Nurturing Non-profit Success through Strategy Innovation in Developing Nations: The Service Delivery Approach

Written by Isabel Marsigli on August 16, 2024. Posted in Blog.

Introduction:

In developing countries, nonprofit organizations are essential for tackling social, economic, and environmental issues. These organizations frequently lead the way in bringing about beneficial change, whether in healthcare, education, or sustainable development. However, running a non-profit in a developing country has its own set of difficulties.

This blog post will discuss practical methods for overseeing nonprofit organizations in underdeveloped countries, emphasizing sustainability and impact maximization.

Understanding the Landscape:

Identifying Needs and Priorities

It is important to carry out in-depth studies to comprehend the particular needs and goals of the communities you hope to serve before implementing any strategy. This could entail interacting with regional stakeholders, evaluating needs, and reviewing available information on social and economic metrics. Through acquiring knowledge about the difficulties encountered by the community, nonprofit organizations can better customize their solutions.

At the core of Solimar International’s mission is sustainable tourism, and therefore our organizational goals include targeting environmental conservation, community engagement, ethical practices, cost savings, and long-term viability, just to name a few. Having these standards for practice allow us to make informed choices.

True identification of need requires a strategic approach, particularly within developing nations. Solimar’s implementation of over 200 development programs led to identifying ten main challenges faced by almost every emerging destination, including lack of a long-term (and actionable) tourism plan, a difficult business enabling environment, and the absence of an effective destination management organization to name a few.

Building Partnerships

In the nonprofit industry, cooperation is essential for success, particularly in underdeveloped countries where resources may be limited. Forming alliances with companies, community organizations, and local governments can assist in combining resources, knowledge, and networks to accomplish shared objectives. Together with encouraging ownership and involvement within the community, these collaborations also facilitate information transfer and support sustainability.

Solimar actively maintains relationships with partners and stakeholders in an effort to “leverage financial and technical expertise and promotional benefits from private and government partners in exchange for improvement in stakeholder relations, marketing, and improved product and service delivery.” Cooperation and partnership is a resource. In addition to these benefits, partnerships build organizational credibility and expand overall reach, creating a greater impact.

So, how do you find sponsors? There are various resources such as GrantStation or Foundation Center, corporate funding opportunity databases, that make it easy. Begin by making a list of potential partners through research of companies that align with your non-profit’s vision. Many companies have a corporate social responsibility (CSR) program that are more likely to engage with non-profit organizations, and, in the same way, many companies have previously supported or actively support non-profits or organizations that could be similar to yours.

Before reaching out to potential partners, make sure your organization has an outline of your purpose, the strategized solution, research and community examples, and a resource estimate.

For developing countries, this can be exponentially more difficult since governments in these countries do not usually have the capital needed to invest in infrastructure expansion or repair. The private sector is also rarely interested in “low returns in highly unstable countries, as risk increases, the expected return value increases as well.” Research has shown that the project-based approach is more likely to fail and require more money and investment in a service decline. To combat this, the service delivery approach (SDA) recognizes this likelihood for failure and instead takes a long-term approach that encourages continuous engagement, adaptability, enhanced collaborations, community ownership, and offering holistic solutions.

Effective Management Strategies:

Transparent Governance

Accountability and transparency are cornerstones of successful non-profit administration. Clear governance frameworks, such as advisory groups and boards of directors, can be established to assist guarantee inclusive and transparent decision-making processes. Furthermore, you may increase credibility and trust in the community by keeping lines of communication open with stakeholders, such as local governments, businesses, and/or community organizations and providing regular updates on events and results. This collaborative effort not only maximizes resources and expertise, but also promotes shared responsibility and collective action towards common goals. Especially recently, the public has gotten increasingly involved in holding organizations accountable against their missions. It is incredibly important to consider these factors when trying to strategically aid in the internal process success of developing countries.

Financial Management

Adopting strong financial management procedures is crucial in developing countries when financing may be scarce and erratic. This entails creating a budget, keeping an eye on spending, and varying the sources of revenue to lessen dependency on outside donors. Moreover, strengthening internal controls and improving financial literacy can be achieved by funding staff and volunteer capacity building.

Nonprofit organizations are largely dependent on fundraising revenue, where data-driven fundraising plans are necessary for an actionable fundraising strategy. With data to back the cause, donors are more likely to give to an organization that “clearly demonstrates what impact their donation will have.”

collaboration at the table

Human Resource Development

A nonprofit organization’s ability to succeed is mostly dependent on its people resources. In developing countries, where talent may be in short supply or subject to migration, recruiting and maintaining talented personnel and volunteers can provide difficulties. Offering possibilities for professional growth and training not only increases Collaboration at the table. Photo by RF._.studio individual potential but also boosts corporate effectiveness. Additionally, encouraging a positive work atmosphere and appreciating the efforts of volunteers and employees can raise spirits and motivation.

By including those who reside in these communities in the means for support, nonprofits adopting an SDA can foster a sense of ownership and empowerment among those who are beneficiaries. This approach is very participatory and essentially encourages community members to take an active role in the implementation of solutions.

Read about how sense of ownership and social capital influence the efficacy of community-management in this example of community-managed water systems in Ghana, Kenya, and Zambia!

Engaging communities in a way that is culturally appropriate goes beyond providing services; it gives them the ability to direct their own development. The ability of local leaders, institutions, and organizations to actively participate in the development process should be strengthened by funding provided by nonprofit organizations. To help communities recognize their own needs, gather resources, and put ideas into action, this may entail offering mentorship, resources, and training.

Implementing Sustainable Programs:

Community Engagement

Nonprofits may guarantee that interventions are culturally relevant, sensitive to local needs, and owned by the community by incorporating community people in program design, implementation, and evaluation. Long-term development outcomes greatly depend on the empowerment and social capital that this participatory strategy creates.

Culturally relevant community engagement is built on relationships. Therefore, nonprofits must invest time and effort in building these genuine, trust-based relationships with those in the community. Collaboration and the co-creation of solutions come from these relationships. Solutions should be created from the bottom-up, where the community is involved in every step possible. This may involve accommodation, such as translating materials into local languages, providing accommodation for people with disabilities, and adapting to other cultural norms or preferences. Further, nonprofits should pay attention to the power dynamic within certain communities, potentially seeking out marginalized voices to address some of the underlying inequity contributing to underdevelopment.

Read about an example of how a relationship-building strategy, community-based tourism, has influenced Solimar’s strategy in sustainable tourism efforts here!

Adaptive Management

Resilience and agility are essential traits of prosperous nonprofits functioning in ever-changing contexts. Nonprofits in developing nations must be ready to modify their plans and tactics in light of the rapid social, economic, and environmental changes. Adopting an adaptive management strategy can assist non-profits in managing uncertainty and optimizing effects over time. This strategy includes ongoing learning, experimentation, and feedback loops.

Volunteers for nonprofit organizations around round table

The Path Forward for Nonprofits:

Managing a non-profit organization in a developing nation requires a combination of strategic planning, effective management practices, and a deep understanding of local contexts. In prioritizing transparency, collaboration, and community engagement, nonprofits can maximize their impact and contribute to positive social change. Nonprofit organizations can navigate challenges and achieve long-term sustainability by implementing sustainable programs and adopting adaptive management approaches such as the Service Delivery Approach. Together, we can build a brighter future for communities in developing nations!

Interested in how we can help you with sustainable development initiatives in developing nations? Contact us to learn more about our programs and services, and view our suggested resources here!

Keep up with Solimar – don’t forget to like us on Facebook and LinkedIn!

How Green Finance Can Address the Increasing Demand for Sustainable Tourism

Written by Yaseen Eiweida on August 15, 2024. Posted in Blog.

The world of travel and tourism has helped strengthen both rural and urban communities while also economically empowering local businesses. However, in recent years, there has been a noticeable shift in demand within the tourism industry. We are now seeing an increasing preference for more sustainable tourism options, and green finance is proving to be a viable solution. This trend reflects a desire for tourism practices that not only promote sustainability but can also drive the market for sustainable travel forward in the long term.

In 2024, there are many opportunities in the post-pandemic era of tourism to capitalize on. Climate change remains one of the greatest challenges facing our environment, as well as the tourism industry. Both well-established destinations and up-and-coming ones are having to adapt to climate change. It is important that we design and implement certain measures to mitigate the harmful effects of climate change felt by communities trying to promote new tourism opportunities. A crucial step towards this goal is financing the development of these necessary strategies. Green finance offers the necessary funding and incentives for developing sustainable tourism initiatives. It addresses the growing demand for eco-friendly travel options and ensures the preservation of natural and cultural resources.

The Rise of Sustainable Tourism

What is sustainable tourism? Sustainable tourism recognizes the future impacts of tourism initiatives while considering the environmental, social, governance (ESG), and economic consequences. It takes into account the needs and wishes of travelers while placing equal importance on the environment and host communities.

Sustainable Eco Lodge — Sustainable Retreat: Nature Resort in Sapa, Vietnam

With the continuous predicament of climate change, travelers from all over the world have started to take into consideration the sustainability commitments and records of destinations and providers. In fact, many travelers are even ready to pay a premium for more sustainability in their itinerary. Environmentalists and activists aren’t the only ones driving the growing demand for sustainable tourism. Many people are simply seeking to make more responsible travel choices and contribute to a better future. Looking at the numbers, the size of the global sustainable tourism market is currently valued at $2.61 billion in 2024 and is projected to soar to $8.73 billion by 2031. This not only represents an opportunity for tourism providers to accommodate more travelers, but it is also an opportunity for investors. When comparing the demand for more sustainable tourism versus the supply of options, the numbers are shocking but represent an opportunity for growth. Globally, the sustainable tourism industry is estimated to make up just 2–5% of the travel and tourism industry. Yet, around 80% of travelers said that sustainable tourism was important, and they would want to adopt more sustainable travel practices.

What do Responsible Tourists Want?

In order to understand how the world should finance and invest in sustainable and responsible tourism, it is important to understand the requests of travelers. In the context of the demands of many global travelers, they wish to see more sustainability in six key areas. Expedia Group’s sustainable travel study from 2023 indicates that travelers are willing to pay more for:

Transportation
Food
Activities & Experiences
Lodging & Accommodation
Purchases or Gifts
Engaging with Local Cultures

Even though tourists aiming to travel more responsibly might not fully grasp all the nuances involved, the crucial point is that there is a clear demand for this type of travel. People want to lower their carbon emissions when they travel, choose food from sustainable sources and producers, support regional communities, purchase gifts, and engage with local artisans and craftsmen, amongst other sustainable practices. Growing the socioeconomic status of local tourism providers has always been important to the world of international development, as highlighted by many of the United Nations’ Sustainable Development Goals (SDGs). Therefore, now that there exists a market with a genuine demand for more sustainable travel options, and travelers who are even willing to pay more for these options, the time has come to address these demands and fill gaps within the industry.

Thailand’s Intangible Cultural Heritage Provided by Local Artisans and Craftsmen

Recognizing the Importance of Green Finance

In recent years, there have been many green finance success stories that highlight the potential and success of sustainable investing. Globally, the transition to decarbonize the economy requires massive investments. Through green finance, investors in both the public and private sectors can direct their investments towards acts to lower emissions and mitigate climate change. The concept of green finance should not be confused with a risky investment for the sole purpose of helping the environment. Investors involved in green finance are actively reducing their risk. Today, investing in carbon-intensive initiatives has more risks than ever due to the transition to more responsible business practices. Aside from the risks, green financing can also support job growth in new industries and create more business opportunities that do not harm the environment in the way traditional tourism does. Those who embark on these opportunities can help private and public organizations satisfy their climate goals.

Sustainable Tourism Eco Lodge — Undisturbed Accommodation: Thai Eco Lodge using vernacular architecture and a circular water system

Understanding Green Financing

Green financing refers to the economic activity aimed at maximizing environmental benefits and/or reducing risks associated with climate change. For example, a company that secures a loan to upgrade its portfolio of houses with more energy-efficient systems, such as solar panels, contributes to green finance. In turn, those living in the house also are lowering energy consumption and utility expenses. This reinforces the idea that green finance is a win-win for everyone. In the long term, the goal of green finance is to establish a flow of financial resources toward investments that contribute to a more sustainable and resilient economy. In the tourism industry, this includes addressing climate change and other environmental challenges.

Promoting Sustainable Business Practices in Tourism

Contributing to sustainable development requires a change in the way businesses think. Businesses not only need to address the environment when making decisions, but they need to instigate changes in their consumer’s behaviors. If tourists wish to travel more sustainably, there needs to be sufficient opportunities for them to do so. In order to accomplish this, there are several different financial instruments and initiatives in green finance:

Green Bonds: a debt security issued to finance projects that positively address environmental change.
Green Loans: loans granted to projects or businesses that contribute to environmental sustainability (green loans typically come with favorable terms and conditions).
Green Equities: when shares of equities/stocks are re-invested in companies that promote positive environmental results.
Crowdfunding: obtaining funding from a large pool of interested backers to make an impact through sustainable initiatives.
Public-private partnerships (PPPs): collaboration between governments, financial institutions, and private companies to fund and implement sustainable projects.

While each instrument is a great contributor to sustainable development, businesses in tourism need to identify their green goals. The first obvious step would be to assess the potential of the project: What are the potential outcomes or challenges? Businesses should consider the needs and wants of stakeholders. What are the regulators looking for? Investors? Employees? Customers? And so on. While there is a demand for more sustainability in tourism, it is not a one-size-fits-all solution. The following step is to choose which finance option is best suited. Each has different advantages and disadvantages depending on the context, so it is important to choose wisely to attract investment. Although investors want to participate in socially responsible investing, they also will look to minimize risks.

South Korea: A Model for Integrating Green Finance with Tourism

South Korea, officially the Republic of Korea (ROK), is emerging as a leader on the path towards financing green growth opportunities. To meet the country’s ambitious climate goals, financial institutions have announced a $313 billion green financing plan to be implemented across many sectors of the economy, including travel and tourism. Dating back to 2008, stakeholders in Korea’s tourism sector have been identifying countermeasures against climate change. Several years later in 2016, the heritage sectors of the tourism sector began implementing measures to protect the country’s most vulnerable cultural heritage assets. The national government has also played a key role in addressing climate change in tourism as they have focused efforts towards adaptation and mitigation. For the government, the key to adaptation is minimizing the effects of climate change on tourism and cultural heritage. In contrast, mitigation efforts involve leveraging these sectors as a source of education and knowledge to reduce greenhouse gas emissions.

South Korea stood as one of the countries that positioned climate change as a national priority and prepared both the legal groundwork and heavy investment to support this priority. The national government has been involved with monitoring and conducting follow-up measures to adaptation policies and investment schemes. They also spearhead the campaigns to raise awareness of the need to deal with climate change responsibly and immediately. The government also actively promotes low-carbon tourism services using low-carbon transportation, local food, and locally crafted goods, alongside the green transformation of infrastructure. South Korea stands out as a leader and exemplary model in financing and taking initiative against climate change in the tourism sector.

Investment Opportunities to Support Sustainable Growth in Tourism

Many of the key components of sustainable development and environmental management are being overlooked in tourism. Some of these include energy efficiency, waste management, water management, biodiversity, and cultural heritage. By incorporating these components, tourism operators and investors can contribute to the SDGs and be innovative. The key to unlocking this growth is to encourage responsible investing and introducing new opportunities. When aspects of sustainability such as cultural heritage and biodiversity are being funded, the tourism operators can leverage them to promote their destination.

Sustainable Tourism Infrastructure — Coastal Protection: Mangroves help to bind and build soils, reduce erosion, and act as wave breakers to offer protection from rising sea levels

Solimar’s Investment Promotion strategies have successfully secured more than $8 million in debt and equity commitments for ecolodges within or on the borders of national parks. Further, Solimar’s principals have successfully promoted tourism-related investments totaling more than $350 million. At Solimar, we acknowledge that demand from and within new markets will continue to rise in importance. In response, we are keen to assist these destinations by attracting investments to meet demand and achieve the existing growth potential. Solimar provides the unique prospect of offering end-to-end investment promotion solutions. This includes prospectus development and production, investor recruiting, and sourcing debt and equity financing for a wide range of project types across the globe.

The Role of the Public Sector

Although private contributions are effective in tourism and economic development, the public sector has a significant role. In tourism projects, there are typically many parties involved with many goals. These may include tour operators, local governments, and destination management organizations (DMOs), all of whom have expected outcomes for projects. Therefore, public-private partnerships are a great strategy to represent the interests of all stakeholders involved and meet expected outcomes. PPPs offer a greater variety of sources of investment, technology, knowledge, and management expertise. The model is a great method to enhance the supply of resources for development and to help steer demand towards sustainable tourism. In addition, PPPs can extend the cost of a project over a longer period, allowing public funds to be allocated to areas where private investment is either unfeasible or unsuitable. However, PPPs should not be viewed as a solution to public-sector budget constraints or funding shortages; instead, they should be utilized as a means to execute projects and services efficiently and cost-effectively.

PPP for Sustainable Development — Public-Private Partnership: Building Spain’s Modern Train Stations

Not only is public sector involvement helpful, it’s vital. Unlike the private sector, governments usually have to cater to the whole population rather than certain stakeholders. They must be impartial and not have hidden agendas to protect. The public sector can also drive change within the private sector. Through incentives and mandates, governments can enhance private sector sustainable tourism efforts. Given the value each sector adds to the industry, partnerships are at the core of sustainable tourism. By spreading out the risk, and reducing the upfront costs imposed on public budgets, it’s vital for governments to consider partnering with private sector stakeholders.

The Path Ahead and Progressive Strategies

With the emergence of a new travel pattern amongst tourists, we must offer new opportunities. We must steer consumers to more sustainable travel and make responsible decisions. Although there is a segment of travelers who desire to experience greener, more sustainable travel, there are also those who are not yet inspired by sustainability but who could be influenced. Celebrating the transition to an eco-friendly brand of travel should become a key component of the journey towards a sustainable future. To promote these changes, it’s key we broaden the dialogue to appeal to different segments of travelers.

Cities with the potential and resources to spark change should take the lead and set the example. Cities should embrace policies that facilitate the relationship between financial markets and opportunities for green finance. This relationship is key to attracting the assets and capital required to deliver successful sustainable projects for travelers. The diversification of financing opportunities is also an important avenue for growth. No two projects are alike, and no two projects face the same challenges. This means that in order to accomplish goals, there must be ample opportunities to finance these endeavors.

From an internal perspective, to obtain the means of investment, projects must have significant profit potential. Projects must be highly marketable to entice investors. Business plans and prospectus development strategies must be thorough and feasible. Additionally, effective risk management strategies should be in place to address potential challenges and uncertainties, giving investors confidence in the project’s stability. Highlighting the long-term sustainability potential can also attract socially responsible investors who are seeking opportunities to expand their portfolios. By combining these elements, projects can become more attractive to investors, ensuring a higher likelihood of securing the necessary funding.

Interested in our services for Investment Promotion? Contact us to learn more.

Intangible Cultural Heritage in Oni Municipality

Written by Sylecia Johnston on August 15, 2024. Posted in Blog.

Racha-Lechkhumi Kvemo Svaneti, Georgia

Since 2009, Solimar International has been managing sustainable tourism development projects in the Republic of Georgia, called Sakartvelo by its residents. Some of the projects Solimar has managed there include:

Regional Development Program 2009-2011 (World Bank)
Georgia National and Regional Tourism Plans 2014-2015 (GNTA)
USAID Economic Security Program 2019-2024 (DAI)
- Georgia DMO Development Program – 2020
Green Economy: Sustainable Mountain Tourism and Organic Agriculture 2019-2023 (ADA)

In 2022, Solimar was subcontracted by Cultivating New Frontiers in Agriculture (CNFA) to manage the tourism development elements under the USAID Resilient Communities Program, a five-year activity to strengthen target communities in the administrative boundary line (ABL) along the borders of Georgia’s occupied regions. By promoting inclusive and sustainable socio-economic development, the program endeavors to generate employment opportunities, boost income levels, and augment the revenues of micro, small, and medium enterprises (MSMEs). This, in turn, helps counter prolonged malign influence.

Oni Municipality is one of those target communities.

Reintroducing Historical Oni Municipality as a Tourist Destination

Oni Municipality, located within the Racha-Lechkhumi and Kvemo Svaneti region of northwest Georgia (referred to simply as Racha), is situated in the breathtaking Greater Caucasus, known for its mountain retreats, untouched landscapes, and historical significance. Oni once enjoyed an era of economic growth through tourism in the 1920s when balneological resorts were built around the mineral natural springs in the area.

In 1930, Georgia’s first female film director Noutsa Gogoberidze collaborated with the influential avant-garde painter David Kakabadze and documented rural village life in the mountains of Racha. Seven years later, Noutsa was arrested and exiled. Her work was banned and the film wasn’t recovered until after her death in 1966. The silent, black and white documentary film with Russian titles is called Buba (“Буба”), named after an area glacier. Though much of it was destroyed or lost, you can watch around 40 minutes of the film on YouTube. It is a beautiful cinematographic montage of Oni’s heritage, capturing village life and culture, the dangers of mountain living (a landslide is depicted, foreshadowing the devastating August 3, 2023 disaster), and the development of hydropower dams and the tourism industry through the famous mineral spring resorts.

Today, the destination’s humble assets are a mix of intangible cultural heritage and natural resources, products, and points of interest, including cold mineral springs, the Oni Synagogue, Lake Udziro, Mravaldzali Church, Village Gona, Shoda-Kedela Mountain Range, and Sasvano Lakes. While technically being a part of Racha, Oni has historically received less attention from visitors than other destinations in the region, such as the Ushguli community (a UNESCO World Heritage Site) and Mestia (a UN Best Village), both located in Svaneti.

Tourism Cluster of Oni and Destination Management

To address the disparity and harness the region’s tourism opportunities, the Tourism Cluster of Oni was established in November 2022 as a part of the “Mayors for Economic Growth” EU project. This organization, driven by a group of enthusiastic local business owners and community stakeholders, aims to promote sustainable socio-economic development in Oni by highlighting its distinct identity as a separate and compelling destination. Through the tourism cluster, efforts will be made to showcase Oni’s exceptional natural beauty, traditional customs, and rich history, creating an inviting atmosphere for travelers seeking off-the-beaten-path experiences. By leveraging its intangible cultural heritage and emphasizing sustainable tourism practices, Oni endeavors to emerge once again as a vibrant and prosperous hub, contributing to the overall development of the Racha region and fostering a sense of place and pride among its residents.

Through the USAID Resilient Communities Program, Solimar International was able to provide technical assistance to the tourism cluster group by facilitating the development of a Destination Management Plan (DMP), including a situation analysis, market research, strategic objectives, and a detailed action plan matrix. Despite political division, the DMP is a catalyst and a call for constructive engagement between the public and private sectors. It hopes to unite stakeholders, galvanizing efforts to fortify the region’s tourism potential and advocating for investments and infrastructure advancements essential for Oni’s revival; a comeback story for the destination.

Much of this article’s content is a direct result of the intangible cultural heritage research conducted by Solimar for the document’s situational analysis.

Defining Intangible Cultural Heritage for Oni Municipality

Intangible cultural heritage (ICH) is the identified traditions, practices, expressions, and skills, including music, dances, traditional cuisine, and local economic activities such as farming and craftsmanship. In 2023, UNESCO celebrated the 20th anniversary of the Convention for the Safeguarding of the ICH, providing an opportunity to raise awareness about its importance in fostering international cooperation.

ICH can be lost if it isn’t passed down to future generations and preserved. As older generations pass on and young people leave the rural areas for the city or international destinations like Europe or the USA, these traditions and folklore are, sadly, threatened to be lost forever. This is a risk and issue being faced by residents in Oni.

With Oni currently having a limited number of points of interest or attractions outside of nature, the rich and beautiful ICH is an incredibly important destination asset to be celebrated and kept alive. According to the stakeholder survey conducted for the situation analysis, the ICH of Oni can be categorized by:

local cuisine,
performance arts and entertainment,
religious and sacred rituals, and
and interpersonal characteristics.

Traditional Cuisine and Specialty Food Products

While all of Georgia is famous for its food, Rachan khachapuri, lobiani, and Rachuli ham are examples of the particularly noteworthy cuisines in Oni municipality.

A GNTA article on Rachan khachapuri (that includes a recipe!) states, “Of the many varieties of khachapuri, the most are made in Racha. They are: bechulebi, bokhchuana, ganatekhi, penovani, chakhrakina, and khachapuri with spinach, walnut, or ham.”

Though ancient, khavitsi is the new fondue, an oozy cheese dish made of butter curd from Caucasus mountain villages. It is argued to be originally from the Tusheti area, though also cooked in Oni for generations from passed-down oral recipes.

Shkmeruli, or the “Rachan Pearl” of Georgian food, is another famous dish from the region made of chicken stewed in milk and garlic.

Rachuli Lobiani is a regional specialty similar to khachapuri but filled with Lobio. Lobio is a kidney bean stew traditionally cooked in an earthenware clay pot with spices, sometimes thickened with walnuts and flavored with tkemali. It is completely vegetarian (unless you incorporate delicious Rachuli ham!).

A wonderful blog article on GeorgianTravelGuide.com describes even more local dishes, such as Tskaldaskhmula (a dish known only in Village Ghebi).

The famous Rachuli ham stands out for its exceptional raising and smoking process. This culinary treasure is celebrated for its rich flavors and traditional preparation. Pigs are raised on a unique feast-and-famine meal plan, resulting in meat with a layered effect. Seasoned with a blend of spices, the meat is skillfully cured, aged, and infused with a distinct, savory taste and tender texture. Known for its unique smoky aroma, Rachuli ham is a testament to the region’s gastronomic heritage. Not packaged or shipped outside Racha, authentic Rachuli ham can only be found locally, with many inauthentic versions available elsewhere.

Specialized agricultural and foraging products of the region, such as wheat, wine grapes, walnuts, and mushrooms, must also be mentioned:

Asli, Makha, Zanduri, and Chelta Zanduri are all varieties of wheat that are endemic to the region.
Racha is also home to some unique Georgian grape varieties, including Aleksandrouli and Mujuretuli, which introduce guests to new wines.
Wild mushrooms, such as Kalmakha (oyster), can be found littering the dense forest floor and stumps. Late summer is a particularly spectacular time for foraging various edible fungi.
Pterocarya fraxinifolia, or Caucasian Walnuts, are native to the Caucasus and considered a vulnerable species by the IUCN, but the microclimates of Oni reportedly produce a particularly delicious variety of the meaty nut. According to the Slow Food Foundation, “Georgia, and the Caucasus region generally, is a reservoir of walnut genetic diversity: If this heritage is not vigorously protected, the Avenisuri and countless other Georgian walnut varieties may disappear forever.”

In regards to tourism, visitors typically have the opportunity to enjoy these dishes when their host offers them at a guesthouse or homestay. There are very few public restaurants in the region and no publicized or marketed cooking classes. Of course, visitors can forage in season, but this should preferably be done with a local guide to avoid harvesting poisonous fruits and fungi. In addition to developing these experiences, there are opportunities to preserve, package, and sell food products for visitors to take home as souvenir snacks or as ingredients to try their hand at cooking a Rachan dish at home and think fondly back on their holiday.

Folklore, Craftsmanship and Entertainment

Georgian folklore is renowned for dance, polyphonic singing troupes, and their unforgettable shows. In Racha, this is celebrated annually during the International Folklore Festival “Sakartvelo” in the last week of August through the first week of September. The cities of Oni and Ambrolauri share the festival, with performances in each location alternately. During this event and throughout the year, visitors can learn about the gudastvir, the unique regional dances, poems, and songs, such as Kvedvrula and Rashovda.

Rachan folklore is distinguished and has been written about by explorers for centuries. There are legends about the etymology of village names and about the mystical mineral springs, among many other stories and myths. The folk poetry of the region has also been preserved and honored.

In addition to folklore and performance arts, Racha is famous for craftsmanship and artisans, including woodworking and felting. Houses built by Rachvelebi feature beautiful wooden decorations and ornaments. Hatmaking in Ghebi also follows a traditional pattern and process.

Handicrafts remain an important tool in craftsmanship for a tourism destination since visitors often buy products to take home as souvenirs. Tourism restores and closes the disconnect between rural and urban craftsmen and their market channels. An influx of visitors provides artisans with a greater market presence and demand for their goods and services, pushing their craft businesses to new heights of success and sustainability. Additionally, many tourists want to have a more immersive experience that extends beyond purchasing handicrafts and towards hands-on activities such as workshops and masterclasses.

Religious and Sacred Rituals

Religion plays a vital role in the traditions of Georgians, shaping their cultural identity and providing a framework for meaningful interactions with the divine realm. The Georgian Orthodox Church hasplayed a significant role in developing the nation’s culture and identity, with around 84% of the population identifying as Orthodox.

Religious holidays throughout the year in Oni include Bosloba, Atagenoba, and the Order of Glory, each marked by distinct celebrations involving cooking and other traditional rituals. These local celebrations, interwoven with the overarching themes of crucifixion, Corpus Christi, and the Nativity, provide a rich tapestry of religious expression in Georgian culture. The Order of Glory, as an example of a religious holiday celebrated on the fourth Sunday of Easter, is a day that celebrates the resurrection of Jesus Christ, and it is marked by a variety of rituals and traditions. One of the most common rituals is to light candles in front of icons of Jesus Christ, and to pray for forgiveness and salvation.

In addition to Georgian Orthodox traditions, Oni was historically home to a Jewish community, and the synagogue stands as a testament to the region’s multicultural history. The Jewish presence in Oni can be traced back to at least the 19th century. Jewish communities in Georgia, including Oni, were known for their distinct cultural practices and contributions to the local society. It is the third largest and the oldest synagogue in Georgia and is similar to the synagogue in Warsaw, which was destroyed during World War II. This square, domed synagogue was built in 1895 and has an interesting story to tell. In the 1920s, during the communist era, orders were given to demolish the Oni synagogue, but the Rabbi, together with his family, locked himself inside. Jewish and Georgian women, with babies in their arms, surrounded the synagogue and, by risking their lives, didn’t allow the building to be destroyed.

A recent monument opened on September 2nd, 2020, the Oni Holocaust Monument, is located near the House of Culture in Oni. The monument is especially dedicated to Sergei Metreveli, who helped Jews in Georgia escape the Nazis and shelter in Racha. In recent years, Sergei Metrevelihas has been nicknamed “the Georgian Schindler”. This monument and the Oni Synagogue will become part of the Council of Europe’s certified Jewish Cultural Heritage Route.

Because of both of these religious traditions, along with the remnants of ancient pre-Christian practices, Oni Municipality bears significant potential as a pilgrimage tourism destination.

Interpersonal Characteristics

The Rachian people are renowned for their distinctive interpersonal characteristics that set them apart in the cultural tapestry of Georgia. Hospitality is a cornerstone of Rachian culture, with locals exhibiting an unparalleled openness, care, and warmth towards outsiders.

The term “Sidinje” is a word often intertwined with Rachian culture and mannerisms that reflect an intentional, thorough, and passionate way of working with a commitment to well-being. Rachveli is notably calm and languorous, a trait often humorously underscored in folklore and stories about the region.

The Rachvelian dialect, its language and variations, further emphasize their unique identity. Terms of endearment often take the form of -uka as a suffix. It can be added to any object to emphasize it is a “cute, little” thing. For example, some expressions like puruka and kveeluka (bread and cheese) add another layer to the cultural richness and show off the nuanced Rachvelian linguistic diversity.

Preserving Oni’s Intangible Cultural Heritage Through Sustainable Tourism

Oni Municipality’s intangible cultural heritage is a treasure trove of traditions, customs, and practices that have been passed down through generations, shaping the region’s distinct identity. By harnessing its authentic charm and nurturing a responsible tourism ethos, Oni charts its own course to become a thriving and welcoming haven, enriching the traveler’s experience and fostering enduring benefits for the local community and the entire Racha region.

As the destination emerges as a sustainable tourism hub, embracing and celebrating these intangible elements is crucial, ensuring their preservation for future generations. By promoting responsible tourism practices and fostering collaboration between local communities, businesses, and authorities, Oni can safeguard its rich heritage while providing visitors with authentic and immersive experiences.

Travelers seeking off-the-beaten-path adventures are invited to embark on a journey to Oni, where they can savor the flavors of traditional dishes, witness the artistry of local craftsmen, and immerse themselves in the region’s sacred rituals and celebrations. By supporting local initiatives and engaging with the warm and hospitable Rachvelian people, visitors can play a vital role in sustaining Oni’s intangible cultural heritage, ensuring that these treasured traditions continue to thrive for generations to come.

Work with us if you’re a tour operator that wants to offer tours to these incredible cultural treasures in the Republic of Georgia.

How Destination Management Organizations (DMOs) Support Democracy and Governance

Written by Shannon McCarthy on August 15, 2024. Posted in Blog.

Transforming Tourism Management: The Stewardship Role of Destination Management Organizations

The role of destination management organizations (DMOs) in the tourism industry goes well beyond traditional destination marketing and tourism experience management. New studies indicate a shift in managing destinations. Instead of focusing solely on revenue, there is now a greater emphasis on implementing sustainable tourism practices in destinations.

This approach, often referred to as destination stewardship, emphasizes the importance of maintaining the cultural, environmental, and economic integrity of tourist destinations. It requires a collaborative effort involving multiple stakeholders, including the public-private sector and civil society. Full collaboration among these sectors is essential for destination management organizations to successfully implement sustainable tourism practices. Effective collaboration means listening to everyone’s opinions and making decisions based on democratic governance values like transparency, accountability, participation, and equity.

Following these principles can make DMOs’ destinations more sustainable. They can also improve residents’ lives by boosting the economy, promoting community involvement, and protecting cultural heritage. An effective DMO backed by a community can be a powerful force for good.

A community coming together to plant trees in a park, promoting environmental stewardship and sustainability in urban greening projects. — *Adobe Stock by Plaifah*

The Destination Management Organization Model: A Microcosm of Democratic Governance

Democratic systems cultivate stability and economic prosperity within their jurisdictions. The governance structure of destination management organizations serves as a microcosm of democratic entities by incorporating fundamental democratic values into their governing framework. Like larger democratic institutions, DMOs can have a strong foundation of governance that determines their operational framework. Here are key democratic aspects present in both governing democracies and DMOs:

Popular Sovereignty: DMOs can sustain themselves through regular elections and the consent of their members. DMO stakeholders determine the cross-sector individuals who will fill their leadership roles and board of directors.
Governing Documents: DMO stakeholders across all sectors contribute to creating essential documents such as Articles of Incorporation, By-Laws, and Board policies. These documents establish a clear organizational structure, promote transparency through defined procedures, and ensure accountability with regular audits and evaluations.
Accountability and Transparency: DMOs make their governing documents and regular reports on key performance indicators, financial performance, and sustainable tourism strategies publicly available. This ensures that their effectiveness and operations are transparent to stakeholders and the community, typically through their website.
Pluralism and Collaboration: DMOs foster public-private dialogue by serving as platforms where the public and private sectors can engage in effective communication and collaboratively make decisions on policy development, sustainability initiatives, and community building. This collaboration is crucial for maintaining sustainable travel destinations and emphasizes the democratic principles of diversity and inclusivity.
Equity and Reciprocity: DMOs strive to ensure that the economic benefits of tourism are distributed equitably and reinvested into the community. They achieve this by investing in capacity building, creating job opportunities, and supporting cultural and environmental conservation efforts. This approach enhances local development, highlighting the widespread impact of the tourism industry on every individual living within the destination.

Who Exactly Are the Stakeholders in Destination Management Organizations?

The term “stakeholders” can sometimes feel all-encompassing or even ambiguous. However, in the context of DMO governance, it is crucial to clearly define and involve key groups. Effective tourism management requires collaboration among a diverse range of stakeholders, ensuring that a wide array of interests and perspectives are represented in decision-making processes. In DMO governance, it is essential to have a balanced representation from the public sector, private sector, local residents, and non-governmental organizations.

The image shows four wooden game pieces standing in a row, each a different shade of brown, ranging from dark to light. The pieces are arranged in a gradient, symbolizing diversity and inclusion. The background is blurred, drawing focus to the game pieces and their subtle differences in color and texture. — Photo by Pixabay

Public Sector: Political decision-makers at municipal, regional, and national levels who set policies and regulations for a myriad of industries, including tourism and hospitality.
Private Sector: The tourism and hospitality industry directly impacts commercial tourism industry stakeholders, such as businesses and service providers.
Local Community: Local residents and citizens, who are essential in providing authentic cultural experiences and ensuring that tourism benefits are equitably distributed.
Non-Governmental Organizations (NGOs) and Special Interest Groups: These organizations often focus on specific issues, such as environmental conservation, cultural heritage preservation, or social equity.

Studies focusing on community-led tourism highlight the importance of including all stakeholders in decision-making. This approach ensures that tourism’s benefits are shared fairly across economic, social, cultural, and environmental dimensions. When local communities are actively involved, it grants local residents more agency. This has the potential to improve their quality of life and preserve cultural heritage. There is a greater consensus on sustainable destination management strategies.

Examples of Democracy and Governance in Destination Management Organizations

A landscape picture of the Maldives with white sand beaches and turquoise water and palm trees in the distance. — *Goidhoo Atoll, Photo by Horsburgh Atoll Tourism Alliance*

Horsburgh Atoll Tourism Alliance (HATA): Maldives

The Horsburgh Atoll Tourism Alliance (HATA) is the first community-led destination management organization in the Maldives. It represents stakeholders from the small islands of Goidhoo, Fulhadhoo, and Fehendhoo. With 89 members, HATA has grown significantly from its humble beginnings.

The Origin of Horsburgh Atoll Tourism Alliance

During the COVID-19 pandemic, while the Maldivian government allowed foreign-owned resorts to accept tourists, it indefinitely delayed the reopening of local guesthouses. In response, tourism entrepreneurs in Horsburgh Atoll organized to advocate for their community’s interests, successfully lobbying for their right to reopen.

Building on this victory, the founding members of HATA set their sights on developing a tourism model that prioritizes community resilience and promotes environmental stewardship. They began collaborating on managing and marketing the destination, establishing HATA as the first community-led Destination Management Organization in the Maldives. In January 2023, Solimar International through the USAID Climate Adaptation Project, and began supporting this initiative, aiming to strengthen destination resilience in the face of climate adaptation challenges.

Democratic Governance and Sustainable Tourism Initiatives

HATA recently completed its elections and established its governing documents, establishing itself as a democratic entity. Now, it is preparing for its formal launch in September 2024. Island Council members and the Women’s Development Committee (WDC) members represent the public sector, while the private sector includes business owners such as accommodation providers, restaurant owners, and tour operators. Community members form the majority of HATA’s membership.

Collaborating with international development organizations, HATA has developed a Sustainable Tourism Destination Management Plan. This plan is available to the public and outlines strategies to ensure that tourism in the atoll contributes positively to both the conservation of natural resources and the well-being of its inhabitants. Key initiatives include:

Environmental Conservation

Restoring mangroves and seagrass beds.
Setting guidelines to prevent harmful activities like fish feeding and improper anchoring.
Conduct regular restoration efforts like beach clean-ups and planting native vegetation

Community Building

Training for tour guides, park rangers, activity providers, and artisans.
Promote local products and services to boost community revenues.
Hold community engagement sessions to gather feedback on tourism initiatives.

Cultural Conservation

Create museum spaces to showcase local heritage.
Organize bi-annual cultural events to celebrate tradition.
Support the establishment of cultural areas that preserve the Atoll’s heritage.

The Horsburgh Atoll Tourism Alliance (HATA) is a pioneering, community-led organization in the Maldives that exemplifies the strength of democratic governance in tourism management. As they prepare for their formal launch in September 2024, HATA is planning a comprehensive full-day event spanning the islands of Goidhoo, Fulhadhoo, and Fehendhoo. This event aims to raise awareness and inspire both tourists and residents by showcasing how democratic governance and inclusive decision-making can lead to equitable and positive outcomes for the entire community.

2. Ataúro Island Tourism Association (ATKOMA): Timor-Leste

Like HATA, the Asosiasaun Turismu Koleku Mahanak Ataúro (ATKOMA) is a community-led destination management organization representing stakeholders from Ataúro Island in Timor-Leste. Formed through support from various partners, including local NGOs and Solimar International through the USAID Tourism for All Project, ATKOMA aims to promote sustainable tourism to enhance the local economy and preserve the island’s natural and cultural heritage.

Origins of Asosiasaun Turismu Koleku Mahanak Ataúro

In 2016, ATKOMA revitalized the existing tourism association on Ataúro Island, Grupo Turizmu Ataúro (GTA). Stakeholders aimed to ensure that the destination management organization’s governance was inclusive and that the local community experienced the economic benefits of tourism. In 2019, ATKOMA partnered with USAID and Solimar International to develop the Sustainable Management Plan for Ataúro Island.

While the local government established several strategies to address areas such as tourism, infrastructure, and economic development, the SMP unified these efforts under a single framework. This framework prioritized environmental conservation, sustainable livelihoods, and cultural preservation to promote sustainable destination development that benefited the entire community.

Traditional boat with Beautiful nature of blue sea sand and Turquoise color water waves at Atauro Island, Timor Leste — Adobe Stock by faizzaki

Democratic Governance of Asosiasaun Turismu Koleku Mahanak Ataúro

Following an in-depth situation analysis, conversations with the public, private, and local communities of Ataúro Island yielded a unified vision: “Ataúro’s biodiversity and natural environment are protected, essential ecosystems are secured for people and nature, and livelihoods are sustainable and support the preservation of social and cultural heritage.”

Stakeholders in ATKOMA consist of community members and enterprises who collaborate with local island councils and other government entities at the municipal and national levels. Since the conception of Ataúro Island’s public-private sector DMO, ATKOMA, the island’s tourism industry has been revitalized. Through democratic governance and public-private sector collaboration, ATKOMA accomplished the following:

Exotic hills and beaches of Fatucama promontory in Dili, Timor Leste — Adobe Stock by DODO HAWE

Collaborated with scientific research organizations and government entities to designate 13 Marine Protected Areas by revitalizing the cultural practice of tara bandu. Activities in these protected areas are regulated by both the local government and a community co-management committee.
After several meetings with the national government, ATKOMA represented the whole community and successfully prevented a casino from being built on the island. The casino would have harmed the integrity of Ataúro Island, known for its small eco accommodations and rich biodiversity.
Partnered with MAF Timor-Leste to launch the first air shuttle service to Ataúro Island, increasing economic revenue for tourism businesses and tourism-adjacent businesses.
Recognized by Green Destinations as one of the Top 100 Stories competition, an annual competition that celebrates and promotes sustainable tourism initiatives from destinations globally.

Future of Tourism in Asosiasaun Turismu Koleku Mahanak Ataúro

The Ataúro Island Tourism Association (ATKOMA) exemplifies the transformative power of democratic governance in destination management organizations. Their next goal is to transition from a Whale Heritage Area candidate to a designated site. Assisted by the World Cetacean Alliance, Ataúro Island is establishing practices that meet the sustainability-focused criteria for this designation.

3. Greater Sundarbans Ecotourism Society (GSETS): Bangladesh

The Greater Sundarbans Ecotourism Society (GSETS) is Bangladesh’s first destination management organization. With the assistance of Solimar International through the USAID Ecotourism Activity, diverse stakeholders formed GSETS to promote sustainable tourism in the world’s single largest mangrove forest, a UNESCO World Heritage Site, and a Ramsar Site. GSETS’ vision is to raise awareness and harness Bangladesh’s natural, cultural, and historical assets to develop an inclusive tourism sector that engages local communities and maximizes conservation benefits.

The Origin of Greater Sundarbans Ecotourism Society

The region around the Sundarbans Reserved Forest is home to millions of Bangladeshis who rely on mangrove resources for their livelihoods. However, poaching, trafficking, deforestation, human-wildlife conflict, oil spills, and unsustainable resource extraction threaten its biodiversity. Climate change and unregulated tourism further endanger the Sundarbans. When locals do not see tourism improving their lives, they feel less ownership. GSETS unites the private sector, government sector, NGOs, and protected area authorities to collaborate on protecting and maintaining this vulnerable region while providing locals with alternative livelihood opportunities.

Democratic Governance of Greater Sundarbans Ecotourism Society

A Board of Directors was selected from various stakeholder groups, forming the democratic governance of Bangladesh’s first destination management organization. Mirroring the structure of HATA and ATKOMA, GSETS’ governance ensures an array of stakeholders have a voice in decision-making.

The Bangladesh Ecotourism and Conservation Alliance, which includes Solimar International, government ministries, associations, nonprofits, and private enterprises, supported the establishment of GSETS under the USAID Ecotourism Activity. This alliance provides digital marketing technical assistance, staff and member training, and helps secure membership dues and other revenue streams for sustainability.

The Bangladesh Forest Department under the Ministry for Environment, Forest and Climate Change manages the Sundarbans Reserved Forest. GSETS members hope to collaborate with these government entities to build a responsible tourism industry and use funds to maintain the mangroves and surrounding regions. Under the USAID Ecotourism Activity, a Sundarbans Ecotourism Master Plan is being developed for the Bangladesh Forest Department which implements policies around capacity building of concerned public and private stakeholders, public and private partnerships, collaborative activities, and conservation awareness campaigns.

Objectives of Greater Sundarbans Ecotourism Society

S.A.V.E. Destination: Transform the Sundarbans into a center for scientific, academic, volunteer, and educational activities, attracting students, teachers, scientists, and researchers for longer stays.
Community Benefits: Improve environmental, economic, and basic human services (livelihoods, water, sanitation, education, and health) through better-managed and inclusive tourism.
Governance and Management: Improve tourism governance and natural resource management for Key Biodiversity Areas (KBAs) by partnering with the national government. Use tourism funds to enhance protected areas, maintain the Sundarbans, and manage local resources.
Collaboration Platform: Facilitate collaboration among stakeholders to develop the region and leverage tourism’s economic benefits to improve conditions in the Sundarbans and surrounding communities.

The Future of Greater Sundarbans Ecotourism Society

Bengal tiger sitting on a log — *Unsplash by Frida Lannerström*

At the time this article was written, Bangladesh was in a state of unrest and turmoil. Clashes over a decision to allocate a large quota of government jobs to a specific group of ruling party supporters resulted in hundreds of casualties. Amid ongoing protests, curfews, and internet shutdowns, protesters continued to demand justice for those harmed.

The most recent update from Bangladesh confirms that Prime Minister Sheikh Hasina has resigned and fled the country. The student protesters’ nominee, Professor Muhammad Yunus, a Nobel Peace Prize recipient, has been named the interim leader (Chief Advisor) until the next National Parliament election.
This highlights a pervasive obstacle for those working in the international sector. It exposes the detriments of a corrupt governance system, resulting in injustice against the very citizens it is meant to serve.

Despite the political instability, GSETS leadership remains confident that their mission for a sustainable community and destination will prevail. As Bangladesh’s pioneering destination management organization, they are well-acquainted with overcoming challenges and are committed to continuing their trailblazing work in the tourism industry with unwavering resilience.

Using the Destination Management Organization Model for Tourism Development

The DMO model shares many key attributes with democratic governance. Public access to governing bodies, as well as access to various documents and reporting, promotes accountability and transparency as well as learning from each other, which builds trust. By providing a platform for a variety of voices, the destination management organization model ensures inclusive decision-making. Public-private partnerships highlight its collaborative nature. Whether through capacity-building programs or managing protected areas, the DMO model relies on democratic governance to function efficiently and establish longevity.

At Solimar, we help tourist destinations establish successful destination management organizations (DMOs) because we have seen many success stories from implementing the democratic governance of the DMO model. Destination management organizations not only enhance the sustainability of tourism but also contribute to the overall well-being and resilience of the community. By embracing democratic values, DMOs ensure that tourism development is balanced and aligns with broader goals of community enrichment and environmental stewardship.

Curious about how you can enhance tourism development and community well-being? The DMO model supports democracy and governance by fostering accountability, transparency, and collaboration. Whether you’re a professional, a traveler, or a potential partner, get in touch with Solimar to find out how we can collaborate for positive change.

African tourists exploring their continent

East to West: Why intra-Africa travel should be easier

Written by Sia Kwimbere on June 18, 2024. Posted in Blog.

East Coast versus West Coast: Travel and the Future of Tourism in Africa

If you’re a fellow traveler, you can probably relate to the allure of exploring a new destination. The budding curiosity. The ignited excitement. The anticipation of adventure. The prospect of visiting the West Coast of Africa for work (a region I have never been to) recently rekindled my wanderlust. I was especially thrilled about the chance to visit Liberia.

While not known for tourism, Liberia has all the raw, unbridled potential to become the destination of choice for adventure travelers. However, as I navigated the complexities of booking flights for intra-African travel, my enthusiasm was soon met with a harsh reality.

Any travel lover knows the drill and random assortment of tips and tricks designed to help you find the cheapest flight or best deal to your destination of choice: 1) Remove Cookies, 2) Incognito Mode, 3) Book on Tuesday. The cheapest flight to Liberia was… $1,700. My eyes bugged out at my computer screen. What?! How? The trip duration– 17 hours. The exorbitant prices and lengthy travel durations left me perplexed.

Moreover, after the hassle and expense of booking such a flight, I might still need to contend with the potential hurdles of securing a visa and dealing with flight delays and cancellations. The process left me deflated and prompted a bittersweet reminder: “East and West, Home is best.”

Reflecting on the Past: A Brief Overview of Tourism in Africa

A retrospective glance at Africa’s tourism history reveals a trajectory marked by promise and pitfalls. In the post-colonial era, nations across the continent recognized tourism as a catalyst for growth, investing in infrastructure and promotion. Yet, narratives of Africa as the “Dark Continent” persisted, influencing tourists’ perceptions and travel decisions. To this day, the International Travel Advisory Reports for Africa still influence travelers’ perceptions and decisions, doing little to assuage doubts for cautious travelers.

Western nation embassies create the most popular and referenced travel advisories. While these reports claim objectivity and a lack of “influence from diplomatic, political or commercial considerations,” they perpetuate a narrative of the Global North evaluating and judging the Global South, compared to a mutual collaboration to understand the real threats to travelers.

Most African countries range from a level 2 (Exercise a high degree of caution) to a level 4 (Do not travel). Only six out of 54 countries are deemed safe to ‘exercise normal safety precautions’ while traveling. Despite breathtaking destinations, tourism in Africa often bears the vestiges of colonial exploitation rather than embracing mutual respect for the continent and its people.

Current Realities: Storytelling and Borders that Divide

In recent years, Africa has witnessed a paradigm shift in perception, with a narrative driven by Africans. Technological advancements and enhanced digital connectivity have fueled enthusiasm for African travel, leading to increased tourism arrivals. However, the legacy of colonial-era infrastructure limitations still looms, hindering seamless travel across the continent.

The challenges of intra-Africa travel are multifaceted. Limited point-to-point markets and the absence of robust hub-and-spoke networks impede efficient connectivity. As a result, travel within Africa often remains confined to regional zones, with lengthy flight durations and exorbitant costs across regional zones deterring potential visitors. The lengthy flight durations are no surprise given the sheer size of Africa, 30.37 million sq km (11.7 million sq mi).

However, the costs of cross-regional travel in Africa are shocking. They are often equal to or double the costs of traveling outside the continent. Despite the emergence of African airlines, which one would expect to reduce flight costs, the continent’s share of the global passenger air travel market remains disproportionately low, so the industry cannot benefit from high volume and lower costs.

While initiatives such as the Africa Continental Free Trade Agreement (AfCFTA) and the proposed African passport hold promise for facilitating intra-Africa travel, significant hurdles persist. The practical implementation of these initiatives requires concerted efforts to address logistical, regulatory, and security concerns. Intra-Africa travel hurdles beg the question: what needs to come first – connectivity and passenger transportation improvements or destination development?

Facilitating Sustainable Tourism: A Vehicle for Development

Obstacles like those I encountered while planning cross-regional travel underscore a broader issue plaguing the African continent: inadequate transportation infrastructure and limited connectivity.

Meanwhile, sustainable tourism, with its enormous potential to drive economic development and conservation efforts, hinges on efficient transportation networks. According to a World Bank Report, the tourism sector already accounts for one in every 20 jobs in Africa, with the potential to create millions more over the next decade.

Nevertheless, leveraging sustainable tourism as a vehicle for development needs to be a carefully curated game of systems and incentives. Sustainable tourism development must, therefore, take into account all stakeholders. Tourism boards, DMOs (Destination Management Organizations), and businesses can and should incentivize communities to protect and care for natural and historical attractions.

International tourists on safari in Africa — Source: Voortman, Gerbert. “Brown and Black Jeep Wrangler.” Pexels, https://www.pexels.com/photo/brown-and-black-jeep-wrangler-10740862/.

When these attractions generate and diversify income sources for communities, it results in a positive feedback loop of continued conservation. Natural attractions are often found in rural areas that could benefit from economic opportunities.

Additionally, several sectors feed into tourism – agriculture, creatives and handicrafts, and manufacturing.

Therefore, if a country’s tourism sector places great emphasis on developing and sourcing from local supply chains, a boost in tourism can mean greater demand and growth for other closely related sectors.

However, realizing all of tourism’s economic and social benefits is contingent upon addressing the connectivity challenge.

Looking Ahead: The Imperative of Travel Connectivity

Why should we prioritize improving transport connectivity within Africa, and why now?

The answer is two-pronged.

Firstly, the African continent has immense potential as a tourism destination.

Africa’s tourism sector has exhibited robust growth, outpacing global averages and rebounding swiftly from the COVID-19 pandemic. With projections indicating continued expansion in the years to come (about 5.1% growth yearly), the imperative for enhanced connectivity becomes clear.
Africa’s status as the “last tourism frontier” underscores the urgency of investing in transportation infrastructure. From undiscovered gems to pristine natural landscapes, the continent boasts a wealth of attractions awaiting exploration while other regions and continents are fast approaching their saturation points. However, realizing this potential hinges on overcoming the logistical barriers that impede intra-Africa travel.
Improving connectivity within Africa can profoundly impact economic development and environmental conservation. Improved connectivity can bolster conservation efforts and biodiversity preservation by facilitating access to protected areas and virgin forests. This access can support research and sustainable tourism activities, incentivizing communities to preserve their environments. Consequently, enhanced transportation networks can unlock new opportunities for job creation and revenue generation, particularly in rural areas.

Secondly, African people have vast potential as customers in the tourism sector and as the human capital engine powering it.

Africa has a booming youth population, projected to reach 2.4 billion by 2050, all in need of entrepreneurship and employment opportunities, which are abundant either directly or indirectly through the tourism sector
The youth demographic is driving the growth of the adventure tourism market, for which the African continent is well-positioned. Tourism forecasts by UN Tourism “predict the region will receive 77 million arrivals by 2020 (compared with just over 30 million in 2010), 50 million of which will be intra-regional visitors”
With a burgeoning middle-income demographic in the continent eager to explore other countries and cultures, alongside a growing appetite for adventure tourism, the demand for intra-Africa travel is poised to soar, underscoring the significance of investing in transportation infrastructure.

Conclusion: Navigating the Path Forward

In conclusion, the future of tourism in Africa hinges on our ability to overcome the barriers of connectivity and transportation. As we strive to unlock the continent’s vast potential, we must prioritize investments in transport and travel infrastructure and sustainable destination development strategies. By addressing infrastructure gaps, streamlining regulatory frameworks, and fostering cross-regional cooperation, we can pave the way for a thriving tourism sector that benefits all Africans and preserves the continent’s rich natural and cultural heritage. East Coast or West Coast, the journey towards realizing Africa’s tourism potential begins with bridging the gaps that separate us and forging a path towards a more connected and prosperous future.

WE DEVELOP, MANAGE, AND MARKET SUSTAINABLE TOURISM DESTINATIONS

Category: Blog