A CARIBBEAN AGRITOURISM STRATEGY:

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1 A CARIBBEAN AGRITOURISM STRATEGY:

2 NEED FOR A CARIBBEAN AGRITOURISM STRATEGY The Region s Agricultural sector needs to repositioned for improved competitiveness by establishing a new basket of products and services for non-traditional domestic and export markets.

3 NEED FOR A CARIBBEAN AGRITOURISM STRATEGY The Caribbean Tourism sector needs to refresh and diversify its product offering in an environmentally sustainable manner, finding an appropriate balance between environmental, social and economic outcomes

4 Opportunities AgriFood Sector Meeting the food and recreation needs of 16 million longstay visitors Large diaspora in tourism generating markets wishing to invest in and re-discover the Caribbean Increased consumption of healthy, natural, organic food Opportunity to reverse the erosion of economies due to CNCDs (3-4% GDP) through increased production of healthy food Increase in tourists with social conscience supporting small farmer and fair trade products Increase in nature-based, wellness and heritage tourism Popularity of Caribbean cuisine and endorsement by international chefs on cable TV Trade support for local & regional sourcing (food miles labelling, UK) Restaurant and hotel accreditations based on use of indigenous food Availability of technology to produce crops in volumes and quality required by tourism sector Cruise ships focussing on tours Proposed increase in # of hotel rooms guest nights

5 Opportunities & Threats AgriFood Sector THREATS Loss of preferential markets Competition from cheap imports High cost of energy High levels of vulnerability to natural disasters and negative impacts of climate change Competition for land, water, labour and financing from tourism, housing and other sectors Loss of biodiversity and IP Invasive species of pests and diseases

6 Opportunities & Threats Tourism Sector OPPORTUNITIES Increasing availability of green technologies and tools to reduce vulnerability Recognition given for sustainable tourism investment Alliances among regional carriers, new airlift into region Increasing recognition by CARICOM as a key sector for wealth generation Internet booking, marketing and promotion for Caribbean Brand THREATS High cost of energy High levels of vulnerability to natural disasters and negative impacts of climate change Inadequate transportation access (air & sea) into and within region Competition from emerging destinations Heavy taxation and duties Visa issues

7 Strengths & Weaknesses AgriFood Sector WEAKNESSES Absence of policies and institutional arrangements by Governments in support of agritourism Agricultural dimension missing from tourism investment decisions and approvals Disorganised production and mistrust within production units Inefficient and high cost production Inadequate R&D and extension and technical support to small farmers Lack of data for planning and decision making Ageing of the sector and low level of new entrants Weak legislation for indigenous herbal products Lack of certification and accreditation of farm sites, and wellness practitioners High cost of insurance

8 Strengths & Weaknesses AgriFood Sector STRENGTHS Availability of wide variety of nutritious fruits, vegetables, root crops, meats, fish, poultry, dairy and floricultural products HACCP certified processing companies producing signature Caribbean foods for international markets Potential for strategic alliances in production and marketing through CSME Increase in RTE and convenience local foods Commercial availability of indigenous herbal and medicinal products Best practices and success stories in farmer:hotel partnerships, farm-based and rural tours, culinary festivals, plantation museums, and community tourism Successful greenhouse and hydroponic production systems in Jamaica, ECS, Barbados, T&T, Guyana

9 Strengths & Weaknesses Tourism Sector STRENGTHS A key generator of wealth and mainstay of Caribbean economies Significant potential for linkage Resilience, despite 9/11, SARS and other threats Diversified and high quality tourism product Collaborative business approach by CTO and CHA Availability of up to date statistics and information for planning and decision making WEAKNESSES 2% recorded growth against 7% global levels High level of leakage with F&B comprising 2 nd largest expenditure Interlocking alliances limit access of smaller operators for linkage Inadequacy of trained workers and high level of turnover of trained human resource Inadequate policies on investment promotion in higher rooms, attraction, entertainment and transportation

10 THE CHALLENGE TO 2017 We must create a collaborative and inclusive national and regional agritourism planning and implementation network to drive regional development. Industry and government must engage with the community to increase awareness of the critical roles which both Agriculture and Tourism play in sustaining regional and national economies and work with local government to plan for and meet the demands of industry growth for both sectors.

11 Contributions of AgriTourism to AgroPlan

12 A CARIBBEAN AGRITOURISM STRATEGY (CATS) The purpose of the Caribbean AgriTourism Strategy (CATS) is to provide the vision, goals, targets and actions necessary to meet the challenges and capitalise on the opportunities available to both sectors over the next 10 years.

13 OUTLINE OF CARIBBEAN AGRITOURISM STRATEGY VISION THEMES & STRATEGIC OBJECTIVES ACTION PLAN IMPLEMENTATION

14 VISION VISION A flourishing AgriTourism sector by 2017 that: Showcases the Caribbean as a leading, vibrant and innovative destination for Healthy Lifestyle experiences Delights visitors with enriching, enjoyable and exciting visitor experiences that are distinctly and authentically Caribbean (wellness, culinary, heritage) Links products of indigenous farms, processing companies and craft manufacturers into the procurement and distribution networks used by the hospitality sector

15 VISION A flourishing AgriTourism sector by 2017 that: Generates business growth and profitability, attracts youth, creates jobs, and stimulates the growth of Caribbean economies Enriches the lifestyles of Caribbean rural communities Celebrates, protects and generates revenue from our Caribbean culture, heritage and magnificient natural environment Champions a national and regional culture of partnership through clusters and mutual respect

16 SIX THEMES Coordination, Partnerships & Community Engagement Developing and Marketing a Caribbean style visitor experience Investment, Infrastructure and Access Natural Environment and Culture Workforce development Future Insights and Research

17 THEME 1: COORDINATION, PARTNERSHIPS AND COMMUNITY ENGAGEMENT Objective 1: Objective 2: An effective and appropriately resourced tourism network and consolidation of partnerships An effective multi-sectoral and inter-agency mechanism that recognizes and integrates agriculture and tourism across planning processes Objective 3: Improved community understanding and support for AgriTourism through effective engagement Objective 4: Preserving Community Values and Traditions through AgriTourism

18 THEME 2: INVESTMENT, INFRASTRUCTURE AND ACCESS Objective 1: Sustainable public and private investment in Agritourism in rural areas Objective 2: A streamlined regulatory environment conducive to investment Objective 3: Effective and efficient transportation access and rural infrastructure

19 THEME 3: HUMAN RESOURCE DEVELOPMENT Objective 1: AgriTourism creating a new cadre of farmer and rural entrepreneur with a business focus Objective 2: A coordinated approach among government, industry and training providers in human resource development Objective 3: A workforce culture of service excellence, business growth and development

20 THEME 4: DEVELOPING AND MARKETING CARIBBEAN AGRITOURISM Objective 1: Creation of Authenticity through branding and positioning of Agritourism products and services Objective 2: Target preferred visitors interested in Agritourism

21 THEME 5: NATURAL ENVIRONMENT AND CULTURE Objective 1: Strengthen and empower community managers of natural resources and facilitate equity participation of stakeholders in ownership of agritourism attractions Objective 2: Establish regional and hemispheric exchange in Best Practices for Tour Guiding, Site Management and Community Tourism Objective 3: Develop a series of Regional Heritage and WellnessTrails and prepare and implement a Management Plan to identify heritage and wellness investment opportunities; Objective 4: Establish public sector staff positions for AgriTourism Liaison Officers

22 THEME 6: FUTURE INSIGHTS AND RESEARCH Objective 1: Compile market and industry research at national and regional levels. Conduct research to quantify linkage levels Establish an AgriTourism Forecasting Forum to develop national statistics on visitor expenditure, visitor numbers, economic contribution and employment forecasts for Agritourism attractions Undertake research to identify the agritourism sectors that represent preferred visitors Prepare and implement an AgriTourism Futures Strategy to identify emerging trends and conduct specialised research including economic modelling, scenario planning and supply and demand modelling.

23 IMPLEMENTATION, REPORTING, EVALUATION AND REVIEW Objective To implement the Caribbean Agritourism Strategy effectively and monitor, report and evaluate implementation performance. Critical for: Accountability at all levels Compliance with requirements of funding and support agencies Assessment of trends to inform continuous and iterative strategic planning

24 IMPLEMENTATION The action plans detailed throughout the document represent the primary implementation mechanism. The allocation of clear and measurable responsibilities to each stakeholder ensures individual agency accountability for the delivery of specific Actions. Each action plan establishes: the recommended actions; the agency/s and industry partners responsible for completing the action; and milestones for completion.

25 IMPLEMENTATION MECHANISM Advisory Body N A T I O N A L A G R O T O U R I S M S T R A T E G I E S

26 ROLES AND RESPONSIBILITIES National AgroTourism Committees Formulation and updating of National AT strategies, based on the six themes of the Caribbean Agrotourism Strategy, incorporating objectives and strategic actions aimed at maximizing the integration of communities, indigenous food, culture, wellness and the environment into a sustainable tourism experience Implementation, monitoring and evaluation of national AT strategy, plans and projects Location: Countries Composition: Public and Private Sector Partners: Tourism Agriculture Health Environment Communities National Security IICA, CARDI, FAO, OAS, PAHO/CFNI

27 ROLES AND RESPONSIBILITIES National AgroTourism Committees Accessing of resources in support of implementation of strategy Reporting to stakeholders on status of implementation of national strategy Reporting to Caribbean Agrotourism Resource Centre on status of implementation, and on areas required for support Location: Countries Composition: Public and Private Sector Partners: Tourism Agriculture Health Environment Communities National Security IICA, CARDI, FAO, OAS, PAHO/CFNI

28 ROLES AND RESPONSIBILITIES Caribbean AgroTourism Resource Centre Oversight, monitoring and evaluation of national AT strategies Advocacy on issues of policy, legislation and financing Assistance to member states with respect to: Links with donor and development agencies & investors Links with insurance and risk coverage providers Feasibility studies and investment proposals Project Proposal Preparation Marketing and Promotion of AT products and services Development of databases to ensure consistent updating of market research Education and Training Opportunities Application of IT for Knowledge Management and Communication Benchmarking and Best Practice Transfer Development of foreign language capabilities

29 ROLES AND RESPONSIBILITIES Caribbean AgroTourism Resource Centre Proposed Location: Barbados Justification: Current location of IICA Agrotourism Linkages Centre Execution agency for regional OAS project Currently providing assistance and support to Member States Access to the 2 key regional tourism partners CTO & CHA IICA Board member of CTO and MOU signed with CHA Access to Regional Head Offices for several International donor and development agencies, large private sector interests, insurance companies, CDB and regional banking institutions International hub for regional transport and travel

30 ROLES AND RESPONSIBILITIES Caribbean AgroTourism Resource Centre Management: Performance-based Partners: IICA CARICOM, RNM Governments Private Sector Donor & Development Agencies

31 ROLES AND RESPONSIBILITIES Representatives from each Member State will meet x2/yr with the Managment of the AT Resource Centre to assess programmes of support, and report on the status of implementation of the strategy in each country

32 ROLES AND RESPONSIBILITIES Will comprise representation from Ministries of Agriculture, Tourism, Health, Environment, Trade, National Security Will provide guidance to Regional Agrotourism Resource Centre and representation to Ministers on matters of policy, institutional reform, legislation and trade regulation, in support of position papers submitted Will convene an annual high-level Regional forum on Agrotourism Development and Promotion

33 EVALUATION AND REVIEW An independent evaluation to determine: the extent to which the CATS has contributed towards achieving the identified goals; the level of success achieved in implementing the action plans; the degree of improvement in collaboration and service delivery between stakeholders; and the effectiveness of internal and external government structural and coordinating mechanisms.