Below is a list of some of the most helpful reports we've come across recently. By no means is this list comprehensive. We will continue to build this list, please feel free to contact us with any other resources you believe should be added.
Kenya Tourism Agenda 2018-2022
The Tourism Agenda 2018 – 2022 establishes the foundation on which the National Tourism Blueprint 2030 is designed on. Its implementation during the 2018 – 2022 period ignites outlines individual initiative components and needed actors to accomplish these goals.
Africa's Tourism Potential
The travel and tourism industry has significant potential in Africa, notably due to the continent’s richness in natural resources and its potential to further develop cultural heritage, e.g., music. By 2030, consumer spending on tourism, hospitality, and recreation in Africa is projected to reach about $261.77 billion, $137.87 billion more than in 2015. However, tourism in Africa is still at an early stage of development. This report explores the opportunities and challenges to tourism development across Africa as well as national, regional and continental efforts already in place.
Kenyan Wildlife Strategy 2030
This Strategy is a roadmap for transforming wildlife conservation in Kenya. The strategy is aligned to Kenya’s Vision 2030 and the Government’s Big Four Agenda. It brings together the aspirations and concerns of Kenyans from across the country as part of a multi-stakeholder effort under the stewardship of the Ministry.
Global Tourism – Achieving Sustainable Goals
Sustainable tourism not only promotes economic development, but also environmental and cultural conservation—and therefore employs the concept of a triple bottom line. This toolkit helps to train students, donor agency representatives, and others working in related fields to understand and develop sustainable tourism and further explores the role of tourism in both international development and the global economy.
Project Development for Sustainable Tourism
This toolkit introduces the participant to developing a sustainable tourism project that contributes to international development goals. It provides the tools necessary to complete a successful project concept note or similar proposal at the design stage. Readers will also learn approaches to rapidly assess project areas and write project goals, objectives, and activities that embrace the principals of sustainable tourism.
Tourism Destination Management
This toolkit helps destinations put in place strategies and programs that will best tell their unique story and become an inviting host for visitors no matter the purpose of their journey. More specifically, this toolkit outlines how to build a successful Destination Management Organization (DMO) to increase visitation while preserving a destination’s natural and cultural assets.
Tourism Investment & Finance
This toolkit provides development practitioners with the information and tools necessary to assist organizations and individuals working with micro, small, and medium-sized enterprises to conduct pre-feasibility studies, understand the market and financial analysis process, prepare investment briefs, identify potential sources of financing, understand how deals and joint ventures are structured, and work with governments to remove barriers to investment and provide broader access to credit.
Sustainable Tourism Enterprise Development
Sustainable tourism enterprises confront the challenge to contribute to job creation, biological and cultural diversity conservation. This toolkit was written with these conditions and local stakeholders in mind to help them understand the purpose of a business plan, its audiences, what should be included, and the unique aspects of tourism business plans that can address community support and biodiversity conservation.
Tourism Workforce Development
A workforce development system should provide the skills, knowledge, and know-how required by personnel at all levels to deliver quality services to domestic and international visitors. This manual consists of three major components: Introduction to Tourism Workforce Development; use of the “Guide to Assessing and Designing Tourism Workforce Development Programs, which emphasizes job and career opportunities for youth.
Scientific, Academic, Volunteer & Educational Travel
This toolkit describes the steps necessary for designing a SAVE travel and tourism development strategy. It provides guidance for the development of a SAVE center—an entity with a mission to enable the destination to create travel and tourism products that service the SAVE travel market and to link those products to their respective markets. Most of all, the toolkit seeks to provide practical tools, including assessment surveys, that can aid in the development process.
Powering Tourism provides information to help tourism professionals understand and evaluate the range of options for meeting their off-grid energy needs, highlighting efficient and sustainable use of energy. The guide provides a seven-step approach to guide the reader through the process of creating a reliable and affordable energy system by working with staff and visitors, equipment vendors, installers, financial institutions, and energy service providers.
Operational alignment to local land use goals.
Successful land banks have established acquisition and disposition strategies that directly support the implementation of local land use goals and meet community needs. Some land banks tackle massive inventories of extremely unsafe and abandoned properties as part of an urgent stabilization and public safety strategy, while others operate selectively with extreme deliberation. Land banks should always make decisions based on a strong understanding of community priorities and goals, coordinate with other local partners, and complement existing blight prevention strategies.
Operations are policy-driven and publically accountable.
The acquisition and disposition of properties – especially those that have long been harmful eyesores – is an important and sensitive endeavor. Successful land banks have gone to great lengths to build and maintain trust with the public through complete transparency in the establishment of priorities, policies, and procedures that govern all actions. Land banks should make sure these ground rules and policies are established prior to any transactions, and annually revisited with public input to maintain a high standard of transparency and accountability.
Deep engagement with local stakeholders.
There is no substitute for engaged community stakeholders who understand a community’s history and goals. Successful land banks have found creative and consistent ways to inform, engage, and empower active residents to help prioritize land bank interventions and develop long-term solutions. Whether establishing a community advisory board or regularly hosting neighborhood meetings, land banks should explore and implement practices that affirm a strong commitment to inclusiveness, engagement, and empowerment.
Alignment with local programs advancing common goals.
Because a land bank is a tool to support locally developed land use goals, it is important to coordinate with other tools and programs geared toward neighborhood stabilization and revitalization. Successful land banks have helped facilitate and work within diverse collaborations across the public, private, and nonprofit sectors that share similar economic and community development goals. Effective land bank activities must complement existing blight prevention efforts, including but not limited to tax enforcement, strategic code enforcement, neighborhood investments, and community-based planning.
Reliable recurring source of income.
Land banks focus on the inventory of problem properties the local private market has basically rejected, and therefore will always require some level of public support— whether cash or in-kind—that is proportional to the scope and scale of vacancy the land bank is expected to help resolve. With a recurring and reliable source of funding, land banks can focus on the types of creative interventions and community partnerships that are required to transform liabilities to productive use that meet and advance community goals.
Land Banks are quite diverse in their structure and operations. According to research by the Center for Community Progress, a national leader on solutions for problem properties, there are approximately 170 land banks and land banking programs across the country as of 2016. New York now has the third highest number of land banks, behind only Ohio and Michigan.
Land banks vary greatly in terms of the types of jurisdictions and economic conditions in which they operate, the geographic context, the size of their inventories, their staff capacity, their legal authorities, and their goals and programs.
Regardless of their structure or location, successful land banks have a few things in common.