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Wineaster Anderson, Donath Olomi, Deogratius Mahangila,Theresia Busagara, Maria Minde & Victor Bahati
The Dialogue and Advocacy Initiatives forBusiness Environment Reforms in the Tourism
and Hospitality Sector in Tanzania
ICAESB 11TH AUGUST 2016
Content Introduction Literature Methodology Findings Conclusion & recommendation
Background
Public-PrivateDialogue
(PPD) andAdvocacy
(PPA)initiatives are
useful for:
• improvingbusinessenvironments
• increasingcompetitiveness,
• building trust andfosteringgovernancethroughcoordination,transparency andaccountability
Tourism industry in Tanzania: Key figuresInbound tourists 1,143,000 (2014)18% of GDP in Tanzania27% of Zanzibar’s GDP30% of export earnings in Tanzania80% of Zanzibar foreign earnings10.9% of total employment in TanzaniaY2014 – 1,200,000 jobs (direct, indirect and induced)500,000 direct jobs1 tourist in, 1 job (direct, indirect and induced)2 tourists in, 1 direct job
9.5% of total investmentsAverage number of employees in Medium/Largeenterprise - 51 local and 2 foreigners/400 local and 8foreigners
Each 10 jobsin
TZ 1 comesfrom tourism
BackgroundTourism is a cross cutting, multi sector activity that:
• relies heavily on conservation and use of specific natural and cultural assets,security, infrastructure, skills, etc,
• encompasses a complex array of stakeholders, interests and processes.• Constitute diverse industries - Tour Operators, Mountain Climbing, Travel
Agents, Car Hire, Hunting Safaris, Photographic Safaris, Air Charters, Horseriding and balloon safaris, Accommodation, etc
• Faces numerous & heterogeneous challenges
Unfortunately, little has been done to document the existing PPDinitiatives and recommend ways for improving their performance.
• As a result, each institution intending to promote dialogue and advocacy in thissector tends to reinvent the wheel
Background
In the light of such shortage of scientific – based research:
• more resources in terms of finances, time and human have kept on doingthe same thing, instead of adding value to what has been done.
The fact that the existing legal and policy documents such as
• National Tourism Policy (United Republic of Tanzania, 1999) is outdated;• the Tourism Master Plan (Ministry of Natural Resources and Tourism,
2002) outdated and does not consider the PPP and PPD in its formulation;• the Tourism Act (United Republic of Tanzania, 2008) is also silent about the
roles of the PPD and PPP in tourism development,
This study is timely as it intends to provide input in the reviewprocess.
ObjectiveGeneral objective:• To capture a comprehensive picture of the public-private dialogue
(PPD) initiatives for business environment reforms in the tourismand hospitality sector in Tanzania
Specific objectives, to:• identify the main challenges facing the sector• describe the main actors in the tourism value chain–both public
and private sectors• establish the PPD platforms and initiatives for business
environment reforms in the tourism and hospitality sector• Identify the success stories registered from the PPD initiatives• highlight the key success factors for the PPD initiatives for the
sector• identify the major barriers or challenges facing the PPD initiatives
in the tourism and hospitality sector• propose possible measures to strengthen the PPD initiatives
Literature Review PPD is “a structured, participatory, and inclusive
approach to policymaking” increases scope of policy formulation and success as it
involves many stakeholders in decision making PPDs vary by area of coverage, scope, leadership,
focus, time frame and participants.
An overview of PPDs -characteristics
Characteristic
Alternatives
Institutionalisation
Formal platform or informal platform
Area National, Regional or LocalScope Economic wide, sector specific or
sub-sector specificLeadership Government or private sectorFocus General orientation/many goals or
specific goalsParticipation Many actors or few actorsTime frame Permanent or time boundFacilitated Facilitated by a third party, not
facilitated by third party
Literature Review Pre-requisites for effective PPD Credible championsWider Representation Transparency Capacity Sustainability
Methodology - Design
The study adapted a descriptive-qualitativemethod• through document review and in-depth
interviews based on explorative researchdesign
The Ethnography research was considered appropriate whenexploring the nature of the dialogue and advocacy initiatives
• small number of cases• Grounded theory
Population
Tourism andhospitality sector
• both public andprivate sectors
• Northern (Arushaand Kilimanjaro)and coastal(DSM) touristcircuits
Public sector
• MNRT and itsdirectorates andsemiautonomousagencies
• National,Regional andLocalgovernmentallevels
• Others e.g. VETAHTTI, TNBC e.t.c
Private sector
• 12 PSOs underTourismConfederation ofTanzania
• PSO Members
Data collection
• open-ended questionnaire ,• face to face interviews• 29 respondents, CEOs and heads of units
Primary data
• National Tourism Policy• Integrated Tourism Master Plan: Strategy and Actions• Tourism Act• Promoting Sustainability of Biodiversity and Raising Annual Revenue• Growth to 20%• The 2014 Tourism Statistical Bulletin, Tourism Division, Dar es Salaam, Tanzania• The 2013 International Visitors’ exit survey report, March 2015. The Tanzania
Tourism sector Survey
Secondary source/document review
Findings
Respondents in the study include Both Public(7) and Private(22) Heads of associations/executive
secretaries Decision makers Participants of the dialogues
Tourism Main actors
Public sector
The Ministry of Natural Resources and Tourism and its major five divisions.
WildlifeDivision
(TANAPA,TAWIRI,NCAA &CAWM)
Antiquities(NATIONALMUSEAUM)
Policy andPlanningDivision
Forest andBeekeeping
Division(TAFORI)
TourismDivision (TTB
& NCT)
Others:TNBC,VETAHTTI, e.t.c
Privatesector
TCT, HAT,ITTA, TAOA,
TACTO,TATO,
TAHOA,TASOTA,
TTGA, THPAT
Major challenges which call for PPDinitiatives and platforms
1. Inadequate infrastructures2. Poor product development and management3. Poor marketing and linkages within local economy4. Insufficient institutional and technical capabilities5. Shortage of appropriate and specialized core and skilled
personnel6. Limited access of capital from financial institutions to support
SME’s in tourism sector7. Economic slowdown in the source markets and leakages8. Illegal activities associated with destruction of natural
resources9. Ineffective land use plans and lack of land-bank for tourism
investment10.Slow growth of domestic tourism
Main PPD platforms in Tourism sector
•Established in 2001…..•Composed of all tourismand related sectors
•Deals with Developmentand Investment issues
•Established in 2010under MNRT
•Composed of all tourismand related sectors
•Deals with challenges inthe tourism sector
•Established underTourism Act 2008
•Composed of 15members from TourismAgencies andauthorities, (Inc-2 co-opted from public)
•Aim at advising theminister of MNRT
•Established in 1992after UN deliberations
•Discusses developmentissues in tourism
•Contains at least 150members (allstakeholders in tourismand related sectors)
TourismFacilitationCommittee
TechnicalAdvisory
Committee
TanzaniaNationalBusinessCouncil
PublicPrivate
Partnership
Other Platforms
5. Quarterly PPD across aviation Industry6. Annual General Meeting7. UN- Funding Meetings8. Pre-fair & Post-fair Meetings9. Tourism & Hospitality Stakeholders Forum10.Biannual stakeholders meetings11.Cultural Tourism Program stakeholders
meetings
Success stories1. Adjustment of fees and taxes2. Initiation of Capacity Building Programs3. Improvement of Infrastructures4. Improvement of Security to Tourists and their Belongings5. Establishment of Regulatory Authority, Organizations,
Committee and Forum6. Publication of the International Marketing Strategy7. Conservation of Natural Assets8. Tourism Task Force Report9. Designed and Improved Corporate Social Responsibility
Strategies
Key Success Factors
1. Readiness of stakeholders2. Good relationship built on trust, respect and transparency3. Cooperation between stakeholders4. Time-to-time dialogues between private and public sector
actors including open discussions on some issueswhenever they occur
5. Seriousness and support of local government leaders6. Solidarity of private sector players, especially for
crosscutting issues, coupled with determination and followups
7. Holding talks with higher level officials (decision makers)directly while bypassing lower level officers
8. Capacity building-BEST-Dialogue9. Ongoing awareness of the government leaders
Major barriers facing PPD Initiatives
1. Inadequate Funding for the meetings2. Frequent change of Leaders in the public offices3. Bureaucracy in Government System and work ethics4. Inadequate Vision- Outdated National Tourism Policy 19995. Incoherent Policies, Institutions and Regulations6. Incapacity Personnel7. Public sector does not perceive the value of dialogue8. Representation Gap and misrepresentation of senior officials9. Poor implementation of Deliberations from the PPD initiatives10. Mistrust between the Private and Public Sector Actors11. Conflicting interests among Officials and between Local and
Central Government
Recommendations for improvement ofPPD
1. Promote honest discussion and deliberateefforts within and between public and privatesectors
2. Creating awareness of importance of PPDsamong tourism stakeholders
3. Capacity Building among Stakeholders tounderstand tourism problems, causes andpossible solutions through PPDs
4. Reduce Representation Gap by broadeningparticipating individuals and organisations andensuring an inclusive policy making strategy.
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Recommendations5. Improve transparency and communication
within and between private and publicsectors
6. Institutionalization of the PPD forums at alllevels national, regional, district and locallevels
7. Streamline Funding Mechanisms for PPDand Joint funding policy of the PPD and
8. Implementation of deliberations by drawing aroad map and clear execution strategies
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ConclusionBased on the key success factors registered from the existing PPDwithin and between sectors and sub-sectors:• The joint participation between the private and public sectors in
policy making is important for best policies, enhanced executionand outcomes.
• Considerable planning and investment must go into a structureddialogue process.
• It is not cost-effective if most of the PPD platforms overlap interms of subject matter, mandates, participants and their timing.
• Each PPD platform is unique and has to be tailored to localissues, institutions, and experience.
• Wider representations, credible champions and sustainablepartnerships built on trust and transparency is the engine to thesectorial development and inclusive economic growth.
• PPD and PPPs must be imbedded in the review of NationalTourism Policy, the Tourism Master Plan, and the Tourism Act of2008. 11/08/201624
Thank you
FOR LISTENINGEND
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This study was funded by BEST-Dialogue through theCentre for Policy Research & Advocacy (CPRA) at
University of Dar es Salaam Business School; to whom theauthors are very grateful. We thank all the respondents
who took the initiative and time to provide feedback to thesurvey questions.
©CPRA 2016
Acknowledgement