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Draft Final Report, 19 th July, 2012 30. BETTER SECTOR MANAGEMENT 30.1 TDP 3 AND 5-YEAR BUSINESS PLAN COORDINATION GROUP One of the key lessons from the implementation of TDP 2 is the need to ensure good communications and coordination of activities between those involved in the provision of sea and air access transport, product development, marketing and ground services (accommodation facilities, immigration & customs, taxis etc). Because , as outlined in Ch. 13 earlier, all these elements are so interrelated in the provision of a competitive tourism ‘offer’, a deficiency in one or two elements can result in an inadequate quality of service in terms of meeting visitor expectations and a perception of poor value-for-money. Good communications and coordination of activities are required between all relevant stakeholders. To ensure the implementation of the TDP 3 and 5 –YEAR BUSINESS PLAN is conducted in a coordinated and timely manner and to ensure that the key components are implemented in accordance with the plans, we recommend the setting up of a special purpose group – the TDP Steering Group. The Group would be composed of key stakeholders, with the Chairperson being the PS responsible for tourism, thereby ensuring high level representation within Government. The specific brief of the TDP Steering Committee should include the following: • Advise the Government on the implementation of the TDP 3. • Publish a report on its work and on progress with the implementation of the TDP 3 at six monthly intervals. • Ensure that the TDP 3 Action Plan is seen as an integrated set of actions requiring a coordinated and partnership approach across departments, agencies and the private sector. • Discuss with lead actors their operational plans for, and commitments to, the implementation of actions falling within their remit including key indicators against which performance will be measured. • Highlight any constraints to progress and recommend how these might be addressed and by whom. • Monitor progress and to recommend any changes that should be make to the TDP 3 Action Plan in the light of experience and evolving circumstances as it is rolled out. 30.2 TOURISM DEVELOPMENT FUND The operation of the Tourism Challenge Fund under TDP 2 was considered successful as without it, a number of tourism enterprises (e.g. Fly Montserrat, Olveston House), which are making a significant contribution to the tourism sector, would not have materialized. Although the Tourism Challenge Fund has now come to an end, there is still the need to encourage investment in the sector. Recognising that the usual incentive of tax holidays won’t work on Montserrat, (simply because the difficult business environment means that SMEs don’t earn enough profit for this type of incentive to be attractive to potential investors) on the one hand, and on the other, the desire of Govt/DFID to move away from grant aid, we recommend the setting up of a Tourism Development Fund which could undertake feasibility studies, provide soft loans, take equity stakes etc in SMEs. MONTSERRAT TOURISM DEVELOPMENT PLAN 2012 – 2022 122
Draft Final Report, 19 th July, 2012 While the fund could be located within the MDC, best practice with similar type schemes is that it should be administered through the banks, which would facilitate application of sound financial procedures and practice. 30.3 TOURISM SECTOR MARKET/ACCESS MODEL An important lesson from the implementation of TDP 2 is the need to have some mechanism for ensuring that expenditures on marketing activities to create demand for travel are synchronised with the access transport capacity and services and both are in sync with the supply of the tourism product (particularly accommodation) and the supply of skilled labour. In the absence of such a mechanism there was a considerable waste of resources and effort on all sides. To provide such a mechanism which would demonstrate the interdependencies between marketing, access, accommodation supply and labour requirements, we recommend the construction of a model which would simulate the operation of the tourism sector in respect of these factors. Whereas use of such a model would not provide answers to specific questions such as how much should be spent on marketing or how many seats should be provided on a particular air route, the model would nonetheless provide indicators with regard to capacity bottlenecks or excess supply or misallocation of marketing resources and prompt timely action to address these issues. The model would also have the capability of simulating different tourism growth scenarios and showing their implications for marketing, access transport, accommodation supply, labour, and economic infrastructure. In this regard it would assist the regular updating of the TDP 3 and MTB 5 – year Business Plan. Using Microsoft Excel, the model would be a simple and practical management tool, easy to understand and up-date regularly, without the need for extensive data collection or complex statistical algorithms. 30.4 TOURISM AND ENVIRONMENTAL AWARENESS The growth and expansion of the tourism sector will need to be underpinned by a broad tourism and environmental awareness programme if it is to be successful. Although the environment can be protected to some extent by legislation and regulations, these are reactive measures. The ideal situation is one where people have an appreciation and positive interaction with the environment. It is also important to sensitise communities and the population in general to the nature of tourism – how tourism benefits the country, how individuals and communities can benefit from tourism, etc – in order to manage expectations. While the objective of spreading the economic benefits from tourism to communities is a valid one, this aim is neither easily nor equally achieved for all communities. As a result there is a danger of unrealistic expectations turning into disillusionment for some communities or mistrust of tourism as a strategy for economic development. The elements of this programme would include: • Leaflets on the value of tourism to Montserratians and to communities. • Leaflets on how to treat tourists. • Regular ‘clean-up’ campaigns − annual ‘tidy communities or villages’ competition • Radio tourism programme. • Tourism awareness week. • Tourism Awareness courses directed to various stakeholders (secondary tourism suppliers, schools, customs & immigration etc). • Booklet on careers in tourism for Montserratians. MONTSERRAT TOURISM DEVELOPMENT PLAN 2012 – 2022 123
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