ECOCLUB, Issue 92
_____
_____
21
Professional Education & Training in Hotels & Tourism Development in Bolivia
by Eberhard Rues*
Professional education in any leading business is a must; and climbing the professional career ladder is a common goal:
especially in the hotel industry, where the systematization learning process is important: Good “Education” ensures better job
opportunities, better pay and progressive career building;
Traditionally, in Europe after the apprenticeship of three years, the second stage of career development continues: to gain
diversified experiences –over many years- in different hotels and countries. In Latin America the larger upscale hotels –the
majority have either franchise or management agreements with US hotel chains– adapt to the North American system, that
offers executive training programs of 2 to 3 year to get hands on experience within different departments according to the
company’s set goals and the trainee’s desired career objectives. In the case of international chain hotels, due credit should be
given both for their commitment toward social responsibility and large investment in professional education. And most
importantly these good examples serve as inspiration for local smaller lodgings and other businesses as well.
Professional education is paramount in the service industry such as the Hospitality and Tourism Industry worldwide. In Latin
America’s less developed or smaller countries like Bolivia, Ecuador and El Salvador, between the 60’s and 90’s there were no
professional –mid management level– hotel schools available. Therefore “International Up Scale Hotels” had to install their own
training centres in order to survive. Three success stories include:
•
The Radisson Plaza La Paz Hotel, La Paz: Turned also as Bolivia’s top hotel of professional trained staff of all
departments;
•
The Inter-Continental Hotel Quito, Ecuador, in 1970 (5): A comprehensive training program for both kitchen and
service personnel was implemented permanently;
•
The El Salvador Inter-Continental Hotel, San Salvador: In 1966, three Salvadoran apprentice cooks -of age 18- were
sent to the Inter-Continental Hotel, Geneva, Switzerland, to go through a “Three year official Swiss Cook
Apprenticeship.
The hotel industry is the backbone of tourism. In 1994 there was a shortage of a deluxe business convention Hotel in La Paz.
Hence, the opening of the Radisson Plaza La Paz, was not only a natural choice but also a must. The timing and place were
perfect.
Working Together
within all of Bolivia’s regions and all sectors – private and public –
and promoting events, forums and
festivals were part of the systematization development process. A good example was the “First Tarija Wine and Gastronomic
Festival” held in La Paz at Radisson Plaza Hotel, in February 1996. The following was achieved:
•
First, to strengthen the “People’s Participation, Strategic Marketing and Destination Development.”
•
Second, to increase the hotel’s regional promotions and events for the benefit of La Paz’s local and international
communities; the hotel guests and tourists.
•
Third, to collaborate with both Tarija wine makers and the tourism sector by means promoting Tarija’s finest wines and
regional typical dishes.
•
Forth, to recommend GTZ’s head office in La Paz, to send an expert to Tarija’s wine makers association to set up the
system for an “International Quality Wine Control” that was done in the year in 1996.
Tourism based “Private, Public Partnerships” (PPP) struggle in Latin America. Whereas in Africa, Asia and Europe more PPP
of sustainable tourism projects do exist. The main reason for this is that according to some international organizations criteria,
the hospitality and tourism industry is considered a “deluxe industry.”
“A challenge for the 21st century” overcoming unilateral and self centered development. Unilateral and self centred
development and marketing practices –exceptions make the rule- of Bolivia’s tourism attractions within the public and
private sectors, have been common in the 90’s. The shortsighted approach, each sector worked on their own. Joint
planning and development were not practiced.
.
In 2006, the number of environmental oriented lodges/cabanas/hotels in Bolivia increased threefold in comparison to 1994.
The Bolivian tourism industry has followed the systematic development process; the first signs of upward trends of
International tourist arrivals (1000) are seen as following:
•
In 1990, 254; 1995, 284; 2000, 319; 2002, 334; 2003, 370; and 2004, 405. (Source: World Tourism Organization,
2005 edition)
•
Bolivia’s tourism has gone long way, but it still has a very long way to go, in order to confront the strong global
tourism competition: “A challenge for the 21st century.”
