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About the African Tourism Board: Top important according to an African American Tourism Expert

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Drew Barrett, a Chicago based African American tourism expert and consultant, thinks the newly founded African Tourism Board(ATB) is very important and potentially valuable to the nations of Sub-Saharan Africa.

ATB will celebrate its official launch on April 11 during the World Travel Market in Cape Town and has moved to a world of attention. ( www.

The nations of Sub-Saharan Africa are very hungry for and in need of growth of their inbound international tourism business. Most, however, have a steep learning curve, over which they must overcome to achieve any measurable incremental results. Most are steeped in best practices of a bygone error of global tourism marketing if they are doing anything at all. Most are not.

Nations like Kenya, Tanzania, South Africa have significant global brand equity for leisure tourism. Others like Ethiopia, Nigeria, Ghana and again South Africa; are a compelling destination for business tourism. Yet on the extreme opposite end of the attractiveness spectrum others, due to conflict and a total lack of internal security are not in the running.

All nations of Sub-Saharan Africa with any viable tourism product are seeking to up their game, but have to reconcile a penchant, if not add to investing, and in many cases, mis-investing in energy, data +telecommunicationss, and transportation infrastructure to achieve modern global standards. They are missing there real opportunity.

The most readily available economic growth engine for all nations of Sub-Saharan Africa is their adventure, art, community, cultural, ecological (flora + fauna) and handicraft tourism products; in which they should invest in both development and marketing. The immense profit potential of such well planned and implemented investments, will return profits; which will pay for everything else.

I have two Sub-Saharan African nations, Kenya and South Africa, digress from World Class Tourism Marketers, not having a clue as to what to do; because they forsake a focus on their indigenous roots, attempting to promote being global business meeting and conference destinations; a playing field on which they cannot compete, for so many reasons.

I have just last week, submitted a comprehensive, preliminary strategic tactical concept proposal to a Northwestern Sub Saharan nation. I had developed similar proposals for three other nations. In each case, I have been working with someone who has strong connections to government decision makers; but not with any preconceived disposition toward action. In the most recent case, my contact is a division of the Ministry of Tourism.

Nigeria, a few years ago, invested in the development of a Culture and Music festival which it could market globally. The problem with some post colonial nations is, they are addicted to seeking the help of postcolonial consultant intermediaries of European and North American multinationals, for expertise. The problem is those consultants do not have the expertise necessary to enable the success of such an undertaking.

The consensus is to invest in building grand hotels, great roads, and transportation; and tourists will come. Wrong, they just end up with choking foreign debt and no tourist.

Again, the African Tourism Board, can be the way forward for the Nations of Sub Saharan Africa to be able to monetize their most readily available natural resource, as previously stated.

African Tourism Board brings to those nations both internal and external subject matter experts, professional practitioners, industry resources and massive implementation capabilities; in a unified platform which can teach the leadership of the nations of Sub Saharan Africa how to successfully market their destinations and tourism assets, to the billions of ready, willing and able international tourist.

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Maldives Tourism: Changes needed say local travel industry leaders

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The Corporate Maldives blog recently published an interesting analysis on how tourism leaders in the Indian Ocean Island Republic think.

The information sheds some light on what tourism professionals think, do and what issued they have in running the largest industry in the country during politically difficult times.

Tourism is the largest industry in the Maldives making the biggest contribution to the GDP of the country. In order to further understand the views of those who are not from the country on Maldives, our team conducted a research through social media. Our research showed that many people thought of Maldives as an intense and expensive destination that only the rich can afford. Due to this, we had a sit-down with Mr. Ibrahim Inad, former Director of Sales at Velaa Private Island Island to discuss ways to change the mindset of such people and to market Maldives in the most effective ways possible. Below listed are the 5 key components he believes are required to be changed in order to properly promote our destination.

1. Finding a new concept in destination marketing

Maldives resorts are mainly made to fit into the concept of one Resort in one Island. Every resort markets itself as a seclusive getaway to get away from the hustle and bustle of the busy world. Mr. Inad believes that it is more than about time that this concept changes and we get introduced to newer concepts. He acknowledged the CROSSROADS project as it is a multi-island resort development project. He requested other companies to find inspiration from the CROSSROADS project and bring about a change in the concept of Maldivian resort tourism.

CROSSROADS project which spans 9 islands and boasts 1,300 rooms and a retail space of over 11,000 sq m

2. Recognize demand level to know how to supply

With each passing year, more and more resorts are being opened, hence increasing the competition within the industry. However, how many of us actually took the time to think about whether or not we actually needed all these new resorts or not? According to Mr. Inad, with regards to the amount of tourists that visit Maldives on a yearly basis, we do not exactly need to open newer resorts every year without being able to have proper occupancy rates in the existing ones. He added that we should first let the demand grow to a point where we are unable to host anymore tourists, and that’s when newer resorts should join the market.

Angsana Velavaru

3. Know your competitors

When looking to promote the tourism industry of Maldives, we also need to consider that we have competitors who offer similar services in similar environments. Mr. Inad explained that it is wisest to keep an eye on our competitors to learn about their moves in order to come up with better strategies in marketing Maldives.

Sugar Beach, Sun Resort in Mauritius

4. Promote celebrations for special occasions

Mr. Inad shared that while working in Velaa, he found that many chose to visit Maldives for occasions such as their birthdays, Christmas, Easter, New Year and more. It is not a secret that so many resorts host exciting and marvelous celebrations for the previously mentioned occasions. This could be used as a point in our marketing strategy and in creating a position for ourselves in the market. Once we are able to develop ourselves as such a destination, we will be able to make ourselves a name in this cut-throat competition the industry puts forward.

Christmas tree at Kuredu Island Maldives Resort

5. Make use of digital marketing

While conducting the social media research, one thing we were able to gather was how people of our competing countries, used any opportunity to promote the cheap services available at their countries. They made sure to prove to convince people that their country was worth visiting. According to Mr. Inad, this sort of digital marketing is one aspect we really need to work on. If we, as individuals, promoted all sorts of tourism in the Maldives, it would reach a greater audience and hence, aid in bringing in more tourists to the country.

A phone displaying social media apps which can be used in digital marketing

So many more things need to change in order for our country to keep developing. We need to do proper marketing and show the world that we have the luxury to offer for all classes rather than just the high-end population of the world. We should make them feel like they do not need to have a luxury branded things in order to access the beauty Maldives has to offer. Once the correct message has been delivered, even more tourists will keep visiting the country and we shall keep improving more and more. Maybe one day will be able to become a destination able to compete with the biggest markets in the world.

Travel News | eTurboNews

Destinations need new resources to tackle the “invisible burden” of tourism

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A report published today by the Travel Foundation, Cornell University’s Centre for Sustainable Global Enterprise and EplerWood International describes how destinations must uncover and account for tourism’s hidden costs, referred to as the “invisible burden,” to protect and manage vital destination assets worldwide. Failing to do so puts ecosystems, cultural wonders, and community life at increasing risk, and places the tourism industry on a weak foundation that could crack under its own weight.

The range of costs not currently accounted for include those needed to:

  • upgrade infrastructure beyond resident needs, to meet tourism demand;
  • manage and protect public spaces, monuments, the environment and natural habitats;
  • mitigate exposure to climate change risks; and
  • address the needs of locals affected by rising real estate prices, driven by the demand from tourism.

Either residents are left to pay these costs, or they are simply not paid, increasingly leading to environmental crises, spoiled tourism assets, and growing dissatisfaction among local residents. Destination authorities urgently need access to new resources, systems and expertise to ensure that, as tourism grows, the true costs of every new visitor are fully covered.

Amid increasing concern about “overtourism” and calls from within the travel industry for improved destination management, the report, Destinations at Risk: The Invisible Burden of Tourism, was commissioned by the Travel Foundation to better understand the challenges and constraints that national and municipal authorities face. It provides a thorough review of the risks that destinations face and the solutions urgently needed, including:

  • New local accounting systems that capture the full range of costs stemming from the growth of tourism, in place of an incomplete set of economic impact measures.
  • New skills and cross sector collaboration, underpinned by data and technology, to achieve effective spatial planning, manage demand for public utilities and services, and evaluate the availability of vital, local resources.
  • New valuation and financing mechanisms to redress debilitating underinvestment in infrastructure and local asset management and enable the transition to low-carbon destination economies.

Principal report author, Megan Epler Wood, said: “The Earth’s greatest treasures are cracking under the weight of the soaring tourism economy.  New data-driven systems to identify the cost of managing tourism’s most valued assets are required to stem a growing crisis in global tourism management.  With the right leadership, finance and analysis in place, a whole new generation of tourism professionals can move forward and erase the invisible burden while benefiting millions around the globe.”

Salli Felton, CEO of the Travel Foundation, said: “The invisible burden goes a long way to explain why we are now witnessing destinations failing to cope with tourism growth, despite the economic benefits it brings. It’s not enough to call on governments and municipalities to manage tourism better, if they don’t have access to the right skills and resources to do so. Destination managers need support to develop new skills and new ways of working that will enable them to move beyond tourism marketing.”

Dr Mark Milstein, co-author of the report, said: “This is a challenge of investing for the long-term health of a critical global economic sector. Future success will require collaboration among business, government, and civil society so that destinations are managed as the valuable, yet vulnerable, assets that they are.”

The authors conclude that some destinations are more vulnerable to the invisible burden and should be prioritised. For instance:

  1. Where there is a high risk of climate change impacts (which would disproportionately affect a visitor economy) – for instance, island states.
  2. Where the rise of the global middle class is driving tourism growth at unsustainable levels – for instance, in Southern and Southeast Asia.
  3. Where there is a high percentage of economic dependence on tourism – for instance, in the Caribbean.
  4. Where the ability of local government to manage tourism growth is low, in terms of budgets and human capital – a problem that has been found in both advanced and emerging economies.

The analysis draws upon academic literature, case studies, expert interviews and media reports, and provides a wealth of examples of the invisible burden.  Cases are drawn from Thailand, Mexico, and the Maldives, as well as Europe, Africa, and Latin America. The report also gives insights into types of data-driven systems, such as GIS mapping tools and the Smart Cities concept, which can address growth issues and facilitate new forms of investment.

The free report is available at invisibleburden.org.

Travel News | eTurboNews

Uganda travel and trafficking

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Sub-Saharan Africa has enormous tourism potential: leopards lounging in acacia trees, elephant herds drifting across vast savannah plains, gorillas and chimps rioting in deep forests, the earliest traces of human beings and their works. But according to the World Bank, the region receives a mere 3% of global tourism arrivals.

What scares tourists off may have something to do with an unfair, continent-wide reputation for lawlessness. There is a way around this. During the 1970s, entrepreneurs created the idea of eco-tourism as an alternative to the sun and sand package tours that wreaked havoc on the environment and local communities. Perhaps the eco-tourism concept could be expanded to encompass human rights more broadly, focusing not just on the ethical conduct of companies but on governments as well. Thus, travelers could be assured that their fees, taxes and entertainment dollars aren’t being used to support regimes engaged in grand corruption, human rights abuses, wildlife trafficking and the persecution of minorities.

Uganda’s new tourism push is a case in point. The government hopes to welcome four million visitors in 2020, more than double the current number. The Uganda Investment Authority is expediting bids from eco-tourism companies to develop ten sites in the nation’s national parks, including Queen Elizabeth, Masindi and Kidepo Valley. The World Bank has lent Uganda $25 million dollars to build a new hotel and tourism school, purchase equipment such as buses, game drive trucks, boats and binoculars and hire public relations firms to market Uganda in US, Europe, the Middle East and China. In October, Kanye West boosted the publicity effort by recording a music video in one of Uganda’s fine resorts and also visited Statehouse where he presented President Yoweri Museveni with a pair of his patented sneakers. Then in January, Tourism Minister Godfrey Kiwanda launched a beauty contest to identify Miss “Curvy” Uganda, whose zaftig figure will appear in tourism brochures.

The downside of Uganda’s tourism campaign is that every safari-goer it attracts will pay fees to government agencies such as the Uganda Wildlife Authority, which is currently engaged in a program of violent evictions that have left thousands of people in northern Uganda’s Acholi region destitute, and has also been implicated in trafficking in ivory, pangolin scales and other illegal wildlife products, both inside Uganda and in neighboring countries.

Since 2010, thousands of huts in Apaa, northern Uganda have been burned to the ground, and animals and belongings stolen by UWA officials and members of other security agencies. The government claims the area is gazetted for a game reserve, but residents say their families have lived in the area for generations and have nowhere else to go. Sixteen people have been killed and thousands, mainly women and children are now homeless. Some of the raids appear to have been carried out by members of the neighboring Madi ethnic group, and government officials have characterized them as ethnically motivated. However, the Madi and Acholi have lived in peace for generations and some suspect that senior government officials may be inciting the attackers.

Meanwhile, CITES, the international body that tracks endangered species has named Uganda as a global hub for the illegal wildlife trade. After damning reports about the scale of poaching in Kenya and Tanzania revealed that elephant populations were plummeting in both countries, stricter laws and better enforcement resulted in a nearly 80 percent decline in poaching in Kenya since 2013. Tougher enforcement has also resulted in steep declines in poaching in Tanzania. But between 2009 and 2016 an estimated 20 tons of ivory were trafficked via Uganda, along with over 3000 kilograms of pangolin scales.

The trade in wildlife products appears to be organized by senior officers of the army and UWA. Ivory traffickers working along the Uganda-Congo border told Belgian political scientist Kristof Titeca that much of their loot came from Congo and the Central African Republic, where the Ugandan Army, with US support, unsuccessfully tried to track down the notorious warlord Joseph Kony between 2012 and 2017. Thus, US taxpayers may have inadvertently facilitated Uganda’s wildlife crimes.

Uganda’s recently established Standards, Utilities and Wildlife Court, which is supposed to deal with trafficking crimes has begun prosecuting and convicting low level traffickers—the men who transport the goods to Kampala for export – but as yet there have been no prosecutions of those suspected of organizing the trade. When 1.35 metric tons of confiscated ivory disappeared from a Uganda Wildlife Authority storehouse in 2014, the director was suspended for two months and then reinstated. According to a 2017 Enough Project report, two senior Uganda Wildlife Authority officials quit the force in despair after apprehending traffickers and then being ordered by officials in President Yoweri Museveni’s office to drop the cases.

Uganda’s own elephants have largely been spared, and their numbers may even have increased in recent years. But other animals have not been so lucky. In 2014, the UWA granted a local company a license to collect thousands of pounds of scales from the shy, aardvark-like creatures known as pangolins. While officials claimed that the intention was to purchase the scales from people who’d collected them from animals who had died of natural causes, there’s little doubt that huge numbers of pangolins were killed as a result.

Unfortunately, the World Bank’s assistance to Uganda could be making things worse. It’s $25 million Tourism Sector Competitiveness and Labor Force Development loan, approved in 2013, is part of a larger $100 million Competitiveness and Enterprise Development Project which, according to project documents, allocates 21% – or $21 million, to government agencies, including the Uganda Wildlife Authority. World Bank spokespersons declined say how much of that will go to the UWA, and what the money will spent on, other than “systems strengthening and procuring tourism assets.”

Before the World Bank launches any project, it commissions an environmental impact assessment, as well as a review of safeguards to protect habitats and indigenous people who might be affected by it. In this case, the safeguards and Impact Assessment documents don’t consider the risk that Ugandan security agencies, including the army and UWA, might use funds raised from the project to engage in human rights abuses and trafficking.

This matters because countless development groups, including the Global Fund for AIDS, TB and Malaria, the Global Alliance for Vaccines and Immunization, the Red Cross and the World Bank itself– have seen millions of dollars in funding sink into Uganda’s swamp of corruption. Billions more have been siphoned out of the Treasury and the workers’ pension fund and or in inflated bids for infrastructure projects such as roads and dams.

In power for 33 years, Uganda’s leader Yoweri Museveni has hung on in part by spending funds looted from various development projects on voter bribery and harsh repression. In 2017, he sent Special Forces troops into Parliament to beat up MPs who were trying to block debate about a bill that would enable him to rule for life. One of the victims, MP Betty Nambooze, may never walk unaided again. Then in August, the same Special Forces arrested and tortured four other MPs and dozens of their supporters, including the famous pop star-politician Bobi Wine

Some of Museveni’s opposition-politician-victims, if allowed to govern, might – like the leaders of Tanzania and Kenya–do a better job of protecting Uganda’s people and its wildlife than he has. But as long as the World Bank and other donors keep allowing Museveni’s government to get away with corruption, human rights abuses and wildlife trafficking, these activities will only continue. While the World Bank continues to ignore this reality, Uganda’s prospective investors and tourists should steer their dollars towards less odious regimes.

Travel News | eTurboNews

Reimagining tourism for the future

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In the last decade or so, tourism has positioned itself as a critical variable in the development planning space and the development discourse globally. Today businesses, governments, international organizations as well as NGOs have established, or are establishing programs, initiatives and programs to facilitate tourism for development. Academic institutions have also been introducing, organizing or reorganizing ‘tourism’ as an important element of their curriculum. The University of the West Indies is no exception. Through its many courses, centers and institutes, the UWI has been preparing our Caribbean nationals for the expanding opportunities and benefits being presented by the growth of the tourism sector. But we have much more to do.

Tourism and Development

According to the UNTWO, WTTC, CTO, PATA and several other regional and global institutions, tourism has been recognized as that force, which accelerates human development, social and economic inclusiveness, increased entrepreneurship and self-employment, the generation of decent work, environmental sustainability and also support regional integration.

Indeed, the contribution of tourism to both national and regional development continues to be enormous and I dare say unmatched. Firstly, tourism is linked to the notion of a sustainable economy in several ways. The economic indicators show that Caribbean is the most-tourism dependent in the world, tourism is the main economic sector in 16 out of 28 Caribbean states and the total contribution of tourism to employment in the Caribbean is estimated at 2.4 million jobs according to the World Travel and Tourism Annual Report for 2018. In Jamaica tourism employs one in every four persons.

Beyond direct employment tourism and hospitality there are vast indirect opportunities for supplying inputs to tourism enterprises catering to the visitor experience in areas such as accommodations, food and beverage, cultural and creative arts, entertainment and recreation, agriculture, manufacturing, banking and finance and foreign exchange.

Tourism is also linked to the preservation of heritage and culture through the concept of experiential tourism. Most tourists travel to have authentic experiences that require that they partake in activities and consume and acquire products/goods that are indigenous to the countries they travel. Tourism thus helps to preserve natural and cultural resources while generating revenues and incomes for local populations.

To unlock the potential of tourism to contribute to inclusive growth and development our main focus at the Ministry of Tourism is to find innovate ways to reduce economic leakage in the tourism sector and to improve retention. This mandate is already being executed through our Linkages Network which has been coordinating policies and strategies designed to strengthen linkages with other sectors of the economy particularly the agricultural and manufacturing sector, strengthen the benefits derived from the industry by local residents and communities and promote broader participation by nationals.

We however recognize that the competitiveness 0f the Caribbean destinations will significantly rely on how well we prepare our people for the emerging opportunities. If Caribbean destinations are to remain globally-competitive and increase their share of the global tourist market, we must find ways to unlock new sources of competitiveness and comparative advantage.

Traditionally the tourism sector has enjoyed one of the highest rates of labor mobility of any segment of the economy. However, many of the opportunities taken up by our citizens are those that require low skill and offer limited prospect for economic mobility. This fact is largely attributable to the fact that the majority of the tourism-related jobs are deemed to require low to medium-level technical skills. The global tourism market is however becoming increasingly differentiated and segmented. Consequently, the continued growth of Travel & Tourism in the region will depend on the right people with the right skills being available to meet this demand for additional human capital. And we at the MOT have been working to create a paradigm shift in the local tourism space which will see our citizens accessing more substantive jobs and I will discuss this some more in a minute.

Many trends are impacting the skills needed to perform competently in tourism-related jobs such as digitalization and virtualization, the need for sustainable behaviors & practices, the growth of non-traditional segments, the changing demographics of international travelers (more youthful, more specific), changing lifestyles and consumer demands and the need for data-driven policies. Technology has had a significant impact on tourism-related employment as well as supporting and changing how services are delivered. While technology has downgraded certain skills in the tourism sector it has upgraded other skills, particularly in the areas of marketing, information and communication. Caribbean destinations must recognize the differing preferences of a new generation of younger travelers and the growing importance of online services and marketing, especially through mobile internet. The future of tourism lies in the manipulation and exploitation of ICT capabilities such as big data, big data analytics, machine learning, blockchain technologies, the Internet of Things, robotics etc. We thus need to urgently capitalize on the opportunities for high-skilled employment that are being generated in the ICT-related fields in tourism.

The growth of non-traditional markets in Europe, Asia and Central America will require increased focus on cultural studies and the development of competencies in various foreign languages. The increased focus on data-driven policies to better understand the emerging needs of markets, to analyze trends and to predict future patterns means that tourism development strategy must increasingly emphasize research-based skills. The evolving tourism market will require modern managerial skills that can drive performance improvements in the sector by raising productivity through better staff planning and scheduling, employing new technology and improving employee motivation, thereby reducing staff turnover. Most importantly , we must equip our citizens with the competitive business management and marketing skills that are required to operate successful tourism enterprises in this globalized era.

In the current dispensation, the hospitality sector has to contend with negative perceptions of low wages and the lack of career opportunities beyond entry-level jobs. Studies have found that many university students have a peripheral view of tourism. There is oftentimes scarce information and misconceptions about the skills required as well as the opportunities for career development. National governments must take a lead in developing a long-term workforce development strategy. Ideally, such a strategy would be developed within the broader context of improving the industry’s competitiveness and sustainability, since the increasing demand for skilled labor will continue to present a major challenge in all countries. It is highly recommended that strategies and their implementation should be carried out with the private and education sectors and embrace agreed-upon commitments from the industry.

A robust institutional framework is needed to determine the education and training policies and programs that will support a more attractive labor market and business environment in tourism which will allow the industry to maintain a sufficient and highly-qualified workforce and hence support the enhancement of productivity in the industry. My view is that while formal qualifications are not always required in tourism, their existence, and a widely available opportunity to obtain qualifications and competency development in tourism may contribute to raising the prestige of the occupation and the sector in general.

A study by the WTTC revealed that Travel & Tourism’s human capital challenges are significantly higher than those faced in other sectors with most countries in study projecting to face a talent ‘deficit’ or ‘shortage’ in Travel & Tourism over the next ten years. Talent development will also prevent many high-skilled positions from being filled by migrant workers. Both public and private sector are thus encouraged to act now to address the anticipated talent shortage.

Given the robust nature of UWI’s tourism portfolio which was recently expanded with the recent launch of the region’s first Global Tourism Resilience and Crisis Management Centre, here at UWI, changes in the tourism space, new instruction technologies, the ever diversifying nature of tourism, it is time for the UWI to reimagine its tourism portfolio and consolidate its programs, courses, institutes, centers, etc. under one roof here in one of the Caribbean’s mecca of tourism (Montego Bay) with the establishment of a school or a faculty of Tourism.

Indeed, UWIs global recognition as a powerful intellectual institution will position the UWI to make an even more substantive contribution to the development of the region through such a Faculty or School. Certainly, this effort would have my support, and, although I cannot speak for my Caribbean counterparts, I am more than certain it would also have the support of the government of the region. More specifically, in keeping with the mandate of the administration that I am apart of, I reiterate my commitment to promoting a sustainable tourism product that advances the well-being of local communities and that incorporates more local talent in the delivery of tourism services.

Travel News | eTurboNews

IMEX Policy Forum puts future city development front and center

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Policy makers from national and regional governments worldwide will explore The Business of Placemaking with leading business events industry professionals at this year’s IMEX Policy Forum.

This year the annual Forum will take place at the InterContinental Hotel Frankfurt on Tuesday 21 May, the first day of IMEX in Frankfurt 2019.

The IMEX Policy Forum is where the business events world and public policy makers annually connect and share insights into how events such as conferences, meetings and incentive travel can make a major contribution to national and regional economies.

The enormity of this contribution has now been quantified. According to the Global Economic Significance of Business Events, the first ever worldwide study from the Events Industry Council (EIC) and conducted by Oxford Economics, the direct spend of the meeting and event industry worldwide in 2017 was more than US$1.03 trillion, matching the consumer electronics sector in size.

Leveraging the link between business events and the innovation economy

All participants have the opportunity to visit the IMEX exhibition in the morning. In the afternoon, invited ministers and senior political representatives will take part in a national government discussion in collaboration with the United Nations World Tourism Organization (UNWTO) chaired by Martin Sirk of Sirk Serendipity. At the same time Professor Greg Clark CBE, the world-renowned advisor on cities will facilitate a city workshop specifically designed for local, municipal and regional policy makers and destination representatives, exploring ‘business meetings and the innovation economy.’

Analyzing the business opportunity for urban placemaking

The Business of Placemaking will be put into the spotlight when the keynote speech is presented by Dr Julie Grail, a leading expert and commentator on partnership and place management and a special adviser on Business Improvement Districts at the Institute of Place Management at Manchester Metropolitan University. Julie, who has been involved in managing places for two and a half decades, has in recent years worked on international assignments in Australia, New Zealand, South America, Europe and the United States.

New this year, the interactive Leadership Discussion will feature an invited panel who will present case studies from the perspective of political, urban planning and destinations stakeholders who have all played influential roles in placemaking success stories. The discussion will be moderated by leading business journalist and media advisor Ursula Errington and will provide plenty of opportunity for everyone present to contribute to the discussions.

Each year the political representatives who take part acclaim the event, saying how valuable it is to learn from their peers in other countries and from the meetings industry experts about the benefits to economic development and business tourism that investment in business events can bring.

Carina Bauer, CEO of the IMEX Group commented; “Placemaking is a concept that’s long been understood and embraced by some city planners and developers alike but now the meetings and events industry understands the power and importance of being part of these conversations. This year’s agenda reflects what feels like a tipping point: a recognition that the business events industry can – and should – speak up to influence any city planning or placemaking decisions. This year’s Forum will guide by example and show the way. With its new format everyone can contribute fully to a lively discussion and gain valuable insights from the case studies.”

Organized under the auspices of the Joint Meetings Industry Council (JMIC), the IMEX Policy Forum’s advocacy partners are Association Internationale des Palais de Congres (AIPC), European Cities Marketing (ECM), ICCA, The Iceberg and UNWTO. The Forum is sponsored by Turisme de Barcelona, Business Events Sydney, German Convention Bureau, Geneva Convention Bureau, Messe Frankfurt and the Meetings Mean Business Coalition.

Travel News | eTurboNews

Melbourne to welcome news hotels from Ormond Group in 2022

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In 2022, Southeast Asian hospitality brand Ormond Group will introduce two new hotel concepts to Melbourne’s Central Business District in Victoria, Australia. Each taking residence in their own distinct tower within the buzzing CBD development, the Ormond Melbourne and MoMo’s Melbourne on Flinders Lane, will rise from a 40,000 sqft events and F&B podium. The brand-new development and social gathering space, designed for visitors and locals alike, will boast a purpose-built pedestrian laneway, multi-use spaces, sky bar & restaurant and provide the cultural capital with 537 new guest rooms between the two properties.

“We are delighted to have been given the green light for Ormond Group to push forward with this exciting and ambitious project. Through our new brands, we hope to be able to elevate the hotel scene in Melbourne through our inclusive approach to programming and design. We’ll be looking to work with exciting F&B operators as well as developing inspiring partnerships to bring these properties to life. Our spaces are designed to welcome guests and locals alike. Ormond and MoMo’s will offer culturally relevant experiences for guests and locals at great value for money price points in one central location. We are thrilled to be introducing our hotels to this area of the city’s CBD – we embrace its past, present and future and look forward to meaningfully contributing to the district’s landscape. We feel confident that Melbourne’s already discerning lifestyle audience will enjoy what we bring to Australia’s cultural capital.” says Gareth Lim, CEO of Ormond Group.

Through its approach to delivering authentic travel experiences, the Ormond Group is re-shaping Melbourne’s lifestyle scene with each new hotel. Ormond Hotels is a collection of thoughtfully designed hotels, inspired by local stories and cultural context. Ormond Melbourne will embody the spirit of Luxury Simplified through the brand’s values of comfort, purpose and balance by prioritizing great service, high quality guest essentials, beautiful and thoughtful design and dynamic social programming.

Meanwhile, MoMo’s Melbourne will provide guests with minimalist hotel rooms alongside playful spaces that engage with creative communities and urban nomads. MoMo’s is designed to inspire memorable moments – through interactive events that engage both locals and visitors alike at a value for money price point.

Together they will provide a dual-brand experience – an upscale boutique hotel that celebrates luxury simplified and an accessible, playful hotel concept that celebrates creative collaboration – bringing a new dynamism to Australia’s hospitality scene.

Designed by Melbourne-based architectural firm, Elenberg Fraser, in collaboration with Craig Tan Architects, the project will be managed by Point Polaris. Ormond Group is currently in the process of making interior design appointments. Both properties will be developed and operated by Ormond Group, who has announced the appointment of Caroline King as Chief Operating Officer.

This year, Ormond Group will open the first properties for its two new lifestyle hotel brands, with the Q3 launches of The Chow Kit – an Ormond Hotel and MoMo’s in Kuala Lumpur.

In Early 2021 the group will open the flagship hotel under the Ormond Hotels brand in Dublin following the extensive, multimillion-dollar refurbishment of The Ormond Hotel, which will be followed by the brand’s Melbourne opening in 2022. The group will be looking to expand into other Australian cities.

Ormond Group is a new player in global hospitality offering design-led travel experiences for all audiences via its brands – Ormond, MoMo’s and Tune Hotels. Ormond Group embodies the spirit of modern-day exploration whilst focusing on the careful curation of great service, design and programming.

Travel News | eTurboNews

Global Tourism Industry Mourns the Loss of Peter Wong

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Tourism Icon Peter Wong died on 11 March 2019, at Queen Mary Hospital in Pok Fu Lam, HongKong.

Peter Wong was Executive Chairman of the China Chamber of Tourism, Vice Chairman of the Global Tourism Economy Forum, and Chairman of several private sector companies including M.K. Corporation Ltd., Culture Resources Development Co Ltd, Silk Road Hotel Management Co Ltd, and Silk Road Travel Management Ltd. Since 1993, he participated as a member of the United Nations multi-agencies Silk Road Project.

Peter was politically active serving on the National People’s Congress as a representative from Hong Kong from 1993 until his death.  Peter Wong was a graduate of the University of California at Berkeley and a recipient of the Young Industrialist Award of Hong Kong.

During the UNWTO 22nd General Assembly in Chengdu, China, Peter said: “Tourism is increasingly an important economic pillar for all countries and beyond this, we are now moving into an era of universal values which our industry is in the forefront of championing – like poverty alleviation and environmental protection; and we are an industry that more than any other is dedicated to propagating a message of peace and harmony.”

The founder of the International Institute for Peace Through Tourism(IIPT)  Louis D’Amore told eTurboNews: “Peter’s passing was much too soon and will be felt throughout the industry. He continually spoke of the ’PHD‘ role of tourism – a role of Peace, Harmony and Development. And so his philosophy and concept of tourism were totally consistent with the philosophy and goals of IIPT.

Together with Peter as Executive Chairman of the China Chamber of Tourism, we launched the IIPT Global Peace Parks project with the dedication of Sun River National Park, Pu’er China as an IIPT International Peace Park (see photo left and below). We will certainly miss Peter’s collaboration on future projects.”

Peter traveled to Beijing on 2 March 2019 to attend the annual meeting of the NPC, only to return to Hong Kong two days later to treat an illness.

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Rosewood Hong Kong opens its harborfront doors

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Rosewood Hong Kong opens as a new ultra-luxury property in the heart of the Victoria Dockside district on the shores of Victoria Harbour. Situated on one of Hong Kong’s most significant waterfront locations in Tsim Sha Tsui – Kowloon’s dynamic, culturally compelling heart – the property is set to become a grand icon for the city, celebrating the area’s role as Hong Kong’s new creative and cultural epicenter.

The opening of Rosewood Hong Kong is a defining milestone for the group, solidifying its stature as one of the world’s most dynamic hotel brands and a leader in global style. This showpiece of the brand’s highest aspirations epitomizes Rosewood’s essence and represents the complete manifestation of a differentiated and modern expression of ultra-luxury hospitality.

From the brand’s inception 40 years ago as a fine private home that opened its doors to guests, each Rosewood hotel continues to be guided by A Sense of Place® philosophy and the concept of the hotel as a living canvas celebrating artistry in all its forms. This spirit reaches its zenith at Rosewood Hong Kong. Guests can experience the first urban outpost of the brand’s pioneering wellness concept; gastronomic innovation showcasing locally grown and artisanal ingredients; masterworks by the world’s most highly acclaimed artists; and supremely stylish, residentially natured gathering and living spaces – all within a masterfully designed and meticulously curated journey in architecturally bold environs commanding the harbor.

Rosewood’s opening in Hong Kong marks the evolution of another meaningful historic legacy. The site is the former Holt’s Wharf, dating back to 1910, which subsequently became New World Centre, a lifestyle magnet for the city in the 1980s, which holds a unique place in the hearts and minds of local residents as a place of discovery and wonderment. New World Centre – a proud expression of Hong Kong’s evolution – was the creation of Dr. Cheng Yu-tung and Dr. Henry Cheng, the grandfather and father (respectively) of Rosewood Hotel Group Chief Executive Officer, Sonia Cheng.

“With Hong Kong evolving from a business and financial center to become a true global cultural capital, I wanted to create an iconic property that not only showcases the city’s rich history but also reflects its bright future,” says Sonia Cheng. “New World Centre was conceived as my grandfather’s ultimate gift to Hong Kong, a celebration of its progress, vibrancy and spirit. I hope that Rosewood Hong Kong enhances this legacy and helps fulfill his and my father’s vision for the city that they loved. Rosewood Hong Kong sets bold new benchmarks for design, guest experience, cuisine, and culture. Our ambition is to create a new world standard for ultra-luxury hospitality and a focal point of the vibrant Hong Kong lifestyle, reflecting its incredible dynamism, style and diversity.”

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Accor welcomes 21c Museum Hotels into MGallery Hotel Collection

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Accor today announced that the Group has officially welcomed 21c Museum Hotels into the MGallery Hotel Collection, a global network of more than 100 storied boutique hotels located in 26 countries. The announcement marks the arrival of the MGallery brand into North America.

Bearing both the MGallery and 21c brands, 21c Museum Hotels – MGallery represents a shared commitment to inspiring guests to delight in and fully discover the very best the world has to offer. 21c Museum Hotels – MGallery will maintain 21c’s distinctive spirit and pioneering vision of combined contemporary art museum, boutique hotels and chef-driven restaurants, and preserve the singular personality, style and story of each individual property. 21c will be fully integrated into the MGallery collection, bringing to life the passion for rich experiences and local discovery for which MGallery is known.

“MGallery was first created in 2008 to share a new vision of high-end, boutique accommodation featuring highly emotive experiences designed to be inspiring, engaging, and richly imbued with character. This ambition gave rise to a collection of unique storied boutique hotels that are captivating, memorable and individually-styled. As sought out addresses for those who relish memorable experiences, bespoke design and off-the-beaten-track moments, each MGallery hotel is remarkable for its singular personality and is deeply rooted in the destination’s history,” said Yohan Amiot, vice president brand management, MGallery.

Yohan Amiot comments further, “Today we are honored to welcome 21c Museum Hotels into the MGallery family. 21c envisions a new kind of hospitality, which promotes accessible, unexpected and innovative arts, cultural and culinary experiences for guests and locals alike, globally connected to contemporary culture, yet firmly rooted within each local community. The 21c brand is the perfect complement to MGallery’s concept of bespoke, creative hospitality for lovers of travel, the arts and immersive experiences.”

21c Museum Hotels – MGallery currently includes eight properties in Bentonville, Cincinnati, Durham, Kansas City, Lexington, Louisville, Nashville and Oklahoma City. Additional projects are in development in Chicago, slated for debut in late 2019, and Des Moines.

The brand also just announced that 21c Museum Hotels has been selected as the brand and management company for a combination boutique hotel, contemporary art museum and independently branded, chef-driven restaurant anticipated to open in the restored YMCA building in downtown St. Louis in late 2020.

“We are embarking upon an exciting period of growth for 21c Museum Hotels and the MGallery Hotel Collection,” said Chris Cahill, deputy chief executive officer, Accor. “Marrying 21c’s exceptional and distinctive brand with the influence of the MGallery collection and strength of Accor’s global platform deepens the full range of unparalleled experiences available to our guests. The official North American introduction of the MGallery brand marks the continued expansion of our lifestyle ‘boutique’ footprint.”

21c Museum Hotels – MGallery are now bookable through Accor reservations systems. 21c will also officially join Le Club AccorHotels as of April 1, 2019, affording 21c guests full access to Le Club AccorHotels member benefits, status points, and the earning and burning of rewards points.

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