Transition of governance approaches in rural tourism in Southern Morocco

Transcription

1 Transition of governance approaches in rural tourism in Southern Morocco (Trier University, Germany) in cooperation with Lahoucine Amzil (FLSH-Université Mohammed V Rabat, Morocco) & Brahim Elfasskaoui (Université Moulay Ismaël Meknès, Morocco) Tourism and Governance Global South: traditional hierarchical steering modes Changing competitive frame conditions => need for innovation Challenge to attain innovation orientation by destination governance stimuli International Conference on Tourism and Transition 49 th Annual conference of the German Tourism Research Group (AK Toursmusforschung in der DGfG) Munich May 2018 => How to arrive at optimised destination governance approaches Munich May 2018, Slide 2 Tourism and Governance: analysis of the role of stakeholders The three pillars of the traditional Moroccan tourism portfolio Focus on the role of the different stakeholders involved in tourism in developing countries Case study Morocco: Souss-Massa region in Southern Morocco Analysis of the positions of public and private stakeholders, including civil society organisations Question, what kind of relation between the stakeholder would fostering effective governance processes among local, regional and (inter-) national stakeholders Sun & Beach Tourism (Agadir) Cultural heritage of the Imperial cities (Fes, Marakesch) Route of the Kasbahs Source: authors own photos Munich May 2018, Slide 3 Munich May 2018, Slide 4

2 Hall: Typology of Governance structures according to steering mode and actors Actors Low Private actors C. Michael Hall (2011): A typology of governance and its implications for tourism policy analysis Journal of Sustainable Tourism Vol. 19, No. 4 5, May June 2011, Hierarchical MARKETS NETWORKS COMMUNITIES Steering Mode HIERARCHIES Non hierarchical CENTRALIZATION High High Constellation Model Corporative Model Community Model Governed Model DENSITY Public actors Matrix of organisational positioning according centralisation and density of interaction Source: own design following Bodega, Cioccarelli & Denicolai 2004, p. 17 Low Source: own design following Hall 2011, p. 443 Munich May 2018, Slide 5 New postfordist products Tanger Mediterranea Tétouan ce an Rif Casablanca El Jadida Ou Sidi Bennour Ben Slimane Settat Khénifra ed louya Oudja Midelt Oum er Rbia Imouzer Marrakesch Ida-Outanane sse h Hig u So Bouarfa Beni Mellal as At l Tinerhir Errachidia 4) Missing competences at the local stakeholders 5) No established cooperation structures (leadership) 6) Role of NGOs Figuig Erfoud Ouarzazate ed Ou Oued El Aioun Taourirt Guercif Ifrane le dd Mi las t A Haut-Atlas ed Ziz El Kelâa Srarhna central Ou Safi Agadir Fes Sefrou Meknes Azrou Saidia Berkane Mou Tiflet Khemisset Dra a Taroudannt Zagora Chtouka-Aït Baha Tiznit Ifni Guelmim Tantan as Anti Atl km Main Tourism Sites Pays d'accueil Touristique 2010 Design & Cartography: A. Kagermeier Source: authors own photos Munich May 2018, Slide 6 1) Traditional hierarchic understanding of an authoritarian state 2) Orientation towards central investors from outside the region 3) Missing conscience on needs for GovernanceStructures amongst the public stakeholders Oued O At la nt ic Rabat Essaouira Nador Chefchaouen need new governance approaches n Sea Al Hoceima Asilah Larache S.Arbaa Rharb Taounate Mechra Bel Ksiri bou Oued Se Kénitra Sidi Slimane Taza Sale Sidi Kacem Bodega, Domenico, Gabriele Cioccarelli & Stefano Denicolai (2004): New inter organizational Forms: Evolution of Relationship Structures in Mountain Tourism. In: Tourism Review, Vol. 59, No. 3, Munich May 2018, Slide 7 Source: authors own photos Munich May 2018, Slide 8

3 Flagestad / Hope: Ideal types of organisational structures in DM: Community Model and Corporate Model COMMUNITY MODEL CORPORATE MODEL The development of governance approaches in Morocco Ski corporation Source: own design following Flagestad & Hope 2001, p. 452 Independent Tourist operator government Board Munich May 2018, Slide 9 Munich May 2018, Slide 10 Characteristics of Moroccan governance approaches French protectorate ( ) Centralised government Weak regional structures (partially military regime) no democratically elected representatives Deconcentration : New provinces (1985) 1960: 16 Provinces 1985: 40 Provinces Since the middle of the 60s: first attempts to deconcentrate by establishing more regional and provincial outposts of the central government in new provinces 1976: First communal elections (democratic governance) Munich May 2018, Slide 11 Source: KAGERMEIER 1990, p. 77) Munich May 2018, Slide 12

4 Deconcentration : New provinces (2015) Characteristics of Moroccan governance approaches 10 Préfectures 63 Provinces Chtouka- Ait Baha Inezgane- Ait Melloul Sidi Ifni Fahs- Bni Makada Sebta Tanger- Assilah Tetouan Mellilia Larache Chefchaouen Driouch Ouezzane Al Hoceima Nador Berkane Kenitra Oujda Sidi-Kacem Taounate Sidi Taourirt Moulay Sale Slimane Guercif Yacoub Rabat Meknès Taza Fes Jerada Skhirate- Mohammadia Temara Khemisset El Hajeb Sefrou Casablanca-Anfa Benslimane Ifrane Berrechid Boulemane El Jadida Khenifra Khouribga Settat Sidi Bennour Fquih Beni Mellal Ben Safi Rehamna El Kelaa Salah Youssoufia des Sraghna Marrakech- Azilal Menara Essaouira Chichaoua Al Haouz Tinghir Agadir- Ida Ou Tanane Tiznit Taroudannt Tata Ouarzazate Zagora Midelt Er-Rachidia Figuig Regionalisation 1 st step 1997: 16 régions economiques Top down orientation wilayas (deconcentration) First elements of democratic regional bodies Guelmim Tan Tan Assa-Zag Tarfaya Laayoune Es-Semara Boujdour Oued Ed-Dahab Aousserd Source: Munich May 2018, Slide 13 Munich May 2018, Slide economic regions (1997) Characteristics of Moroccan governance approaches Regionalisation 1 st step 1997: 16 régions economiques Top down orientation wilayas (deconcentration) First elements of democratic regional bodies 2 nd step: 2011: (new constitution after the Arab Spring) Advanced regionalisation (régionalisation avancée) 2015: 12 regions constituent des personnes morales de droit public et gèrent démocratiquement leurs affaires (decentralisation) Source: fr.wikipedia.org/wiki/régions_du_maroc Munich May 2018, Slide 15 Munich May 2018, Slide 16

5 12 regions (2015) TANGER - TETOUAN - AL HOCEIMA RABAT - SALE - FES - KENITRA MEKNES CASABLANCA - SETTAT BENI MELLAL - KHENIFRA MARRAKECH - SAFI DRAA - TAFILALET SOUSS - MASSA ORIENTAL Development of Tourism Governance approaches in Morocco GUELMIM - OUED NOUN LAAYOUNE - SAKIA EL HAMRA DAKHLA - OUED EDDAHAB Limites regionales (12, 2015) Source: fr.wikipedia.org/wiki/régions_du_maroc Munich May 2018, Slide 17 Munich May 2018, Slide 18 Tutelle Démocratique Tutelle Démocratique Int. National Ministère du (Para-) Statal Hotels Int. National Ministère du (Para-) Statal Hotels Regional 1960s Provincial Regional Provincial 1970/80s Munich May 2018, Slide 19 Munich May 2018, Slide 20

6 Provincial Regional National Int. Tutelle Ministère du Régionale du Démocratique Min. Agriculture GIZ GRIT (Argan) VISION s A decisive contribution to the major macroeconomic balances 1 st contributor to the balance of payments Second contributor to national GDP Second job creator Ruptures of Vision 2010 A strengthened and professional promotion system A liberalized sky (Open Sky) A dynamic training system Strong investment momentum First milestones of a new governance Modernization of the Creation by the Ministry of Tourism of the Moroccan Society of Tourism Engineering () Creation of Regional Councils for Tourism, Creation of the Observatory of Tourism, Annual meeting of the assizes (national boards) of tourism Source: /vision 2010, Munich May 2018, Slide 21 Munich May 2018, Slide 22 Tutelle Démocratique Provincial Regional National Int. Ministère du Régionale du Pays d Acueil Touristique Régionale du Init. Loc VISION 2020 Commitment: "Continue to make tourism one of the engines of economic, social and cultural development of Morocco" Authenticity:... Vision 2020 cultivates this historic choice through a voluntarist approach of preservation, conservation and enhancement of the cultural and natural heritage of the Kingdom. Diversity: In tourism, the most important comparative advantage of Morocco is its diversity: diversity of territories and landscapes, diversity of natural resources and ecosystems, diversity of cultures and influences... Quality: While the development of new capabilities remains a strategic objective, Vision 2020 aims to significantly improve the competitiveness of all links in the tourism chain... Objective: "Doubling the size of the sector" Source: Munich May 2018, Slide 23 Munich May 2018, Slide 24

7 Grand Sud VISION 2020 VISION 2020 Cap Nord Cap Nord 8 tourism regions Centre Maroc Centre Maroc Mediterranée 8 tourism regions Centre Maroc Centre Maroc Mediterranée Marrakesch Atlas Vallées Region Souss Massa Marrakesch Atlas Vallées Souss Sahara Souss Sahara Offre balnéaire Offre culturelle Offre verte / nature Offre balnéaire Offre culturelle Offre verte / nature Grand Sud Limites regionales (12, 2015) Source: Ministère du : Stratégie du au Maroc : Vision 2020, 2013, p. 18 Source: Ministère du : Stratégie du au Maroc : Vision 2020, 2013, p. 18 Munich May 2018, Slide 25 Munich May 2018, Slide 26 VISION 2020 VISION 2020 Each of the tourist territories has a specific positioning and ambition with clear objectives, which will serve as a guideline for their development and competitiveness, and which will be the subject of detailed regional roadmaps, supported by own governance and dedicated means. (Royaume du Maroc 2011, p. 11). Tourist Development Agencies Agences de Développement Touristique To ensure the successful regionalisation of tourism policy, and ensure the implementation of territorial strategies, "Agences de Développement Touristique" (ADT) will be gradually created in the 8 territories. These agencies will have for main missions to:guarantee the good execution of the regional roadmaps of their respective territory to favor a harmonious, fast, durable and profitable tourist development and this through: Source: Source: Munich May 2018, Slide 27 Munich May 2018, Slide 28

8 Tutelle Démocratique HC Eaux & Forêts Ministère du 8 Reg. Tour ADT Régionale du Régionale du Int. National Regional Provincial Dép. prov Conclusion Mohamed Lazhar on vision 2020 Even if other actors can be a stakeholder in tourism policy, we can see that the Ministry of Tourism is responsible for the entire mission up to the present day. 2015, p. 257 Pays d Acueil Touristique Init. Munich May 2018, Slide 29 Munich May 2018, Slide 30 Int. National Regional Provincial Tutelle Démocratique HC Eaux & Forêts Ministère du 8 Reg. Tour ADT Régionale du Régionale du Dép. prov. RDTR Souss-Massa Init. Prov Isolated bottom-up approaches to compensate Pays d Acueil Touristique Init. Munich May 2018, Slide 31 tourisme rural.com Munich May 2018, Slide 32

9 Isolated bottom-up approaches to compensate Isolated bottom-up approaches to compensate Réseau de Développement Touristique Rural (RDTR) in the Souss Massa Draa Region Founded in 2011 Goals: Axis 1: Consolidation of the institutional capacity of the RDTR Axis 2: Development of circuits Axis 3: Accompaniment and Training Axis 4: Ecolabelling Axis 5: Promotion and marketing Source: RDTR Munich May 2018, Slide 33 El Boudribili 2014 Munich May 2018, Slide 34 Isolated bottom-up approaches to compensate Isolated bottom-up approaches to compensate 70 guest houses included La charte Qualité et Environnement en (QET) : Un engagement volontaire d assurance de la qualité et du management environnemental en tourisme El Boudribili 2014 Munich May 2018, Slide 35 Munich May 2018, Slide 36

10 Isolated bottom-up approaches to compensate GIZ labelling HC Eaux & Forets Programme on Sustainable tourism for employment and income generation in rural areas Durable pour la promotion de l emploi et des revenus en zone rurale tourisme rural.com Munich May 2018, Slide 37 Munich May 2018, Slide 38 Tasks of the (new) regions Tasks of the (new) regions Regional council (conseil régional) Economic development (développement économique) Continuous training (formation continue) Rural development (développement rurale) (KAS 2017) Munich May 2018, Slide 39 souss massa %C3%A0 berlin Munich May 2018, Slide 40

11 SDR (société de développement régional du tourisme) Regional council (conseil régional) Agadir: 6 April MDH, soit actions au total. Conseil régional Souss-Massa (34%) (30%) CDG-Caisse de dépôt et de gestion (10%) Commune urbaine d Agadir (8%) (8%) Maison de l artisan (10%). Int. National Regional Provincial Tutelle Ministère du 8 Reg. Tour ADT Régionale du Démocratique HC Eaux & Forêts Dép. prov. Régionale du SDT GIZ RDTR Souss-Massa Init. Prov la place des professionnels du tourisme dans cette société de développement touristique. Pays d Acueil Touristique Init. agadirmichelterrier.wordpress.com/ Munich May 2018, Slide 41 Munich May 2018, Slide 42 Conclusion Long-time top-down governance is recently slowly accompanied by regional approaches Ambivalence between supervision (tutelle) and coaching (accompagnement) Subsidiarity not yet clearly developed Double / Parallel structures Top-Down & Bottom Up Regional level: too administrative oriented; relation with NGOs (RDTR) and private stakeholders Thank you for your attention and I look forward to a lively discussion! Munich May 2018, Slide 43 Munich May 2018, Slide 44