Project Development For Sustainable Tourism: A Step by Step Approach

GSTA
Global Sustainable
Tourism Alliance
PROJECT DEVELOPMENT
FOR SUSTAINABLE TOURISM
A STEP BY STEP APPROACH
2
Sustainable Tourism: International Cooperation for Development
5 O N L I N E TO O L K I T A N D R E S O U R C E S E R I E S
ON L IN E TO O L K IT AND RE S O U RCE S E RIE S
http://lms.rmportal.net/course/category.php?id=51
ST101.
Global Tourism
Achieving Sustainable Goals
ST102. Project Development for Sustainable Tourism

A Step by Step Approach
ST103. Tourism Destination Management

Achieving Sustainable and Competitive Results
ST104. Tourism Investment and Finance

Accessing Sustainable Funding and Social Impact Capital
ST105. Sustainable Tourism Enterprise Development

A Business Planning Approach
ST106. Tourism Workforce Development

A Guide to Assessing and Designing Programs
ST107. Tourism and Conservation

Sustainable Models and Strategies
ST108. Scientific, Academic, Volunteer, and Educational Travel

Connecting Responsible Travelers with Sustainable Destinations
ST109. Powering Tourism

Electrification and Efficiency Options for Rural Tourism Facilities
GSTA
Global Sustainable
Tourism Alliance
PROJECT DEVELOPMENT
FOR SUSTAINABLE TOURISM
A STEP BY STEP APPROACH

ON L I NE TO O L K I T AN D R ES O U R CE S ER I ES
Primary Author
Eileen Gutierrez
Contributors
Roberta Hilbruner, USAID
Donald E. Hawkins, George Washington University
This publication is made possible by the support of the American People through the United States
Agency for International Development to the Global Sustainable Tourism Alliance cooperative agreement
#EPP-A-00-06-00002-00. The contents of this publication are the sole responsibility of the author(s) and
do not necessarily reflect the views of USAID or the United States Government.
Table of Contents
Table of Contents................................................................................................................. 1
Preface .................................................................................................................................. 2
Acronyms ............................................................................................................................. 4
Unit 1 Sustainable Tourism Project Concept Development ......................................... 5
Unit 2 Developing Sustainable Tourism Projects for Funding ................................... 10
Unit 3 Working with Stakeholders ................................................................................ 14
Unit 4 Providing Background and Context .................................................................. 25
Unit 5 Value Chain Analysis ......................................................................................... 39
Unit 6 Major Activities, Monitoring Plans, and Project Timelines .............................. 43
Unit 7 Describing Project Management Structure and Estimating Project Costs ..... 55
Unit 8 Project Concept Submissions ........................................................................... 64
Glossary ............................................................................................................................. 69
References ......................................................................................................................... 72
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International Institute for Tourism Studies

The George Washington University 2201 G Street, NW
Washington, DC 20052
Preface
This course introduces the participant to developing a sustainable tourism project that
contributes to international development goals. Upon finishing the course, participants will
have the tools necessary to complete a successful project concept note or similar proposal at
the design stage. Participants will gain an understanding of standard requirements for concept
planning and design and how best to gather needed information. Participants will learn
approaches to rapidly assess project areas and write project goals, objectives, and activities
that embrace the principles of sustainable tourism. Upon completion of this course,
participants will be able to construct a concept note for submission to bi-lateral, multi-lateral,
and other donors for sustainable tourism projects.
The target audience consists of professionals engaged in development assistance in

developing countries and working on sustainable tourism projects, including staff from donors
(such as USAID), government agencies, NGOs, consulting firms, universities, businesses,
and related entities. Some specific examples of audiences which would benefit include:
Local authorities such as a destination management organization, tourism office,

promotion agency, or organization exercising governance power over tourist activities
Public, semi-public, or civil society administrators or professionals responsible for the
development, promotion, or organization of tourism activities
Destination management companies responsible for managing commercial activities
for city, theme park, or resort destinations
Local, public, or private tourism operators offering transportation, lodging, food, space,
attractions, events, or others concerned with enhancing the long-term sustainability
and competitiveness of tourism destinations
Consultants involved in tourism planning and development
University professors teaching tourism or planning courses
Whether developing a canoe trip or a national ecotourism investment program, each

sustainable tourism project passes through a life cycle which generally begins with developing
a project concept. The project concept note or proposal is a key planning and design tool,
which most funding organizations require as part of their approval process. It describes in
clear terms the projects goals and objectives; the background surrounding the issues; the key
challenges and opportunities involved; main activities planned; how outcomes may be
measured; the organizations involved and their roles; and a budget estimate.
Producing a successful sustainable tourism project concept involves early project planning
and coordination efforts. For sustainable tourism this planning typically involves a rapid
assessment process of economic, environmental, and social contexts where stakeholders
involvement greatly facilitates an understanding of the project area and agreement on project
goals, objectives, and activities.
Context mapping, value chain analysis, and other participatory approaches such as System-
wide Collaborative Action for Livelihoods and the Environment (SCALE) and the Tourism
Assessment Process (TAP) are tools that rapidly gather information for a sustainable tourism
Project Development for Sustainable Tourism/2

project concept note. They guide the participant on how to assess: the structure of the tourism
industry; supply and demand; environmental and social considerations; and, potential project
activities and strategies. By employing participatory approaches throughout these early
assessments organizers can identify organizations and individuals needed to support and
implement the project.
Donors will often require that the concept note include a performance plan and potential
indicators, i.e., number of hectares under improved environmental management as a result of
the project. Indicators can be economic, environmental, or socio-cultural and reflect the
measured area or activity. Donors may also require standard formats, such as a logical
framework, casual models, and results framework to summarize major goals, objectives,
activities, and performance indicators.
This course provides a general introduction to tools used by sustainable tourism development
professionals to complete project concept notes. A major output of this distance learning is
that participants develop a concept note for a sustainable tourism project. Participants would
utilize one or more courses which follow to further develop specific content related to a chosen
area of focus, such as investment and finance, business planning, and tourism destination
management.
The majority of the information in this course exists thanks to the dedication of professionals
who have invested uncountable hours synthesizing their experiences in the field. In particular,
Roberta Hilbruner of the Social Change Communication/Sustainable Tourism Development
unit at USAID and Dr. Donald Hawkins, Eisenhower Professor of Tourism Policy at The
George Washington University have ceaselessly supported sustainable tourism as a
development approach and captured many lessons learned in this field of growing importance.
Their contributions to this course have been instrumental.
The Global Sustainable Tourism Alliance Management Partners Academy for Educational
Development, The George Washington University, Solimar International, and The Nature
Conservancy provided helpful guidance.
We would like to express our deep appreciation and gratitude to a number of individuals who
shared their knowledge and experience in the production of this publication, particularly to our
editor, Jon Kohl and to Annessa Kaufman and Kristin Lamoureux of George Washington
University.
We also express our appreciation to the World Tourism Organization and its Themis
Foundation for permission to utilize information from their publications and to pilot test this
publication.
Eileen Gutierrez

Acronyms
AED Academy for Educational Development

AETS Alianza Ecuatoriana del Turismo Sostenible/Ecuadorian Sustainable Tourism
Alliance Program
AOTR Agreement Officer Technical Representative
CBO Community-based Organization
CDF Comprehensive Development Framework
DFID UKs Department for International Development
DSTA Dominican Sustainable Tourism Alliance
GDP Gross Domestic Product
GEF Global Environmental Facility
GSTA Global Sustainable Tourism Alliance
GSTA/PD Pay Dogon (Mali) Sustainable Tourism Alliance Program
GW The George Washington University
HIV/AIDS Human Immunodeficiency Virus/Acquired Immunodeficiency Syndrome
IAD Inter-American Development Bank
IPCC Inter-Governmental Panel on Climate Change
LFA Logical Framework Approach
MDGs Millennium Development Goals
MOU Memorandum of Understanding
NGO Non-Governmental Organization
NRM Natural Resource Management
NTFP Non-Timber Forest Products
NWP Nature Wealth and Power
PMP Performance Monitoring Plan
RFA Request for Applications
RFP Request for Proposals
SAVE Scientific and Volunteer Tourism
SCALE System-wide Collaborative Action for Livelihoods and the Environment
SME Small- and Medium-Sized Enterprises
SWOT Strengths, Weaknesses, Opportunities, and Threats
TAG Technical Advisory Group
TAP Linking Tourism, Conservation and Communities
UN United Nations
UNED United Nations Economic Development
UNWTO United Nations World Tourism Organization
USAID United States Agency for International Development

Unit 1 Sustainable Tourism Project Concept
Development
At the end of this unit, participants will be able to:
Understand where the project concept fits in the project life cycle.
Understand information need and the key criteria donors use to evaluate projects for
funding.
Introduction: Project Life Cycle

Development projects typically have a life cycle (Figure 1.1) that begins with project
preparation and planning, then approval, that leads into detailed activity planning and
implementation, and ends with completion and final reporting.
Figure 1.1. Project Life Cycle (IAD, 2011a)
Developing a concept is part of the preparation phase. During preparation and planning
organizers may identify a general project concept based on an obvious issue, for example,
developing tourism enterprises that provide jobs and income without degrading ecosystems.
They may also target sources of funding such as aid banks, donors, and government
programs. Equally important is identifying potential implementing agencies either
organizations or people with enough expertise and experience to carry out project activities.
Once organizers articulate these basic project aspects, they need to elaborate the specific
objectives and goals. Organizers should work in concert with stakeholders to develop goals
and objectives through a participatory process which captures results in a document that can
be shared with potential funders before advancing to detailed activity planning and

implementation. The United States Agency for International Development (USAID) defines
four steps that lead to a well-designed project (2011a).
1. Clearly define the problem

2. Develop a results-oriented program description
3. Establish a system for monitoring and evaluating performance and for
reporting, using, and sharing performance information
4. Agree upon responsibilities for performance
Organizers define a project concept during preparation in a written document. Organizations

may refer to this document with various names, for example, project concept note or project
abstract or technical application. Organizers often use the project concept to garner
agreement or approval from project stakeholders and supporters such as donors and
government. For this course, we focus on how to develop a project concept document that
describes a results-oriented sustainable tourism project that can be submitted for funding by
an aid bank or donor. Results represent the highest level of impact that a project may achieve
and are a significant, intended, and measurable change in the condition of a customer, host
country, institutions, or other entities that will affect the customer directly or indirectly (USAID,
2011a, www.usaid.gov/pubs/sourcebook/usgov).
Sustainable tourism projects may pursue many kinds of results, such as economic growth,
reducing poverty, improving natural resource management, or conserving biodiversity, among
others. The following types of sustainable tourism projects will be discussed in-depth in the
following courses which are part of this online learning program.
Tourism Investment and Finance: Accessing Sustainable Funding and Social Impact
Capital
Sustainable Tourism Enterprise Development: A Business Planning Approach
Tourism Workforce Development: A Guide to Program Assessment and Design
Tourism Destination Management: Achieving Sustainable and Competitive Results
This course will guide practitioners through a step-by-step process to develop a results-
oriented sustainable tourism project concept. Unit 8 summarizes a step-by-step guide for
developing the concept note. This guide can be printed or downloaded from
http://www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/ProjectConceptDev
elopment.doc.
Project Life Cycle: The Donor Viewpoint
Major donors often fund sustainable tourism development projects that meet particular
strategic objectives and development goals. Each major multilateral donor such as the World
Bank, the Inter-American Development Bank (IDB), the Global Environment Facility (GEF),
and the United Nations (UN) as well as bi-lateral governmental donors such as USAID or UKs
Department for International Development (DFID) set their objectives and goals on a periodic
basis. The overall objectives and goals are public information and easily accessible both
printed and on the internet. See Box 1.1 for USAIDs guidelines for funding projects. Note:
private donors and foundations, such as the Kellogg or Ford Foundations, also provide
guidelines and instructions to access their grant funding system.

Box 1.1
USAID Funding for Projects
USAID utilizes various acquisition and assistance instruments to implement its

activities, such as contracts, grants, cooperative agreements, and purchase orders.
These instruments provide a variety of commodities and technical assistance to
support agency objectives.
USAIDs relationships with its implementing partners fall into one of these categories:
1. USAID provides grants to a grantee to implement a program without directly

intervening itself during the program.
2. USAID provides funds via a cooperative agreement to a cooperator but
does have substantial involvement and contact with the implementer during
project.
3. USAID provides funds for a minority share of project costs to a private sector
implementer through a public-private partnership agreement. The
implementer is usually a non-traditional or first-time recipient of USAID
financial support.
4. USAID uses contracts with services or equipment providers to implement
projects over which USAID has management responsibility.
To solicit provider participation, USAID issues requests for applications (RFA) and
requests for proposals (RFP). It publishes these solicitations at the US Government
Points of Entry, www.fedbizopps.gov and www.fedgrants.gov. In all cases an RFA or
an RFP provides adequate time for a potential partner to respond.
An RFA results in a grant or cooperative agreement and an RFP results in a

contract. These requests can be issued any time for any activity or program.
(USAID, 2011b)
Multi-lateral and bi-lateral donors set specific country objectives and develop funding
programs based on these. Donors rely on their in-country program teams and development
experts to develop these in concert with the host government and key stakeholders such as
non-governmental organizations. Once established, a donor announces a request for
proposals or applications from private and non-governmental organizations to compete for
projects that meet their goals.
Project Management Viewpoint
Project concept documents are an excellent tool for solidifying project ideas and
communicating these among not only internal audiences but also external audiences.
Developing the project concept note typically requires deep conversation with project
stakeholders and ground-truthing to assess the viability of proposed goals, objectives, and

activities. Project concepts help organizers to spell out the issue they plan to address,
principal challenges they may face, and opportunities that may arise in the process. A project
concept outlines the management structure of the project by clarifying who will manage the
project and implement activities and which organization may receive funds and how funds
may be distributed. See Figure 4 Sample Technical Application. This outline was used for
developing concepts used for submitting Global Sustainable Tourism Alliance (GSTA)
Program concepts to USAID Missions.
Section I: Understanding and Technical Approach

A. Setting the context
B. Constraints, challenges, and opportunities
C. Approach overview
D. Design phase
E. Implementation phase
F. Monitoring and evaluation plan
G. Cross-cutting issues and key considerations
Section II: Program Management& Organizational Structure

A. Program management
B. Organizational structure
C. Generating, monitoring, and reporting cost-share contributions
Section III: Proposed Staffing Pattern & Personnel

A. Proposed personnel (design phase only)
B. Proposed staffing pattern (implementation phase)
Section IV: Partner Institutional Qualifications & Past Performance

Annex A: Work plan and timeline
Annex B: Summary matrix of implementation partners
Figure 1.2. Sample Technical Application (Concept Note) Outline (GSTA, 2009)
There is many ways to raise support for a project. Local businesses and organizations or even
individuals may invest in a project. Ashoka Changemakers is an organization that hosts
competitions for development projects and raises funds from the private sector and
foundations to fund awards (www.changemakers.com/competitions/browse/all.)
For this course, we focus on developing a sustainable tourism project concept based on major
donor requirements. The primary mission then is to ensure that the project will result in a
significant, intended, and measurable change in the condition of a [target population], host
country, institutions, or other entities that will affect the [population] directly or indirectly.
(USAID, 2011a, www.usaid.gov/pubs/sourcebook/usgov) See Step 1 below.
Step 1 Identify the Projects Major Results
Identify major results for the sustainable tourism project and organizations that may have
similar goals or objectives. Several donor websites appear below. Also check with locally
available projects, such as donor country offices, government programs, and foundations.

Summary
A project life cycle is a series of stages including project preparation and planning,
approval, activity planning and implementation, and completion and final reporting.
Developing a project concept in written form is the principal output of the project
preparation and planning stage.
Successful projects are based on participatory planning that begins by clearly defining
the problem.
Organizations such as multi-lateral and bi-lateral donors have larger development
goals and objectives, which guide what type of projects they may seek and support.
For More Information
USAID Sourcebook
www.usaid.gov/pubs/sourcebook/usgov/plan.html
Inter-American Development Banks Multilateral Investment Agency: Doing Business with the
IADB Group
http://www.iadb.org/en/resources-for-businesses/resources-for-businesses,6300.html
African Development Bank

www.afdb.org/en/
Asian Development Bank

www.adb.org/
UKs Department for International Development

www.dfid.gov.uk/
European Union
http://europa.eu/

Unit 2 Developing Sustainable Tourism
Projects for Funding
Learn overall approaches to project planning for sustainable tourism and the role of the
project concept note
Introduce standard requirements for a project concept note
Planning to Develop a Sustainable Tourism Project Concept
Step 2 Identify Project Team Members
Identify and consult with potential team members to help with developing a
sustainable tourism project concept. These may be individuals either within your
organization or external to your organization. Consult with each to determine if they
have the time and interest to engage with developing the concept note.
To develop a sustainable tourism project, practitioners gather a small team to help bring
together the project. Successful project preparation begins by clearly defining the problem that
the project hopes to mitigate or overcome. The problem implies understanding of core issues,
their importance, and how their consideration might influence project design. To understand
the interaction between the myriad environmental and social factors may require a broad
expertise to develop a sustainable tourism project concept.
The team may receive its mandate from an organization, a government entity, or individual
actors joined in response to a donors request for proposals or applications. Ideally, a tourism
development specialist leads the team, potentially composed of specialists in
Business analysis and marketing research

Local cultural heritage and history
Local wildlife and natural resource management
Environmental and biodiversity conservation
Socio-economic development in rural areas
Local, regional, or international tourism
Communications and participatory development
Normally project organizers contract expert consultants and rely on stakeholders, some of
whom may eventually assume an implementation role. When organizations join forces in
pursuit of a project, they often use a Memorandum of Understanding (MOU). For an example
of one, see

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Memorandum_of_Under
standing_Example.pdf.
The team needs to agree how to develop their project concept and which organization it will
target, and what information that organization requires.
Donor Requirements for Project Concept Notes
Step 3 Determine the Target Organization
The project team considers for which organization they want to write the project concept
note. Is it a government agency, a local community, a funding organization, or all? If a
funding organization, review all donor requirements for the submission and establish a
timeline and responsibilities for completing each section. See the Sample Project Profile
Form provided at:
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/IADB_Project_Profile
_Form.doc
Each donor has its own rationale and process for prioritizing funded projects. In general
donors support projects that further their development goals and strategies. See Box 1.1 for
an example of IDBs rationale for reviewing projects.
Box 1.1
IDBs Multilateral Investment Facility (MIF) Project Rationale
The MIF identifies and prioritizes projects to meet the objectives set in the MIFs agendas.
The MIF uses the following criteria to prioritize projects:
Project results and alignment with Agenda objectives. How does the project
contribute to the objectives of the Agenda?
Prioritization rationale. Why was this project chosen in the context of the Agenda
rationale?
Learning in the context of the Agenda. What hypothesis from the Agenda is being
tested? How will the project respond to the hypothesis? How will project activities
enable learning?
Project components. What are the project components and activities and how do
they contribute to project outputs and outcomes? How will project learning be
captured, measured, and used to reach the desired audiences?
(IDB, 2011f)
http://www5.iadb.org/mif/PartneringwiththeMIF/FinancingOportunity/tabid/176/language/
en-US/Default.aspx
As the project development team develops its concept, members ask these questions:
Does project identify goals and objectives relevant to the supporting organization?

What are project components and activities and how do they contribute to outputs
and outcomes? Will activities meet objectives and goals, and will they lead to
larger results desired by the supporting organization?
What is the projects potential scale of impact on the supporting organizations
objectives? Is that impact significant enough to warrant funding?
Will project activities contribute to learning among the supporting organizations
networks? How will project lessons learned be measured and disseminated?
Project design should measure and learn during the entire process, in order to improve project
results. Too often projects write lessons learned at project end, ironically too late to be of any
use to the project that actually produced the learning in the first place.
The format of a concept proposal and process for submitting will vary widely; however, the
basic information required tends to be similar. The following is an example from IDBs Social
Entrepreneurship Program Project Profile Form (IDB, 2011c):
1. Provide background Information. Describe projects beneficiaries or direct clients and its
socio-economic and institutional context (specific sector, activities, number of
beneficiaries, gender, geographic location, degree of organization and support received
from other institutions, income level, poverty indicators, etc.).
2. Define the problem. Describe main problems or specific deficiencies that the project
addresses in the sector and geographical area, and the impact of these problems on
micro- and small entrepreneurs. This is not a list of traditional problems but a
demonstration that problems really exist and the impact that they have had. The problem
description, of course, must directly relate to the proposed solution.
3. Project management. Describe the implementing agencys experience in the sector
where it proposes to carry out the project and how it plans to do it.
4. Approach. Describe advantages of the models approach to solve the problems.
5. Proposed solution. Describe the proposed solutions for each problems presented. For
each activity include the budget in US dollars.
6. Results. Describe expected results of the project.
7. Executing Agency and institutional aspects. Describe most important aspects of the
implementing agency. Include its founding, years of operation, mission, vision, main
strengths, areas of operation, financial situation, and briefly explain why it is the best
candidate to carry out the project. Project sustainability. Describe project aspects that will
increase its sustainability after funding has been completed. Issues. Describe issues that
the project will analyze, for example: (a) size of project components; (b) demand for
projects products; (c) how project participants will benefit from project; (d) feasibility and
origin of counterpart funds.
8. Environmental and social impacts and proposed solutions. Describe environmental or
social negative impacts and how they will be mitigated. Highlight if the project includes any
important aspects regarding gender, social inclusion, or indigenous groups.
To include all this information may daunt, however, a well-organized team and motivated
stakeholders will provide most of the required information. The timeframe for pulling together a
project concept will vary and largely depends on information availability and project scope. It
can take as little as a few weeks or many months to fully develop a project concept note.
At this point, the team considers methodologies and approaches it may use. A participatory
approach, such as hosting workshops or consultations with local stakeholders, can be an
effective way to define project scope for a host of reasons, discussed in Unit 3. In addition,

several rapid assessment methodologies help to define the problem addressed, determine
strategies and activities employed, and how to monitor these. Units 4, 5, and 6 introduce
these methodologies and resources. Finally, Unit 7 covers how project management and cost.
The end of each unit points the team to a project concept template in order to guide the team
step-by-step through its completion.
Summary
Defining the problem of a sustainable tourism project requires understanding
factors that range from environment to socio-economic to political. Wide expertise
may be needed to develop a sustainable tourism project concept.
A project concept note is directed at some organization which requires certain
information. In most cases a donor offers specific timelines, requirements, and
processes for submitting a concept.
Key questions to ask when determining which donors to target are:
o Does the project achieve goals and objectives relevant to the organization?
o What are project components and activities and how do they contribute to
project outputs and outcomes? Will activities achieve objectives and goals?
o What is the potential scale of project impact? And is it enough?
o How will project activities contribute to learning? How will lessons learned
be measured and disseminated?
Project concept proposals require a significant amount of information.
Ashoka Changemakers National Geographic Geotourism Challenge 2010 Winners

www.changemakers.com/en-us/coasts
Inter-American Development Bank Geotourism Challenge

http://www5.iadb.org/mif/apps35/Home/Calls/GeotourismChallenge/tabid/207/language/en-
US/Default.aspx
Inter-American Development Bank Social Entrepreneur Program

http://www5.iadb.org/mif/apps35/PartneringwiththeMIF/Aprogramwithasocialfocus/tabid/102/la
nguage/en/Default.aspx
USAID AD 303 Guidelines

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/USAID_ADS_303_Guide
lines.pdf
Memorandum of Understanding Example

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Memorandum_of_Under
standing_Example.pdf
Sample Project Profile Form

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/IADB_Project_Profile_Fo
rm.doc

Unit 3 Working with Stakeholders
Determine which participatory methodologies to use for gaining preliminary project

support from stakeholders
Understand that communications and social networking are integrated into a
sustainable tourism project to help scale up impacts
Develop a summary of goals and objectives for the project
Importance and Benefits of Engaging Local Stakeholders
Involving strategic stakeholders those from the local community, tourism industry, and
government in the process of planning and implementing greatly increases chances of
long-term success. As explained in Gutierrez, Lamoureux, Matus, and Sebunya (2005),
several methodologies engage stakeholders early in project development:
Hosting Future Search and Mapping the Context workshops

Visioning exercises
Participatory strength, weakness, opportunities, and threats analysis
Community mapping
Focus groups
Stakeholder engagement throughout the process is important since tourism is widely impacted
by the following:
Resident-tourist interactions
Availability of public and private resources and infrastructure
Resident ownership of the tourism plan
Potential for the development of varied tourism products
Local stakeholder involvement presents a win-win opportunity. On one hand, the project
development team can raise awareness of the destinations natural and cultural resources,
and how to leverage these resources for sustainable development. On the other hand,
involving stakeholders from the start gives stakeholders an opportunity to learn firsthand about
the concepts being considered and provides a space to [voice] community priorities and
concerns. In addition, engaging stakeholders early will (Gutierrez et al., 2005):
Give opportunities to answer questions and contribute to project concepts

Engage in open discussions of concerns regarding any immediate concerns about
tourism development
Allow communities to cite key issues that they think are important
Decide the communitys level of general readiness for tourism development

Decide if the assessment should proceed in full, in part, or not at all
Scaling Up a Projects Impact: A System-wide Approach
The tourism industry often serves as a network of economic and political

agents, processes, and resources. The interactions among these elements will
ultimately determine the level of positive or negative impacts tourism may have
on the destination. Key stakeholder groups, given their central influence
regarding the impacts of tourism on biodiversity, include government, the
private sector, development agencies, and local residents. Other stakeholders,
such as tourists, non-governmental organizations, intergovernmental agencies
and experts, financial institutions, academics, and consultants, also have
important roles, but their actual contribution depends on their ability to influence
the central players (Gutierrez et al., 2005, p. 18).
In recent decades, the international development community has focused more attention on
working with these larger systems and networks. One such approach developed by AED on
behalf of USAID is SCALE. SCALE stands for System-wide Collaborative Action for
Livelihoods and the Environment. The SCALE approach seeks to identify leverage points
within the interconnections present in a given industry or focus area and to use those to
catalyze actions. See Box 3.1 excerpted from Putting SCALE into Practice, a training course
that introduces participants to system-wide communication based approaches to
development.
Box 3.1
SCALEs Theoretical Base

Development Communication, Systems Thinking, Social Capital, and Social
Network Analysis
The evolution of SCALE reflects the changes in development communication. In

GreenCOM, what began as a behavior change communication-based approach
(adapted from the health and education sectors), evolved over time into an integrated
systems approach that combines the best behavior change communication tools with
systems-based, participatory, and strategic planning tools. GreenCOMs extensive field
experience demonstrated that development communication needs to take an
integrated approach in which all stakeholders in the social system related to the issue
from government, civil society, private sector, and the environment have the
opportunity and support to contribute to the solution. This results in a shift from
focusing on changing a few discrete behaviors to catalyzing system-wide change that
engages all segments of society affected by an issue. For this to happen,
communication among stakeholders plays a critical role. Table 1 summarizes this
development communication paradigm shift.
(Booth, 2009)

SCALE as a Project Strategy: Integrating Communications and Social Networking
SCALE emphasizes the importance of increasing communications and social networking

among target audiences to strengthen social capital. Booth (2009) writes:
Households with greater connectedness have been shown to have higher incomes
(Narayan and Pritchett, 1996; Krishna, 2002; Wu and Pretty 2003), better health,
educational achievements and longevity (Fukuyama, 2000), improved social
cohesion (Schuller, 2001) and lead to more honest government (Putnam, 2000).
Research has demonstrated that smaller, tighter networks can be less useful to their
members than networks with lots of loose connections (weak ties) to individuals
outside the main network. More "open" networks, with many weak ties and social
connections, are more likely to introduce new ideas and opportunities to their
members than closed networks with many redundant ties. It is better to have
connections to a variety of networks rather than many connections within a single
network.
Table 1.1. The Changing Development Communication Paradigm (Booth, 2009)
From To
Objectives: From change not only in But also changes in social norms, social
individuals. networks, and social systems that reach
beyond and influence the individual
Audiences: from not only high-risk To include a wide range of non-traditional

populations and their influencers. stakeholders including the media,
policymakers, and the private sector
Messages: from not only vertical do this To include horizontal communication

messages. among organizational and interpersonal
networks
Channels: from media not only as But also as partners and from traditional
channels. broadcasting to new media technologies
Capacity Building: from communication To strengthening communication skills of

capacity building of a few counterpart people and throughout the system
organizations (everyone in the system is a communicator)
as well as networks of organizations at
multiple levels
Find references cited in this passage in original work by Booth.

In many projects increasing communications and social networking among target audiences in
a project area can be done through widely available communication tools and approaches
such as the internet, public relations, radio, public events, and newsletters.
Rapid Participatory Approaches for Working with Stakeholders
As an initial step, the project team brainstorms with local contacts about whom to specifically
invite or consult and how to engage those individuals or groups. See Figure 3.1.
Figure 3.1. Tourism Stakeholders (Gutierrez et al., 2005)
Depending on size and locations of stakeholders and available funding, the project team may
decide to use approaches for large groups or smaller groups or a combination thereof. For
example, USAIDs Global Sustainable Tourism Alliance (GSTA) program in the Dominican
Republic used a large initial meeting to bring key stakeholders together to determine larger
project goals and then followed with smaller meetings in seven target destinations to
determine specific objectives for each. This approach was taken because the GSTA took this
approach because it worked at both national and local levels; in addition the GSTA received
initial funding from USAID to cover large-scale meetings. Conservation Internationals
Sustainable Tourism Development project in Bolivia used small group meetings with
community leaders to develop a project concept for building Chalalan a community-owned
and operated ecolodge, which was then submitted to and funded in part by the Inter-American
Development Bank.

Working with Large Groups: Mapping the Context and Future Search
SCALE offers an effective methodology for working with larger groups to determine a projects
overall goals and objectives. The process begins by gathering a smaller group of stakeholders
representative of various sectors that would be involved in the project. This group meets to
determine the central goal of the project through a process called Map the Context. This map
becomes the theme for a larger stakeholder meeting to determine common ground and
actions that the project and other initiatives may undertake. See Box 3.2 for a summary of the
Map the Context.
Box 3.2
Essential Information to Map the Context
Mapping the context develops a thorough understanding of the social system related to the
issue in order to decide who should take part in the Future Search workshop. Traditional
development methodologies frequently spend up to a year conducting assessments and
other studies that they use to determine where the project will intervene in the system.
SCALE proposed that if the right people those who genuinely represent a major portion
of the social system related to the issue are in the room at the planning workshop, they
will have all of the information that they need to help the system self-organize towards their
common goal. So in SCALE, information gathering is very focused and limited to
information that can ensure that the entire social system is participating in making these
decisions.
(Booth, 2009)
At the end of a Mapping the Context, the group will have identified issues and summarized the
overall context governmental, social, environmental, and economic, which influence the
project. In addition, the group will have identified important individuals and groups and those
connections that need to be strengthened. Those identified earn a spot on the guest list for a
larger Future Search workshop. See Putting SCALE into Practice for instructions on how to
host these events.

Box 3.3
What Is a Future Search?
The Future Search workshop, originally developed by Weisbord & Janoff (2010), involves
social actors in a system related to a particular issue in a change process that they own and
shape. It provides a forum where representatives of diverse groups can develop a common
vision about the issue and analyze the current reality and decide what needs to change. They
generate ideas about how and what to change as well as hopefully commit to short-term (three
months) and long-term (three years) implementation plans towards that vision.
Why Do a Future Search? People will support what they help create. When people are
involved and share power in a decision process, they more willingly help to implement the
product of that process. Future Search workshops access a critical mass of people who have
the critical mass of information that informs and enriches the change process.
How is a Future Search workshop different from other participatory meetings?

The principles set the stage for a different kind of workshop:
The whole system participates a cross-section of as many interested parties as
practical. It includes people with authority, resources, expertise, information, and need.
That means more diversity and less hierarchy than is usual in a working meeting, and a
chance for each person to be heard and to learn other ways of looking at the task at
hand.
Future scenarios for an organization, community, or issue are put into historical
and global perspective. That means thinking globally together before acting locally. This
feature enhances shared understanding and greater commitment to act.
People self-manage their work, and use dialogue, not problem solving as their principal
tool. That means also helping each other to do tasks and taking responsibility for their
perceptions and actions.
Common ground rather than conflict management is the frame of reference. That
means honoring our differences rather than having to reconcile them.
Participants are invited to take responsibility for their views, comments, and plans.
What Will We Do during the Workshop?

There are many Future Search techniques; SCALE uses an adapted format.
Sample Agenda
Day 1 Afternoon
Focus and analyze their common past
Focus on and analyze the present including external trends
Day 2
Continued analysis of trends
Ideal Future Scenarios
Identify Common Ground
Day 3 Morning
Confirm Common Ground
Action Planning and Commitment
(www.futuresearch.net/method/methodology/index.cfm)

Working with Small Groups: Visioning Exercises, SWOT Analysis, and Community
Mapping
The Visioning Exercise and SWOT Analysis are both quick and effective tools for
soliciting input from community representatives on tourism development and
related issues such as biodiversity conservation, poverty reduction, local human
resources, and capacity. Both the Visioning Exercise and SWOT can be used to
explore sustainable tourism project concepts. When working with smaller groups,
it is recommended that the team use these methodologies first, before any
detailed project assessments and planning begin, as an effective way to garner
initial input and participation from stakeholders.
A community map shows the assessment team and stakeholders where tourism
resources, activities, problems, and opportunities are located; the dimension and
scope of issues social, cultural, economic; and, their relationships to
biodiversity. It helps in understanding the boundaries and characteristics of the
community involved or targeted for tourism development (Gutierrez et al., 2005,
p. 74).
See Tourism Destination Visioning Exercise at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_Tourism_Destinatio
n_Visioning_Exercise.doc
See Tourism SWOT Analysis at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_SWOT_Analysis.do
c
See How to Conduct Community Mapping at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_How_to_Conduct_
Community_Mapping.doc
Focus Groups
The Assessment Team may choose to conduct focus group discussions with a
smaller group of local community leaders, key experts and representatives of
local organizations. These discussions will help the team to gain an
understanding of community issues, priorities and concerns, as well as hear initial
reactions to the potential of tourism development. When preparing for groups
discussions, tailor specific questions to the groups background or area of interest.
Start with introductions of the Project Team and a brief presentation on the
project goals. Ensure ample time for individuals to ask questions and provide
insights and inputs. (Gutierrez et al., 2005, p.76).
See How to Conduct a Stakeholders Focus Group at

a_Stakeholder_Focus_Group.doc

Step 4 Develop a Plan for a Participatory Process
Review the methodologies below for engaging stakeholders to determine projects

goals and objectives. Determine the best approach to use for the project area and a
plan to carry it out. Remember to consider available funding and necessary
logistics.
Step 5 Define Project Goals and Objectives together with Stakeholders
Use one or several methodologies to develop overall goals and objectives for the
project. Based on engagements and discussions with key stakeholders, summarize
the overall goals and objectives that stakeholders feel are important for the project.
Include a list of issues and challenges, as well as opportunities gleaned from
stakeholder discussions.

Box 3.4
How Participatory Is Participation, Really?
Commonly we hear practitioners and government officials alike laud the importance of
participation or declare their projects as participatory. But maybe the correct question is not
if a project is participatory but rather how participatory is the project. In fact, in 1969 Sherry
Arnstein asked the second question and created a now classic scheme for qualifying just
how participatory, called the Ladder of Citizen Participation. In the ladder she identified eight
different levels of participation.

Box 3.4 continued
At the bottom of the ladder, planners and organizers basically manipulate other
stakeholders for their own purposes. They might, for instance, invite stakeholders to
a mock meeting simply so they can have many names on their participation list once
they complete their tourism master plan. The second level is where participants try to
help stakeholders see things differently, where planners understand stakeholder
views as symptomatic of some deficiency and need therapy. At the third level,
planners and organizers inform stakeholders of their intentions to plan, what the
plans are, and other information. Communication is one way. At the fourth level,
organizers solicit stakeholders reactions, opinions, and expressions of needs and
problems. Planners may do nothing with this information, but stakeholders at least
can be heard, though almost no power is shared. Communication is two ways.
At the fifth level, organizers want to placate stakeholders need to participate, often
by putting them on boards and other planning bodies. Quite often, though, power
holders retain power by ensuring that those bodies have enough votes to pass what
they want to do. For stakeholders to truly take advantage of such positions, they
must have their own resources, advisors, and self-organization in order to wrest
some power away from power holders. At the sixth level, planners authentically want
to work together with other stakeholders. Stakeholders often have equal power in
decision-making on decision-making bodies. Again, stakeholders must be organized
and equipped to take advantage of this power-sharing opportunity. At the seventh
level, the power holders actually delegate power to other stakeholders; co-
management is an example of this level. At the final level, stakeholders wield power
over conventional power holders, such as an indigenous group that control its
reserve or a powerful NGO that leads a change process.
So next time someone says their process is participatory, you can ask them, Thats
fine, but how participatory is it really?
For a non-technical overview of the ladder and Arnsteins work, see http://lithgow-
schmidt.dk/sherry-arnstein/ladder-of-citizen-participation.html
Summary
Involving as many relevant stakeholders in the project development increases chances
of long-term success.
Benefits from stakeholder involvement include understanding immediate concerns and
key issues and defining which central players are within the industry or system.
Working with larger systems and networks enables a project to increase its impact.
SCALE is one such approach based on increasing communications and social
networking among industry stakeholders.
There are a wide spectrum of tourism stakeholders ranging from transportation, hotels
and resorts, to government and the public at large.
The project team will need to determine the best approach for engaging stakeholders
in a participatory manner. This may depend on several factors including the number of
stakeholders, the geographic reach of the project, and funding resources available.
A large-scale approach is the Future Search workshop. A smaller scale approach
maybe hosting working groups and completing SWOT analysis or Visioning Exercises.

Community mapping is an excellent way to engage smaller communities. Use the
resources below to link to tools and methodologies.
Videos on Future Search workshops can be found at
Ethiopia: http://video.google.com/videoplay?docid=-9020154285736182528&hl=en
Madagascar: http://video.google.com/videoplay?docid=-52652688978306997
Tourism, Conservation and Communities: A Tourism Assessment Process

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tourism_Assessment_Pr
ocess_Manual.pdf
Tool: Tourism Destination Visioning Exercise

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_Tourism_Destinatio
n_Visioning_Exercise.doc
Tool: SWOT Analysis

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tool_SWOT_Analysis.do
c
Tool: How to Conduct Community Mapping

Community_Mapping.doc
Tool: How to Conduct a Stakeholder Focus Group

a_Stakeholder_Focus_Group.doc

Unit 4 Providing Background and Context
Understand the context for a sustainable tourism project using available information
sources
Use information gathered to provide donors with background and understanding of
challenges and opportunities in the project area
Assessing the Context
In addition to working closely with stakeholders to Map the Context or determine common
ground for the project, the team should more fully understand the physical and socio-
economic context in a given destination. The team needs to understand the context in order to
provide insight about potential project activities. In addition, organizations increasingly look at
overall project sustainability, such as the triple bottom line (social, economic, and
environmental returns of the project). Several approaches exist to assess the context of a
destination. This unit reviews these approaches detailed in the Linking Communities, Tourism,
& Conservation: A Tourism Assessment Process manual (Gutierrez et al., 2005). In addition,
the unit introduces participants to the Nature, Wealth, and Power framework. The IDBs
Sustainability Scorecard gives participants examples of questions funders and other
organizations may ask when reviewing a project concept.
Two further areas covered in the unit are climate change and gender. Finally, the Value Chain
Analysis, an enhancement of TAP, is tailored principally for enterprise development. Unit 5
explains this approach. Project-specific approaches are also discussed in the Destination
Management, SAVE, and Enterprise Development courses.

Figure 4.1. Tourism Assessment Process Three Phases to Success (Gutierrez et al.,
2005)
Conducting Destination Review

To start the project team researches the focus area. This process also assists the rapid
assessments in the field. Below is a useful list of available information that the team might
gather.

Table 2.1. Site Research (Gutierrez et al., 2005)
Assessments of Attractions, Infrastructure, Services, Demand, Supply, and

Competitiveness
With research, goals and objectives completed with stakeholders, the team conducts rapid
assessments to ground truth main problems and issues that the project might address in the
area, and the impact these problems impose on the target population. In addition, these

assessments help to determine principal interventions. The list below describes general areas
that may warrant assessment. Participants refer to TAP for detailed descriptions of
methodologies and worksheets.
The rapid assessment will yield a separate report to share results. See the GSTA Tourism
Assessment Report template:
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tourism_Assessment_R
eport_Template.doc.
As described in TAP, the following are the main components of a rapid tourism assessment:
Attractions inventory. Attractions are the magnets that draw visitors to the
destination. The assessment examines both existing attractions and attractions that
have the potential for future development. This includes wilderness, leisure, and
recreational attractions such as camping and mountain biking; historic monuments and
other human-made attractions; and special events such as festivals, rituals,
ceremonies, sporting events, and music festivals. Each is evaluated for their potential
using the following key criteria: potential draw, aesthetic or scenic value, biodiversity
value, cultural value, historical value, uses and activities, community participation,
control, access, and product development potential.
Infrastructure and services. Inadequate infrastructure and basic services can hinder
the development of a tourism destination, even those with unique attractions.
Accessibility, communications, transportation, and waste management are among the
services essential to tourism. Among the issues assessed are accessibility;
transportation infrastructure and services; available public services such as water,
energy, health, and security; health of the surroundings; and general land use and
availability.
Market demand. Market potential for a destination is determined by the assessment of

the tourism trends and visitor profiles. Based on tourist demographic profiles, this
assessment analyzes travel interest in the destination and identifies existing and future
travel markets. The markets can be identified by nationality/country of origin and/or by
segment. It is crucial to determine the potential demand in the focus destination and
develop a strategy for meeting this demand. It will be equally important to collect
information on tourist activities, as well as information on travel motivation and
behavior.
Supply and competitiveness. An assessment of the competition in the region can

give the destination a clear idea of what competitors are doing and how to compete
with other local destinations. It is also important to consider destinations around the
globe that offer similar products and services because they are competing for the
same travel markets. This section analyzes the current structure, size, and health of
tourism facilities and services in the focus destination. It can also help to further
identify additional potential markets and opportunities for partnerships and
collaboration. [Note: Supply and Competitiveness and Market Demand analyses can
be completed as part of a Value Chain Analysis in Unit 5].
Human and institutional capacity. Tourism is a people-oriented business and

depends on quality service from trained managers and employees. Understanding the
actual and potential human resource base of a destination is critical in determining to

what degree a community can meaningfully participate in the development of
sustainable tourism. Institutional support is also a factor. This assessment analyzes
the available capacity of the destination to engage in tourism development.
Socioeconomic, cultural, and natural resource use considerations. This

assessment gauges the communitys attitudes and expectations, its developmental
needs and priorities and its socio-economic situation in relation to biodiversity
conservation. This process also explores tourism as an economic alternative and its
potential to address conservation issues. Although tourism development often has a
positive impact on a destinations economy, society and natural environment, it may
also come at a price. It is important to assess the potential benefits and costs of
tourism in terms of the social, cultural, and economic dynamics that influence tourism
development and its potential to benefit biodiversity conservation and poverty
alleviation. [See section 4.4 for a discussion on Nature, Wealth and Power
Understanding Natural Resource Use Issues and an outline of recommended
Principles for guiding investments in Natural Resource Management].
Environmental and biodiversity footprint. This step estimates the potential impacts,
both negative and positive, of tourism development on biodiversity and the
environment. This process relies on expert interviews to review issues regarding flora
and fauna, functioning ecosystems, physical landscapes, identified important
biodiversity areas, water and energy sources, waste management systems, and other
general environmental considerations. Although each assessment is designed as an
independent stand-alone module that addresses a specific thematic or technical area,
the integration of the final results of each will enhance the overall recommendations for
tourism potential in the region. [Tourisms role in addressing climate change, one of
the largest issues impacting biodiversity and the natural environment today, is
discussed in section 4.5 below]. (Gutierrez et al., 2005, p.9).
Nature Wealth and Power Understanding Natural Resource Use

USAIDs Nature, Wealth, and Power: Emerging Best Practice for Revitalizing Rural Africa
(2004) summarizes considerations and principles to guide projects that include natural
resource use issues and their management. The following is excerpted from this document:
What are natural resources? Resources are not static biophysical entities. They
are dynamic, socially embedded, and political. Human institutions (in a broad
sense including economic and management systems, social networks, and so
on) define resources and their use. Biophysical resources are political as well
as economic commodities. Recognizing the natural, economic, and governance
dimensions of resources is critical to developing appropriate management
systems.

Figure 4.2. Nature, Wealth and Power Definitions and Links (USAID, 2004)
Field experience shows that a number of assumed drivers of sustainable

resource management need urgently to be questioned and refined: perceptions
of environmental collapse and crisis have often driven environmental
investments in Africa. Although in some areas, degradation is a real and
serious problem, crisis management of the environment has tended to obscure
the economic and governance rationale for investment in the sector. It is often
assumed that Africa is awash in a sea of rampant environmental degradation.
However, examples of environmental recovery are on the increase. Some
estimates of degradation have been exaggerated and are based on simplistic
understandings of both ecological and social dynamics. For example, large
programs to fight erosion have been developed and implemented in a number
of Africa countries, even when it appears that erosion is not a serious problem.
Urbanization is often seen as a positive driver and sign of development. In
Africa, however, urbanization has often resulted in centers of consumption,
bureaucracy, and political-economic control rather than centers of production,
administration, and political representation. Prospects for a successful
agricultural transformation and for viable macroeconomic performance depend
on creating a more positive urban/rural dynamic.
Population growth is often said to drive degradation; however, examples

abound where populations have increased dramatically, while degradation has
decreased. It is how people are organized and what governance/management
systems are in place that has a greater effect on the status of the resource
base than the numbers of people. Links between poverty and resource
degradation are often simplified on all sides of the debate. The poor often lack
resources, control, and the margins of subsistence needed to manage the
environment successfully. However, much empirical evidence points to the
resourcefulness of poor people and their ability to manage under the right
conditions. Moreover, the rich and powerful also contribute significantly to
mismanagement and degradation. Sustained efforts to reduce poverty are an

excellent investment. In many instances, agriculture is seen as central to rural
development, the major economic driver, the hub of rural activities, and a
permanent estate. Agriculture, however, is also a dynamic subset of natural
resource management and, in some cases, is neither the optimum land use nor
the most important economic sector. In Africa, some 81 percent of the soils are
classified as problematic from an agricultural point of view acidic, poor
water retention, steep slopes, and so on.
Agriculture has to be seen in the larger context of land use and resource
management and not as an automatic response to rural economic growth and
poverty alleviation. In fact, many rural production systems blur the lines among
agriculture, forestry, animal husbandry, and other forms of land use and count
on integration for optimization. NRM practices get the most from marginal
areas and can contribute to raise agricultural productivity. Identification of
drivers of and approaches to sustainable natural resource management needs
constant reconsideration and refinement. The NWP framework may be useful
in developing a more realistic and field-oriented approach (USAID, 2004 pp.3
4).
Figure 4.3. Principles to Guide NRM Investments in Africa (USAID, 2004)
Climate Change
As described by the United Nations World Tourism Organizations paper, Davos to
Copenhagen and Beyond: Advancing Tourisms Response to Climate Change (UNWTO,
2009):

Climate change is one of the most serious threats to society, the economy, and
the environment and has been an issue of international concern for decades.
The Inter-Governmental Panel on Climate Change (IPCC) has reported that
warming of the global climate system is unequivocal and that it is very likely
that anthropogenic (human-made) greenhouse gases (GHG) have caused
most of the observed global temperature rise since the middle of the 20th
Century. Ambitious emissions reduction targets for developed countries and an
effective framework that addresses the needs of developing countries are
required.
As climate defines the length and quality of tourism seasons, affects tourism
operations, and influences environmental conditions that both attract and deter
visitors, the sector is considered to be highly climate sensitive. The effects of a
changing climate will have considerable impacts on tourism and travel
businesses. In some parts of the world, these impacts are increasingly
becoming evident. The Caribbean, small island developing states, Southeast
Asia, and Africa are the tourism regions thought to be most at risk. Climate
change adaptation by the travel and tourism sector will ensure that individuals,
communities, and nations continue to receive the benefits of tourism.
Tourism and travel is also a vector of climate change, accounting for

approximately five per cent of global carbon dioxide emissions. By 2035, under
a business-as-usual scenario, carbon dioxide emissions from global tourism
are projected to increase by 130%. Most of the increase is attributed to air
travel but the tourism sector has pledged to substantially reduce emissions. As
tourism is so important to poverty reduction and economic development in
developing nations, any policies aimed at mitigating and reducing greenhouse
gas emissions should be formulated and implemented in a considered way in
order not to disadvantage these countries. The transportation sector, so
fundamental to tourism, will form a critical aspect of national and international
mitigation policy negotiations (UNWTO, 2009, p. 2.).
As a consequence, the integrated effects of climate change are anticipated to

have far-reaching impacts on tourism and travel businesses and destinations.
Indeed, climate change is not some distant, future threat to tourism and travel,
as the varied impacts of climate change are increasingly becoming evident in
various destinations around the world and affecting the tourism and travel
industry and the communities who depend upon it. Climate change is also
already altering the decisions of travelers in terms of the destinations they
choose and the timing of their trips. Climate change will result in both negative
and positive impacts for the tourism and travel sector and its impacts will vary
substantially by geographic region and sector. There are four broad pathways
by which climate change will affect the global tourism and travel sector:
Direct climate impacts. Changes in the length and quality of climate-

dependent tourism seasons (i.e., sun-and-sea or winter sports holidays) could
have considerable implications for competitive relationships between
destinations and intra-regional tourism flows. Other impacts will include
increased infrastructure damage, additional emergency preparedness
requirements, higher operating expenses (e.g., insurance, backup water and
power systems, and evacuations), and business interruptions. Similarly, key

cultural heritage assets that are also important attractions for tourists are also
increasingly threatened by extreme climatic events and projected climate
change.
Indirect environmental change impacts. Tourism is often based on a high-

quality natural environment. Changes in water availability, biodiversity loss,
reduced landscape aesthetic, altered agricultural production (e.g., wine
tourism), increased natural hazards, coastal erosion and inundation, damage to
infrastructure, and the increasing incidence of vector-borne diseases will all
impact tourism to varying degrees. In contrast to the varied impacts of a
changed climate on tourism, the indirect effects of climate induced
environmental change are likely to be largely negative. Mountain, island, and
coastal destinations are considered particularly sensitive to climate-induced
environmental change, as are nature-based tourism market segments. Visitors
may be deterred from visiting if the quality of the attractions decreases
markedly.
Impacts of mitigation policies on tourism mobility. As will be discussed in

more detail later, national or international policies to reduce GHG emissions will
potentially impact tourism flows by causing an increase in transport costs and
fostering environmental attitudes that lead tourists to change their travel
patterns (e.g., shift transport mode or destination choices).
Indirect societal change impacts. The impacts of, and adapting to, climate
change will have an economic cost. If not tackled, climate change may also
threaten future economic growth and even the political stability of some
nations. Any reduction of global GDP due to climate change would have
negative implications for anticipated future growth in tourism. Tourists are
averse to political instability and social unrest, and there would be negative
repercussions for tourism in the climate change security hotspots.
The tourism and travel sector is characterized by considerable diversity and

consequently, there are extensive differences in the nature of climate
sensitivities and adaptive capacities of tourism and travel operators and
destinations. Furthermore, the implications of climate change for any tourism
business or destination will also partially depend on the impacts on its
competitors, with a negative impact in one part of the tourism system
constituting an opportunity elsewhere. Assessments by different groups of
international experts have consistently identified developing nations in the
Caribbean, small island developing states (SIDS), Southeast Asia, and Africa
as the most at-risk tourism destinations, because of their high exposure to
multiple climate change impacts that will affect key tourism products, distance
to major markets (long-haul travel greater than five hours) and consequent
exposure to increasingly stringent emissions policy on aviation, lower overall
adaptive capacity, limited domestic markets, and a high economic dependency
on international tourism and travel.
Regardless of their relative vulnerability to climate change, all tourism and

travel businesses and destinations will need to adapt to climate change in order
to minimize associated risks or capitalize upon new opportunities, in an
economically, socially and environmentally sustainable manner. Considering

that the large information requirements, policy changes, and investments
required for effective adaptation by tourism and travel destinations will require
decades to implement in some cases, the process of adaptation must
commence now for destinations anticipated to be among those impacted by
mid-century.
With their high capacity to adapt to the effects of climate change by substituting
the place, timing, and type of holidays in their travel decision-making, tourists
will play a pivotal role in the eventual impacts of climate change on the tourism
and travel industry and destinations. Tourists are also increasingly willing to
pay a premium for sustainability or environmentally-friendly practices and
operators are responding with new products and services.
Tourism and travel also contributes to climate change through the emission of
GHG. Tourism and travel accounts for approximately 5% of global carbon
dioxide emissions. The transport of tourists to and within destinations accounts
for 75% of all carbon dioxide emissions by the tourism sector, with air travel
making up about 40% of the total. It has also been predicted that, under a
business-as-usual scenario, carbon dioxide emissions from the global tourism
sector will increase by 130% by 2035. Most of this growth was attributed to air
travel. This projected growth in emissions from tourism is inconsistent with the
deep emission reductions needed to address climate change (UNWTO,
2009, pp. 56).
Reducing emissions is important for the long-term, however the tourism and
travel sector also needs to adapt to the impacts of climate change in the short-
and medium-term. Across destinations and locations the quality, quantity, and
accuracy of climate projection data varies. This could limit or affect how
nations, especially developing countries, adapt to climate change. The WMO,
in collaboration with UNWTO, established an Expert Team on Climate and
Tourism. Their role was to improve the application of information in the tourism
sector. In 2007, UNWTO launched a Climate and Tourism Information
Exchange Service to enable tourism stakeholders access to research and
data. The organization has developed and disseminated technical publications
addressing climate change impacts and adaptation responses. The most
important of these are Climate Change and Tourism Responding to Global
Challenges in support of the Davos Declaration, and Climate Change
Adaptation and Mitigation in the Tourism Sector: Frameworks, Tools and
Practices in coordination with the University of Oxford, the WMO, and UNEP
released in 2008 (UNWTO, 2008, p. 3).
See end of unit for links to each of these documents.
Social and Cultural Impacts

Much has been written about the social and cultural impacts of tourism on the relationship
between host community and tourist. The most notable changes occur when tourists influence
host community behavior. The demonstration effect describes when local people strive for the
material or behavioral attributes of the visitors (Cochran, 2005). As per the TAP manual:
Because tourism involves bringing strangers into a community, it is important

to consider social, economic, cultural, and related natural resource use impacts

of the introduction or enhancement of tourism in a destination. Tourism has the
potential to generate both positive and negative impacts on an area and its
inhabitants. Negative impacts of tourism, particularly to the social and cultural
integrity of a community, usually occur when the values and behaviors of the
local community are threatened. This can include changes to the family
structure, relationships, collective traditional lifestyles, and on moral values. On
the other hand, tourism can be positive by fostering local pride, decreasing
urban flight and increasing global understanding.
In addition, tourism activity can positively or negatively impact on a host

communitys use of natural resources. These resources can include water,
clean air, agricultural lands, recreational areas, and important ecosystems such
as forests, grasslands, wetlands, and coastal areas. Tourism can also compete
with host communities for scarce resources such as food, fuel, wood, and other
sources of energy. These impacts can further negatively affect local economies
by driving up food, housing and energy costs. However, well-planned tourism
can result in positive impacts on natural resource use. For example, it can
provide alternatives to more destructive livelihoods such as illegal logging,
poaching, or unsustainable farming. In most destinations, pristine ecosystems
and landscapes are resources for tourism, creating an economic reliance on a
healthy natural environment. In these cases, host communities often become
stewards of these resources, defending and protecting important ecosystems
and landscapes from over-development or degradation (Gutierrez et al, 2005,
p. 70).
The TAP manual provides an assessment approach on how to identify the complementary
relationship between a host community and tourism and the potential impact on natural
resource use. See the TAP manual, page 70 at
ocess_Manual.pdf.
Incorporating Gender
According to the United Nation Environment & Development United Kingdom Committee Project
Report, Gender & Tourism: Women's Employment and Participation in Tourism (2002):
.integrating gender perspectives into the discussion of tourism is particularly

important as the tourism industry is one major employer of women, offers various
opportunities for independent income generating activities, and at the same time
affects womens lives in destination communities.
Tourism has demonstrated its potential for creating jobs and encouraging income-
generating activities to benefit local communities in destination areas. The tourism
sector definitely provides various entry points for women's employment and
opportunities for creating self-employment in small and medium sized income
generating activities, thus creating paths towards the elimination of poverty of
women and local communities in developing countries. However, there are a
number of conditions under which this potential can be used more effectively. This

requires collaboration of all stakeholders governments and intergovernmental
bodies, local government, industry, trade unions, local communities and their
different member groups, NGOs, community based tourism initiatives, etc.
Increasing the use of tourisms potential whilst safeguarding the natural environment
and cultural heritage and increasing social and economic justice should be the goal
of further tourism development (UNED-UK, 2002,
www.earthsummit2002.org/toolkits/women/current/gendertourismrep.html).
Sustainability Scorecard
Most organizations require that a project concept review potential social and environmental
issues and how they will be addressed. A useful tool for this assessment is IDBs Tourism
Sustainability Scorecard (IDB, 2011c). The following is excerpted from the webpage:
Its purpose is two-fold: i) allow the IDB to assess the sustainability aspects of
the projects that request IDB financing and to prioritize those requests which
demonstrate potentially positive impacts; and ii) guide developers to formulate
more sustainable projects and encourage them to think about sustainability
issues from the outset. The overall structure of the Scorecard is as follows:
I. General information about the project

II. Tourism activities
The project has established or will establish effective sustainable
management practices.
The project will maximize social and economic benefits to the local
community and minimize negative impacts.
The project will maximize benefits to cultural heritage and minimize
negative impacts.
The project will maximize benefits to the environment and minimize
negative impacts.
The project will minimize its negative impacts on the tourism
destination.
III. Real estate activities
Real estate activities associated with the project will not have negative
consequences for the tourism destination and the local community.
Section I, designed to obtain general information, will allow the IDB to

understand the overall scope, location, and outline of the project, as well as its
potential to generate employment. In this section, the developer fills in the
blanks with the requested information.
Section II, about tourism activities, is designed to aid both the developer and
the Bank to understand the positive and negative impacts that the project is
likely to have. The areas included here cover (a) whether or not there is a
sustainability management system (similar to a quality or environmental
management system, but more encompassing); (b) positive and negative
socioeconomic impacts on the communities affected by the project; (c)
potential positive and negative impacts on the cultural heritage and
surroundings, including archeology, history, and living cultures; (d) steps taken
to reduce negative environmental impacts and create positive impacts; and (e)

cumulative impacts, considering this project in the context of the destination
and other existing and approved projects.
Section III considers whether the tourism project is financially viable without the
component of real estate development (for instance, land lots, houses,
condominiums, or apartments). It also considers the possible consequences for
the tourism destination and the local community of real estate activities that are
not being registered at true market value, and of property that is not being
offered along with hotel space, or does not pay taxes for municipal services.
Step 6 Complete in-field assessments
Draft a report using the GSTA Tourism Assessment Report template:

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Tourism_Assessment_Report_
Template.doc. Then, in the project concept document, write a summary that, describes the
projects beneficiaries or direct clients and its socio-economic and institutional context
(specific sector, activities, number of beneficiaries, gender, geographic location, degree of
organization and support received from other institutions, income level, poverty indicators,
etc.), (IDB, 2011b).
Summary
Stakeholder involvement and input is critical to the overall success of a sustainable

tourism project.
Keep stakeholders engaged throughout any assessments of the destination.
Prepare for field assessments by reviewing information available on the physical,
political, social, and tourism industry context.
Plan field assessments based on project goals. These may include various
methodologies and approaches to conduct assessments of:
o Attractions
o Infrastructure and services
o Market demand
o Supply and competitiveness
o Human and institutional capacity
o Socioeconomic
o Cultural
o Natural resource use
o Environment
o Biodiversity
The Nature Wealth and Power (NWP) Framework promotes understanding of how
natural resource use links to the social, economic, and political context. Human
institutions define how natural resources are used. Governance distributes power and
authority over resources. Natural resources are one of the most important economic

assets. Nature, Wealth and Power recommends several principles for guiding
projects that involve natural resource management.
Climate change impacts tourism and tourism contributes to climate change. A long-
term solution is to reduce tourism-related emissions; however, tourism must innovate
short- and medium-term solutions.
Social and cultural impacts of sustainable tourism are pronounced because tourism
usually takes place in the host community. Negative impacts can include changes to
family structure, relationships, collective traditional lifestyles, and moral values. On the
other hand, tourism can be positive when it fosters local pride, decreases urban flight,
and increases global understanding. In addition, tourism activity can positively or
negatively impact on a host communitys use of natural resources.
IDBs Sustainability Scorecard assesses a project concepts social, economic, and
environmental sustainability. It is useful for conducting an overall project review as well
as ensuring that sustainability criteria are being met or are addressed in the concept
document.
Linking Communities, Tourism and Conservation: A Tourism Assessment Process

ocess_Manual.pdf
Tourism Assessment Report Template

eport_Template.doc
Responding to Global Challenges, UNWTO

www.uneptie.org/shared/publications/pdf/WEBx0142xPA-
ClimateChangeandTourismGlobalChallenges.pdf
Advancing Tourisms Response to Climate Change, UNWTO Background Paper

www.unwto.org/pdf/From_Davos_to%20Copenhagen_beyond_UNWTOPaper_ElectronicVersi
on.pdf
Climate Change Adaptation and Mitigation in the Tourism Sector: Frameworks, Tools and
Practices (Simpson et al., 2008)
www.uneptie.org/shared/publications/pdf/DTIx1047xPA-ClimateChange.pdf
Global Code of Ethics for Tourism, UNWTO

www.unwto.org/ethics/index.php#
Gender & Tourism: Women's Employment and Participation in Tourism, UNED-UK

www.earthsummit2002.org/toolkits/women/current/gendertourismrep.html
IDBs Tourism Scorecard

http://www.iadb.org/tourismscorecard/

Unit 5 Value Chain Analysis
At the end of this unit participants will be able to:
Understand value chain analysis and how it provides insight about challenges and
opportunities of project planning
Include value chain analysis findings in a project concept document
Overview of the Value Chain Analysis

To enhance industry competitiveness the Value Chain Analysis (VCA) quickly assesses the
structure of a given industry, identifying leverage points. The methodology identifies market
threats and opportunities for businesses with a diagnostic framework that includes the
following elements:
End market targets

Enabling environment internationally and nationally
Inter-firm cooperation: Vertical linkages
Inter-firm cooperation: Horizontal linkages
Supporting markets (sector-specific and non-sector specific services, including
financial services)
Firm-level upgrading (product and process upgrading)
See Figure 5.1 for more on VCA. See also How to Conduct a Value Chain Analysis at
http://apps.develebridge.net/amap/index.php/How_to_Conduct_Value_Chain_Analysis.

Value chain analysis is a process to understand systemic factors under which a value chain
and its firms can achieve higher levels of performance. When using value chains as a tool to
plan for growth and reducing reduction, the analysis identifies ways to contribute to two
objectives: i) improve competitiveness of value chains with large numbers of small firms, and
ii) expand depth and breadth of benefits generated.
Typically, the VCA identifies all major constraints to improved performance or competitiveness.
However, USAID recommends a strategic approach that focuses on understanding end-
market opportunities and the constraints to these opportunities such an approach obviates
the need to understand all constraints and narrows the scope of the analysis to constraints to
opportunities.
The analysis offers industry stakeholders a vision for value chain competitiveness and forms
the basis for a competitiveness strategy a plan for eliminating constraints to end market
opportunities and advancing sustainable competitiveness.
Figure 5.1. Introduction to the Value Chain Analysis (USAID, 2011c)

Applying Value Chain Analysis to a Tourism Destination
VCA applies to tourism destinations. Users can complete the VCA as part of an overall
participatory process and supplemented with accompanying assessments on institutional
capacities, socio-cultural, environmental, and biodiversity considerations. The link
demonstrates an example whereby Conservation International that applied VCA to a tourism
destination.
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Conservation_and_Touri
sm_A_Value_Chain_Approach.pdf
The schematic provides an example of how one can utilize value chain analysis tools to
illustrate with stakeholders the constraints and opportunities in a tourist destination. The
constraints identified by stakeholders in this example were easy for stakeholders to see using
a tourism value chain-mapping template. The following is a brief description of the constraints
depicted in the value chain map of one destination taken from Conservation Internationals
document on value chains (Conservation International, 2010):
The one national airline has significant market share, yet does not have
competitive pricing and provides inconsistent service.
Not enough high-end/ higher-end lodging options to meet the demand because of
land tenure constraints.
Guides are occupying the empty niche of local excursion assembler. They wield
an unusual amount of power, yet are not providing professional, quality services
in either guiding or excursion arranging.
Several unmet opportunities to increase local benefits derived from tourism while
providing tourists more diversified experiences (no nighttime entertainment,
cultural attractions, limited shopping opportunities, few historical attractions),
natural resources are not well utilized, and areas are not well exploited (in terms
of value derived from natural attractions that could fund economic or social
development and better environmental protection).
Few locally sourced inputs limit the local benefits derived from tourism.
Step 7 Conduct a Value Chain Analysis
As part of the in-field assessments use the VCA to determine any key competitiveness issues
that need to be addressed by project activities.
Step 8 Write a Summary of the Main Problems
Based on both the TAP assessment and VCA, in the project concept template, briefly
describe the main problems or specific deficiency that the project plans to address in the
sector and geographical area, and the impact that these problems are having. The
problem description must be directly related to the proposed solution. This is not a list of
traditional problems but a demonstration that they really exist and with real impacts.

Summary
Value chain analysis quickly identifies the structure of an industry as well as leverage
points
VCA looks at:
o End market opportunities
o Enabling Environment internationally and nationally
o Inter-firm cooperation: Vertical linkages
o Inter-firm cooperation: Horizontal linkages
o Supporting markets (sector-specific and non-sector specific services,
including financial services)
o Firm-level upgrading (product and process upgrading)
VCA identifies all major performance or competitiveness constraints, especially in end
markets.
Practitioners can complete VCA as part of an overall participatory process and
supplemented with accompanying assessments on institutional capacities, socio-
cultural, environmental, and biodiversity considerations
Conservation & Tourism : A Value Chain Approach (Conservation International, 2010)

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Conservation_and_Tourism_A
_Value_Chain_Approach.pdf
Key Elements to the Value Chain Approach (Campbell, undated)

http://pdf.usaid.gov/pdf_docs/PNADP303.pdf
How to Conduct a Value Chain Analysis (USAID, 2011c)

http://apps.develebridge.net/amap/index.php/How_to_Conduct_Value_Chain_Analysis

Unit 6 Major Activities, Monitoring Plans, and
Project Timelines
Link project activities, goals and objectives, and plans for measuring project outcomes
Develop a summary project matrix of activities and timeline.
Writing Effective Activities and Objectives

At this point, the team has finished gathering background information and carried out a participatory
process to determine project goals, objectives, and activities. Now the team must clearly articulate
project objectives and activities and demonstrate how these activities link to intended results.
Surprisingly, project organizers often confuse objectives and activities when writing a project concept
document. Adding to the challenge, funding agencies often use their own terminology to refer to
objectives and activities. The following excerpt from the University of Tennessees Partnerships and
Sponsored Programs website explains how to differentiate between objectives and activities as well
as offers tips for writing them (University of Tennessee Chattanooga, undated).
Objective: A Change in Condition
An objective describes a change in condition an increase in a positive

phenomenon or a decrease in a negative one. The objectives should tell proposal
reviewers what will change as a result of your initiative.
As you are writing objectives, make sure that the action word denotes a change in
condition rather than an activity. If you find that your objectives include words like
provide, establish, support, hold, etc., you need to re-think those are
probably activities rather than objectives.
Aim high, but be realistic. Be realistic about what is possible within the grant period
and the baseline from where you are starting. It is critical that the objectives are
realistic because the funder will hold you accountable for accomplishing the
objectives if you receive an award.
Answer the Questions
A good objective should tell the reader what you are going to change, how much it
will change, and when it will change. The test for a strong objective is that it contains

within itself the answer to the questions how will we evaluate this? How will we
know when the objective has been accomplished?
Examples of poor objective: Increase access to international markets
Example of a good objective: Increase by 50% the number of ecotourism

businesses participating in sustainable tourism certification programs [by
2014].
Activity: An Action You Will Take

An activity indicates an action you are going to take. You may provide, establish,
serve, etc. It is something that you are going to do in order to accomplish the project
objectives, i.e., implement a training program to help ecotourism programs improve
their marketing materials.
The activities that you propose to undertake to alleviate/resolve the problem should
flow naturally from the causes of the problem that you identified and from the
objectives that you develop.
For example, say your overarching goal is to enhance tour guiding skills among
young guides in your community. You have documented a problem that guides
have poor skills and you have determined that a lack of training is one of the causes
of the problem. So, one of your objectives is to increase [the level of tour guiding
skills].
The kinds of activities you might develop to support that objective are as follows:
Assess existing training and organization and determine how to improve available
training and add additional courses. Work with trainers to improve their skills and
develop courses. Establish an incentive program to increase tour guide attendance
at training. Ensure tour guides can be certified as a result of training, etc.
What you would not want to include are seemingly random activities like purchase
new office equipment, etc.
Be specific
Your [activity section] should supply sufficient detail so that someone else could take
over and run the program using only the narrative. If you are vague, reviewers are
likely to conclude that you arent knowledgeable about what it takes to implement a
successful project. This section should not only describe a clear and convincing plan
for operating the project, but should also build your credibility among reviewers by
showing that you have carefully thought through project implementation and that you
are aware of the activities required for a successful project
Be reasonable
As with the objectives, it is important to show that you are ambitious in what you plan
to accomplish during the project period. However, it is equally important to be
reasonable and realistic in which activities you can accomplish with the time and
resources you have available. Experienced reviewers can generally tell when an

applicant is outlining a work plan that is unreasonable, and they will not score the
proposal favorably.
Linking Goals, Objectives, and Activities to Monitoring and Evaluation
Once the team has defined goals (longer-term desired outcomes) and objectives (specific
ways and means of achieving goals) as well as activities, it needs to create a monitoring and
evaluation framework based on these products. If planned activities lead to predicted results,
which indicators measure performance? Keep in mind that some organizations, such as
USAID, have a list of pre-approved indicators (State Department, undated). A useful tool to
create a monitoring and evaluation plan is to develop a causal model (Figure 6.1).
Causal Models
Viable development projects clearly link program activities and outputs to outcomes and
results. The activity leads to certain outputs, such as training in marketing that provided leads
to tour operators improving their promotions. The short-term outcome may be that tour
operators increase sales and a long-term outcome is increased market share for tour
operators. As explained by USAIDs publication, Developing a Causal Model for Private
Sector Development Programs, a causal model is akin to a roadmap showing how the
[project] gets from Point A (program activities) to Point Z (program impact)The importance
of the causal model for program design is that it forces program designers to articulate these
causal relationships and evaluate the degree to which they make sense and/or are justified.
(USAID, 2007, p. 1)
A causal model is excellent for creating a brief summary of a monitoring and evaluation plan.
See Figure 6.1.
Figure 6.1: Causal Model Example (GSTA, 2007a)
PROJECT ACTIVITIES OUTPUTS SHORT-TERM OUTCOMES LONG-TERM OUTCOMES IMPACTS

1. ENVIRONMENT
(1) Number of businesses

producing new sustainable NTFPs
(1) Interest and support from key (1) Improved physical structure and
1.1 Assist tourism and handicraft and eco-tours. Biodiversity
stakeholders achieved. restored ecosystems.
businesses to diversify and create 2) % Decrease in products based Conservation and
(2) Market-based incentives created (2) Number of endemic and
sustainable non-timber forest products. on unsustainable inputs i.e. Economic Growth
and implemented. endangered species increase.
endangered hard wood and coral
species.
2. SOCIAL
(1) Communities actively engaged

(1) Number of news articles and
in waste management and recycling
public forums on hosting tourism. (1) Minimized negative social
programs
2.1 Create a public awareness campaign (2) Number of participants with impacts on host community from
(2) Decrease in children begging
to inform residents about tourism and increase understanding of impacts tourism Economic Growth
from tourists
how to receive visitors. of tourism. 2) Host community feels tourism
(3) Increased awareness among
(3) Community plans for addressing has a positive impact
tourist on culturally acceptable
impacts of tourism.
behavior
3. ECONOMIC
(1) Number of hotel and tour

3.1 Determine and implement (1) Target markets and internet (1) Integrated website that promotes
bookings increased.
specialized, high-value internet activities strategies designed in concert with and sells destination designed, Economic Growth
(2) Increased revenue per visitor
that promote the destination. local businesses. launched, and promoted.
stay.
4. GOVERNANCE
(1) Interest and support from key
(1) Reduction in unsustainable
stakeholders achieved.
practices.
4.1 Enhance the capacity of local (1) Number of people trained. (2) Technical and managerial
(2) Protection of endangered Improved 'Natural
associations and businesses to engage (2) Number of new policies capacity increased in natural
species and ecosystems. Resource
Government on managing tourism
activities in forests and parks.
developed to improve natural
resource management.
resource management.
(3) Policies, laws & plans Management
(3) Public participation in
strengthened, developed, adopted
environmental governance
and implemented.
increased.
The following example shows a hypothetical causal model for the GSTA/Mali program:
Figure 6.2. Causal Model Example for Mali (GSTA, 2007a)
Results Framework
A results framework graphically demonstrates how project goals link to objectives and results.
As explained in USAID (2010) Performance Monitoring and Evaluation,
Typically, [a results framework] is laid out in graphic form supplemented by

narrative. A results framework includes the objective and the intermediate
results, whether funded by USAID or its partners, necessary to achieve it. The
framework also conveys the development hypothesis implicit in the strategy
and the cause-and-effect linkages between the intermediate results and the
objective. It includes any critical assumptions that must hold for the
development hypothesis to lead to achieving the relevant objective. In short, a
person looking at a results framework should be able both to understand the
premises underlying the strategy and to see within the framework those
intermediate results critical to achieving the objective (USAID, 2010, p. 2).
See the link to the full document in the For More Information below. An example of a tourism
project results framework follows.

Priority Objective: Economic Growth
USAID
Program Area: Natural Resources and Biodiversity
Program Area: Clean Productive Environment
GSTA/PD Strategic Objective
Provide income-earning opportunities and equitably distributed benefits to all

stakeholders while respecting and protecting natural resources of local
communities
GSTA\PD PROGRAM
GSTA/PD Development Goals
a) Conserve biodiversity
b) Improve livelihoods for rural Malians
c) Stimulate investment in the tourism sector
d) Showcase the countrys patrimony to international and national visitors
e) Build stronger, more capable Malian tourism institutions, SMEs, and CBOs
f) Improve public-private-civil society sector collaboration and outreach to new
development partners at the national, regional, and global levels
Figure 6.4. GSTA/PD Results Framework (GSTA, 2007)
Donor Requirements for Monitoring and Evaluation Plans
International development agencies often require a performance monitoring program for any
project. Donors in particular typically require potential indicators and a summary of the
approach to develop the performance monitoring plan. Since formats can vary, the following
section shows three such formats. The discussion is excerpted from Hawkins & Lamoureux
(2007, pp. 1117).
The Performance Monitoring Plan (PMP) is employed by the United States

Agency for International Development (USAID). The Logical Framework
Approach utilized by the Inter-American Development Bank (IDB); and the
Comprehensive Development Framework employed by the World Bank. Each
example outline helps to identify the scope and degree of detail required as
well as necessary steps and processes.
USAID - Performance Monitoring Plan

A performance-monitoring plan, as utilized by USAID, is used to manage the
collection of performance data for a given project. The PMP should include:
1. Detailed definition of each performance indicator

2. Source, method, frequency, and schedule of data collection
3. Description of how the performance data will be analyzed, reported,
reviewed, and used to inform decisions
As mentioned, it is also essential to involve stakeholders in planning and selecting indicators.

Stakeholders typically have the most familiarity with the quality and availability of data. But
more importantly, key stakeholders can help evaluators think through data collection, analysis,
reporting, and review. This will help ensure that performance data supports informed decision-
making.
Table 6.1 below describes elements recommend by USAID for a performance monitoring
plan.
Table 6.1. Elements of a USAID Performance Monitoring Plan (USAID, 1996, pp. 24)
1. Performance Each performance indicator needs a detailed definition. Be precise
indicators and about all technical elements of the indicator statement. As an
their definitions illustration, consider the indicator, number of small enterprises receiving
loans from the private banking system. How small enterprises are
defined all enterprises with 20 or fewer employees, or 50 or 100?
What types of institutions are considered part of the private banking
sector credit unions, government-private sector joint-venture financial
institutions?
Include in the definition the unit of measurement. For example, an

indicator on the value of exports might be otherwise well defined, but it
is also important to know whether the value will be measured in current
or constant terms and in U.S. dollars or local currency.
2. Data source Identify the data source for each performance indicator. The source is
the entity from which the data are obtained, usually the organization that
conducts the data collection effort. Be as specific about the source as
possible, so the same source can be used routinely. Switching data
sources for the same indicator over time can lead to inconsistencies and
misinterpretations.
3. Method of data Specify the method or approach to data collection for each indicator.
collection Note whether it is primary data collection or is based on existing
secondary data. For primary data collection, consider:
The unit of analysis (individuals, families, communities, clinics, wells)

data disaggregation needs (by gender, age, ethnic groups, location)
sampling techniques for selecting cases (random sampling, purposive
sampling); and techniques or instruments for acquiring data on these
selected cases (structured questionnaires, direct observation forms,
scales to weigh infants). For indicators based on secondary data, give
the method of calculating the specific indicator data point and the
sources of data.

4. Frequency and Performance monitoring systems must gather comparable data
schedule of data periodically to measure progress. But depending on the performance
collection indicator, it may make sense to collect data on a quarterly, annual, or
less frequent basis. When planning the frequency and scheduling of
data collection, an important factor to consider is management's needs
for timely information for decision making.
5.Responsibilities For each performance indicator, the responsibility of the operating unit
for acquiring data for the timely acquisition of data from their source should be clearly
assigned to a particular office, team, or individual. An effective
performance monitoring system needs to plan not only for the collection
of data, but also for data analysis, reporting, review, and use. It may not
be possible to include everything in one document at one time, but units
should take the time early on for careful planning of all these aspects in
an integrated fashion.
6. Data analysis To the extent possible, plan in advance how performance data for
plans individual indicators or groups of related indicators will be analyzed.
Identify data analysis techniques and data presentation formats to be
used.
Consider if and how the following aspects of data analysis will be

undertaken: (a) comparing disaggregated data. For indicators with
disaggregated data, plan how it will be compared, displayed, and
analyzed, (b) comparing current performance against multiple criteria.
For each indicator, plan how actual performance data will be compared
with past performance, planned or targeted performance or other
relevant benchmarks. (c) Analyzing relationships among performance
indicators.
Plan how internal analyses of the performance data will examine

interrelationships or (d) analyzing cost-effectiveness. When practical
and feasible, plan for using performance data to compare systematically
alternative program approaches in terms of costs as well as results.
7. Plans for Reengineering stresses that evaluations should be conducted only if

complementary there is a clear management need.
evaluations
8. Plans for Planning how performance information will be reported, reviewed, and
communicating used is critical for effective managing for results. For example, plan,
and using schedule, and assign responsibilities for internal [communications].
performance
information
Logical Framework Approach
The results-based Logical Framework Approach (LFA) helps to conceptualize, design,

implement, monitor, and evaluate projects. It provides structure to project planning and

communicates essential information about the project to stakeholders in an efficient, easy-to-
read format.
The IDB uses logical framework techniques to facilitate each phase of its project cycle from
project identification and preparation to project management, implementation, and evaluation.
Logical frameworks are mandatory for IDB projects. Once a project is approved, the project
document, including information about environmental and social aspects, becomes available
on the Banks website Logical frameworks (also known as log frames) include these principal
steps:
1. Diagnostic evaluation monitoring
2. Process and product evaluation
3. Effectiveness evaluation
4. Impact evaluation
It is important to understand the timing of each step, as well as corresponding key questions.
To better understand each step, refer to Table 6.2.
Table 6.2. IDB Logistical Framework Analysis Elements (IDB, 1997)

1. Diagnostic evaluation Questions: What are the conditions that will affect the
carried out during the design project?
and planning of the project. What resources are at hand? Is the project feasible given the
conditions and resources?
Relationship to the framework: The diagnosis concentrates

on the last row of the framework, on resources, and
assumptions about conditions.
2. Monitoring carried out Questions: Did the project do what it promised to do (in
once the project is under delivery of resources and activities and in timing)? If not, why
way. not? (Here, the main culprits may be economic or political
conditions external to the program or the failure may reflect
internal administrative problems.)
Relationship to the framework: Monitoring depends primarily

on quantitative measures and concentrates on the delivery of
resources, the completion of activities as scheduled
(compared with those planned), and the outputs obtained. It
can also provide information about whether the program is
reaching the target population and about the regular
functioning of a system once in place. Monitoring is linked to
a regular system of statistics. It is concentrated in the lower
two rows of the framework.
3. Process and product Questions: Were the activities done well (were they of good
evaluation carried out quality)? If not, why not? Did the project provide the
early in a project to improve elements needed to achieve intermediate and long-term
the activities being outcomes? (Did it affect the potential for change?)
conducted (formative
Relationship to the framework: Process and product

evaluation). evaluations are intended to find ways to improve the
functioning of a project or program at an early stage. Such
evaluations can draw on the results of monitoring as well as
on more qualitative assessments of activities and are located
in the lower two rows of the framework. To evaluate a
process, it is important to look not only at its direct outcomes
but also at what happened along the way internally. Judging
the quality of the process involves evaluating, for example,
whether the trainers had the proper knowledge and skills,
whether their language was appropriate, whether the
materials were understandable, and whether the trainees felt
motivated. In determining whether activities were carried out
well, it may be necessary to look at the delivery of resources
and at assumptions about the conditions under which the
project is carried out as well as at the quality of the internal
process associated with each activity.
4. Effectiveness evaluation Questions: Did the project result in organizational and
carried out after a project has behavioral changes? If not, why not?
been under way for some
time but still directed mainly
Relationship to the framework: This evaluation concentrates
at improving the project's
activities and design on determining whether the potential represented by
(formative evaluation). achieving the outputs translates into the organizational and
behavioral changes and personal changes proposed in the
project purposes. It is therefore located in the second and
third rows of the framework. To determine effectiveness
requires looking at whether or not assumptions (external
conditions) affected the use of outputs positively or
negatively.
5. Impact (summative) Questions: Did the project have a lasting effect on
evaluation to determine participants and their surroundings?
whether the project has had If not, why not?
the desired long-term social
effect on participants. Such
evaluations are often carried Relationship to the framework: This evaluation focuses on
out to support decisions determining whether changes in organization and behavior
about continuing or affected the proposed beneficiaries of the project. It
expanding a particular assesses whether the project goal was achieved and, if not,
project model. considers possible reasons why the goal was not achieved in
relation to the conditions.
Monitoring and Evaluation Processes at the Country Level

The Paris Declaration on Aid Effectiveness (OECD, 2005) commits its signatories to
strengthen ownership, alignment, harmonization, results, and mutual accountability. It includes
a monitoring framework to assess progress toward fulfilling these commitments, based on 12
indicators. The World Banks Comprehensive Development Framework (2005) governs
national poverty reduction strategies through a coordinated countrywide effort that integrates
four principles: a long-term holistic vision, national agenda based on citizen participation,
multi-sector partnership, and measurable results.

Table 6.3. Comprehensive Development Framework (World Bank, 2005)

Step 9 Propose Solutions, Describe Activities and Objectives
Fill in the appropriate sections in the concept proposal template:
Describe proposed solutions for each problem
Describe major activities to carry out solutions.
Describe expected objectives of the project.
Step 10 Describe the Plan for Monitoring and Evaluation
Following the GSTA example, write a brief summary of how to carry out monitoring and
evaluation. Include a list of indicators and a causal model.
Summary
Writing effective activities and objectives is critical to a project concept document.

Objectives describe a change in condition and should describe, what, how much, and
when change will occur. An activity is an action to take and should include specifics.
Write a summary of how the project will monitor and evaluate. This includes
performance indicator.
Use causal models to ensure project activities link to goals and objectives and select
indicators.
Use a results framework to demonstrate graphically how project goals link to
objectives and results.
Donors have varying requirements for monitoring and evaluating plans. Be sure to
review these carefully. This unit includes examples from USAID, World Bank, and the
IDB.

United States Department of State, Standard Foreign Assistance Indicators
www.state.gov/f/indicators
Economic Growth Indicators and Definitions:

www.state.gov/documents/organization/101765.pdf
The University of Tennessee Chattanooga Developing Objectives and Activities

www.utc.edu/Administration/PartnershipsAndSponsoredPrograms/documents/OPSPDevelopi
ngProgramObjectivesandActivities.062510.pdf
USAIDs Developing Causal Model for Private Sector Development Programs: Impact
Assessment. Primer Series Publication # 4, Private Sector Development Impact Assessment
Initiative # 4, http://pdf.usaid.gov/pdf_docs/PNADN198.pdf

USAIDs 2010 Performance Monitoring & Evaluation Tips Selecting Performance Indicators
www.usaid.gov/policy/evalweb/documents/TIPS-SelectingPerformanceIndicators.pdf
Hawkins, D & K. Lamoureux Performance Monitoring Programs and Performance Indicators

for Sustainable Tourism Unpublished Paper, Washington DC: George Washington University
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Performance_Monitoring
_Programs_Performance_Indicators_Sustainable_Tourism.doc
The Sustainable Measures website includes a useful set of information on: everything you
always wanted to know about indicators including an indicators database.
www.sustainablemeasures.com/
The US based Sustainable Communities Network has developed a website designed to

provide local groups with sustainability information from other local grassroots organizations.
www.sustainable.org/
The Conservation Measurements Partnership is a consortium of major conservation

organizations that has developed an approach to designing and monitoring projects.
www.conservationmeasures.org

Unit 7 Describing Project Management
Structure and Estimating Project Costs
Determine the appropriate project management structure

Estimate personnel, timelines, and budgetary requirements
Determining a Project Management Structure
Managing a successful project is both art and science. An assortment of challenges will
always arise including some unforeseen; however, by clearly defining responsibilities and
authority among team members and partners, a project can obtain its objectives despite
bumps along the road.
The Executing Organization
In many large international projects, an executing organization has a contract or agreement

with a donor to manage funding for a project. The executing organization typically has the
financial, technical, and legal capacity to manage larger amounts of money. The executing
organization then contracts or partners with other implementing organizations to carry out the
work. In this case, the executing organization takes legal responsibility for managing finances
and producing results, even though it may use many sub-contractors.
The executing organization is legally established entity in its own country and quite possibly in
other countries as well.
The agreement between the executing organization and the donor is often a partnership
rather than a contract to carry out services. Sometimes, the donor requires matching funds by
the executing organization in order to carry out the project.
Depending on the donors internal regulations, an executing organization may or may not
contribute to implementation of project activities. In many cases, the executing organization
may both coordinate other implementers as well as carry out certain activities within its own
realm of expertise.
Executing organizations can usually charge a small percentage of the funding to cover
general administration. They also charge overhead or indirect costs. In the case of many
universities this can be about 50% or for most private non-profits a typical range of 2540%).
See Best Practice for Indirect Costing in For More Information below.

The Implementing Organization
Both executing organizations and donors can directly hire implementing organizations.
Implementing organizations almost always need to be legally established in the country where
they carry out project activities, especially if they establish a project office, purchase vehicles,
and hire staff. The manner in which they register depends on local laws.
Implementing organizations may manage the entire project or just specific activities. They may
establish project offices, provide vehicles and equipment, contract consultants, hired staff, or
sub-contract other organizations to get the work done.
The implementing organization may or may not liaise directly with the donor organization. In
many cases, if an implementing organization other than an executing organization takes
responsibility for managing all project implementation, the implementing organization needs to
have a direct relationship with the donor, especially in cases where a donor has country
offices.
Implementing organizations often charge administrative fees for project implementation. In the
case of USAID, an organization must have a pre-negotiated agreement; if not, they may
request only overhead charges. See Best Practice for Indirect Costing.
GSTA: An Example of a Partnership Arrangement
As more international development organizations seek to increase their work, a host of

partnership arrangements are becoming more common. A group of organizations may band
together to oversee and manage a project and jointly apply for funding. For example, USAID
has sponsored a number of Leader with Associate Awards. Within these arrangements there
is a primary executing organization, which takes responsibility for funding. See the example
below of an organizational chart for the GSTAs Dominican Republic (DR) program that was
an Associate Award under the GSTA Leader Award.

Figure 7.1. GSTA/DR Management Structure (GSTA, 2007)
GSTA management group is made of five organizations partnered to oversee

implementation of this cooperative agreement. In this case, AED was the primary executing
organization, as well as the lead implementing organization in the DR.
Grupo Asesor is a national-level committee established to advise project implementation.
USAID/DRs regional agreement officer liaised directly with AED on the contractual
agreement.
USAID/DRs agreement officer technical representative is the cognizant technical officer

with a direct relationship to AEDs country program leader, the Grupo Asesor, and the AED
project coordinator.
Management group partners played a key role in defining and taking responsibility for
implementing project activities.
Dominican partners are implementing partners in the DR.
International implementing partners are members of the larger GSTA, with an

implementing role in the DR.

Private sector partners contribute to achieving project objectives
Clear Roles and Responsibilities
Establishing efficient partnerships proves challenging. Most organizations prefer autonomy rather
than interdependence. Partnerships rely heavily on good relationships and clearly defined
management structures.
Project partners can create a simple matrix to define roles and responsibilities. See below an
example matrix from the GSTA Ecuador Program. Perhaps more important, however, is the
discussion that the matrix provokes, rather than the matrix itself. Ensuring that each partner
shares an understanding of each others roles will go a long way to avoid future
misunderstandings. See Challenges of Partnerships & Networks: The Real Guide at
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Challenges_Partnerships
_Networks.ppt.
Contractual Arrangements
The project also needs to consider legal mechanisms with which to engage partners. During
project concept development, organizations use memoranda of understanding (MOUs) to
forge mutual agreements to partner. The MOUs outline intended roles of each organization
and contributions that each might make. MOUs are not binding so most organizations can
enter more easily than into legal compacts. Typically, officers of the organizations or someone
with decision-making authority sign the MOUs.
Developing a Timeline
Although it may be too early to construct an accurate implementation timeline, the team must
put one together that shows major activities occur. Team members base time estimates using
information gathered during assessment. Such estimates also include any additional time
necessary to carry out more detailed planning as well as logistical time to set up offices and
purchase vehicles and equipment. Below is an example timeline that details an initial design
phase.

GSTA/ETHIOPIA WORKPLAN DESIGN PHASE (5 months)
Planning MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5

ACTIVITIES Responsible June July August September October November
WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4
PROGRAM MOBALIZATION & MANAGEMENT
GSTA Partners and Country Program Coordinator oriented on AED -
SCALE and GSTA Policies and Procedures (Phases I and II) Eileen/Karabi X
AED & USAID/Ethiopia formally sign Associate Award AED X X
GSTA Partners sumbit SOW's and budgets
AED finalize subagreement and LOAs with GSTA Partners AED X X
Plan for dates and develop itinerary for project start-up in Ethiopia
(McTaggard & Bossi) X
Draft field staff SOW, circulate to GSTA partners and locally
Draft and translate ESTA one-page fact sheet X
Country Program Coordinator debriefing trip to Washington
AED mobilizes Phase I Partners and Assessment Team - determine
dates and notify USAID
Country Program Coordinator in-country arrival and preliminary
meetings prior to arrival of Assessment Team
McTaggard and Bossi meet USAID - conduct orientation meeting
GSTA and Mission create potential TAG participant list
GSTA contacts and recruits representatives for TAG
Plan for high profile donor event (dinner) with Embassy
Assist in planning of the Competitiveness Council scheduled for July
16th
Design and translate ESTA Brochure
Set date and location of cross-regional WSR - book & negotiate room
rates
Set date and location of regional WSRs - book if needed
Identify local organizations willing to support regional and cross
regional WSRs
Short list high profile speakers for the cross regional WSR
Assist in project start-up (identify potential locations for office, posting
of staff positions, open bank account, etc.)
Plan itinerary(locations, meetings, etc.) and logistics for Assessment
Trip
MAPPING THE CONTEXT (RAPID ASSESMENT OF TOURISM SECTOR) WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4
Assemble 3-5 person assessment team and review of SCALE
approach
Determine individual Medex insurance coverage
Assessment Team conducts background documentation, analysis, &
data review (Desk consolidation of assessment reports compiled
thus far through WB, CPI - Jim Philips, etc.)
Draft matrix of existing projects, level of funding, focus, location, etc.
through USAID, WB, DIFID, JICA, etc.)
Identify high level donor organizations and potential contributions
AED-led final organizational meeting prior to country trip
Assessment Team travels to country - (list project sites)
Assessment Team meets with USAID and government
representatives ????
Assessment Team convenes a Donor Roundtable ????
Assessment Team meets with private sector representatives and
NGOs working in the region
Assessment Team maps the tourism context
Assessment Team prepares list of key stakeholders
Assessment Team interview local staff candidates for thematic leads
(if applicable before departure)
Assessment Team prepares summary mapping the context report,
reviews w/ TAG
Assessment Team leader submits the final assessment report (short
and long versions) to AED/CPI
Assessment/Mapping the Context Report is distributed
FORMATION OF TECHNICAL ADVISORY GROUP (TAG) WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4 WK 1 WK 2 WK 3 WK 4
Figure 7.2. Timeline Example (GSTA, 2008)
Planning Resources and Funding Needs and Considerations
With the goals, objectives, major activities, and management structure defined, the project
team now determines the estimated project budget and which partner carries out which
activities. The process is by no means definitive and each organization will likely adjust figures

as necessary. Key factors that influence budgets include funding availability, changes in
project scope, currency fluctuations, yearly inflation, and unexpected costs.
Most funding organizations use a budget summary with major cost categories (Figure 7.3).
1. Salaries and wages

2. Fringe benefits
3. Consultants
4. Travel and transportation
5. Other direct costs
Total Direct Costs
6. Indirect costs
7. Equipment
8. Subcontractors
9. G&A
10. Fee/Financing costs
TOTAL PROPOSED BUDGET
Figure 7.3. Major Cost Categories
Donors want to understand cost by year and by activity. The project team will need to work
with a financial analyst to build a budget in a spreadsheet. Below is a summary budget
template used for the GSTA/Ecuador project. This summary page integrates several budget
sheets for each activity. These sheets link to the summary sheet. In addition, inflation and
planned salary increases are detailed on a linked budget sheet. See a budget template
(Microsoft Excel) at
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Sample_Budget_Templa
te.xls.
As you look though the sample summary budget, note separate columns for funding from
USAID and match which represents funding from other organizations to implement project
activities. It is not uncommon for donors to require matching funds to support project
implementation. In-kind services provided by volunteers, staff time paid by separate funds,
and goods and services such as advertising and publicity could all qualify as matching funds.
USAID calls these cost share. Most donors require recipient organizations to locate
matching funds.

Name of Organization
Global Sustainable Tourism Alliance - Ecuador Associate Award, Partner/Subrecipient Budget
Client Contract/Agreement No.
Total Project Period of Performance: March 12, 2007 - September 30, 2009
SUMMARY BUDGET FOR ALL THEMATIC AREAS

Cost Category Year 1 Year 2 Year 3 TOTAL
0 0 0 0 FUNDING
9.5 months 12 months 9 months 30.5 months USAID MATCH
1. Salaries and Wages - - - $0 - -
2. Fringe Benefits - - - - - -
3. Consultants - - - - - -
4. Travel and Transportation - - - - - -
5. Other Direct Costs - - - - - -
Total Direct Costs - - - - - -
6. Indirect Costs - - - - - -
7. Equipment - - - - - -
8. Subcontractors - - - - - -
9. G&A - - - - - -
10. Fee/Financing Costs - - - - - -
TOTAL PROPOSED BUDGET $0 $0 $0 $0 $0 $0
SUMMARY BY THEMATIC AREA FUNDING

Activity Total Cost % of total USAID MATCH
Policy - #DIV/0! - -
Competitiveness - #DIV/0! - -
Tourism and Conservation - #DIV/0! - -
Market Access - #DIV/0! - -
Communication & Networking - #DIV/0! - -
Community Benefits from Tourism - #DIV/0! - -
Workforce Development - #DIV/0! - -
Monitoring & Evaluation - #DIV/0! - -
TOTAL $0 #DIV/0! $0 $0
Policy
0 0 0 0 FUNDING
1. Salaries and Wages $0 $0 $0 $0 - -
7. Equipment - - - - - -
9. G&A - - - - - -
TOTAL PROPOSED ACTIVITY $0 $0 $0 $0 $0 $0
Competitiveness
0 0 0 0 FUNDING
1. Salaries and Wages $0 $0 $0 $0 - -
7. Equipment - - - - - -
9. G&A - - - - - -
TOTAL PROPOSED ACTIVITY $0 $0 $0 $0 $0 $0
Figure 7.4. Sample Summary Budget (GSTA, 2009)
A brief explanation normally accompanies budget sheets. These notes take many forms
depending on funding organization requirements. See a sample budget note completed for

USAID projects at
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Sample_Budget_Notes_
and_Guidance.doc.
Step 11 Describe who will implementing the project
Describe the most important aspects of the executing organization and implementing
partners in the project concept note template. Include information regarding their
founding, years of operation, mission and vision, strengths and areas of operation,
financial situation, and briefly explain why they represent the best option to carry out the
project.
Step 12 Develop a project sustainability plan
Describe project aspects that will ensure its sustainability after funding has been
completed. For a summary of points to consider see
www.jisc.ac.uk/fundingopportunities/projectmanagement/planning/exit.aspx
Step 13 Define program management and organizational structure
Read the Sample of an Organizational Structure & Program Management at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Organizational_Stru
cture_Program_Management.doc. Write your own.
Step 14 Create the budget
Using the Budget Template at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Sample_Budget_Te
mplate.xls, develop an estimated project budget that details expenses by year, by major
cost category, and also activity.
Summary
By clearly defining responsibilities and authority among team members and partners, a
project team can obtain its objectives despite the prevalence of unforeseen
challenges.
Executing organizations often form legal agreements with donor organizations to
administer project funds. Executing organizations may or may not participate in
implementation.
Implementing organizations carry our project activities. Typically they are contracted
by the executing organization to carry our specific activities. They may or may not
have a project management role.
Partnership agreements between organizations to share project implementation or
execution activities are increasingly common. Partnerships can include several partner
organizations that share in overall project management, i.e., the GSTA.
However partnerships are arranged, establishing clear roles and responsibilities is a
key to success. These are initially laid out in a Memorandum of Understanding
between organizations.

Timelines in the form of Gantt Charts demonstrate how a partnership may work and
how activities may be scheduled. Funders often require project timelines.
Planning resources is usually an iterative process, especially when more than one
organization or department is involved. Budget summaries typically include major cost
categories such as salaries and wages, benefits, consultants, travel and
transportation, other direct costs, indirect costs, equipment, and subcontractors.
Overhead fees such as general and administration and financing costs need to be
included. The project team needs to understand donor requirements.
Funding and other organizations typically want to understand the cost of each activity.
Best Practice for Indirect Costing (USAID)

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Best_Practices_Guide_f
or_Indirect_Costing.pdf
Budget Template
te.xls
Sample Budget Notes and Guidance

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Sample_Budget_Notes_
and_Guidance.doc
PowerPoint on Challenges of Partnerships & Networks: The Real Guide

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Challenges_Partnerships
_Networks.ppt
Organizational Structure and Program Management

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Organizational_Structure
_Program_Management.doc

Unit 8 Project Concept Submissions
Review project concept note requirements

Finalize a draft proposal for submission to an international donor
Review of Steps for Developing a Sustainable Tourism Project Concept
Step 1 Identify the Projects Major Result
Identify potential major results for the sustainable tourism project and organizations that may
have similar goals or objectives. Note that Unit 1 lists several links to donors to start. Also
check with locally available projects, such as donor country offices, government programs,
and foundations.
Step 2 Identify Project Team Members
Consult potential team members about participating in the development of a sustainable

tourism project concept. These individuals may be internal or external to your organization.
Ask if they have time and interest to engage with developing the concept note.
Step 3 Determine the Target Audience

The project team determines the target audience for the project concept note. Is it a
government agency, a local community, a funding organization, or all? If it is a funding
organization, review all donor requirements for submission, establish a timeline, and assign
responsibilities for completing each section. See the Sample Project Profile Form provided at
www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/IADB_Project_Profile_Fo
rm.doc.
Step 4 Develop a Plan for a Participatory Process

Review the methodologies below for engaging stakeholders to determine project goals and
objectives. Determine also the best strategy for the project area and a plan to carry it out.
Remember to consider available funding and the logistics to organize each one.

Step 5 Define Project Goals and Objectives together with Stakeholders
Use one or more meeting facilitation methodologies to develop overall goals and objectives for
the project. Based on conversations with stakeholders, summarize the goals and objectives.
List issues and challenges, as well as opportunities gleaned from stakeholder conversations.
Step 6 Complete in-field Assessments
Draft a report using the GSTA Tourism Assessment Report template at

eport_Template.doc. In the project concept document, write a summary that, describes the
projects beneficiaries or direct clients and its socio-economic and institutional context
(specific sector, activities, number of beneficiaries, gender, geographic location, degree of
organization and support received from other institutions, income level, poverty indicators,
etc.) (IDB, 2011b, p. 1).
Step 7 Conduct a Value Chain Analysis
As part of in-field assessments use the VCA to determine important competitiveness issues to be
addressed by the project.
Step 8 Write a Summary of the Main Problems to be Addressed
Based on both the TAP assessment and VCA, in the project concept template, briefly describe
main problems or deficiencies that the project plans to address in the sector and geographical
area, and the impact that these problems are having. (The problem description must be
directly related to the proposed solution). This is not a list of traditional problems but a
demonstration that they really exist and the real impacts that they have had.
Step 9 Propose Solutions, Describe Activities and Objectives
Filling in the appropriate sections of the concept proposal template, a) describe the proposed
solutions for each problem; b) describe the major activities to carry out solutions; and, c)
describe the projects objectives.
Step 10 Describe the Plan for Monitoring and Evaluation

Following the GSTA example in Unit 6, write a brief summary of how the project will monitor
and evaluate activities. List potential indicators and a sample causal model.
Step 11 Describe Who will Implement the Project
Describe in the project concept note template the most important aspects of the executing
organization and key implementing partners. Include information regarding their founding,
years of operation, mission and vision, strengths, areas of operation, financial situation, and
briefly explain why they are the best option to carry out the project.
Step 12 Develop a Project Sustainability Plan
Describe project aspects that ensure its sustainability after funding has been completed. For a
summary of points to consider see
www.jisc.ac.uk/fundingopportunities/projectmanagement/planning/exit.aspx.
Step 13 Program Management and Organizational Structure
Read the Sample of an Organizational Structure & Program Management at

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Organizational_Structure
_Program_Management.doc. Write one for the project concept note.
Step 14 Create the Budget
Using the Budget Template at

te.xls develop an estimated project budget that details expenses by year, by major cost
category, and also activity.
Considerations for Finalizing Project Proposal Submission
Now that the team has put together a full draft of the project concept paper, it must ensure there are
no gaps. The team can use the following checklist to review the draft concept note.
Background information describes project beneficiaries, direct clients, and its

socio-economic and institutional context (specific sector, activities, number of
beneficiaries, gender, geographic location, degree of organization and support
received from other institutions, income level, poverty indicators, etc.).

Problem definition describes main problems or deficiencies that the project
addresses in the sector and geographical area, and the impact that these
problems are having. (The problem description relates directly to the proposed
solution.)
Project management describes the executing organizations experience in the

sector and how it plans to carry out project.
Approach describes the advantages of the model applied to solve the

problems.
Proposed solution describes proposed solutions for each problem.
Describes the projects expected results.
Executing mechanism and institutional aspects describes important

aspects of the executing organization, including its founding, years of
operation, mission and vision, strengths, areas of operation, financial situation,
and briefly explains why it is the best candidate to carry out the project.
Programmatic sustainability describes key project aspects that ensure its

sustainability after funding has been completed.
Describes issues that the project will analyze, for example, (a) size of project
components; (b) demand for project products; (c) mechanisms to ensure that
beneficiaries will actually benefit from the project; (d) feasibility and origin of
matching funds.
Environmental and social impacts and proposed solutions describe any

environmental or social negative impacts and how to mitigate them. It also
highlights any important aspects regarding gender, social inclusion, or
indigenous groups.
Budget estimates budgets by year, major cost category, and activity. It

includes matching funds, if required.
Timeline or Gant Chart.
Cover letter can be sent as an email. The cover letter communicates

submission of the concept note, any reference information, such as the
corresponding RFP or RFA, project concept title, and provides contact
information.
Sustainability scorecard reviews the project concepts social, economic, and

environmental sustainability. It ensures that sustainability criteria are being met
or are addressed in the concept document. See
http://www.iadb.org/tourismscorecard/

Before submitting the project concept note, the team should send the draft for comment by
stakeholders and partners. This will go a long way to ensure that partners feel included and
also help identify any major gaps.
After Submission
Once the project concept note has been submitted, the team must wait for comments, questions,
and suggestions for any necessary changes from the funding organization. The project team must
respond promptly. See Unit 8 for More Information for a sample response.
The team may receive several communications with technical questions prior to a decision. Once
the project concept note is accepted, the funding organization will likely request a full proposal. The
project team will need to plan how it will develop the proposal, which may involve staff and
consultants, office needs, finalizing partnerships with implementing partners, and conducting
additional assessments to fine tune activities.
Summary
Before finalizing the project concept draft, review a checklist of donor requirements to
make sure each has been met.
Be sure to include a cover letter.
Review the project concept for sustainability; a tool such as the IDBs Sustainability
Scorecard can be used for this.
Plan to send the draft to stakeholders and partners before submitting the project
concept.
Respond promptly and concisely to all technical questions from the funding
organization.
If accepted, the project team must develop a full proposal. This may involve identifying
management staff and consultants, conducting additional assessments to further detail
activities, and solidifying partnership arrangements.
Projects have four basic phases that, however, often do not develop in a linear
fashion.
Sample Response Letter

www.gwu.edu/~iits/Sustainable_Tourism_Online_Learning/Gutierrez/Sample_Response_Lett
er.doc

Glossary
Bi-lateral Aid: Official development finance or Cost Share: Matching funds from a separate
aid mobilized from one country to a recipient organization or individual to help defray the cost
country. of or enhance project activities and their
Biodiversity: The diversity of living organisms sustainability; Donors such as USAID have
in all of their forms and levels of organization specific definitions for what can be considered
including the diversity of genes, species, and cost share and how to account for it.
ecosystems as well as the evolutionary and Development Assistance: Also referred to as
functional processes that link them. (British development cooperation and international aid,
Columbia Ministry of Sustainable Resource usually includes technical assistance and grant
Management) or loan funding and is given to support the
Causal Model: A model in a table format that economic, environmental, social and political
articulates the relationships between project or development of countries.
program activities to project or program impacts. Development Hypothesis: A proposed
Climate Change: Term commonly used explanation or expectation of results, goals, or
interchangeably with "global warming" and "the objectives of development activities which can
greenhouse effect," but more general. Climate be tested.
change literally refers to any long-term change Direct Costs: Cost of activities directly related
in the climate. Used commonly however to refer to project activities, i.e., travel, consultants, and
to the buildup of anthropogenic gases in the staff salaries.
atmosphere that trap the suns heat, causing
changes in global mean temperatures and Ecotourism: Environmentally responsible travel
consequently weather patterns and other and visitation to relatively undisturbed natural
biophysical phenomena across the planet, such areas, in order to enjoy and appreciate nature
as changes in rainfall patterns, sea level rise, (and any accompanying cultural features, both
droughts, habitat loss, and polar ice cap melting. past and present) that promotes conservation,
(National Safety Council) has low negative visitor impact, and provides for
beneficially active socio-economic involvement
Common Ground: Refers to finding common of local populations. (The World Conservation
areas of interests or agreement on project Union)
activities, goals, and objectives among a diverse
range of stakeholders. Environmental Degradation: Deterioration of
the environment through depletion of resources
Community Mapping: A participatory process in a clean or natural state such as air, water and
for mapping tourism resources, activities, soil; the destruction of ecological systems and
problems, and opportunities; giving dimension the extinction of wildlife.
and scope to social, cultural, economic, and
environmental issues. Environmental Impacts: Any change to the
environment, whether adverse or beneficial,
Competitiveness Strategy: A competitiveness wholly or partially resulting from an
strategy provides a roadmap for moving an organizations activities, products, or services.
industry toward higher, sustained rates of growth (Government of Canada)
it is not just a plan for helping individual firms
become more profitable. However, implementing Executing Organization: Organization or
a competitiveness strategy could require agency which receives funds and manages
working first with a limited number of firms that implementation of a contract or agreement.
are willing to invest in order to create a Firm-level Upgrading: Innovation to increase
demonstration effect for other firms. (USAID value added by individual businesses. Firm-level
microLINKS Wiki) upgrading is a learning process through which
those who run enterprises acquire new
knowledge often through relationships with Natural Resource Management: The
other firms in the value chain or with firms in management of natural resources such as land,
supporting markets. Firm owners then translate water, soil, plants and animals; often includes
this knowledge into innovations that increase national parks, forest reserves, marine areas,
value. (USAID microLINKS Wiki) and other officially protected areas.
Future Search: A meeting methodology used Performance Monitoring Plan: A plan for
with large groups to develop a common vision managing the collection of performance data of
for a project or program and develop actions for a given project; an essential part of an overall
addressing issues. monitoring and evaluation plan.
Gantt Chart: A bar chart used to graphically Results Framework: A graphical representation
demonstrate a project timeline. of a development hypothesis and the cause and
effect linkages between, activities, objectives,
Implementing Organization: Organization or goals and results.
agency which directly implements project
activities. Social Impacts: Any change to the social and
or cultural environment, whether adverse or
Indirect Costs: Costs that benefit more than beneficial, wholly or partially resulting from an
one project or programs, e.g., organization organization's activities, products, or services.
accounting and legal services, building
maintenance and equipment. Also known as Social Inclusion: Opposite of social exclusion
distributed costs, distributed across programs. which refers to processes by which entire
communities of people are systematically
Infrastructure and Services: Includes airports, blocked from rights, opportunities, and
roads, railways, transportation, utilities, resources.
communications, waste management, health,
and security among others. Socio-economic: An umbrella term used to
describe both economic and social factors,
Logical Framework Approach: A results- recognizing that a relationship exists between
based tool for conceptualizing, designing, social values and economics.
implementing, monitoring, and evaluating
projects. Stakeholders: Any individual or group of
individuals that can affect or has an interest or
Map the Context: A process used with a group stake in an activity, project, or program.
to determine the central goal of a project. The
purpose is to develop an understanding of the Tourism Strategic Planning: Planning that
social systems related to the issues or problems links the disparate planning and development
being addressed. It can take the place or activities related to tourism to an overall, broad
complement a more traditional assessment. strategic tourism plan to provide an integrated
framework for directing tourism.
Matching Funds: Complementary funds or
contributions required by a donor in order to Sustainable Tourism: Sustainable tourism is a
finance a project. Also known as counterpart form of tourism characterized by a level of
funds, they can be in cash or often in-kind intensity and technology that generates
contributions. Donors usually establish a sustainable net social, economic, and
required percentage or proportion of their environmental benefits.
funding that must be matched by other sources. System-wide Communication: Combines
Monitoring and Evaluation Plan: A plan that behavior change communication tools with
(a) identifies specific project goals and targets; systems-based, participatory, and strategic
(b) clearly articulates a development hypotheses planning tools
(causal chains) and appropriate means to test Tourism Assessment: An impact assessment
them; c) develops indicators of change and undertaken by a destination or business to
targets; and, (d) describes how project staff will identify sustainability issues and impacts,
collect, analyze, and use information for project prioritize them, and select projects, systems,
management and decision-making. and employees to measure and manage them.
Multi-lateral Aid: Official development finance
or aid mobilized from a representation of several
governments to a recipient country.

Urbanization: Generally refers to the migration
of people to city centers and the growth of those
centers, mainly due to movement of people from
rural areas.
Value Chain: A chain of activities of a business
or industry that demonstrates the processes and
linkages involved in producing a product or
service and selling it to end-users or customers

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US Agency for International Development
1300 Pennsylvania Avenue, NW
Washington, DC 20523
www.usaid.gov

Project Development For Sustainable Tourism: A Step by Step Approach

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GSTA

ST102. Project Development for Sustainable Tourism

ST103. Tourism Destination Management

ST104. Tourism Investment and Finance

ST105. Sustainable Tourism Enterprise Development

ST106. Tourism Workforce Development

ST107. Tourism and Conservation

ST108. Scientific, Academic, Volunteer, and Educational Travel

ST109. Powering Tourism

Sustainable Tourism: International Cooperation for Development

International Institute for Tourism Studies

The target audience consists of professionals engaged in development assistance in

Local authorities such as a destination management organization, tourism office,

Whether developing a canoe trip or a national ecotourism investment program, each

Project Development for Sustainable Tourism/2

Project Development for Sustainable Tourism/3

AED Academy for Educational Development

Project Development for Sustainable Tourism/4

At the end of this unit, participants will be able to:

Introduction: Project Life Cycle

Figure 1.1. Project Life Cycle (IAD, 2011a)

Project Development for Sustainable Tourism/5

1. Clearly define the problem

Organizers define a project concept during preparation in a written document. Organizations

Project Life Cycle: The Donor Viewpoint

Project Development for Sustainable Tourism/6

USAID Funding for Projects

USAID utilizes various acquisition and assistance instruments to implement its

1. USAID provides grants to a grantee to implement a program without directly

An RFA results in a grant or cooperative agreement and an RFP results in a

Project Management Viewpoint

Project Development for Sustainable Tourism/7

Section I: Understanding and Technical Approach

Section II: Program Management& Organizational Structure

Section III: Proposed Staffing Pattern & Personnel

Section IV: Partner Institutional Qualifications & Past Performance

Annex B: Summary matrix of implementation partners

Step 1 Identify the Projects Major Results

Project Development for Sustainable Tourism/8

For More Information

African Development Bank

Asian Development Bank

UKs Department for International Development

Project Development for Sustainable Tourism/9

At the end of this unit, participants will be able to:

Planning to Develop a Sustainable Tourism Project Concept

Step 2 Identify Project Team Members

Business analysis and marketing research

Project Development for Sustainable Tourism/10

Donor Requirements for Project Concept Notes

Step 3 Determine the Target Organization

IDBs Multilateral Investment Facility (MIF) Project Rationale

Project Development for Sustainable Tourism/11

Project Development for Sustainable Tourism/12

For More Information

Ashoka Changemakers National Geographic Geotourism Challenge 2010 Winners

Inter-American Development Bank Geotourism Challenge

Inter-American Development Bank Social Entrepreneur Program

USAID AD 303 Guidelines