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Areas of Expertise, Economic Growth, Environment & NRM

Ecotourism vs. Sustainable Tourism

Photo credit: Sustainable Futures

980 million people traveled internationally in 2010, a 4% increase over the previous year, and forecasts expect 1.6 billion tourists by the year 2020. Travel & Tourism as a sector accounts for 258 million jobs globally, and provides crucial opportunities for investment, economic growth, and fostering cultural awareness. Tourism can also be a powerful tool for tackling major challenges such as conservation and poverty alleviation.

But how do environmentally and socially conscious travelers navigate the complex differences between ecotourism, sustainable tourism, socially responsible tourism and the other myriad forms of traveling responsibly?

Ecotourism vs Sustainable Tourism

Industry consensus agrees ecotourism is more focused on ecological conservation and educating travelers on local environments and natural surroundings, whereas sustainable tourism focuses on travel that has minimal impact on the environment and local communities. Ecotourism is a form of tourism, or a category of vacation similar to beach, adventure, health, or cultural, while the concept of sustainability can be applied to all types of tourism.

As established by The International Ecotourism Society (TIES) in 1990, ecotourism is “Responsible travel to natural areas that conserves the environment and improves the well-being of local people.” Another widely cited definition of ecotourism is “purposeful travel to natural areas to understand the culture and natural history of the environment; taking care not to alter the integrity of the ecosystem; producing economic opportunities that make the conservation of natural resources beneficial to local people.”

The Global Sustainable Tourism Council (GSTC) is a global initiative dedicated to promoting sustainable tourism practices around the world. GSTC and its global members of UN agencies, global travel companies, hotels, tourism boards and tour operators follow the Global Sustainable Tourism Criteria. The 23 criteria focus on best practices to sustain natural and cultural resources, maximize social and economic benefits for the local community, and minimize negative impacts to the environment.

Currently there is no internationally accredited body charged with overseeing the standards, monitoring and assessment, or certification for the ecotourism or sustainable tourism industries. Without an established standard it is easy to be confused by organizations that greenwash services and offerings as “environmentally friendly.” Others argue that ecotourism is an oxymoron, as travel implicitly entails activities that are detrimental to the environment. Planes, trains and automobiles use harmful fossil fuels that emit CO2, and forestland is often cleared for roads and railways.

Ecotourism and Sustainable Tourism in Action

Photo Credit: Visit Costa Rica

Costa Rica was a pioneer in ecotourism and exemplifies how tourism can be a key pillar of economic development policy. Costa Rica is now the premiere destination for ecotourism, and in 2010 tourism contributed 5.5% of the country’s GDP. Jordan serves as another model of successfully integrating conservation and socio-economic development. Ecotourism generated $2.1 million in 2010, and Jordan’s Royal Society for the Conservation of Nature has received several global awards for its success in alleviating poverty and creating employment for local communities, in combination with integrating nature conservation.

Myriad sites offer options for tours and hotels that cater to a more environmentally friendly and sustainable type of traveling experience. The New York Times travel section allows viewers to search potential destinations using ecotourism as a criteria, and Condé Nast Traveler highlights Ecotourism and Sustainable Travel under Expert Travel Tips.

The Earthwatch Institute, organizes trips where travelers work alongside scientists and explorers on field expeditions and Sierra Club’s travel arm Sierra Club Outing allows environmentalist to learn something on vacation and inflict minimal harm on the surrounding environment.

At the industry level, hotels and resorts are taking on sustainability commitments that focus on recycling, decreasing water and energy usage, reducing greenhouse gas emissions,and environmentally friendly design. Many in the industry show a commitment to a holistic approach to sustainability which includes the construction of Leadership in Energy & Environmental Design (LEED) certified buildings, providing eco-friendly and organic food and wine selections, and rewarding guests who make “green choices.” Marriott, which boasts 2,800 hotels worldwide, offers guests hotel points or vouchers for the hotel restaurant should they choose to not having linens and towels washed daily.

Understanding the difference between sustainable tourism and ecotourism educates travelers on the significant impact their travel decisions have on the environment, economy and local communities they visit. Participating in sustainable tourism, or more specifically ecotourism vacations, means travelers can contribute to development and conservation efforts, while enjoying themselves on vacation.

August 13, 2012/by actualize

Agriculture, Originally posted on the GBI Portal

Sustainability Lessons from HSS: Implications for FS & ICTs Projects

Eric Sarriot @ the Talk - Photo Credit: Ben Addom

“I suspect that the world you’re dealing with is even more complex than the world we’re dealing with in health…health is dealt with by doctors, a very simple minded people, but your field is probably more complex.” Those are the words of Eric Sarriot, Technical Director, CEDARS at ICF International.

Eric was speaking on the topic “Emergence of Sustainability in a Complex System: Are Lessons From the Health Sector Applicable to Food Security?” during January 2012 USAID’s Microlinks Breakfast Seminar in Washington DC.

Eric brought two challenging concepts together – “sustainability” and “systems” to help understand the question whether sustainability strategies for health system strengthening (HSS) can be applied to food security. He noted that development programs in general intervene on specific problems, gaps in performance, and deficits in capacity. And to do so, there is the need for workable plans and log frames. These imply a very rational use of linearity but when it comes to dealing with sustainability and the number of actors—‘stakeholders’—at play, it just gets too complicated or rather ‘complex’.

Photo Credit: CEDARS Center

So beginning with his view of a system, he argues that a complex, adaptive systems by some definitions will have a large number of agents/actors that are diverse and try to adapt to each other. The adaptation process to each other results in the complexity of the system. He went on to define sustainability in HSS as an (emerging) property of a system embedded in a larger environment in which interdependent actors through negotiated and coordinated social interactions, allow the expression of their respective and collective capabilities to maintain and improve the health of vulnerable population.

Using the sustainability framework developed at CEDARS through research with communities and practitioners, Eric shared their experiences with the health sector from Bangladesh. The health system in Bangladesh at some point was in equilibrium with interactions among diverse actors.

Process Towards new Equilibrium by CEDARS

This equilibrium was punctuated as a result of an external intervention that sent shock to the system leading to the shaking of the equilibrium. And by the end of the project, there was a new equilibrium which as achieved through things that were planned for and others that were not planned for. In effect, the actors found another way to interact that created the new equilibrium.

From this experience made available through a detailed report, the study posited that at least some of the lessons that have been learned about how health systems actually behave as “systems”—complex adaptive systems—may be relevant to the world of food security and value chain interventions. Also, observed is that complexity increases rather than decreases when it comes to sustainable food security and the role of value chains.

Can elements of this model help value chain efforts better plan for and evaluate the ultimate sustainability of food security of households?

Yes, I believe the elements of the sustainability framework for HSS can help agriculture and food security value chain system to better plan for and evaluate the ultimate sustainability of food security of households.

I totally agree with Eric on his statement that the world of food security, agriculture and value chain is more complex than the world of health. Firstly, I think the nature of the agricultural value chain – actors from research and development, input manufactures and suppliers, producers, transportation and logistics, processors and manufacturers, wholesalers and retailers, and the consumers – really makes it more complex than health.

Secondly, while “health services” aim at ensuring healthy lives of its users, “agricultural services” are aimed at building the capacities of its users to increase their productivity. For example, farmers are provided with agricultural advisory service to know when to sow their crops, when to spray, and when to market their products; and agricultural commodity traders are informed of the prices and locations of potential commodities to be able find the right market.

Thirdly, even though the health system is complex, all the actors have a common goal of providing health services to a vulnerable population in order to maintain and improve their health. So the users are more or less “passive recipients” of these services. Within the agriculture and food security value chain system, however, there are multiple recipients of the services as well as producers, making it more complex than health system. Farmers provide and receive agricultural services just as researchers, traders, and extension officers.

These features of the agriculture and food security value chain “system” and its larger environment with multiple interdependent actors, demand for a well coordinated and negotiated social interactions as required in the health system, to keep it sustained.

The place for ICTs

The complexity of the system and its associated interactions calls for effective communication networks, and this is where the importance of information and communication technologies (ICTs) could be realized. The sustainability framework presented by CEDARS, recognized the importance of a consistent data use to allow information-based decision-making and action. ICT for agriculture and food security projects should therefore be seen as value added services to ensure that actors within the system have access to timely and appropriate information for sustainable food security.

ICTs could be used in the following ways for increased information flow among the interacting actors:

Capturing technologies for actors to interact among themselves to understand potentials and diagnose needs such as data collection, monitoring and evaluation tools could be very useful within the system.
Communication tools to facilitate relationship building, and social network development such as social media tools that inform partners about services and users are good examples.
Processing and system management tools to ensure sustenance of the relationships built through network formation can also keep the system in equilibrium.
Communication and display media are also excellent ICTs for awareness creation and informing users about new products and their importance within the value chain.

How do we balance results and learning from these two systems?

I believe the key is collaboration. Realization of the ‘sustainability framework’ within the health system in any given community depends on the food security situation of that system. A closer look at the actors within the health system will reveal one or more ties with the food security and agriculture value chain system. Disturbing the equilibrium within the food security and agriculture value chain system will invariably disorganize the orientation of actors within the health system. Therefore to ensure that new equilibrium is maintained years after the intervention, actors must not see themselves as isolates but as components of the larger environment comprising of a number of systems.

Microlinks and its activities

Microlinks Staff Introducing the Breakfast Seminar - Photo Credit (Ben Addom)

Microlinks captures new learning in microenterprise development, disseminates it among practitioners, USAID mission staff, and other donors, and connects those actors to each other in order to improve development outcomes around the world. Using a knowledge-driven approach to microenterprise development, Microlinks aims to extend and multiply the impact of the learning and innovation developed through microenterprise research and practice. Visit Microlinks for more information on this presentation – the screencast and the transcript of the presentation, as well as future events.

The USAID’s Microenterprise Development office supports Microlinks and a broad array of knowledge-sharing tools, strategies, and events through the Knowledge-Driven Microenterprise Development program, implemented by The QED Group, LLC and its sub-contractors, International Resources Group and Training Resources Group .

February 2, 2012/by actualize

Agriculture, Health, Originally posted on the GBI Portal

Guide to Scale and Sustainability in mHealth: Moving Past Pilot Projects

A white paper release by the Advanced Development for Africa (ADA) last month laid out the necessary steps to scale mHealth projects in the developing world. Its goal was to provide governments, donors, and the private sector with the essential knowledge to push mHealth from pilot projects to scalable and sustainable solutions.

The report, entitled “Scaling Up Mobile Health: Elements Necessary for the Successful Scale Up of mHealth in Developing Countries” and authored by Jeannine Lemaire, preformed an extensive review of the sector. It focused on multiple case studies and pulled best practices and recommendations from organizations and thought leaders in the sector. With the current mHealth in a transition stage from proof of concept to widespread scale and adoption, there is a need to show key stakeholders that scale and sustainability is possible and necessary to improve health outcomes in the developing world. The ability to be sustainable and scale will push the sector forward and make the case for greater investment by governments, donors, and the private sector.

The author provided nine case studies including TulaSalud, TXTAlert, mPedigree, and ChildCount+. She also included the insights from thought learners in mHealth (David Aylward – Ashoka, Patricia Mechael – mHealth Alliance, Brooke Partridge – Vital Wave Consulting, Anne Roos-Weil – Pesinet, and Getachew Sahlu – WHO).

Photo Credit: IICD

Through the interviews and case studies, multiple best practices were established in order to properly implement a pilot with the ability to scale and be sustainable in the future. These best practices included the idea that sustainability and scale must be planed from the program’s inception, the necessity to perform a needs assessment for the local region, facilitating collaboration in order to avoid duplication, the inclusion of targeted users and beneficiaries during the development phase, getting buy-in from multiple stakeholders (governments, communities and local healthcare providers), collaborating with local implementation partners, creating partnerships with a focus on scale up, and including M&E to assess the impact off the interventions.

The research also provided recommendations at multiple levels of mHealth policy and development – programmatic, operational, policy, and global strategy. The recommendations were:

Programmatic:

Integrate the program within existing healthcare structures.
Employ an integrated solution and/or holistic approach rather than a silo single-solution approach. Identify innovative ways to incorporate other mobile services using cross-sectoral approaches.
Identify a sustainable and scalable business model that is applicable for large-scale implementations and can bring in valuable strategic partnerships to support scale up.
Build partnerships with the private sector after a successful pilot phase.

Operational:

Seek out and invest in building local capacity to minimize costs and support local ownership of the project.
The software and mHealth application should be geared towards the objectives of the program, suitable for local conditions and designed with the end-user in mind.
Identify what motivates the end-users, not just what the objectives of the program are. Use incentives to promote the consistent and effective use of the mHealth tool.
Perform social marketing.
Empower users through the mobile phone technology, particularly women.
If an area of the project is failing, fail quickly and publicly; adjust the program accordingly.

Policy:

Mainstream mHealth in the MOH and relevant government bodies.
Establish an e/mHealth structure to support the multi-sectoral mainstreaming of mHealth and advise the decision-makers on creating an enabling policy and regulatory environment for mHealth scale up.
Create an inter-ministerial working group and collective agreement involving stakeholders from the various ministries to support the scale up of mHealth programs.
Identify and promote the use of specific data, technology and interoperability standards.
Advocate for the integration of mHealth within local public and private healthcare initiatives; prioritize mHealth training for healthcare workers.

Global Strategy:

Establish a global network of key institutional players to inform an overall global approach to support the scale up of mHealth in developing countries.
Establish a global repository of mHealth applications, tools, best practices, recommendations and evaluation data. Institutional players must be willing to share and connect their existing repositories.
Create frameworks for success targeted towards informing policymakers, project designers and implementers, and donors.
Advocacy by institutional players to both internal and external stakeholders, particularly to donors, to utilize and integrate mHealth into programs in developing countries.
Donors and institutional players need to support the evaluation of initiatives in developing countries and the creation of common metrics, indicators and methodologies to evaluate impact on health outcomes.

The ADA is African-based nonprofit which focuses on scaling development in Africa through innovative solutions. This includes building capacity, transferring technology, hosting forums, and establishing cross sector partnerships. Jeannine Lemaire is the Director of eHealth and New Media at Actevis Consulting Group.

January 25, 2012/by actualize

Agriculture, Agriculture Markets, Extension Service, Food Security, Mobile, Originally posted on the GBI Portal

Reflections on mAg. Services: Financial Sustainability

Photo Credit: Book Blog

NB: This is my personal analysis of contributions to question four from the forum. This post is the fourth in series of six, analyzing each of the six forum questions that were discussed.

The fourth question for the forum was about financial sustainability. With a thorough discussion on partnership models in question 1, the focus of this section was therefore on financial sustainability of such partnerships. Also with the business case laid out nicely in the previous discussion, partners have no choice than to look into the future of such partnerships through sustainable approaches.

Ensuring financial sustainability requires looking at the sources of revenue for the service. In this context, I believe the main source of revenue is from the users – the rural poor agricultural farmers supplemented by other users. So thinking of a long-term sustainability will call for actions beyond the roll-out funding to ensure that services being provided meet the needs of the users to continue paying for them.

Question 4: How can a partnership model between a Mobile Network Operator (MNO) and Agricultural Partner (AP) increase the financial sustainability of the service?

As stated above, the question assumes that without a partnership (i.e. either MNO or AP alone) delivering agricultural service to rural farmers should have some financial sustainability. So a partnership between MNO and AP should increase this financial sustainability due to the unique value proposition that each brings into the partnership.

Background

A nice background to financial sustainability of services to rural people was presented by one of the experts. It brought out the fact that in most developing countries, the bottom of the pyramid offers an excellent opportunity to the Mobile Network Operators (MNOs) for increasing the rural penetration and achieving a large customer base. At the same time, the targeted segment is price-sensitive, making it necessary to develop affordable products or schemes.

With specific example from India, the contributor stated that falling mobile tariff over the last decade has been a major enabler for increased rural penetration providing increased business volume to the MNOs and an enabling environment to the APs for extending the advisory services to the rural base. Another contributor recalled that, in Africa between 50% to 80% of the workforce depends on agriculture and in most cases it also represents its GDP. So considering the transaction that goes on in the agricultural industry, it will worth it for MNOs to take a look at this industry, when investing in mobile agricultural services.

Financial Sustainability through AP-MNO Partnerships

Discussants pointed out that a partnership between MNO and AP can increase the financial sustainability of mobile agricultural services to rural farmers because of the complementary value propositions that each partner brings into the partnership.

While MNOs are in the business of collecting small amounts of revenue from millions of customers and also have the business systems to support this, the APs have the value added service that the users need for generating this revenue.
The MNOs are also skilled at marketing and getting feedback from customers but again, for these services to meet the demands of the users, APs are the right partners to develop the necessary rapport with the farmers.
The MNOs have many business skills, systems and discipline that complement the know-how that APs bring to a partnership.
The MNOs also have a strong profit incentive to keep focused on what is financially sustainable.
MNO-AP partnership could allow the MNO to understand and learn from the AP how farmers conduct their business and over a period of time, they can build products that will help farmers enhance their yield and in turn increase the profitability of the partnership.

From a different perspective, another contributor classified the strategy of ensuring financial sustainability of MNO-AP partnerships into 3 main dimensions. These are:

1) Short term: In the short term, the MNO may have to pass on part of the benefit of acquiring a new customer as an investment for their future annuity that can accrue from customer loyalty. They may also have to share a part of the future revenue based on the increase in average revenue per user (ARPU), and incentivize the service through the talk time sales to the users. This arrangement provides the initial impetus for extending a high quality advisory service to the users.

2. Medium term: In the medium term, there is the possibility of monetizing the services by the MNO. There are existing models, which are subscription based in which a farmer who is getting value for money would be willing to pay for the services.

3. Long term: In the long term, it requires continuous engagement with the customers which may provide an opportunity to extend other value added services related to financial including education, livelihood, health, etc. In each of these, the subscribers can be provided services through mobile phones on subscription basis or usage basis.

Presented from the MNOs’ side, another discussant also looked at how MNOs are able to benefit indirectly as a result of MNO-AP partnership. These are:

Increase in Average Revenue Per User (ARPU) of existing user base. The ARPU of the regular rural user versus ARPU of rural users of Agri VAS on the same network, multiply the difference by the number of Agri VAS subscribers.
Increase in market share. Increase in number of rural customers attributed to Agri VAS is a source of additional ARPU every month. ARPU from new Agri VAS customers could be equal to regular rural ARPU.
Increase in loyalty and decreased churn. Churn rate in a regular sample versus churn rate in a sample of Agri VAS users. This % difference multiplied by number of Agri VAS multiplied by rural ARPU is the saved revenue of MNO due to decreased churn.
Reduction in acquisition cost. The acquisition cost per customer of a MNO multiplied by number of new network subscribers attributed to Agri VAS is the saved acquisition costs for the MNO.

It is also observed that, MNO-AP partnership could increase the credibility of the whole venture thereby enabling them to explore other sources of revenue generation such as through m-governance services (which are being actively promoted by governments) and m-commerce activities.

Multiple MNOs in a given Partnership

The issue of multiple MNOs partnering with APs came up again in relation to the financial sustainability of the partnership. The questioner was interested in the trade-offs from taking a multi-MNO approach versus an exclusive approach in countries where there are two or more MNOs sharing the market more or less equally. In other words, would the strengths of having one exclusive MNO as a partner be so diminished by a multi-MNO approach, that a multi-MNO approach would rarely be seen as a likely path to financial sustainability?

There were mix responses to this concern including the fact that MNOs, especially in countries where market share is relatively balanced, will all try to develop their own proprietary mobile agricultural platforms with similar content and business models, which will result in a race to the bottom. Some others believe that multi-MNO approach is possible but:

a) Agriculture partners need to retain ownership of the data, thereby allowing them to use it on multiple platforms but, add value to each MNO by supporting them with the development of differentiation strategies.

b) Agriculture partners can work exclusively with an MNO but, as part of that effort, work with the telecom company to establish a fair and transparent pricing model to enable out-of-network users to access the information.

Apart from these ideas, there was no specific examples of multi-MNO partnerships from the forum. But another interesting view from India was that, because there is already a substantial struggle to ‘sell’ agricultural content, the issue of exclusivity is debatable. However if the agricultural content is customized and filtered enough (customized as per local needs) placing the same in a shopping cart is relatively easy.

So how can a partnership between MNO and AP increase financial sustainability of such association? Each partner has some unique skills and abilities that they use in their business as shared above to financially sustain their activities. Bringing these unique qualities together is expected to increase the individual potentials of the partners at the same time ensuring higher quality service to the users.

NB: The Next in the series (5th) is “Reflections on mAg Services: Content Sourcing, Quality Assurance & Dissemination” (Available on 01/03/2012)

The first, second and third posts are:

1. “Reflections on mAg. Services: Partnerships Between MNOs and APs”

2. “Reflections on mAg. Services: Barriers to Scale“

3. “Reflections on mAg Services: Is there a Business Case for Serving Farmers?“

December 31, 2011/by actualize

Agriculture, Basic Education, Education, Education, Originally posted on the GBI Portal

New Toolkit helps schools establish, maintain and expand computer facilities

Across the world, governments, donors, private companies, parents and schools are establishing computer facilities and connecting them to the Internet in an effort to improve education. Although well intentioned, a common result of these efforts is the challenge schools have in keeping their computers running, covering increased costs for electricity, paying for Internet connectivity and integrating the use of computers into the curriculum.

The Computer System Sustainability Toolkit is designed to help staff, students and parents at schools gain the skills needed to develop and implement plans to establish and/or sustain their computer systems. The Toolkit is written so that members of the school and community can create and implement their plans without additional external support.

Does this Toolkit work? Can computer facilities at schools really become self-sustaining entities? Can schools really generate sufficient income from their facilities to keep their systems running, to buy new equipment, and to build the capacity of their staff to use the computers? Can schools really learn to integrate the use of their computers across their curriculum? And can they do all this on their own?

The short answer to these questions, at least according to the initial evidence, is YES!

The content from the Toolkit was first used with the staff and students at five rural schools in Southern Sumatra as part of a small project that was funded by Qualcomm Wireless Reach. Before this effort, most of the computers that had been installed at these schools a year earlier were not working, the schools were no longer connected to the Internet and the IT teachers were the only teachers at these schools who were using the computers with students. Now, three years later, all the computers at these schools are fully functioning, the labs are well maintained, most teachers at these schools now use the labs with their students and each school has a well established Student Support Technicians Club (SSTC). And all this has been done with funds generated through the use of their computer facilities.

Digital copies of the toolkit in color and grayscale, along with a variety of tools and templates can be downloaded online at: http://aed.org/Publications/computer-system-sustainability-toolkit.cfm

March 23, 2011/by actualize

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