baseline tourism assessment & strategic planning · short-term forecast inbound travel to the...
TRANSCRIPT
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BASELINE TOURISM ASSESSMENT &
STRATEGIC PLANNING
Dr. Don Hawkins
Eisenhower Professor of Tourism Policy
Edward Hall III, Tourism Coordinator and
Transportation Specialist, Bureau of Indian Affairs,
Department of the Interior
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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PUTTING IT ALL TOGETHER
Outline
1. Introduction 2. Tourism Assessment and Strategic
Planning 3. Tribal Tourism Planning Examples
4. Conclusion
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1950
25 million
2012
1 billion
2015
1.5 billion
Add domestic travel!
2007
875 million
How to measure yield? Friend or foe of the environment? Resilience despite constant change?
International arrivals growing
TOURISM IS GROWING GLOBALLY
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SHORT-TERM FORECAST
INBOUND TRAVEL TO THE U.S. OCT. 2014 Visitor Origin 2014
(000)
% Change 2015 (000)
% Change 2016 (000)
% Change
Total Visitors 73,887 6% 76,589 4% 79,127 3%
Overseas 33,629 5% 35,026 4% 36,558 4%
Canada 23,621 1% 24,094 2% 24,575 2%
Mexico 16,638 16% 17,469 5% 17,994 3%
United Kingdom 3,950 3% 4,029 2% 4,110 2%
Japan 3,618 -3% 3,582 -1% 3,582 0%
China 2,240 24% 2,666 19% 3,119 17%
Brazil 2,205 7% 2,359 7% 2,500 6%
Germany 1,955 2% 1,994 2% 2,034 2%
France 1,625 8% 1,690 4% 1,724 2%
Source: Ron Erdmann, U.S. Department of Commerce, International Trade Administration,
National Travel & Tourism Office, February 2015
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International Travel Spending Experiencing Significant Growth
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Emerging Markets Driving Growth
Source: U.S Department of Commerce
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ACTIVITY PARTICIPATION OVERSEAS VISITORS
TO THE USA COMPARED TO VISITORS TO AMERICAN INDIAN
COMMUNITIES 2013
* New Activity categories starting in 2012
Source: Ron Erdmann, U.S. Department of Commerce, International Trade
Administration, National Travel & Tourism Office, February 2015
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WITH HIGH LEVELS OF TOURISM GROWTH,
SUSTAINABILITY BECOMES VITAL.
Sustainability includes the
environmental, economic and
socio-cultural aspects of tourism
development.
A suitable balance must be
established between these three
dimensions to guarantee
tourism’s long-term
sustainability. UN World Tourism Organization
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BUT CONSUMERS AREN’T CLEAR ON WHAT IT IS.
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EVEN OUR INDUSTRY HAS TROUBLE DEFINING
IT.
• Ecotourism
• Cultural Heritage
Tourism
• Community-based
Tourism
• Responsible Tourism
• Creative Tourism
• Geotourism
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SUSTAINABLE TOURISM IS THE WAY AHEAD
✓ Experiential – Sightseeing to Site-
doing & Give Back
✓ Demand for authenticity–
Experiencing the real thing
✓Going green – Take care of the
environment, personal
responsibility and choice
✓ Search for fulfillment –
Transformative experiences with
deeper meaning
Source:
www.industry.visitsoutheastengland.com
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SO WHAT DO TOURISTS WANT?
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FLORA AND FAUNA
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HISTORY
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ARCHAEOLOGY
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GEOLOGY LOCAL EVENTS
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TRADITIONAL
ARCHITECTURE NATURAL RECREATION
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LOCAL MUSIC
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CUISINE
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LOCAL
CRAFTS
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ARTS
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▪ Is tourism a good fit for our Tribal Community?
▪ If so, what broader Tribal Community objectives can tourism help us address?
BUT FIRST … SOME QUESTIONS
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CAN TOURISM CONTRIBUTE POSITIVELY
TO TRIBAL COMMUNITY OBJECTIVES?
1. Promoting sustainable development
2. Creating new products and catalyzing
economic development
3. Stimulating employment and job creation
4. Gaining and maintaining competitiveness
5. Preserving local resources
6. Improving the quality of life
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QUESTIONS?
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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POOR PLANNING LEADS TO….
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UNDERSTANDING TRIBAL TOURISM
"Tell me and I will forget.
Show me and I may remember.
Involve me and I will understand."
~Chinese Proverb
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GOOD PLANNING MEANS…
▪ Engaging stakeholders in the development of the
tourism plan
▪ Considering cultural and historic sensitivities of Native
Tourism by engaging tribal cultural, religious and history
experts/specialists.
▪ Revisiting tourism routes that follow well established
patterns and visitation to significant destination sites.
▪ Developing capacities in marketing and product
development
▪ Providing opportunities for a uniting and participative
forum to build common ground for tourism development
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TOURISM ASSESSMENT TOOLKIT
Tourism, Conservation and Communities: A Tourism Assessment Process: www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tourism_Assessment_Process_Manual.pdf
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HOW CAN A TRIBAL COMMUNITY GET
STARTED IN DEVELOPING ITS POTENTIAL?
1. Understanding where you are now
(Situation Assessment)
2. Determining where you want to be
(Vision, Market Position and Development
Options)
3. Understanding how to get there
(Sustainable Destination Strategy)
4. Execution (Implementation & Monitoring
progress)
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TOURISM ASSESSMENT PHASES
Destination Review
Assessment Process & Stakeholder Engagement
Visioning & Strategic Planning
Recommendations, Next Steps & Implementation
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DESTINATION REVIEW
• Physical – geography, climate, key biodiversity
areas and natural resources
• Policy – tourism development, sustainable
development, conservation issues, land-use,
parks/protected areas
• Social Context – population profiles, community
structures, socio-economic situation, political
stability
• Market Structure – tourism offerings, overall
demand, key organizational structures
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ASSESSMENTS & STAKEHOLDER
ENGAGEMENT - FIELD WORK
• TWO STEP Process
1. Involving local stakeholders in the
assessment process
2. Conducting the actual assessments
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GET FOLKS INVOLVED
WHERE THE RUBBER HITS THE ROAD!!
• Local Stakeholder participation
• Help carry out assessments
• Understanding of community priorities & concerns
• Identify key partners and effected groups
• Promote “buy-in”
• Methods:
– Workshops/Training
– Consultations
– Public Meetings
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TOURISM STAKEHOLDERS
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PARTICIPATORY APPROACHES
▪ SWOT analysis
▪ Focus Groups
▪ Future Search
▪ Secret Shopper
▪ Others?
Tool: SWOT Analysis: www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_SWOT_Analysis.doc
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ASSESSMENT COMPONENTS
• Attractions Inventory
• Site & Infrastructure Analysis
• Market Demand Analysis
• Supply & Competitive Analysis
• Socio-Cultural & Natural Resource Use
• Human & Institutional Capacity Assessment
• Environmental Footprint
• Cost Benefit Analysis
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ATTRACTIONS INVENTORY Demand for a destination is determined by a number
of factors:
– Number and DRAW of attractions – tangible &
intangible.
– Natural attractions, Cultural attractions, Historic and
Heritage attractions, Recreational activities
Recreational activities
Name, description, and current draw
Describe best
areas for activities to take place
Level of difficulty
Product development
needs
Environmental FRAGILITY
Socio-cultural
concerns (i.e. traditional uses and beliefs, taboos,
potential disruption, land-tenure
issues)
Choose potential market draw
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ATTRACTIONS INVENTORY STEPS List attractions (this is the fun part!)
Map Attractions (caution here!)
Rank and Evaluate Attractions (its not personal!)
• Uniqueness
• Aesthetic or Scenic
• Biodiversity
• Cultural Value
• Historical Value
• Uses and activities
• Community Participation
• Access
• Product Development Needs
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SITE AND INFRASTRUCTURE ANALYSIS
Besides attractions, several other factors
become critical in supporting tourism
visitation to an area.
▪ Transportation Services
▪ Accessibility Summary
▪ Public Services
▪ Evaluation of Surroundings
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MARKET DEMAND ANALYSIS
Tourism needs to be demand driven!
▪ Is the development going to provide value to the
tourist?
▪ Is the development going to provide value to the
community
▪ What are the potential markets and their size?
Pass Through On vacation and just passing through the area. Avoid stopping.
Touring On vacation, stay in 3 or more locations in the area. Unplanned, spontaneous, impulse location choices.
Visiting Visiting friends and/or relatives. Family and friends influence choices.
Destination On vacation, stay in 2 or less locations in the area. Use tour operators and other advertising to plan trip.
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SUPPLY AND COMPETITIVE ANALYSIS
▪ What is the current local tourism reality?
Supply-side review of tourism assets
▪ How is the sector functioning?
✓Ask the industry
✓Ask travelers
▪ The Competition
✓Who are our competitors?
✓Coopetition reality
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Destination
Product
Development
Chain
Consumers
3rd Party
Distribution
Channels
Direct
Distribution
to Tourist
Routes
Integration &
Branding
Core Business &
Supply Chains
Destination 1
Itineraries
Destination 4
Itineraries
Destination 3
Itineraries
Destination
Itineraries 2
International
Tour Operators
International
Travel Agents
Online Travel
Agencies
Travel Media &
Marketplaces
Tourism
Information
Centers
Direct Internet
Bookings Call Centers
Transport
Attractions
Inbound Tour
Operators
Hotels
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GAINING AND MAINTAINING
COMPETITIVENESS ▪ Identification of competitors for visitors
▪ Competitive profiles: location,
attraction/lodging/foodservice capacities
▪ Visitor market segments served
▪ Quality of visitor access: highways, byways, airports,
intercity bus service, rail service
▪ Tribal market share of segment demand
▪ Visitors’ sources of information: media, guidebooks,
friends/relatives, Internet
▪ Positioning with marketing intermediaries and
facilitators
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IMPROVING RESIDENTS’ QUALITY OF
LIFE
▪ Resident attitudes towards visitors
▪ Resident jobs in tourism industries
▪ Income/wage levels
▪ Seasonality of employment
▪ Personal income generated by visitor activities
▪ Resident attitudes toward additional development
▪ Visitor-related crime/vandalism
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HUMAN & INSTITUTIONAL CAPACITY
ASSESSMENT
▪ People, people, people!
1. Map Available Human Resources
2. Labor Market Profile
3. Compare Forecasted Needs to Labor
Market Realities
4. Assess Institutional Support
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http://www.gwu.edu/~iits/Qatar/References/TourismWorkforceGuideFINAL.pdf
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TOOLKIT IS INTENDED TO:
❖ Strengthen the capacity of managers (from
government, NGO’s and the private
sector) to assess, design, implement and
evaluate workforce development programs
in the Tourism sector
❖ For use by destinations seeking to build a
sustainable Tourism sector that provides
jobs and economic growth while at the
same time practicing sustainable
approaches to natural resource
management
❖ For destinations with large youth
populations where developing viable
employment opportunities for in-school
and out-of-school is a priority.
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ASSESSING TOURISM’S ENVIRONMENTAL
FOOTPRINT
• Tourism Can…
– Provide Financing for Conservation (e.g.
Concession policies & mechanisms)
– Establish Economic Alternatives
– Foster Constituency Building
– Be an Impetus for Community Conservation
initiatives (e.g. Costa Rica)
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COST BENEFIT ANALYSIS
▪ Determining priorities?
▪ Weigh measurable benefits and costs
(such as market demand and necessary
infrastructure investment costs)
▪ Consider immeasurable benefits and
costs (such as potential socio-cultural
conflicts and benefits to culture/nature).
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• Plan development based on: – Findings from previous stages
– Conversations with stakeholders
– Surveys – residents, tour operators, visitors, business
owners
– Visioning the desired future
VISIONING & STRATEGIC PLANNING
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PRESENTATION OF RESULTS:
REPORTING & FEEDBACK
▪ Conclusions, Recommendations & Next
Steps
• Report on results & solicit feedback from
stakeholders
• Identification of champions to move projects
forward
• Identification & allocation of potential resources
• Pursue “Low hanging fruit” & quick wins
• Planning next steps—Short and mid term
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QUESTIONS?
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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TRIBAL TOURISM
PLANNING
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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CHOCTAW NATION
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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RESIDENT ATTITUDES TOWARDS
TOURISM DEVELOPMENT:
–Tourism fosters pride in tribe and
culture (83%)
–Tourism fosters community
development (82%)
–Tourism can help improves quality
of life of residents (73.6%)
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TOURIST INTERESTS: #1 CULTURAL
CENTER, #2 CHOCTAW VILLAGE, #3
NATIVE ARTS FESTIVAL
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WHAT WOULD THEY LIKE TO SEE MORE
OF? #1 ACTIVITIES INVOLVING NATIVE AMERICANS; #2 VISITOR’S CENTER; #3
WEBSITE
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SUMMARY OF SURVEY FINDINGS:
▪ Cultural Center is most desired by all groups
▪ A Visitor’s Center and dedicated website were
highly desired by all types of visitors
▪ The majority of visitors want things to do that
involve Native American culture
▪ Visitors love Oklahoma, casino guests spend
around 2 nights, and all (including residents) are
looking for more things to do
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• Destination Management Organization
– Coordinate stakeholders and Promote the
Choctaw Nation as a Destination
– Provide Management Services to Local
Businesses and Entrepreneurs
– Serve as an Incubator for Small Businesses and
Entrepreneurs
– Preserve and Improve the Unique Aspects of the
Area
DESTINATION CHOCTAW
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CROW NATION
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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QUESTIONS?
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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CONCLUSION—TO BE
SUCCESSFUL, TRIBAL
COMMUNITIES NEED:
ACCESS TO MARKETS
ACCESS TO FINANCE
ACCESS TO KNOW HOW
7th Annual Nevada Tribal
Tourism Conference Las Vegas, Nevada
April 30, 2015
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GEORGE WASHINGTON UNIVERSITY & AIANTA PROFESSIONAL TOURISM CERTIFICATE PROGRAM
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015
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GW BACKGROUND
• GW International Institute of Tourism Studies (IITS) executive/career education programs—
– Event Management
– Tourism Destination Management
– Sport Philanthropy Management
– The International Ecotourism Society – GW Certificate in Sustainable Tourism
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PROPOSED PROGRAM
• GW and AIANTA are developing a certificate program for tourism professionals in tribal communities to:
– enroll in and learn new skills that is focused on the needs of this industry
– participate in an educational program either in your home territory, in Washington, DC or through web-based distance learning
– receive a professional certificate through GW
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CURRICULUM PROPOSED
Tourism Assessment & Development Safety and Security for Tourism Destinations
Environmental Management for Tourism Destinations
Sport Tourism Development
Strategic Tourism Marketing Customer Service for Tourism Organizations
E-marketing & Social Media Cultural Heritage Tourism
Nature Based Management Tourist Guide Techniques
Coastal & Marine Ecotourism Tourism Investment Promotion
Community-based Tourism Proposal Processes & Proposal Writing
Event Management Best Practices Risk Management for Events
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USAID NRM PORTAL FREE COURSES HTTP://LMS.RMPORTAL.NET/COURSE/CATEGORY.PHP?ID=51
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CONCLUSION: A SIMPLE SUSTAINABLE TOURISM
PLANNING RECIPE FOR TRIBAL TOURISM
DESTINATIONS 1. Promote sustainable development
concepts and practices
2. Create products for specific market segments which result in memorable visitor experiences
3. Gain and maintain competitiveness
4. Preserve & conserve cultural and natural resources
5. Improve residents’ quality of life
6. Expand MSNEs and create jobs
7. Assure that visitors and residents equitably share a healthy, safe and secure place to live and visit.
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THANK YOU
Professor Don Hawkins
Eisenhower Professor of Tourism Policy
International Institute of Tourism Studies,
School of Business
George Washington University
Washington, DC
Edward Hall III
Tourism Coordinator and Transportation Specialist
Bureau of Indian Affairs
Department of the Interior
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QUESTIONS?
7th Annual Nevada Tribal Tourism Conference Las Vegas, Nevada
April 30, 2015