to capture and disseminate. However, tacit knowledge, often referred to as know-how, is far more complicated to manage in that it is based upon peoples experiences. It involves elements such as viewpoints, intuition, values, beliefs, and schemes. Clearly, these are more difficult to crystallize and confer than facts or technical data. Some forms of knowledge management that attempt to disseminate such tacit knowledge are e-mail, communities of practice groupware, instant messaging, and related technologies. Knowledge management clearly has an important role to play in tourism, which is very much a knowledge-based industry. Yet, with the exception of the transport and distribution sectors, knowledge management has not been applied widely within the tourism industry. While tourism research and knowledge management activities have grown in recent years, they have been hampered by several factors. First, most current tourism research is promotionally-driven and oriented towards short-term objectives. Second, the tourism industry is dominated by SMEs, which are traditionally averse to research and knowledge management activities because of limited budgets. Third, the tourism industry as compared to most other major industries has traditionally received relatively little funding from governments or other sources. To overcome the effect of these factors, the tourism industry would need to employ an effective knowledge management strategy that would involve activities such as committing to external collaboration and information sharing to drive quality through the supply chain, learning from others through benchmarking, and working more closely with universities and research institutions.
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These strategies coincide greatly with that of the WTO, which has taken a leading role in this area. In fact, WTO has created the following Knowledge Mission:
To build the knowledge capacity of WTO members, providing leadership, initiative, and coordination in quality tourism education, training, and research through public-private partnerships among institutions and WTO Member States.
The following principles underlie the WTO knowledge approach: a) b) c) d) e) Building human resource capacity of WTO members; Providing leadership and initiative in education, training, and knowledge management; Partnership with education, training, and knowledge institutions; Promoting quality and efficiency in tourism, education, and training; Creating innovative products and services in tourism education and training.
In implementing the WTO knowledge approach, there are several key actors. The first is the WTO Human Resource Development Section, which provides products and services in education and training as well as academic research in tourism to WTO Members, with the assistance of the following two WTO bodies: the WTO Education Council and WTOThemis Foundation. The WTO Education Council is a sub-committee of the WTO Committee of Affiliate Members that consists of universities, business schools, and training centres worldwide. These institutions need to have passed the TedQual Certification System in order to become members. The TedQual process is administered by the WTOThemis Foundation, which was created by WTO with the support of the member Government of Andorra. These three organizations combine to offer a wide range of products and services. For example, they offer numerous short courses and seminars such as WTO Scholars and GTAT, which help educate member country tourism ministry employees in subjects such as tourism policy and destination management. Courses are also delivered through the WTO Practicum, which combines coursework in Madrid or Andorra with site visits at various destinations. Another service is the WTO.Sbest training and accreditation program, aimed at contributing to the excellence in tourism destinations through quality training and education. Of course, another important service is the TedQual certification system, which helps create higher and more uniform standards of excellence in tourism research and education. The WTO Education Council looks forward to working with its members and other organizations in documenting ways of drawing greater value from information on world tourism to benefit national governments and their citizens.
5.2.2 WTO.TEDQUAL Volunteers

Bradley Weiss, Education Council Programme Coordinator, WTO
Within the context of WTO Knowledge Management framework is a new set of initiatives from the WTO Education Council called TedQual Volunteers. As Doug Frechtling just explained, TedQual is the certification system which all institutions must pass in order to join the WTO Education Council. The WTO Education Council is body of over 30 of the worlds leading tourism education and research institutions. It therefore represents an immense body of tourism knowledge and expertise. The objective of the TedQual Volunteers initiatives is to tap into the tremendous knowledge resources of the WTO Education Council and use it towards achieving sustainable development goals.
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This objective is particularly important in light of the WTOs new status as a UN specialized agency. As such, I felt it was appropriate to begin the presentation with a quote from UN Secretary-General Kofi Annan, who says:
"At the heart of volunteerism are the ideals of service and solidarity and the belief that together we can make the world a better place. In that sense, we can say that volunteerism is the ultimate expression of what the United Nations is all about."
TedQual Volunteers is made up of several initiatives. This presentation will cover three of them: 1. 2. 3. TedQual Fieldwork for Tourism Development (TQ.FTD); TedQual Tourism Development Corps (TQ.TDC); TedQual Mentoring Program (TQ.MP).
However, I will be primarily discussing the TQ.FTD, which is already starting to take shape. I will just briefly touching upon the other two at the end of the presentation. TQ.FTD is largely based upon George Washington Universitys (GW) consulting practicum, which I became intimately familiar with as a graduate student here. Essentially, the idea is to bring a group of 10-15 top graduate students and a highly experienced faculty member from a WTO Education Council institution to a developing world destination in order provide consulting services to assist the destination in the development of a sustainable tourism industry. The fieldwork is preceded by a 7-12 week course. The course would likely be in areas such as consulting or tourism development. Usually this would be over the summer session. During this period, the student begins communication with the client, drafts a Statement of Work, and then begins heavy research according to the clients needs. In terms of participants, a project could involve one or several Education Council institutions. It is also ideal to involve a local tourism education institution. They can help immensely in terms of contributing local knowledge, logistics, and in some cases with language. They can in turn learn from the WTO Education Council institutionin some cases the WTO Education Council institution can make the 712 week course available to the local institutions students online. And as Doug frechtling just mentioned, partnering with local education institutions is one of the integral components of the WTO knowledge management approach. I will mention the specific role of WTO a bit later, but want to highlight how development assistance agencies can play an important role. Some examples are assistance in identifying projects, playing a coordinating role, and providing fundingI should mention that although the university does not charge for the consulting services, they do ask countries to pay in-country expenses, which is an area that the donor agency could provide important assistance. There is a wide range of project areas in which the volunteers can work, depending upon the needs of the destination and the strengths of the particular institution or institutions. Here are a few such areas: Marketing (accessing niches); Identification of Product Gaps and Product Development; Creation of Business Plans and Development Agency Proposals; Creation of Itineraries; Enhancing Web Presence; Interpretation (research and implementation).
To give you a better idea of what actually takes place, I wanted to briefly describe the Honduras consulting practicum in which I participated. The Honduras Institute of Tourism (IHT), about which you
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heard from Minister Pierrefeu, asked us to come up with a strategy to reach the North American Scientific and Educational markets, which we ended up combining with Academic and Volunteer markets to create the SAVE tourism niche. You will be hearing more about this in IHTs presentation tomorrow. While we took the course, we identified and contacted tour operators, educational institutions, etc. Through phone interviews and email surveys, we got an idea of SAVE market demographics, what SAVE tourists were looking for, and the extent to which they were familiar with Honduras. Meanwhile, we kept a detailed database of all the contacts so that the IHT could follow-up with them. We presented the preliminary findings upon arrival to Honduras and then engaged in two weeks of fieldwork. For the first week, we aimed to identify the gap between the offerings of three locations on the North Coast and Bay Islands and the desires of the North American SAVE market. We then held a workshop of current and potential entrepreneurs to identify new products and showed them how to create business plans for these new products. These would be especially useful given that several development assistance agencies were providing small grants for new tourism products. At the end of the two weeks, we presented our overall findings to Minister Pierrefeu, who was not only extremely enthusiastic about our recommendations, but has taken great strides since to implement them. The IHT has created the SAVE Alliance with GW, National Geographic, and Counterpart International to coordinate the SAVE marketing strategy (and in fact the President of Honduras will be here in Washington, D.C. on Friday for the signing of the Memorandum of Understanding). One of the SAVE Alliances first initiatives will be to establish the SAVE Center, a central campus with several field stations dedicated to implementing the SAVE strategy. Now I want to discuss the role that WTO will play. First, WTO will solicit proposals and determine which TedQual-certified institutions are best suited for projects. Next, WTO will facilitate training of participating faculty members. Meanwhile, WTO will be involved in coordination between the host country or development agency and the TedQual-certified institution. WTO, in some cases, will also dedicate a staff member to accompany the student team during fieldwork. One other important role for WTO will be evaluating and publishing the final reports. In fact, an excellent forum for these reports would be the DANTEI website, about which we heard earlier today. One of the reasons we are so enthusiastic about this initiative is that it in many ways represents a WINWIN-WIN situation for the host countries, academic institutions, and participating students. The following are the principle benefits for host countries: Access to top institutions, latest tourism knowledge; Does not have to pay consulting fees - only in - country expenses; Transfer of knowledge and know-how to countrys education institutions and tourism organizations; Strengthened contacts with WTO, development assistance agencies; Receives not only detailed report, but tangible products.
In terms of this last item, these tangible outcomes include marketing databases, creation or improvement of websites, and training materials such as press trip planning guidelines, business plan creation guidelines, a sample visitors guide, and itinerary creation guidelines. As for the academic institutions, some of the benefits include: Attractor for top tourism students; More knowledgeable and experienced student body; Learning through cooperation with other educational institutions; Important contacts with host countries, development assistance agencies; Possible follow-up work.
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Finally, the students enjoy benefits such as: Course credit / certificate of completion; Application of classroom knowledge to real-world situations; Developing problem-solving skills; International experience; Ability to assess tourism development as possible career option; Contacts (clients, students from partner institutions).
In 2005, there will likely be two pilot projects. GW will be working on a USAID-funded protected area management project in Panama with the Academic for Education Development (AED). Potential partner institutions at the local level will be identified within the next few weeks. For the other project, we will be working with the University of Queensland. We are currently in the process of determining with which nation to work and will likely end up working with Fiji or Indonesia. Eventually, we hope to have five or six projects running concurrently every year. As I mentioned, TedQual Volunteers consists of several other initiatives. The TedQual Tourism Development Corp (TQ.TDC) would really be an extension of the TQ.FTD in that it would involve alumni of the TQ.FTD who have recently graduated from their TedQual-certified institution. Teams of two (one TQ.FTD graduate and one host country institution graduate) would work and also live in rural communities for six months to one year, working on a specific tourism development project identified by the host destination and or country. In this sense, TQ.TDC resembles the United States Peace Corps model. In terms of roles and responsibilities, the TedQual-certified institution from which the student graduated would be asked to provide some technical support, whereas the host country would be asked to provide logistical and administrative support, as well as a modest stipend. Of course, these expenses could also be covered by a development assistance agency. Finally, WTO would be charged with matching the host country and participant, coordination with the host country or development assistance agency, and finally evaluating and publishing the final report. WTO could also facilitate an extension of the working period if promising results are being seen. Finally, I want to discuss another TedQual Volunteer initiative called the TedQual Mentoring Program (TQ.MP), in which participating TedQual institutions will adopt a university in a developing country. Through regular seminars, workshops, online courses, faculty and student exchanges, and other forms of collaboration, the TedQual institution will prepare the partnering institution to meet TedQual standards. As a result, these institutions will be eligible to join the WTO Education Council, thus broadening the councils geographical base and creating a wider range of perspectives. Clearly, this initiative is also very compatible with the TQ.FTD, in which the partnering of the TedQual-certified and local institution could create the foundation for the mentoring relationship.
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5.2.3 E-Learning Cooperation Model for Tourism Education in Developing Countries

Franois Bdard, Director, International Centre for Education and Research in Tourism, Universit du Qubec Montral Donald Hawkins, Eisenhower Professor of Tourism Policy, The George Washington University Douglas Frechtling, Professor of Tourism Studies, The George Washington University
Keywords: Developing countries, Africa, tourism education, e-learning, distance learning, cooperation model. Abstract: E-learning is a growing educational field, offering certain advantages over traditional classroom teaching. To extend these benefits to the developing world, two institutions with TedQualcertified programs have developed an E-learning Cooperation Model. This model is elaborated through application to institutions of higher education in Africa.
Introduction
Distance learning, online education, e-learning and other terms have surfaced in the last decade to describe a variety of approaches to using the Internet and other information technologies to enable instructors in one place to deliver learning experiences to students located in other places, sometimes continents away. The field has grown dramatically because e-learning offers a number of higher education advantages for certain student populations over the traditional single-site classroom approach, such as6 (Mark Kassop, 2003): 1. 2. 3. 4. 5. 6. 7. 8. Student-centered learning rather than faculty-centered instruction; Writing intensity that improves written expression; Highly interactive discussions involving all students rather than just extraverts; More closely geared to interests of lifelong learners; Rapid feedback to questions and submitted assignments; Learning flexibility in a time-deficient world; A more intimate community of learners; Expanded learning opportunities for those tied to their residences.
Two institutions of higher education with TedQual-certified programs the Universit du Qubec Montral (UQAM) and The George Washington University (GWU) have developed an E-learning Cooperation Model to enhance the delivery of tourism education in developing countries. This development was stimulated by the opportunities provided by the Memorandum of Understanding on Cooperation signed in 1999 between The World Tourism Organization (WTO) and The World Bank Group. The model is based on the project proposal entitled Information Technology (IT) Strategy for Tourism Education in Africa a Joint Initiative of the WTO and the World Bank Group, which received the support from the WTO Commission for Africa during its XXXVII Assembly in Seoul, Republic of Korea on 24 September 2001. While we focus on Africa in this elaboration of the model here, it may be applied to any developing regions in the world.
6 Adapted from Mark Kassop "Ten Ways Online Education Matches, or Surpasses, Face-to-Face Learning." The Technology Source, May/June 2003. (Available online at http://ts.mivu.org/default.asp?show=article&id=1059).
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E-Learning Cooperation Model

Figure 1 summarizes the E-learning Cooperation Model, which begins with: Digitalizing contents of all existing WTO GTAT courses for delivery online or on CD-ROM; and Adapting digitalized program contents from participating TedQual-certified institutions, and developing new content where needed. For example, the GWU Accelerated Master of Tourism Administration (AMTA) graduate program, which meets TedQual standards, offers a bank of 15 courses now delivered online. To give an overall picture of what digitalized program contents are offered by TedQual members, professors Franois Bdard and Benoit Duguay from UQAM performed in September 2004 a survey of distance learning courses (mainly e-Learning) developed by TedQual members. The questionnaire was sent to all TedQual members. Prior to the Tourism Policy Forum, responses were received from eight members, two of whom reported that they had not developed any e-Learning courses. Six members reported having developed twentyone courses. The following are examples of graduate level courses: Advanced Hotel and Tourism Research Methods; Business Environment and Strategic Management in Tourism; Corporate Strategy; e-Marketing in Tourism and the Hotel Industry; Organizational Behaviour; Project Management; Strategic Marketing Management for Hospitality and Tourism; Tourism and Economics; Tourism Management; Tourism Theory and Practice.
The following are examples of undergraduate level courses: E-Business in the Hospitality Industry; Financial Management in Hospitality and Tourism; Service Management in Hotel, Catering and Tourism; Strategic Management in Hotel, Catering and Tourism; Technology, distribution and transportation; Tourism and Natural Environment; Tourism Industry Structure.
The following are the highlights of the survey: Twenty of the twenty-one courses offered are credit courses; The most widely used teaching tools are multimedia presentations (21 courses) and forums (19 courses); Other teaching tools include videos (12 courses) and exercise books (8 courses); The most widely used supervision method is e-mail tutoring (21 courses); Other supervision methods include in-person tutoring (15 courses) and on-line tutoring (9 courses); The most widely used form of documentation is electronic (21 courses); Another form of documentation is text collection (14 courses); The most widely used diffusion method is on-line only (12 courses); Another kind of diffusion used is the hybrid method [classroom and distance] (8 courses);
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The most widely used platform is WebCT (15 courses); In-house platforms are also used (5 courses); The most widely used technology is Windows (21 courses); Copyright ownership is held by the institution (16 courses) and by faculty (5 courses).
More responses are expected from other TedQual members. The complete data will be analyzed using SPSS and a final report will be submitted to the WTO council.
Figure 1
E-Learning cooperation model for quality tourism education in developing countries Memorandum of understanding on cooperation The World Bank Group World Tourism Organization
Coordination team UQAM & GWU WTO.HRD WTO Themis Foundation
Network of participating TEDQUAL - Certified Institutions
E-Learning Cooperation Digitalized Contents Bank Monitoring Activities
Network of participating Non TEDQUAL - Certified Institutions from Developing Countries
TEDQUAL Certification
New TEDQUAL - Certified Institutions in Developing Countries
A B
See legend below
a b c
Target audience
Legend Letters (A), (a), (B), (b), (C), (c) designate a participating institution. For example: TEDQUAL-Certified institution (A) will be monitoring NON TEDQUAL-Certified institution (a)
Institutions of higher education Students in tourism programs
Public sector
Private sector
National tourism authority officials
Managers in the tourism industry
Source: Franois Bdard, UQAM-CIFORT (2003)
Objectives and Goals We anticipate that implementing this model will produce the following constructive outcomes: At least one group from the GTAT series of seminars and courses, the contents of which have been digitalized and offered to tourism managers in public and private sector workplaces, will be presented in each of the WTO member states in Africa; At least one university from each of the WTO member states in Africa will present a high quality program in management of tourism, employing IT tools for tourism education;
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At least one university from each of the WTO member states in Africa will apply for TedQual certification. GWU and UQAM, in collaboration with other interested TedQual-certified institutions, will offer capacity-building activities and direct mentoring to these TedQual candidates.
Operational Framework As Figure 1 indicates, an international project team comprised of all participating TedQual certified institutions, coordinated by the UQAM/GWU team and the WTO Human Resource Development Department (HRD) with the assistance of the WTOThemis Foundation, would accomplish these goals by providing African institutions of higher education with the following distance and field support services: Creating a Network of Institutions of Higher Education willing to share IT in tourism education contents and delivery resources (e.g. Internet-based training programs and laboratories) among themselves and with developing countries; Sharing with African Institutions of Higher Education the knowledge of using new IT in tourism education, to help them further improve their quality tourism faculties, programs, and technologies, and to eventually satisfy TedQual standards within the time span of the project; Developing Industry-University Partnerships in Africa to help disseminate the GTAT locally, using new IT capabilities in tourism education to significantly increase the quality of human resources and tourism management.
Target Audience The main beneficiaries of this project would be: Institutions of Higher Education: Continuing education and graduate tourism management programs; Public Sector: National Tourism Administration officials; Private Sector: Managers in the tourism industries.
Strategy Implementation Each participating university with at least one TedQual-certified program would partner with at least one African university and act as its coach during the length of the project. This mentor approach is designed to improve the probability of reaching the objectives of equipping the maximum number of African institutions to earn TedQual certification. Contributions of Potential Partners The World Bank Group: Financial contribution through the Memorandum of Understanding on Cooperation signed in 1999 with the WTO; The WTOThemis Foundation and the Human Resource Development Department: Strategic contributions in terms of international leadership, project management, and preparation for TedQual Certification; The participating institutions of higher education of the WTO Education Council: Intellectual contribution by each university through developing at least one online course and acting as mentor for at least one African university with a tourism management program; The participating African institutions of higher education: Operational contribution of each university by adopting new IT and e-learning practices and tools for tourism education, improving the quality and productivity of operations, meeting the TedQual certification, and disseminating the GTAT locally.
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Conclusions
An E-learning Cooperation Model for tourism education in developing countries is outlined in this paper. It suggests an innovative approach where WTO education institutions from developing countries and developed countries can work in partnership, leading to enhanced tourism higher education as validated by growing numbers of TedQual-certified programs. As a result, National Tourism Administrations and operating tourism companies will benefit from a growing pool of highly trained managers leading the continent toward prosperity in the decades ahead.
Bibliographic reference
Kassop, M. (2003). Ten Ways Online Education Matches, or Surpasses, Face-to-Face Learning. The Technology Source, May/June 2003. (Available online at http://ts.mivu.org/default.asp?show=article&id=1059).
5.2.4 Indicators of Sustainable Development for Tourism Destinations

Ted Manning, Lead Expert, WTO Indicators Program & President, Tourisk Inc.
The purpose of this presentation is to summarize the WTO program on indicators of sustainable development for tourism, to discuss results to date and to introduce the new guidebook: Indicators of Sustainable Development for Tourism Destinations which has just been published in both electronic and hard copy format. Tourism is at the top of the food chain of global activities; dependent upon social, economic and ecological sustainability. It is a unique sector, in that it: Uses other sectors resources; Takes the client to the product rather than the product to the client; Depends on many different social and environmental factors unique to each destination and niche; Has many different demand segments; Is very risk-averse - it can change rapidly if any of its support systems are unstable.
As a consequence, managers of tourism need means to identify and react to the factors which can affect sustainability. The indicators program, now in its tenth year, has been designed to provide them with effective and efficient means to obtain the needed information: what is needed, in the form it is most useful and when it is needed. The focus of the program is on the identification of the important issues (problems, opportunities) in each destination and the development of indicators which respond to them. The focus for the issues affecting tourism and the delivery of solutions is the destination the place where all the factors come together and the scale at which most integrated management of tourism occurs. Why indicators of sustainability? Decision-makers need to know: How their actions can affect the assets and values of the destination; How external factors can affect their interests; How tourism in particular interacts with the other uses and users of the destination and its assets; The objective is to reduce future risks to the ecological, socio-cultural and economic functions of regions (destinations) and to enhance overall sustainability.
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Indicators are developed to make certain that the information most central to the decisions needed in a destination is collected and used. Good indicators are: Relevant: important to real decisions and likely to be used; Feasible: practical to obtain, current, and accessible when needed; Credible: objective and based on good science; Clear: understandable and meaningful to all users; Comparable: can show changes over time and between destinations and support benchmarking.
For any destination, the choice of indicators will be unique, but will also ideally include most of the indicators identified by WTO experts to be key to baseline issues (those most common and usually most important). The most important factor is relevance if an indicator is not relevant, there is no point in bothering with the other criteria. The best indicators will satisfy all these criteria. While the WTO initiative has identified a dozen issues as baseline issues, it has also provided a menu of indicators which respond to a broad range of issues which may be important to a destination. Key Issues Where Indicators are Required The WTO expert task force (more than 60 experts from over 20 countries contributed to the production of the guidebook) has identified approximately 50 issue areas common to destinations. The issues covered, with corresponding indicators, fall into many categories: Community well-being, sustaining cultural assets, community participation, tourist well-being; Capturing economic benefits, sustaining the tourism product; Protection of natural assets, managing resources, limiting negative impacts; Destination planning, designing green products and services, controlling tourist activities, managing quality.
The following paragraphs provide an overview of selected issues and examples of the indicators suggested to respond to them. The guidebook contains a much larger list of both issues and options for indicators, including case studies from all continents showing indicators in use and the means used to calculate and implement indicators. Typical issues and indicators: Cultural Maintaining local satisfaction (% who agree that tourism is positive for community); Maintaining cultural assets (% of tourist revenues which go to maintain or conserve key sites and structures); Maintaining security (number of crimes affecting/involving tourists and locals); Tourist well-being (% tourists who feel safe in the destination); Health and security (% with water borne diseases, % harassed); Sex tourism (level of response, organization for solution).
Typical issues and indicators: Economic Reducing seasonality (ratio of tourist arrivals peak month relative to annual mean); Sustaining tourism related employment (# jobs in industry, % local, % full time); Reducing currency leakage (net benefit per tourist which remains in destination); Managing the pace of development (% occupancy, annual build rate); Value for money (tourist perception).
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Typical issues and indicators: Environmental Climate change (measures of vulnerability and response); Managing destinations within carrying capacity (tourists per square metre in peak day/season, % area degraded); Energy management (use per day per tourist, ratio per capita local use to tourist use); Water availability (% annual supply in use, # days shortage per year, cost of new water); Sewage (% waste water treated to standard, number of contamination events); Visual pollution (% buildings in vernacular architecture, % hotels in degraded state).
Typical issues and indicators: Tourism Management Development control (% new tourism enterprises receiving development review); Transportation (% hotels served by public transport, % area used for vehicles); Green tours and products (% having certification, % hotels with EMS); Controlling use intensity (persons per hectare in peak period, persons per toilet); Protecting Image (% tourists who rate elements of image high on exit questionnaire).
The WTO participatory indicator development process

The central elements of the WTO indicators process involve 1) identification of key issues (problems, opportunities, concerns) where information or indicators are needed in a destination, 2) the development of indicators with their specific measures to allow the issues to be better understood and managed, and 3) ultimately to integrate the indicators into a comprehensive planning and management process aimed at sustainability. The guidebook provides a detailed roadmap to a 12-step process which is recommended for all destinations. It can provide value whether or not there is an existing planning and management process. Where a process is in place it helps provide clarity to goal setting and performance measurement; where no plan exists it can be the catalyst for goal setting and stimulate an appropriate process. The 12-step WTO process for indicators development is shown below: Initial Preparation 1. 2. 3. 4. Definition of destination/its tourism; Use of participatory processes; Tourism assets and risks/sensitivity; Long term vision or plan for destination.
Participatory Workshops /Development Process 5. 6. 7. 8. Selection of priority issues and policy questions; Wish-list of potential indicators; Inventory of data sources; Indicators selection.
Implementation 9. Evaluation of feasibility for implementation;
10. Data collection and analysis; 11. Accountability and communication; 12. Monitoring and evaluation.
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The rationale for this approach is that the indicators used are destination specific, responding to the key needs of each place (site, resort). The core of the procedure is a participatory approach which helps get information and generate buy-in from all stakeholders. A unique aspect of this workshop approach is that it can involve experts, locals, other stakeholders and planners all at the same table, and has also been used as a participatory training laboratory for representatives of other destinations and countries. Baseline indicators are suggested as a key point of reference for all destinations to help in comparison and standardization and encourage communication among destinations. While each destination is encouraged to use the baseline indicators wherever useful, it is expected that during the workshop process, the utility and suitability of these will be realized, not imposed. Options are provided regarding means of measurement to allow destinations at different stages in the process to begin to use and develop indicators simple proxy indicators are noted where these may make it easier for a destination to begin simple use of indicators and gradually work towards more sophisticated measures. The long term objective is to have an international standard set of indicators in use by most destinations to help in benchmarking and information exchange, while allowing each destination to have its own custom indicators which respond to its needs.
Suggested WTO baseline issues for all destinations

The WTO experts spent considerable time debating how to create a short list which should be of use to all. The twelve issue areas which follow were agreed to be the initial short list, although it is also understood that other issues such as health, level of site protection or transport will be of interest to most destinations. The short list of baseline issues is: Effects of tourism on communities; Sustaining tourist satisfaction; Tourism seasonality; Economic benefits of tourism; Energy management; Water availability and conservation; Drinking water quality; Sewage treatment; Solid waste management; Development control; Controlling use intensity; Local satisfaction with tourism.
To assist in promoting information sharing a specific set of indicators is suggested for each, including specific methods for data gathering and analysis. To help destination managers deal with issues common to specific types of destinations, discussion is provided regarding the types of issues common to the following destination types: Coastal Zones; Beach Destinations and Sites; Destinations in Desert and Arid Areas; Mountain Destinations; Natural and Sensitive Ecological Sites; Ecotourism Destinations;
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Parks and Protected Areas; Communities Within or Adjacent to Protected Areas; Trails and Routes; Built Heritage sites; Small and Traditional Communities; Urban Tourism; Communities Seeking Tourism Development; Theme Parks; Water Parks; Cruise Ships and Their Destinations.
For each destination, the typical issues are identified and applications which respond to the specific risks and opportunities discussed. Case studies are included for many typical destinations showing how indicators are now in use.
Why should tourism managers use indicators?

Indicators are a tool to help address common concerns and to target programs to deal with questions like the following: How many tourists is enough? How can we capture benefits without excessive costs? What are the limits of capacity or sensitivity to change? What are the risks to the key assets? Can we measure impacts? What are appropriate indicators of the real risks to the values? Can we manage tourism to respect limits and opportunities? Can we measure our progress?
These types of questions have been the focus for practical applications of the WTO approach to indicators over the past decade (some acting as training workshops for participants from many nations). Some examples include: Peninsula Valdes, Argentina: A fragile coastal desert ecosystem and a newly developing ecotourism destination which is a fragile habitat for sea lions, and Southern Right Whales - the prime asset of the destination. There is now a protection program in place and indicators are important to manage the assets and support the new designation as a UNESCO World Heritage Site. Key indicators: wildlife numbers, level of control on visitors, water supply. Cozumel, Mexico: An island cruise ship destination with up to 11 ships per day in season and where visitor numbers may equal resident population. The main asset is a fragile reef ecosystem. It has limited water availability and shortages during the dry season. Key indicators: water supply, visitor numbers, health of the reef ecosystem. Black Sea Coast, Romania: Extensive sand beach and historic resorts on Black Sea coast. Key concerns are the beach pollution, image overseas, service quality, and certification (Blue Flag). It contains largescale inclusive resorts targeted at foreign markets and competing with other beach destinations. There is a need to manage the quality of product and image in key markets. Key indicators: seawater quality, image, value for money, variety of experience.
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Villa Gesell, Argentina: Heavily used beach site with intensive summer use. Located on a fragile dune ecosystem, the resort has strong need for control of tourist impacts and protective actions to maintain the dune and beach ecosystem and sustain the community in the off-season. Key Indicators: use levels, seasonality, ratio of tourists to locals, rate of beach erosion, rate of dune destruction, water availability. Ugljan and Pasman, Croatia: These small islands are as yet undeveloped for mass tourism and have a vibrant local community and culture. Located adjacent to a national marine park, the islands have excellent marine tourism (yachts) potential. The key assets of the islands are their history, music, and sense of family (many current tourists are relations of residents). The residents wish to benefit from tourism and minimize negatives. Key indicators: use levels, variety, access, employment, seasonality, repeat visits, image. These are a sample of specific applications which were building blocks, along with additional workshops and studies in sites worldwide, both under WTO sponsorship (Beruwala, Sri Lanka; Prince Edward Island, Canada; Keszthely, Hungary) and undertaken by others worldwide (see the 26 case studies from all continents including Antarctica in the guidebook) .
Conclusion
Indicators can be a central component in the creation of sustainable tourism destinations. They act as a catalyst for destinations and communities to identify what is important and measure changes which can affect the sustainability of their key assets and attainment of their long-term goals. Indicators are not a panacea; rather they are essential building blocks for sustainability. Used properly, indicators help destinations to: Clarify assets, opportunities, risks; Stimulate participation in vision, goal setting; Stimulate action, performance measures; Help establish accountability; Foster data sharing, benchmarking; Focus discussion, becoming a reality check for tourism and destination development plans.
For developing destinations, explicit indicators in areas such as community benefit, gender equity, leakage, local ownership, poverty alleviation, and state of key assets can serve to help donor agencies both identify and clarify opportunities and act as performance measures relative to their program goals. For further information, see the 500 page report: Indicators of Sustainable Development for Tourism Destinations: A Guidebook World Tourism Organization, 2004. http://www.world-tourism.org/cgi-bin/infoshop.storefront/EN/product/1369-1
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5.2.5 Development Assistance Network for Tourism Enhancement and Investment (DANTEI)
Sheryl Elliot, Associate Professor of Tourism Studies, The George Washington University
The purpose of DANTEI is to share information and build knowledge through a network of development assistance donors and recipients in order to realize tourisms contribution to sustainable development goals As one of the largest global industries and employers, tourism has a significant role in the economies of both developed and developing countries. According to the World Banks World Development Indicators 2002 report, more than 70% of the worlds poorest countries rely on tourism as a key economic growth engine. Acknowledging this reality, development assistance projects are increasingly using tourism as a means of fostering sustainable development. However, there is a paucity of information concerning appropriate engagement levels for development assistance in efforts to enhance tourism revenues for developing economies; there are difficulties in balancing the public sector role while maintaining a competitive private sector environment and ensuring that benefits from tourism actually reach poor communities who are often at the front line of receiving tourists. Development assistance for tourism only really has a history of 20-30 years, and in most countries, tourism is an ongoing social, economic and environmental challenge. At the World Tourism Organization (WTO) Tourism Policy Forum held at George Washington University (GW) in Washington DC, October 18-20, 2004, several pivotal propositions emerged around the theme of information sharing and communication between development agencies involved in promoting tourism as a sustainable development strategy: 1. 2. 3. A need for more structured coordination between all development assistance partners working in this arena, particularly at the regional and national levels; A need to benchmark and learn from best practices across regions and sectors concerned with tourism and sustainable development; A need for common guidelines and tools to assist with the implementation and evaluation of projects and programs using tourism as a tool for sustainable development.
This was not the first time suggestions like these have been made, but it was the first time that there was agreement that development assistance agencies would cooperate in more meaningful and proactive ways to promote better strategies for enhancing the role of tourism in the economies and environments of the developing countries in which they are working (the countries and agencies collaborating were: GTZ Germany, MAE France, AECI Spain, MAE Italy, SNV Netherlands, USAID, CIDA Canada, the World Bank, the Inter-American Development Bank (IDB) and US State Department). All of the remarks made by representatives of development agencies talked of increased work in sustainable forms of tourism and increased demand from developing countries for tourism-related lending and advice, thereby amplifying the need for information- and knowledge- gathering and sharing. With nearly a dozen donor agencies involved in this collaborative alliance, the logistical challenges of communication and cooperation are significant, not least because of languages, scale of investment and different approaches to tourism development. All of the agencies shared common ground in not being in a position to accurately define their tourism interventions in terms of financial commitment, strategy and indicators of success and failure. There was agreement that an internal auditing of tourism projects by individual agencies would be a useful next step (considering this was being done by the World Bank and USAID already). While some of these issues are internal, indicators of success or failure and best practice are desired features that could be benchmarked internationally for everyones benefit.
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At the forum, GW and WTO demonstrated a web-based platform (www.dantei.org) conceived to share information and knowledge about best practices, tools and guidelines for tourism directed toward sustainable development outcomes. The DANTEI web site is a cooperative effort between the WTO and GWs International Institute of Tourism Studies (IITS) with support from GWs Center for the Study of Globalization (CSG). The site was developed to help potential development assistance recipients (particularly government and civil society) access funding resources. The site was also used to support the Tourism Policy Forum by showcasing the presentations and case studies. DANTEI could conceivably expand to provide a platform on which development agencies could share information and a portal through which they could both access useful tools and post best practices and lessons learned. The key questions to be addressed by donors are what kinds of information would be shared and who would be the primary users of this information.
Where does the DANTEI concept fit in the tourism development landscape?
Accessible information about tourism and sustainable development is currently scattered in over 150 websites, development assistance agency databases, and hundreds of books and publications. There is no neutral platform to filter, search for, or add to case studies, best practices and information on donor funded tourism projects, their outcomes, benefits or costs. Existing sites tend to focus on the promotion of specific agendas - for example, linking tourism to objectives like biodiversity conservation, small business development, cultural heritage preservation, etc. In 2001, IITS began a project to populate a database of worldwide donor funded tourism projects. The incentive for this initiative was the absence of consistent information about the sources or benefits of tourism projects in developing countries, and the missed opportunity to learn from experiences that would undoubtedly be of value to all stakeholders. In trying to evolve this database into a more useful and accessible application, IITS surveyed potential users (development agencies, NGOs, consultants, national tourism authorities and other education institutions) in 2003. The overarching findings from the survey were that there was demand for: (1) the provision of an accessible and interactive Internet portal to share information; (2) the provision knowledge and learning applications (tools, practices, case studies, models and lessons learned) - there was little demand for a static database of projects and greater demand for tools and more focused learning and knowledge management. In 2004, a further evolution and focus culminated in the Tourism Policy Forum discussions centered around eight different thematic areas (researched from the original database of tourism projects) where tourism development activities were currently being supported by different development agencies: Strategic Assessment, Planning and Implementation; Decentralized Governance and Capacity Building; Rural Development; SME Enterprise Development and Competitiveness; Natural Resource and Protected Area Management; Cultural Heritage Preservation; Market Access and Export Development; Financial Instruments and Enabling Environments.
With development agencies unified in support of the Millennium Development Goals (MDGs) and improved knowledge management and international cooperation key elements in the strategy for achieving the MDGs, the potential supporting role for a tool like www.dantei.org lies in advancing the previously stated propositions for coordination, information sharing, communication and knowledge management in building on the themes above and other clusters that may emerge.
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In other words, not simply a generic sustainable tourism network, development assistance shared database or web ring, but a knowledge management tool specifically focused on advancing knowledge and learning in particular areas of tourism development - the areas supported by development agencies and listed above.
Next steps toward building and operationalizing a useful Internet platform

While tacit demand for a focused web-based knowledge management and learning platform such as www.dantei.org exists, its parameters and functions need to be further defined through collaborative actions involving donors and aid recipients. What has been established to date is a: portal to facilitate access to sources of tourism related funding and technical assistance information (with a short description of how to access this information on 22 bilateral and 12 multilateral donors); listing of background papers or links to funding resources on foreign direct investment, corporate philanthropy, and foundation activities related to tourism; repository of the 2004 Tourism Policy Forum outcomes including presentations and background papers; gateway to training resources and a course on accessing development assistance funding; capability to receive and or access exemplary case studies, tested tools and supporting documents from projects funded by development assistance agencies.
www.dantei.org is not conceived as an umbrella management system for development assistance agencies to share all their information and activities in sustainable tourism. It is understood that agencies will adopt their own mechanisms for managing this information internally and perhaps eventually share this with other development agencies through a different forum. www.dantei.org is conceived to showcase and share best practices, case studies, tools, reports and papers in particular thematic areas of sustainable tourism such as the eight categories listed above. The purpose of encouraging the creation of an informal alliance of development agencies is to facilitate the capture of information to populate the thematic areas in the website. An informal group of NGOs, academics and experts also exists and will be asked for the same information, with the same objective: to gather the best practices and the best case studies under specific themes in one place for all to view and benefit from. Related to the thematic areas and a direct function of GWs mission as a learning institution and its role as chair of the WTO Education Council, the opportunity for focused training programs such as accessing funding for development, destination management, marketing, planning and related needs will also be offered through the website. This course may be offered at strategic locations or through distance learning by WTO Education Council institutions provided they meet prescribed standards. Finally, www.dantei.org has future potential as a research resource in the particular thematic areas of sustainable tourism (for example, WTOs Sustainable Tourism-Elimination of Poverty [ST-EP] initiative), something completely absent in the current landscape of information sources which relate tourism to sustainable development and MDG goals.
Part 6 Case Study Presentation Summaries
6.1 Strategic Assessments, Planning and Implementation

Challenges: Absence of a national tourism strategy; Ensuring collaboration among stakeholders; Political and social conflicts; Achieving buy-in by government (high turnover in Ministry of Tourism); Poor relationship between Ministry of Tourism and Ministry of Environment; Overcoming traditions of mass tourism; Understanding sustainable tourism; Lack of capacity for implementation; Skepticism within the private sector; Determining who is responsible for implementation.
Lessons learned and recommendations Policies and regulations are useful, but you need an overall strategic direction; Adopt a participatory approach and engage key stakeholders; Identify key champions; Establish public-private partnerships to increase destination competitiveness; Strengthen the technical and administrative capacity of municipal government and NGOs; Make tourism education a government priority; Plan land use policy at the municipal level; Publicity should be at both national and local levels; There should be an initial focus on domestic markets to build confidence; It is possible to develop a national policy with relatively little funds (ex. US$45,000); Ensure private sector leadership.
6.2 Decentralized Governance and Community Capacity Building

Challenges Improving quality & availability of community based products and services; Linking enterprises to markets; Gaining access to credit; Avoiding elite capture of benefits; Building local capacity to engage in tourism; Targeting support to local NGOs; Dealing with land tenure issues.
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Lessons learned and recommendations Community projects need long-term support, especially when dealing with low community capacity; Start small with more certain projects and only grow to the more risky projects once trust has been established; Identify who the community is and then create the appropriate structure accordingly; Community organizations should be incorporated and possesses legal commercial access to the land and natural resources; Partnerships/joint ventures increase speed and capacity quickly; Expectations must be realistic, especially in terms of timescales; Never presume that you know what the communities needs are; Use planning processes for empowerment; It is important to maintain strict control and evaluation over distribution of resources generated Communicate openly and consistently - no secrets.
6.3 SME Business Development and Competitiveness

Challenges Overcoming limited management and technical capabilities of small hotels; Identifying leaders and champions within the tourism industry; Changing the mind-set from standard practices to best practices in business operations; Dealing with corruption within government institutions; Convincing government to provide incentives for going green; Establishing market-driven standards; Overcoming negative perceptions of destination; Constant fluctuation of staff (tourism ministers, mid-level, management); Covering certification program costs.
Lessons learned and recommendations Development approaches such as competitiveness should be adapted to local circumstances; An integrated tourism strategy on a regional level must involve stakeholders from both the public and private sector; A common brand or corporate identity can help the integration processes; Environmental issues must be incorporated into mainstream planning and investment decisions; Fund triple-bottom line costs - do not shift this burden onto private sector until there are adequate profits; Create alliances within business community; Promote achievements and results: follow the leader; Sustainable tourism requires a holistic development approach i.e. destination focus; On-site training is preferable; Facilitation and moderation in transparent and effective ways is essential; EMS is an effective management tool, while certification provides necessary incentive.
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6.4 Natural Resource and Protected Area Management

Challenges Lack of capacity; Conflicts of interests; Dealing with skewed government policies; Limited private sector ownership; Lack of confidence in benefits of certification.
Lessons learned and recommendations Understand markets first before site selection and analysis; Adapt training and products to market demand; Make sure tourism products and services are linked to public use regulations and sold through partnerships with private sector; Using tourism as alternative livelihood is feasible only with substantial capital, marketing and policy reform; Strategic alliances are key to focus efforts and achieve mutual benefits; Conservation is possible when local communities experience economic benefits through productive, non-extractive alternatives; Diversify tourism products to decrease impacts; Infrastructure support alone is not enough to achieve increased visitation; It is essential to get buy-in from reserve managers; Change should be centered in participation and capacity building programs that accomplish community empowerment; The marketing strategy should be initially centered on local markets; but not forgetting the future, external markets.
6.5 Cultural Heritage Preservation

Challenges Lack of tourism management capacity in heritage areas; High leakage of income generated (pubic and private); Finding funding for an integral approach (archaelogical restoration to tourism marketing); Rehabilitating the traditional cultural heritage; Tourism demand eroding cultural capital (ex. built heritage, traditions); Lack of awareness of true costs of tourism management (ex. visitor registration, impact monitoring, interpretation); Under pricing of tourism fees, concessions; Inclusion of women; Winning the trust of the community.
Lessons learned and recommendations Tourism/public use plans need to be developed at heritage sites; Governments need to be pressed to train a tourism/public use coordinator for sites so that tourism/public use plans can be developed; Involve and mobilise all stakeholders, from local NGOs to ministries;
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Keep the network involved, share experiences and information; Local people sometimes need modest help in identifying their distinctive assets; Incorporating women can be done if flexibility to matters such as scheduling is applied; Heritage areas should have a revenue generation strategy that includes visitor user fees; To set users fees, survey visitors price responsiveness and evaluate other sites; Developed country visitors should be charged higher site visitation fees than locals; Archaelogy can serve as an effective catalyst for community participation in tourism.
6.6 Marketing Sustainable Tourism Product

Challenges Individualism of providers, tough competition; Knowledge coordination and management; Achieving high-level and continuous political commitment; Reaching a shared vision among all stakeholders; Achieving financial sustainability; Obtaining long-term financing in a short term culture; Tracking and reporting of impacts; Complexity of European markets languages, cultures, travel patterns, distribution channels, etc.
Lessons learned and recommendations Ensure the involvement of small and medium enterprises; Use a participatory approach that is transparent and ethical; The private sector must proactively combine Micro-Marketing with Macro-Marketing (Destination Marketing); Synergistically create the proper conditions in close coordination with the public sector; All resources in a destination must be concentrated in order to create a tangible impact in international source markets; It is important to identify local movers and shakers; Dont impose anything from the outside; Confidence is the most important ingredient when working with communities; The route concept can be a powerful one for linking communities in tourism efforts.
6.7 Rural Development

Challenges Organizational strengthening of district and provincial authorities; Poor accessibility to some of the program sites; Poor communication facilities at some of the program areas; Trying not to raise expectations too much amongst the local communities; Demonstrating impacts of the program in short amount of time; Encouraging the involvement of small, locally-owned businesses and suppliers; Promoting sustainable development practices and synergistic linkages with conventional tourism; Bringing women onto the front line of tourism;
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Bringing the poorest of the poor into the mainstream; Use and operation of trust funds; Conflict between the formal and the informal sectors; Conflict within the informal sector; Consolidating guide services.
Lessons learned and recommendations Involvement of community helps create sense of ownership; Social mobilizations and awareness is a must in rural tourism; Recruitment of local staff at field level eases implementation, even in conflict situations; It can often be a slow process which requires patience; See to it that the outcome of tourism is concretely profitable to the local community; Provide adequate training of local actors; Help connect businesses to markets (national and international); Disseminate best practices to key actors; Regional approaches in some cases can prove more effective than local approaches.
6.8 Financial Instruments and Enabling Environments

Challenges Reinforcing, not duplicating other development efforts; The unintended consequences of giving: dependence, divisions, favoritism; Ensuring social inclusion; Developing while safeguarding natural beauty and capturing economic benefits for communities involved; Finding other investment partners to reduce risk; Finding enough financially viable tourism enterprises that meet our biodiversity criteria; Introduction of new tourism law and regulatory environment; Identifying the right projects and partners; With increased globalization, competition from other regions has increased.
Lessons learned and recommendations Early investment impact assessments can minimize social and environmental damage and reduce costs; The choice of project components must be based on a Strategic Tourism Plan; Project preparation must include consultation of all stakeholders; Execution schemes must respond to the cross-sectoral nature of tourism development; Monitoring tourism development is essential to managing impacts; Training and awareness-building among local communities, private sector, tourists and local governments will promote responsible tourism and increase support for policies; Governments must provide an adequate legal and economic framework, a transparent and efficient judiciary, and sound interest and exchange rate policies; Proper land-use planning, sanitation infrastructure, and waste collection and treatment are key issues to ensure balanced growth and the environmental quality of destinations; Provide mechanisms to help foreign investors through domestic formalities;
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Certification cannot stand alone it must complement other tools and approaches; Cooperate with neighboring countries and regional groupings so that border crossing is swift and predictable.
Part 7 Conclusions
7.1 Concluding Remarks

Geoffrey Lipman, Special Advisor to the Secretary-General WTO
Over the course of the last two days, I have noted a tremendous air of positivism among the forums participants. This is in large part due to the superb presentations and workshops that have taken place. Clearly there have been many exchanges of ideas and worthwhile networking among participants. Without a doubt, the forum has been great for personal development, and that in of itself is valuable, but what can we take collectively from the forum? We have an impressive declaration, which will serve as a useful checklist for stakeholders and policymakers going forward. I can certainly commit, along with Eduardo Fayos-Sol, to take the declaration to the key WTO decision-making bodies, starting next week with the meeting of Strategic Group. In that sense, it is very timely and very relevant. But we are all realists. We should not expect miracles from declarations. The miracles come from the people behind them and their commitment to turn words into actions. These are particularly relevant to the Millennium Development Goals (MDGs), which have set aside eight major development agenda priorities with a 2015 timeline. We can all commit to making our work relate to the MDGs and to not reinvent the wheel. What I mean to say is that we have our networksgovernment, private sector, civil society, etclet's resolve to collaborate, not compete, and to leverage our strengths. We have an industry whose scale, scope and catalytic cross-sectoral impact is slowly being recognized by the agencies and institutions who have the mandates and the funds to drive change in the development support agenda. We have an industry whose export and societal value is increasingly acknowledged by the countries and communities who can benefit from smart development support. We also have a new mindset in top officials of the international financing institutions, who have told us that tourism can be the entry point to development in areas like infrastructure and rural renewal. So let's resolve to maintain the pressure to put tourism at the heart of development programs and at the core of Poverty Reduction Strategy Papers (PRSPs). Last but not least we have in WTO a new dedicated Organ of the UN family to act as the point of reference for our sector and a focal point for linkage with the MDGs. It can be increasingly effective in this role by utilizing the new tools at its disposal such as DANTEI, Sustainabilty Indicators, and ST-EP. We commit to working with you in governments, the private sector, development institutions, civil society, and academia to optimise our efforts in the service of the MDGs, to listen, to avoid duplication, and above all, to lead through cooperation and participatory actions. I would like to close with two very large thank yous. The first is to my colleagues in WTO Eduardo Fayos-Sol, Roz Deming, Debbie Luhrman and Brad Weiss who have been the architects of our participation. The second is to our partner George Washington University and all its hardworking staff marshaled by Kristin Lamoureux; particularly the students who have worked so hard and so professionally - our industry has a lot to look forward to when they move into it. And above all, to our mentor Don Hawkins, whose vision and tenacity are the reason why we are all here today and whose laidback attitude hides an attention to detail that has made this meeting such a success. This was the first meeting of its kind. It will not be the last.
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7.2 Washington Declaration on Tourism as a Sustainable Development Strategy, OCTOBER 20, 2004
The first international forum focusing on tourism development and assistance met for the Tourism Policy Forum held in Washington DC from October 18-20, 2004, convened by the World Tourism Organization and The George Washington University, Chair of the WTO Education Council. The assembly proposes the following declaration: Whereas, the World Tourism Organization (WTO) has recently become the United Nations Specialized Agency for Tourism, vested with a central role in promoting the development of responsible, sustainable and universally accessible tourism; Whereas, the purpose of the WTO Tourism Policy Forum (WTO.TPF) is to convene educators and knowledge management experts of the WTO Education Council and other informed professionals, together with representative government policy-makers and business leaders, to focus on critical policy issues facing global tourism and to offer recommendations for future directions; Whereas, 200 delegates and 200 observers from 52 countries participated in global consensus building activities focused on development assistance issues and strategic recommendations; Taking into consideration that tourism is the largest industry in the world today with significant economic, environmental and socio-cultural impacts, requiring sustainable, knowledge-based policies; Taking into consideration that tourism is an increasingly important development strategy to positively address poverty reduction, economic growth, biodiversity conservation, and socio-cultural integrity generally, as well as the UN Millennium Development Goals (MDGs) specifically; Recognizing that tourism can contribute to equitable redistribution of income and liberalization with a human face; Recognizing also the active role of other United Nations agencies and their assistance to developing countries. Acknowledging that sustainable tourism development necessitates private and public sector, donor agency and stakeholder cooperation and input; Acknowledging that the measurement and monitoring of tourisms impact with rigorous analytical tools and relevant indicators is crucial; Acknowledging the importance of the WTO ST-EP program to bring sustainable tourism development into the service of poverty alleviation. We agree to the following: To build partnerships of equal opportunity and fair representation within destinations, and to strengthen their leadership; To engender local community awareness of the tourism planning process and its benefits; To foster buy-in for the concept of sustainability by all sectors including the sharing of guidelines and good practices; To delegate the authority for decision-making to the appropriate community level and build capacity there, and empower local development authorities; To encourage and facilitate brand awareness and a collective image for a destination community; To recognize the uniqueness of the business perspective as different from that of the public sector and to communicate effectively in business language;
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To develop cross-sectoral demonstration projects that illustrate linkages, inter-relationships and working partnerships; To call upon governments, bi-lateral and multi-lateral institutions to facilitate access to capital of all kinds, and to provide guidance, training and support on how to access such funding; To develop land-use policies through a participatory process, and to provide policy incentives for private land owners; To enhance communication and coordination between agencies including the use of advanced information communication technologies; To develop educational programs directed to tourism policy stakeholders including local communities to promote the understanding of cultural/heritage resources, and the need for preservation and social responsibilities; To encourage the development of a regional network of researchers, practitioners and donor agencies for sustainable tourism development. Therefore, be it resolved that: 1. 2. These Forum findings and recommendations will be reported to the relevant bodies and WTO organs for consideration of further action; The Forum delegates call upon aid donors and recipients, to join together with government, private sector, universities and civil society stakeholders to form a global network to enhance tourisms potential to contribute positively to the fulfillment of Millennium Development Goals.
Appendix 1 Tourism Policy Forum Programme
Tourism's Potential as a Sustainable Development Strategy

October 18-20, 2004, George Washington University, Washington, D.C.
Monday, 18 October, 2004

5:00 pm 6:00 7:00 Registration and Orientation for Speakers, Panel Chairs, Facilitators and Recorders Arts Club of Washington 2107 I Street, NW Registration of Participants Reception: Arts Club of Washington, Sponsored by GW School of Business Welcome Prabir Bagchi, Senior Associate Dean, GW School of Business Evening available for networking and private meetings
Tuesday, 19 October, 2004

8.00 - 9.00 9.00 Registration of Participants Lisner Auditorium, 730 21st Street, NW Official Opening Lisner Auditorium Master of Ceremonies Andr Vallerand, Tourism Montreal, Chairman, WTO Committee of Affiliate Members Tourism and Development in Latin America and the Caribbean Enrique Iglesias, President, Inter-American Development Bank, Washington, DC, USA The World Bank's Tourism Development Strategy James Adams, Vice President, Operations Policy and Country Services, World Bank Group, Washington, DC, USA Tourism Policies and Strategies and their Potential to Achieve Millennium Development Goals Francesco Frangialli, WTO Secretary-General, Madrid, Spain 10:10 - 10:30 Refreshment Break: Host GW International Institute of Tourism Studies 10:30 - 12:00 Development Assistance for Recipient Countries: Tourism Ministry Perspectives Moderator: Francesco Frangialli, WTO Secretary-General, Madrid, Spain Marthinus Van Schalkwyk, Minister of Environmental Affairs and Tourism, South Africa Sultan Abu-Jaber, Secretary General, Ministry of Tourism and Antiquities, Jordan Luca Salazar de Robelo, Minister of Tourism, Nicaragua Thierry de Pierrefeu, Minister of Tourism, Honduras Lebohang Ntsinyi, Minister of Tourism, Lesotho Juli Minoves, Minister of Foreign Affairs, Andorra
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Discussion Topics Summary of Experiences (types of projects, funding sources) Lessons Learned Exemplary projects (keys to success, results achieved) Future directions (strategic goals, priorities) How the WTO can help in achieving development assistance goals 12:00 - 12:30 United States Agency for International Development's (USAID) Tourism Project Portfolio and Strategic Goals Introduction by Ambassador Edward Gnehm, Elliott School for International Affairs, The George Washington University Andrew S. Natsios, Administrator, United States Agency for International Development (USAID), Washington, DC, USA 12:30 - 1:30 Lunch: Sponsored by Puerto Rico Tourism Company Continental Ballroom, Marvin Center, 800 21st Street, NW Remarks by Puerto Rico Tourism Company, Angela Comas Rodon, Puerto Rico Signing Ceremony: DANTEI Memorandum of Understanding Between the WTO and GWU Lisner Auditorium, 730 21st Street, NW Franceso Frangialli, Secretary-General WTO Donald Lehman, Executive Vice President for Academic Affairs, The George Washington University Development Assistance Network for Tourism Enhancement and Investment (DANTEI) Demonstration, Sheryl Elliott, The George Washington University, Washington, DC, USA 2:00 - 2:40 WTO Tourism Policies and Strategies for Development Lisner Auditorium, 730 21st Street, NW Moderator: Donald E. Hawkins, The George Washington University, Washington, DC WTO Operations and Capacities Eduardo Fayos-Sola, WTO, Madrid, Spain WTO Liberalized Trade and Sustainable Tourism-Elimination of Poverty (ST-EP) Initiatives Geoffrey Lipman, WTO, Brussels, Belgium 2:40 - 4:00 Tourism as a Sustainable Development Tool: Donor Perspectives Moderator: Antonio Vives, Inter-American Development Bank, Washington, D.C. Young-Shim Dho, Chairperson, Korea Culture and Tourism Policy Institute, Seoul, Korea Richard Scobey, World Bank, Washington, DC, USA Paul McGinnis, Canadian International Development Agency, Quebec, Canada Martin Tampe, German Technical Cooperation (GTZ), Eschborn, Germany Dan Martin, Critical Ecosystem Partnership Fund (CEPF), Washington, DC, USA 4:00 - 4:20 4:20 - 5:45 Refreshment Break: Host-GW Center for the Study of Globalization Furthering Tourism as a Means for Sustainable Development: Toward a WTO Knowledge Management Approach Moderator: David Airey, WTO Secretariat Representative, University of Surrey, UK WTO Knowledge Management Research Agenda Chris Cooper, University of Queensland, Australia WTO TedQual Volunteer Initiatives Brad Weiss, WTO, Madrid, Spain
1:45 - 2:00
Appendix 1 - Tourism Policy Forum Programme
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WTO Education Council eLearning Strategy Franois Bdard, Universit du Qubec Montral (UQAM), Canada The WTO Indicators Program: Risk Management and Reality Check for Developing Sustainable Tourism Destinations Ted Manning, WTO Sustainable Development of Tourism Department, Madrid, Spain 5:45 - 6:00 Building Consensus for Sustainable Tourism Development: Survey Results Shaun Mann, The George Washington University, Washington, DC, USA Evening available for networking and private meetings
Wednesday, 20 October, 2004

8:00 - 8:30 Distribution of Highlights (October 18 and 19 sessions) 3rd Floor Lobby, Marvin Center, 800 21st Street, NW Refreshment Breaks: Host-Counterpart International AM Concurrent Working Group Sessions (Groups A-D) Refreshment Breaks: Host - Counterpart International 8:30 - 10:00 Part 1: Project Case Study Presentations A. Strategic Assessment, Planning and Implementation - Room 302, Marvin Center Chair: Felix Jimnez, Tourism Minister, Santo Domingo, Dominican Republic Facilitator: Trevor Sofield, University of Tasmania, Australia Rapporteur: Brent Ritchie, University of Calgary Case Presentations: Jordan National Tourism Strategy Ibrahim Osta, Chemonics International Inc. Washington, DC USA National and Regional Ecotourism Strategy and Action Plan in Bulgaria Alicia Grimes, USAID EGAT/NRM and Kamelia Georgieva, ARD/BCEG Project Tourism Master Plan for Istria (Croatia) Adrian Pryce, THR International Tourism Consultants, Barcelona, Spain Tourism Development Approach in Bahia, Brazil Erico Mendona, PRODETUR Bahia, Brazil Ecuador's National Ecotourism Strategy Stephen Edwards, Andes Center for Biodiversity Conservation, Quito, Ecuador Strategic Poverty Related Tourism Issues in the Asia Pacific Region Walter Jamieson, UN ESCAP and School of Travel Industry Management, University of Hawaii at Manoa, USA B. Decentralized Governance and Community Capacity Building - Room 307, Marvin Center Chair: Gilles Bville, DGCID/MAE, Paris, France Facilitator: Sylvie Blangy, University of Montpellier, France Rapporteur: Juan Carlos Paredes, School of Tourism and Hotel Management, Universidad de San Martin de Porres, Lima, Peru Case Presentations: Community Based Corporate Responsibility in Sub Sahara Africa Les Carlisle, Conservation Corporation Africa, Johannesburg, South Africa Burkina Faso, TDS, Host Village Network in West Africa Claude Hannoun, Tourisme & Dveloppement Solidaires, Paris, France
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Coral Gardens in the Pacific Islands Case Lelei LeLaulu, Counterpart International, Washington, DC, USA Community Based Approaches in West Africa Jean Michel Pavy, World Bank, Washington, DC, USAl Living in a Finite Environment (LIFE) Program, Namibia Brian Jones, USAID, Windhoek, Namibia Community-Based Tourism in Southern Africa Anna Spenceley, University of Witwatersrand, South Africa C. SME Business Development and Competiveness - Room 310, Marvin Center Chair: Pilar Mndez, AECI, Madrid, Spain Facilitator: Terry De Lacy, CEO, CRC, Australia Rapporteur: Bill Mansfield, UNEP, Washington, DC USA Case Presentations: Competitiveness Clusters: Eastern Europe, Central America, and Asia Scott Wayne, SW & Associates, Washington, DC, USA Voluntary Industry Initiatives in Jamaica Howard Batson, USAID/Jamaica and Hugh Cresser, The EAST Program, Jamaica Small Tourism Enterprise Program George Vincent, Organization of American States, Washington, DC, USA Green Globe 21 Certification in the Caribbean Diedre Shurland, Caribbean Alliance for Sustainable Tourism (CAST), San Juan, Puerto Rico FODESTUR project Karola Tippman, FODESTUR GTZ, Managua, Nicaragua Ecolodge Development Models Megan Epler Wood, Epler Wood International, Burlington, Vermont, USA D. Natural Resource and Protected Area Management - Room 308, Marvin Center Chair: Melinda Kimble, UN Foundation, Washington, DC, USA Facilitator: Haiyan Song, Hong Kong Polytechnic, Hong Kong, China Rapporteur: Lou D'Amore, International Institute for Peace through Tourism (IIPT), Stowe, Vermont USA Case Presentations: Ecotourism Business Alliances: Indonesia, Mexico, Guatemala and Honduras Brett Jenks, Rare, Arlington, Virginia, USA Meso-American Barrier Reef Program Noel Jacobs, MBRS - World Bank Project, Belize City, Belize Ecotourism and Conflict in Parque Nacional Carrasco Marcelo Arze, Conservation International-Bolivia, La Paz, Bolivia Red Sea Tourism: Focusing on Common Goals Patrick Papania, GreenCOM, Egypt Ecotourism in the Congo Basin-the Gabon Initiative John Gwynne, Wildlife Conservation Society, New York, USA 10:00 - 11:30 Part 2: Working Group Discussions (Working Group will Focus on Lessons Learned and Strategic Recommendations)
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11:30 - 1:00
Grand Ballroom, Marvin Center Working lunch sponsored by DestiNations--World Tourism Forum for Peace and Sustainable Development: Remarks by Doug Adair Morning Working Group Reports Moderator: Olivia Jenkins TTF, Australia Representing the WTO Business Council PM Concurrent Working Group Sessions (Groups E-H)
1:00 - 2:30
Part 1: Project Case Study Presentations E. Cultural Heritage Preservation - Room 302, Marvin Center Chair: Emanuela Benini, DGCS/MAE Italy, Guatemala Facilitator: Meral Korzay, Bogazii University, Istanbul, Turkey Rapporteur: Douglas Frechtling, George Washington University, Washington, USA Case Presentations: Uniting Culture, Nature, Preservation, and Economics: Geotourism MapGuides Jonathan Tourtellot, National Geographic Society, Washington, DC, USA World Heritage Site Impact Mitigation: The case of Machu Picchu Art Pedersen, World Heritage Center, UNESCO, Paris, France The Sahara of Cultures and People: the Roads of the Ksour Laure Veirier, UNESCO, Paris, France Tourism-based Revenue Generation for Cultural and Natural Heritage Andrew Drumm, The Nature Conservancy, Arlington, VA, USA Archaeology, Forest Gardens and Tourism in Guatemala Raymond Chavez, Counterpart International, Washington, DC, USA and Tatiana Ramos, TDI Corporation, Washington, DC, USA F. Marketing Sustainable Tourism Product - Room 307, Marvin Center Chair: Mara Evangelista Troche de Gallegos, Minister of Tourism, Paraguay Facilitator: Franois Bdard, Universit du Qubec Montral (UQAM), Canada Rapporteur: Darko Prebezac, University of Zagreb, Croatia Case Presentations: Scientific, Academic, Volunteer and Educational Travel (SAVE) Model Kenia Lima de Zapata and Vince Murphy, Honduras Institute for Tourism, Tegucigalpa, Honduras Grupo Futuropa Hendrick Wintjen, GTZ, San Jose, Costa Rica Tour Operators Initiative, Ocean Conservation and Tourism Alliance Sarah Raposa, CELB, Conservation International, Washington, DC, USA Sustainable Tourism Fairs in Europe Birgit Steck, TFI/Reise Pavillon Fair, Hannover, Germany and Sylvie Blangy, University of Montepellier, France Open Africa Noel N de Villiers, Cape Town, South Africa A Post-UNCTAD XI Initiative: E-tourism for All Jean-Francois Baylocq and Sabrina Ielmoli, UNCTAD, Geneva, Switzerland
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G. Rural Development - Room 310, Marvin Center Chair: Roberta Hilbruner USAID, Washington, DC USA Facilitator: Nina Mistilis, University of New South Wales, Sydney, Australia Rapporteur: Bill Meade, PA Consulting Group, Washington, DC USA Case Presentations: SNV Laos Case Study Pieter Stoer, SNV, Laos Tourism for Rural Poverty Alleviation Programme (TRPAP) Rabi Jung Pandey, TRPAP, Kathmandu, Nepal Pro Poor Approaches-Gambia Harold Goodwin, Responsible Tourism, Faversham, UK Moroccan Rural Tourism Strategy Hassan Kacimi, Secretary-General, Morrocan Ministry of Tourism, Rabat, Morocco South East Europe Cross-border Tourism Initiatives Mira Mileva and Jennifer McGuinn, Regional Environmental Center for Central and Eastern Europe, Szentendre, Hungary H. Financial Instruments and Enabling Environments - Room 308, Marvin Center Chair: Ousmane N'Diaye, Minister of Tourism and Air Transport, Dakar, Senegal Facilitator: Peter Burns, University of Brighton, UK Rapporteur: Kaddu Sebunya, Conservation International, Madagascar Case Presentations: Inter-American Development Bank Experience with Tourism Asuncion Aguil, Inter-American Development Bank, Washington, DC USA SEATIP Project in Mozambique Tom Milton, International Finance Corporation, Washington, DC, USA Travel Philanthropy Initiatives Martha Honey, The International Ecotourism Society, Washington, DC, USA Africa Selected Cases Iain Christie, Consultant, World Bank Group, Washington, DC USA Financing Peruvian Ecotourism Operator Jennifer Morris, Verde Ventures, Conservation International, Washington, DC, USA and Eduardo Nycander, Rainforest Expeditions, Lima, Peru South Africa, Fair Trade in Tourism South Africa (FTTSA), Certification Jennifer Seif, FTTSA, Pretoria, South Africa 2:30 - 4:00 4:00 - 6:00 Part 2: Working Group Discussions (Working Group will Focus on Lessons Learned and Strategic Recommendations) Final Plenary Session - Grand Ballroom, Marvin Center Moderator: Donald E. Hawkins, The George Washington University Toward a Global Network of Bilateral Donors Roberta Hilbruner, USAID, Washington, DC USA Emmanuela Benini, DGCS/MAE, Rome, Italy Pilar Mndez, AECI, Madrid, Spain Gilles Bville, DGCID/MAE, Paris, France Pieter Stoer, SNV, The Hague, Netherlands Martin Tampe, GTZ, Eschborn, Germany
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Afternoon Working Group Reports Conclusions Geoffrey Lipman, WTO, Madrid, Spain Forum Statement Pauline Sheldon, University of Hawaii at Manoa, USA 6:00 Reception - Grand Ballroom and Terrace, Marvin Center Sponsored by THR International Tourism Consultants
Appendix 2 List of Participants
Abu-Jaber, Sultan Adair, Doug Adams, James Adiahno, Ren Hilaire Adzer, J.A. Aguil, Asuncin Airey, David Aitkhozhin, Azamat Alley, Lisa Altes, Carmen Arze, Marcelo Assad, Hany Babayan, E.B. Bagchi, Prabir Baker, Douglas Bashiti, Ahmad Batson, Howard Baylocq, Jean Franois Bdard, Franois Bekar, Nihna Benini, Emanuela Bennett, Oliver Bergsma, Jan Bville, Gilles Beyer, John Blangy, Sylvie Bodson, Paul
Ministry of Tourism and Antiquities Tourism for Peace and Sustainable Development Foundation The World Bank Group Gabon Government Nigerian Tourism Development Corporation Inter-American Development Bank University of Surrey Tourism and Sport Department of Astana City United States Agency for International Development Inter-American Development Bank Conservation International International Finance Corporation United Russian Technologies The George Washington University United States Department of Commerce Jordanian Inbound Tourism Operators Association United States Agency for International Development UNCTAD University of Quebec at Montreal Ministry of Culture and Tourism Ministry of Foreign Affairs Emerging Markets Group NHTV- Breda University of Professional Education Ministry of Foreign Affairs Nathan Associates Inc. German Development Corporation University of Quebec at Montreal
Jordan Brazil USA Gabon Nigeria USA UK Kazakhstan El Salvador USA Bolivia USA Russian Federation USA USA Jordan Jamaica Switzerland Canada Turkey Italy UK Netherlands France USA France Canada
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Boltz, Fred Bordas Rubies, Eulogio Burns, Peter Byers, Bruce Carlisle, Les Chaves, Luis Guillermo Chvez, Raymond Christie, Iain T. Clemmons, David Comas Rodn, ngela Comella, Jelena Pia Condo, Antoinette J. Cooper, Chris
Conservation International THR International Tourism Consultants University Of Brighton Associates for Rural Development, Inc. Conservation Corporation Africa THR International Tourism Consultants Counterpart International The World Bank Group Los Nios Voluntours Puerto Rico Tourism Company Ministry of Presidency and Tourism United States Department of State University of Queensland
USA Spain UK USA South Africa Spain USA USA USA USA Andorra USA Australia Italy Jamaica Paraguay Brazil
Corigliano, Magda Antonioli Bocconi University Cresser, Hugh Cristaldo Cabral, Marta Curvelo de Almeida Prado, Alexandre D'Amore, Louis J. The EAST Program Secretara Nacional de Turismo - SENATUR Conservation International
International Institute for Peace through Tourism
USA Spain Australia Honduras South Africa Spain Dominican Republic Rep. of Korea Brazil USA UK USA Bnin USA USA
De Esteban Berrocal, Susana World Tourism Organization De Lacy, Terry de Pierrefeu, Thierry de Villiers, Noel Deming, Rosamond Despotovich, Natasha Dho, Young-Shim Dieckmann, Suzanna Dion, James Dodds, Rachel Dodson, Katherine Dohou, Frdric Driano, Susan Drumm, Andrew Sustainable Tourism CRC Honduras Institute of Tourism Open Africa World Tourism Organization Technical Secretariat of the Presidency Korea Culture and Tourism Policy Institute Ministry of Tourism Rare University of Surrey United Nations Foundation Ministry of Culture, Handicrafts and Tourism United States Department of State The Nature Conservancy
Appendix 2 - List of Participants
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Drummond Haley, Sue Edwards, Stephen Elliot, Sheryl Epler Wood, Megan Ereshko, F.I. Evans, Daniel Farina, Eduardo Fayos-Sol, Eduardo Foden, Lynn M. Frangialli, Francesco Frechtling, Douglas Garza, Leopoldo Gaytan Sansa, Jaume Georgieva, Kamelia Glineur, Nicole Gnehm, Edward Gomez Mannheim, Eva Carolina Gonzlez Dentn, Terestella Goodwin, Harold Goulet, Guy Grimes, Alicia Gutierrez, Eileen Gutierrez, Maria Cristina Gwynne, John Hannoun, Claude Husler, Nicole Hawkins, Donald Haywood, K. Michael Hilbruner, Roberta Honey, Martha Hvidsteen, Kristoffer Ielmoli, Sabrina
Nathan Associates Inc. Conservation International The George Washington University Epler Wood International Agency of Scientific Tours United States Agency for International Development Tourism for Peace and Sustainable Development Foundation World Tourism Organization African Wildlife Foundation World Tourism Organization Dublin Institue of Ttechnology United States Agency for International Development Ministry of Foreign Affairs Associates for Rural Development, Inc. Global Environment Facility The George Washington University Honduras Institute of Tourism
USA Ecuador USA USA Russian Federation Mexico Brazil Spain USA Spain Ireland Panama Andorra Bulgaria USA USA Honduras
Puerto Rico Tourism Company Responsible Tourism University of Quebec at Montreal United States Agency for International Development Conservation International Organization of American States Wildlife Conservation Society Tourisme et Dveloppement Solidaires SERNAP The George Washington University The Haywood Group United States Agency for International Development The International Ecotourism Society The World Bank Group UNCTAD
USA UK Canada USA USA USA USA France Bolivia USA Canada USA USA USA Switzerland
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Iglesias, Enrique Jacobs, Noel Jamieson, Walter Jenkins, Olivia Jenks, Brett Jimnez Jimnez, Flix Johnam, Romualdo Johnson, Althea Jones, Brian Joseph, O'Leary Kacimi, Hassan Kimble, Melinda Kiss, Agi Koirala, Shanker Prasad Korzay, Meral Kunen, Julie L. Lee, Kangwook LeLaulu, Lelei Lima de Zapata, Kenia Lipman, Geoffrey Luna-Kelser, Juan Mahumane, Albino C Mananjean, Norotiana Mann, Shaun Manning, Ted Manning, Margo Mansfield, William Martinez Bertramini, Andrea Araceli Mason, Robin Maximiano, Masdhaeia McGinnis, Paul McGuinn, Jennifer
Inter-American Development Bank MBRS - World Bank Project University of Hawaii TTF - Australia Rare Secretara de Estado de Turismo Ministry of Tourism Ministry of Industry and Tourism United States Agency for International Development Texas A&M University Ministry of Tourism, Handicraft and Social Economy United Nations Foundation The World Bank Group Ministry of Culture, Tourism and Civil Aviation Bogazii University United States Agency for International Development Korea Culture and Tourism Policy Institute Counterpart International Honduras Institute of Tourism World Tourism Organization Inter-American Development Bank Ministry of Tourism Conservation International The George Washington University Tourisk Inc. Tourisk Inc. UNEP Ministry of Tourism
USA Belize USA Australia USA Dominican Republic Mozambique Jamaica Namibia USA Morocco USA USA Nepal Turkey USA Rep. of Korea USA Honduras Spain USA Mozambique Madagascar USA Canada Canada USA Peru
United States Agency for International Development Republic of Mozambique Canadian International Development Agency Regional Environmental Center for Central and Eastern Europe
USA Mozambique Canada Hungary
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McNulty, Robert H. Meade, Bill Meke, Thomas Mndez Jimnez, Pilar
Partners for Livable Communities PA Consulting Group Zimbabwe Parks and Wildlife Management Authority AECI
USA USA Zimbabwe Spain Brazil El Salvador Hungary Serbia & Montenegro USA Andorra USA Lesotho Mexico Peru USA UK Honduras USA Senegal South Africa Australia Lesotho Peru South Africa Honduras Jordan Nigeria Romania Nepal Egypt Per
Mendona Junior, Erico Pina Bahia Tourism Authority Mercedes, Mena Mileva, Mira Milovejic, Ljubica Technical Secretary of Tourism for Central America Regional Environmental Center for Central and Eastern Europe Ministry of Trade, Tourism and Services
Milton, Tom Minoves Triquell, Juli Mistilis, Nina Moeketsi, Empho Morales, Mnica Moran, Maria Rosa Morris, Jennifer Muhati, Jacquie Murphy, Vincent Natsios, Andrew S. Ndiaye, Ousmane Nhlumayo, Sindiswa Noakes, Steve Ntsinyi, Lebohang Nycander, Eduardo Olver, Christian Oostveen, Toot Osta, Ibrahim Oyakhilome, F.O. Panait, Luminita Pandey, Rabi Jung Papania, Patrick Paredes Izquierdo, Juan Carlos
International Finance Corporation Ministry of Foreign Affairs The George Washington University Ministry of Tourism and Environment Conservation International Ministry of Foreign Trade and Tourism Conservation International International Center for Responsible Tourism Honduras Institute of Tourism United States Agency for International Development Ministry of Tourism and Air Transport Ministry of Environmental Affairs and Tourism CRC Sustainable Tourism Ministry of Tourism, Environment and Culture Rainforest Expeditions SAC Ministry of Environmental Affairs and Tourism SNV Netherlands Development Organisation Chemonics Nigerian Tourism Development Corporation Ministry of Tourism Tourism for Poverty Alleviation Programme (TRPAP) GreenCOM University of San Martin de Porres
114
Pavy, Jean Michel Pearce, Phillip Pedersen, Art Pea, Carolina Petal, Marla A. Phelan, Margaret Plata, Ana Maria Portegies, Ariane Prebezac, Darko Ramos, Tatiana Raposa, Sarah Ritchie, J.R. Brent Rivett-Carnac, Kate Salazar de Robelo, Luca Sanches, Paula Santi, Emanuele Scobey, Richard Sebunya, Kaddu Kiwe Seif, Jennifer Sekome, Matsepo Flory Sheldon, Pauline Shurland, Deirdre Smith, Ginger Sofield, Trevor Soler, Santiago
The World Bank Group James Cook University UNESCO Organization of the American States GeoHazards International Rainforest Alliance Organization of American States NHTV- Breda University of Professional Education University of Zagreb TDI Corporation The Center for Environmental Leadership in Business World Tourism Education & Research Centre Department of Trade and Industry Nicaragua Institute of Tourism Ministry of Tourism The World Bank Group The World Bank Group Conservation International Fair Trade in Tourism SA Ministry of Tourism, Environment and Culture University of Hawaii Caribbean Alliance for Sustainable Tourism The George Washington University CRC Sustainable Tourism Inter-American Development Bank Multilateral Investment Fund Nicaragua Institute of Tourism The HK Polytechnic University University of Witwatersrand German Development Corporation ETurbo News NHTV- Breda University of Professional Education Ministry of Commerce and Industry
USA Australia France USA USA USA USA Netherlands Croatia USA USA Canada South Africa Nicaragua Brazil USA USA USA South Africa Lesotho USA Puerto Rico USA Australia USA
Solorzano, Ilse Song, Haiyan Spenceley, Anna Steck, Birgit Steinmetz, Jurgen Thomas Sterren, Jos vd St-Lot, Danielle
Nicaragua China South Africa Germany USA Netherlands Haiti
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Stoer, Pieter Swart, Danie Tahouni, Mazen Tampe, Martin Tepelus, Camelia Thompsen, Jorgen Tippmann, Karola Tourtellot, Jonathan Troche de Gallegos, Evangelista Tsepo, Lepono Vallrand, Andr Van Schalkwyk, Marthinius Veirier, Laure Vellas, Franois Vincent, George A. Vitic, Andriela Montenegro Vives, Antonio Volk, Richard Vorster, Shaun Wayne, Scott Weiss, Brad Willot, Joanna Wintjen, Hendrik Wood, Brian Yu, Liang Zorin, I.V.
SNV Netherlands Development Organisation Development Bank ofSouthern Africa Ministry of Tourism and Antiquities German Development Corporation ECPAT/UNICEF Critical Ecosystem Partnership Fund German Development Corporation National Geographic Society National Secretary of Tourism
Laos South Africa Jordan Germany USA USA Nicaragua USA Paraguay
Ministry of Tourism, Environment and Culture World Tourism Organization Ministry of Environmental Affairs and Tourism UNESCO Groupe Dveloppement Organization of American States University of Montenegro
Lesotho Canada South Africa France France USA Serbia &
Inter-American Development Bank United States Agency for International Development Ministry of Environmental Affairs and Tourism SW Associates, LLC World Tourism Organization International Finance Corporation Grupo Futuropa (GTZ-Fodestur) Morocco Rural Tourism Project The George Washington University Russian International Academy of Tourism
USA USA South Africa USA Spain USA Costa Rica Morocco USA Russian Federation
Appendix 3 DANTEI Memorandum of Understanding
Between The World Tourism Organization and The George Washington University School of Business International Institute of Tourism Studies
Considering that The World Tourism Organization (WTO), a specialized agency of the United Nations with headquarters in Madrid, Spain is the leading intergovernmental organization in the field of travel and tourism; Considering that The George Washington University, a federally chartered non-profit institution, through its International Institute of Tourism Studies, located at 600 21st Street, NW, Washington, DC 20052 (GW) has provided leadership in tourism research and education for the past 35 years; is an Affiliate Member of the WTO and currently serves as Chairman of the WTO Education Council; Considering that GW has developed a web site to facilitate information access, collaborative networks and funding opportunities for sustainable tourism named the Development Assistance Network for Tourism Enhancement and Investment (DANTEI); Considering that GW and WTO (together known as the parties) wish to formalize a basis on which the parties may explore opportunities for cooperation and collaboration on matters of common interest; and to render their respective activities more effective and beneficial; Now, therefore, the Parties have agreed to enter into this Memorandum of Understanding (MOU) as follows:
Article 1 - Objective
The objective of this MOU is to formalize a non-exclusive framework of cooperation and to facilitate collaboration between the Parties in the promotion of activities and initiatives related to DANTEI. These and other activities and initiatives shall be subject to the respective internal objectives, function, policies and procedures of the parties.
Article 2 Areas of cooperation

The Parties agree to make reasonable efforts in the following areas of activity: 2.1 (a) Participate in and contribute to efforts to jointly develop and execute DANTEI; (b) WTO to provide a link to the DANTEI web site on its home page; (c) enhance the DANTEI web site through utilization of existing resources and capabilities available to both parties; (d) expand links and tutorials on (i) how to obtain tourism related information on bilateral and multilateral development assistance agencies; (ii) corporate philanthropy and other funding sources; and (iii) tourism related information on bilateral and multilateral development assistance agencies; (e) promote DANTEI as an interactive, searchable data base allowing for development assistance cases to be accessed for review or submitted (screened through an administrative function) through the Internet; (f) use DANTEI as a repository for background papers, including papers
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submitted for the Tourism Policy Forum, 2004 and follow through initiatives; (g) engage in cooperative development of a training course for countries and destinations focused on accessing development assistance funding for tourism projects; and (h) jointly develop a periodic Newsletter on development assistance policies, trends and practices. 2.2 The Parties agree to use the following language when announcing their cooperation on the DANTEI web site: The Development Assistance Network for Tourism Enhancement and Investment (DANTEI) web site is a cooperative effort between the World Tourism Organization and The George Washington University's International Institute of Tourism Studies (IITS) with support from GWs Center for the Study of Globalization (CSG). It is designed to facilitate global communications that strive to address the tourism-relevant information disconnect between host countries and destinations, donors, government and NGO aid recipients, researchers, investors and development practitioners. Search www.dantei.org to find tourism related information about donor assisted projects, training and education tools, and foreign direct investment. Submit or review case studies of projects reflecting lessons learned and best practices. 2.3 Any activities contemplated by the Parties will be subject to the internal policies and procedures of the respective organization, including those policies for the hiring of staff, consultants and other services. 2.4 Other related activities may also be agreed upon between the Parties from time to time, and will be the subject of an Amendment to this MOU.
Article 3 Obligations of the Parties

3.1 Non-Binding MOU: With the exception of Sections 3.7, 3.8, 3.9, and 3.10 under Article 3 herein, the Parties expressly acknowledge and agree that this MOU is not legally binding and does not create any legal obligations between the Parties. The Parties further agree that they have no contractual obligations to provide funds for the projects contemplated hereunder. Any financial commitments and other legal obligations that the Parties may in the future agree upon shall be formalized in a detailed, legally binding contract or agreement. 3.2 Good Faith Negotiation: The Parties will negotiate in good faith their collaborative efforts on mutually acceptable terms. Each Party will bear its own expenses associated with such negotiations. 3.3 Authoritative Version: This MOU is signed in two original copies in English, one of which will be retained by each Party. The English version of this MOU shall be the authoritative version of this MOU for all purposes. In the event of a conflict between the English version and any translation of this MOU, the English version shall control. 3.4 Public Announcements and Press Releases: Except as provided in paragraph 2.2 to this MOU, the timing and content of all public announcements and press releases relating to this MOU shall be subject to prior mutual approval of the Parties. 3.5 Use of Name: This MOU does not grant any license to any individual or party to use the name of any Party to this MOU without written permission of that Party. 3.6 Non-Exclusive Relationship: The Parties recognize that they may have contacts and relationships globally and nothing in this MOU is intended to affect those contacts or relationships or to imply or create an exclusive relationship between the Parties. 3.7 Use of DANTEI: This MOU does not grant any license to any individual or party to use the DANTEI name generally without prior consultation with and written approval of the proprietor of DANTEI, which is GW.
Appendix 3 - DANTEI Memorandum of Understanding
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3.8 Intellectual Property: Except as otherwise provided herein, all contents, materials and tools that are jointly developed by WTO or GW during the course of the Parties' relationship pursuant to this MOU shall be jointly owned and may be used by either Party without duty of accounting. Each Party reserves the right to license or authorize others to use such jointly developed works without further obligation to the other party. However, all contents, materials and tools independently developed solely by WTO, or solely by GW, will be solely owned by that Party which developed it. 3.9 No Agency, Partnership or Joint Venture: Nothing in this MOU shall be construed to create a relationship between WTO and GW of agency, partnership, or joint venture, nor to render any party liable for the debts or obligations incurred by any other. No participant is authorized to make representations on behalf of the others, or to bind the others in any manner whatsoever. 3.10 Confidentiality: During the course of this MOU, either Party may acquire confidential information or trade secrets of the other (Confidential Information). Confidential Information is defined herein as information designated in writing as confidential or information which is disclosed under a circumstance where a reasonable person would understand the information is to be maintained as confidential. Each Party agrees to keep all such Confidential Information in a secure place, and further agrees not to publish, communicate, divulge, use, or disclose, directly or indirectly, for his own benefit or for the benefit of another, either during or after performance of this MOU, any of the Confidential Information, except as may be required by law or this MOU. Upon termination or expiration of this MOU, each Party shall deliver or destroy all Confidential Information produced or acquired during the performance of this MOU and all copies thereof to the other. This obligation of confidence shall not apply with respect to information that is (a) available to the receiving party from third parties on an unrestricted basis; (b) independently developed by the receiving party; or (c) disclosed by the other party to others on an unrestricted basis. 3.11 WTO reserves its privileges and immunities as a specialized agency of the United Nations
Article 4 Entry into Force, Duration, Termination and Amendment

4.1 This MOU shall become effective on the date of its signature by authorized representatives of the Parties and will remain in effect unless terminated by either Party with a written notice to the other sent at least 21 days prior to the date of termination. No such termination shall effect contractual obligations already entered into by either Party under this MOU. 4.2 This MOU may be amended only by written consent of the Parties hereto.
Article 5 Channel of Communication and Notice

For the purpose of facilitating the implementation of the working arrangements to be established by the Parties of this MOU, the channel of communication for the Parties shall be: If to WTO: World Tourism Organization Capitan Haya 42 Madrid 28020, Spain Att: Eduardo Fayos Sola efsola@world-tourism.org Tel: 34 91 567 8207 Fax: 34 91 571 3733 If to GW: The George Washington University International Institute of Tourism Studies 600 21st Street, NW Washington, DC 20052 Attn: Donald Hawkins dhawk@gwu.edu Tel: 1 202 994 7087 Fax: 1 202 994 1630
Appendix 4 Concurrent Session Working Group Findings
A. Strategic Assessment, Planning and Implementation

Issue # 1: Effective public, private and civil society partnerships to enhance the effectiveness of tourism planning and implementation.
Recommendations Generated Through Survey 1.1 Undertake transnational action initiatives such as developing trip circuits, initiatives and competitive clusters linked to major protected areas (World Heritage Sites, National Parks, and Nature Parks) to stimulate economic growth in surrounding communities. Establish demonstration projects. Identify of key stakeholders and social networks. Leverage partnerships for improved advocacy with governments and donors.1 Ensure genuine representation and partnership in the fora for tourism development. Voices from all sides must be heard. Utilize the internet to develop virtual information networks to bring potential partners together. Encourage the formation of strategic and complimentary partnerships that will facilitate more effective planning and implementation.
1.2 1.3 1.4 1.5
1.6 1.7
Recommendations Added by Group 1.8 1.9 Strengthen leadership within any partnership. Create a public awareness campaign to achieve a common understanding of the purpose of the tourism planning process and the benefits to local communities.
Recommendations in bold are those that the group deemed most important and therefore chose to elaborate further.
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Implementation Frameworks
1.4 Leverage partnerships for improved advocacy with government and outdoors.
What Financing: Money from participants, partnerships, institutionalize funding plan, seed funding (ST-EP); Information & Communication: Publicize partnership, track new members, internal communicational systems, best practices dissemination; Analysis: Financing plan, process to elaborate message, map of interest, objective setting through consensus among partners; Advocacy: Educate decision makers, lobbying on key issues, educate policy makers; Policy/Institutional Reform: Adjust legislation to recognize partnerships and its institutional status and roles; Human Resource Development: Build capacities among members; Accountability: Develop performance indicators. How Who Self-explanatory. Strong government involvement, strong private sector participation, and strong community participation.
1.8 Strengthen leadership within any partnership.

What Financing: For salaries and retreats; Information & Communication: Reporting; Human Resource Development: Develop leadership and communication skills; Accountability: Reporting. How Have enough time and resources for facilitation in order to overcome local difficulties; process begins with a stakeholder who then has to go through government channels to make it official. Donor initiates process, brings money and expertise; local NGOs; media, educational institutions; other civil organizations.
Who
1.9 Create a public awareness campaign to achieve a common understanding of the purpose of the tourism planning process and the benefits to local communities.
What Financing: Cost of campaign Information & Communication: Basic information to be communicated, develop a message Analysis: Objective setting, finding the proper target Advocacy: Educate decision makers Human Resource Development: Develop leadership and communication skills Accountability: Make sure process is transparent How Who Use standard marketing and promotion tools Donor initiates process, brings money and expertise; local NGOs; media; educational institutions; other civil organizations
Appendix 4 - Concurrent Session Working Group Findings
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Issue # 2: Available impact research data for decision-making, e.g., environmental impact assessment data, cultural impact assessment data, economic indicators and trends.
Recommendations Generated Through Survey 2.1 Require environmental and social impact assessments for each project to examine cumulative impacts of development. This will help alleviate concerns of conservation organizations and consumer groups, and should be considered in tourism investment project preparation and appraisals. Collect accurate and reliable data, required for economic and tourism planning at all levels, and work with stakeholders to ensure that the correct data is collected, analyzed and standardized. Use international standards such as satellite accounting to ensure that the data is relevant and comparable from country to country, and therefore credible and useful to investors, operators and other stakeholders. Decision-making should always be fact-based - in many countries it is not. This should be the underlying ethic and basis for planning. Conduct proper pre-project impacts, the role of anthropologists is central in gaining an understanding of social cohesiveness, social networks and the viability of social capital. Provide international support for impact studies and approaches. Provide a standardized information database on tourism - internationally held. Ensure stronger links between Universities and institutes and government bodies.
2.2
2.3
2.4
2.5
2.6 2.7 2.8
Recommendations Added by Group 2.9 Integrate disaster risk assessment and mitigation potential into impact assessments (for contingency planning).
2.1 Require environmental and social impact assessments for each project to examine cumulative impacts of development. This will help alleviate concerns of conservation organizations and consumer groups, and should be considered in tourism investment project preparation and appraisals.
What Holistic and multi-disciplinary disaster and fact-based decision-making: Financing: Cover incremental international donors, barriers, EIA/SIAS, collegiate projects, intrinsic participation Analysis: Methodology, implementation, project by project, cumulative efforts Accountability: Monitoring Other: Political stability
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2.2 Collect accurate and reliable data, required for economic and tourism planning for all levels, and work with stakeholders to ensure that the correct data is collected analyzed, and standardized.
What Dissemination: Advocacy. Acion Policy/Institutional Reform: KPI systematic Human Resource Development: Blue Flag Accountability: Dynamic series
2.9 Integrate disaster risk assessment and mitigation potential into impact assessments (for contingency planning).
What Standardize unified approach on master plan: Information & Communication: International agencies Financing: KISS Analysis: Guidelines, templates, consensus building Advocacy: WTO Policy/Institutional Reform: Half adaptation Human Resource Development: Some Accountability: Many scales, local, national, international
Issue # 3: Strategic planning linked to realistic implementation expectations and actions.

Recommendations Generated Through Survey 3.1 Build implementation funding into impact assessment and planning studies so action can be assured. Projects need to focus on creating and transmitting knowledge and capacity. For projects to be successful the aid activities should be tailored to country and sector conditions, which can be achieved through thorough understanding by donors of the country and regional contexts in which they operate. Ensure strategic goals are realistic and measured routinely for accomplishment of targets. Lengthen implementation plans in projects. More time should be spent on the implementation of project recommendation than at present. Anthropologists are essential to helping how power structures can be bought on board so as to buy into a project. Develop sustainable tourism indicators. Use local consultants - as opposed to ex pat groups. Ensure rigor in competitiveness assignments.
3.2
3.3 3.4
3.5 3.6 3.7
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Recommendations added by Group 3.1 was reworded by the group: Institute a performance-based funding mechanism for implementation of tourism development plans. 3.3 was reworded by the group: A cycle of stakeholder meetings and coordination to ensure strategic goals are realistic and measured routinely for accomplishment of targets.
B - Decentralized Governance and Capacity Building

Issue # 4: Local capacity to plan, monitor and regulate tourism development in the evolving decentralization policies of LDCs.
Recommendations Generated Through Survey 4.1 4.2 4.3 4.4 Develop more planning ability for the public and commercial use of protected areas. Make certain that decentralization is effective and well resourced by central government. Develop mentoring support systems. Forge links between the NTOs and local government to improve capacity and involve them institutionally in tourism development - TRPAP (UNDP/SNV/DFID funded Tourism for Rural Poverty Alleviation Programme) Utilize the cluster methodology to catalyze tourism industry; learning networks, best practices, must be low cost. Create better communication between the local community and institutions of developing countries. Promote IDO partnering with NGOs for direct local/regional project support Initiate public awareness campaigns, school programs, and outreach programs to help residents gain a better understanding of tourism and help mitigate negative social impacts. Encourage the establishment of job training facilities according to needs, to provide language training, tour guide training, customer services, food service and preparation, bartending, and apprenticeship programs, particularly in mechanical fields such as plumbing, heating and cooling. Foster strong private/public sector partnerships to ensure funding and support for tourism curricula, i.e. corporate sponsorships and scholarships. Delegate decision authority to appropriate level and build capacity here. Create representative and collaborative local stakeholder structures and use them to generate planning and budgeting, capacity needs assessment, enhanced horizontal and vertical linkages.
4.5
4.6 4.7 4.8
4.9
4.10
4.11 4.12
Recommendations added by Group 4.13 4.14 Position the destination (definition of the product line/ market segment) Total Quality Management at Destination Level
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4.9 Encourage the establishment of job training facilities according to needs, to provide language training, tour guide training, customer services, food service and preparation, bartending, and apprenticeship programs, particularly in mechanical fields such as plumbing, heating and cooling.
What Prioritization of the needs Plan for sustainable financing for HRD by marketed products How Financing of training activities Information / communication Who Trainers, local and external advisors
4.11 Delegate decision authority to appropriate level and build capacity here.
What
Policy and institutional reform Human resources development Public, private and community partnership
How
Build community forum and representation Assistance to communities in negotiation with public authorities
Who
Government (delegation of authority) Community institutions (request of decision authority) Private sector (providing business opportunities)
4.13 Position the destination (definition of the product line / market segment).
What / How
Knowledge management / empowerment of communities Analysis of destination / marketing possibilities / sustainability issues Market strategic choice
Who
Knowledge / advising institutions Independent facilitators
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Issue # 5: Adequate budget allocations from central government

Recommendations Generated Through Survey 5.1 Link budgets to clear strategies, plans and envisaged outcomes. Benchmarking, evaluation and monitoring should be integral. Central government should be provided with tangible results of the impacts of their investment in tourism. This will help them justify their budget allocations to their constituencies and also provide them with a frame of reference for future budget allocations. Build strong economic arguments for government support and government investment in tourism. Tourism satellite accounts, employment data and regional development theory are all important components of this, but also political support requires strong advocacy groups to undertake the lobbying. Prioritize budgets and focus on areas/aspects of tourism with greatest potential. Encourage collaborative relationships by tourism ministries with other departments. (culture, sport, natural resources, agriculture, education). Create new ways for self-sufficiency, such as in-kind & in-cash awards. Make allocations transparent to the public from the bidding process to evaluations. Publish budget information on relevant websites. Implement appropriate cost recovery mechanisms so as to provide the necessary capital to expand, operate, and maintain infrastructure. Promote private sector participation in infrastructure--PPI. Explore partnering with tourism enterprises to extend private sewage and waste and treatment facilities, such as the facilities at larger hotels, to local communities. Increase the awareness of key indicators of the importance of tourism at public and political levels. Measure the local economic impact of tourism and use results as a tool for strategic planning, budgeting and resource allocations.
5.2
5.3 5.4
5.5 5.6 5.7 5.8
5.9
5.10 5.11
Recommendations added by Group 5.12 Use Government budgets to support local communities, develop structures, build capacity, facilitate partnerships / agreements between stakeholders (PPIs) Develop budgets that have finance mechanisms and money (various sources)
5.13
5.1 Link budgets to clear strategies, plans and envisaged outcomes. Benchmarking, evaluation and monitoring should be integral. Central government should be provided with tangible results of the impacts of their investment in tourism. This will help them justify their budget allocations to their constituencies and also provide them with a frame of reference for future budget allocations.
What How Who Financing mechanisms: Tourism tax and matched funds. Analysis: Define criteria for financial allocations with relevant stakeholders, including communities (link to 5.11) Tourism Ministry with linkages to other ministries to ensure communication
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5.2 Build strong economic arguments for government support and government investment in tourism. Tourism satellite accounts, employment data and regional development theory are all important components of this, but also political support requires strong advocacy groups to undertake the lobbying.
What Implement 5.11 (Measure the local economic impact of tourism and use results as a tool for strategic planning, budgeting and resource allocations). Private sector support to make the argument Independent tourism research unit with sub regional levels (national/local) How Links to various initiatives including role of advocacy, universities, private sector, civil society Must be self sustaining Dissemination between ministries and universities (2 way) Who Local universities with connections to international support /expertise
5.11 Measure the local economic impact of tourism and use results as a tool for strategic planning, budgeting and resource allocations.
What How
(See 5.2) Need private sector support to make the argument for tourism development, an independent tourism research unit with sub regional levels (national/local) How (using the Triple bottom line) Need to collect: - Border Statistics - Tourism tax figures - Bed levy revenue - Number of jobs created - Multipliers - Number of enterprises - Equity/ownership/joint venture agreements - Impact on local poverty levels Build monitoring/reporting capacity Centralize data collection/dissemination agency
Who
Tourism ministry and universities, tourism institutes
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5.12 Use Government budgets to support local communities, develop structures, build capacity, facilitate partnerships / agreements between stakeholders (PPPs).
What
Institutional reform within government (staff to support local communities, training and money) Change of perspective participation with local people not just consultation Linkages between stakeholders (encourage collaborative relationships by tourism ministries with other departments such as culture, sport, natural resources, agriculture, education)
How
Technical assistance from outside the country Framework strategy for development (community based) Professionalization of ministry long term consistency of agencies and personnel
Who
Ministries
Issue # 6: Communication and collaboration between central and local government planning and budgeting cycles
Recommendations Generated Through Survey 6.1 6.2 Help local governments to clearly define and budget their needs in a timely and efficient manner. Create a national tourism framework whereby all stakeholders understand the bigger picture and their respective roles and relationships. Develop a system for on-time budget planning, capacity building. Promote self-finance for reliance on central budget via self-finance. Develop a system where forums can be organized at the regional, provincial and local level to assist in this process. Develop a system for communication between individuals and local organizations. Define the role to be played by government and each level with operations boundaries shown. Include the private sector and NGOs to assure central government attention. Promote a culture of collaboration and information sharing. Provide a platform for public meetings for government official to explain development actions.
6.3 6.4 6.5
6.6 6.7 6.8 6.9 6.10
Recommendations added by Group 6.11 Link community based tourism development to proper tourism promotion and destination branding (supply and demand)
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6.1 Help local governments to clearly define and budget their needs in a timely and efficient manner.
What Analysis Policy / institutional reform Information & Community Advocacy Human resource development How Cooperation and coordination of stakeholders in workshops, forums Networks to share responsibilities and learn from the positive experiences of other places Who Central government with assistance from International Technical Assistance Agencies
6.8 Include the private sector and NGOs to assure central government attention.
What Communication and information Policy Reform How Who Organizational structure that provides information to government and stakeholders (up, down and all around) Should be central government driven, with advice from NGOs and academic community
6.11 Link community based tourism development to proper tourism promotion and destination branding (supply and demand).
What How There is a need for analysis and human resource development Research foreigners living in the destination Peach Corps / NGOs Poll tourists Familiarization trips for travel industry Capacity building and training activities Who NGOs, donor agencies, central government and business owners for training
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C - Rural Development
Issue # 7: Realistic assessments of opportunities undertaken.
Recommendations Generated Through Survey 7.1 7.2 7.3 Formulate realistic goals in cooperation with agricultural and water colleagues (local and foreign experts). Undertake realistic assessments of the macro, competitive market and resource-base environments. Incorporate community tourism capacity building, planning, sustainable indicators, and financing source opportunities. Utilize experienced consultants over academicians. Provide reliable data to insure realistic assessments. Provide rigorous statistical monitoring. Harmonize rural tourism businesses with mainline tourism activities. Provide training for the utilization of special tools such as Appreciative Participatory Planning and Action (APPA) and Development Wheel. Build local capacity in terms of human resources, finance and materials. Conduct informed but independently guided resource audits to assess real market values of rural assets.
7.4 7.5 7.6 7.7 7.8
7.9 7.10
Recommendations added by Group 7.11 Decide whether there is a viable market: Domestic / Regional / International
7.10 Conduct informed but independently guided resource audits to assess real market values of rural assets.
What Financing Information and Commercialization Advocacy How Donors and Industry Outside facilitator with some market knowledge Advocated by consultants NTO Reform within donors and governments Who Local entity with external guidance Ask tourists and operators, comparative market analysis Through advocacy
Policy / Institutional Reform
HRD
External entity This process ensures accountability so decisions do not adversely affect local communties
Build capacity to do this analysis
Accountability
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7.11 Decide whether there is a viable market: Domestic / Regional / International.

What Financing Information and Commercialization How Through donors Organized by driving force Survey of tourists and operators, interview of tourists and operators, SWOT analysis Built into terms of reference - need analysis Analysis needs to include policy environment Need to be built locally The analysis itself part of ensuring accountability External trainers All stakeholders Who Local entity with external guidance Local community and all stakeholders
Analysis
If capable, local entity
Advocacy
Interested parties e.g. WTO
HRD
Accountability
Issue # 8: Local communities included in rural tourism planning decisions.

Recommendations Generated Through Survey 8.1 8.2 Involve rural development authorities in local and regional tourism planning. Develop cross-sectoral linkages for rural tourism projects, particularly where needed supplies are not available and the local host economy is too small to provide them. Emphasize qualitative, ethnographic/anthropological research to underpin qualitative marketing studies. Foreign experts to learn from local power-relationship situations, do not try to impose western ideologies; understand how local communities work and their relationship with various social institutions at a hierarchical level. Establish a shared vision and joint ownership of the rural tourism plan. Conduct Regional Strategic Planning (participative) and offer success models to motivate participation. 8.5 8.6 8.7 8.8 Include local communities in initial planning process using PRA techniques. Provide a platform for periodic meetings of ad hoc regional tourism councils. Create more NGOs in rural areas. Central government should make it a requirement of the planning process involving rural communities. In many cases, it involves a change in mindset, a little more work on the part of the authorities but it works out better for the tourism investment and development in the end. Form local level sustainable tourism development committees and provide equal opportunities to take part in the decision making process. Use participatory planning in the development of rural tourism plans.
8.3
8.4
8.9
8.10
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8.1 (Modified by group): To empower rural communities (however defined) to develop and carry out tourism planning at local/regional levels, with support from and by central governments.
What Financing Information and Commercialization How Design & dissemination of information / focus on identifying sustainable source Public information campaign, printed materials, workshops, internet Strategy planning exercise power structure status quo desired change objectives Civil society/NGOs, local government, other commercial stakeholders, local authory Who Donors, local resources, local initiatives
Analysis
Advocacy
Champion / Promoter Facilitator
Legislation backed by policy, explain what tourism means plus the process within legal and institutional framework Individual, commercial and national levels - expertise and local counterparts Monitoring system, national tourism plan with strategy and consistency
HRD
Accountability
8.4 (Modified to incorporate 8.5 and 8.10): Establish a shared vision and joint ownership of the rural tourism plan, through multi stakeholder participatory planning process.
What Financing Information and Commercialization Analysis Advocacy Policy / Institutional Reform How/Who Expertise, facilitators, workshops Internal - between stakeholders, workshops Must be participatory, basic strategy planning analysis Multi-faceted. Key stakeholders Formal body (steering committee) responsible for planning Local counterparts Participatory planning process: locals take over Monitoring system, national tourism plan with strategy and consistency
HRD
Accountability
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Issue # 9:
Linkages with local productive sectors (e.g., agriculture, co-ops, artisans, chambers of commerce) developed.
Recommendations Generated Through Survey 9.1 Select key projects with high potential/possibility for success as demonstration that linkages can be established. Collaborate with agriculture and culture specialists who have experience in the field rather than tourism marketing specialists. Involve these stakeholders in the planning process from the outset. They are after all key stakeholders in the tourism economy of that destination. Include in brand and image the concept of local being production integrated with tourism. Support local supply and improve linkages. Build partnerships and ensure these sectors are represented. Develop modalities for networking among the sectors. Develop backward and forward linkages with active participation from the centrally based stakeholders, district level agencies and local level institutions. Develop collaborative cross-sectoral demonstration projects that illustrate linkages, inter-relationships and working partnerships.
9.2
9.3
9.4 9.5 9.6 9.7 9.8
9.9
9.3 Involve these stakeholders in the planning process, including tourism private sector, from the outset. They are after all key stakeholders in the tourism economy of that destination.
How Acquire information about national & local (government) procedures for stakeholder collaboration Identify key players / champions in tourism development Raise awareness and knowledge about tourism as a multi-stakeholder and multi-sectoral process Facilitate multi-stakeholder meetings Who Local institutions, like Chamber of Commerce with support of NGO / development agency
9.8 Develop backward and forward linkages with active participation from the centrally based stakeholders, district level agencies and local level institutions.
What How Who Bottom-up planning, with involvement of all stakeholders at local / community level Facilitation of Planning by local NGOs Local Authorities: take lead in planning NGOs facilitate stakeholders meetings Tourism Authority: provides technical inputs
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D - SME (Small/Medium Enterprise) Enterprise Development and Competitiveness

Issue #10: Cooperation and support mechanisms among SMEs (e.g., business councils, shared resources, collective marketing strategies).
Recommendations Generated Through Survey 10.1 Identify existing and future SME requirements for effective competitive cluster development, including training, technical assistance, financial facilities, and capacity building. Provide business development technical assistance as needed to assist micro/SMEs in: (a) business development and incubation; (b) developing,cultivating and maintaining direct contacts with potential project investors, including: micro credit facilities, foundations, financial institutions and commercial banks; and (c) developing viable business projects Build local business capacity to strengthen tourism related linkages between sectors. Implement diversification programs at the local and community level, emphasizing the creation of small and medium enterprises in a variety of fields, including transport, food service, handicrafts and light manufacturing, and maintenance services. Train tourism Business Support Organizations to support all elements in development, financing etc. Forge partnerships with NTOs and provide an impartial forum that stakeholders can meet - Sustainable Tourism Network (STN) is a model that is attempting to achieve this. Conduct confidence-building exercises to move from competition to cooperation. Improve loan mechanisms for service businesses (e.g. gap financing; reduced interest; business interruption insurance) Develop business support organizations specifically focused on SME skills development.
10.2
10.3 10.4
10.5 10.6
10.7 10.8
10.9
Recommendations added by Group 10.10 Common vision/confidence to get buy-in from both private firms and public sector importance of brand in doing this (e.g. Central American states joint marketing brand, Green Globe brand in Caribbean) to get buy-in for sustainability.
10.2 Provide business development technical assistance as needed to assist micro/SMEs in: (a) business development and incubation; (b) developing, cultivating and maintaining direct contacts with potential project investors, including: micro credit facilities, foundations, financial institutions and commercial banks; and (c) developing viable business projects.
How Speak and communicate in business language Follow-up, create timeline, schedule, and include next steps Who Local stakeholders involvement
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10.10 Common vision/confidence to get buy-in from both private firms and public sector importance of brand in doing this (e.g. Central American states joint marketing brand, Green Globe brand in Caribbean) to get buy-in for sustainability.
How Who Workshops, SWOT Analysis, use media focus target decision makers, emphasize best practices, and invite cross-section of stakeholders Community leaders, business leaders, outside facilitators, associations: government, academic, media, and institution leadership
Issue # 11: Entrepreneurship and investment mentoring.
Recommendations Generated Through Survey 11.1 Improve access to capital. Micro financing caters to the most grass roots of endeavors but there are scant opportunities for small enterprises, for example an outfitter with three office staff and six guides, to buy the gear, initiate a marketing plan, open a store front, organize a sales force; basically to finance a small business start up to BEP. Understand how local social networks and power relations work then apply best practice from elsewhere to the local situation. Promoting and supporting entrepreneurship should be entrenched in the vision, value system and strategic priorities for any community tourism plan. Creating the enabling environment and support mechanisms is also fundamental Strengthen BSOs in tourism. Provide mentoring using experienced consultants with real-world business experience. Develop local tourism organizations and cooperate with them. Develop incubators. Use local expertise along with external ones. Support demonstration projects. Provide incentives to put these in place tied to information sharing and mentoring obligations.
11.2
11.3
11.4 11.5 11.6 11.7 11.8 11.9
Recommendations added by Group 11.10 Provide mentoring using business people with real world business experience, especially locally based business leaders if possible
11.1 Improve access to capital. Micro financing caters to the most grass roots of endeavors but there are scant opportunities for small enterprises, for example an outfitter with three office staff and six guides, to buy the gear, initiate a marketing plan, open a store front, organize a sales force; basically to finance a small business start up to BEP. 11.10 Provide mentoring using business people with real world business experience, especially locally based business leaders if possible.
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Mechanisms for 11.1 and 11.10

How Develop information on a national level on business and marketing intelligence. Encourage partnership of local enterprise. More donor attention. Banks need risk sharing tools, training for banks on asset class, mentorship programs for SMEs. Procure chain of support for private businesses Market development access market through NTO leadership, focusing on marginalized communities. Getting a piece of the pie for small-scale entrepreneurs. NTO and BSO leadership and coordination. Who Local community ownership, employment particularly in marginalized communities. Governments should address this as a special issue. Its wonderful that they work with established businesses, but marginalized businesses need attention. (e.g. black ownership in South Africa.) NTO and BSO
Issue # 12: Development of diagnostic tools, such as value chain analysis, for defining limiting factors (e.g., quality standards, access to markets and access to finance)
Recommendations Generated Through Survey 12.1 Expand financing mechanisms to reduce and spread the risk of tourism projects among multiple investors through equity participation, direct government lending, or concessionary lending from multilateral organizations. Benefit from tools already available from the quality profession. Do this in a practical, situation-based and participative manner. Empower and support rather than dictate and prescribe! Develop sustainable tourism indicators. Use professional donor-funded technical assistance. Use site carrying capacity analysis and controls tools. Conduct SWOT on barriers at destination and include those who may be able to alleviate them in the process.
12.2 12.3
12.4 12.5 12.6 12.7
Recommendations added by Group 12.8 Capacity building based on market analysis and business practices of SMEs --practical approach, situation-based and participative. Sector analysis studies in macro and micro economic environment, access to financing, and capacity building based on market analysis for SMEs.
12.9
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12.7 Conduct SWOT on barriers at destination and include those who may be able to alleviate them in the process.
How Pre-project planning Stakeholder participation (broad-based) Measure, monitor progress success Feedback mechanism for on-going planning Who Industry association, MDB/bilateral, Tourism Ministry/Tourism Boards (promotion)
12.8 Capacity building based on market analysis and business practices of SMEs practical approach, situation-based and participative.
How Who Bring SMEs/private sector in at the beginning: partnerships, information and communication, policy/institutional Stakeholder participation, joint public/private sector initiatives (e.g. WTO/WTTC), government local and national levels, industry/business organizations
12.9 Sector analysis studies in macro and micro economic environment, access to financing, and capacity building based on market analysis for SMEs.
How Business and strategic planning / incubator centers Competitive Analysis Analysis of regulations / incentives Implementation Roadmap Identifying barriers to financing Human resource development Train government to understand business process Part of SME program design Who International and national financial institutions, international and national training/education institutions, international and national tour operators/travel agents
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E. Natural Resource and Protected Area Management

Issue # 13: Better coordination between agencies responsible for natural resources management and tourism development.
Recommendations Generated Through Survey 13.1 Facilitate equity investments and financial facilities for concession operations in park and protected areas, and for businesses in surrounding areas including small-scale accommodation, tour operators and outfitters. Increase donor coordination meetings and the use of aid agency forms/ proformas/ project reports that demand / interrogate the extent to which projects have consulted widely with other aid activities in the locality. Involve as key partners in all strategic planning and relevant operational initiatives. Develop a joint script for the destination. Assure compliance to regional strategic plans. Provide legislation to enforce coordination. Facilitate relationship building at all levels of each agency. Expand environmental education to business and political levels. Ensure more joint projects covering both aspects, not just resource management projects and tourism activities, tourism should become a core component of resource management agencies and vice versa. Reduce the number of public entities first, e.g. in some countries the agencies responsible for urban water might exceed 20! Bring in the private sector. Ensure conservation plans have a tourism plan, or vice versa.
13.2
13.3
13.4 13.5 13.6 13.7 13.8
13.9
13.10
Recommendations added by Group 13.11 Establish a common objective and a reason to coordinate through a driving force that brings together all stakeholders to work on joint opportunities and threats. Shared Information & Communication
13.12
13.11 Establish a common objective and a reason to coordinate through a driving force that brings together all stakeholders to work on joint opportunities and threats.
How In a participatory manner identify opportunity and threats Build consensus and strategies among actors on the way forward Involve actors in implementation Ensure empowerment of the driving force by including all stakeholders Access to information on best practices Who NGOs, communities, government, private sector and other stakeholders
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13.12 Shared Information & Communication.

How Form a stakeholder group (forum) Focus on key issues and goal Create a plan of action to achieve goals and resource issue Who International organizations, private sector (local and international), NGOs (local and International), communities
Issue # 14: Community awareness of the value of natural resources to long-term quality of living.
Recommendations Generated Through Survey 14.1 Link income generation of local people to the state of conservation of resources to help create awareness. Ecotourism is a conservation tool when the enterprises are successful. Utilize community based communication mechanisms such as theatre, workshops and storyboards aimed at various levels of society. Integrate local awareness programs in a visionary, practical and benefit driven manner. Provide educational and media programs. Develop or Strengthen community sustainable tourism projects. Conduct awareness campaigns. Conduct assets-based planning in communities. Promote user fee systems for entrance to areas as local incentive Use best practice examples to illustrate success. Focus on the economic value of natural resources. Build a sense of ownership.
14.2
14.3 14.4 14.5 14.6 14.7 14.8 14.9 14.10 14.11
Recommendations added by Group Link income generation of local people to the benefits of natural resource by building their capacity to realize the benefits and a sense of ownership.
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Issue # 15: Flexibility in conservation financing and management including participation of private sector, NGOs and communities.
Recommendations Generated Through Survey 15.1 15.2 15.3 Use demonstration projects to show benefits - Year 2005 is dedicated to Micro-credit Build capacity in finance management to enhance flexibility. Utilize NGOs because they have not only the technical resources but also the financial resources to succeed. BUT they have to operate in a regulatory environment that is clear with "rules of the game." Promote partnerships of equal opportunities and fair representation in decision-making and work. Allow the private sector to manage conservation as well as tourism services. Encourage the establishment of endowment funds to finance conservation. Decentralize national parks and allow districts and communities to manage and collect revenue this might promote ownership and awareness of the economic importance.
15.4 15.5 15.6 15.7
Recommendations added by Group Establish a common objective and reason to coordinate Improved coordination between NGOS and Developing Agencies Increase staff exchanges to improve capacities within government i.e. private sector staff in tourism ministries. Implement appropriate pricing mechanisms for tourism Establish business case for natural resource management Identify at a natural level coordination on financing Regional Development + Planning as basis for improved planning Tourism activities need to be regulated.
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Issue # 16: Policy incentives for private landowners to contribute to natural resource protection (e.g., conservation easements, conservancies, transfer development rights).
Recommendations Generated Through Survey 16.1 16.2 Address land tenure issues through participatory processes. Enforce environmental protection laws reduce the risk and increase the attraction of a tourism investment. Support the promotion of these areas locally as models. Landowners should be the ones to dictate policy incentives. Shorten the time lag between the recognition of this need and the legal and practical implementation. Tax incentives are a good option. Provide insurance against damage. Inform communities and individuals about why it is important for private ownership versus community ownership and vice versa. Define landowners within the context of land laws and being able to obtain rents from natural resources who legislates? who collects? Devise better land use planning and zoning methods before encouraging private involvement ensure adequate regulation is in place.
16.3 16.4 16.5
16.6 16.7
16.8
16.9
Recommendations added by Group 16.10 A clear land use policy developed through a participatory process.
16.10 A clear land use policy developed through a participatory process.
How Who Flexibility in constitution, financing and management including participation Public sector, NGOs and commerce
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F. Cultural Heritage Preservation
Issue # 17: Cultural authenticity needs to be viewed as a competitive advantage

Recommendations Generated Through Survey 17.1 Ensure participative strategic evaluation of cultural offerings as key element of resource base analysis. Unpack the concept of authenticity within the particular destination context and develop guidelines to ensure and further enhance it as a key element of future positioning and marketing build in agreed-upon checks and balances to protect authenticity. Promote demonstration models. Work with those responsible for cultural heritage. Make it pay. Ensure safeguards. Thorough study is needed for specific or given locality to justify the difference between development, distortion and preservation. Employ of better measures; collaborate with historic preservation agencies and NGOs.
17.2
17.3 17.4 17.5 17.6 17.7
17.8
Recommendations added by Group Combine 17.1 & 17.4 Combine 17.2 & 17.6 Ensure participative strategic evaluation of offerings as key element of resource base analysis. Work with those responsible for Cultural Heritage. Define the concept of authenticity within the particular destination context and develop guidelines to ensure and further enhance it as a key element of future positioning and marketing build in agreed checks and balances to protect authenticity. Ensure safeguards.
17.9
Education to insure local price and cultural identity
17.1 & 17.4 Ensure participative strategic evaluation of offerings as key element of resource base analysis. Work with those responsible for Cultural Heritage.
What How Who
Define indicators of Authenticity Establish a shared vision with quantifiable indicators giving significant weight to local interest Cross section of stakeholders mediated through neutral body
144
17.2 & 17.6 Define the concept of authenticity within the particular destination context and develop guidelines to ensure and further enhance it as a key element of future positioning and marketingbuild in agreed checks and balances to protect authenticity. Ensure safeguards.
What How
Education to insure local price and cultural identity Curriculum Development Social marketing tourism tax (hotel taxes or some public tax)
Who
Tourism industry, public sector, NGOSs community-based organizations
17.9 Education to insure local price and cultural identity.
What How
Promotion of education on a local basis Generate revenue that covers real cost, based on agreed upon values of authenticity, visitors perceptions; but linked to site management costs
Issue # 18: Stronger linkages between the private sector and cultural heritage preservation
Recommendations Generated Through Survey 18.1 Utilize the potential of volunteerism as a catalyst for destinations seeking to preserve and interpret their cultural heritage. Tap into the growing trend toward corporate or individual social responsibility. Include and involve in overall strategic planning framework for the community - should be integrated in a seamless and mutually beneficial manner. Promote local awareness programs. Bundle foreign investment promotion with cultural heritage preservation and upgrading hotel standards. Make it pay. Make government play its part through appropriate incentives. Improve public and private agencies cooperation. Use new business models facilitated by IT/dynamic packaging
18.2 18.3
18.4 18.5 18.6 18.7 18.8 18.9
Recommendations added by Group 18.10 Develop and promote integrated cross sectional partnerships to generate strategic framework and specific plans to direct funding to cultural heritage preservation
145
18.4 Promote local awareness programs.
What How Who Promote local awareness and education programs to all shareholders regarding the importance of cultural heritage preservation and social responsibility Integrated mass media / on-site workshops activities-sponsorship Central and local government, private sector, NGOs, volunteers, women, local government, guide books
18.7 Make government play its part through appropriate incentives.

What How Government to analyze and develop policies, framework and incentives to channel funding to cultural heritage site. Policy Reform tax credits Recognition for donors Returning percentage of revenues to site Coalition NGOs Certification/Labelization Charter/quality standards Who Central and local government
18.10 Develop and promote integrated cross sectional partnerships to generate strategic framework and specific plans to direct funding to cultural heritage preservation
What Cross-sectoral partnership for funding Networking and coalition-building How Who Independent coalitions / strategic partnership Incubators, central and local government, private sector, NGOs, volunteers, women, guide books
146
Issue # 19: Creative funding of cultural heritage preservation certification programs before accessing public money).
Recommendations Generated Through Survey 19.1 19.2 19.3 19.4 19.5 19.6 19.7 19.8 Obtain foreign sponsorship. Reward (financial and other) preservation activities Establish a mechanism for identification of assets. Prioritize certification of cultural assets. Solicit political support. Assess who the stakeholders and beneficiaries are and build constituencies from there.
(e.g.
Develop a methodology for defining cultural assets within broader economic and social considerations. Compare with the development of conservation and use best practice and case studies.
Recommendations added by Group 19.10 19.12 Heritage passports all exclusive pass package Taxes on hotels, gift shop revenues delivered to the sites
Tax Incentives
User fees/Taxes
Royalties Licensing Y Y
Packaging Marketing Y Y Y
Built Sites Events Cultural Landscapes Museums
Y Y
Y Y Y
147
G.
Financial Instruments and Enabling Environments
Issue # 20: Sharing of profits back to the community or region of production.

Recommendations Generated Through Survey 20.1 20.2 20.3 20.4 Ensure operators work directly with native guides and native hostels or ecolodges. Introduce a taxation policy that encourages profit sharing. Ensure that sharing touches areas of entire community concern. Ensure equitable business deals, involving local investment and employment, local cultural integration, local food product sourcing, local materials integrated. Legislate for localized user fee systems. Reduce beneficiary approach, but increase participatory approach. Encourage new investors to develop supply and value linkages with the region encourage corporate social responsibility.
20.5 20.6 20.7
20.4 Ensure equitable business deals, involving local investment and employment, local cultural integration, local food product sourcing, local materials integrated.
Who
Government (G) Professional Associations Industry (national, regional, local) (I) Stakeholders (including NGOs and CBOs) all involved (S) Communities (C) Developers/Investors and/or with government/ international bodies/parties various depending on mechanisms (D) Media (M)
How
Concession/planning gain (G) Clear rules business code of ethics (G,I) Incentives (G) Common understanding of fair (S) Monitoring/evaluation and target setting (S) Planning through stages of project life cycle (D/I) Dispute resolution mechanism - International or local, typically formal (who depends on mechanism)
148
20.7 Encourage new investors to develop supply and value linkages with the region encourage corporate social responsibility.
How
Stable investment climate/predictable (G and Media) Incentives (G) fiscal and land and functioning infrastructure Procurement (I, C) Centralized fund (I) Concessions (G) User fees for community resources (I, land owners) Recommend best practice (G, I) Clear objectives (G,D) Voluntary vs. mandatory (G) Communicate values, objectives and motivation for responsible business (S) Investment promotion (I) Mechanism for business introductions databases of local suppliers (I,G) National campaigns eg. Proudly South Africa (I, G) Clusters (I,G) Conscientious consumers (Media, NGO)
Issue # 21: Strong sustainable tourism policies to guide FDI.

Recommendations Generated Through Survey 21.1 21.2 21.3 Encourage FDI in the sector, through joint ventures, privatization, incentives, etc. Examine FDI initiatives for the extent to which they contribute to sustainability. Ensure strong incentive or tax-free incentive programs for foreign investors and great incentives for local business access to foreign opportunities. Encourage and target investors with a demonstrated corporate social responsibility ethos. Analyze the micro investment climate to ensure that linkages are facilitated between tourism policies and desired outcomes from FDI. Ensure that the economic value of tourism assets is reflected in the incentives to FDI ensure that countries do not give away too much. Encourage FDI to partner locally. Ensure that tourism can compete with other sectors (such as manufacturing and retail) for FDI dollars, but do not create unfair advantages. Develop international benchmarks and indicators for optimum FDI conditions.
21.4 21.5
21.6
21.7 21.8
21.9
149
21.9 Develop international benchmarks and indicators for optimum FDI indicators.
What Tourism-specific, clear, and consistent rules; enforcement of these rules for concessions and work Permits for expats Support for value chain development in tourism Best practices for involving community in tourism Infrastructure development/airports/roads/water Quality standards established (star system and basic quality/health standards) Tourism/Environmental ministry policy (authority of tourism/ministries) How Ensure equality among previous and new investors; dont give new investors more than the previous ones received Good/independent judiciary (minority rights) Market size, value chain, business obstacles NGO-Association laws Climate for private sector Governance and transparency Who WTO could set FDI investment benchmarks/transfer best practices Governments must implement (e.g. in tourism development plans)
Issue # 22: Policy reforms more effectively addressed to support tourism development.
Recommendations Generated Through Survey 22.1 Provide clear and transparent investment laws that guarantee investor rights, including: (a) right to fair arbitration, (b) access to foreign exchange, (c) right to repatriate profits, (d) stable and equitable tax rules, (e) foreign ownership requisites, and (f ) investment incentives. Provide an adequate aviation infrastructure employing international standards for safety, air traffic control, and service. Streamline the approval process for prospective investors by reducing the number of licenses and approvals required, ending import requirements and restrictions, and alleviating custom duties, taxes, and other chargese.g. one stop window. Provide a stable, fair, and transparent investment climate for domestic and foreign investors. Ensure local communities are seen as the prime beneficiary not simply to wait for trickle down benefits. Increase awareness of political leaders and civil servants. Projects and initiatives done by ministries of tourism. Improve the policy development process by making it less complex and making reforms possible as change is confronted. Ensure better and wider use of satellite accounting
22.2
22.3
22.4 22.5
22.6 22.7 22.8
22.9
150
22.4 Provide a stable, fair, and transparent investment climate for domestic and foreign investors.
How Simplify the process to reduce corruption direct link to community Enact legislation to require horizontal involvement communities, private sector, government, civil society Dont lose sight of sustainability Who One-stop-shop Investors
22.5 Ensure local communities are seen as the prime beneficiary not simply to wait for trickle down benefits.
What How Communities must be a part of the project and the process Through a process of communication and participative process knowing the community well to identify the appropriate stakeholders Create awareness of risks and successes Build capacity and help organize communities build leadership and responsibility figures Who Government, NGOs, private sector, communities
151
H.
Marketing Sustainable Tourism Products
Issue # 23: Provision of market research, realistic targets, and distribution channels for tourism products and services.
Recommendations Generated Through Survey 23.1 Develop better business practices in order for integrated ecotourism programs to be successful at creating ecotourism enterprises. Ensure enough funds and strategic marketing penetration analysis, first market research with all the tourists that are coming in already, or lets say a receptive market investigation in situ, and later another Market Investigation in the markets of major origin of travelers for the destination. Share of this type of information within and between countries. Invest in the web. Bring businesspeople to international trade shows such as ITB in Berlin, or other shows, to demonstrate the competing products and introduce them to distribution channels. Use international shows for training, market research, competitor research, and also for investment promotion, as well as for marketing to both consumers and the trade. Create strategies & alliances with universities, learning institutions and NGOs Segmented marketing based on market intelligence is vital.
23.2
23.3 23.4 23.5
23.6 23.7
Recommendations added by Group 23.8 Analyze distribution channels and make recommendations on how to properly introduce companies to distribution channels. Create incentives for outbound operators to promote sustainable tourism Provide support for business case for sustainable tourism / branding in destination and source source markets Create cluster strategies to generate market information.
23.9 23.10
23.11
23.1 (Modified) Use segmented market intelligence and share information within and between countries, analyze distribution channels and make recommendations on how to properly include SMEs into these channels.
What How Who Financing should come from donor agencies, private sector and government should integrate and cofinance these recommendations in project design and implementation of any sustainable projects Integrated process where different stakeholders commit their expertise and resources to ensure long term success Collaborative multi-stakeholder engagement process, which needs to become donor agency policy.
152
Issue # 24: Technical capacity training for indigenous access to markets.

Recommendations Generated Through Survey 24.1 24.2 24.3 24.4 24.5 24.6 Ensure access to technological tools first. Build alliances with tour operators. Structure a Tourism Education Plan. Ensure longer-term commitment to training. Increase technical capacity training for indigenous/locals access to markets Provide encouragement for intermediaries specializing in marketing and market access to collectively market products and/or regions. Create linkages with other businesses facing similar challenges. Develop rural business and communication centers that provide business development services.
24.7 24.8
Recommendations added by Group 24.9 Integrate linkages to assist in continued learning at the local, regional, national, international levels.
24.5 (Modified) Create and maintain an accessible technical capacity and training curriculum for indigenous local access to markets.
What How Who
Financing, information and communication, advocacy, HR development. Fam-trips, databases, search for niches, segmentation, fairs, certification. Information and Communications: Local communication systems considering the local traditional points of communications Advocacy: Social entrepreneur who has experienced success and has benefited from tourism HR: Start with NGOs and other organizations with working relationships with the local communities.
24.9 Integrate linkages to assist in continued learning at the local, regional, national, international levels.
What How Who Financing, information and communication, advocacy, accountability. Fam-trips, databases, search for niches, segmentation, fairs, certification Financing: Partnerships Information and Communications: Private sector associations, possibly the same providing financing Advocacy: Local NGOs Accountability: Public-private partnerships.
153
Issue # 25: Regional collaboration to create greater marketing clout.

Recommendations Generated Through Survey 25.1 Forge partnerships between domestic suppliers and tourism enterprises internationally to create a mutually beneficial supply chain--linking export and investment marketing with promotion activities. Utilize internal (national, regional, local) markets: many countries have relatively sizable, currently unexploited, markets that are not being locally marketed. Ensure that regional marketing stakeholder partnerships promotes the most competitive products and projects. Form relevant institutions in each country with the view to enhance regional collaboration. For example in East Africa the countries forming the Economic Community can take advantage of this collaboration Use already established groups like PATA and build on them Learn from mechanisms such as TESA in southern Africa
25.2
25.3
25.4
25.5 25.6
25.1 Utilizing existing distribution networks to forge partnerships that are mutually beneficial for international enterprises and domestic suppliers.
What How Who Creating networks, forging partnerships Fam-trips, databases, search for niches, segmentation, fairs, certification Local tour operators, suppliers to work with international partners, travel agents, local associations, intermediaries/facilitators, local tourism authorities, CVBs.
25.2 Utilize internal (national, regional, local) markets: many countries have relatively sizable, currently unexploited, markets that are not being locally marketed.
What How Who
Packaging, marketing plans, ICT use, tourism fairs, festivals. ICT use, tourism fairs, festivals. Government, marketing bodies, private sector communities, donors, NGOs (local and international), volunteers, academic institutions.
25.3 Ensure that regional marketing stakeholder partnerships promote the most products and projects.
What How Who Finding comparative advantage, matching supply and demand. Rapid assessment of assets, indicators, comparative analysis.
competitive
Engaging all stakeholders in participatory manner with the support of international expertise.
Appendix 5 Case Studies Submitted to DANTEI
The following case studies were submitted online to the DANTEI website (http://www.dantei.org/) prior to the Tourism Policy Forum: Project: Country: Communication for Cultural Heritage and Sustainable Development Albania http://209.25.191.120/dantei/CaseDetails.php?caseID=63 Tourism-based income generation Mechanisms for Heritage Conservation Bolivia, Belize, Mexico http://209.25.191.120/dantei/CaseDetails.php?caseID=62 Sub Regional Cooperation for Sustainable Tourism Cambodia http://209.25.191.120/dantei/CaseDetails.php?caseID=61 Community Development Case of Fener Balat Turkey http://209.25.191.120/dantei/CaseDetails.php?caseID=31 Verde Ventures Investment in Rainforest Expeditions, S.A. Peru http://209.25.191.120/dantei/CaseDetails.php?caseID=30 The Eseeja Ecotourism Project Peru http://209.25.191.120/dantei/CaseDetails.php?caseID=28 Tourism for Rural Poverty Alleviation Programme (TRPAP), NEP/99/013 Nepal http://209.25.191.120/dantei/CaseDetails.php?caseID=26 Sustainable Local Development and Tourism in Honduras Honduras http://209.25.191.120/dantei/CaseDetails.php?caseID=24 PRODETUR - Program for Tourism Development Brazil http://209.25.191.120/dantei/CaseDetails.php?caseID=25 Biodiversity Conservation and Economic Growth Project Bulgaria http://209.25.191.120/dantei/CaseDetails.php?caseID=23 Asociacin Grupo Futuropa Costa Rica http://209.25.191.120/dantei/CaseDetails.php?caseID=21
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Living in a Finite Environment (LIFE Project) Namibia http://209.25.191.120/dantei/CaseDetails.php?caseID=10 Community Based Tourism Planning Example in Klong Thailand http://209.25.191.120/dantei/CaseDetails.php?caseID=12 Alliance Supporting Environment & Community Sri Lanka http://209.25.191.120/dantei/CaseDetails.php?caseID=14 Program of Support for Management of Institutional Vietnam http://209.25.191.120/dantei/CaseDetails.php?caseID=15 Open Africa Pan-Africa http://209.25.191.120/dantei/CaseDetails.php?caseID=16 Harnessing Tourism for Poverty Elimination Gambia http://209.25.191.120/dantei/CaseDetails.php?caseID=17 Albania Enterprise Development Albania http://209.25.191.120/dantei/CaseDetails.php?caseID=18 Calvia Local Agenda 21 Spain http://209.25.191.120/dantei/CaseDetails.php?caseID=19 Achievement of Market Friendly Initiatives & Results Jordan http://209.25.191.120/dantei/CaseDetails.php?caseID=20
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Tourism's Potential As A Sustainable Development Strategy

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Tourism's Potential As A Sustainable Development Strategy

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Tourisms Potential as a Sustainable Development Strategy