Performance of Organizations and Partnerships in the Implementation of Tourism Policies

Performance of Organizations and Partnerships in the Implementation of Tourism Policies and their Success towards a Sustainable Destination: review of the case of Hong Kong

 

 

It has been acknowledged that the hospitality and tourism industries are among the largest operating industries in the world ( 2005) because they serve millions of people from in places across the globe and generate multibillion-dollar revenues (2005). In June 2007, the UNWTO World Tourism Barometer reported that there is 6% (15 million) growth on arrivals of international tourist from January to April 2007 in contrast to the same months of the preceding year. This growing trend in the hospitality and tourism industries reflects the tendency of people living in modern societies to treat themselves in the course of their personal share of leisure and convenience encapsulated on the idea of tourism. The evidently growing number of tourists visiting specific tourist destinations is a clear support to this claim. According to   (2007), the hospitality and tourism industries are opportunities for business and revenue accumulation set in a worldwide setting. It is also a very powerful sponsor of national socio-economic development ( 2001). National economic development, income generation, and opportunities for employment are among the most promising opportunities eyed by many developing nations with a rich assortment of tourist attractions (i.e. natural resources, historical sites, cultural practices, etc.) to offer. This view is also supported by  (2001) where common view on tourism reflects the potentiality of many excellent ways of revitalizing and branching out national and regional economic base by means of creating new employment and income opportunities for immediate communities and simultaneously enhancing interpersonal contacts and regional cooperation in some special cases.  (2003) avers that tourism is not simply the business of foreign environment destination but also involves dealings of divergent societal factors. With the identified benefits of hospitality and tourism industries, there are also undesirable consequences resulting from travel and tourism-related activities particularly on nature and culture. These consequences impinge on the quality and sustainability of affected tourist destinations including the life of the immediate population of people comprising the permanent community. This is evident on the concurrent tourism initiatives and programmes of various countries and tourism-related institutions and organisations. Provided that hospitality and tourism industries particularly on worldwide perspective are placed on economic publicity against its negative consequences, the issue of long-term sustainability or sustainable development and its management turn out to be a challenge to all stakeholders including agents from national governments, international and non-governmental organizations (NGOs) and the whole of the industries itself (2000). There is an urgent need and call for the effective performance of organizations and partnerships particularly those who are involved in the implementation of tourism policies and their success in moving towards a sustainable destination.

This paper focuses on the case of Hong Kong as among the world’s most frequently visited tourist destinations. In 2006, the city ranked fifth among 150 top city destinations, with more than 8 million visitors, according to Euromonitor International ( 2007). The progressive pattern of hospitality and tourism development in the city necessitates the evaluation of the performance of Hong Kong Tourism Commission (HKTC) as main agent assigned by the Government in mapping out tourism policies and strategies subject for implementation. Also, the Hong Kong Tourism Board (HKTB) – the Government’s sub-vented, accredited, and independent regulating body that supports the interests of the entire Hong Kong’s tourism – is also evaluated in terms of promoting sustainable tourism development as it complements with the programmes of HKTC.

 

The Concept of Sustainability and Hong Kong as a Tourist Destination

The term ‘sustainability’ or ‘sustainable development’ in some cases is rooted on the idea of living and doing business without destroying and endangering the potential interest of other people and the nature. According to (2003), the presence of even debates on the definite and wide-ranging explanation of sustainability or sustainable development in tourism makes it even harder for policy makers to deal with the matter. For the simplest yet ironically complete explanation of the term should be based on factors such as culture, politics, and economic impacts on communities. The United Nations Conference for Environment and Development (UNCED) or the Earth Summit in 1992 held in Brazil identified two important variables namely: development and protection of the environment to briefly provide understanding.  (2004) argues that sustainable development is not a new idea. It primarily originated on the growth of public’s and people’s consciousness on increasing cases and numbers of companies and organisations that violate environmental protection policies. In tourism perspective, sustainability was advocated as reaction to the negative images directly associated with the impacts of mass tourism ( 2002) and a positive alternative and an essential concept towards tourism planning and development. Most tourism authors like (2000),  (2002), (2003) and  (2003) assert that sustainable development is a crucial element in setting up and implementing tourism programmes. This is also supported by a significant number of tourism researchers and practitioners (i.e.  2001;  1999;  1995) who believe that sustainable tourism is a “good thing”. There has to be a balance approach in protecting host cultures and environments for “sustainable tourism is effective only if it is, in fact, sustainable” (cited in 2006, ). With the unique attributes of the hospitality and tourism industries as well as tourists’ attention to authenticity and natural travel experiences,  (2001) poses the challenge community assessment and influence on demand in tourism offers.

Meanwhile, Hong Kong Special Administrative Region (HKSAR) is known to be one of the most exceptional and vibrant tourist destinations in the world because of its aura of magnificence, efficiency, and state-of-the-art competence ( 2002). Hong Kong, as it is popularly referred by most visitors, is also recognised for maintaining its continuing competitive advantage especially in Asia’s hotel and restaurant into the bargain of the entire tourism and hospitality industries ( 2006;, 2001; . 2000). According to facts in the HKTB web site, the city holds many attractions like its world-renowned cultural heritage, Chinese cuisine and dining, entertainment, shopping, and leisure that lure tourists to move their way to experience Hong Kong’s grandeur. In terms of geography, the city is on a favourable location, which is in the centre point of Asia Pacific region with at least five (5) hour fly reaching the majority of countries worldwide ( 2002). With the support of the Government and all tourism stakeholders like HKTB, events tourism, aside from the identified tourism offers above, is a booming business wherein a variety of events – commercial, social, cultural, or educational in nature – are scheduled and presented in specific months annually. Now, the challenge is on how such tourism organisations promotes sustainability through the implementation of tourism policies.

 

The Hong Kong Tourism Commission

            The Hong Kong Tourism Commission (HKTC) (2006) is the city’s main agent assigned by the Government and serves three main objectives: “to map out Government’s tourism development policy and strategy; to provide a focal point for liaison with the tourism industry and to enhance co-ordination in developing tourism.” Established in 1999, it envisages Hong Kong as “Asia’s premier international city, a world-class destination for leisure and business visitors” with five mentioned strategies (See Appendix 1). The Commission is headed by a Commissioner, followed by a Deputy Commissioner, and Assistant Commissioners in four tourism brackets of assignment (See Appendix 2). As the Commissioner heads HKTC, hierarchical chain of command is observed. Reports from each Assistant Commissioners are collected particularly about their specific tourist attractions included in their brackets of assignment. There is also a Tourism Strategy Group who is assigned in considering and making recommendations to the Government particularly on tourism development from a strategic point of view. In terms of their performance in the implementation of tourism policies, it can be said that the Commission is fairly performing. There are scheduled meetings, training, and workshop to discuss important matters at hand. In March 2004, a “Heritage Tourism Development” workshop was held at the Central Police Station (CPS) Compound to discuss the topics of Heritage Conservation, Future Uses of the Historic Buildings, Traffic and Environmental Issues, including their principles, needs and wants, and suggestions and solutions. Through this kind of activity, the Commission is able to collect a significant amount of information and facts that are useful in developing tourism development strategies to be implemented. The implementation of tourism policies is in no question but the problem lies on the organizational structure of the Commission. The main problem is the inability of the Commission to pay attention to the need of the environment. There have been many environmental problems faced by the city and its people (e.g. water and air pollution). Since there a limited number of individuals who are assigned in a variety of functions, the question of managerial expertise are taken at hand. On the case each Assistant Commissioner, the number of tasks in each bracket of assignments may divide his/her attention to prioritize and devote time and knowledge on more important aspects. Each Assistant Commissioner is given a number of subordinates but the question of who can handle the job in the best position emerges. The capability of each Assistant Commissioner is at stake particularly in the challenge of keeping up with the high quality standards on their tourist attractions and their performance as whole. There is also a list of major tourism projects that are completed and current. On this aspect, the role of the Commission is very crucial. There has to be constant evaluation on the quality assurance among tourism stakeholders especially on the aspect of sustainability. While the Government is the main institution that oversees the implementation of tourism strategies and policies, the Commission is accounted on their ability to monitor the development and study the possible drawbacks or disadvantages. The HKTC also works with the HKTB and other identified tourism organisations that support the interest of the general tourism environment of the city. Any tourism policy or strategy is communicated to the HKTB. The Commission is not only good in the implementation of tourism policies towards sustainable destination but also in the process of creating and implementing polices, strategies and plans for tourism development.

 

The Hong Kong Tourism Board

            According its web site (2001), the Hong Kong Tourism Board (HKTB) is for tourism marketing. The Board is also in commitment to take initiatives in enhancing the Hong Kong experiences of every tourist who have arrived in the city. Its mission is “to maximise the social and economic contribution that tourism makes to the community of Hong Kong, and to consolidate Hong Kong’s position as a unique, world class and most desired destination.” Since it holds a complementary role with the HKTC, the Board is mandated to support all Government tourism policies, plans, and strategies. The six given objectives of the Board (See Appendix 3) state its overall role in implementing tourism policies. The issue of organisational structure is also seen yet it is more subtle than that of HKTC. The HKTB is more on the marketing aspect, where they are expected to come up with marketing strategies so as to attract and increase tourists. On the other hand, the HKTC is more on the policy framework, formulation and implementation. In implementing tourism policies with the aims of sustainable destination, the HKTB is aptly potent opening new opportunities for tourism stakeholders. The Board is also keen in implementing high quality standards in all tourism establishments particularly in terms of its product and service offerings. For example, the overall quality standards of most restaurants and shops are taken into very strict monitoring. The general role of the HKTB encapsulates its imperative role in supporting tourism policies, plans, and development from the Government and can also do the other way. Like the HKTC, HKTB is no good in paying particular attention to the environmental issues as they are busy in coming up with many tourism marketing activities that will provide increased revenue.

 

Conclusion

            Hong Kong is undoubtedly among the most preferred tourist destinations in the world. The role of HKTC and HKTC as main agents of tourism policy implementation and management is very critical. As there are many problems in terms of the environment in the city, it could be said that both organisations need to focus on formulating and implementing policies that will address the environment and its current conditions. It is believed that sustainable tourism businesses are self-sustaining not only in terms of the revenues that they can make but also on their commitment in protecting the environment and its people. Their needed economic resources to maintain their operations and growth should be equivalent on their ability to coexist with the environment and people in which they operate and work with. Cooperation among all agents of tourism such as private sector or industry representation, local community groups and other NGOs is the ultimate key.

 

 

Appendices

 

Appendix 1

HKTC’s Strategies to achieve their Vision

Asia’s pre-eminent international and cosmopolitan city with a unique blend of eastern and western heritage and culture.

Preferred gateway to the region in general and to the Chinese Mainland in particular, taking maximum advantage of our strategic location at the heart of Asia.

Premier Business and Services Centre in the region, the natural home of trade and commerce in Asia.

 

Events Capital of Asia, where something exciting is always happening.

A Kaleidoscope of Attractions, a variety of sights and sounds with something for everyone.

 

 

 

Appendix 2

 

Four Tourism Brackets of Assignment for Assistant Commissioners of HKTC

 

1st Bracket

2nd Bracket

3rd Bracket

4th Bracket

 

- Inbound and outbound tourism policy

- Travel Agents Registry 

- Liaison with the Travel Industry Council of Hong Kong 

- Housekeeping the Hong Kong Tourism Board 

- Liaison with Mainland authorities

- Tourism cooperation with other areas 

- Promoting service quality of the tourism industry

- Ocean Park Redevelopment Plan and proposed hotel development projects 

- Planning of new tourism projects including the Aberdeen Tourism Project and development of the Ngong Ping Piazza

- Hotel supply and demand

- Liaison with international and regional tourism organisations

- Coordination for MICE tourism initiatives

- Visitor facilitation measures

- Secretary, Tourism Strategy Group 

- Tourism performance overview 

 

- Implementing the “Tourism District Enhancement Programmed” including enhancement projects in Tsim Sha Tsui, Stanley, the Peak and Lei Yue Mun, improving visitor signage in 18 districts and other tourism supporting facilities

- “A Symphony of Lights” light and sound show

- Green, heritage and cultural tourism

- Overseeing the operation of the Hong Kong Wetland Park and Ngong Ping 360 

- Facilitation of tourism events and related activities 

- “A Hospitable Hong Kong” Campaign

 

- Overseeing and co-coordinating the development of new cruise terminal facilities in Kai Tak

- Facilitating the development of cruise industry in Hong Kong , including co-coordinating the Advisory Committee on Cruise Industry 

- Providing input on the “Lantau Concept Plan” from the tourism angle 

 

 

 

 

 

 

 

Appendix 3

 

Six Objectives of the HKTB Defined Under the HKTB Ordinance 2001

 

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  to Endeavour to increase the contribution of tourism to Hong Kong 

  
  

 

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  to promote Hong Kong globally as a leading international city in Asia and a world class tourist destination

  
  

 

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  to promote the improvement of facilities for visitors

  
  

 

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  to support the Government in promoting to the community the importance of tourism

  
  

 

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  to support, as appropriate, the activities of persons providing services for visitors to Hong Kong

  
  

 

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  to make recommendations to and advise the Chief Executive [of the Hong Kong SAR] in relation to any measures which may be taken to further any of the foregoing matters.

  
  

 

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