Bridging tourism and education policies

CICtourGUNE  Turismoko  Ikerketa  Zentro  Koopera2boa  Centro  de  Inves2gación  Coopera2va  en  Turismo  Coopera2ve  Research  Center  in  Tourism      Donos2ako  Parke  Teknologikoa  Mikeletegi  Pasealekua,  71  ·∙  3.  Solairua  E-­‐  20009  Donos2a  ·∙  Spain  Tel.:  +34  943  010885  ·∙  Fax:  +34  943  010846  tourgune.org  

Bridging  tourism  and  educa2on  policies  Mapping  and  performance  check  of  tourism  supply  side  of  tourism  educa2on  and  training  

THE  RATIONALE   Knowledge  and  educa2on  lead  to  the  development,  dissemina2on  and  adop2on  of  improved  skills  and  competencies,  which  enhance  compe22on  and,  definitely,  generates  compe22ve    advantages  to  our  regions.    What  concerns  to  tourism,  there  is  a  general  percep2on  that    educa2on  is  neither  being  conducted  efficiently,  nor  being  adequately  focused    •  How  does  the  collabora2on  between  educa2on  ins2tu2ons  

and  the  industry  influence  tourism  compe22veness?  

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THE  RATIONALE        Background  

Source:  Fernández  Latorre,  2012  

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THE  RATIONALE        Background  

Jim  Wang,  2008  

THE  RATIONALE    Ini2al  Challenges  iden2fied      

•  Reduce  the  gap  between  tourism  educa2on  ins2tu2ons  and  the  needs  

expressed  by  the  tourism  industry.  

•  Tourism  is  highly  dynamic,  influenced  by  the  wider  poli2cal,  economic,  

social  and  environmental  climates.  

•  New  concepts  and  phenomena  are  always  arriving:  adventure  

travel,  airbnb,  …  

•  Weak  opera>ng  framework:  “There  is  no  other  industry  in  the  

economy  that  is  linked  to  so  many  diverse  and  different  kinds  of  

products  and  services…”    

•  It  is  characterized  by  its    complexity,  variety  and  fierce  compe22on    

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SPAIN    CASE  STUDY      

Complex  structure  of  the  Educa2on  System  Diversity  of  educa2on  typologies  Changes  in  legal  frameworks  Mul2plex  distribu2on  of  competences    

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SPAIN    CASE  STUDY    Frameworks  for  Building  Bridges    

CONESTUR  –  Spanish  Tourism  Board  •  Improve  coopera2on  between  public  and  private  sectorial  bodies  and  

the  eduac2on  system  •  Brings  together  all  the  territorial  administra2ons  (state,  region,  

provinces-­‐ci2es)  and  the  private  tourism  sector  •  Crea2on  of  a  forum  to  discuss  and  determine  skills  needs  •  Development  of  the  Tourism  Plan  Horizon  2020:  •  Strategy  agreed  and  shared  by  public  and  private  sector  agents  •  Recogni2on  of  HH.RR  as  one  of  the  key  pillars  of  the  future  of  

tourism  •  Invesments  in  tourism  educa2on  and  training  •  Program  “Anrac2ng  Talent”  

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SPAIN    CASE  STUDY    Frameworks  for  Building  Bridges  

ANECA  -­‐  Na>onal  Agency  Quality  Assurance  and  Accredita>on  •  Educa2on  quality  •  Forecast  of  training  needs  •  Retrieve  tourism  businesses  opinion  •  Elabora2on  of  White  Books,  in  par2cular,    the  White  book  of  the  

Tourism  BA    

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SPAIN    CASE  STUDY    Frameworks  for  Building  Bridges  

SNCFP  –  Na>onal  System  of  Qualifica>ons  and  Voca>onal  Educa>on  and  Training  •  Iden2fica2on  and  update  of  needs  and  skills  gaps  •  Collabora2on  and  consulta2on  with  stakeholders  •  Evalua2on  and  improvement  of  the  system  quality  

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SPAIN    CASE  STUDY    Frameworks  for  Building  Bridges  

ANESTUR  -­‐  Spanish  Federa>on  of  Tourism  Educa>on  Ins>tu>ons  •  Agreement  between  ANESTUR  and  Tourspain  (Spanish  Tourism  

Authority)  •  Join  efforts  to  reduce  the  grap  between  the  professional  and  

educa2onal  spheres  •  Improve  tourism  training  •  Collaborate  in  ac2vi2es  for  giving  pres2ge  to  tourism  qualifica2ons  

and  occupa2ons  

SPAIN  CASE  STUDY    Common  Aims  

•  Reduce  the  gap  between  tourism  educa2on  and  the  needs  expressed  by  the  tourism  industry,  by  facilita2ng  a  systema>c  process  for  delivering  tourism  educa>on  according  to  na>onal  tourism  policy.  

•  Foster  talent  anrac2on  and  reten2on.    •  Improve  coordina>on  between  competent  authori2es  and  

administra2ons  of  tourism  and  educa2on.  •  Assist  with  planning  for  educa2on  policy  making  •  Aim  to  improve  the  prospects  for  tourism’s  human  resources.  

MOVING  FORWARD      Capacity  Building  

The  main  barrier  to  move  forward    •  Tourism  Policy  is    a  sub-­‐set  of  other  policies  •  Lack  of  harmony  among  the  several  levels  or  tourism  policy  genera2ons    

Public  policies  promo2ng  the  development  of  tourist  des2na2on  have  tradi2onally  focused  on  anrac2ng  more  tourist,  primarily  the  promo2onal  ac2vi2es  of  individual  locali2es.  Tourism    can  not  be  describe  by  using  a  “laundry  list  “  approach  (airlines,  hotels,  tour  operators,  ..)  This  approach  fells  to  understand  the  tourism  as  a  dynamic  and  constantly  changing  system.    

A  change  in  policy  from  local  marke2ng  to  regional  innova2on  strategies,  focusing  especially  on  the  role  of  stakeholder  networks  and  knowledge  

processes  

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MOVING  FORWARD      Capacity    Building  

Moving  from    a  promo2on-­‐based  strategy  towards  an  innova2ve-­‐based    BRIDGING  LOCAL  TOURISM  POLICY    WITH  THE  REGIONAL  INNOVATION  TOURISM  

POLICY  

Those  des2na2ons  ,  perhaps,  due  to  the  increased  compe22on  of    the  growing  salience  of  regional  level  regard  to  innova2on  policies,  when  moving  from  local  promo2on  towards  regional  the  scale,  need  to  adjust  a  new  set  of  aims  and  instruments.    

 There  is  a  need  of  a  new  genera2on  of  tourism    policies  aimed  at  increasing  the  compe22veness  through  increased  quality  and  efficiency  in  service  delivery,  beyond  •  Policies  focused  on  increasing  the  volume  of  ac2vity  or  •  Policies  anempted  to  expand  tourism  as  an  industry  through  

subsidies,  promo2on  and  regula2on    

BRIDGING  PRACTITIONERS  ACADEMIA    and  POLICY  MAKERS  

•  If  tourism  educa2on  is  implemented  with  week  policy  guidance,  then  there  will  be  a  constant  struggle  to  suit  the  tourism  industry  and  des2na2on  needs,  as  each  seek  to  sa2sfy  or  accomplish  different  aims.    

•  There  is  an  urgent  need  to  Design  a  proper  Tourism  Policy  Paradigm  integra2ng  a    systemic  or  mul2dimensional  approach  with  closer  partnership  between  the  industry  and  educa2on  in  which  educators,  business  managers,  and  policy  makers  should  be  involved.    

•  Tourism  produc2on  and  produc2vity  (des2na2on  compe22veness)  can  be  increased  substan2ally  if  innova2ve  approaches  are  developed  and  promoted.    

•  Such  advances  are  only  possible  if  sufficient  and  appropriately  qualified  human  resources,  talent,  are  devoted  to  perform  efficiently  and  to  promote  innova2ons.    

EUREPEAN  COMMISSION  DG  Internal  Market,  Industry,  Entrepreneurship  &  SMEs  

•  Lead    and  orchestrate  the  new  Policy  Framework:  Policies  can  definitely  help  

give  a  focus  and  direc2on  to  present  and  future  tourism  educa2on  

•  Support  the  dissemina2on  of  the  new  ini2a2ves  

•  Crea>on  of  more  appren>ceship  places  in  the  public  sector    within  the  EU  

bodies.  

•  Awareness  of  the  importance  of  tourism  educa>on  and  training,  mostly  among  

SMEs.  

CICtourGUNE  Turismoko  Ikerketa  Zentro  Koopera2boa  Centro  de  Inves2gación  Coopera2va  en  Turismo  Coopera2ve  Research  Center  in  Tourism      Donos2ako  Parke  Teknologikoa  Mikeletegi  Pasealekua,  71  ·∙  3.  Solairua  E-­‐  20009  Donos2a  ·∙  Spain  Tel.:  +34  943  010885  ·∙  Fax:  +34  943  010846  tourgune.org  

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