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A background on moving from competitive clusters to destination management organizations. An overview of the Destination Management Organization Toolkit developed by the Global Sustainable Tourism Alliance for the United States Agency for International Development.
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Destination Management Organizations
USAID Brown Bag LunchMay 18, 2011
Global Sustainable Tourism Alliance (GSTA)
5 Year LWA Cooperative Agreement
Global mechanism Advance the state of the practice Systems Approach
SCALE – cross-sectoral approach including environment, governance, economics, and societal aspects
Value Chain Analysis
Awarded to AED – Managed by AED, Solimar, GW, TNC
Country Programs: Ecuador, Dominican Republic, Ethiopia, Montenegro, Uganda, Mali
Components of Bringing Stakeholders Together
Program Advisory Group
Donor Coordination
Regional Workshops
International Linkages
Whole Systems in the Room
1
2
3
4
5
Community Development NGOs
Media Representatives
Cultural Stewards
Ministry of Tourism
Ministry of Environment
Ministry of Tourism
Ministry of Planning
Tourism Leaders
CSR Business Leaders
Financing Institutions
Environmental NGOs
Universities
High Level Group of Representatives from each Sector
1 – Program Advisory Group
Donors Program
JICA
1. National Ecotourism Strategy & Pilot Projects
2. Community Based Tourism Development in Puerto Plata region
EU 1. Development of MSMEs
World Bank
1. Workforce Development Program
2. Infastructure support of Puerto Plata Region
IADB
1. Continued spport of CNC Program
2. MIF Project to support Puerto Plata
3. ICT Innovation Program to support MSMES
GTZ1. Natural Resource Management
Program in the Central Mountain areas
AECI1. Proyecto Araucaria XXI Enriquillo -
Sustainable Tourism activities
Building partnerships & leveraging resources
Donors Program
UNDP1. Red Dominicana de Turismo
Rural (REDOTUR)
UNF
1. World Heritage Alliance
2. Sustainable Tourism Criteria Initiative
OAS1. Small Tourism Enterprise
Project (STEP)
UNWTO
1. Center for Excellence in Destinations (CED)
2. Sustainable Tourism for the Elimination of Poverty (STEP)
IUCN1. Caribbean Regional Sustainable
Development Program
1 – Donor Coordination
Building local partnerships while understanding issues
Workshop Agendas
Explanation of new program National Geographic Geotourism
Presentation Cultural and Natural Asset Mapping Identification of Issues preventing
sustainable development Stakeholder Mapping Explanation of Next Steps
3 – Regional Workshops
Engaging international partners to support program objectives
International Partners
Media Organizations
International Tour Operators
Hotel Management Companies
Hotel & Resort Developers
World Economic Forum
Philanthropic Investors
Online Travel Agencies
Technology Partners
4 – International Linkages
WSR Objectives
Develop a common vision about the issue
Analyze the current reality and decide what needs to change
Generate ideas about how and what to change
Commit to short-term (3 months) and long-term (3 years) implementation plans towards the common vision
5 – Whole System in the Room
Global Sustainable Tourism Alliance (GSTA)
5 Year LWA Cooperative Agreement
Global mechanism Advance the state of the practice Systems Approach
SCALE – cross-sectoral approach including environment, governance, economics, and societal aspects
Value Chain Analysis
Awarded to AED – Managed by AED, Solimar, GW, TNC
Country Programs: Ecuador, Dominican Republic, Ethiopia, Montenegro, Uganda, Mali
DMOs, an independent organization to:
Create a space for dialogue among industry Destination strategy and planning
• Infrastructure• Conservation• Invest• Training
Destination marketing and market research Destination sales (conferences and events) Provide cohesive communication to travelers Gather statics / monitoring and evaluation
To promote:
Meetings, Conventions & Incentives (MICE) - to book conventions
Travel Trade Sales -- to increase volume, visitor spending, length of stay
Marketing and Market Research Communications – planners’ guide, visitor
guide, service guides Membership: Information dissemination,
recruitment Visitor Information Centers & Reservations
Systems: Direct client contact, Distribute information,
Reservation systems
DMOs: Traditional Functions
12
Destination Strategy
Non-profit Board and published regulations Membership organization of diverse stakeholders Revenue from:
membership, taxes, bookings Services mostly provided free
Who uses a destination management organization Visitors, businesses and meeting planners
• Why? • Unbiased information about a destination• One-stop shop – saves time
Common Characteristics of the DMO
• National Tourism Authorities (NTAs) or Organisations (NTOs), responsible for management and marketing of tourism at a national level.
• Regional, provincial or state DMOs (RTOs), responsible for the management and/or marketing of tourism in a geographic region defined for that purpose, sometimes but not always an administrative or local government region such as a county, state or province.
• Local DMOs, responsible for the management and/or marketing of tourism based on a smaller geographic area or city/town.
Categories of DMOs
Destination Management Challenges & Obstacles
• Government policy favours centralized management • Businesses and individuals favour fragmentation• “Complaining” versus “doing”• Lack of sustainable financial support
Bocas del Toro
Using the Geotourism approach
developed by:
Case Study
Rapid tourism development with limited multi-stakeholder planning and dialogue
Negative environmental impacts caused by tourism
Tourism development changing the “character of place” – local cultures and traditions being lost
Lack of public private partnership for destination management and promotion
A Familiar Situation
Objectives for the Area
1. Formalize a Sustainable Tourism Cluster with key public and private tourism stakeholders
2. Develop and implement a business model for the tourism cluster
3. Develop and market demand driven tourism packages4. Expand the service quality and product development of
local suppliers5. Improve the environmental performance of private
businesses
Methodology
Case Study
MissionTo support sustainable tourism development, promote responsible travel & give incentives for travelers to understand & protect the local culture & environment they are visiting
Over 50 new members joining the BSTA within its first year of operations
Local committees established and working collectively to address issues facing the destination (a local waste management committee has already been formed);
Sustainable tourism packages and day tours developed that create direct linkages between various groups within the DMO;
A comprehensive marketing and branding strategy developed and implemented;
Ten hotels with improved environmental performance through the implementation of Rainforest Alliance’s best management practices
Results
Toolkit Series:Destination Management Organizations
(DMOs)
TOOLKIT SERIES
Unit 1: Ensuring a Sustainable Form of Development
Unit 2: Tourism Inventory, Vision and Goal Setting
Unit 3: Auditing the Visitor and Resident Experience
Unit 4: Utilize Clusters to Gain a Competitive Edge
Unit 5: Establishing a Destination Management Organization (DMO) Using a Partnership Approach
Unit 6: Developing Destination Marketing & Positioning Strategies
Unit 7: Building the Destination’s Online Presence
Unit 8: Developing a Visitor Information Program
Destination Management Organizations Toolkit
Defining Sustainable Tourism Triple Bottom Line Tools to Help Manage Destinations
More Sustainably
Unit 1: Ensuring a Sustainable Form of Development
Unit 2: Tourism Inventory, Vision and Goal Setting
Create a tourism supply inventory checklist Accommodations Tour Operators Natural and Historical/Cultural Attractions Entertainment Dining
Create a vision for the destination
Steps to outline Goals
“Get tourists to stay in the area another day” – Economic
“Organize more recreational offerings, concerts and plays monthly” - Social/Cultural
“Undertake long-term cleanup of entrances to town” - Environment
Unit 3: Auditing the Visitor and Resident Experience
Visitor Experience Value Chain
Design a Visitors Survey Number of visits to the
destination Method of travel (solo, tour,
family, etc.) Primary reason for visit How did you hear about the
destination Attractions you expect to visit Activities you hope to
experience Products, Services and
Hospitality ratings Demographic information
Design a Residents Survey Current attitudes towards tourism Positive/Negative effects of tourism Level of involvement with tourism Employment due to tourism Outlook on tourism for the local society
Establishing a Destination Management System (DMS)
Unit 4: Utilize Clusters to Gain a Competitive Edge
How to unite existing stakeholders into effective clusters
How to implement sustainable business practices into organized clusters
“Top 10”Begin with an objective facilitatorInclude all stakeholdersIdentify a championInitiate cross-industry collaborationEncourage members to contributeImprove public awarenessPrioritize local capacityWork with the public sectorDevelop performance measuresBe patient and persistant
Unit 5: Establishing a Destination Management Organization (DMO) Using a Partnership Approach
Unit 6: Developing Destination Marketing & Positioning Strategies
SWOT AnalysisBranding Worksheet
Marketing Effectiveness Worksheet
Marketing Objectives Worksheet
Unit 7: Building the Destination’s Online Presence
Website Design Elements Search Engine Optimization
Social Media Landscape
Belize
Visitor Information Checklist
Rwanda VC
Unit 8: Developing a Visitor Information Program
Information Kiosks
Illustrative Business Plan – Bocas del Toro, PanamaI.background information, description of the role of a DMO II.analyzes the local tourism industry and its environmentIII.details the DMO overview, management structure, and legal issues IV.business strategy and model V.marketing strategy VI.details operations VII.provides financial projectionsVIII.long-term action plan (five years)
Sample Scope of Work
Additional Tools in the Toolkit
Solimar Internationalwww.solimarinternational.com202-518-6192
Questions?