FINAL REPORT BARBADOS TOURISM MASTER PLAN 2014–2023 REPORT III: PEOPLE AND ORGANISATIONS Environmental Planning Group Inc. HLA Consultants 2014 BARBADOS TOURISM MASTER PLAN 2014 – 2023 REPORT III: PEOPLE AND ORGANISATIONS Ministry of Tourism and International Transport Lloyd Erskine Sandiford Centre Two Mile Hill St. Michael, Barbados Prepared by Environmental Planning Group Inc. HLA Consultants 2014 DISCLAIMER This report, prepared by Environment Planning Group Inc. in association with HLA Consultants, has been reviewed and approved by the Ministry of Tourism and International Transport. The contents indicate the challenges that are existing as determined by the consultant, and the consultant's recommendations, strategies and actions for their mitigation. The foregoing does not signify that the contents always necessarily reflect the policies and views of the Ministry. Barbados Tourism Master Plan 2014-2023 Report III . Consulting Team and Acknowledgements Geoffrey M. Ramsey Environmental Planning Group Inc. Roger Lefrancois HLA Consultants Pamela Wight Pam Wight & Associates Annalee Babb ACB Knowledge Consultants Inc. Peter Wild G.P. Wild (International) Ltd. Deborah Riven Environmental Planning Group Inc. Ruth Durant Environmental Planning Group Inc. Neville Edwards Caribbean Consultants & Project Management Group Inc. John Stewart Commonwealth Resource Management Ltd. Heidi Schless Touristics Consulting Trevor Carmichael, KA Chancery Chambers Guy Griffith Guy M. Griffith Engineers Janice Cumberbatch CERMES Norma Shorey-Bryan Catalyst Consultants David Senior RWA Associates Michael Scantlebury University of Grand Rapids Horace Hord HC Marketing Inc. The consulting team wishes to thank the Hon. Richard Sealy, M.P., Minister of Tourism and International Transport, Ms. Shelley Carrington, Permanent Secretary (Tourism), Ms. Gale Yearwood and Ms. Sherry Waithe of the Tourism Master Plan Project Unit and the staff of the Ministry of Tourism and International Transport for their support and participation in the TMP process. Many representatives from government ministries, NGO‟s and industry stakeholders went out of their way to collaborate in wide ranging discussions over the duration of the project. These also included CTO, BMHS, BHTA, BTII, BTA, TDC, IICA, TCPO, BWA, Central Bank of Barbados, Barbados Garrison Historical Consortium Inc., Cruise Tourism Task Force, Natural Heritage Department, Barbados National Trust, Barbados Chamber of Commerce, Barbados Council for the Disabled, Future Centre Trust, and the Barbados Youth Business Trust. In addition, we wish to express appreciation to all those who took time to attend meetings, share advice and information, and provide us with written comments/inputs in the workshop sessions. In the production of these documents, the work of local artists has been featured as an opportunity to showcase the visual arts in Barbados. Environmental Planning Group & HLA Consultants ii Barbados Tourism Master Plan 2014-2023 Report III . REPORT III: PEOPLE AND ORGANIZATIONS Table of Contents 1.0 Human Resource Development 6 Summary 6 1.1 Overview 7 1.2 Creating An Effective Leadership And Performance Management Culture 9 1.2.1 From Vision to Action 10 1.2.2 Managing Performance 11 1.3 Enhancing Education, Training and Development 12 1.3.1 Student Enrolment in Tourism Education and Training Programmes 12 1.3.2 Linkages between Tourism Education, Training and the World of Work 14 1.3.3 Creating Synergies with UWI 15 1.3.4 Introducing Tourism Concepts in Schools at the Primary and Secondary Levels 16 1.3.5 Ongoing Training for Persons within the Hospitality and Related Sectors 16 1.3.6 Building Language and Cultural Awareness 17 1.4 Building An Entrepreneurial Spirit And Maximizing ICT 17 1.4.1 Entrepreneurial Development 17 1.4.2 Maximizing ICT 18 1.5 Implementation Challenges and Mitigation Strategies 18 2.0 Social Impacts 26 Summary 26 2.1 Introduction 27 2.2 Promotion of Positive Social Impacts 30 2.2.1 Conservation of Cultural Heritage 30 2.2.2 Renewal of Local Interest and Pride in National Culture 31 2.2.3 Cross-Cultural Exchanges 31 2.2.4 Improved Opportunities for Local Business 33 2.2.5 Increase in the Level of Rural and Urban Development 33 2.2.6 Strengthening Human Resources 34 2.2.7 Involving the Youth 35 2.2.8 More Entertainment and Recreational Opportunities 35 2.2.9 Promotion of Healthy Lifestyles 36 2.3 Management of Potential Negative Impacts 36 2.3.1 Raising Tourism Awareness 37 2.3.2 Developing an Attitude that Supports Stewardship 37 2.3.3 Protecting Coastal and Beach Access 38 2.3.4 Monitoring Tourism Impacts 39 2.4 Action Recommended to Address Social Impacts 40 3.0 Institutional Strengthening 42 Summary 42 3.1 Introduction 45 3.2 The Context 45 3.3 Overview of Primary Tourism Organizations 50 3.4 Facilitating Organizational Change 52 3.5 Proposed Institutional Framework 55 3.6 Wider Institutional Linkages in the Public Sector 56 . Environmental Planning Group & HLA Consultants 3 Barbados Tourism Master Plan 2014-2023 Report III . 3.7 Cross-cutting Factors in Institutional Change & Strengthening Process 57 3.8 Change Drivers and Challenges 60 3.9 Recommended Actions for Institutional Strengthening 60 4.0 Tourism Awareness 66 Summary 66 4.1 Enhancing Tourism Awareness 68 4.2 Critical Issues 69 4.3 Overview of Key Tourism Awareness Initiatives 70 4.4 Complementary Approaches for Creating Tourism Awareness 74 4.5 Change Drivers and Challenges 74 4.6 Actions Recommended to Promote Tourism Awareness 75 5.0 Youth in Tourism 85 Summary 85 5.1 Introduction 87 5.2 Youth Entrepreneurship in Tourism 88 5.3 Education & Awareness to Improve Youth Engagement in the Industry 89 5.4 Beach-focused Sports and Entertainment and Beach Facilities 90 5.5 Festivals 91 5.6 Technology 91 5.7 UNESCO World Heritage Property 92 5.8 Cultural Heritage 92 5.9 Actions Recommended to Support Youth in Tourism 93 6.0 Safety and Security 96 Summary 96 6.1 Introduction 103 6.2 Policy Initiatives 104 6.2.1 Tourism White Paper Proposals 104 6.3 Definitions 105 6.4 Perspectives on Safety and Security 106 6.4.1 National Perspective 106 6.4.2 Regional Perspective 106 6.4.3 The Wider Perspective 106 6.4.4 Maintaining a Clear Perspective 107 6.5 Regional Agencies Involved in Safety and Security 108 6.6 National Agencies Involved in the Safety and Security of Barbados 109 6.6.1 Other Agencies 112 6.7 Terrorism 112 6.8 Measures to Combat Crime/Terrorism 115 6.9 Approach to the Safety and Security Measures for Tourism in Barbados 124 6.9.1 Safety and Security at GAIA 125 6.9.2 Safety and Security at Barbados Port 128 6.9.3 Safety, Security and Immigration 131 6.9.4 Safety and Security on the Roads 134 6.9.5 Safety of Areas Frequented by Visitors 138 6.9.6 Safety and Security in Health 141 6.9.7 Potable Water Safety and Security 144 6.9.8 Development of Standards 147 6.9.9 Disaster Preparedness and Management 147 6.10 Conclusion 151 6.11 Recommended Actions to Promote Safety and Security 152 . Environmental Planning Group & HLA Consultants 4 Barbados Tourism Master Plan 2014-2023 Report III . 7.0 Tourism Policy and Legislation 157 Summary 157 7.1 Introduction 158 7.2 The White Paper 158 7.3 Stakeholder Input 160 7.4 Review of Legislation Relevant to the Tourism Sector 164 7.5 Recommended Actions for Tourism Policy and Legislation 169 List of Acronyms 173 References 176 . Environmental Planning Group & HLA Consultants 5 Barbados Tourism Master Plan 2014-2023 Report III . 1.0 Human Resource Development Summary Quality service is one of the prerequisites for making Barbados the preferred destination for leisure and business. Yet at all levels of the sector, people have generally not appreciated the link between their service and the experiences they create for an increasingly diverse mix of visitors. Changing the mindset towards service delivery is therefore one of the greatest challenges facing the development of an effective visitor economy. If indeed “people” are Barbados‟ most valuable asset, then greater importance and resources need to be placed in strengthening human resources (HR) development. The 1998 Strategy for HR Development in the Tourism Sector (ARA, 1998) identified several challenges which are as relevant today as they were 15 years ago. This strategy for the development of human resources in the sector draws on key elements outlined in the 1998 HRD Strategy, and further elaborated in the 2012 White Paper and the BHTA Tourism Competitiveness Study (PCS, 2009). These have been distilled into three major thrusts: Creating an Effective Leadership and Performance Management Culture Enhancing Education, Training and Development Building an Entrepreneurial Spirit and Maximising ICT Creating an Effective Leadership and Performance Management Culture Effective leadership of hospitality service delivery entities such as hotels, restaurants, tour companies, and tourism organizations, is critical to drive employee engagement and stimulate improvements in service quality. Attention must also be paid to reducing „silos‟ within and between institutions, and to encourage leaders and managers to operate more strategically, to adopt more effective approaches for recruiting and managing talent and performance within their respective organizations, and to implement and promote higher industry standards. Education, Training and Development A vibrant policy framework and action plan is critical to ensure that Barbadians are sensitive and responsive to the socio-cultural realities of an increasingly diverse visitor mix. Strategies for the education, training and development of our workforce include: Reducing fragmentation and increasing coordination in existing education and training programmes Expanding tourism concepts in primary and secondary schools‟ curricula Increasing practical training for persons working directly and indirectly throughout the visitor economy and sensitizing them on their role in creating positive experiences for our visitors . Environmental Planning Group & HLA Consultants 6 Barbados Tourism Master Plan 2014-2023 Report III .