TOURISM : A NEW FRONTIER IN SOCIAL ENTERPRISE

Transcription

1 TOURISM : A NEW FRONTIER IN SOCIAL ENTERPRISE Bolivia Population 9 million Population below poverty line 59% (2001) GDP (official exchange rate) U$ 10 billion (2006 est) GDP (real growth rate) 4.5 % (2006 ) GDP Composition by Sector Agriculture: 13% Industry: 36% Services: 51% (2006 est) Inflation Rate (consumer prices) 12% (2007) 13% (last 12 months) Investment (gross fixed) 12% of GDP (2007 est.)

2 Bolivia Exports U$ billion f.o.b. (2007 est) Participation of Exports (%) Minerals 21 % 20 % 27% 31 % Hidrocarbons 39% 51 % 53 % 51 % Non Traditional 40% 29% 20% 18 % TOTAL 100 % 100 % 100 % 100 % Imports U$ 3 billion CIF (2007 est) Tourism U$ 188 million (2004) 2% GDP Indigenous Population + 60 % (currently questioned) Iliteracy 19 % (2001) Poverty in Bolivia Measured in Relation to Basic Needs Satisfied (NBS) Population per Poverty Condition (%) % Var. Basic Needs Satisfied Threshold Not Poor Moderate Extreme Poverty Marginal Poor TOTAL Source: INE - UDAPE

3 Bolivia Economic Structure Mexican Hat Large Companie s Medium and Small Enterprises (SME) Micro Enterprises and Rural Producers Poverty Bolivia GNP vs. Employment Employment Structure GNP Generation Rich Large SME 7 % Employme nt 10 % Employme nt 65 % GNP 10 % GNP Poor Micro 83 % Employme nt 25 % GNP

4 Bolivia Competitiveness Ranking (According to the Global Competitiveness Report) Actual Index of Competitivenes s / / / / / / 131 Bolivian Development Strategies Must Be: Comprehensive Inclusive Priorities defined from the bottom-up Corporation's and SME s Role linkages with microenterprises Social fabric

5 PRODEM s New Tourism Model Based on partnership between privatecommunity-public resources Recovery of traditions, culture and environment Environmentally sustainable Salar de Uyuni Salar de Uyuni World Largest Salt Lake Size: 10,000 km 2 Altitud : 4,000 m Isla del Pescado Fish Island

6 Salar de Uyuni Breading Ground for Flamingos Laguna Edionda Stinky Lake it s name is due to the high contents of Sulfur Salar de Uyuni Geyser's at the Salar Hot Springs Siloli Desert

7 Salar de Uyuni Spectacular Sunset at the Salar de Uyuni Exterior View of the Salt Ecolodge - Tahua

8 Internal Patio of the Salt Ecolodge - Tahua Dining room View of the Salt Ecolodge Tahua

9 Salt Ecolodge Tahua (Partners Meeting) Exterior View of the Stone Ecolodge San Pedro de Quemes

10 Honeymoon Suite View of the Stone Ecolodge San Pedro de Quemes Stone Ecolodge San Pedro de Quemes (Community Members)

11 Exterior View of the Desert Ecolodge Ojo de Perdiz Bedroom View of the Desert Ecolodge Ojo de Perdiz

12 Desert Ecolodge Ojo de Perdiz (Community Members) Hotel of the Volcanos Planning workshop with the community

13 The Need for a Paradigm Change Bolivia s region of incomparable beauty is the home of families with the highest poverty index. New Tourism Model Professional Administration PRODE M Technical Assistance Capacity building Funds Market Opening Management Hotel Board of Directors Private Sector Funds Experience Contacts Public Resource s Funds Community Human Resources Culture Traditions Knowledge Social Activities Develop a social foundations program that includes; capacity building in administration and hotel management, capacity building of young people in English, formation of micro enterprises of tour guides.

14 New Tourism Model Partnership Participation for the First 15 Years (US Dollars) GOB. Bolivia / BID 493, (non refundable) PRODEM 60% 639, FREMEN 8% 80, (resources transferred from PRODEM and Fondesif) COMMUNITIES 32% 342, TOTAL PRIVATE 100% 1,061, TOTAL PUBLIC AND PRIVATE 1,554, Business and Social Conditions After 15 year of operation assets will be transferred to each community Short term revenues: 1 dollar per tourist in every ecolodge Capacity Building : Training in: Running and Administration of Hotels Assistance in creation of Micro-enterprises: Tour Guides Laundries Handicrafts Other Environmental Management Waste Signposting Solar Panels Other English

15 Public Policies Promote the consolidation and creation of enterprises that are both communitarian and indigenous. Concentration in the areas with higher indices of poverty Equitable distribution of revenues and benefits amongst local actors Participation of local actors in planning processes Promote and support cultural and environmental issues Service quality Impacts Economic Impacts Assets will be transferred to each community Short term revenues: 1 dollar per tourist paid to the community in each ecolodge Social Impacts An enterprise and joint venture with the community Involvement of the community in the management process and the benefits Environmental Impacts Solar energy Project design fits local landscape Waste management General Replicable at low cost

16 Conclusions Sustainable Tourism: Is more than a marketing slogan, it is the management of all resources to fulfill, also taking into account cultural value, ecological balances and biodiversity. It can be an appropriate strategy to create economic opportunities for the poor. It becomes an intelligent mechanism to promote development in rural communities. Sustainable endeavors with distant, poor communities Contacts PRODEM Calle Pedro Salazar # 509 Telf: (591-2) Casilla # 5394 La Paz, Bolivia María Elena Querejazu Executive Director mail: mquerejazu@fundacionprodem.org.bo Mónica Iturralde Fundraising Officer mail: miturralde@fundacionprodem.org.bo