HERMIONE NEVILL

SENIOR TOURISM SPECIALIST

FUNDING AND IMPLEMENTING 21ST CENTURY

DESTINATION MANAGEMENT

6 October 2017

NATURE OF OUR DEMAND

Our clients are governments. Our implementing partners may be destinations.

Client demand focused on growth

We need investment

in the city

We want to develop

new destinations

We need jobs in rural

areas and for youth

We need economic

diversification

We want to grow

the tourism

economy

WHAT DO WE DO?

Skills/ HR

Sector Analysis

Standards

Access

Asset Rehab &

Mgmt

Investment in Fixed Assets

Tourism for

Development

Regulation & Governance

Policy/ planning

OUR NEW APPROACH

In the past, this has had mixed success. ‘Narrow interventions, narrow

indicators, but broad expectations for development’

Over the last two years the WBG has put tourism firmly back on its agenda as a

priority sector and we are dramatically changing the way we operate.

Theory of change

Moving from traditional log frame and results agreement to TOC

Broader, critical outlook, challenging assumptions – working backwards from desired impact

Throws up a much broader range of potential interventions/ barriers to address

Integrated solutions

WBG joined up interventions

Shared diagnostics and analytics

Complementarity between lending, advisory, and investment

Step 1

Identify LTO andassumptions

Step 2

Identify intermediate

outcomes and challenges

Step 3

Identify interventions

Step 4

Develop indicators

Step 5

Write the narrative

Step 6

Quality review

EXAMPLES: INTEGRATION

WHERE DOES DESTINATION MANAGEMENT FIT?

This shift opens the door for DM. DM is needed:

As a coordinating management body to oversee all of the constituent parts

Keep the visitor experience and concepts of value at the fore-front of decisions

Ensure long term sustainability

Monitor and measure success

At the beginning – as well as later in the destination life cycle

We are actively building destination management into the programs we support

e.g. FYR Macedonia, Albania, Indonesia, Rwanda, Georgia

CHALLENGES OF OPERATIONALIZING DM

1. Building client demand – long-term, intangible, value-for-money

2. Defining and measuring a destination, - market vs administrative boundaries

3. Client and destination capacity – for implementation and supervision, new area

4. What scale to operate on – nesting destinations and competition

5. DM Institution vs practice – visibility and funding

6. Finding a champion – DM is about people. Key to sustainability.

7. Finding consultants – local vs international specialists, high supervision costs

8. Timings – sensitive area, takes time, often projects to do not have flexibility

PROJECT SUCCESS FACTORS

We as F&E are active in about 40 destinations – a portfolio (including wider WBG

projects) of around 3.6bn on differing scales.

The variables of project success are many, but there are various good practices that help;

- Defining success; A strong theory of change and well constructed set of indicators that clearly

attribute to impact

- Government/ client motivation, national champions and whole of government coordination

(Rwanda)

- Client and implementing partner capacity (fYR Macedonia)

- Public private dialogue, stakeholders

- Strong diagnostics with market and demand-oriented analysis

F&E GLOBAL PORTFOLIO – TOURISM

13 Pipeline Projects

23 Active Projects

2 Post Implementation

Tourism IG

Saint Lucia

Buddhist Circuit

Tourism

Tourism Business

Climate Cusco - Peru

Tourism Regulatory

Simplification Lebanon

Swaziland IC

& Sectors

Boosting Tourism in

Peru – Phase II

Rwanda Sector

competitiveness

Tourism – Global

Product Development Project

E4E Logistics/

Tourism

Morocco

Myanmar

Destination

Development

Uganda IC Industry

Program

Sustainable Economic

Development Sri Lanka

Sao Tome

& Principe

Nepal Investment

Climate for Industry

Odisha Inclusive

Growth Partnership

Knowledge

Management &

Dissemination

Activities

In Progress

Tourism Theory of Change & M&E

Framework II

Skills for Tourism Growth & Inclusion

Delivering Jobs & Opportunities for

Women in Tourism

Events & Partnerships

World Bank Tourism Forum

TripAdvisor

AirBnB

UNWTO

Thailand Strategy Revision

Timor Tibar Bay

Development

Mongolia Export

Diversification

OECS Ferry

Development

Invest West Africa

Program: Benin, Cote

d’Ivoire, Senegal,

Ghana, Togo

Tanzania

Industry

Competitiveness

OECS Competitiveness Project

Nigeria: Growth &

Employment

Madagascar Integrated Poles

and Corridor Project 2

Uganda: Competitiveness

& Enterprise. Dev.

Lesotho Second Private

Sector Competitiveness

Swaziland Private Sector

Competitiveness

Cabo Verde

Competitiveness for

Tourism Development

Benin Cross Border

Tourism and

Competitiveness

Cameroon Competitive

Value Chains

Laos PDR Trade

Development Facility

Macedonia Local and

Regional Competitiveness

Armenia Trade Promotion

and Quality Infrastructure

Haiti Business Development

and Investment

Tunisia Third Export

Development Project

West Bank and Gaza Masar

Ibrahim/ Abraham Path

Senegal Growth

and Export

Development

Indonesia Tourism

Development Program

Entrepreneurship and jobs

in Maldives

PNG Tourism Development

Program

Completed

Tourism and Connectivity in the Pacific

(2016)

Guinea Tourism Sector Note (2016)

Ebola Tourism Recovery (2016)

An Evaluation of the Development Impact of

IFC Hotel Investments (2016)

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MOVING AHEAD

Our success rate is going to improve by;

- Employing the Theory of Change (better diagnosis, design and measurement)

- Greater integration of our WBG offer

- Embedding destination management practices in our projects

We are working on;

- A suite of technical tools and materials to help implementation (stakeholder management toolkits,

guides for developing destination plans, the empirical evidence base for destination management,

ToRs for destination managers etc),

- A number of strategic corporate partnerships – notably with Airbnb to engage in these issues.

Thank you

Hermione Nevill

Senior Tourism Specialist,

Finance and Entrepreneurship Global Practice, WBG

Hnevill@ifc.org

+12028136875

EXAMPLES OF F&E TOURISM PROJECTS: Delivering investment, jobs and

inclusion in diverse destinations

T&C support in Nepal, in partnership with the Nepal Tourism Board and the Nepal Investment

Board is streamlining the licensing and regulatory process for tourism and working to develop 4-

5 catalytic investments that have been identified in an extensive pre-implementation process.

The program has already been credited with identifying and linking a potential investment to IFC

IS of US$42M that is now at the appraisal stage.

Internal Partners: IFC C3P, IFC IS, GP13

In Madagascar T&C tourism work linked to the Atsimo-Andrefana and Diana Growth Poles aims

to develop both regions as competitive tourism destinations through airport PPPs (with IFC) & air

transport liberalization, concession systems for protected areas, capacity building in marketing

and destination management at national and regional levels as well as a substantial public

sector investment program in roads, water and sanitation. Internal Partners: IFC C3P, GP13

In Indonesia, T&C is working to improve connectivity and tourism carrying capacity of 10

emerging destinations, promote tourism linkages to the local economy, enhancing the enabling

environment for private investment in tourism, increasing institutional capacity to facilitate

integrated and sustainable tourism development, and providing a “whole-of-government”

approach to tourism planning and development. Internal Partners: GP13. GP ENV

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