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Crafting a destination vision
Craftinga destination vision Puttingthe conceptof residentresponsivetourism into practice J.R Brent Ritchie
This article describes a communitybased process which had as its goal the crafting of a ‘vision’ for the long-term development of tourism of one particular destination. The process involved a task force of 18 committed citizens and industry leaders in the city of Calgary, Canada for a period of over 12 months. After first establishing how tourism related to other opportunities for economic and social development, these Calgary residents subsequently focused on the ‘crafting’ of a vision statement describing how they felt Calgary could and should develop as a tourism destination over the next 15-20 years. They identified the major facilities, events, and programmes that will be required to realize this vision. Their ultimate goal is to put in place the facilities, events and programmes required to make Calgary a major ‘Host, Consultant and Educator to the World’. Brent Ritchie is Chairman, World Tourism Education and Research Centre, the University of Calgary, 2500 University Drive, NW. Calaarv. Alberta T2N lN4, Canada. The. autGor_served as Chairman of the Calgary Visitors and Convention Bureau during the period 1988-90 and subsequently chaired the ‘Calgary: Host, Consultant and Educator to Ihe World’ Task Force activities on which the contents of this essay are based. Acknowledgement The author wishes to express his appreciation to Lorn R. Sheehan for his assistance in support of the work on which this essay is based. As well, the invaluable contributions of the citizens of Calgary who participated in the work of the Task Force ‘Calgary: Host, Consultant and Educator to the World’ are gratefully acknowledged. continued on page 380
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One of the most compelling forces which has emerged in recent years is the desire of peoples all over the world to recapture control of the political processes which affect their daily lives. While the most dramatic examples of this movement have occurred in Central and Eastern Europe, equally important (although more subtle) manifestations of the same phenomenon are evident in other countries in Europe, in North America, and even in Asia. While the causes of this movement are many and varied, the end result is an increasing unwillingness on the part of educated and free peoples to bow to the unresponsive will of a few individuals for any extended period of time. One consequence of this movement has been a profound evolution of the socio-political ground rules which shape both policy formulation and decision making at all levels of society. As a result, societies in all parts of the globe have had to radically rethink and reshape the organizations and the processes which have traditionally been used to develop national policies and to implement supporting programmes. Tourism, as an important and integral part of the global social and economic fabric, has not escaped the pressures for change created by this metamorphosis of the democratic process. Increasingly, along with all important industry sectors, tourism is being critically assessed concerning its net contribution to the well-being of the community or region which it both serves and impacts on. As part of this process, the residents of communities and regions affected by tourism are demanding to be involved in the decisions affecting their development. This reality was emphatically highlighted as one of the major conclusions of the First International Tourism Policy Forum held at George Washington University. To quote directly: Resident responsive tourism is the watchword for tomorrow: community demands for active participation in the setting of the tourism agenda and its priorities for tourism development and management cannot be ignored.’ In effect, the above conclusion from the Forum and its associated recommendations stressed the need for consultation involving the local community in all forms of tourism development.* It should be noted at this point that the idea of a community emphasis on tourism is not new.3 A number of other authors have pointed out the desirability of providing broad-based citizen input into tourism-related policy and development decisions.4 As well, a range of approaches for
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continued from page 379 Submitted July 1992; accepted 1993.
January
‘JR. Brent Ritchie, ‘Global tourism policy issues: an agenda for the 1990’s’, World Travel and Tourism Review, Vol 1, 1991, pp 149-l 58. She full text of the section in the summary report discussing this conclusion is as follows: ‘Resident responsive tourism is the watchword for tomorrow: community demands for active participation in the setting of the tourism agenda and its priorities for tourism development and management cannot be ignored. For too long, much of the concern related to tourism development has been focused on the needs of the consumer of the tourism service. While in a competitive world this concern will continue to be of substantial importance, there is a strong and growing recognition that a greater balance needs to be struck in weighing the desires of visitors against the well-being of their hosts. There is a need to recognize that tourism must benefit the local community and that there must be broadbased participation in tourism development decisions at the community level. There is a realization that while tourism enhances community life, it can also threaten the well-being of residents as well as the values they hold. policy recommendations Several emerged. 1. Ingeneral, there is a need to recognize that tourism development must be in harmony with the socio-cultural, ecological, heritage, goals, values and aspirations of the host community. 2. Similarly, the economic benefits from tourism must be equitably accessible to all participants in the overall tourism process. 3. Creative approaches to foster host country participation in the equity and ownership of tourism facilities and services must be developed. There is genuine concern that if host communities do not benefit from tourism they will become alienated and reject tourism in all its forms. In this regard, there is particular concern with respect to Third World Countries and the need to optimize economic benefits from tourism a recognition that this has not always been the case in the past. In effect, these policy recommendations . reflect a thematic need for consultation involving the local community in all forms of tourism development. In particular there is a sensitivity to the cultural disparities that may exist between the host region and the visitors to this region. This results in the need to avoid the potential for social alienation on the part of host communities.’ 3Peter Murphy, Tourism: A Community Approach, Methuen, New York, 1985; and K. Michael Haywood, ‘Responsible and continued on page 381
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obtaining consensus, or at least unbiased input into the decision-making process, have been developed and tested.5 However, none of these previous works has reflected the unanimous emphasis placed on meaningful citizen involvement by members of the Tourism Policy Forum. As such, it would appear that this strong desire for meaningful input into tourism development decisions is a fairly recent reality.
Level and nature of resident input Great care must be taken in identifying the kinds of input from community residents that are desirable and useful. This concern has three dimensions. First, the inputs and impact of citizens must be real; tokenism has no place in the new democratic processes which the public is demanding. Second, from a practical perceptive, citizen input provided on a volunteer basis is a limited and valuable resource. As such, it can be obtained only in limited amounts and on a periodic basis. Finally, in terms of content, it is acknowledged that the views which residents furnish represent non-technical advice designed to provide direction concerning the nature and type of tourism development that the community wishes to support. Such input is not a version of professional or consulting advice pertaining to the implementation of strategies or plans on an ongoing basis. This role is the responsibility of professional managers. Given this caveat, it becomes clear that the solicitation of resident input involves a process designed primarily to define the broad parameters within which tourism development should take place for a given destination or region. The intent of the process is to formulate a framework which provides the industry with broad guidelines as to the kinds of major facilities, events and programmes that residents find most consistent with their values and aspirations for the long-term development and well-being of the community. In traditional management terms, such a framework is often referred to as a ‘long-term strategic plan’. More recently, the concept of ‘visioning’ or ‘vision management’ has emerged.
Strategic planning and visioning While strategic planning and visioning are clearly related processes, there are some useful distinctions. Writings by Mintzberg and his colleagues in the field of strategic management provide some insights in this regard. As noted by Mintzberg,6 the traditional approach to strategic planning (referred to as the ‘Design School’ model) can be described as ‘prescriptive’ in orientation. This terminology implies that strategy formation is viewed as a process of conceptual design, of formal planning and of analytical positioning. The essence of the Design School model is that it is by nature structured, logical and somewhat mechanical. It emphasizes that strategy formation should be a controlled, conscious process of thought for which ultimate responsibility lies with the chief executive officer of the entity involved in strategy development. The outcome of this process is a simple, unique and explicit ‘best’ strategy for a given situation. At the other end of the spectrum is what Mintzberg defines as the ‘crafting’ of strategy. Under this conceptualization, a strategy is a dynamic, evolving process in which strategies take form as a result of learning over a period of time - as opposed to being formulated at a fixed point in time. He emphasizes that the crafting of strategy reflects an ongoing iterative process of thinking and acting - and then thinking some more. One idea leads to another until a new pattern forms. As such, strategies can form as well as be formulated. A strategy can
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emerge in response to an evolving situation, or it can be brought about deliberately, through a process of formulation followed by implementation. Crafting strategy requires dedication, experience, involvement with the material, the personal touch, mastery of detail, a sense of harmony and integration.’ The process of ‘strategic visioning’ - or simply ‘visioning’ - like the crafting of strategy, is seen as a dynamic, interactive phenomenon.* From a conceptual perspective, the process can be broken down into three distinct stages: .
the envisioning of an image of desired future organizational state, which, l when effectively communicated to followers, . serves to empower those followers so they can enact the vision.
Crafting a tourism vision
continued from page 380 responsive tourism planning in the community’, Tourism Management, Vol 9, No 2,1988, pp 105-118. 4Brian Keough, ‘Public participation in community tourism planning’, Anna/s of Tourism Research, Vol 17, 1990, pp 49465. 5J.F?. Brent Ritchie, ‘Tourism education and training in Canada’, Global Village: Journal of the Canadian Hospitality lnstitute, Vol 13, No 4, 1985; J.R. Brent Ritchie, ‘Alternative approaches to teaching tourism’, paper presented to the Teaching Tourism into the 1990s conference, University of Surrey, 1988. 6Henry Mintzberg, ‘The Design School: reconsidering the basic premises of strategic management’, Strategic Management Journal, Vol 11, 1990, pp 171-l 95. 7Henry Mintzberg, ‘Crafting strategy’, Harvard Business Review, July-August 1987, pp 66-75. ‘Frances Westley and Henry Mintzberg, ‘Visionary leadership and strategic management’, Strategic Management Journal, Vol 10, 1989, pp 17-32. ‘John P. Kott&, The Leadership Factor, Free Press, New York, 1988. DD 18-24. ‘%ee, fo; example, D&ii Gilbert, ‘Strategic market planning for national tourism’, The Tourist Review, No 1, 1990, pp 18-26; Glare A. Gunn, Tourism Plannina, Tavlor & Francis, New York, 1988: Ch&les -Kaiser Jr and Larry E. Helber, Tourism Planning and Development. CBI, Boston, 1978.
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In traditional terms, the vision for an organization is provided by leaders, such as a Lee Iacocca, who ‘developed an agenda . . . that included a bold new vision of what Chrysler could and should be’.9 Whether or not this model of the single, charismatic leader remains appropriate in a world of flat organizations, shared expertise and networking is open to discussion. What is significant, however, is the importance of developing a vision for a given organization in relation to its particular mission. In the present context, the task is to establish a framework and a process by which to provide leadership to a community, a region or a country in its efforts to formulate a vision as to what it can or should seek to become as a tourism destination. In undertaking to craft a vision for a destination, it should be kept in mind that such a process is a new but important extension of the more common process of strategic planning in tourism.” In extending the concept of visioning to tourism, it is found that three characteristics of the process need to be kept in mind when compared with its application .in oiganizations such as {he Chrysler Corpora-tion. 0 The vision for a tourism destination
must bring together the views of many organizations and individuals in the industry and the community. As such, the process is much more complex than that carried out within a single firm. Because of the number and diversity of the stakeholders involved in the crafting of a destination vision for tourism, the value systems brought to the process can be greatly different, even to the point of being diametrically opposed. As such, the task of reaching consensus and obtaining endorsement of the destination vision is a challenging and often delicate task. Compared with a firm, the vision developed for a destination tends to define the nature of extremely long-term major developments, many of which are relatively irreversible. While the choice of the right vision is critical for any entity, it is absolutely critical for a tourism destination as it will set in motion the development of facilities, events and programmes which will do much to define the very essence of that destination for years to come.
Crafting a tourism vision for Calgary To this point, the discussion has focused on the nature of vision formulation in a very abstract way. Because of the relative newness of the concept, particularly in a tourism context, it was felt useful to review its origins so as to provide some basic insights into its purpose and characteristics.
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In the remainder of this article, attention turns to the application of the visioning process for a specific destination that has used the approach in an attempt to provide both direction and support for future tourism development. The destination in question is the city of Calgary, Canada - a city for which tourism is a major economic and social force. As previous studies have shown,” the destination is best known for three things, two of which are tourism oriented: the oil and gas industry, the annual Calgary Stampede and the hosting of the 1988 Winter Olympic Games. Some background to the visioning process
“JR. Brent Ritchie, Charlotte M. Echtner and Brian H. Smith, A Survey of the Views of Canadian Residents Concerning Catgary’s Image as a Tourist Destination, b/odd Tourism Education and Research Centre, University of Calgary, Calgary, Alberta, 1989. _ - _ ‘2J.R. Brent Ritchie and Brian H. Smith, ‘The impact of a mega-event on host region awareness: a -longitudinal study’, Journal of Travel Research, Vol 30, No 1, 1991, pp 3-10. 13J.R. Brent Ritchie, ‘Promoting Calgary through the Olympics: the mega-event as a strategy for community development’, in Seymour H. Fine, ed, Social Marketing, Allyn and Bacon, Boston, 1989, pp 258 174. “‘CEDA, Calgary . Into the 27st Century, Calgary Economic Development Authority, Calgary, Alberta, 1989.
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Calgary is a rapidly developing city of some 750 000 residents. Its relatively isolated location just east of the Canadian Rocky Mountains in Western Canada has engendered a relatively strong feeling of the need for self-generated development initiatives. While clearly acknowledging that the quality of life enjoyed by its residents owes much to the oil and gas reserves with which the region is blessed, there is also a recognition of the need to plan for the future diversification of the economy. While this desire is driven primarily by economic motives, it also reflects a desire to develop a broader range of activities and interests for residents so as to make the city an even more vibrant and exciting place to live. The success of the 1981 bid to host the XVth Winter Olympic Games represented the beginning of an important new phase in the city’s history. From relative obscurity, Calgary achieved a level of international awareness that, at its height in 1988, made it nearly as well known as the three largest Canadian cities of Toronto, Montreal and Vancouver .” Perhaps more important, the preparation for, and actual hosting of this mega-event provided a unique opportunity for community development, both in economic and social terms. I3 Recognizing that many of the benefits derived from the successful hosting of the Olympics would end as soon as the Games were over, community leaders sought to determine how best to capitalize on the reputation and the contacts generated by the event. Towards this end, just following the Games, community leaders called together over 100 residents of the city to address this issue. The community leaders directing this initiative included both the Mayor of Calgary and the President of the local Chamber of Commerce. This collaboration took place formally under the auspices of the Calgary Economic Development Authority (CEDA), a joint public-private sector entity reporting to both elected officials on City Council and to the Board of Directors of the city’s main business organization. While undoubtedly imperfect, this approach to public-private collaboration sought to ensure that the interests of city residents at large were represented, while at the same time involving the business community which, in the end, would be expected to implement many of the programmes resulting from the strategic planning process. The result of the initial meeting of residents from all segments of the community was the creation of a ‘Core Group’ of 12 volunteer citizens whose formal mission was ‘to develop a strategic plan that will positively influence the development of Calgary in directions that will strengthen our city as we know it today’. Approximately one year later, after extensive deliberations, this group released its report which outlined a strategy for economic development for the city into the 21st century.14 This report was circulated widely and discussed extensively by residents of the city. In this way, every attempt was made to ensure that members of the community were generally in agreement with the directions being proposed for the future development of the city. While it is indeed difficult to ascertain the extent to which the overall contents of the TOURISM
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Crafting Table 1. Focus of the 10 task forces estab lished to support the economic development of ‘Calgary . . . into the 21st century’. No 1 2 3 4 5 6 7 6 9 10
Focus Capitalize on free trade Modernize, develop and expand Calgary’s existing industries Find new economic drivers-diversification Develop and mobilize our human potential Increase capital availability Establish Calgary as ‘Host, Consultant and Educator to the World’ Internationalize and respond to globalization Establish Calgary as the world’s first information port Enhance and maintain Calgary’s enviable quality of life Align to the 21sl century
a destination
vision
CEDA report were endorsed by all sectors of the community, local press coverage appeared to indicate general acceptance of the strategic directions proposed. Perhaps the most significant immediate outcome of the ‘Calgary . . . Into the 21s.t Century’ report was the creation of 10 ongoing Task Forces whose mandate was to further explore the opportunities identified by the core group. The specific focus of each of these task forces is summarized in Table 1. From a tourism standpoint, the most critical task force was that charged with the responsibility of attempting to establish Calgary as ‘Host, Consultant and Educator to the World’. While no doubt grandiose in its terminology, the mandate of this task force was to determine how the city could best build upon its fleeting international reputation from the Olympics, its legacy of sports facilities built for the Games, its proximity to the scenic Rocky Mountains, its world-class technical expertise in key sectors of the economy (notably oil and gas), and its situation as the most highly educated city in Canada, in order to develop itself as a major international travel destination.
Host to the World Task Force Using this general mandate as a starting point, the task force developed a more detailed mission statement within its formal Terms of Reference (Table 2). As seen from this table, the critical initial component of the mandate of the task force was: . . to develop a vision concerning the kind of tourism destination Calgary should become as we move into the 21st century . .
it believes
It is this initial part of the task force mandate, the development of a destination vision, which is the primary focus of the present discussion. This said, the reader should keep in mind the importance of the subsequent activities related to the implementation of the vision which was developed. While these implementation details will be noted only Table 2. Terms of Reference the World’.
of Task Force No 6: ‘Calgary.
. . Host,
Consultant
and Educator
to
The formal terms of reference defined the overall mandate of the task force as being: to develop a vision concerning the kind of tourism destination it believes Calgary should become as we move into the 21st century in order to truly establish the city as a major host, consultant and educator to the world. It should subsequently prioritize the major initiatives that will be essential to achieving this vision. Finally, it should recommend and initiate specific actions/implementation steps that will be required to translate the vision into reality. In seeking to fulfil this mandate, the task force set itself seven specific tasks. These were: 1. To formulate, in a reasonable amount of detail, a vision describing the Calgary of the 21sl century as a tourism destination. This vision will define the kind of destination we want Calgary to be, and the kind of people we are likely to attract if such a vision is realized. 2. To identify and prioritize the major facilities that it will be necessary to put in place over the next 20 years as Calgary moves to establish itself as the kind of host, consultant and educator to the world defined by the above noted vision statement. 3. To identify and prioritize the development and/or enhancement of major events that are consistent with the vision statement and which will be necessary to realize it as we move into the 21st century. 4. To identify critical aspects of the support and educational/training infrastructure that it will be necessary to develop/enhance as we move towards realizing the vision. 5. To provide concrete specifications internationally so as to accurately, serve.
of the image of Calgary that will be portrayed nationally and yet competitively, position Calgary in the markets it seeks to
6. To provide useful estimates of the amount of funding likely to be required to implement initiatives related to the facilities, events, infrastructure and other programmes identified by the task force. As well, the issue of possible sources of funding should be addressed. If it is felt necessary, the task force may authorize additional feasibility studies to be undertaken where financial support for such studies can be successfully solicited. 7. To identify organizations/individuals who can be encouraged to assume responsiblility and/or leadership in implementation and/or development of the various facilities, events, infrastructure and programmes deemed to be a priority by the task force.
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briefly, they are clearly important. Although discussion is minimal here, they required a considerable amount of time and effort on the part of task force members. Integrating task force efforts with those of existing tourism efforts
One obvious issue of significance which might be raised is the potential for conflict between a short-term community strategic planning group for tourism and those existing tourism-related organizations which have had, and continue to have, a very strong and ongoing involvement in the industry. In the present case, this issue was dealt with directly by asking the local Convention and Visitor Bureau to assume a leadership role within the task force. In practical terms, this involved inviting the Bureau to recommend a person to chair the task force and convening its first meeting at the offices of the Bureau. At the same time, the core group took steps to ensure that membership of the task force was not restricted to ‘industry insiders’ only. The end result was a larger task force (18 persons) than might have been required from a strictly functional standpoint but one which did provide for broader community representation than is often the case. In retrospect, it is felt (in the author’s view) that an even broader range of individuals from the community at large could have been incorporated into the process. There are, however, practical limits to the size of a strategic planning group such as the present task force. Zntegrating tourism with other sectors
Despite the importance which professionals in the field attach to their sector, it is essential to keep in mind that tourism is only one of several sources of income and employment within most communities. As such, any effort which tends to focus exclusively on the development of tourism for a destination must be concerned about the relationship of tourism to other sectors. This concern was addressed by Task Force No 6 before undertaking the detailed work related to its mandate through an examination of its relationship with the mandates of the other nine task forces. In particular, it noted its relationship with: .
The Task Force (No 7) on Internationalization and Globalization particularly that tourism will play an important role in internationalizing Calgary businesses and other institutions. . The Information Task Force (No 8) - specifically, that the consulting and educational aspects of the ‘Host to the World’ mandate will rely heavily on efforts of this task force. . The Human Resource Task Force (No 4) - notably, the fact that the educational dimension of Task Force No 6 depends very heavily on human resource development. It was also noted that this same dependency on human resources applied across several task forces. Principles underlying the vision
In the initial phases of its work, the 18 persons on the task force attempted to establish a framework within which to develop the vision for Calgary as a tourism destination. In particular, considerable attention was devoted to identifying principles on which to base development of the vision. These principles are summarized in Table 3. Elements of the vision
Once the mandate of the task force and the principles on which to base the process had been agreed to, attention then focused on the primary goal of attempting to define a common vision of what Calgary could and should look like as a tourism destination some 15 to 20 years from now.
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Crafting Table 3. Principles underlying the vision of ‘Calgary World’. .
. . . Host,
a destination
vision
Consultant and Educator to the
Developments related to the vision must always seek to ensure that Calgary and region residents are net beneficiaries (ie positive impacts must clearly outweigh any potential negative consequences)
. The vision should focus on initiatives which reflect our natural strengths, lifestyles and heritage . The vision should incorporate and build upon the high quality of the natural, visual and built environment enjoyed by Calgary and the surrounding regions
Table 4. The vision of Calgary as ‘Host, Consultant and Educator to the World’. Ca/gary in the 219 century should be: l A city which is safe, clean, attractive and efficient, and whose priority is maintaining and enhancing its liveability .
A city which values and preserves the high quality and beauty of the natural environment, waterways and setting with which it has been blessed
.
A city which reflects its proud and dynamic western heritage and native cultures
l
A city which values and supports knowledge and education, particularly in those spheres upon which it depends for its well-being and development
l
A city which actively encourages and facilitates knowledge transfer between those who generate the knowledge and those who use it
l
A city which genuinely welcomes visitors from all parts of the world in an environment that encourages the exchange of insight and understanding while striving to create new personal and professional friendships
l
A city which values its cultural diversity and its artistic achievements
l
A city that thrives in all seasons - and which is therefore attractive to visitors at all times
.
A city which attracts attention and acclaim by providing first-class attractions and by hosting high-profile events which are of interest to its citizens
.
The vision should focus on significant themes and initiatives which will help position and develop Calgary as a major international destination and knowledge/education centre [and]
.
Although the concept of ‘host, consultant and educator’ is clearly applicable to all areas of excellence that Calgary enjoys, the vision proposes that we learn about the strategic combination of these areas through an initial focus on the oil and gas, agribusiness and tourism sectors. In brief, we will first strive for excellence as hosts, consultants and educators in these areas.
As might be expected, this process required several sessions and a considerable amount of iterative reflection, reaction and reformulation. As a result of this process, task force members agreed on a series of nine statements which, in their totality, provided a composite picture as to how they envisage the Calgary of the future from a tourism perspective. These nine vision statements are given in Table 4. An examination of this set of vision statements reveals that they fall into two general categories. The first category contains those that reflect some general values as to how the city should develop - almost without reference to tourism. The first two in particular fall into this category. It is important to keep in mind, however, that task force members insisted that such elements as overall liveability of the city and environmental protection were indeed major tourism appeals. Furthermore, they insisted that if Calgary could not be maintained as a city which appealed to residents, it could not develop its attractiveness for others. The knowledgeable reader will immediately be able to provide examples as to exceptions regarding the generality of this assertion. Nevertheless, it was judged important by Calgary residents. The second category of vision statements described more explicitly the key dimensions of the city’s character on which tourism should build as Calgary enters the 22st century. It is believed that each of these vision statements fully respects the principle presented in Table 4. Before leaving the vision statements, it should also be pointed out that the report of the task force contains a more extensive discussion concerning the manner in which members described and interpreted each statement. This information is available to those wishing for a more detailed understanding of the process and its results.15 Realizing the vision
“CEDA,
Calgary: Host, Consultant & EduEconomic Development Authority, Calgary, Alberta, 1991. cator to the World, Calgary
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The definition of the nine vision statements and the subsequent elaboration of their specific meaning was viewed as fulfilling the first of the seven tasks contained in the overall mandate of Task Force No 6 (Table 1). As the next step in the total process outlined by the Terms of Reference, task force members subsequently focused their attention on efforts to both identify and prioritize the major facilities, events and programmes that it was felt would be necessary to put in place over the next 20 years if Calgary was indeed to establish itself as the kind of ‘Host, Consultant and Educator to the World’ defined by the composite vision statement. With this goal in mind, the task force first generated a large number of possible initiatives and then selected a more limited set of higher priority items. The outcome of this process is shown visually in Figures 1, 2 and 3. These figures identify the specific Facilities (Figure l), Events (Figure 2) and Programmes (Figure 3) which members felt
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vision *Ma,or *Pathway
urban
parks lcelltre for environmental
STRATEGIES
system
research
*The
Calgary
*Spruce
*International exposition site
Zoo Meadows
*Upgraded (Horizon
*Winter facilities
Stampede 2000)
*Native
sports 8.
cultural
3. WeStern heritage and nat,ve culture
&St. C(l”SYlta”t and ed”Caf.3,‘ 10
4. Educatlo” *Civic gallery
art Park,
*centre for performing arts
Fort
‘Cochrane
*International
*Centres
centre *Conference and trade
city
A
facilities
Figure 1. Facilities required to realize the vision.
and
of excellence/institutes
*Post-secondary centre
Calgary
Ranche
*Science
institution5
centre
which to
events
has the world class the programmes required to ‘host the world’ support
would contribute to the realization of each of the nine elements of the vision. It should be noted that each of the figures contains facilities, events or programmes that reflect: projects that are already in place and which require additional support to encourage evolution towards recognized international excellence; projects that have been proposed by others and that are currently under review; and STRATEGIES
*Calgary Winter
Festival
*World-class winter sports events
conference on HR needs in 21st century
*International festivals
*Canadian
films
‘Major international business conference
*Trade show on consulting services
A
Figure 2. Events the vision.
386
required
to realize
city
profile
*Trade and technology shows
which events
attracts and
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Crafting a destination *Vision 2020 *Healthy
*Greening of Calgary *River
sty
vision
valley
msnagement programme
STRATEGIES
*Air
improvement
*Glenbow,
Heritage
*Winter city programme
*Ba”ff
*Multilingual
training *International programmes
*I”fopOrt
*New venture development/ entrepreneurship programme
business
r Figure 3. Programmes realize the vision.
required
1 Programmes to develop and support world-class leisure, learning and business opportunities to serve residents and visitors alike
to
.
suggested new projects the task force.
that flow logically
from the vision defined
by
While the individual facilities, events and programmes in Figures 1, 2 and 3 are by nature very specific to the community in question, a number do have characteristics which could be generalized to other settings. The important point to be emphasized, however, is that each of the various facilities, events or programmes bears a direct relation to one or more of the vision statements developed by members of the community. Developing an action plan While space does not allow discussion here, the final steps in the process defined by the task force Terms of Reference was to develop a relatively detailed action plan which specified, as far as possible, the organization(s) most appropriately responsible for undertaking each proposed initiative, the desired timing of various actions, and some preliminary estimate of the magnitude of the resources that would be likely to be required to develop a particular facility, event or programme. Again, readers having an interest in the details are referred to the original documentation. l6
Some observations
While one must be cautious not to exaggerate the significance of the present effort to develop a process for the crafting of a vision for tourism destinations, it is felt that the work does break some new ground. In the process of doing so, it is acknowledged that other cities have undertaken similar economic renewal initiatives (for example, Pittsburgh, Pennsylvania). However, most have not emphasized the visioning process in
‘?bid.
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tourism to the extent of the present example. As well, it is recognized that certain things could certainly be done better - and hopefully will be in the future. Towards this end, a number of observations concerning the process may be of interest. .
Where’s the beef? In total, the Host to the World Task Force held 10 sessions over a period of 12 months. Readers may wish to note that, of these 10 meetings, the first four were devoted to the crafting of the actual vision statement - and that these sessions were by far the most challenging and the most stimulating. The remainder focused on identifying the details related to the specific initiatives and actions required to realize the vision. While these implementation sessions were acknowledged to be important, they did not generate the same level of energy - even electricity - that was associated with the crafting of the vision statements. The lesson to be retained is that making a vision operational requires a considerable amount of staff work. To ensure that this work occurs, it is important to start involving industry professionals and to start transferring ownership of the vision to them. In order for this to take place, it is advisable to have a number of these professionals actively involved as members of vision crafting task forces. This said, care must be taken to ensure they do not dominate the process. Visioning is an exercise which must allow for genuine, broad-based resident input.
.
Visions of sugarplums, gifts of coal - combining intellect with experience: The process of ‘visioning’ requires a carefully balanced com-
bination of creative, intellectual insights carefully sprinkled with flakes of reality derived from practical experience. Visioning is by nature a process designed to tap the imagination. As such, it is obviously essential that organizers include in the process a number of individuals who are prepared to explore new avenues, who are willing to reveal their true values, and who are prepared to dare to dream. This said, it must also be recognized that, while visions should challenge a community, they must also bear some relation to the ability of the destination to realize the vision. The challenge, of course, is to strike the right balance. . Camelot or Caracas? Defining the appropriate unit of analysis: The example described in this essay focused on a well-defined metropolitan destination of moderate size. To a certain degree, because of Calgary’s isolation, its fairly homogeneous value system and its strong community focus, it might well qualify as one of the so-called emerging ‘city states’. In this setting, the process of visioning was well received and appeared to work well. This said, it is fair to question whether or not the process is applicable to settings in which there is more diversity, greater land mass or less focused commitment. For example, a similar process of visioning is currently being carried out at the level of the entire Province of Alberta (in which Calgary is located). It remains to be seen whether or not this attempt to formulate a vision for a much larger area will be successful. Taken to yet another level, even more serious questions might be raised if one attempted to craft a vision for an entire country - particularly one as vast and diverse as Canada. The answers to these questions await further experience. . Maintaining perspective: While the visioning process is extremely important for all those involved in the development of a tourism destination, it is essential to recognize that tourism is not always the most critical or most valued component of a city or region’s overall economic development priorities. Thus, in addition to defining the vision, its advocates and supporters must also be prepared to deal with both apathy and resistance with respect to both the vision itself and the initiatives proposed for its realization. To the extent that the 388
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.
task force which crafts the vision reflects the general views of the community, this concern will be minimized. Patience is indeed a virtue! Visions are not realized overnight. As such, it is absolutely essential that, once the initial excitement has faded, there exists a true core of believers who are prepared to persist in efforts to transform wishes into reality. In this regard, it is usually a few key individuals who make the difference. At the same time, it must be recognized that an individual’s circumstances change over time. As a consequence, if the vision is to be realized, it is also important to attempt to gain an ongoing commitment from those leading tourism organizations whose support is essential in the long term.
Concluding
remarks
As stressed at the beginning of this article, peoples around the world are attempting to achieve greater control over the decisions that affect their daily lives. While reality dictates that many forces which determine their well-being are beyond such control, this in no way minimizes the importance of attempting to do whatever is reasonably possible to shape the future in ways that increase the possibility that desirable futures will be realized. This article has described one such attempt by residents of one very small corner of the world to define and influence how their tourism sector should develop over the next several decades. Whether or not the exercise will make any difference is still unclear. Whether or not the vision will be realized remains to be seen. At the very least, the process provided the residents of Calgary with some shared expectations concerning the kind of tourism development that seems appropriate for the place they call home.
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This article describes a communitybased process which had as its goal the crafting of a ‘vision’ for the long-term development of tourism of one particular destination. The process involved a task force of 18 committed citizens and industry leaders in the city of Calgary, Canada for a period of over 12 months. After first establishing how tourism related to other opportunities for economic and social development, these Calgary residents subsequently focused on the ‘crafting’ of a vision statement describing how they felt Calgary could and should develop as a tourism destination over the next 15-20 years. They identified the major facilities, events, and programmes that will be required to realize this vision. Their ultimate goal is to put in place the facilities, events and programmes required to make Calgary a major ‘Host, Consultant and Educator to the World’. Brent Ritchie is Chairman, World Tourism Education and Research Centre, the University of Calgary, 2500 University Drive, NW. Calaarv. Alberta T2N lN4, Canada. The. autGor_served as Chairman of the Calgary Visitors and Convention Bureau during the period 1988-90 and subsequently chaired the ‘Calgary: Host, Consultant and Educator to Ihe World’ Task Force activities on which the contents of this essay are based. Acknowledgement The author wishes to express his appreciation to Lorn R. Sheehan for his assistance in support of the work on which this essay is based. As well, the invaluable contributions of the citizens of Calgary who participated in the work of the Task Force ‘Calgary: Host, Consultant and Educator to the World’ are gratefully acknowledged. continued on page 380
0261-5177/93/050379-l
10
One of the most compelling forces which has emerged in recent years is the desire of peoples all over the world to recapture control of the political processes which affect their daily lives. While the most dramatic examples of this movement have occurred in Central and Eastern Europe, equally important (although more subtle) manifestations of the same phenomenon are evident in other countries in Europe, in North America, and even in Asia. While the causes of this movement are many and varied, the end result is an increasing unwillingness on the part of educated and free peoples to bow to the unresponsive will of a few individuals for any extended period of time. One consequence of this movement has been a profound evolution of the socio-political ground rules which shape both policy formulation and decision making at all levels of society. As a result, societies in all parts of the globe have had to radically rethink and reshape the organizations and the processes which have traditionally been used to develop national policies and to implement supporting programmes. Tourism, as an important and integral part of the global social and economic fabric, has not escaped the pressures for change created by this metamorphosis of the democratic process. Increasingly, along with all important industry sectors, tourism is being critically assessed concerning its net contribution to the well-being of the community or region which it both serves and impacts on. As part of this process, the residents of communities and regions affected by tourism are demanding to be involved in the decisions affecting their development. This reality was emphatically highlighted as one of the major conclusions of the First International Tourism Policy Forum held at George Washington University. To quote directly: Resident responsive tourism is the watchword for tomorrow: community demands for active participation in the setting of the tourism agenda and its priorities for tourism development and management cannot be ignored.’ In effect, the above conclusion from the Forum and its associated recommendations stressed the need for consultation involving the local community in all forms of tourism development.* It should be noted at this point that the idea of a community emphasis on tourism is not new.3 A number of other authors have pointed out the desirability of providing broad-based citizen input into tourism-related policy and development decisions.4 As well, a range of approaches for
1993 Butterworth-Heinemann
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Crafting a destination
vision
continued from page 379 Submitted July 1992; accepted 1993.
January
‘JR. Brent Ritchie, ‘Global tourism policy issues: an agenda for the 1990’s’, World Travel and Tourism Review, Vol 1, 1991, pp 149-l 58. She full text of the section in the summary report discussing this conclusion is as follows: ‘Resident responsive tourism is the watchword for tomorrow: community demands for active participation in the setting of the tourism agenda and its priorities for tourism development and management cannot be ignored. For too long, much of the concern related to tourism development has been focused on the needs of the consumer of the tourism service. While in a competitive world this concern will continue to be of substantial importance, there is a strong and growing recognition that a greater balance needs to be struck in weighing the desires of visitors against the well-being of their hosts. There is a need to recognize that tourism must benefit the local community and that there must be broadbased participation in tourism development decisions at the community level. There is a realization that while tourism enhances community life, it can also threaten the well-being of residents as well as the values they hold. policy recommendations Several emerged. 1. Ingeneral, there is a need to recognize that tourism development must be in harmony with the socio-cultural, ecological, heritage, goals, values and aspirations of the host community. 2. Similarly, the economic benefits from tourism must be equitably accessible to all participants in the overall tourism process. 3. Creative approaches to foster host country participation in the equity and ownership of tourism facilities and services must be developed. There is genuine concern that if host communities do not benefit from tourism they will become alienated and reject tourism in all its forms. In this regard, there is particular concern with respect to Third World Countries and the need to optimize economic benefits from tourism a recognition that this has not always been the case in the past. In effect, these policy recommendations . reflect a thematic need for consultation involving the local community in all forms of tourism development. In particular there is a sensitivity to the cultural disparities that may exist between the host region and the visitors to this region. This results in the need to avoid the potential for social alienation on the part of host communities.’ 3Peter Murphy, Tourism: A Community Approach, Methuen, New York, 1985; and K. Michael Haywood, ‘Responsible and continued on page 381
380
obtaining consensus, or at least unbiased input into the decision-making process, have been developed and tested.5 However, none of these previous works has reflected the unanimous emphasis placed on meaningful citizen involvement by members of the Tourism Policy Forum. As such, it would appear that this strong desire for meaningful input into tourism development decisions is a fairly recent reality.
Level and nature of resident input Great care must be taken in identifying the kinds of input from community residents that are desirable and useful. This concern has three dimensions. First, the inputs and impact of citizens must be real; tokenism has no place in the new democratic processes which the public is demanding. Second, from a practical perceptive, citizen input provided on a volunteer basis is a limited and valuable resource. As such, it can be obtained only in limited amounts and on a periodic basis. Finally, in terms of content, it is acknowledged that the views which residents furnish represent non-technical advice designed to provide direction concerning the nature and type of tourism development that the community wishes to support. Such input is not a version of professional or consulting advice pertaining to the implementation of strategies or plans on an ongoing basis. This role is the responsibility of professional managers. Given this caveat, it becomes clear that the solicitation of resident input involves a process designed primarily to define the broad parameters within which tourism development should take place for a given destination or region. The intent of the process is to formulate a framework which provides the industry with broad guidelines as to the kinds of major facilities, events and programmes that residents find most consistent with their values and aspirations for the long-term development and well-being of the community. In traditional management terms, such a framework is often referred to as a ‘long-term strategic plan’. More recently, the concept of ‘visioning’ or ‘vision management’ has emerged.
Strategic planning and visioning While strategic planning and visioning are clearly related processes, there are some useful distinctions. Writings by Mintzberg and his colleagues in the field of strategic management provide some insights in this regard. As noted by Mintzberg,6 the traditional approach to strategic planning (referred to as the ‘Design School’ model) can be described as ‘prescriptive’ in orientation. This terminology implies that strategy formation is viewed as a process of conceptual design, of formal planning and of analytical positioning. The essence of the Design School model is that it is by nature structured, logical and somewhat mechanical. It emphasizes that strategy formation should be a controlled, conscious process of thought for which ultimate responsibility lies with the chief executive officer of the entity involved in strategy development. The outcome of this process is a simple, unique and explicit ‘best’ strategy for a given situation. At the other end of the spectrum is what Mintzberg defines as the ‘crafting’ of strategy. Under this conceptualization, a strategy is a dynamic, evolving process in which strategies take form as a result of learning over a period of time - as opposed to being formulated at a fixed point in time. He emphasizes that the crafting of strategy reflects an ongoing iterative process of thinking and acting - and then thinking some more. One idea leads to another until a new pattern forms. As such, strategies can form as well as be formulated. A strategy can
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emerge in response to an evolving situation, or it can be brought about deliberately, through a process of formulation followed by implementation. Crafting strategy requires dedication, experience, involvement with the material, the personal touch, mastery of detail, a sense of harmony and integration.’ The process of ‘strategic visioning’ - or simply ‘visioning’ - like the crafting of strategy, is seen as a dynamic, interactive phenomenon.* From a conceptual perspective, the process can be broken down into three distinct stages: .
the envisioning of an image of desired future organizational state, which, l when effectively communicated to followers, . serves to empower those followers so they can enact the vision.
Crafting a tourism vision
continued from page 380 responsive tourism planning in the community’, Tourism Management, Vol 9, No 2,1988, pp 105-118. 4Brian Keough, ‘Public participation in community tourism planning’, Anna/s of Tourism Research, Vol 17, 1990, pp 49465. 5J.F?. Brent Ritchie, ‘Tourism education and training in Canada’, Global Village: Journal of the Canadian Hospitality lnstitute, Vol 13, No 4, 1985; J.R. Brent Ritchie, ‘Alternative approaches to teaching tourism’, paper presented to the Teaching Tourism into the 1990s conference, University of Surrey, 1988. 6Henry Mintzberg, ‘The Design School: reconsidering the basic premises of strategic management’, Strategic Management Journal, Vol 11, 1990, pp 171-l 95. 7Henry Mintzberg, ‘Crafting strategy’, Harvard Business Review, July-August 1987, pp 66-75. ‘Frances Westley and Henry Mintzberg, ‘Visionary leadership and strategic management’, Strategic Management Journal, Vol 10, 1989, pp 17-32. ‘John P. Kott&, The Leadership Factor, Free Press, New York, 1988. DD 18-24. ‘%ee, fo; example, D&ii Gilbert, ‘Strategic market planning for national tourism’, The Tourist Review, No 1, 1990, pp 18-26; Glare A. Gunn, Tourism Plannina, Tavlor & Francis, New York, 1988: Ch&les -Kaiser Jr and Larry E. Helber, Tourism Planning and Development. CBI, Boston, 1978.
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In traditional terms, the vision for an organization is provided by leaders, such as a Lee Iacocca, who ‘developed an agenda . . . that included a bold new vision of what Chrysler could and should be’.9 Whether or not this model of the single, charismatic leader remains appropriate in a world of flat organizations, shared expertise and networking is open to discussion. What is significant, however, is the importance of developing a vision for a given organization in relation to its particular mission. In the present context, the task is to establish a framework and a process by which to provide leadership to a community, a region or a country in its efforts to formulate a vision as to what it can or should seek to become as a tourism destination. In undertaking to craft a vision for a destination, it should be kept in mind that such a process is a new but important extension of the more common process of strategic planning in tourism.” In extending the concept of visioning to tourism, it is found that three characteristics of the process need to be kept in mind when compared with its application .in oiganizations such as {he Chrysler Corpora-tion. 0 The vision for a tourism destination
must bring together the views of many organizations and individuals in the industry and the community. As such, the process is much more complex than that carried out within a single firm. Because of the number and diversity of the stakeholders involved in the crafting of a destination vision for tourism, the value systems brought to the process can be greatly different, even to the point of being diametrically opposed. As such, the task of reaching consensus and obtaining endorsement of the destination vision is a challenging and often delicate task. Compared with a firm, the vision developed for a destination tends to define the nature of extremely long-term major developments, many of which are relatively irreversible. While the choice of the right vision is critical for any entity, it is absolutely critical for a tourism destination as it will set in motion the development of facilities, events and programmes which will do much to define the very essence of that destination for years to come.
Crafting a tourism vision for Calgary To this point, the discussion has focused on the nature of vision formulation in a very abstract way. Because of the relative newness of the concept, particularly in a tourism context, it was felt useful to review its origins so as to provide some basic insights into its purpose and characteristics.
October 1993
Crafting a destination vision
In the remainder of this article, attention turns to the application of the visioning process for a specific destination that has used the approach in an attempt to provide both direction and support for future tourism development. The destination in question is the city of Calgary, Canada - a city for which tourism is a major economic and social force. As previous studies have shown,” the destination is best known for three things, two of which are tourism oriented: the oil and gas industry, the annual Calgary Stampede and the hosting of the 1988 Winter Olympic Games. Some background to the visioning process
“JR. Brent Ritchie, Charlotte M. Echtner and Brian H. Smith, A Survey of the Views of Canadian Residents Concerning Catgary’s Image as a Tourist Destination, b/odd Tourism Education and Research Centre, University of Calgary, Calgary, Alberta, 1989. _ - _ ‘2J.R. Brent Ritchie and Brian H. Smith, ‘The impact of a mega-event on host region awareness: a -longitudinal study’, Journal of Travel Research, Vol 30, No 1, 1991, pp 3-10. 13J.R. Brent Ritchie, ‘Promoting Calgary through the Olympics: the mega-event as a strategy for community development’, in Seymour H. Fine, ed, Social Marketing, Allyn and Bacon, Boston, 1989, pp 258 174. “‘CEDA, Calgary . Into the 27st Century, Calgary Economic Development Authority, Calgary, Alberta, 1989.
382
Calgary is a rapidly developing city of some 750 000 residents. Its relatively isolated location just east of the Canadian Rocky Mountains in Western Canada has engendered a relatively strong feeling of the need for self-generated development initiatives. While clearly acknowledging that the quality of life enjoyed by its residents owes much to the oil and gas reserves with which the region is blessed, there is also a recognition of the need to plan for the future diversification of the economy. While this desire is driven primarily by economic motives, it also reflects a desire to develop a broader range of activities and interests for residents so as to make the city an even more vibrant and exciting place to live. The success of the 1981 bid to host the XVth Winter Olympic Games represented the beginning of an important new phase in the city’s history. From relative obscurity, Calgary achieved a level of international awareness that, at its height in 1988, made it nearly as well known as the three largest Canadian cities of Toronto, Montreal and Vancouver .” Perhaps more important, the preparation for, and actual hosting of this mega-event provided a unique opportunity for community development, both in economic and social terms. I3 Recognizing that many of the benefits derived from the successful hosting of the Olympics would end as soon as the Games were over, community leaders sought to determine how best to capitalize on the reputation and the contacts generated by the event. Towards this end, just following the Games, community leaders called together over 100 residents of the city to address this issue. The community leaders directing this initiative included both the Mayor of Calgary and the President of the local Chamber of Commerce. This collaboration took place formally under the auspices of the Calgary Economic Development Authority (CEDA), a joint public-private sector entity reporting to both elected officials on City Council and to the Board of Directors of the city’s main business organization. While undoubtedly imperfect, this approach to public-private collaboration sought to ensure that the interests of city residents at large were represented, while at the same time involving the business community which, in the end, would be expected to implement many of the programmes resulting from the strategic planning process. The result of the initial meeting of residents from all segments of the community was the creation of a ‘Core Group’ of 12 volunteer citizens whose formal mission was ‘to develop a strategic plan that will positively influence the development of Calgary in directions that will strengthen our city as we know it today’. Approximately one year later, after extensive deliberations, this group released its report which outlined a strategy for economic development for the city into the 21st century.14 This report was circulated widely and discussed extensively by residents of the city. In this way, every attempt was made to ensure that members of the community were generally in agreement with the directions being proposed for the future development of the city. While it is indeed difficult to ascertain the extent to which the overall contents of the TOURISM
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Crafting Table 1. Focus of the 10 task forces estab lished to support the economic development of ‘Calgary . . . into the 21st century’. No 1 2 3 4 5 6 7 6 9 10
Focus Capitalize on free trade Modernize, develop and expand Calgary’s existing industries Find new economic drivers-diversification Develop and mobilize our human potential Increase capital availability Establish Calgary as ‘Host, Consultant and Educator to the World’ Internationalize and respond to globalization Establish Calgary as the world’s first information port Enhance and maintain Calgary’s enviable quality of life Align to the 21sl century
a destination
vision
CEDA report were endorsed by all sectors of the community, local press coverage appeared to indicate general acceptance of the strategic directions proposed. Perhaps the most significant immediate outcome of the ‘Calgary . . . Into the 21s.t Century’ report was the creation of 10 ongoing Task Forces whose mandate was to further explore the opportunities identified by the core group. The specific focus of each of these task forces is summarized in Table 1. From a tourism standpoint, the most critical task force was that charged with the responsibility of attempting to establish Calgary as ‘Host, Consultant and Educator to the World’. While no doubt grandiose in its terminology, the mandate of this task force was to determine how the city could best build upon its fleeting international reputation from the Olympics, its legacy of sports facilities built for the Games, its proximity to the scenic Rocky Mountains, its world-class technical expertise in key sectors of the economy (notably oil and gas), and its situation as the most highly educated city in Canada, in order to develop itself as a major international travel destination.
Host to the World Task Force Using this general mandate as a starting point, the task force developed a more detailed mission statement within its formal Terms of Reference (Table 2). As seen from this table, the critical initial component of the mandate of the task force was: . . to develop a vision concerning the kind of tourism destination Calgary should become as we move into the 21st century . .
it believes
It is this initial part of the task force mandate, the development of a destination vision, which is the primary focus of the present discussion. This said, the reader should keep in mind the importance of the subsequent activities related to the implementation of the vision which was developed. While these implementation details will be noted only Table 2. Terms of Reference the World’.
of Task Force No 6: ‘Calgary.
. . Host,
Consultant
and Educator
to
The formal terms of reference defined the overall mandate of the task force as being: to develop a vision concerning the kind of tourism destination it believes Calgary should become as we move into the 21st century in order to truly establish the city as a major host, consultant and educator to the world. It should subsequently prioritize the major initiatives that will be essential to achieving this vision. Finally, it should recommend and initiate specific actions/implementation steps that will be required to translate the vision into reality. In seeking to fulfil this mandate, the task force set itself seven specific tasks. These were: 1. To formulate, in a reasonable amount of detail, a vision describing the Calgary of the 21sl century as a tourism destination. This vision will define the kind of destination we want Calgary to be, and the kind of people we are likely to attract if such a vision is realized. 2. To identify and prioritize the major facilities that it will be necessary to put in place over the next 20 years as Calgary moves to establish itself as the kind of host, consultant and educator to the world defined by the above noted vision statement. 3. To identify and prioritize the development and/or enhancement of major events that are consistent with the vision statement and which will be necessary to realize it as we move into the 21st century. 4. To identify critical aspects of the support and educational/training infrastructure that it will be necessary to develop/enhance as we move towards realizing the vision. 5. To provide concrete specifications internationally so as to accurately, serve.
of the image of Calgary that will be portrayed nationally and yet competitively, position Calgary in the markets it seeks to
6. To provide useful estimates of the amount of funding likely to be required to implement initiatives related to the facilities, events, infrastructure and other programmes identified by the task force. As well, the issue of possible sources of funding should be addressed. If it is felt necessary, the task force may authorize additional feasibility studies to be undertaken where financial support for such studies can be successfully solicited. 7. To identify organizations/individuals who can be encouraged to assume responsiblility and/or leadership in implementation and/or development of the various facilities, events, infrastructure and programmes deemed to be a priority by the task force.
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briefly, they are clearly important. Although discussion is minimal here, they required a considerable amount of time and effort on the part of task force members. Integrating task force efforts with those of existing tourism efforts
One obvious issue of significance which might be raised is the potential for conflict between a short-term community strategic planning group for tourism and those existing tourism-related organizations which have had, and continue to have, a very strong and ongoing involvement in the industry. In the present case, this issue was dealt with directly by asking the local Convention and Visitor Bureau to assume a leadership role within the task force. In practical terms, this involved inviting the Bureau to recommend a person to chair the task force and convening its first meeting at the offices of the Bureau. At the same time, the core group took steps to ensure that membership of the task force was not restricted to ‘industry insiders’ only. The end result was a larger task force (18 persons) than might have been required from a strictly functional standpoint but one which did provide for broader community representation than is often the case. In retrospect, it is felt (in the author’s view) that an even broader range of individuals from the community at large could have been incorporated into the process. There are, however, practical limits to the size of a strategic planning group such as the present task force. Zntegrating tourism with other sectors
Despite the importance which professionals in the field attach to their sector, it is essential to keep in mind that tourism is only one of several sources of income and employment within most communities. As such, any effort which tends to focus exclusively on the development of tourism for a destination must be concerned about the relationship of tourism to other sectors. This concern was addressed by Task Force No 6 before undertaking the detailed work related to its mandate through an examination of its relationship with the mandates of the other nine task forces. In particular, it noted its relationship with: .
The Task Force (No 7) on Internationalization and Globalization particularly that tourism will play an important role in internationalizing Calgary businesses and other institutions. . The Information Task Force (No 8) - specifically, that the consulting and educational aspects of the ‘Host to the World’ mandate will rely heavily on efforts of this task force. . The Human Resource Task Force (No 4) - notably, the fact that the educational dimension of Task Force No 6 depends very heavily on human resource development. It was also noted that this same dependency on human resources applied across several task forces. Principles underlying the vision
In the initial phases of its work, the 18 persons on the task force attempted to establish a framework within which to develop the vision for Calgary as a tourism destination. In particular, considerable attention was devoted to identifying principles on which to base development of the vision. These principles are summarized in Table 3. Elements of the vision
Once the mandate of the task force and the principles on which to base the process had been agreed to, attention then focused on the primary goal of attempting to define a common vision of what Calgary could and should look like as a tourism destination some 15 to 20 years from now.
384
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Crafting Table 3. Principles underlying the vision of ‘Calgary World’. .
. . . Host,
a destination
vision
Consultant and Educator to the
Developments related to the vision must always seek to ensure that Calgary and region residents are net beneficiaries (ie positive impacts must clearly outweigh any potential negative consequences)
. The vision should focus on initiatives which reflect our natural strengths, lifestyles and heritage . The vision should incorporate and build upon the high quality of the natural, visual and built environment enjoyed by Calgary and the surrounding regions
Table 4. The vision of Calgary as ‘Host, Consultant and Educator to the World’. Ca/gary in the 219 century should be: l A city which is safe, clean, attractive and efficient, and whose priority is maintaining and enhancing its liveability .
A city which values and preserves the high quality and beauty of the natural environment, waterways and setting with which it has been blessed
.
A city which reflects its proud and dynamic western heritage and native cultures
l
A city which values and supports knowledge and education, particularly in those spheres upon which it depends for its well-being and development
l
A city which actively encourages and facilitates knowledge transfer between those who generate the knowledge and those who use it
l
A city which genuinely welcomes visitors from all parts of the world in an environment that encourages the exchange of insight and understanding while striving to create new personal and professional friendships
l
A city which values its cultural diversity and its artistic achievements
l
A city that thrives in all seasons - and which is therefore attractive to visitors at all times
.
A city which attracts attention and acclaim by providing first-class attractions and by hosting high-profile events which are of interest to its citizens
.
The vision should focus on significant themes and initiatives which will help position and develop Calgary as a major international destination and knowledge/education centre [and]
.
Although the concept of ‘host, consultant and educator’ is clearly applicable to all areas of excellence that Calgary enjoys, the vision proposes that we learn about the strategic combination of these areas through an initial focus on the oil and gas, agribusiness and tourism sectors. In brief, we will first strive for excellence as hosts, consultants and educators in these areas.
As might be expected, this process required several sessions and a considerable amount of iterative reflection, reaction and reformulation. As a result of this process, task force members agreed on a series of nine statements which, in their totality, provided a composite picture as to how they envisage the Calgary of the future from a tourism perspective. These nine vision statements are given in Table 4. An examination of this set of vision statements reveals that they fall into two general categories. The first category contains those that reflect some general values as to how the city should develop - almost without reference to tourism. The first two in particular fall into this category. It is important to keep in mind, however, that task force members insisted that such elements as overall liveability of the city and environmental protection were indeed major tourism appeals. Furthermore, they insisted that if Calgary could not be maintained as a city which appealed to residents, it could not develop its attractiveness for others. The knowledgeable reader will immediately be able to provide examples as to exceptions regarding the generality of this assertion. Nevertheless, it was judged important by Calgary residents. The second category of vision statements described more explicitly the key dimensions of the city’s character on which tourism should build as Calgary enters the 22st century. It is believed that each of these vision statements fully respects the principle presented in Table 4. Before leaving the vision statements, it should also be pointed out that the report of the task force contains a more extensive discussion concerning the manner in which members described and interpreted each statement. This information is available to those wishing for a more detailed understanding of the process and its results.15 Realizing the vision
“CEDA,
Calgary: Host, Consultant & EduEconomic Development Authority, Calgary, Alberta, 1991. cator to the World, Calgary
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The definition of the nine vision statements and the subsequent elaboration of their specific meaning was viewed as fulfilling the first of the seven tasks contained in the overall mandate of Task Force No 6 (Table 1). As the next step in the total process outlined by the Terms of Reference, task force members subsequently focused their attention on efforts to both identify and prioritize the major facilities, events and programmes that it was felt would be necessary to put in place over the next 20 years if Calgary was indeed to establish itself as the kind of ‘Host, Consultant and Educator to the World’ defined by the composite vision statement. With this goal in mind, the task force first generated a large number of possible initiatives and then selected a more limited set of higher priority items. The outcome of this process is shown visually in Figures 1, 2 and 3. These figures identify the specific Facilities (Figure l), Events (Figure 2) and Programmes (Figure 3) which members felt
1993
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Crafting
a destination
vision *Ma,or *Pathway
urban
parks lcelltre for environmental
STRATEGIES
system
research
*The
Calgary
*Spruce
*International exposition site
Zoo Meadows
*Upgraded (Horizon
*Winter facilities
Stampede 2000)
*Native
sports 8.
cultural
3. WeStern heritage and nat,ve culture
&St. C(l”SYlta”t and ed”Caf.3,‘ 10
4. Educatlo” *Civic gallery
art Park,
*centre for performing arts
Fort
‘Cochrane
*International
*Centres
centre *Conference and trade
city
A
facilities
Figure 1. Facilities required to realize the vision.
and
of excellence/institutes
*Post-secondary centre
Calgary
Ranche
*Science
institution5
centre
which to
events
has the world class the programmes required to ‘host the world’ support
would contribute to the realization of each of the nine elements of the vision. It should be noted that each of the figures contains facilities, events or programmes that reflect: projects that are already in place and which require additional support to encourage evolution towards recognized international excellence; projects that have been proposed by others and that are currently under review; and STRATEGIES
*Calgary Winter
Festival
*World-class winter sports events
conference on HR needs in 21st century
*International festivals
*Canadian
films
‘Major international business conference
*Trade show on consulting services
A
Figure 2. Events the vision.
386
required
to realize
city
profile
*Trade and technology shows
which events
attracts and
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Crafting a destination *Vision 2020 *Healthy
*Greening of Calgary *River
sty
vision
valley
msnagement programme
STRATEGIES
*Air
improvement
*Glenbow,
Heritage
*Winter city programme
*Ba”ff
*Multilingual
training *International programmes
*I”fopOrt
*New venture development/ entrepreneurship programme
business
r Figure 3. Programmes realize the vision.
required
1 Programmes to develop and support world-class leisure, learning and business opportunities to serve residents and visitors alike
to
.
suggested new projects the task force.
that flow logically
from the vision defined
by
While the individual facilities, events and programmes in Figures 1, 2 and 3 are by nature very specific to the community in question, a number do have characteristics which could be generalized to other settings. The important point to be emphasized, however, is that each of the various facilities, events or programmes bears a direct relation to one or more of the vision statements developed by members of the community. Developing an action plan While space does not allow discussion here, the final steps in the process defined by the task force Terms of Reference was to develop a relatively detailed action plan which specified, as far as possible, the organization(s) most appropriately responsible for undertaking each proposed initiative, the desired timing of various actions, and some preliminary estimate of the magnitude of the resources that would be likely to be required to develop a particular facility, event or programme. Again, readers having an interest in the details are referred to the original documentation. l6
Some observations
While one must be cautious not to exaggerate the significance of the present effort to develop a process for the crafting of a vision for tourism destinations, it is felt that the work does break some new ground. In the process of doing so, it is acknowledged that other cities have undertaken similar economic renewal initiatives (for example, Pittsburgh, Pennsylvania). However, most have not emphasized the visioning process in
‘?bid.
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tourism to the extent of the present example. As well, it is recognized that certain things could certainly be done better - and hopefully will be in the future. Towards this end, a number of observations concerning the process may be of interest. .
Where’s the beef? In total, the Host to the World Task Force held 10 sessions over a period of 12 months. Readers may wish to note that, of these 10 meetings, the first four were devoted to the crafting of the actual vision statement - and that these sessions were by far the most challenging and the most stimulating. The remainder focused on identifying the details related to the specific initiatives and actions required to realize the vision. While these implementation sessions were acknowledged to be important, they did not generate the same level of energy - even electricity - that was associated with the crafting of the vision statements. The lesson to be retained is that making a vision operational requires a considerable amount of staff work. To ensure that this work occurs, it is important to start involving industry professionals and to start transferring ownership of the vision to them. In order for this to take place, it is advisable to have a number of these professionals actively involved as members of vision crafting task forces. This said, care must be taken to ensure they do not dominate the process. Visioning is an exercise which must allow for genuine, broad-based resident input.
.
Visions of sugarplums, gifts of coal - combining intellect with experience: The process of ‘visioning’ requires a carefully balanced com-
bination of creative, intellectual insights carefully sprinkled with flakes of reality derived from practical experience. Visioning is by nature a process designed to tap the imagination. As such, it is obviously essential that organizers include in the process a number of individuals who are prepared to explore new avenues, who are willing to reveal their true values, and who are prepared to dare to dream. This said, it must also be recognized that, while visions should challenge a community, they must also bear some relation to the ability of the destination to realize the vision. The challenge, of course, is to strike the right balance. . Camelot or Caracas? Defining the appropriate unit of analysis: The example described in this essay focused on a well-defined metropolitan destination of moderate size. To a certain degree, because of Calgary’s isolation, its fairly homogeneous value system and its strong community focus, it might well qualify as one of the so-called emerging ‘city states’. In this setting, the process of visioning was well received and appeared to work well. This said, it is fair to question whether or not the process is applicable to settings in which there is more diversity, greater land mass or less focused commitment. For example, a similar process of visioning is currently being carried out at the level of the entire Province of Alberta (in which Calgary is located). It remains to be seen whether or not this attempt to formulate a vision for a much larger area will be successful. Taken to yet another level, even more serious questions might be raised if one attempted to craft a vision for an entire country - particularly one as vast and diverse as Canada. The answers to these questions await further experience. . Maintaining perspective: While the visioning process is extremely important for all those involved in the development of a tourism destination, it is essential to recognize that tourism is not always the most critical or most valued component of a city or region’s overall economic development priorities. Thus, in addition to defining the vision, its advocates and supporters must also be prepared to deal with both apathy and resistance with respect to both the vision itself and the initiatives proposed for its realization. To the extent that the 388
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task force which crafts the vision reflects the general views of the community, this concern will be minimized. Patience is indeed a virtue! Visions are not realized overnight. As such, it is absolutely essential that, once the initial excitement has faded, there exists a true core of believers who are prepared to persist in efforts to transform wishes into reality. In this regard, it is usually a few key individuals who make the difference. At the same time, it must be recognized that an individual’s circumstances change over time. As a consequence, if the vision is to be realized, it is also important to attempt to gain an ongoing commitment from those leading tourism organizations whose support is essential in the long term.
Concluding
remarks
As stressed at the beginning of this article, peoples around the world are attempting to achieve greater control over the decisions that affect their daily lives. While reality dictates that many forces which determine their well-being are beyond such control, this in no way minimizes the importance of attempting to do whatever is reasonably possible to shape the future in ways that increase the possibility that desirable futures will be realized. This article has described one such attempt by residents of one very small corner of the world to define and influence how their tourism sector should develop over the next several decades. Whether or not the exercise will make any difference is still unclear. Whether or not the vision will be realized remains to be seen. At the very least, the process provided the residents of Calgary with some shared expectations concerning the kind of tourism development that seems appropriate for the place they call home.
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