CHALLENGES FACING BVI TOURISM -
Section IV
|
THE ENVIRONMENTAL STRATEGY
|
|
PROBLEMS/CONSTRAINTS
/ ISSUES
|
STRATEGIES/ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD
AGENCY/ AGENCIES
|
TIMING
ON IMPLEMENTATION
|
|
Improve
the quality of the physical environment.
|
|
|
Develop
a comprehensive national environmental management strategy
|
CMO/DPU/C&F
/TCPD/MINRL
|
Short
term
|
|
Lack
of recycling plants and programmes.
|
Develop and
implement a public information programme to stimulate the
increased use of biodegradable products and recycling.
Construct an
incinerator on Virgin Gorda and examine the feasibility if the
barging the garbage from the other islands to the facilities on
Virgin Gorda and Tortola.
|
MOH/TCPD
MOH
|
Short
to
Medium term
Medium
to
Long term
|
|
Outflows
from homes and other buildings into the marine environment need to
be addressed.
Government
through the WSD is pumping untreated sewage into the marine
environment.
Marine
pollution is occurring from yachts and other vessels.
|
Encourage
primary treatment of sewage at homes and hotels, and encourage the
linked to the central sewage treatment facility;
Urgently develop a central sewage treatment facility with a proper
out-fail;
Encourage
urgently a system of holding tanks in all yachts with a pump-out
facility available in all marina complexes and link these to the
central sewage treatment facility;
|
MOH/WSD
MOH/WSD
MOH/MOT
|
Short
to
Medium term
Short
to
Medium term
Short to
Medium term
|
|
|
Introduce
legislation prohibiting the use of “heads” in port or
anchorages and the related penalties for non-compliance.
Develop
and implement an on-going system of water quality monitoring with
effective deterrents for breaches of the Ordinances.
|
C&F
|
Short
term
Short
to
Medium
|
|
|
Develop
a management plan foe mosquito and other water borne vectors in
the territory;
|
MOH
|
Short
term
|
|
PROBLEMS/CONSTRAINTS
/ISSUES
|
STRATEGIES/ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
Additional moorings
are needed to reduce the dropping of anchors on the surrounding
reefs
There is no or limited policing of territorial waters
|
Ensure that the
National Physical Development Plan takes into consideration
tourism zoning
concerns.
Conduct an
assessment of the current state of the mooring fields with a view
to expanding the fields where feasible.
Develop a
co-ordinate effort between RVIPF, NPT, C&F, TCPD for the
policing and management of the territorial waters.
Empower NPT with
policing powers, while maintaining a relationship with RVIPF.
|
BVITB/MOT/
TCPD
C&F/NPT
TCPD/C&F/NPT/
PA/RVIPF
|
Short
term
Short term
Short
term Medium term
|
|
The maintenance of
navigational aids needs to be addressed.
|
Develop a system for
the deployment and proper maintenance of navigational aids and
encourage the proper use and knowledge of such equipment by all
boat and sea - men.
Implement and
educational programme on boating safety.
|
PA/Private
Sector
|
Short
term
|
| Enhance
of the quality of the visitor experience
|
|
|
Develop
alternative sites and attractions and put in place diffusion
mechanisms to reduce congestion and enhance the quality of the BVI
experience for all.
Ensure public
access to all beaches is maintained.
|
CMO/MOT/NPT/
MOF/TCPD
CMO/MNRL/NPT
/TCPD
|
Short
to medium term for some sites, long term for others.
Short term.
|
|
THE ENVIRONMENTAL
STRATEGY
|
|
PROBLEMS/CONSTRAINTS
\ISSUES
|
STRATEGIES/ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Develop a system for
the comprehensive Management of dive sites and moorings with sites
being closed and reopened as necessary and suitable
prepared alternative sites being opened to accommodate visitors
|
NPT/C&F
|
NPT/&CF
|
| Protection
of the environment |
|
Illegal sand mining
of public and private beaches
Illegal removal and
destruction o mangrove
|
Eliminate illegal
sand mining from public and private beaches.
Elimination of
illegal destruction of the mangroves and encourage a system of
replanting.
|
C&F
C&F
|
Short
Term
Short
Term
|
|
Promotion of
things environmental.
|
|
|
Develop events
focused around the environment which are aimed at the marine and
terrestrial visitor as well as the local population.
|
BVI/MEC/C&F
|
Short
to medium term
|
| Develop
successful attractions |
|
|
Conduct feasibility
assessments on a range of attractions, identify funding and
develop and market these attractions;
Put in place
qualified and experienced management at these attractions to help
ensure their success.
|
BVITB
BVITB/Private
Sector
|
Short for some, long term
for others;
Medium
term
|
|
THE ENVIRONMENTAL STRATEGY
|
|
PROBLEMS/CONSTRAINTS
/ISSUES
|
STRATEGIES/ACTIONS TO
ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION`
|
| The
development of a sustainable environmental resources base for
tourism development |
|
|
Allocate sufficient resources to adequately
manage the environment.
|
MOF
|
Short
to
Medium term
|
|
|
Stimulate the resolve
and generate enthusiastic support of Government for the management
of the environment.
Develop a system of
user fees to facilitate the sustainable development of the parks.
Implement a system of
fines to act as a deterrent against dumping of sewage.
|
CMO
NPT/C&F
AG/CMO/C&F
|
Short
to
Medium term
Medium
|
|
TOURISM PRODUCTS
STRATEGY
|
|
PROBLEMS/CONSTRAINTS
/ ISSUES
|
STRATEGIES/ACTIONS
TO ACHIEVE
“THEN WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Finalize the
National Physical Development Plan, which articulates a clear
vision for the development of the territory.
|
TCPD/DUP/CMO
|
Short
term
|
|
Improve air
access airports, ground and water transportation.
|
|
|
Accelerate the
extension of Beef Island Runway.
|
MOT/CW/CAD
|
Short
term
|
|
|
Extend the runway
on Virgin Gorda to facilitate direct flights from the main
Caribbean Hubs.
|
CMO/MOF/DPU/
Banker’s
Trusts
|
Short
term
|
|
|
Improve the
airstrip in Anegada and work With carriers to increase the
frequency of the air service.
|
MOT/MOT/DPU
|
Short
to medium
|
|
|
Government should
aggressively pursue Another major airline to the BVI particularly
in the high season and to improve the competitive environment.
Examine the
feasibility of establishing a local airline with government’s
support including daily shuttle flights to Virgin Gorda and
Anegada.
Co-ordinate flight
schedules to the BVI with feeder carriers to avoid excessive
airport waits.
Work with
existing carriers to increase air seats
To and within the
BVI, especially Beef Island and Virgin Gorda.
Ensure that the new
terminal is of a local vernacular architectural style, and of
adequate size to accommodate the expected traffic.
|
CAD/MOT/CMO
CAD/MOT/CMO
CAD/MOT
BVITB
MOT/CW/CA
|
Short
to medium
Short
to medium term
Short to medium term
Short term
Short
term
|
|
TOURISM PRODUCT
STRATEGY
|
|
PROBLEMS/ CONSTRAINTS/
ISSUES
|
STRATEGIES/ ACTIONS TO
ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
The behaviour of
Customs and Immigration needs to be address
|
Customs and
Immigration Officers need to be trained in interpersonal skills.
|
MOF/CD/CMO
|
Short term
|
|
|
Construct and man a
visitor information centre at the airport.
|
CW/Taxi
Co-op/MOT
|
Short term
|
|
|
Develop and implement
a taxi dispatch system and provide on going training in
interpersonal skills to taxi drivers.
|
MOT
|
Short term
|
|
Cruise Strategy
|
|
Focus the
territory’s cruise tourism policy on the middle to upper segment
of the cruise market
|
MOT
|
Short term
|
|
A limitation on the
number of cruise-ships and visitors to the islands on a given day
Historical sights need to be developed and restored along with the
placement of look - out points.
|
Maintain the current
per day cruise passenger limits until realignment efforts are
completed.
Develop more
sightseeing attractions and entertainment activities for the cruise
visitor.
Develop a calendar of
cruise-ship visits and distribute to all hoteliers, taxi drivers and
interested parties
Overall development of
a comprehensive plan for the area surrounding the cruise-ship dock
should be commissioned
Increase the economic
benefits from cruise tourism by improving tourism literature and
guides to the destinations for cruise passengers
|
MOT
BVITB/Taxi
Co-op/HCA
BVITB/Tour
Operators/ Taxi Co-op
CMO/PA/TCPD
BVITB/PA/Tour
operations
|
Short to Medium
Short to Medium
Short term
Short to Medium term
|
|
TOURISM PRODUCT
STRATEGY
|
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Improve the cruise
passenger welcome process and provide ideas for how to spend to
their day in port, give maps highlighting shops, restaurants and
attractions
Provide each
departing cruise passenger with promotional materials on the
B.V.Is.
Develop a programme
which would lead to a certification as an official tour
guide/operator
|
BVI/PA/Tour
operators
Private Sector
BVI/PA
MOT/BVITB
|
Short
term
Short term
Short to medium term
|
|
Strategies for
the Ferry Service
|
|
|
Expand and
improve the port facilities especially at West End including the
enlargement and sectioning off of Customs/Immigration and cargo
passenger arrival area also the enlargement of the parking areas.
|
PA/CD/ID/CW
|
Short
to Medium
|
|
|
Conduct a review
of the fees and duties levied on the Ferry industry, and where
applicable incentive legislation should be used to encourage
needed services
|
CMO/MOF/
Ferry Operators
|
Short
to Medium
|
|
|
Improve the
scheduling of the ferry services, and encourage longer span of
time between departure times of ferry companies (e.g. ½ hour)
Encourage scheduled
ferry services between Beef Island and Virgin Gorda.
Improve the synchronisation between the ferry services and the St.
Thomas flight schedules, especially in winter months, so as to
improve accessibility to the B.V.Is.
|
BVITB/Private
Sector/ PA
BVITB/PA/Ferry
operators/Private
Sector
BVITB/PA/Ferry
operators/
Private Sector
|
Short
to Medium
Short
term
Short term
|
| TOURISM PRODUCT STRATEGY |
|
PROBLEMS/
CONSTRAINTS
/ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMEANTATION
|
|
|
A transfer desk
should be put in place at the ferry pier in St. Thomas and at the
airport there.
Encourage the
posting of schedules and fee structures
Encourage the
efforts of the Port Authority in controlling the ports.
Co-ordinate with
USVI government to discourage ferry operators from haggling
passengers.
Haggling of
passengers in the BVI should be addressed through regulatory
measures.
|
BVITB/Private
Sector
BVITB/Ferry
operators
BVITB
CMO/MOT/PA
CMO/MOT/PA/
AG
|
Short
to medium term
Short term
Short term
Short term
Short
term
|
| Product
Strategy for Tortola |
|
|
Improve the road and
directional signage.
Encourage
development of the accommodation sector on Tortola in keeping with
the other sectors.
Develop a litter
control and landscaping programme
Improve the roads to
facilitate further development
Enforce legislation
against dumping garbage on the road and develop an ongoing
programme for the removal of derelict motor vehicles.
|
TCPD/BVITB
Private
Sector/MOT/CMO
MOH/TPD
MCW
MNRL/CW/C&F
|
Short
to medium
Short
to medium
Short term
Medium term
Medium term
|
|
TOURISM PRODUCT
STRATEGY
|
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Access to the
island’s recreational and historical sites as well as ownership
needs to be addressed
Specific areas
identified for the development of vistas should be implemented
|
PWD/NPT/CW
MOT/BVITB/PWD
|
Medium
to long term
Short to medium term
|
| Product
Strategy for Road Town |
|
|
Centrally
co-ordinate and manage the development of the Road Town Area
including Main Street, Wickham’s Cay and the area surrounding
the Cruise-ship dock, so that these areas can be integrated.
|
PA/WCA/CMO
|
Short
term
|
|
|
Commission an
up-dated urban planning exercise, which focuses on hard (e.g.
sidewalks) and soft (e.g. Trees and plants) landscaping.
|
CMO/TCPD
|
Short term
|
|
|
An Information
Centre with public phones, restrooms, etc. is needed.
Develop a system of parks for both residents and tourists to
enjoy.
Reconstitute the
existing Wickham’s Cay Authority.
Locate public
lavatories strategically and put in place a maintenance programme.
Clean the drains and
have them covered.
|
C&W/
BVITB
MOT/NPT/CPD/
CMO/WCA
MOH
MOH
|
Short
term
Short term
Short term
Short term
Short
term
|
|
TOURISM PRODUCT
STRATEGY
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Development should
focus on small scale accommodations
|
TCPD
|
Short
term and On-going
|
|
|
A small up-scale
environmentally friendly resort development should be encouraged
for the island.
|
CMO/MOT
|
Short
term
|
|
|
Land and air access
to Anegada should be Addressed as a matter of priority.
|
MOT/MOF/PA
|
Short
term
|
|
Product Strategy
for Jost Van Dyke
|
|
|
Encourage the
development of a small to Medium-sized mega-yacht facility.
|
CMO/MOT
|
Short
term
|
|
|
Development should
include fishing tours, Diving and camping.
|
BVITB/Private
Sector
|
Short
term
|
|
|
Restrict the
anchoring of cruise ships in the Waters around Jost van Dyke.
|
CMO
|
Short
term and On-going
|
|
|
Declare Dr.
Lettsome’s birthplace on Little Jost Van Dyke a historic site.
|
CMO/NPT
|
Short
term
|
|
|
Minimal future
development is recommended
|
TCPD
|
Short
term and On-going
|
| Other
Islands |
|
|
Monitor the future
development of these islands so that they do not lose their
special appeal.
Consider ownership
and access issues pertaining to these islands. Also evaluate
their importance on a national level.
|
TCPD/BVITB
MNRL/CMO/BVITB
|
Short
term and On-going
Short term
|
| Attractions |
|
|
Improve and update
the quality and management of the attractions as indicated in
Section 5 of the National Tourism
Development Strategy
1996-2005 by Coopers & Lybrand (Caribbean) Consultants Inc.
|
NPT/BVITB
Private
Sector
|
Short
term and
On-going
|
|
TOURISM PRODUCT
STRATEGY
|
|
PROBLEMS/ CONSTRAINT
/ ISSUES
|
STRATEGIES/ ACTION
TO ACHIEVE
“THE WILL FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON IMPLEMENT-ATION
|
| Beaches |
|
|
Develop and market
other beaches to alleviate the pressures on the Baths and Cane
Garden Bay.
|
BVITB/Private
Sector
|
Short
term and
On-going
|
| Diving |
|
|
Commence a reef
management and mooring programme and enact legislation to
establish basic standards for all water sports operations.
|
C&F/NPT
|
Short
term and
On-going
|
|
Shopping
|
|
|
Develop in
conjunction with the H Lavity Stoutt Community College and the
Development Bank specially targeted seminars dealing with all
aspects of retail trade and operations, including interpersonal
skills.
|
CMO
|
Short
term
|
|
|
Encourage the
Development Bank to develop programmes aimed at providing funding
to retailers for overall improvement of their operations.
|
CMO/MOF
|
Short
term
|
|
|
Shops should be
encouraged to improve access, exposure, signage, interior design
and merchandise variety.
|
Private
Sector
|
Short
term
|
| Festivals
and Events |
|
|
Government needs to
exercise strong control over the organisation of August Festival.
A permanent site
needs to identify for the Festival grounds.
BVITB should
participate in the marketing and promotion of festivals and
events.
|
BVITB/MHEW
MHEW/MNRLL
TCPD
BVITB/Private
Sector
|
Short
term
Short
term
Short term and
on-going
|
|
TOURISM PRODUCT
STRATEGY
|
|
PROBLEMS/CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Support the
development of resorts, which are in keeping with the marketing
direction, and strategy of this plan.
|
BVITB/CMO
|
Short
term
|
|
|
More hotels and
especially the smaller properties, should be encouraged to
incorporate more local architectural styling when they are being
designed and developed.
|
BVITB
|
Short
term
|
|
|
The carrying
capacity of the country must be determined and more emphasis
placed on filling existing rooms and smoothing out seasonality,
before increasing the existing capacity of accommodation.
|
MNRL/NPT
|
Short
to medium term
|
|
|
Locals should be
encouraged to invest in the sector by developing villas.
|
CMO/BVITB
|
Short
term
|
|
|
The feasibility of
the formation of a marketing and reservations co-operative of
small hotels and villas should be examined.
|
BVITB/BVIDB/
Private Sector/
HCA
|
Short
term
|
|
Strategies for
the Charter Industry
|
|
|
The carrying
capacity of the territory for charter boats should be assessed to
ensure minimal effects on the environment and the quality of the
product.
|
MNRL/NPT/
CMO
|
Short
term
|
|
|
Develop plans for
sewage disposal by charter boats and the general resident
population.
|
MOH/PWD/
Private Sector
|
Short
term
|
|
|
BV Islanders should
be encouraged to be involved in the charter industry, both as
owners and as operators.
|
BVITB/CMO/
BVIDB
|
Short
term
|
|
|
Government should
encourage the mega-yacht sub-sector as a means of enhancing the
overall yachting sub-sector.
|
BVITB/PA/
Marinas
|
Short
term
|
|
TOURISM PROCUCT
STRATEGY
|
|
PROBLEMS/ CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS TO
ACHIEVE “THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
| Dining
Strategy |
|
|
Creative efforts need
to be made to increase the perceived value of the dining experience.
|
BVITB/Private
Sector
|
Short
term
|
|
|
Encourage more
restaurants to serve local cuisine, through the development of a
dining festival.
|
BVITB/Private
Sector
|
Short
term
|
|
|
Support the
development of a nature-lover’s restaurant in light of the new
crave for healthy food.
|
BVITB/Private
Sector
|
Short
term
|
|
THE MARKETING
STRATEGY
|
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACITONS
TO ACHIEVE
“THE WILLED FUTRUE”
|
LEAD AGENCY/
AGENCIES |
TIMING ON
IMPLEMENTATION
|
|
Increases
awareness of the BVI
|
|
|
Conduct targeted
strategic television advertising focusing on programming and
market segments which represent potential BVI business;
|
BVITB
|
Short
term
|
|
|
Increase the level
of visibility for the BVI in consumer publications which target
market segments which match the BVI consumer profile;
|
BVITB
|
Short
term
|
|
|
Change the name of
the Beef Island Airport to the Beef Island International Airport.
|
C&W/MOT
|
Short
term
|
|
|
Conduct select
consumer promotions which focus either on the lifestyle segment or
on special interests which can be facilitated by the BVI tourism
product;
|
BVITB/
Private Sector
|
Short
term
|
|
|
Conduct travel trade
promotions with identified agencies with a track record of
producing business for the BVI;
|
BVITB/Private
Sector
|
Short
term
|
|
|
Maintain and expand
the press relations programme with pre-qualified media personnel;
|
BVITB/Private
Sector
|
Short
term
|
|
|
Develop and expand
the BVI web site on the Internet.
|
BVITB/CU/
Private Sector
|
Short
to medium term
|
|
Increases
opportunities for visitation
|
|
|
Increases the
level of accessibility to the BVI through support for the expanded
Beef Island airport and support its implementation at the earliest
possible opportunity;
|
BVITB/CAD/
CMO
|
Short
to medium term
|
|
|
Work with HCA and
the Intimate Inns and Villas to develop a marketing coalition.
|
HCA/BVITB/
Private Sector
|
Short term
|
|
|
Develop, expand and
promote programmes which utilise alternative access points to the
BVI (though the USVI, over Antigua and St. Maarten);
|
|
|
|
THE MARKETING
STRATEGY
|
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
Develop and
implement programmes, which focus on the special interest markets
of honeymooners, weddings, small meetings and incentive travel.
|
BVITB/MOF/
Private Sector
|
Short
term
|
|
|
Work with the
Financial Services sector and the hotels with meeting facilities
to stimulate visitation by companies involved in that sector.
|
BVITB/MOF/
Private Sector
|
Short
term and
on-going
|
| Increase
the level of repeat business |
|
|
Develop a programme
which uses the E/D card to conduct targeted mailings of a
specially designed collateral piece to repeat visitors,
encouraging them to repeat.
|
BVITB/DPU/ID
|
Short
to medium term
|
|
|
Develop in
conjunction with the private sector a guest referral programme
which acknowledges the importance of the reference and well as the
referral;
|
BVITB
|
Short
term
|
|
|
Continue and expand
the programme of acknowledge persons who have visited the
territory 10, 15, and 20 times, conducting home town press release
programme where agreed by the awardee.
|
BVITB
|
Short
term
|
|
|
Use the database of
repeat visitors to act as promotional agents and references in the
wider promotional programmes.
|
BVITB
|
Short
term
|
|
|
Develop an
evaluation mechanism for monitoring marketing performance.
|
BVITB
|
Short
term
|
|
The development
of a proactive-on-going research programme for the BVI
|
|
|
Develop a
quarterly programme of customer satisfaction surveys spending
levels and motivation studies;
|
BVITB/DPU |
Short
term
|
|
|
Establish the
response to advertising and cost per response
|
BVITB/DPU |
Short
term
|
| THE HUMAN RESOURCES,
ORGANISATIONAL AND SOCIO-ECONOMIC STRATEGY |
|
PROBLEMS/CONSTRAINTS/
ISSUES
|
STRATEGIES/ ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
Educate, create
awareness, understanding and support for sustainable tourism.
|
|
|
Develop a
communication and education strategy
|
CMO/BVITB/
MEC
|
Short
term
|
|
|
Accountability for
the success of the strategy needs to be clearly defined and the
necessary resources provided.
|
CMO/BVITB/
MEC
|
Short
term
|
|
|
Measures have to be
identified for determining progress, and monitoring process
developed and implemented so that modifications to the strategy
can be made as indicated.
|
CMO/BVITB/
MEC
|
Short
term
|
|
|
Benchmark-then set
and communicate goals.
|
CMO/BVITB/
MEC
|
Short
term
|
|
|
The way we
recommended goals is established by carrying out some benchmarking
activities. This means identifying the “best practices”
of those competitors the BVI will have to dominate if it is to
have a sustainable competitive advantage.
|
BVITB/MEC
|
Short
to
medium term
|
|
|
Introduce a new
model for governing and managing the industry.
|
MOT
|
Short
term
|
|
|
Establish a tourism
management database and information system.
|
CMO/BVITB/
DPU/CU/MNRL
|
Short
to medium term
|
|
|
Approach the
implementation of the tourism strategy as a change management
initiative.
|
CMO/BVITB
|
Short
term
|
|
|
take a “mutual
gains” approach
|
CMO/BVITB/
HCA
|
Short
term
|
|
|
Celebrate, recognise
and reward success.
|
CMO/BVITB
MEC
|
On
going
|
|
|
Put mechanisms in
place to ensure that successes are celebrated, recognised and
rewarded.
|
CMO/BVITB/MEC/Private
Sector
|
On
going
|
| THE HUMAN RESOURCES,
OGANISATIONAL AND SOCIO-ECONOMIC STRATEGY |
|
PROBLEMS/
CONSTRAINTS
/ ISSUES
|
STRATEGIES/ACTIONS
TO ACHIEVE
“THE WILLED FUTURE”
|
LEAD AGENCY/
AGENCIES
|
TIMING ON
IMPLEMENTATION
|
|
|
The information of
capital pools with the mandate of the Development Bank being
modified as necessary.
|
CMO/BVIDB/
Private Sector
|
Short
term
on-going
|
|
|
Establish a business
incubator:
|
CMO/BVIDB
Private Sector
|
Short
term
|
|
|
Recommended strategy
for a developing a tourism workforce capable of consistently
delivering service quality.
|
CMO/BVITB/
MEC/ Private
Sector
|
Short
term
on-going
|
|
|
Document the
existing workplace profile.
|
CMO/BVITB/
HCA/Private Sector
|
Short
term
|
|
|
Clarify and confirm
the employment expectations of those BV Islanders who are just
entering the workforce.
|
BVITB/MEC
|
Short
term
|
|
|
Convene a dialogue
with educators.
|
CMO/BVITB/
MEC
|
Short
term
|
|
|
Introduce
competency-based occupational standards and certification for the
tourism industry.
|
BVITB/HCA/
MEC/Private Sector
|
Medium
term
|
|
The