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Tourism Value Chains: Conservation International’s Innovative Approach An innovative approach to economic growth, poverty reduction and creating business incentives to conserve biodiversity Ecotourism Program: Who are We? Ecotourism Program; PPC or Conservation Strategies Travel & Leisure; CELB Global Tourism Team Ecotourism Program CELB Global Neel Inamdar, Senior Tourism Team: Jamie Sweeting Advisor of Ecotourism Program Senior Director of Travel & over 20 CI staff Leisure Nina Kolbe, Sustainable around the Seleni Matus world Tourism Development Advisor to MesoAmerican Reef Advisor Rebecca Rogers Kathryn Kelly, Manager of Coordinator of Travel of Ecotourism Program Leisure Ecotourism at CI Historically CI has engaged in tourism through the following: • Community Engagement • Enterprise/Destination Development • Policy and Planning • Capacity Building Ecotourism Today Increasingly CI is engaging with the private sector to implement sustainable tourism practices across their supply chains. • Partnership with ATTA; to disseminate good practice guidelines to tour operators. •Partnerships with cruise line associations •Hotel Siting, Development and Design guideline •Partnership with Responsible Travel to promote sustainable tourism operations Madagascar 3 year project, funded by USAID working in two biodiversity corridors. Objective: Working with partners at the local, national and international levels, CI aims to increase the competitiveness of micro and small enterprise (MSE) in the tourism industry in Madagascar. Good Practice Adoption 2 year project, funded by UNEP-GEF, implementation in 2 regions of Ecuador and one in Belize. Entitled “Mainstreaming Biodiversity Conservation into Tourism Through the Development and Dissemination of Best Practices,” the two-year project will support sustainable tourism and conservation by developing and implementing best practice adoption. Tourism Learning Initiative OLD MODEL LEARNING MODEL Crystal ball city Headquarters Hub Headquarters Headquarters Key Learning Themes Themes Protected Areas Value Chain Analysis Concessions Learning Activities Case Studies, South-South Exchanges, Technical Support Trips, etc. Learning Activities FY07 Gudaigwa Case Study The Gudaigwa Cultural Village Eco-tourism project, located in northern Botswana was a 7 year project led by CI and partners. It is considered by CI and a wider audience to have failed in its objective of establishing of a viable, sustainable and profitable community based tourism enterprise during the time which CI was involved. CI’s Tourism staff wanted to learn from this failed project so S. Africa staff produced a case study to unveil the errors during implementation of this project. Learning Activities FY07 Canaima, Venezuela Technical Support Trip Tourism staff from CI-Ecuador (Salvador Cazar and Steve Edwards), CI-Venezuela (Daniela Vizcaino) and Headquarters (Neel Inamdar) 1. Create and test a model for technical support within the CI Global Tourism Team under the Institutional Learning Initiative 2. Support the Venezuela country program addressing identified issues related to Canaima National Park, in particular the challenges faced by the Tourism Standards Project (Ecoparador and the Tourism Master Plan) What we learned at the workshop CI & Ecotourism Programs’ Learning Initiatives Tourism Value Chain Analysis Using TVC Project Cycle to guide through process How to decide between ecotourism and other value chains How to do Value Chain Analysis How to develop strategy How to design effective implementation plan How to monitor performance and assess impact Value Chain Analysis: What is it? Value chain analysis focuses on the dynamics of inter- linkages within the productive sector, especially the way in which firms and countries are globally integrated What is a Value Chain & Why has the tourism program adopted VCA? The full range of activities that are value- enhancing and go into bringing a product or service to market. • This concept has been extended beyond individual organizations & can be applied to whole supply chains and distribution networks. • This enables the tourism program to understand the flow of inputs, processes, relationships, and costs to evaluate if tourism is a viable economic activity • VCA- based project cycle supports the development of a competitiveness strategy that will enable sustainable tourism activities to provide local benefits and funding for conservation Why is it useful/ relevant in tourism and conservation work The principle objectives for utilizing tourism in conservation are summarized as: To finance conservation Concessions, user fees, trust funds etc. To reduce negative impacts on biodiversity Planning, managing, assessing, monitoring and sharing Policy, legal framework, regulations and agreements Standards, guidelines and best practices (communities, private sector, protected areas, visitor management) As a sustainable economic activity Alternative livelihoods Entrepreneurial capacity (communities & private sector) Enabling Environments To create constituencies for conservation Community, NGO, government and business engagement Partnerships and alliances Capacity building, education / interpretation In order for tourism to be able to achieve the objectives listed above, it needs to be a viable economic activity -- and to determine if it is viable, you need a diagnostic tool…  2006 CI Tourism Strategy meeting in Costa Rica The Value Chain Framework in Tourism Destination End Market Low-end Budget Mid-range Budget High-end Budget Individuals Large Groups Individuals & Small Groups Low Volume & Low Cost High Volume & Low Cost Low Volume & High Cost Agents and Wholesalers Operators, Travel Outbound Tour Outbound Outbound Outbound Travel Agency/ Travel Agency/ Travel Agency/ Tour Operator Tour Operator Tour Operator Transportation Enabling Environment Transportation Transportation Transportation Global and Travel Agencies National Inbound Tour Operators Inbound Inbound Inbound Travel Agency/ Travel Agency/ Travel Agency/ Local Tour Operator Tour Operator Tour Operator Transportation Supporting Services Transportation Transportation Transportation Cross- cutting services (Includes financial, legal, and management services, market information, business training, etc.) Hotels Acting as Excursion Excursion Assemblers Excursion Assemblers Operators, Using Mostly With Contracted Guides Freelance Guides Tourism Product & Service Providers Sector specific services (Provided by actors in the supply chain Bus Lines, Rental Cars, Mid- Private Vehicles Taxis, Rental Cars (by buyers or suppliers) or by actors Range Transport (Usually Owned by Hotels) specializing in tourism services who are not in the value chain) Hostels, Low-end Hotels, Motels, 2-3 Star Hotels High-end Lodges/ Hotels Motels Food Stalls, Low-end 2-3 Star Restaurants High-end Restaurants Restaurants Historical Attractions Natural, Cultural and Marginalized Natural/ National Parks Forest Patches Private Parks Historical/ Cultural Attractions World Heritage Sites Local Input Providers Other Materials for Labor Building Materials Handicrafts Food and Beverage Furniture Tourism Enterprises Corresponding Tools in the Value Chain Project Cycle Overview Ecotourism Toolkit Monitoring and Mapping Impact of Establish a performance monitoring and impact Evaluating Tourism assessment system that provides information to program managers and implementers that are Monitoring Performance critical to assessing the effectiveness of particular and Assessing Impacts interventions so that changes and modifications can be introduced to optimize project impact before a project ends. Product Development Concessions Tourism Good Practices - Business Implementation of Marketing Planning for Agreements Guides Action Plan -- Summary Report --Good Host Effect Environmental Develop an implementation action plan that Enterprises provides guidance on how to initiate and sustain a on Concessions --Mountains Best Practices --Marine - Ecolodges: competitiveness strategy. Exploring -- Example --Deserts Concessions --Rainforests Opportunities IFC Library -Ecotourism Memorandums of Development Vol. I Understanding Value Chain Analysis Manual & II Develop a participatory competitiveness strategy Developing that emphasizes creating a process in which Competitiveness Strategy industry stakeholders are the drivers of the competitiveness strategy, able to sustain competitiveness, while donor interventions minimize adverse market distortions. Value Chain Analysis Analysis of the factors and relationships influencing competitiveness-- objectives of this stage are to analyze findings to identify actors, roles, relationships as well as their key constraints and opportunities for increasing competitiveness. Ecotourism Industry/ Value Chain When selecting an industry/ value chain there are Assessments Selection three main components to consider 1) good - Linking Community growth potential, 2) the size and type of impact, 3) Tourism & Conservation: Community industry leadership. A Tourism Assessment Awareness Process Using the TVC Project Cycle to Guide You Through this Process Economic benefits from tourism, including using Monitoring Performance and Assessing Impacts tourism receipts to fund conservation depends on sustainable tourism activity Implementation of Action Plan Economically viable tourism activities in the long-run depend on strategy development Developing Competitiveness Strategy We use the value chain project cycle Value Chain Analysis to develop the strategies Industry/ Value Chain Selection Successful competitiveness depends on capacity to innovate and improve Your role: Facilitate strategic change in tourism sectors The Nature-Based Tourism Value Chain Project Cycle serves as the framework for designing competitive, sustainable tourism projects CI uses these five stages of a nature-based tourism value chain project cycle to systematically develop comprehensive and effective strategies to increase the business incentives to conserve biodiversity. This allows us to: •Engage in tourism in a systematic way •Ensure that the private sector is driving the process Utilize end-market information to inform upgrading strategies Diagnose and evaluate constraints and opportunities Prioritize addressing the key constraints with stakeholders Design interventions that are both high-impact and sustainable •Develop multi-year strategies with stakeholders to sustain competitiveness Monitor performance and assess impact of tourism on conservation by clearly linking tourism activities to conservation efforts In essence, it is a uniform methodology that is replicable and clearly delineates how and why interventions are chosen. The interventions are prioritized by the stakeholders and are decided only after a thorough value chain analysis, including benchmarking key determinants of success, is completed.
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