601 Sustainable Tourism Assessment & Development

Transcription

1 601 Sustainable Tourism Assessment & Development The Sustainable Tourism Destination Management Program The George Washington University

2 Copyright The George Washington University January 2007 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of The George Washington University Event & Tourism Professional Education Programs. The George Washington University School of Business Event & Tourism Professional Education Programs 2201 G Street, N.W. Funger Hall, Suite 301 Washington, DC

3 SYLLABUS Instructor Office Hours Text Description Purpose Requirements Evaluation Tourism Faculty By appointment Gartner, William C., 1996, Tourism Development Principles, Processes, and Policies, International Thomson Publishing Company, USA Students will be introduced to the fundamentals of the Tourism Assessment Process to enable them to facilitate the assessment of the tourism potential of a destination and prepare a tourism development plan. This course is designed to provide students with a step by step process for the development of tourism-related projects at a destination or in a community. To receive credit for this course, students must participate in class discussions and complete set activities. Students will receive credit (CR) of 1.2 continuing education units (CEUs) for completing the requirements listed above. Students who do not fulfill these requirements will receive no credit (N) unless they repeat the course successfully. The George Washington University January 2002 i cw601-unit1.doc

4 CONTENTS Page Introduction...1 Unit 1 The Tourism Assessment Team...9 Unit 2 Visitor and Economic Profiles...15 Attachment 2-A A Visitor Questionnaire...29 Form 2-1 Form 2-2 Form 2-3 Estimating Visitor Expenditures from Lodging Sales...33 Estimating Visitor Expenditures Using Accommodation Tax Data...33 Calculating Resident Income and Employment from Tourism...35 Supplemental Resources...37 Unit 3 Resident Attitude Survey...39 Attachment 3-A Mail Survey Options...51 Attachment 3-B Residents Opinions About Tourism in the Local Region..53 Attachment 3-C Example of First Cover Letter...59 Attachment 3-D Example of Reminder Postcard...61 Attachment 3-E Example of Second Cover Letter...63 Supplemental Resources...65 Unit 4 Attraction and Facility Inventory...67 Form 4-1 Tourism Attractions Inventory...71 Form 4-2 Accessibility Inventory...77 Form 4-3 Other Public Services/Facilities Inventory...79 Form 4-4a Lodging Facilities Inventory...81 Form 4-4b Food Service Facilities Inventory...83 The George Washington University January 2002 iii cw601-unit1.doc

5 Contents Form 4-5 Inventory Summary Worksheet...85 Supplemental Resources...87 Unit 5 Identify High Potential Visitors...89 Supplemental Resources Unit 6 Visioning and Goal Setting Attachment 6-A Sample Vision Statements Attachment 6-B Sample Goal Statements Supplemental Resources Unit 7 Identification of Potential Products and Projects Form 7-1A Short-Term Projects Project Scoring Matrix Form 7-1B Long-Term Projects Project Scoring Matrix Form 7-2 Priority Projects to Scope Out in Next Step Unit 8 Initial Project Scoping Attachment 8-1 Competitive Advantage Exercise Form 8-1 Scoping Worksheet Form 8-2 Scoping Worksheet Form 8-3 Carrying Capacity Worksheet (Part 1) Form 8-3 Carrying Capacity Worksheet (Part 2) Form 8-4 Revenue Projections Recording Sheet Form 8-5 Applied Strategic Plan Unit 9 Impact Analysis: Social, Economic Environmental Economic Impact Assessment Form 9-1 Benefit and Cost Analysis Form 9-2 Unmeasurables Form 9-3 Evaluation/Recommendations Social Impact Analysis Form 9-4 Current Social Profile Form 9-5 Review of Attitude Survey and Vision Statement Form 9-6 Social Impacts Matrix Form 9-7 Sample interview The George Washington University January 2002 iv 601-unit1.doc

6 Contents Form 9-8 Impacts Summary Form 9-9 Evaluation/Recommendations Environmental Impact Assessment Form 9-10 Review of Attitude Survey and Vision Statement Form 9-11 Potential Impacts Resource List Form 9-12 Environmental Impacts Matrix Form 9-13 Sample Interview Form 9-14 Impacts Summary Form 9-15 Decisions/Recommendations Unit 10 Project Selection and Priority Form 10-1 Summary Evaluation Form Concepts Glossary Resources List The George Washington University January 2002 v 601-unit1.doc

7 INTRODUCTION Tourism is one of several economic development strategies available to areas which seek to diversify or expand their economies. Most regions concerned with economic development will want to consider tourism along with such strategies as industrial development, local business start-ups, retail trade stimulation, and business retention and expansion. Some regions will find they have very real potential for expanded tourism. Others will find their potential more limited, and still others may conclude the social, economic, and environmental costs associated with tourism development are not worth the possible benefits. Tourism development may be of special interest to places whose natural resourcebased or manufacturing industries have declined. It can help diversify the local economic base, thus reducing dependence on a single economic sector and make contributions to many types of local businesses as shown in the following table. Due to its clean character, tourism also may help destinations maintain the natural environment and quality of life they have traditionally enjoyed. Tourism s Contributions to Businesses: An Example Business Percent of Income from Tourism Motel/hotel 94.5 Restaurants 49.4 Taverns/bars/liquor stores 34.8 Amusements 33.1 Gasoline stations 31.5 General merchandise 18.6 Auto dealers and garages 15.8 Food (retail) 13.8 Apparel and accessories 13.6 Lumber, hardware, and building material 13.1 Furniture and furnishings 12.1 The George Washington University January cw601-unit1.doc

8 Introduction Business Percent of Income from Tourism Other retail 12.2 Drugs 11.4 Farm supplies and agricultural products 8.5 Other service firms 4.5 Source: Extracted from U.S. Department of Commerce data Any assessment of tourism as an economic development strategy should not begin with the assumption that tourism is good. It should instead begin with the notion that tourism may be good. The philosophy behind this approach is that No is sometimes the best answer regarding tourism as a development strategy for a destination. It is only one of the strategies available for economic development. Two brief examples in the United States show just some of the positive returns from pursuing tourism as an economic development strategy. Tourism has been the primary industry in the small town of West Yellowstone, Montana since its founding in To help improve the destination s infrastructure and to capitalize on the number of visitors traveling through their destination, the town instituted a 3% resort tax in In 1993 the town enjoyed nearly one million dollars in additional income from resort tax collections. Thanks to the resort tax, and thanks to the visitors who paid the tax, West Yellowstone now has new paved streets, better police and fire protection, and emergency medical services. Sandpoint, Idaho used its tourism industry to introduce the destination to more people as part of a strategy to diversify the local economy. They successfully attracted new mobile, light industries to the area. Other positive results of tourism development were reduced unemployment, an increase in per capita income, and increased private capital investment in major tourism developments. 1 These two destinations also serve as examples of some of tourism s costs that should be considered in any assessment process. Some people in a destination may be feeling very positive about the tourism industry because they are reaping rewards (profits) from it, while others feel negatively because the impacts on their lives have not be positive. You will want to consider this equity question as you assess the benefits and costs of tourism development for your destination. Sandpoint, Idaho has had to cope with parking and traffic circulation problems. Tourism brings increased pressure on the physical and public services infrastructure of the destination. Local government services and infrastructure such as roads, solid waste disposal, sewer systems, and fire and police protection may require upgrading or expansion at local tax payer expense to meet tourist demand. 1 Koth, Barbara, Kreag, Glenn, and Sem, John (1991), A Training Guide for Rural Tourism Development, St. Paul, Minn.: University of Minnesota Tourism Center. The George Washington University January unit1.doc

9 Introduction Tourists compete with local residents for limited recreational resources in West Yellowstone. There are over 70,000 angler-days a year of pressure on a twenty mile stretch of the Madison River. Eighty-five percent of the pressure was from nonresidents. Many locals feel the guided nonresident fishing has greatly diminished the quality of their fishing experience. In addition West Yellowstone residents have abandoned a local swimming hole since its discovery by tourists. Clearly the benefits of tourism development do not accrue evenly to all; nor do the costs. And, even if assessment shows likely benefits will outweigh anticipated costs, simply painting the park benches or believing that if you build it they will come is not likely to bring success. Not every place has or can develop the attractions to draw tourists in this increasingly competitive field. Each situation is different and requires an assessment unique to that place. This course will provide participants with a step by step approach to assessing the value of tourism as an economic development strategy for a destination or region. The Tourism Assessment Process (TAP) outlined in this workbook is designed to be used by local residents and/or tourism operators or by resource persons working with the region/destination on their tourism development efforts. It can be used at both the development and re-engineering stage to determine the actual tourism potential, and to estimate the costs (social, economic, and environmental) as well as benefits of tourism development before deciding if it is a strategy worth pursuing. On completion of this course, participants will be able to assess the economic development potential of tourism for a region or destination by being able to: Develop economic and visitor profiles Conduct resident attitude surveys Complete an attraction and facility inventory Identify high potential visitors Undertake visioning and goal setting Identify potential products and projects Undertake project scoping Analyze economic, social, and environmental impacts Read Gartner pp. 3 11, The Tourism Assessment Process The tourism assessment process assumes that the region/destination has already completed some strategic planning or visioning work which identified tourism as a priority strategy to further investigate. It is designed to assess if the tourism option is a suitable one to be part of the overall economic development strategy. The George Washington University January unit1.doc

10 Introduction The tourism assessment process is a series of steps which need to be undertaken in order to assess the viability of tourism in a region or destination. These steps are briefly outlined below and explained in detail in each of the following units. Figure 1.1 depicts the flow of the tourism assessment process, showing the sequential and concurrent nature of the steps. Figure 1.2 provides an example of an implementation schedule for a tourism assessment. An eight month time frame is suggested based on experiences in Montana. 2 The key areas in the schedule can also form the basis of meeting agendas. 1. The Tourism Assessment Team The region/destination will need to form a local tourism assessment team under the leadership of a local coordinator to carry out the tourism assessment process. This requires identifying and recruiting a team dedicated to improving the destination. It also includes review of team and task force roles, responsibilities, and time commitments to prepare members to work effectively to carry out the assessment. 2. Visitor and Economic Profiles Existing data will be compiled to capture a picture of the current impact of tourism and other sectors on the overall economy. Visitor travel patterns and characteristics will be analyzed to gain an understanding of the profile of persons who currently visit. The level of analysis at this point will depend upon availability of existing data. 3. Resident Attitude Survey A survey will be conducted to assess how the tourism industry is perceived by local residents. This information will be key in determining receptivity to potential tourism development and promotional activities. 4. Attraction and Facility Inventory All existing attractions and tourism-related facilities in the area are inventoried and then rated on their value to tourists and their competitive advantage. Also assessed is infrastructure, such as water, sewer, and transportation systems, to determine the local capacity to support an expanding tourism industry. 5. Identify High potential Visitors All destinations should be interested in attracting those visitors who seek the experiences that the destination offers. This matching process assures that the time, energy, and dollars spent on attracting them will be well invested because there is a high potential for these visitors to be attracted. But in order to identify high potential visitors, you must be aware of current global and U.S. trends, so that the tourism assessment team can identify the right visitor markets. 2 Western Rural Development Center, (1996) Community Tourism Assessment Handbook, Oregon State University, pp. x 4. The George Washington University January unit1.doc

11 Introduction 6. Visioning and Goal Setting The destination will develop a vision of where they would like to see their destination in the future and how tourism fits into that vision. They will set goals for tourism development to help them work toward realization of their vision. 7. Identification of Potential Products and Projects The team will identify priority short- and long-term projects and products to further evaluate through a rating process. The rating scale is based upon three main criteria: value to the tourist, value to the destination, and competitive advantage. 8. Initial Project Scoping Task forces will develop a basic description of each of the priority projects and products, including projected revenues and costs (construction, operation, and maintenance), employment, and infrastructure needs. 9. Impact Analysis: Economic, Social, Environmental Impact analysis is conducted to predict the probable economic, sociocultural, and environmental costs and benefits of each project or product. The analysis will suggest who or what may be positively and adversely impacted by the proposed developments to help the destination decide which, if any, of the projects of products should proceed. 10. Project Selection and Priority At the end of the assessment process the destination will be at one of three places. They may have found that tourism is no longer a development strategy they wish to pursue. Or, they may not have identified any specific projects or products, but still have a desire to pursue tourism. Or, they might have a list of one or more projects or products to develop in order to enhance tourism. In the first situation, the destination can turn to other economic development strategies. In the second, they can return to the project and product identification list and inventory report and assess other potential opportunities that they might have overlooked in the first round. In the third case, they will proceed to develop products and projects, including conducting feasibility studies, securing financing, developing marketing plans, and identifying training programs. The George Washington University January unit1.doc

12 Introduction Figure 1.1: Tourism Assessment Process Where we are What could be How to get there 4. Attraction and Facilities Inventory 1. Organize Leadership Team 3. Conduct Resident Attitude Survey 2. Develop Economic and Visitor Profiles 6. Visioning and Goal- Setting 5. Identify High Potential Customers 7. Project and Product Identification/Prioritization 8. Project Scoping 9. Impact Analysis Economic Sociocultural Environmental 10. Project Selection and Priority The George Washington University January cw601-unit1.doc

13 Introduction Figure 1.2: Tourism Assessment Implementation Schedule Legend: = done at meeting = done between meetings Month Component Tourism Assessment Team Recruit members Visitor and Economic Profiles Introduce Develop Report Resident Attitude Survey Introduce Initiate Update Complete Report Attraction and Facility Inventory Launch/establish task forces Initiate Update Complete Report Identify High Potential Visitors Introduce market driven tourism Review global and domestic trends Identify potential markets Visioning and Goal-Setting Introduce Conduct visioning sessions Form task force Solicit reaction to draft vision statement Solicit and formulate goal ideas Complete vision statement Conduct goal setting session Publicize vision and goals > Project Identification List potential projects Rate projects The George Washington University January cw601-unit1.doc

14 Introduction Month Component Conduct Complete Impact Analyses Introduce Conduct Economic Impact Assessment (EcIA) EcIA follow-up, if necessary Determine need for Social Impact Analysis (SIA) and EcIA SIA and EcIA training Conduct SIA and EcIA Conduct Analysis Summary Project Selection and Priority Make a decision Read Gartner, pp , for an additional viewpoint on community tourism development. Identify a region/destination that you are familiar with. 1. Briefly outline the current economic conditions that exist in the region. 2. Is this region/destination suitable for tourism development as part of an economic development strategy? Why/why not? The George Washington University January unit1.doc

15 Unit 1 THE TOURISM ASSESSMENT TEAM How should we organize ourselves to get the job done? More good tourism projects fail due to leadership break down than for any other reason. Do we have the resources (time, skills) to commit to this tourism assessment process? What additional training should we seek to increase our skills in leading the process? The purpose of this step is to help the destination form a dedicated assessment team that can successfully coordinate the tourism assessment process. A number of options exist for the formation of the tourism assessment team depending on the scope of the assessment and the resources available. The team may consist solely of volunteers from within the destination, it may be formed as a cooperative effort by existing tourism organizations in the local area, or it may be tendered to an expert organization. No matter how the team is formed it can be expected that different interests within the assessment team and the local residents may be at odds during some of the steps, so skillful leadership and a truly dedicated group will be needed. This step requires identifying and recruiting a team of key individuals dedicated to improving tourism in the destination. It identifies types of leadership training and the need for local government endorsement of the team and their tourism assessment effort. Objectives To recruit a tourism assessment team that will: Be oriented to the overall assessment process Be organized into positions to perform required functions The George Washington University January cw601-unit1.doc

16 Unit 1 The Tourism Assessment Team Have considered some leadership training in project management, communication, conflict management, publicity, and volunteer motivation Have secured endorsement of the tourism assessment by local government and economic development groups The Tourism Assessment Team 1. Selecting the Assessment Team The three most important criteria for team members are: They are recognized as legitimate opinion leaders They represent the various interest groups They can get along with each other The assessment process requires participation by all elements of the destination who will likely profit from tourism development as well as those who may feel threatened by such development. Before creating a new team, it is recommended that you determine whether an existing organization in your destination, like the Chamber of Commerce, already feels tourism is its responsibility, and whether you choose to affiliate your effort with the existing organization. It is wise to at least include their representation to reduce resistance to your assessment effort. 2. Identifying Members: Some Important Characteristics Sincere desire to contribute to destination tourism Commitment to stay with the assessment to its completion Respect and appreciation for the views of others Recognized as leaders in the community Recognized as leaders from the groups/organizations they represent Ability to work with others as a team 3. Finding Representatives: Being Inclusive Local economic development organizations Elected officials Environmental groups Planning boards Transportation authorities (e.g. highway department) Public works departments Emergency and rescue services Retail business operators Museums Parks and recreation departments Tourist attractions The George Washington University January cw601-unit1.doc

17 Unit 1 The Tourism Assessment Team Businesses that benefit indirectly from tourism Potential entrepreneurs and investors Historical societies Civic organizations Destination event organizers Cultural groups (e.g. theater troupes) Craft/art guilds Sportsmen or other clubs Agricultural organizations Regional tourism organizations Law enforcement Bankers Media Ethnic organizations Land use agencies Educational leaders Clergy Youth groups Elderly and retirees Opinion leaders The George Washington University January cw601-unit1.doc

18 Unit 1 The Tourism Assessment Team 4. Clarifying Roles and Responsibilities Members must clearly understand the team s mission and their time commitment, roles, and responsibilities in order for the assessment to be successfully completed. The Tourism Assessment Process is a substantial effort. You do not want to start with false impressions of what can be accomplished in too little time. To avoid discouragement it is better for all team members, especially volunteers, to be aware of the actual commitment they are making up front. All members of the assessment team should be reminded that they have a commitment to the group, that they will contribute the time required to fulfill their roles and meet their responsibilities. 5. Assuring Interest Group Representation A major responsibility of the assessment team is to ensure all elements of the destination not just the pro tourism development segments are represented in the assessment process. This can be accomplished by broad representation on the team itself, by keeping everyone informed of all the team s activities, and by ensuring opportunities for all sections within the local area to participate in decisions that might impact their interests. 6. Conducting the Assessment Ensuring that each of the steps is adequately conducted is the responsibility of the assessment team. The team itself will be involved in each step of the process. To adequately complete some steps they will probably need to recruit assistance from other local representatives or outside experts. But, the ultimate responsibility for the assessment s completion lies with the assessment team. The assessment team will need to: Conduct regularly scheduled meetings, complete assignments, and ensure each step is completed on time Identify and obtain any local and outside resources needed to complete each step Develop and oversee completion of work plans for each step, prioritizing what needs to be done, who will do each task, when each task must be finished, and what are the expectations for each completed task Encourage participation in all steps Publicize the intent and findings of each step Ensure written records are kept of all team meetings Conduct destination-wide meetings to review major recommendations 7. Establishing Organizational Structure The tourism assessment process requires that a number of organizational functions be fulfilled. To perform these functions the assessment team can be organized as follows: The George Washington University January cw601-unit1.doc

19 Unit 1 The Tourism Assessment Team An Executive Committee to oversee the entire process, determine decision making processes (voting, consensus, etc.), provide publicity, and ensure implementation of all the steps. A Coordinator to conduct meetings, serve as the local contact for supporting agencies, and represent the tourism assessment with local organizations and governments. This person will be responsible for leadership of the process between meetings, and should prepare and distribute materials for each meetings. A trained, experienced, and most importantly, neutral meeting facilitator to guide the group through tough decision making sessions. If no one on the assessment team is a trained facilitator, you may be able to recruit the services of one through local government agencies, the local planning office, or local organizations. The facilitator should also be able to help team members: Understand shared leadership and the important roles they play in successful teams Recognize how the success of their efforts depends on interaction with other elements of the community Develop the communication skills necessary for group participation Stay motivated through the life of the project Develop skills for managing conflict, which is a normal occurrence in destination projects In order to be effective, the facilitator must understand: Planning and implementing community projects Individual and group communications skills Community power structures Group member roles Leadership styles Meeting management Member motivation Teamwork Conflict management A secretary to keep minutes, send out meeting announcements, and maintain all records and reports. Task Forces to conduct specific steps. Here is where you are likely to recruit assistance from throughout the local area. These groups will be formed to get specific tasks done and then disband. Thus, you will be able to get some members of your local area to participate who could not make the longer-term commitment The George Washington University January cw601-unit1.doc

20 Unit 1 The Tourism Assessment Team to being on the assessment team. This broader participation should help improve the destination s sense of ownership of the assessment process and results. You will probably want to recruit some experts from outside the destination, too, to serve on these task forces. 8. Obtaining Official Endorsement Endorsement by local government agencies provides legitimacy for the assessment team and project. Representatives will need to explain the project to local government bodies and request statements of endorsement from them. In so doing the representatives will want to emphasize the objective, fact finding nature of the assessment and that their primary purpose is to learn what is best for the region. Representatives should also indicate their intent to keep local governments informed of all their findings and to request participation of local elected and appointed officials throughout the assessment process. Read Gartner, pp , for an overview of national and regional tourism development organizations. Review Gartner, pp , for local tourist organizations. Identify a potential Tourism Assessment Team for the destination you chose. List the individuals and/or organizations that you consider should be represented on the team, and give reasons for their participation. Outline how you will approach those individuals or organizations and gain their commitment to the tourism assessment process. The George Washington University January cw601-unit1.doc