Rady Talaat Tawfik [email protected] August 2015

RadyTalaatTawfik

[email protected]

August2015

Submittedto

TheSustainableEcotourismDevelopmentinWadielGemalProjectGorgoniaBeachResort(VeronalandCo.)andDEG-KFW

SustainableBusinessandManagementModelforWadielGemalVisitorCenterRadyTawfik,2015

1

Contents

Acknowledgements 2

ExecutiveSummary 3

1. CharacteristicsoftheStudyArea 5

1.1.WadiElGemalNationalPark 5

1.2.WadiElGemalVisitorsCenter 6

1.3.WGNPStakeholders 7

1.4.SWOTAnalysis 8

2. ReviewofDocumentation 12

3. KeyComponentsandCharacteristicsofEcotourism 15

4. ThePotentialEcotourismProductsandServicesinWGNPanditsVisitorCenter 16

5. ObjectivesforCreatingaSustainableBusinessModelfortheVisitor’sCenter 19

6. SustainableBusinessandManagementModel 21

6.1.Message 21

6.2.TargetAudience 22

6.3.MarketingMix(4P'S) 24

6.4.FinancialFeasibility 26

6.5.ProposedActivities 33

6.6.Indicators 34

7. ConcludingRemarks 35

References 40


2

Acknowledgements

IwouldliketoexpressmythankstoJohannesGirardi, ProjectManager,forhisenthusiastic

support of this study. Considerable support and professionalism was provided by

Mahmoud Sarhan, Project Advisor, through presenting many references and digging up

informationsorapidlyanddiligently.Iwishthemcontinuedsuccessinimplementingtheir

visionforsustainableecotourisminWadielGemal.IwouldliketothankthestaffofWadiel

GemalNationalParkfortheirhelp,particularlyMohamedGad,theheadofSouthernSector

ofRedSeaMarineParks.Discussionwithhimwasinspiring.InterviewswithMohamedAli,

Aymen Nasser, Alaa Abu ElMaarif, Ahmed Youssef, Mohamed Ebada from WGNP were

informativeandinsightful.


3

ExecutiveSummary

A strategy is needed for Wadi El Gemal National Park (WGNP) to direct and enhance

tourism industry in a way that will protect park ecosystems, benefit local community,

attract investment, inform stakeholders for the future of WGNP, and promote

sustainability.Parkoperationsmust shift fromanemphasisonpreservation to includea

conservationapproachthatrealizesthebenefitsofeco-tourismandinducespartnerships,

collaboration, interpretation, and integration of tourist activities into the Park’s

environment. Sound investment in Protected Areas can both protect biodiversity and

enhance Egypt’s tourism product while simultaneously generating significant financial

surpluses.ThesepotentialWin-Win-Winscenariosneedtobeusedasthefoundationofthe

stakeholderengagementprocessandtheassociatedmeasures.Examplesofthesemeasures

includebetterprocedures forrevenuegeneration(e.g.offeringconcessionopportunities)

andretainingrevenueinProtectedAreasatalevelsufficienttocoveritsprimaryfunctions

and provide incentives for improved park performance, improved protected area

governance,andmanagingPAsascostcentersaccountable forachievingcertain levelsof

performance using effective objective-orientated performance-based planning

methodologies.ThiswilldemonstratetheimportanceofNatureConservationSector(NCS)

as a governmental body able to generate financial surpluses and considerable economic

growth.

VisitorCentersareincreasinglyanintegralpartofthetourisminfrastructureofaregional

destination. This is particularly truewhenmuch of the destination includes a protected

area.TheSustainableEcotourismDevelopmentProject is adevelopmentalpublicprivate

project (PPP) fundedbyGorgoniaBeachResortofVeronalandCompanyand theGerman

DEGDevelopmentBank-KFW.TheProjectaimstosupport theprovisionofhighquality

ecotourism products and services within WGNP. It works to develop sustainable and

competitiveecotourismactivitieswithintheparkand itssurroundings(e.g.desertwalks,

desertstargazing,birdwatching,safaris,hiking,climbing,bikingandthematicpaths)and

todevelopandoperatethepark’sVisitorCenterthroughapartnershipbetweentheprivate

sector,thepark’sauthorityandthelocalcommunity.


4

The WG Visitor Center will develop the framework conditions for the commercial and

sustainableuseofecotourismservicesbasedontheecologicalandsocio-culturalresources

of WGNP. It can provide much-needed reception, orientation, information and

interpretationservicesthroughouttheregionanditcanbelinkedtoallotherinformation

sources includingtheregionalwebsite,brochuresandotherprintmaterials, interpretive

exhibits and trails. It is important ‘pint-of-sales’ for generating revenues from local

productssuchashandcraft,driedfoods,replica’s,etc.

Inthiscapacity,theprojectisdevelopingthissustainablebusinessandmanagementmodel

fortheVisitor’sCenterofWadielGemalNationalPark.

In relation to this objective, this study intends to: i) review work done by other

organizations intheareasofecotourismplanning,businessplanningandprotectedareas

financial sustainability; ii) identify Key Components and Characteristics of Ecotourism;

iii)definethepotentialecotourismproductsandservicesinWGNPanditsVisitorCenter;

iv)definegoalsandobjectivesforcreatingasustainablebusinessandmanagementmodel

for the Visitor’s Center; v) identify the necessary tools and resources (including any

required training) needed to support and implement the sustainable business and

managementmodelandthemajorissuesthatmayhindertheimplementationofthemodel;

vi)consultwithlocalsandrelevantstakeholderstogathertheiropinionsandconcerns;and

vii) define key messages for different target groups and stakeholders. This helps to

integrate tourismdevelopmentwith theconservationof theuniqueandsensitivenatural

and cultural resources of the WGNP. To achieve the above-mentioned objectives,

documentationaboutWGNPwerereviewed,aselectionofstakeholderswereinterviewed,

andWGNPwasvisitedtojudgeitsvisitorcenterandcommercialpotentialsasthebasisfor

developingsoundbest-practicemanagementandbusinessmodel.


5

1.CharacteristicsoftheStudyArea

1.1.WadiElGemalNationalPark

TheWadielGemalNationalParkisanextensiveareaoflandandcoastalwaterlyingtothe

southofMarsaAlaminEgypt(50kmsouthoftheEgyptianRedSeashoretownofMarsa

Alam,and850kmfromCairo).WGNPwasofficiallydeclared in2003primarilydue to its

striking landscape and important cultural resources. Stretching from the Red Sea coast

(about70kmofcoastline)toabout50kminland,WGNPcoversanareaofapproximately

7,000km2(4,770km2oflandand2,000km2ofsea)(BahaElDin,2003).Itincludesmany

diverseecologicalhabitatsandarichvarietyofanimalandbirdspeciesincludingseveralof

whichareendangered.The combinationofmarineand terrestrialhabitats representsan

importantintegratedecosystem,includingcoralreefs,mangroves,desertvalleysandtheir

associated vegetation and periodic floods. The park also includes several islands, a

mangrove rich coastline and an extensive mountainous area inland surrounding one of

Egypt'slargestdesertvalleys.WadielGemalactstochannelanywaterfromthemountains

towardsthecoastlinebutsomeistrappedunderground,whichisakeyfactorsupporting

thearea'svibrantecosystem.Theareais inhabitedbylocalpastoralpeoplesbelongingto

the Ababda Tribe,who still practice a traditional lifestyle largely in harmonywith their

environment. Other park attractions includeRoman ruins, significant religious sites, and

quarries.Aslarge,all-inclusiveresortshavedevelopedalongtheRedSea,beachesinWGNP

remainsomeofthefewplacesthattouristscanenjoyunspoiledcoastallandscapesandan

areaofextraordinarybeauty,ecologicalrichness,andculturalheritage.

WGNP is designated primarily as a National Park (PA managed mainly for ecosystem

protection and recreation, IUCN PA management category II). Accordingly the main

proposed management objectives for WGNP are: protecting the ecological integrity of

ecosystems for present and future generations; protecting cultural heritage resources of

thePA;optimizingsocio-economicbenefitstotheindigenouspopulation;andprovidinga

foundationforspiritual,scientific,educational,recreational,andvisitoropportunities,allof

whichmustbeenvironmentallyandculturallycompatible.


6

1.2.WadiElGemalVisitorsCenter

TheWGNPVisitors’Center(VC)is locatedatthePark’snorthernentrance(N244058.3;

E350451.0), situatedasa focalpoint,on the topof ahill, along thewestern sideof the

Suez/BirShalateinseashorehighway.ThestoreybuildingoftheVCisabout250m2.Itwas

builtbyusinglocalbuildingmaterialse.g.localbasaltstones.ThejuryoftheHassanFathi

AwardforArchitecture2009decidedtoawarditanhonoraryprizebecausethebuildingis

verysimpleandinharmonywithitssurroundings.Thedesignofthebuildingwasinspired

bytheacaciatree.FortheAbabdatribes,theacaciaisconsideredthereferencepointinthe

openwidedesert;offeringthemuchneededlandmark,shadeforgathering,andasourceof

nutritiouspods,branchesforconstructionandfirewood.Similarly,theVisitors’Centerwas

designedtooffertheshadeandshelterwheremultipleactivitiescantakeplace.Thefacility

couldserveseveralfunctions:

- supportingtheWGNPmanagementinensuringthesustainableuseofthebountiful

assetsoftheregion.

- increasing visitors’ appreciation of, and sensitivity to, the distinctive natural,

environmentalandculturalresourcesofthearea.

- educatingandorientingvisitorsanddisseminatingessential informationaboutthe

park’s nature and inhabitants (Ababda tribes) through maps, brochures, tours,

audio/visual and interpretive presentations of the surrounding features (Wadies,

Mountains,Coast,Reefs,FaunaandFlora).

- offering ecotourism services to individual guests, tour operators and tourism

establishmentsalongtheRedSeacoastline.

- reception and welcoming pit-stop and serving basic visitors’ needs such as

refreshmentsandlocalcrafts.

- providing office space, a store room and ample uncovered parking at its front

entrance..


7

1.3.WGNPStakeholders

TherearealargenumberofdirectandindirectstakeholdersinthePA’sactivities.Themain

stakeholdersandtheirinvolvementwiththePAarebrieflydescribedasfollow:

EgyptianEnvironmentalAffairsAgency.BylawtheEEAAisthecompetentgovernmental

authority,responsibilityandobligationtomanagePAsinEgypt.

LocalCommunities.TheAbabdaarethetraditionalusersofthenaturalresourcebaseand

assuchareamongthemainstakeholdersinthePA;theirsupportofthePA’sobjectivesand

involvementinplanningandimplementingmanagementinterventionsiscritical.

Red Sea Governorate. The Governorate is responsible for regional planning and

developmentstrategies.ThemainGovernoratedepartmentswhohaveinterestsinthePA

include:theQuarryDepartment,theLicenseAdministration,andcityandvillagecouncils.

Tourist Development Authority. TDA is responsible for the planning of tourism

developments,allocationandsaleoflandforinvestorsindesignatedtourismareas.

PrivateSectorandInvestors.Examplesincludehotelowners,touroperators,diveboats,

tourismguides,desertsafaricompanies,etc.

HigherCouncilforAntiquities.TheCouncilhasresponsibilityforsurveyingandprotecting

antiquitiesandarchaeologicalsites.

MinistryofInterior.TheMinistryofInteriorhasunderitsauthoritythePolice(including

itsvariousbranches).ItistheexecutiveauthorityforEgyptiancivillegislation.

TheGeneralOrganizationforRoadsandBridges.Itisresponsibleforthemaintenanceof

existingroadsandconstructionofnewones.

Border Guards. They control access to the marine environment, and they request the

issuanceofpermitsfornon-EgyptianvisitorstooffroadregionsoftheEasternDesert.

MinistryofAgriculture.TheMoAandseveralof itssubsidiaryorganizationsareactively

involved in the region such as the General Authority for Fish Resources Development

(GAFRD)andtheDesertResearchCenter.


8

1.4.SWOTAnalysis

TheSWOTanalysis, inwhich thestrengths,weaknesses,opportunitiesand threats to thesiteareidentified,isausefulwaytoanalyseinformation,facilitateefficientplanning,giveagood overview on which goals are needed to achieve the vision, and help to makeappropriatedecisions.Effectivesolutionscanbeachievedbyusingthestrengths,realisingtheopportunities,overcomingweaknesses,andminimisingthreats.Theanalysis includesidentifyingtheinternalandexternalfactorsthatarefavorableandunfavorabletoachievethese solutions, i.e. the accounting of environmental quality, environmental vulnerabilityand human impacts, and the simulation of projects and schemes that can increase thebenefitstothepark.ThisSWOTanalysisisbasedpartlyonthefieldvisitcarriedoutinJune,2015where theSustainableEcotourismDevelopment inWadielGemalProjectmanager,Southern Sector of Red Sea Marine Parks manger, and a group of park staff and localcommunitywereinterviewed.TheotherpartoftheanalysisisderivedfromparkreportsandliteratureonWadielGemal.TheresultsoftheanalysisoftheStrengths,Weaknesses,OpportunitiesandThreatsofWadielGemalVisitorCenteraresummarisedinthefollowingtable:

Table1.SWOTAnalysisofWGNPanditsVisitorCenter

Strengths Weaknesses

§ Wellestablishedinthearea

§ Publicityatarchdaily.com

§ HassanFathiAwardforArchitecture2009

§ Attractivebuildinginahighprofilelocation

§ ProximitytohotelsinMarsaAllamandMarsaAlamAirport

§ ProximitytomajorEuropeantravelmarkets

§ Closetothecoastalroad

§ PAservedbytouroperatorsanddivecentres

§ Enthusiasmandinterestofparkstaffandlocalcommunityintheproject

§ Park’sEcosystemisComplexandRich

§ Limitedinventoryofdatasources

§ Absenceofanyofficialmarketingeffortsfortheparkanditsresources

§ AbsenceofbusinessorientedvisionwithinEEAAandNCS

§ Dataanalysisdoesnotoccuronanon-goingbasis

§ Insufficientstafftrainingacrossmostunits

§ Lackoflanguageandformaleducationskillsamongsomestaff

§ Parkstaffattitudetowardsprivatesectorandtouristsneedstobeenhanced.Trainingonbenefitsofpartnershipsandprinciplesofsustainabletourismmanagementisrequired


9

§ Year-roundwarmclimate

§ Inexpensively-priceddestination

§ Clearwarmwaterdevoidofpollutants

§ Coralreefsproximitytoshorelines

§ TheRedSea’sreefsaresusceptibletofewnaturalthreats

§ Someinfrastructure(e.g.parkofficeandaccommodation)

§ Knowledgeableandenthusiasticenvironmentalistsintheregion

§ Thepresenceofmanywell-trained,qualifiedstaffinsomeunits

§ Attractscivilsupport(NGO,community,university)

§ RedSeaPAnetwork

§ Internationalrecognitionofpark’sreef

§ Topdivingdestination

§ Migratorysoaringbirds

§ ThePark’sCoastisUnique

§ proximity of sites to one another

§ Top-downimpositionofrulesandregulations

§ Bureaucracyinhibitsfinancialstability

§ Theunderinvestmentandthediversionofparkrevenues

§ Nomechanisminplacetoreceivedonationsdirectly

§ Limitedoperatingbudgetsandequipment

§ Numberofexperiencedandknowledgeablestaffhasleftthepark

§ Lackofmechanismtodealwithvisitorsatisfactionandcomplaints

§ ThelimitedcapacityoftheEnvironmentalNGOsthatsupportthepark

§ LittleaccountabilityaboutPA

§ Lackofcooperationamongmostregimesintheregion

§ Currentinfrastructureunabletocopewithincreaseinvisitors

§ Lackofserviceswithinthepark

§ Lackofsignsatsomesites

§ Accesstosomesitesisdifficultduetotheunpavedroads

§ Basicvisitorservicesareabsent

§ obsoleteandunresponsivefinancialsystems

§ inter-stakeholderlackofcommunication

§ JurisdictionalcontroloverPAmayfallunderseveralauthorities(e.g.TDA,RedSeaGovernorateandNCS)

§ Financialjurisdictionsarecomplexandunclear.Itisdifficulttoascertainwhatfundsarecollected,wheretheygo,andwhattheyaresubsequentlyusedfor.

§ Thereisnooverallstrategyforconcessions

§ theabsenceofclearsystemsforrevenueretention


10

Opportunities Threats

§ Apparentwillingnessofsomehotelsandtouroperatorstosupportconservation

§ DevelopingthecapacityoftheexistingNGOforWadielGemal

§ Thepossibilitytoexpandawarenessprogrammebyinvolvingschoolsanduniversities

§ Outsourcingsomeofthecurrentactivities(e.g.presentationandinterpretation)

§ Thepossibilitytoapplytheentrancefeesandimproveticketcollection

§ Thepossibilitytodiversifyfundingportfolio

§ Establishadditionalservicefeesforadditionalactivitieswithinthepark

§ Brandingandpromotionofthecenter

§ Provideincreasedprivatesectorleasingopportunitiesthroughaconcessionprogramme

§ Potentialtodeveloparangeofdifferentiatedproducts

§ DevelopabusinesscaseandpresentationtoEEAAforpartnershipwithprivatesector

§ Recognitionofneedforchange

§ Establishinstitutionalarrangementswithgovernmentalbodies

§ EstablishstrongrelationshipswithNGOsandlocalcommunities

§ Developingaclearerbrandingstrategyforthepark

§ DevelopingofanEcoguidecertification

§ Organisingworkshopsforlocaltravelagenciesonissuesofecotourismandsustainability

§ Thepossibilitytoestablishnewfacilitiese.g.birdwatchingstations

§ DeclineofelitetouristinEgypt

§ Higheryieldingmarkets’loyaltytoRedSeaerodedbyinfluxofbottom-endtourists

§ SecurityperceptionsaboutEgypt

§ Nationalgovernmentbureaucracyanddelaysinimplementingtheenvironmentallaws

§ Continuationofpolicytransferringparkuserchargestocentralauthorities

§ Inefficientgovernmentalaccountingprocedures

§ Wideninggapbetweentheenvironmentalagencyandinvestors

§ Lackofpoliticalwilltodeveloptheprotectedareas

§ LackofclosecoordinationamongEEAAdepartmentsandbetweenprotectoratesdivisionandEEAA

§ OppositionbyconservativeelementsinEEAAformodernisingtheprotectoratesdivision.

§ Rivalexecutiveagencies,e.g.TDA

§ Unsustainabletourism

§ TourismdevelopmentalongthecoastofRedSea

§ Thepavedhighways

§ Lackofawareness.Environmentalawarenessmayexistonlyonthelevelofthehighlyeducatedperson

§ Irreversiblechangesinecosystems

§ Populationgrowth

§ EconomicsituationinEgypt

§ Adverseeconomicimpact

§ Shortfallsoffunding


11

§ TheopportunitytogetnewequipmentforPA

§ Improvestaffing:recruitment,training,facilities.

§ Raisethequalityandsustainabilityofexcursions,activities,andtourismproduct

§ Somestaffingneedscanbemetlocally

§ IncreasinglyNGOslookingafterenvironment

§ Growingpromotionofgreenbusinesses

§ Simulatingnewformsoftourismthatareenvironmentallysustainable

§ Growingmaturityofsometouroperators

§ Growingdemandforparkproducts

§ Awarenessraisingforvisitors

§ Bettercombinemonitoringofenvironment&visitorstobetterguidevisitorflows

§ Developnewroutesandinfosignsandmaintainthem

§ Enhancestakeholdersinvolvement

§ Usingawidevarietyofinformationmethods

§ betterfacilitiesathotspots

§ Encouragevolunteeractivities

§ Createbenefitsforlocals

§ Improvementofinformationandvisitorguidance

§ Noselectionofpriorityissuesandpolicyquestions

§ Noprocessofimprovementinthepark’stourismdecision-making

§ Lackofidentificationofemergingissuesinthepark’stourismcircumstances

§ Nolongtermstrategiesforthepark

Whileopportunitiessurpasses threats, strengthsdonotoutbalanceweaknessesreferring

that thecurrentsituationofWGNPneeds tobechangedand there isahighpotential for

improvement. In order to realise these opportunities and providing the necessary

resourcestoexpandanddiversifytheparkprogrammes,WadielGemalmanagementneed

to formalise partnershipswith the private sector anddifferent stakeholders, co-ordinate

with higher authorities to generate and retain revenues to be used to support park

management and operations, and evaluate the capacity of park staff to account for all

revenuegeneratedinasystematicandtransparentmanner.


12

2.ReviewofDocumentation

Numerousscientificandplanningstudieshaveexaminedtheecotourismbestmanagement

practices that are relevant to the development of tourism product, services and

infrastructurethroughouttheWGNP.Thefollowingtablelistedthemostrelevantstudies.

Table2.relevantstudiesontheecotourismandbusinessplanningatWGNP

Reference Description

Sillence G. (2015) Wadi el Gemal National

ParkVisitorCentreandEcotourismMarketing

and Promotion Plan, Ecotrans-DestiNet, the

SustainableEcotourismDevelopment inWadi

el Gemal Project, Gorgonia Beach Resort

(VeronlandCo.)andDEG-KFW

Thisdocumentpresentsinitialmarketingplanwhich

offerslistingtheparkssellingpoints,establishinga

parkbrandimage,proposingaseriesofecotourism

packagestobepromoted,definingtargetmarkets,

andlistingapossiblescheduleofpromotional

activitiesandevents.

KON-TIKI Interpretive Planning, Evaluation

andTraining(2015)Recommendationsforthe

interpretivedevelopmentoftheWGNPVisitor

Centre,theSustainableEcotourismDevelopment

in Wadi el Gemal Project, Gorgonia Beach

Resort(VeronlandCo.)andDEG-KFW

Thisdocumentpresentsconceptualdesign forWadi

ElGemalNationalParkVisitorCentre.Itpresentsthe

image and orientation to and on the site and the

exhibition and visiting experiences. The exhibit

focuses on measure features and attractions of the

parks,itshistory,andlocalpeople.

Patrick M. (2012)Wadi El Gemal National

Park Coastal Tourism And Conservation

Strategy, Middle East And North Africa

Program, US Forest Service, International

Programs.

This document identifies visitor use capacities and

activitiesanddevelopmentlocationsthatsustainthe

ecosystem and support tourism. The strategy

identifieskeyactionstoprotectthecoastalresources

whileallowingtourism.

Child,B.(2012)AdviceTowardImplementation

ofFinancialandEconomicSustainabilityof

Egypt’s Protected Area. Strengthening

ProtectedAreaFinancingandManagement

SystemsProject,GEF-UNDP.

This document discusses the various financial

challenges faced by the national parks. It proposed

corrective actions, management and cultural

changes, tools for revenue generation, and effective

spending.


13

Child, B. (2009) Financial Options and

Economic Assessment of Wadi El Gemal-

Hamata Protected Area. Strengthening

ProtectedAreaFinancingandManagement

SystemsProject,GEF-UNDP.

Thisstudyconductsafinancialandeconomicanalysisof

scenariosinWadiElGemalNP,extrapolatesfindingsto

the larger protected areas system, and inform this

discussionwithinternationalexperiences,especially

bestpracticefromsouthernAfrica.

USAID (2008) Wadi Gemal Management

ActionPlan.AFrameworkforImplementation.

LIFERedSeaProject.

This document provides the park with an action

blueprint for the next10 years with the intent to

contributetoeconomicgrowthoftheSouthRedSea

region and to forge new tourism opportunities in

regardstonatural,cultural,andheritageresources.

US Forest Service and Chemonics

International (2008) Interpretive Master

PlanforWadiElGamelNationalPark.LIFE

RedSeaProject.USAID.

Thisdocumentprovidesguidanceinthedevelopment

ofvisitorcommunicationthemes,media,andoutreach

activities. It also gives recommendations regarding

sitespecificmedia,trainingandfabricationmaterials.

ItcontainsrecommendationsforexhibitsforWGVC.

ChemonicsInternational(2008a)Enhancing

SustainableTourismintheSouthernRedSea

Region of Egypt. Part 1: Destination

Management Plan for Enhancing the

Competitiveness of the Southern Red Sea

RegionofEgypt.LIFERedSeaProjectUSAID.

This document provides guidance to the Egyptian

Tourism Destination Authority for marketing

planning. It describes tourism destinations in the

Southern Red Sea and developing a vision for the

Southern Red Sea. In addition strategies are

providedforimplementingthevision.

ChemonicsInternational(2008b)Enhancing

SustainableTourismintheSouthernRedSea

Region of Egypt. Part 6: Action Plan for

SustainableTourism in theSouthernRedSea Region of Egypt LIFE Red Sea Project

USAID.

This document identifies tourism development

opportunitiesthatcanmakethegreatestcontributionto

thestatedgoalsoftheprojectaswellasleavealegacyof

sustainabletourismdevelopment.Itintroducestargeted

initiatives that canbedeliveredwhile still contributing

to the other activities (conservation, community

livelihood,andenvironmentalawareness).

Chemonics International (2008) Wadi El Thisplanreviewscurrentdevelopmental,operational,


14

Gemal-Hamata Protected Area Business

Plan.LIFERedSeaProject.USAID.

andcapitalcostsandprojectsfutureoperationalcosts.

Sourcesoffundingareexploredandrecommendations

aregivenforfuturefundingstrategies.

BahaElDin,S.G. (2003)ManagementPlan

forWadi El-Gemal-Hamata. EEPP–Program

Support Unit. International Resources

Group with Winrock International.

Washington,D.C.

Theplanreviewstheparksresourcesandformulates

objectives based on goals set in various other

documents. The document proposes policies and

actions to deal with identified issues and reviews

management tools and resources in detail and

providesguidanceforfutureimplementation.

Lechner,L.(2006)WadiGemalNationalPark

Signage Report. Chemonics International,

USAID.

This document describes the current signage within

thepark,identifiesneedsandrecommendsastrategy

toaddressfuturedevelopmentwithinthepark.

Eddin, M.B. (2003) Tourism Potential and

Management in Wadi El Gemal-Hamata.

USAID, InternationalResourcesGroupwith

WinrockInternational.

This document describes the existing and potential

tourism activities within the park and discusses

opportunities for ecotourism and wildlife tourism.

An overview of the natural and cultural resources

andmanagementtoolsandtechniquesisgiven.

Colby, M.E. (2003) Red Sea Marine

ProtectoratesRevenueGenerationOptions.

International Resources Group Ltd.

Washington,DC.

Thisreportdescribesrevenuegenerationandfunding

mechanismsfortheRedSeaProtectorates.Itpresents

a fully explained set of options for expanding the

existingfeesystemandalternativemechanisms.

StephenM. et al. (1998).BestPractices for

TourismCenterDevelopmentAlongtheRed

SeaCoast.TourismDevelopmentAuthority.

This handbook covers aspects of tourism center

development including best practices pertinent to

tourismdevelopmentandenvironmentalprotection.

Blangy,S.andWood,M.(1992)Developing

and Implementing Ecotourism Guidelines

for Wildlands and Neighbouring

Communities. Fourth World Congress on

NationalParksandProtectedAreas.IUCN.

A guide delineating steps toward developing and

implementingecotourismguidelinesforpubliclands

and their communities and information tools and

outletsfordisseminatingcodesofconduct.


15

3.KeyComponentsandCharacteristicsofEcotourism

Keyquestionsmustbeanswered inorder todevelop sustainable tourism for theWGNP:

howmuchandwhattypeoftourismisappropriate?whereshouldtourismoccurandwhat

infrastructure is appropriate? howwill tourist infrastructure and resourceprotectionbe

paidfor?Thenextsectionswillpresentsomeanswersfortheprecedingquestions.

Blangy andWood (1992) defined ecotourism as responsible travel to natural areas that

conserves the environment and sustains the well-being of local people. This includes

identifyingandprotectingrefugia forsensitive floraand fauna,directingmost tourismto

less ecologically sensitive sites, providing visitor management and infrastructure to

minimize environmental effects in all areas where recreation occurs, selecting the

developmentscale,touristactivities,andcapacitiesthatarecompatiblewitheachsite,and

settingcapacities,activities,andaccessforcommercialtouroperations.

TheInternationalUnionfortheConservationofNature(IUCN)elucidated9characteristics

shouldbedemonstratedinanactivitytoqualifyitasecotourism.

1. It promotes positive environmental ethics and fosters preferred behavior in its

participants.

2. Itdoesnotdegradetheresource.

3. Itconcentratesonintrinsicratherthanextrinsicvalues.

4. Itisorientedaroundtheenvironmentinquestionandnotaroundman.

5. Itmustbenefitthewildlifeandenvironment.

6. It provides a first-hand encounter with the natural environment (and with any

accompanyingculturalelementsfoundinundevelopedareas).

7. Itactivelyinvolvesthelocalcommunitiesinthetourismprocess.

8. Its level of gratification is measured in terms of education and/or appreciation

rather than in thrill-seeking or physical achievement; the latter is more

characteristicofadventuretourism.

9. It involvesconsiderablepreparationanddemandsin-depthknowledgeonthepart

ofbothleadersandparticipants.


16

4.ThepotentialecotourismproductsandservicesinWGNPandits

VisitorCenter

Tourism in the southernEgyptianRedSeamainly caters to thepackage tourismmarket.

Most tourists come on package tours organized through foreign international tour

operators. The majority of tourists in the Marsa Alam area are either diving or leisure

holidays, with the later increasing in number. Leisure tourismmainly involves the sun,

swimming and general relaxation. The large majority of tourists (approximately 80%)

comefromjust2countries(GermanyandItaly).Approximately80%ofthemarket(mostly

German)comesfordivingandtherest(mostlyItalian)areattractedtotheregionforthe

traditionalsunandbeachvacation(ChemonicsInternational,2008b).Localtouroperators

are contracted to provide the transfers and sightseeing excursions, which are sold as

optional activities through the hotels and the foreign tour operators. In theMarsa Alam

areasightseeingexcursionsareonlyofferedbythetouroperatorscontractedtoworkwith

aparticularhotel.Excursionsby independentcontractorsareonly sold if theycannotbe

providedbythelocaltouroperator.

The existing tourism to theWGNP ismainly in themarine environment. Dive boats are

regularlyvisiting thereefs in thearea,with thenumbersofboatsandvisitors increasing

withtheestablishmentofhotels.Diveboatsaswellasday-trippersarevisitingtheoffshore

islands. Somesnorkeling takesplacealong the coast,mainlyoff thehotelbeaches.There

hasbeensomebirdwatchingbytouriststotheislandsandcoastalmangroves.Safaritours

to thedesert areasofWGNPare currently limiteddue to security restrictions.Themost

popular form of desert tourism in the Eastern Desert is general adventure tours, camel

rides, tea with the Bedouins and dinners in the desert. However, tour operators do

relatively little to promote activities beyond their dive/beach packages. They are not

equippedforthesetypesofactivitiesnordotheymarketdirectlytoeco-tourist.Continuing

tobuildonthecurrentdive/beachmarketswillincreasetheoverallvolumetotheregion

butitwilldolittletoenhancethelivelihoodofthelocalcommunity.


17

Ecotourism is an activity that depends on and promotes a well-maintained natural

environmentandhasshowntobeareliablesourceofsustainableandsubstantialeconomic

growth in many parts of the world, if properly established and managed. WGNP has

excellent potential for ecotourism development given its unique natural and cultural

heritageresources.TheParkdoesnothavetoprovidealltypesofrecreationactivities,but

should meet demand only for activities that require a National Park to meet their

objectives. Thiswould includenatural and cultural history education and interpretation;

Ababdacultureandcraftvenues;tours(driving,camelorhorseriding,hikingandboating)

toviewandlearnaboutthePark;beachleisureforpassiveenjoymentoftheparksettings;

natureviewing(birds,turtles,plantsetc.);opportunitiesforscenicbeauty;dayuse;guided

use;anddiverseitinerariesthatmixnaturewithculture(food/drinks,craftsandpeople).

Parkmanagementshouldplananddevelopappropriate locationsforavarietyoftourism

activitiesinthePark.Tourguides/operatorscanthentailoritinerariestoincludestopsand

activitiesalongthecoastatthedesignatedandpermittedlocations.

SillenceG. (2015) suggesteda threeof theWadi elGemal’sUniqueSellingPoints (USPs)

thatcanbeassumedtobethebasisoftheactivitiesthatwillbedevelopedtoattractvisitors

tothearea:

- Desertlandscapes(e.g.deltas,mountainsandnightskies).

- Fauna&flora,(e.g.esp.sootygull,Nubianibex,dugong,coralreefs,seaturtlesand

otherstobeelaboratedbyDirkH.intheproposedguidebook)

- Ancientarchaeologicalsites(e.g.romanruinsandsapphireminesandtraderoutes).

Fromtheuniquenessof thesephysicalattributesof thepark, theauthorhighlights listof

activitiesasproposedtourismattractions:

- Beachvisits -Snorkeling

- Diving -Turtleconservation

- Astro-tourism(DesertNightSkies) -Nauticaltourism

- Archaeologicalsitevisits -Desert/Mountainbiking

- TrekkingwiththeAbabda -Camelrides

- DesertHorseriding -Deserttechnologydemonstration

- Desertwalks,Yoga&Meditationinthedesert


18

Patrick(2012)identifiessomepotentialecotourismopportunitiesatWGNP:- Overnightuseintheparkcouldoccurwith“eco-lodge”ornon-permanentBedouin

style accommodations or could be camping allowed at designated locations awayfromthesensitivecoastbypermitonly.

- Developing two to three “swim” beach sites at less sensitive locations which canaccommodate buses, vans and larger numbers of people. Depending on theresources in the area, these sitesmayaccommodatepedestrianbeachexplorationawayfromthemainbeachaccesspoints.

- Identifying other sites that can accommodate small groups/individuals, primarilyguidedandbypermit,fornaturewatching,interpretationandeducation.ExamplesareHamataMangrove,RhasBaghdadi/WadiGemal,TourfatAlMasheikh,SharmelLuli,UmmAlAbbas,andthepointatQulan.

- Identifying and develop several locations for authentic Bedouin craft and foodoutletse.g.QulanVillage,AbuGhosounVillage,WGNPVisitorCenterandMuseum.

Theseactivitiesneedtobepackageduptoprovidethebasisoftheproductsandservicesthatwillproducevisitorflowsintothepark.

Thus, to position the Region as a desirable destination for the ecotourism market it isessentialtounderstandthatWGNPatthebeginningoflongprocessthatshouldincludethefollowingactivities:encourageandattractnewinvestmentsandengageprivatesectorandlocal people; regulate and monitor tourism activities within the park to ensure goodpractice; building appropriate environmentally friendly lodgings, service infrastructuresand facilities that respond to visitor needs; designing and developing professionalattractivemulti-activity tour packages; constructing fully equipped and appealing visitorinterpretation and information centers including interpretive trails, sign, observationtowers,etc.;developinglocalbasedprogramsandtrainingessentialstaff;andmarketingtotheselectedtargetmarketwithanaggressivecampaignthatappealsthe‘specialtymarket’touroperatorsinEuropeandelsewhere.

TheSustainableEcotourismDevelopmentProjectaimstocontributetothisdebatethroughsupporting theprovisionofhighqualityecotourismproductsandserviceswithinWGNP.TheProjectworkstodevelopsustainableandcompetitiveecotourismactivitieswithinthepark and its surroundings (e.g. desert walks, desert star gazing, bird watching, safaris,hiking,climbing,bikingandthematicpaths)andtodevelopandoperatethepark’sVisitorCenterthroughapartnershipbetweentheprivatesector,thepark’sauthorityandthelocalcommunity.


19

5.Objectivesforcreatingasustainablebusinessandmanagement

modelfortheVisitor’sCenter

WGNPwasdesignatedaProtectedAreain2003.Sincethattime,verylittlehasbeendone

in Park’s service development. To date, few visitor facilities, guides or information

currentlyexists.TourismuseintheParkhasbeengenerallyunplannedandopportunistic.

Ecotourism can contribute topreserving and improvingnatural resources andquality of

lifewhileprovidingjobs,increasinglocalrevenues,generatingbusinessopportunitiesand

enhancing community cohesion and pride. The enhancement of natural resources and

promotion of the sustainable utility of resources such as ecotourism are proactive

measuresthatseektoimprovefutureutilityofthenaturalresourcesofWGNP.Arangeof

nature based tourism activities can be envisaged taking place in the WGNP, including

wildlifewatching,diving,snorkelingandtrekkingareforeseenasthekeyactivities.WGNP

likewise has high potential for leisure, recreation, adventure, beach tourism, safari and

cultural heritage tourism. However, tourism of any kind has the potential to impact

negativelyorpositivelyonthedestination.RangersatWGNPfacechallengesinbalancing

visitoraccess,servicesandfacilitieswithprotectionoftheremarkablePark.Visitorcenters

embodysociety’sattemptstouse,manage,protect,control,anddeveloptouristattraction

resources(Pearce2004).Theyservemanydifferentfunctions,fromeducation,information

and services, to reducing visitor pressure and generating economic development in

decliningorundevelopedareas.Moreover,thedevelopmentofvisitorcentersrepresentsa

strategytointerpretthispartofEgypthistoryandculturefortourism.Thishighlightsthe

importanceofthemanagementofWGvisitorcenterinaprofessionalandsustainableway

andasamodelforpartnershipbetweenparkmanagementandprivatesector.Itneedsto

bethecatalystthatactivatesecotourismopportunitiesatthepark.


20

Visitormanagementisasignificanttoolandoneofthemainjobswithintheprotectedarea

management.Itcomprisesmanyverydifferenttaskssuchasgettingknowledgeaboutthe

visitorsandtheirneedsandprovidingeducationandservicestosatisfytheirexpectations

and enhance the visiting experience. Thus, a successful visitor management requires

quantitativeandqualitativeknowledgeofvisitornumbersandactivitiesundertakeninthe

protected area as well as accurate information on visitors’ needs and wishes.

Comprehensive knowledge and accurate information on visitors of protected areas are

essential not only for the planning and managing of visitor services and tourism

infrastructure,butalsoforthesustainableprotectionofnaturalandculturalheritage.

Figure1.Visitormanagementstrategy

The businessmodel in the following sections will elucidate the unique selling points of

WGNPand its visitor center, thederivative list of potential activities, the existing visitor

profileandthepotentialnewmarkets.

NeedstoknowaboutvisitorsNumber(counting)&profile(survey)e.g.preferencesandexpectations

DifferentStakeholdersParkmanagement,localcommunity,hotels,divingcenters,tourguides,TDA,

CityCouncil,etc.

Offersforvisitors

Tourpackages,Parkguidedtours,events,education,

information,media,facilities,infrastructure(e.g.restareas,parkingsites,signs,trails,ways,observationplatforms,watchtowers,tracks)

Visitormanagement

Planning,implementation,monitoring,evaluation,

consultation,engagementanddevelopment


21

6.Sustainablebusinessandmanagementmodel

PAsarenotmerelyclosedareasthatdonotcontributetothenationaleconomy,butindeed

arevaluableassets,whichcanbehighlyproductiveifappropriatelymanaged(Fouda2002).

AllPA’s inEgyptreceivecorefundingfromannualgovernmentalbudget.This isavariable

sourceof funding,which is largelydirected towardspayingstaff salariesandbenefits,and

the establishment of basic infrastructure and PAs operations. Direct reinvestment in the

conservationeffort isessential for long-termsustainability. Withoutsustainableandstable

sourcesoffundingthelongtermmanagementobjectivesofthePAcanbejeopardized.The

WG visitor center could be a catalyst that activates ecotourism opportunities at the park

presentingamodelofsustainablerevenuegenerationandapartnershipbetweenthepark

andtheprivatesector.

6.1.Message

A lack of awareness or a misunderstanding of nature conservation by local people and

visitors cancausemanyproblems in theprotectedareas.Thus, environmental education

and interpretation have to be an integral part of the visitor management. The

environmental education activities, which combine ecological knowledge and emotional

natureexperience,canbroadenpeople’sminds;promotesustainablebehaviour;andform

understanding of nature processes and their importance both for people and other

creatures. In the long run it may result in preserved nature and cultural heritage, and

sustainablymindedpeople.Theavailabilityofinformationisveryimportant.Thebenefits

includedata,factsandadviceswhichhelpinformthevisitoraboutwhatanationalparkis,

itsboundaries,whyitisthere,whatishappening,whereinthepark,andwhichroutesto

take. It may result in more visitors adopting appropriate behaviours that will reduce

impacts and increase satisfaction of the Park visitors. Visitor guidance can be put into

practicebyhardware(e.g.markedtrails,signs)orbysoftware(i.e.information,education).

Thefollowingtoolscanbeusedtoprovideinformationtovisitors:printedmaterials(e.g.maps,

travelguides,brochures, informationboardsandsights, journals),verbalinformationgivenby

rangers,guidesorenvironmentaleducators,andtheinternet(e.g.websites,socialmedia).


22

WGNP visitor centerwillwork to get visitors at some point of their holidays out of the

regularhotelsituationandtobringthemintouchwiththeParkland,itspeople,plantand

animallifeandconsideringthesiteratherasaspringboardintotheparkratherthanaone

top exhibition offers newdimensions to the interpretive planning of the site (KON-TIKI,

2015).Thecenterwillsupportthefollowingactivities:encourageabetterunderstandingof

theenvironmentalandculturalissuesintheregion,promotevisitstoothersiteswithinthe

region thusdistributing theeconomic impactsof tourism,offer the foreignandreceptive

touroperatoranimportantattractionfortheirclients,provideaclusterofservicesthatcan

generate revenues such as handcraft sales, food and beverage, day trip sales and

books/CD’s,DVD’s,etc.

6.2.TargetAudience

Thevisitorcenterwouldappealtoageneralaudience,whicharemainlytheWGNPvisitors

bothnationaland internationalandalsoserve theneedsofawarenessandeducation for

schools and universities. Tourism development has increased rapidly along the Red Sea

Coast. There are now numerous large scale hotels, diving operations, and bus tours

operatingontheRedSeaCoastnorthandsouthofthePark.Resortsarescatteredalongthe

RedSea fromElGouna35kmnorthofHurghada toWadi Lahmi some100km southof

Marsa Alam.While tourism in Egypt has experienced a drastic downturn due to recent

politicalinstability,tourismofficialsandoperatorspredictareboundintourismdemandto

previouslevels.TouriststoWGNPareprimarilyinterestedinvisitingthePark’sbeachesto

sunbath,snorkel,andswim,aswellasvisit thePark’sreefs fordiving.Othernaturaland

cultural values of the Park are gaining attention and interest. The value of WGNP will

become increasingly apparentwhen large stretches of the Red Sea coastline is occupied

withmanmade structures, and visitors seek to experience the natural setting of theRed

Sea. In 2003, there were 30,150 rooms on the Red Sea coast, with some 87,301 under

construction and projections of 115,000 rooms between Hurghada and Marsa Alam by

2012 (Baha El Din, 2003). In 2008, therewere 11 hotels in the direct vicinity ofWGNP

(Child, 2009). An estimated 70,604 guests (largely from Europe) utilized 329,190 room


23

nights (45%occupancy)whichgeneratedabout$57.7million ($175/room/night) (Child,

2009). Formerly,Germanswere themostnumerousnationality in the southernRedSea,

mainlycomingfordiving,butrecentlytheyhavebeenovertakenbytheItalianswhomostly

engage in leisure or beach tourism. The other nationalities reported visiting the area in

smaller numbers are: the French, Russians, Americans and Scandinavians (Cesar, 2003).

TourismintheMarsaAlamareatendstobeahigherqualityclientalthanatHurghadato

thenorthwithmoremoneyspentbyvisitorperday.TheareasouthofMarsaAlamonly

openedfortourismdevelopmentandvisitationafewyearsago.WGNPmanagementmust

take intoconsideration theplanned tourismdevelopment in theMarsaAlamarea that is

expected to grow exponentially in the next years. Given the few other attractions and

activitiesfortouristsinthesouthernRedSea,itisenvisagedthattheWGNPwillbecomea

leadingattractionand locusfortourismasthePAbecomesknown.Thiswillopenupthe

followingpotentialnewmarkets(Sillence,2015):

- Adventure sports tourism such as kite surfing, desert trekking, a triathlon

course/event,andmountain-bikingore-bikingtrails. Thiswouldtargetayounger

visitor profile, perhaps outdoor active males in their 30s-50s with friends or

partners.

- Healthtourismwouldattractanichemarketofvisitorswhowouldbenefitfromthe

stillness of the desert, with yoga and meditation being suitable activities for the

location,openingthemarketto40+and50+individualslookingforstressreduction

withmentalandphysicalhealthimprovements.

- Ecotourism offers desert camping/glamping, birdwatching, trekking, camel and

horse riding, e-biking, star-gazing andother outdoor activities that are associated

withamixtureof familyandcouplesseekingnaturalexperiences tonicheactivity

individualslookingforexoticexperiences.Theenhancementofthevisitorcentre

asadeserttechnologydemonstrationcentrewouldaddalottothissegment.

- CulturaltourismintheWadielGemalwillattract50+withspecialistintereststosee

the indigenous history of the park, but the cultural assets of the park should

assessedinthelightoftherichnessoftheofferinotherpartsofEgypt.


24

6.3.Marketingmix(4P'S)

Marketingisdefinedas‘puttingtherightproductintherightplace,attherightprice,atthe

right time. In order to effectively market a product or service there are four elements,

knownasthemarketingmix,shouldbeviewedasoneunitandstructuredtosupporteach

other.ThefollowingsectiondescribesthemarketingmixofWGNPvisitorcanter:

Product: The visitor centerwill provide several educational, informational, entertaining

andecotourismopportunitiesforitsvisitors.Itwillofferanexhibition,demonstrationand

hands-onareas,localandsite-specificmerchandiseoffersandachoiceoffoodanddrinks.

It isassumed that thismeansapproximately1hour foravisitplus theactualexcursions

(KON-TIKI, 2015). The experiences consist of: a multilingual (English, Arabic, Italian,

German) partly interactive exhibition with demonstration and hands-on areas;

opportunitiesforexcursionsintotheparkonvariouslevels(e.g.1hhands-onintroduction

intovarioustopics,half-dayexcursion,one-dayexcursions,overnightexcursionswithstar

gazing, etc.) with preparation for outside experiences in the center (orientation,

equipment); amerchandise and culinary offer strongly related to the content of the site

(Ababda- souvenirs from natural materials and regional or national available materials,

polishedstones,postcards/posters,alabasteranimalssuchascoral/turtles/birds/camels

etc., eatable (candy-) stones cake with the shape of the WGNP area/the project logo/a

typicalanimalon it,biscuits intheshapeofvariousanimals,Bedouinssunbread);staffed

self-service counter and vending machine; a small animal enclosure presenting typical

animalsofthelandthevisitorisnotverylikelytoseeotherwiseevenduringexcursions(e.

g.Dorcasgazelle,NubianIbex);andJuniorRangeractivities(e.g.puzzles,drawingboards

andactivitymagazinesforchildren).

Price:adetailedfinancialanalysisispresentedinthenextsection.

Place:Thesite is locatedclosetothecoastalroad inordertobeeasilyaccessible forthe

mass of visitors. The building is constructed to blend in with the natural and cultural

featuresof thepark.Themajor components include:Reception/informationdesk staffed

byamulti-lingual informedstaff, seatingarea for relaxingandobserving theviewof the

sea, large panels and displays demonstrating themajor theme and visual images of the


25

resourcebase,craftproductiondemonstrationarea,displayrackswithbrochuresfromthe

region and beyond, connected thematic ‘pods’ demonstrating the variousmarine, desert

andculturalmessages,smallamphitheaterforavarietyofvideopresentations,retailoutlet

features local crafts, dried medicinal plants, etc., outdoor terrace and beverage service,

equipment rental outlet, observation towers, interpretation kiosks, and parking area.

ThereisagoodroadnetworklinkingWGNPwithmajortourismcentersalongtheRedSea

(Hurghada, Quseir, and Marsa Alam) and the Nile Valley. The main Red Sea coast road

between Suez and the Sudanese boarder passes through the WGNP. The PA is also

accessiblefromtheEdfu-MarsaelAlamRoadviatheasphaltroadtoSheikhShazli,which

passesthroughthewesternsectionofthePA.

Promotion: A successful promotion process should make the Centre a world leader in

demonstrating desert technology as well as using WGNP natural unique selling points

(USPs) in innovative ecotourism packages to attract visitors. The premises need to be

developed as a state of the art visitor centre with accompanying quality ecotourism

services. Thevisitorcenterismotivatingandorientingvisitorstotheexcursionswhichareplanned to start fromhere into special areasof thenational park. For advertisingof the

visitor center and its excursions, a large map of the national park featuring the main

attractionsplustheexcursionoptioncouldbedevelopedforthe informationareasof the

hotels inaddition to introductoryvideos, flyers,guidebooks,posters,displayboards,and

electronicadvertisingviatheinternetandoperatorwebsites.Othereffectivemechanisms

include: establishing a regional identity based on a stakeholder branding workshop,

designing and launching a commercialwebsite anddatabase, attending trade shows and

tourismevents,organizingfamiliarizationtour,producingelectronicandprintbrochures,

andproducingaGroupTourPlannerforthetraveltrade.Itwillbealsonecessarytoaccess

theintermediarieswhowillreachtheclientmarketssuchastouroperatorsandadventure

travel companies (e.g. Tribes Travel, Overseas Adventure Travel, Forum Andersreisen,

TravelMotion), booking and search engines (e.g. Google Ads, Tripadvisor, Expedia, Book

Different,eDreams,Orbitz,KAYAK,Travelocity,Skyscanner,GreenHotelWorld),andMedia

organisations (e.g. National Geographic, Travelmole’s Vision on Sustainable Tourism,

Planeterra, The International Ecotourism Society, National travel magazines/journalists,

LOHASmagazines).


26

6.4.FinancialFeasibilityandBusinessPlan

TheBusinessPlanintendstoprovidethefinancialbasisforeffectivelymanagingthevisitor

center’soperationsand its likelyexpansion in subsequentyears. It assesses the financial

andeconomicimplicationsofpotentialrevenuegeneratingscenariosincluding:innovative

revenuegeneratingactivities and the investmentsneeded to fully activate these revenue

generating activities. The plan provides the structure and direction for developingmore

targeted one-year operational plans whose activities fall within the parameters of the

businessplan.Thebusinessplan identifies threebusinessdevelopment scenarios for the

visitor center. In each scenario, the plan specifies current operational costs and current

revenue sources. The business plan does not intend to be the “final word” regarding

current and future programs and their associated costs, or current and future revenue

sources.Nordoes it attempt to quantifywith specificity the costs associatedwith future

activities,ortheamountofrevenuethatmightbegainedfrompotentialfuturesources.The

numbersprovidedare reasonable estimatesbasedonanalysisofprojected futureneeds.

They serve as an informed and reliable starting point from which programmatic

discussionsanddecisionscanproceed.Onceprogrammaticdecisionsaretaken,adetailed

financialplanningwillbenecessary.

Table3providesasummaryof costsandrevenuesources foreachof the threebusiness

planscenarios.Thethreescenariosaredifferentiatedasfollows:1

- Scenario 1: Number of visitors who buy the packages per year is 2,600 visitors

(Scenario2X50%).

- Scenario2:Number of visitorswhobuy the packages per year is 5,200 visitors

(25visitorX4daysperweekX52weeks).

- Scenario 3: Number of visitors who buy the packages per year is 7,800 visitors

(Scenario2X150%).

1 For this analysis, data were gathered from discussion with the project manager and the project advisor. Additionally, several assumptions were made to fill data gaps and to simplify the analysis. All assumptions are based on conservative estimates.


27

Table3.ProjectedRevenues&Expenses(€)

Scenario1 Scenario2 Scenario3

Revenues

Revenues from the Gift Shop

Revenues from the Cafeteria

Revenues from the Ecotourism Packages

Subtotal

5,200

2,600

91,000

98,800

10,400

5,200

182,000

197,600

15,600

7,800

273,000

296,400

Operation Costs

Rent

Salaries & Wages

Training

Electricity & Water

Repairs & Maintenance

Transportation

Communications and Internet

Uniforms

The Cafeteria running costs

Goods for the Gift Shop

Certification

Advertising & Marketing

Depreciation

Other

Subtotal

50,000

45,000

4,000

3,000

7,000

3,000

2,000

2,000

5,000

6,000

3,000

30,000

5,000

5,000

170,000

50,000

45,000

4,000

3,000

7,000

3,000

2,000

2,000

5,000

6,000

3,000

30,000

5,000

5,000

170,000

50,000

45,000

4,000

3,000

7,000

3,000

2,000

2,000

5,000

6,000

3,000

30,000

5,000

5,000

170,000

Net Operating Income -71,200 27,600 126,400

Capital Development Costs

Renovation of Visitors Center

Furniture & Equipment

Interior design (e.g. exhibition and interpretation area)

Signage system

Consulting, Legal and Professional Fees

Subtotal

115,000

100,000

60,000

25,000

30,000

330,000

115,000

100,000

60,000

25,000

30,000

330,000

115,000

100,000

60,000

25,000

30,000

330,000


28

Table4.RevenuesfromtheEcotourismPackages(€)

Scenario 1 Scenario 2 Scenario 3

Number of visitors who buy the packages per year 2,600 5,200 7,800

package price per visitor 70 70 70

international marketing company (30 per cent) 21 21 21

cost of package per visitor 14 14 14

net revenue from package per person 35 35 35

Total 91,000 182,000 273,000

Table5.Staff&Salaries(€)

Staff Number €/Month €/Year

Manager 1 1,300 15,600

Guide 2 600 14,400

Admin 1 350 4,200

Visitor Centre Specialist 2 350 8,400

Cleaning Staff 1 200 2,400

Total 7 45,000


29

Figure2.OperationCosts

Figure3.DevelopmentCosts


30

Figure4.Businesssituationoverthedifferentscenarios

WGNP visitor number estimates have specified approximately 70,000 visitors per year,

mainly by boat (park annual reports). A monthly database exists, held by the park

authorities,butmayoveremphasisetheactualvisitornumbersbycountingpassingboats

andthepotentialofdoublecountingofvisitors.Therehasbeennoknownvisitorcapacity

studymadetothispoint, thoughparkauthoritieshavebeenthroughazoningexerciseto

create tourism development zones, and Gorgonia hold rough estimates of trips made

annuallyintotheparkaveragingabout70-100peopleperweekonland.Calculationsof

expectedrevenuesarebasedonaveragesofcurrentlandvisitorstothearea.Astudyneeds

tobedoneoneachzoneandhowmanyvisitorscouldbemanagedintheframeworkofa

sustainable development plan forWGNP. Themarketing plan promotes a vision of park

visitor numbers that would be in accordance with the guiding values of such a

sustainability plan and an ecotourism approach to the development of the tourism

activities created in the park (e.g. preferring small-scale, small group travel and tourism

experiencesinnatureconductedinaresponsibleandsustainablemanner).


31

ProfitabilityAnalysis

Profitabilityanalysisisthefirststepintheeconomicappraisalofaproject.Itisconcerned

withassessingthefeasibilityofanewprojectfromthepointofviewofitsfinancialresults.

This analysis is applied to appraise the soundness and acceptability of the project.

Profitabilityisdefinedastheabilitytoearnreturnoverandabovethecostofcapitalwith

consideration of the risks involved. Any or a combination of the indicators in table 6

determinetheprofitabilityoftheproject.Thedeductedprofitabilityindicators(NPV,IRR,

B/C)will involvediscounting to translate future value into their present valueworthby

applyingadiscountfactorthatreflectsthediminishingvalueofthesameamountofmoney

asonemovesfurtherintothefuture.

Table5.Financialindicators Scenario 1 Scenario 2 Scenario 3

non-deducted profitability

Pay-back period

Accounting rates of return

-

-

11.9 year

8%

2.6 year

38%

deducted profitability

Net present value (NPV)2

Benefit-cost ratio (B/C)

Internal rate of return (IRR)

-

-

-

-95,026

0.7

5.5%

746,111

3.2

39%

Pay-backperiod:itisjusttodeterminethenumberofyearsittakestorecoverallcapital

investment.Theshorterthepay-backperiodis,thebettertheproject.

Accountingrateofreturnorinvestment:Itisthepercentageofinitialinvestmentthatis

recoveredeachyear.Thehigherrateis,thebettertheproject.

Netpresentvalue:NPVisdefinedasthedifferencebetweenthepresentvalueofthe

projectbenefit(B)andthepresentvalueoftheprojectcost(C).Projectisconsidered

economicallyfeasiblewheneverbenefitsexceedcostorwhenNPVisgreaterthanzero.

2 NPV was calculating by using a discount rate 10%. The central bank of Egypt left its benchmark interest rate on hold at 8.75% at its July 30th, 2015 meeting. The overnight lending rate and the rate of the CBE's main operation were also kept on hold at 9.75% and 9.25%, respectively. The discount rate remained at 9.25%.


32

Benefitcostratio:B/Cistheratioofthepresentvalueofgrossbenefittothepresentvalue

ofgrosscost.ThedecisionruleisacceptprojectswithB/Cgreaterorequalto1;otherwise

reject.

Internalrateofreturn: IRRofaproject is thatdiscountratewhichequates thepresent

valueofthebenefitandcost.ThedecisionruleistoaccepttheprojectifIRRisgreaterthan

orequaltotherelevantdiscountrate;otherwisereject.

In Scenario 1, the net operation income is negative and the project is unfeasible. For

scenario2,thepaybackisapproximately12yearswithasimplerateofreturn8%,whichis

fairgiventheconcessionisatleast20years.Forscenario3,thepaybackis2.6yearswitha

rateofreturn38%,which isverygood for theproject.However, these two indicatorsdo

nottakeintoconsiderationthewholelifespanoftheprojectbutrelyononemodelperiod

andtheirapplicationisbasedontheproject'sannualdata,meaningthatalltheinflowsand

outflows enter the analysis at their nominal non-discounted values as they appear at a

giventimeduringtheproject'slife.Thus,theirresultssomewhatlessprecise.TheNPV,IRR,

B/Carecalleddiscountedordynamicindicatorsbecausetheytakeintoconsiderationthe

entirelifeofaprojectandthetimefactorbydiscountingthefutureinflowsandoutflowsto

theirpresentvalues.AccordingtotheseindicatorstheprojectisnotfeasiblewithScenario2

as the NPV is negative (€-95,026), B/C is less to 1 (0.7), and IRR (5.6%) is less than the

relevantdiscountfactor(10%).Scenario3istheonlyeconomicallyfeasiblescenariowith

very reasonable NPV (€746.111), B/C (3.2) and IRR (39%). The results emphasise the

importance toreach toacertainnumberofvisitors (i.e.>5,500visitors/year)and justify

thebudgetallocatedtotheadvertisingandmarketingintable3.

The“numberofvisitors”isthemostimportantdataasitisthemostessentialindicatorand

basisforvariousplanningandmarketingactivities.Theincreaseofthenumberofvisitors

is expected to continue as significant additional tourist accommodations are constructed

onthecoastalstriptothenorthandsouthofthepark.Expansionofmanagementcapacity

andfacilitieswithintheparkinfutureyearswillbeessentialtomeetthedemandsplaced

on it by increased levels of visitor use. Another approach place the focus on increasing

touristexpenditureratherthanincreasingtouristnumbers.


33

6.5.ProposedActivities:

- Training: the trainingprogramaims to assure the foreign and local tour operator

thattherequiredskilledindividualsareavailabletodelivertheirvariousprograms,

enable the efficient programming and operations of visitor centers and other

attractions, enhance level of visitor service and hospitality, and provide themost

attractive handcraft and other sales items for the tourist. The following certified

skillsmust be developed: Guides (heritage and nature), tour leaders, Interpretive

guides, Visitor Centre Operations and Management, Retail and handcraft sales,

Hospitality Services, Cooks and food services, Handcraft design and production,

Safety/riskmanagement,andTraditionalentertainers.

- Hireaknowledgeablesustainablearchitect/landscapearchitectwithexperience in

VisitorCenterdesignandoperationstomodifysomedefectsinthebuildingsuchas

roof and windows and renovate the center. The visitor center must meet a high

designspecification.

- Workwiththelocalcommunitiestoensurethatqualityhandcraftwillbeavailable

whenthefacilityisoperational.

- WorkincollaborationwiththeWGVillage,WGNPstafftoidentifytheparticipation

ofeachstakeholder.

- Prepareequipmentlist.

- Designinnovativeactivitiespackages.

- Launchpromotionandmarketingprogram.Mechanismstobeusedinclude:design

and launch of commercial website, preparation and distribution of e-marketing

literature, preparation of electronic and print group tour planner, attendance at

selecttraveltradeshows,andfamiliarizationtripsforselecttouroperatorsandmedia.

- DevelopmentofaBusinessStakeholderGroup:theVisitorCentreisacommonasset

ofthelocalbusinessesasarethePark’snaturalandculturalassets.Synergyneeds

to be created between the stakeholders, with all business contributing to the

successofthecenter,andthecenterinturnsupportingsuccessfulbusinessactivity.

DevelopmentofaBusinessStakeholderGroupwouldfacilitatethisprocess.


34

6.6.Indicators:

Aneffectivewaytoevaluateandmonitortheachievedprogress istoestablishagroupof

indicators thatwouldbe theprime targets for futureactivities. In the sectiona groupof

indicatorsareproposedfortheWGNPvisitorcenter:

- EstimatedArrivalsintothePark(bySea&byLand)

- Percentageofecotourists

- Numberofdaysspentintheregion

- Numberofrepeattourists

- Numberofusersofthevisitorcenter

- NumberofvisitorfacilitiesestablishedinWGNP

- Numberofsupportivestakeholders

- Amountofrevenuegeneratedpertouristpernight

- Amountofvisitorsbuyingpackages

- Valueofpackagesales

- Revenuegenerationbythecenter

- Numberofvisitorstothewebsiteandsocialmedia

- PostvisitSatisfactionSurveys

- Numberofagreementswithtouroperators/hotels/localpeopleand

- Volumesofsalesofhandicraftsandgiftsinthegiftshop


35

7.ConcludingRemarks

Thefollowingconclusionskeymessagesandrecommendationsfordifferenttargetgroups

andstakeholdersarearesultofinformationfromtheliteratureanalysiscombinedwithon-

siteobservationsanddiscussionswithWGNPstaff, localcommunityandprojectmanager

conductedduringJune2015.

WGNP provides great ecotourism opportunities. The varied landscapes offer ample

opportunitiesforecotourismandawidespectrumofecologicallycompatibleactivitiesand

itineraries.

Tourism can be Substantially Enhanced. Opportunities exist to substantially enhance

tourism through the supply of key visitor facilities, personal services and amenities, and

accessatappropriatesites.Thedevelopmentofthecentreasaleaderindeserttechnology

demonstrationwillcontributetoreachfurtherthanEuropeinaninternationalmarketing

effort. The promotion andmarketing strategy also should address the Egyptian national

market,lookingat30-40scouplesinterestedinnaturebasedtourism.

Penetratenewspecialtymarketsandestablishnewtourismproducts.Itisessentialto

launch preliminary marketing activities that will gain immediate awareness in the

international travel trade in order to penetrate the new specialty markets. Also, it is

necessarytosubstantiallyimprovetheperformanceoftheregionwiththeintroductionof

ecotourism/ educational/heritage all-inclusive packages (e.g. Coastal bird watching

packages, Walking tour packages, Bedouin cultural heritage packages, Coastal to desert

ecotourism tour package, Handcraft Discovery tour package). These new packages will

requiresupportinginfrastructuretrails,andinterpretivefacilities.

Train locals to contribute to the new product operations. The regional population,

particularly the local tribal groups, are not currently prepared to meet the needs of a

significant increase in ecotourism development. Consequently the project could identify

thoseskillsthatarenecessarytoensuretherequiredstafftoofferthenewtourproduct.


36

ProvideTechnicalAssistancetothePrivateSector:Mostoftheexistingprivatesector,in

the region, has little experience with the specialty tourism markets i.e. ecotourism,

sustainabletourism,birdwatching,tribaltourism,etc.Itisimportanttoensurethatthose

companies, development associations and communities that request assistance are

providedwiththetoolstheyneed.

Naturalandculturalattractionsarepresent.Thecombinationofmarineandterrestrial

habitats representsan important integratedecosystem, includingcoral reefs,mangroves,

anddesertvalleys.TheparkalsoincludesRomanruins,significantreligioussites,quarries

andanomadictribecalledTheAbabda.

Basicvisitorservicesareabsent.Thereexistsashortageoffacilities,andservicesusedfor

recreationandtourism.Foraqualityvisitorexperienceandtoprotecttheecosystem,basic

visitor facilities (e.g. toilets,directional signs, shade, interpretation, roadand trailaccess,

andinsomeplaces,foodanddrink)mustbedevelopedatappropriatetouristsiteswithin

thepark.

Visitormanagementskillsarecritical.Parkmanagementhashighscientificexpertisebut

marginalvisitormanagementskillortraining.Inaddition,theParkRangerrecruitmentand

selectionprocessmaynotrecognizetheneedfortheincreasingneedforthesesocialskills.

This contributes to a lack of interest in and appreciation for the enhancement of visitor

experience.

Information and interpretive services are needed.To achieve resource protection and

informvisitors, interpretative servicesare criticallyneeded throughout thepark.Lackof

funding,limitedpersonnel,andlackofexistingfacilitieswithinwhichtoinstallinterpretive

signspresentschallengestoimplementinglong-term,permanentinterpretiveservices.Itis

importanttocreatesimplevisitorinformation/mapsforwidedistributiontoparkvisitors,

hotelsandtouroperators,designatethesitesopentovisitationandsitesthatareclosedto

visitation,andprovideparkrulesandetiquettetovisitorsatMarsaAlamoffice,thevisitor

center,themainrangerstationatShamsAlam,andeachdesignatedsites.


37

Tour guides and operators as a key venue for visitor access and education for thePark. Fewparksworldwide have sufficient resources to free up trained staff to provideeducation and interpretation services to visitors. Rather, the development of a cadre oftrained,skilled,certifiedandavailablecommercialtouroperatorsandguidesthatserveasthe “mouthpiece” for theparkand itsvalues ismore thenorm.This relationshipofParkmanagerstotourguideswhooperatewithintheParkismostsuccessfulunderaregulatedspecial permit system to ensure that the venue, content and quality of the tours isconsistentwithParkgoals.

Available funds forPAarenotadequate.Funds for thedevelopmentof visitor supportservicesandresourceprotectionarelacking.MakingWGNPprofitableiscommerciallyeasybutbureaucraticallychallenging.Inthecontextofparkfunding,itiscriticaltodistinguishbetween income generation and income retention. While the prospects for increasedgeneration of income from current and potential activities in and around the park aresubstantial,failingtoaddresstheincomeretentionissuewillresultintheparkremainingchronicallyshortoffundsandfunctionallyunsustainable. Theperceptionswithindecisionmakers contribute to the lack of political will to change the status quo. They need toappreciatethefactthatreliabledomesticsourcesoffunding,ratherthanlimitedtermandephemeralinternationaldonorprojects,arethepathtoparksustainability.

There are excellent prospects for WGNP to generate revenue from businessconcessions. Implementing park fees, minor investments in facilities, and concessionarrangementtoprivatetourismoperators,wouldraise largesumsofmoneyquicklywithconsiderable benefits to biodiversity sustainability and huge, positive implications foreconomicgrowthanddiversificationbasedaroundtourism.

Institutionalarrangementsforfinancialcollectionanddistributionarecomplex,andunclear.Therearegeneralweaknessesintheinstitutionalprocessesforgeneratingrevenuesinadditiontotheabsenceofclearsystemsforrevenueretention. Theresult is inefficientandinsufficientre-investmentinPAs.

Jurisdictionalunclarity. Landownership inWGNP is sharedbyseveralauthorities.TDAhas jurisdiction over land 5km inland from the Red Sea. The Red Sea Governorate hasjurisdictionovermuchoftheremainderofthePA,whichalsofallsmanageriallyundertheNCS.TheagenciesforAntiquities,MiningandtheArmyarealsoinvolved.


38

Implementation of a fee system to generate funds to pay for visitor facilities and

management. In July2012parkmanagementwas authorized to charge apark entrance

fee. The specific implementation of this fee system delayed to allow for collaboration

betweentouroperatorsandEEAA.Visitorssupportafeesystemifitbringsenhancedpark

protectionandessentialtourismfacilities.

Creationofapermitsystemfortourguides/commercialoperators.Commercialguides

generallysupport theuseof tourismrevenuetobuild/installbasicvisitorservicesatkey

sites. Guides expressed the need for toilets, shade, parking and signs and desire that

development be done in a way that protects the area’s scenic beauty. There are many

advantagestoapermitsystem,evenif it is free.Theseincludepointofcontacteducation

andorientation,capacityrestrictions,andvisitorusedatacollection.TheParkshouldnot

reinventthewheel,butlookatsuccessfulsystemsandtailorapermitsystemtotheirown

goalsandobjectives.

ProvidingeconomicandsocialbenefittoAbabda.TheAbabdacultureisofgreatinterest

totourists,andtouristscanbenefittheAbabdaeconomicallyandsocially.TheAbabdaarea

tourismasset they shouldbe represented inall venues includingat tourist sites, aspark

guidesandrangers,andthroughauthenticcraftsalesanddemonstrations.Maintenanceof

thelocalvillagemaybepartoftheoverallvisitorcenterareadevelopment.

Betterpromotionisneeded.ItisimportantfortheParktodevelopareputationasaplace

open,welcomingandsupportivefortourists.Anaggressiveproductlaunchandmarketing

campaign to position the WGNP as an eco-tourism destination should be initiated. A

commercial website should be launched. This web site could be at the center of all

marketingactivities.Itcouldbewidelypromotedwithacoordinateddrive-to-webstrategy.

Itcouldbestructuredaroundthevariousactivityandserviceareasandwillpresentsome

of the following information: location of the visitor center,WGNP terrestrial andmarine

ecosystems,communitiesandcultures,historicresources(RomanRoute,miningactivities,

etc),regionaltravelsuppliers,touroperators,divecenters,visitorinterpretationfacilities,

educational programs, tourism activities, attractions and special events, tour packages

(includingmapsanddetaileditineraries).


39

GenuineideasforthePark'sCoast.Throughthoughtfulmanagement,thecoastofthepark

will increase in value as a scenic/tourism destination as coastal areas outside the park

becomeincreasinglyimpactedbylargescaletourismdevelopment.Hotelaccommodations

currently exist within and outside the park that offer a variety of cost and character to

visitors, and which support day use of the park’s coastal (and interior) resources.

Additional overnight hotel/eco-lodge facilities along the coast of the Park could be

developed.Dayusevisitationismoreconsistentwithprotectionofparkresourcesandday

usecangenerategreaterrevenue.Moreover, it isrecommendedtorepeatthescenarioof

thevisitorcenterconcessionthroughapartnershipbetweentheparkmanagementandthe

privatesectortoestablishamarinainsidetheparktoservethevisitorsandactasastart

point for the daily patrolling, and thus integrate tourism development with the

conservation of the unique and sensitive natural and cultural resources of the coast of

WGNP.

Closer liaisonwith NGOs. Significant benefits can be obtained atWGNP through closer

liaisonwithNGOs.EEAA/NCScouldattainbetterparkmanagementandextendassistance

tothelocalcommunitiesusingNGOs.

PartnershipandCooperationwithprivatesector.Therearedozensof tourcompanies,

diveoperatorsandtourguidesthatoperatewithintheparkorneartheparkthathavean

interest in expanding their itineraries and their knowledge about the park values. Park

employees can give educational presentations so that guides are informed of unique

resources, issues,etiquette,etc.Ontheotherhand, there ispotential fortheparktoseek

for grants from donors, work with stakeholders, and develop funding sources for

interpretive services suchas signproduction,brochuredesignandprinting, andexhibits

for the visitor center. The feasibility of partnering with the private sector to undertake

projectswithin theparkorprovide financial assistance inexchange forpromotional and

marketingbenefitshashighpotentialandshouldbefurtherexamined.Itisrecommendedtodevelop a system of cooperation between protected areas and tourism operators/businesses.

Cooperationcansupportthevisitormanagementandprovidebetterservicesandmorequalitative

informationtovisitors.


40

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WGNP-VisitorCenter


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WGNPVisitorCenterDesignandPlan

Source:http://www.archdaily.com/169669/wadi-el-gemal-visitors-center-mada-architects


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MeetingwithWGNPStaff

Documents

Rady Talaat Tawfik [email protected] August 2015