Juba Strategic Tourism Planning in Southern Sudan BY: Manon Jok Aleu, is holder of Masters of Urban and Regional Planning and Bachelor of Social Science, Health and Human Services, lives in Buffalo, New York, USA
Introduction APR 10/2011, SSN; The purpose of this paper is to the necessity of a strategic plan for tourism development in Juba, Southern Sudan. Tourism development is critical in order to reshape the future of the region. The purpose of this strategic planning project is to develop a process in which the tourism investment can define its strategy and make decisions about how effective management and opportunities in Southern Sudan could be created in order to accomplish a set of goals and objectives. That will allow the tourism leadership to focus on long-term goals and not day-to-day tasks. This strategic plan will allow the tourism leaders to see what is possible in the future and give them an opportunity to foresee new opportunities for tourism development. Southern Sudan, an area of approximately 225,000 square miles borders Uganda, Kenya, Ethiopia, the Democratic Republic of Congo, the Republic of Central Africa, and Northern Sudan. The city of Juba is the capital of Southern Sudan. After signing a comprehensive peace agreement in 2005, Juba became the seat of the Government of Southern Sudan and consequently has become a prospective tourism destination. In particular, the number of increasing visitors requires more accommodations in the city. Due to the previous civil war conflict, the business environment has not been established. In addition, surprisingly Southern Sudan has surprisingly become the 2nd largest for wildlife conservatory. This wildlife can be viewed easily in many parts of Southern Sudan. The development and investment to develop this conservatory into a tourist attraction requires a plan that can improve local accommodations for visitors. For example, a transportation network would be needed to connect areas. In order to formulate a tourism strategy in Juba, there are three approaches that have been used by other organizations to improve their economic effectiveness. I believe that by using these three approaches to strategic planning for tourism in Southern Sudan will help to develop a better future economic opportunity not only for Juba but, for Southern Sudan. Vision/Approach: The tourism industry in Juba and Southern Sudan is lacking vision; this approach starts with a charismatic leader’s vision of the future and is always associated with strong leaders who can bring people together in order to accomplish a higher purpose that is bigger. The leader then brings together a team that can help develop with strategies, tactics and resources needed to accomplish goals and objectives that were articulated in the leader’s vision. This type of visionary leadership is mostly needed in young organizations, and southern Sudan, as a young nation, needs strong leadership that understands the need for tourism industry investment. Incremental Approach: This strategy evolves out of experience as the organization continues to grow and learning from experience of what works and what does not work. This is an approach that is mostly welcomed by complex organizations such as the tourism industry in a young nation like Southern Sudan. This kind of leadership is characterized by its ability to welcome new ideas and find the right solutions to problems that arise. On one hand, some people may ask if an organization operating with this approach really has a strategy. On the other hand, large and complex organizations always have a culture associated with them and trying to initiate a complete restructuring of the organization may be counterproductive. The Analytical Approach: This approach uses logic and data to initiate change in the organization. Kearns defines this approach as the one in which “you use logic and in-depth analysis to improve the strategic fit between your organization and its environment.” This approach relies mostly on data analysis of trends in order to make decisions about the future of the organization. The problem with this approach is that we cannot always rely on hard data to make decisions. The truth is that every decision has to take into consideration people’s feelings and wishes and incorporate them in the vision. This can lead to the public participation in Juba where people’s input will be considered for strategic planning on tourism. Identifying the Right Planning Approach for Juba Tourism Development. The city of Juba is contained in a region that has a strategic location because it borders three countries—Kenya, Uganda, and the Democratic Republic of Congo. Juba also borders four states within Southern Sudan. Juba has a rich cultural heritage and is home to more than 64 ethnic groups and institutions of higher education. Juba is environmentally rich; it runs along the Nile River. The head of the United Nation Peacekeeping forces is located in Juba as well. Together these factors could constitute the building block of the region for successful tourism development. In other words, the region has a potential tourism economic opportunity today and in the future, it just needs better planning in place. The approach should combine some characteristics of visionary, incremental, and analytical approaches to strategic planning. A visionary approach is needed because the leadership should take the first step to bring about change in this region. The approach should be incremental because this region’s government is an institution that has just formed in 2005 after the Comprehensive Peace Agreement was signed. The region was in a civil war for a long period of time and has workers have limited skills in the tourism industry to understand what works and what doesn’t. This strategic plan should base its decision on real data analysis in order to determine the effectiveness of plans to be undertaken. The new strategy should focus more on strengthening them and refocus them and make them ready to meet the challenges of the future. In order to come up with a new strategic plan, three main ingredients are needed. The authority in the tourism industry would need to focus on these elements: To have a clear and determined leadership that is willing to initiate change. The leadership should understand the risk involved and be determined to succeed no matter what. The leadership should be able to articulate clearly what they intend to accomplish and how it is going to be accomplished. The leadership should back up its goals and objectives with real data analysis. Logical analysis of projects should be the measure to insure that those goals are not merely wishful thinking that will lead the region into debt without achieving real results. The willingness to listen to people with opposing views points should be the key to achieve the backing of the majority of the region’s residents. This process will help in identifying the plan’s weaknesses and the way to address them effectively. Those three components are important in order to come up with the right strategy for the region’s tourism. The better strategy plan will not succeed without finding someone who can recognize the tourism related economic opportunities of the region and use the region’s strengths to build a better future for the people of the whole region. Creating a strategic plan should be seen as a process that may take a longer period than a short term plan. A strategic plan may require a long term commitment that extends to more than a few years. This is why the region’s leadership should make sure that the community is committed to the long term success of the tourism and economic plan(s). Strategic Planning Model for Juba Tourism Development: In order to design a viable tourism strategic plan, it is important that the region start to identify the type of process that will be used and what kind of information that will be needed for the planning process. This process relies on a combination of different factors such as steps needed, timing for each step in the process, and people and resources needed to accomplish the planning process. These factors are important for a better elaboration of tourism strategic plan. The decision has to be made if the region needs outside or inside consultants to review the practices and make recommendations into a strategic plan. However, Southern Sudan’s neighboring countries, Kenya and Uganda, have a better developed tourism industry. Those two countries can help tourism consultants because of their experience in the tourism sector. But, Juba would need to follow eight steps for preparing its own strategic plan for tourism. Those steps are: Prepare for Planning Assessment-SWOT Analysis Identifying the Mission, Values and Vision of the region Identifying Strategic Issues of the region Setting Goals for the region Formulate Strategies and Initiatives Setting Objectives of the region In writing the Juba strategic plan for tourism, these steps are critical in order to elaborate a viable strategic plan. Every step should be reviewed carefully and right decisions should be made at every step of the process in order to come up with that region’s strategic plan. Juba Tourism Strategic Issues and Strategies to Build a Better Future. In order to succeed, the region has to come up with measures of success and failure. This measure is always called a portfolio analysis in the private sector. Based on the MacMillan’s Matrix model, the analysis is examined closely at each program or service according to three criteria: The region’s Competitive Advantage with regards to a specific policy or program. Another way to see this will be to examine closely a policy or program and see if the region can claim superiority in its ability to deliver the program or service. In other words, does the region have resources, skills or other advantages necessary to make the region the best prepared? To provide a given program or service. The Attractiveness of the tourism investment or business service to the region. The region has to decide if that’s really what it wants to become. Some regions may choose to become a financial hub and others may choose to become an entertainment hub. Some may focus on high tech industry; others may want to focus on the manufacturing of goods. This criteria measure how the region is attracted and committed to what it intends to do. Juba and Southern Sudan have tremendous potential for tourism investment if it develops a strategic plan for tourism. Alternative Coverage is a way to examine competition from other regions. This criterion can help Juba’s regional tourism industry to know what kind of competitive leverage it has. In order to attract tourism and businesses in the region, tax incentives can be offered to tourism businesses to relocate to the region. Hence, this will enhance customer service, and improve accommodations, transportation, visa entrance policies, security, or services to a specific niche of the market. These are tools that are used to measure the likelihood of policy success and failure. It is important that local officials put the right policies in place and be able to monitor them in order to produce intended results. For example, create a competitive climate between the neighboring countries across the “East African Community” to encourage a collaborative for the development of tourism. As Juba and Southern Sudan increases their tourism investment, it is clear that Southern Sudan’s government will benefit. Juba region and Southern Sudan Assessment-SWOT Analysis: Strengths Weaknesses · Hosts the second largest wildlife migration in the world (Kob, buffalo, elephants, giraffes, and lions) · Lack of strategic tourism plan and low market awareness. Security risk for fragile peace before achievement of a fully independent state in Southern Sudan 2011. · Juba and Southern Sudan’s Strategic location (bordering three countries- Kenya, Uganda and DRC) & four states within south Sudan · Relatively high cost of international and domestic travel. Limited capacity within the Government of Southern Sudan (GOSS) to plan and market tourism sector. · Oil production preservation at large scales in southern Sudan, rich agricultural souls soil (or land) · Limited media capacity to market? Business opportunity in region. · Land use and water resources viability (groundwater , stream and rain water) river Nile · Low community and (GOSS) awareness of tourism benefits and needs · Products focus on identifiable special function markets · Poor access to internet in Juba and regions as a whole · Creating Tourism Master plan will provide basis for sector development · Lack of tourism investment bureau or association · Unique range of nature based and cultural attractions (200 ethnic groups) · International air access through Juba international airport · Government focus on developing transportation network · Democratic constitution government based on free market policy · Association of commerce for Southern Sudan investors · Comprehensive Peace agreement signed (2005) helped to the improve its international image in the media, and plan better for future tourism · Poor physical infrastructure transportation network · Lack of tourism skills and development needs for tourism employment sectors Opportunities Threats · GOSS increasing focus on tourism & develop strategic plan for tourism is essential for the future of tourism. · International and East African community competition in particular Uganda, Kenya and Ethiopia · Richest cultural diversity class region & holding tourism Festival events could support tourism in the region. (Nyakuron Cultural center in Juba) · Increasing of cost for tourism supplies equipment or material needed to operate effectively · Lack international air transportation connection · GOSS’s increasing focus on economic policy that potentially welcome investors and investment that would more likely work for the benefit of Southern Sudanese people. · Lack of sustainability for tourism operations · Huge potential to develop a niche wildlife market for game viewing and bird watch. · Potential raising of bordering conflict between North and South Sudan after post 2011 referendum as result with full independence of Southern Sudan · The Nile River potential for water sports and investors in the cruise business. · Juba University has technology assets for skills development training · USAID and GOSS increasing reconstruction of network transportation-(roads, Air and railways and sea boating) · There are more than 100 medium and large sized hotels in Juba and larger hotels could be built close to wildlife and game reserves in the near future · Miss South Sudan Festival event is conducted every year Tourism Opportunities: Tourism plays a large role in national economies; it is the fifth largest revenue source for the United States economy and the first in Kenya. The development of tourism in Southern Sudan has the potential to attract thousands of tourists. It would significantly boost the local economy and provide employment opportunities for local residents. Tourism could become the second largest industry in Southern Sudan after the Oil industry. One opportunity for tourism in Juba and Southern Sudan is its natural environmental and land of the large wildlife in the 21st century. If properly developed, wildlife and game reserves could provide employment for thousands of Southern Sudanese citizens. The natural habitat and jungles of Southern Sudan are full of wildlife, almost like a second Garden of Eden. For example, about 1.3 million white ear antelope and cobs have been found in a recent study conducted by the American Wildlife Conservation Society. Network Transportation: Road works are in progress connecting Juba to bordering countries including Uganda and Kenya. These lifeline roads will pass by the Nimule National Park and there is another plan to connect Boma National Park with Juba which will increase the number of visitors to Boma and Numile national parks. The states of Southern Sudan are connected with Juba through highway networks. Moreover, the government of Southern Sudan aims to make Juba Airport a major domestic and international airport. Today, Juba International Airport has the highest regional air travel among the East African countries such as Kenya, Uganda, Ethiopia and others. Nile River: The Nile, the world’s longest river and wetland area passes through Juba in Southern Sudan. Developing a plan along the Nile River’s beaches would provide tourism investment opportunities which will attract tourists and birdwatchers. A process similar to the Scotland plan on sailing in the Clyde could improve tourism development on the Nile River in Juba. This kind of development would include boat stations for visiting leisure boats, hotels along the Nile beaches, and accommodations. There are proposed hotel projects progressing along the Nile River in the city of Juba. Juba has domestic travel along the Nile by boat connecting Northern Sudan and Southern Sudan. Cultures: Juba and Southern Sudan have a unique and untouched culture. They have more than 64 ethnic groups of Southern Sudan and hold cultural festivals events annually in Juba that could attract international visitors and tourists. For example, in 2009 the World Day Cultural Diversity event was held in Juba and was attended by many local and international people. Since 2005, Juba has held more than five Miss Southern Sudan competition events which were attended by many local people and also those from bordering countries. In addition, Juba has more than one-hundred local artists and musicians and offers many sporting events. Accommodations: The hospitality industry in Juba is increasing with the growth of tourism since 2005. There has been construction of a large number of hotels and restaurants serving the tourism and attraction sites in Juba. There are more than one-hundred medium size hotels with world class facilities. The GOSS policy urges foreign investors to assist in developing the region’s tourism market. Recommendations: Therefore, I strongly recommended that Juba, Southern Sudan adapt the following diversity in resources, encourage public participation, build local network , build infrastructure, develop small businesses, clusters network , safe environment and cultural, for a better a regional strategic plan that will focus on tourism and economic development. Diversity in the sources of capital by creating a network of businesses investments; large and small, can create a flexible environment for investment. Encourage public and private partnerships that can bring public decision making into business and tourism. Building a strong local network that can increase local investment opportunities for capital and employment in the tourism industry. Developing a supportive infrastructure to pave a new road (transportation) network and reconstructing the existing one to support economic development within the region and the rehabilitation of Juba International Airport for domestic and international travel. Creating relationships between government and tourism entrepreneurship investments to increase business paper work Efficiency. Creating a regional fund to support tourism entrepreneurship could create more job opportunities within the region. Tourism clustering is a key for better success for region plan that can drive innovation and prosperity, helping regions to build successful regional tourism and attract partners in other regions and global economies particularly within the East African community. Clusters develop real competitive markets and create policies that make their integration easy. They then strengthen their competitiveness in regional tourism economics and achieve their full economic goals. Clusters can make good business competition nationally and globally. The Juba, Southern Sudan region requires an easy process of border entry especially in, Kenya, Uganda, Ethiopia, the Democratic Republic of Congo, and the international market as well. Develop safe environments for the wildlife industry by providing security and protection for animals living in the rich Southern Sudan jungles. Including a development plan for transportation access and security for Boma National and Nmuile National Parks by providing (or developing) proper accommodations. Develop cultural and art centers and hold cultural festivals and events annually. And develop a media campaign to promote good information about the region’s tourism opportunities. To conclude, the Juba, Southern Sudan tourism industry has been destroyed by more than 2 decades of civil war, leaving its tourism sector weakened and lacking the investments needed to get back on its feet. However, an important step to redevelop its tourism is to elaborate the region’s strategic tourism plan and set up the right course of action for implementation in that region. The success of the region’s strategic plan for tourism will depend on several factors such as ; better SWOT analysis, knowing the mission and vision of the regions, and identifying goals and objectives needed to accomplish the vision. After writing the plan the region has to follow up the implementation of the plan by focusing primarily on programs and services that will offer real results for the tourism industry. Juba, Southern Sudan has the potential for tourism investments that rely on wildlife, the Nile River, bird-watching, and cultural diversity. The challenges to strategic planning include: lack of building capacity for employment skills, poor transportation networks, roads, air travel, media, and security. However, the Juba tourism industry will lead tourism investments in the East African Community if its development and structure are well planned. Reference Collins. J. Good to Great. Special Market Department, HarperCollins publisher Inc, New York. Mintzberg, H. (1994). the Rise and Fall of Strategic Planning. The Free Press A Division of Simon &Schuster Inc. New York. Thome. W. (2008. October 6). Final Stretch for new tourism policy in Southern Sudan. http://www.eturbonews.com Southern Sudan –Wildlife Conservation Society. (2009, December 1). http://www.wcs.org/where-we-work/africa/southern South Sudan Migration to Rival Serengeti. (2009, December 5). New York Times & Site of Great Migration’ is Seventh Wonder-ABC: Tourism Industry & Tourism Opportunities in South Sudan. COMMENTS, PLEASE CLICK HERE Disclaimer: The views expressed above are solely those of the author(s) and do not represent those of the website. -- You received this message because you are subscribed to the Google Groups "JFD info" group. To post to this group, send email to [email protected]. To unsubscribe from this group, send email to [email protected]. For more options, visit this group at http://groups.google.com/group/jfdinfo?hl=en.
