Tejan,
 
This is a well written and thought out comprehensive master plan. Thank you for sharing and hope all of the recommendations in the study are implemented. 
 
Best regards,
 
Yaya Jallow 



> Date: Thu, 12 Oct 2006 02:03:52 -0700> From: [log in to unmask]> Subject: REFLECTIONS ON THE TOURISM DEVELOPMENT MASTER PLAN IN THE GAMBIA> To: [log in to unmask]> > The way forward for the tourism master plan study > > By sheikh Tejan Nyang , Study Coordinator .Tourism> Development Master Plan > > The Tourism Development Master Plan findings in> different tourism-related sections highlighted a> number of strengths of the Gambian tourism sector, but> also evident weaknesses and disadvantages in the> competition for market share with other destinations.> > Some of the present constraints, however, can be> turned into opportunities for future development.> There are also a number of threats, some of which are> beyond The Gambia's influence to deal with. > > In summary, The Gambia is faced with a relatively> stark choice. If no action is taken, the destination> may lose market share in what could continue to be a> declining market. At best it would continue to> effectively stand still, with not much in the way of> an increase in visitor numbers or in tourism revenues.> > The alternative is to make a serious effort to achieve> progress and make the sector a more significant> contributor to the country's economic wealth and to> spread the benefits to a wider range of the> population. The SWOT analysis below summarizes the> situation of Tourism in The Gambia .> > Strengths> Weaknesses> > Attractive beaches in mostly sound semi-tropical> environment> Strong dependence on relatively few European package> tour operators with concentration on "winter sun" > > Pleasant climatic conditions in European winter with> potential for tourism in summer> Relatively small quantitative & qualitative product> range (scenery, culture, sports, accommodation,> excursions)> > Value-for-money accommodation in the middle/lower> price range> Limited air access by scheduled carriers and strong> dependency on charter airlines > > Relatively short flight duration from Europe with no> jetlag problems; Airport close to tourist areas> Undeveloped hinterland with little tourist> facilities; limited wildlife of tourist interest;> > Friendly people with English as official language;> safe cultural environment for tourists> Weak institutional framework with poor resources for> marketing, planning and enforcement of tourism> legislation> > Well-defined Tourism Development Areas for future> balanced growth of tourism> Partly undeveloped infrastructure with regard to> power & roads> > No major negative socio-cultural and environmental> impact by tourists> Poor training facilities in hospitality sector> > Opportunities > Threats> > Undeveloped, very attractive beaches on the South> Coast> Dependency on limited number of tour operators in few> source markets> > Climate suitable for year-round beach tourism> Increasing competition and danger of being> "sidelined"> > Possibilities to widen the present tourist offer> through adding historical, cultural and sport oriented> attractions> Perception of increasing political instability in> West African region > > Opening-up the interior of the country including The> River Gambia> Perception of increasing health hazards (e.g.> malaria) for a trip to West Africa> > Development and improvement of niche markets, e.g.> bird watching, river cruises> Degeneration of natural environment including beach> erosion> > Development of community-based tourism eco-oriented> enterprises with private partnership> Weak institutional framework including uncontrolled> development in TDA and countrywide> > Creation of more linkages between tourism and> agricultural sector> No efforts to solve the Bumster problem> > > > > > > > > The aim of the TDMP is to present an overall framework> for future development, identifying key projects for> short-term, medium and long term implementation. The> successful realisation of the Plan is therefore> dependent upon the implementation of specific actions.> These actions are outlined below in the form of an> action strategy covering:> > l Destination Marketing > > l Product Development> > l Quality in Tourism Establishments> > l Social Issues> > l Human Resources> > l Responsible Tourism> > l Linkages> > l Infrastructure> > l Environmental Management> > Destination Marketing > > The marketing of The Gambia is done mainly by the> tour operators. More destination marketing has to be> done by GTA in order to support:- > > · The efforts to secure more air services> > · The tour operators, who do a good job in> marketing The Gambia> > · The independent travel sector, which will> grow significantly with more ‘scheduled operations’,> and is a sector, very small, but with growth prospects> > The principal marketing recommendations are that:-> > · a re-branding exercise is undertaken> > · destination marketing is undertaken through a> private/public sector marketing team/partnership > > · a drive is made to improve air access> including a scheduled service operated by a reputable> carrier to/from the UK> > · the Roots market is researched in the> north-eastern USA> > Product development> > The aims of the product development strategy are to> develop a range of land and water based products:> > · to conserve, interpret and exploit the> natural and cultural heritage sites and areas;> > · to promote community-based tourism> development;> > · to conserve, enhance and market the product;> and> > · to encourage revitalisation of hotels and> diversification of the accommodation product through> introduction of integrated resorts, vacation villages,> quality lodges; and > > · promoting a variety of things to see and do.> > A series of pilot/demonstration projects were> identified to kick-start the product development> strategy and include:> > · natural resource development – beach, forest> and park improvements, National Park regeneration;> > · cultural heritage resource development -> historic sites, buildings, reuse and interpretation;> > · community development – promotion of soft> culture, arts and crafts, small business enterprises> and guiding;> > · product promotion – discovery routes, nature> and heritage trails and information dissemination; and> > · integrated planning – resort and recreational> developments;> > Projects have been identified for each of the TDAs.> For each project there will need to be a detailed> project definition and Terms of Reference (TOR). > Project profiles for priority projects are given in> the Annexes. There may be many more projects> identified as detailed plans are prepared for each> TDA. As regards the Five-Year Action Plan emphasis> should be on creating a more attractive environment in> the existing TDA and planning and implementation of a> Senegambia Tourism Centre.> > Other key projects are:> > l Training local tour guides with> pilot programmes, potentially at James Island and/or> Jufereh;> > l Research of product improvements> required to attract higher spending customers from the> EU.> > Quality in Tourism Establishments> > This series of activities is aimed at establishing> minimum standards for ‘tourist hotels’ and for> enforcement by licensing control and to ensure that> appropriate investment incentives are available for> refurbishment.> > It is also to review the all-inclusive policy and to> encourage product improvement via annual Gambia> tourism awards. > > Social Issues> > Whilst social issues are highly critical to the> success of tourism in The Gambia, the main issue which> has to be resolved is that of the ‘bumsters’. The> Visitor Surveys indicated that a substantial> proportion of tourists are ‘put off’ by the activities> of the ‘bumsters’, so there is an urgent need to turn> this issue from a negative force into a positive> force. We have included for the ‘Needs Assessment’ and> for a follow up to the recommendations from such an> exercise. An action programme has to be devised to> find ways in which bumsters can earn an income in a> way that demands a change in their behaviour. Bumster> free areas must also be achieved, including at the> airport (although this will require a change to the> design and layout of the terminal building).> > Human resources> > The Gambian people represent a real opportunity for> The Gambia to differentiate itself from other tourist> destinations, and so offer something special for the> tourists. Training programmes in its widest sense will> be the key drivers in this process. > > Upgrading The Gambia Hotel School into a National> Tourism Training Institute is the key instrument for> achieving this. It is the major project to be> undertaken in the Five Year Plan (excluding the major> investments to be undertaken by the private sector). > > Responsible Tourism> > The Gambia has been a pioneer in responsible tourism,> and has been the beneficiary of two UK DFID funded> programmes in pro-poor tourism. > > A Responsible Tourism Policy for The Gambia was> launched by the Secretary of State for Tourism and> Culture at the 2004 World Travel Market in London.> This policy is a call to action in order to combat> some of the inequalities and negative impact of> tourism. The policy is addressed to the whole of the> tourism industry, government and the Gambia Tourism> Authority. It identifies objectives to achieve> responsible marketing of the destination and to deal> with issues of economic, social and environmental> responsibility.> > It is envisaged that implementation of this policy> will come through a Responsible Tourism Partnership> which is a multi stakeholders action group that> represent all interested parties working in the> tourism arena . In terms of implementation, working> document include 5 year target and an annual work> plan. This process of developing responsible tourism> needs to be continued.> > Linkages> > Spreading the benefits of tourism is critical to The> Gambia, and the main instrument in terms of linkages> is seen to be institutional support to the various> agricultural producer associations. An immediate task> is for the future of the ‘Gambia is Good’ project to> be secured; this project is an outstanding one against> international comparison and is in need of further> financial support in order to achieve sustainability.> > Infrastructure> > The main tourism programmes identified are:> > l Rehabilitation of the Kotu> Wastewater Treatment Plant;> > l Measures at the Kotu Power Plan> to prevent oil spills;> > l Clean-up and closure of Bakota> solid waste dump. This is already designed and will> be assisted through World Bank funding.> > l A Green Hotel Programme to> minimise tourism demands on resources and protect the> tourism environment.> > l Other tourism infrastructure> which will also benefit the local population, such as> provision of back-up generators at NAWEC’s borewells> and the construction of additional water storage tank> at Kotu.> > The reliable supply of electricity is very important> to the long term sustainable future for tourism as it> is important for other sectors of the economy.> > Environmental Management> > Some of the environmental issues are handled under the> infrastructure improvements but an additional> programme of environmental improvements under the> auspices of the NEA is included in the overall Action> Plan.> > 1.1 Five Year Time Frame> > A number of projects have been considered for> inclusion in the proposed Five Year Action Plan. These> projects cover a number of fields including those that> will:> > · most effectively build capacity to implement> the Tourism Master Plan;> > · provide a number of projects for funding by> the African Development Bank and/or different> agencies; > > The costs of these projects will be modest compared> with any of the private sector investments in new> facilities. But, whilst small, these will be the> initiatives that will provide the right business> environment for the private sector such that economic> benefits spin off from the private sector investments> to the Gambian people. > > The way forward > > Tourisms contribution to our economy is quite> significant if we are to quantify its contribution to> the balance of payment, employment, foreign exchange> earnings among others. > > Tourisms benefits could be more if only we are able to> address the significant leakages of gross visitor> expenditure due to imports and payments retained> outside The Gambia estimated to be 218 million Dalasis> .( Rudy and Tim 2005 studies ) > > The Gambia’s dependant on package tourism couple with> low occupancy factor and the seasonal aspect of the> industry has made tourist accommodation earnings, too> little properly refurbish and keep up standards that> tourist now expect –both in quality of services> available and the standards of physical structures. > Thus leading to serious price dumping which has> affected the industry over the years and has lead to a> number of hotels changing hands in the form of lease> arrangement or being sold. This situation will remain> the same unless and until our hoteliers start to> implement guaranteed contracts to make room for more> profitability. > > Delayed payment by tour operators to hoteliers for> services rendered months after departure of tourist is> another serious leakage in our economy which is> affecting the profitability of the industry. Tour> Operators honoring contractual arrangements of payment> of invoices after three weeks after guest departure> would go a long way in improving the cash flow of> hotels in the Gambia > > Having said that, the low prices offered by tour> operators under a seasonal tourism industry Will only> wretch the industry that is presently struggling to> survive in meeting high operational cost expensive> infrastructural development in the form of generating> e mainly energy, high NAWEC bills and government> taxes . > > Our advice on the all-inclusive is that The Gambia> cannot turn its back to what is now a clearly> established market preference. We have learnt from our> mistakes once and we need to make a comparative study> as recommended for us to be able to decide on what> form of all- inclusive we want to introduce or> otherwise .> > The survival of our tourism industry is depends on a> lot of key factors, the key being mainly the> implementation of the required policy actions that> would allow the industry to be more competitive with> other destinations.> > The issue of air access has be classified as a> priority area to be tackled to meet the growing need> of our modern airport by providing more passengers> and aircraft throughout to pay for the running of an> international airport in Banjul . This could be> achieved by Government giving the necessary support> and incentives to airlines in the form of reduce> landing and handling fees, aviation fuel among other> to allow the industry to flourish. We have lost a> number of golden opportunities such as S .N Brussels> changing of crew and refueling in The Gambia. These> unfortunate situations would scared away many would be> airline operator from investing in The Gambia.> Authorities need to look at the multiplier and long> term effect of the operations of these companies would> have on our industry and the overall economy. > > I strongly believe that if tourism is to be the engine> of growth, we should look at issues of sustainability> and the need for real consolidation instead of the> blind expansion for the next five years to be able to> develop a proper tourism sector which is focus on> planned development.> > Institutional development and human resource> development of the sector is key in the recommendation> of the Master Plan. The strengthening of the> Department of State for Tourism and Culture with a> planning unit manned by tourism professionals will> make a big difference in the administration and> monitoring of the sector. Technical Experts in the> areas of Institutional building and Marketing will> assist the Gambia Tourism Authority in its> reorganization in meeting the growing challenges of> the tourism sector.> > The Gambia Hotel School when developed to a Tourism> and Hospitality Institute with the assistance of a> long term technical expert who would assist in the> development of a new curriculum and make> recommendations for its accreditation to the> University of the Gambia. > > Social issues addressed in the report can only be> addressed through a national awareness campaign and> through a pro-poor strategy. This needs to be done> through specific target groups such as policy and> decision makers, opinion leaders, the and the younger> generation and the public at large . A tourism school> curriculum has been developed and it is expected to be> introducing to schools very soon. There is also the> urgent need of developing a visitor awareness> programme, which will prepare tourist well before> their arrival in our country. This could take the form> of an in-flight magazine and or Brochure .> > Harmonization of taxes and our laws are and impediment> to our tourism industry which if not urgently> addressed would discourage investors.> > Tourism development requires land, and despite the> large size of land that is available within the> Tourism Development Area, There are still problems of> and management and ownership that needs to be> resolved.> > Last but not least.> > Small scale enterprises play a leading role in the> development of any country and as such the necessary> support in the form of proper guidance, training and> access to finance needs to be properly addressed for> the benefits of Gambians. > > Let us pray.> > Allah helps us and guides us :> > In promoting a good quality of tourist activity that> is appropriate for the quest of a just, Participatory,> and sustainable society.> Empower indigenous people and support them to have> access and fair price.> > Give us the necessary support and commitment to work> for gender justice and child protection in tourism.> AMEN. > Chi Jamma .> Brother Sheikh Tejan > > > > __________________________________________________> Do You Yahoo!?> Tired of spam? 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