Sri Lanka Tourism Strategic Plan 2017-2020 Ministry of Tourism Development and Christian Religious Affairs 1 Contents ENDORSEMENTS 2 TOURISM IN SRI LANKA: A STORY OF UNTAPPED POTENTIAL 5 INTRODUCTION: EXPANDING THE VALUE PROPOSITION STRATEGIC DIRECTION & SDGS 6 CHAPTER 1: IMPROVING GOVERNANCE & REGULATION 23 CHAPTER 2: UNDERSTANDING VISITORS 33 CHAPTER 3: MARKETING AND COMMUNICATING EFFECTIVELY 47 CHAPTER 4: DEVELOPING SUSTAINABLE DESTINATIONS 59 CHAPTER 5: LIFTING INDUSTRY STANDARDS 79 CHAPTER 6: ENGAGING THE WORKFORCE AND COMMUNITIES 95 MAIN ANNEXES 111 2 MESSAGE FROM THE PRESIDENT MESSAGE FROM THE PRIME MINISTER OF THE DEMOCRATIC SOCIALIST REPUBLIC OF SRI LANKA OF THE DEMOCRATIC SOCIALIST REPUBLIC OF SRI LANKA 2 3 MESSAGE FROM THE MINISTER Tourism in Sri Lanka: FOR TOURISM DEVELOPMENT, LANDS & CHRISTIAN AFFAIRS A Story Of Untapped Potential A transformation of the tourism industry is required To achieve these ambitions, a variety of stakeholders to make Sri Lanka competitive in the global travel must be involved to ensure that: market place. This is the context and rationale for > Visitors have more opportunities to spend on this Tourism Strategic Plan (TSP), which recommends extraordinary experiences, with more value added actions and implementation mechanisms for the next sites to visit and stay longer. four years, with a long-term view toward Tourism Vision > Communities are active participants in delivering the 2025 and achieving the United Nations (UN) Sustainable memorable experiences. Development Goals. > Investors have access to hassle-free opportunities and partnership prospects. Tourism in Sri Lanka has been a story of untapped > A skilled, service-oriented workforce is better potential. The country is missing opportunities to equipped to engage in higher-value tourism increase investment and jobs and to use tourism services. revenues to conserve the environment and sustainably > Government is well coordinated and consistent, support communities in all parts of the island. prioritising sustainability and using reliable data to make decisions. Growth in the sector — visitor numbers, investment projects and international interest — has taken place The industry is poised to offer great growth and predominantly organically, without a definite vision and investment potential. The underlying goal of all efforts without coordinated planning. Visionary and strategic is to improve visitor experiences so that they are world guidance for brand positioning as well as plans and class and sustainable while still being firmly rooted in the policies for value addition have not been consistently inherent natural, cultural, historic and social capital of Sri executed. Lanka and its people. Fundamentally, the ambitions of this TSP are to increase By 2025, it is hoped that Sri Lanka will be identified revenue for the country, support local communities, and as a place for memorable, authentic, and diverse increase tourism on a sustainable platform. tourism experiences. ROOTED IN THE PEOPLE, PLACES, NATURE, HISTORY, HERITAGE AND VALUES 4 5 Introduction FIGURE 1: Sri Lanka’s Tourism Life Cycle The exploration stage is the beginning of Rejuvenation destination development, when “explorers” visit In Sri Lanka, tourism is the third largest export Much of the talent pool in the hospitality industry an area and the tourism infrastructure is limited Stagnation earner in the economy, after remittances and textiles emigrated to other, safer parts of the world. In the years CRITICAL RANGE OF (e.g. Mannar). and garments. In the past five years, growth in visitor since the cessation of the civil war in 2009, Sri Lanka’s ELEMENTS OF CAPACITY Consolidation The involvement stage comes with the numbers has been unprecedented, averaging more than economy, particularly its tourism industry, has been NUMBER OF TOURISTS Decline increasing number of visits that attracts local 22% year on year, of which 80% to 90% was visitors growing rapidly. investment in tourism and public investment in coming to Sri Lanka on holiday. In 2015, 1.8 million infrastructure (e.g. Kalpitiya). international visitors came to Sri Lanka, stayed an average Although the tourism industry is expected to continue to The development stage is a period characterised of 10.1 days, and generated an estimated US$2.98 grow, poor planning and management of this growth by increased foreign direct investment and a billion1. In 2016, international visitor arrivals reached and limited diversity of markets and products is Development range of visitors and market segments, driven by over 2 million and revenue generated was approximately contributing to a lack of value-adding opportunities heavy advertising. The population in the US$3.5 billion2. and limiting per capita visitor expenditure. As visitor destination accepts tourism (e.g. Colombo, Negombo, Kandy) numbers increase, there is mounting pressure to manage Involvement Sri Lanka is an increasingly popular destination for environmental impacts in areas of high tourist use, In the consolidation stage, the main income of international travellers, as well as for expatriates for land use in high tourism potential areas, to access Exploration the local economy comes from tourism, and visit returning home to visit friends and relatives. In 2013, appropriately skilled human resources, and to maintain levels continue to increase but at a decreasing rate. Extensive efforts in advertising and Lonely Planet nominated Sri Lanka as the #1 destination tourist service and product quality standards. TIME marketing are made to overcome seasonality and in the world to visit. In 2015, Forbes Magazine ranked develop new markets. The local people fully the island among the “top ten coolest countries” to It can already be seen in certain areas that the appreciate the importance of tourism. The growth visit. Global influencers including Condé Nast Traveler, rush to develop and expand tourism in Sri Lanka is rate begins to slow. Rough Guides, Lonely Planet, the Guardian, and the harming the natural environment and excluding local Overall, Sri Lanka’s tourism industry today lies Stagnation occurs when visitor numbers peak, New York Times identified Sri Lanka as a top location to communities and local content — the very foundation along the continuum from exploration to capacity limits are reached, and the area is no visit in 2016. and uniqueness of the Sri Lankan travel experience. development, depending on the destination. longer fashionable. New visitors are few, and the destination relies on repeat visits and conventions for business. Internationally, travel and tourism generated US$7.2 Community engagement is critical for tourism to take trillion in 2015, accounting for 9.8% of global gross root in local destinations, to build local pride, to mine Source: Butler, R.W. 1980. “The Concept of a Tourism Area Life Cycle of Evolution: Implications for Management of Resources.” The Canadian domestic product, and 1 in 11 jobs worldwide were local tangible and intangible assets, to motivate more Geographer 24 (1): 8. in the travel and tourism sector3. The government of people to be trained, and for benefits to flow to local Sri Lanka recognises the importance of developing households. The general population still does not view tourism and the potential it has to create jobs (the tourism as a sector that is good enough for their children and Sri Lanka’s exceptional island-wide natural and At present, visitors and major investments are tourism sector reportedly provided more than 319,000 to build careers in. These cultural and social perceptions cultural endowments, the government of Sri Lanka has concentrated in clusters and corridors around Colombo local jobs in 20154), encourage domestic and foreign will change only if communities are fully engaged in the positioned tourism as a central pillar of the economy. The as a commercial hub, the beaches of the south coast, investment, and promote conservation practices. process of developing tourism and feel empowered to be government is determined to nurture world-class visitor Yala National Park, the tea estates and forests of the proud custodians, as well as beneficiaries, of the valuable experiences firmly rooted in the inherent natural, cultural, hill country, and the historic and religious heritage Hitherto, the sector has not fully captured its true endowments around them. historic and social capital of Sri Lanka and its people, and of the Cultural Triangle. Potential economic benefits potential and thus has not reaped the expected to ensure that these experiences generate island-wide are only trickling to other areas of the country, which benefits. In part, Sri Lanka’s untapped potential is a Based on the Tourism Area Life Cycle5, a tool for framing economic value. This intended expansion of Sri Lanka’s have untapped tourism assets. It is a priority for the symptom of the decades-long civil war, during which the development of a destination, Sri Lanka is in its tourism value proposition is at the heart of this four- government to address these geographic and economic large parts of the island were unsafe to travel to, and infancy and is at a critical juncture (Figure 1). year strategic plan. inequalities, informed by accurate, up-to-the-minute infrastructure was not maintained. Also during this time, market intelligence, asset mapping, and data collection tourism operators were limited in the products and To continue up the growth curve, the Sri Lankan Current demand patterns — origin of visitors and what and analysis. services they could offer. The risks of taking visitors to tourism sector must reframe its value proposition they consume in Sri Lanka — suggest there is potential places and experiences outside the large resorts were to conserve assets, develop and better define new to improve Sri Lanka’s market mix by targeting high- A brief summary and analysis of the current situation high. For instance, there were extensive restrictions markets and products, and include and involve growth-potential niche (and other mainstream but indicates its shortcomings and provides a basis for a four- on marine-based tourism activities, and there was no citizens and local communities as participants in the underdeveloped) markets compatible with Sri Lanka’s year strategic plan that supports Tourism Vision 2025. opportunity to develop the domestic civil aviation sector. tourism economy6. emerging value proposition. In general, > Sri Lanka’s tourism product and market mix lack Defining, expanding and sustaining these markets also diversity International travellers saw Sri Lanka as a cheap Expanding the Value Proposition destination where the product was limited to sun, sea, depends on expanding products and services, which in > Sri Lankan tourist products and services miss the and sand, and holidays to Sri Lanka were traded on price; Sri Lanka’s prospects for sustainable tourism growth turn requires more-specialised jobs and more-focused potential to add value along the supply chain operators survived only by offering low rates. There was are therefore at a critical juncture. Building on product definition and market interventions. > Sri Lanka’s tourism product and market mix lack limited reinvestment because margins were small. steadily growing visitor interest over the past five years diversity 6 7 More than 85% of visitors to Sri Lanka are travelling could influence this considerably. There are clear MAP 1: Sri Lanka’s main transport and tourism sites for leisure and participate in mainstream activities such seasonal variations in overall visitor arrivals, but it can as going to the beach, visiting historical and cultural be seen that this trend is more nuanced when looking sites, and viewing wildlife, following a well-beaten path at visitors according to country of origin. Deeper ait Point Pedro Str established in the 1970s (Map 1)7. There are abundant analysis of the purpose of visit from different countries P alk resources and investment opportunities in addition to of origin could form the basis of more-targeted these basic activities that could significantly expand the marketing strategies (see Chapter 2). Jaffna economic footprint of the tourism sector. Developing these further is necessary for Sri Lanka to disperse > Sri Lankan tourist products and services miss visitors more widely around the island but also to the potential to add value to the supply chain Killinochchi expand the value, diversity and quality of the overall Palk Bay Mullaittivu experience. Visitors also tend not to return to Sri Lanka Overall, the visitor experience could be improved, because they may feel they have “seen everything” on beginning with destination planning to consider the Talaimannar Maankulam their first trip, or it was not up to expectations. visitor experience from entry to exit. Improvement of the visitor experience has the added effect of being Mannar Accommodations are a key building block for any a positive promotion tool and is an opportunity for Madhu destination, and it is indicative that more than 95% job creation, entrepreneurship and innovation. Kuchchaveli Gulf of Vavuniya of Sri Lanka’s officially registered room stock is Mannar Nilaweli distributed around this popular route. The pattern When products and services are more homogenous is similar for unregistered rooms such as those sold and commodified (e.g., a package holiday to a beach Trincomalee Bay of through Airbnb, Booking.com and Agoda. resort), there is a tendency for operators to undercut Rambewa Muttur Mihintale Bengal each other in a price war to the bottom to gain market Anuradhapura To note, unregistered rooms are also appearing in share of a relatively inelastic demand situation. This areas outside the main circuit. For instance, a large has been the case for Sri Lanka’s tourism industry. Kalpitiya proportion of room stock in areas such as Kalpitiya, Economic research shows that there is more demand Jaffna, Arugam Bay and Ella is not yet registered and price elasticity where value is added to consumer Minneriya Puttalam Habarana with the Sri Lanka Tourism Development Authority products, which is also true of destinations. Sigiriya Polonnaruwa Giritale Passikudah (Map 2). However, it is important to acknowledge the Valaichchenai Dambulla Kalkudah role these early investors have played in providing For instance, experiences such as whale watching can Yapahuwa accommodations in new areas from which visitors garner high prices because of their market appeal, Batticaloa Kattankudi can access activities and attractions in emerging but the current lack of value addition and poor Wariyapola Chilaw destinations. management in Sri Lanka does not justify it. Kurunegala Matale Laccadive Kalmunai The local and national governments have an important A spot price check for 3-hour whale watching Sea Mahiyanganaya role in planning and managing destination growth. excursions reveals that Sri Lanka is priced on average Pinnawala Kandy Ampara This role is especially important in the early stages of at only US$26 per person, whereas internationally, the Peradeniya Negombo Kegalle destination development, when the unique character closest in price is $78, and the highest price charged is of a place and its people is intact. The strengths and in Greenland, at $1208. Gampaha Kitulgala settings of Sri Lanka’s natural, historic, and cultural Nuwara Eliya Badulla Colombo assets — tangible and intangible — will position Sri Similarly, national park entrance fees for non-resident Hatton Ella Pottuvil Bandarawela Arugam Bay Lanka competitively for years to come. foreigners in Sri Lanka are lower than in many other Moratuwa Monaragala Haputale countries9, and although this may be an enticement Ratnapura Diversity of source markets and the market mix within to visit, again, the quality of the experience falls them is as important as the development of diverse far short of expectations. Also, the opportunity to Kalutara accommodations, activities, products and services. add value for the consumer, in terms of quality of Bentota Visitors from the United Kingdom, Western Europe, experience, and for the supplier of services, in terms Kataragama Kosgoda Dedduwa China, and India make up more than 62% of Sri Lanka’s of being able to charge more, are lost. This loss of Ahungalla Deniyaya Balapitiya Tissamaharama leisure visitors, and their own domestic economies value also compromises the sustainability of the parks. and traditional travel patterns heavily influence these Furthermore, visitor satisfaction and a sense of value Hikkaduwa INDIAN Hambantota source markets. for experiences that are in high demand are not met, Galle Unawatuna Weligama Tangalle OCEAN which is likely to result in poor consumer reviews10. Koggala Mirissa Although current travel trends to Sri Lanka are seasonal Matara Dondra Head (Figure 2), improving the market and product mix (More details in ensuing chapters.) 8 9 MAP 2: Most popular touring route visiting some of Sri Lanka’s tourism sites MAP 3: Accommodation concentrations around Sri Lanka ait Point Pedro MAIN TOURING CIRCUIT ait Point Pedro ACCOMMODATION Str Str P alk MAJOR TOURISM HUBS P alk ADVERTISED ON AIRBNB* MAIN ROADS MAIN ROADS Jaffna Jaffna SECONDARY ROADS SECONDARY ROADS RAILWAYS RAILWAYS Killinochchi Killinochchi MAIN PROTECTED AREAS MAIN PROTECTED AREAS Palk Bay Palk Bay MAIN TOWNS AND VILLAGES Mullaittivu MAIN TOWNS AND VILLAGES Mullaittivu PROVINCIAL CAPITALS PROVINCIAL CAPITALS Talaimannar Maankulam Talaimannar Maankulam *As of April 2016 Mannar Mannar Madhu Madhu Kuchchaveli Kuchchaveli Gulf of Gulf of Vavuniya Vavuniya Mannar Nilaweli Mannar Nilaweli Trincomalee Trincomalee Bay of Bay of Rambewa Muttur Rambewa Muttur Mihintale Bengal Mihintale Bengal Anuradhapura Anuradhapura Kalpitiya Kalpitiya Minneriya Minneriya Puttalam Habarana Puttalam Habarana Sigiriya Polonnaruwa Sigiriya Polonnaruwa Giritale Passikudah Giritale Passikudah Valaichchenai Valaichchenai Dambulla Kalkudah Dambulla Kalkudah Yapahuwa Yapahuwa Cultural Batticaloa Batticaloa Triangle Kattankudi Kattankudi Wariyapola Wariyapola Chilaw Chilaw Kurunegala Matale Kurunegala Matale Laccadive Kalmunai Laccadive Kalmunai Sea Kandy Mahiyanganaya Sea Mahiyanganaya Pinnawala Kandy Ampara Pinnawala Kandy Ampara Peradeniya Peradeniya Negombo Kegalle Negombo Kegalle Gampaha Kitulgala Gampaha Kitulgala Nuwara Eliya Badulla Nuwara Eliya Badulla Colombo Colombo Hatton Ella Pottuvil Hatton Ella Pottuvil Hill Country Bandarawela Arugam Bay Bandarawela Arugam Bay Moratuwa Monaragala Moratuwa Monaragala Haputale Haputale Colombo Ratnapura Ratnapura Kalutara Kalutara Bentota Yala Bentota Kataragama Kataragama Dedduwa National Park Dedduwa Kosgoda Kosgoda Ahungalla Deniyaya Ahungalla Deniyaya Balapitiya Tissamaharama Balapitiya Tissamaharama Hikkaduwa INDIAN Hikkaduwa INDIAN Hambantota Hambantota Galle Weligama OCEAN Galle Weligama OCEAN Unawatuna Tangalle Unawatuna Tangalle Koggala Mirissa Koggala Mirissa Southwest Matara Dondra Head Matara Dondra Head Coast 0 25 50 Kilometers 0 25 50 Kilometers 10 11 FIGURE 2: Seasonality Index i) STRATEGIC DIRECTION The strategic policy being adopted for tourism in Sri Lanka is to strengthen and nurture the roots of people, places, 150 and natural and cultural heritage and to add economic value to these inherent assets throughout the island. This is 140 encompassed in Sri Lanka’s Roots Philosophy. 130 120 Index value 110 ROOTS PHILOSOPHY 100 ƒ Celebrate Sri Lanka 90 ƒ Tourism is rooted in the people, places, heritage, and values of the country 80 ƒ Tourism can promote a sense of place and belonging and a voice for every community 70 ƒ Tourism should be used as an income generator to protect, conserve and enhance Sri Lanka’s 60 natural environment as well as the tangible and intangible cultural and historic assets Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec ƒ This Roots Philosophy should govern policy, planning and development to build economic, social, environmental and local capital Average (2009–14) Average (2015–26) ƒ Visitors, both domestic and international, are guests in the country Source: SLTDA, Sri Lanka Tourism Development Authority The Vision defines a desired future reputation. It draws inspiration from the 13th century explorer Marco Polo’s Unleashing Sri Lanka’s Potential: The existing fragmentation of the planning, management description of the island as “the finest island of its size in all the world” and from market research conducted into Sri and policy making related to tourism assets11 and A Journey of Transformation the associated and overlapping legal, regulatory and Lanka’s value proposition. Successful development of tourism requires vision, institutional responsibilities are core challenges to planning and strategic commitment to actions to address in transforming the way sustainable tourism VISION achieve that vision. The untapped potential of tourism development is planned and managed in Sri Lanka. The in Sri Lanka will require committed, sustained support TSP identifies pragmatic approaches, based on global To be recognised as the world’s finest island from all stakeholders, especially government and the best practices but relevant to the local context, that for memorable, authentic, and diverse experiences private sector. contribute to a whole-government, whole-community approach to the tourism sector. This Tourism Strategic Plan (TSP) defines a framework [MADE in Sri Lanka] and a transformation agenda intended to expand This four-year TSP indicates steps and actions necessary tourism’s economic footprint to underused natural, to move toward Sri Lanka’s Tourism Vision 2025. To cultural, geographic and human resources in Sri Lanka. achieve the government’s high-level objectives and Economic, environmental and social sustainability, from address a range of identified systemic failures, six The Mission sets an agenda for transformation — improved quality of services and service delivery that will lead to the local level to the national, underpin every action transformative themes have been developed, with greater local creation and retention of revenue, investment in human resources and skills, and improved coordination recommended. corresponding core strategies. The Strategic Plan is and collaboration between government institutions, the private sector and local communities. based on extensive consultation with stakeholders over Furthermore, sustainable tourism is founded on — eight months; stakeholders included large and small MISSION sometimes-fragile — intersecting social, cultural, companies, entrepreneurs, conservation organisations, environmental, political and economic ecosystems that, in education bodies, and relevant central government an island context, are especially challenging to manage. agencies and provincial governments (Annex 2). To be a high-value destination offering extraordinary experiences that reflect Sri Lanka’s natural and cultural heritage, are socially inclusive and environmentally responsible, and provide economic benefits to communities and the country. STRATEGIC SYSTEMIC TRANSFORMATION CORE “High value” means that every aspect of tourism must ensure quality and yield, and not be volume driven. It does not DIRECTION FAILURES THEMES STRATEGIES denote Sri Lanka as an expensive, luxury-only destination. The Roots Philosophy advocates that value not be viewed solely in a monetary sense, but in terms of the experience, authenticity, diversity, community and sustainability. Also, there must be value for money in every category of experience. 12 13 There is a desire to set ambitious targets, but these must be balanced with the effect of “over-tourism”, for instance The central aim of the Paris Agreement is to strengthen the global response to the threat of climate change by on food security, housing and local culture. High-level national economic objectives for the entire industry are listed preventing the global temperature from rising by more than 2 degrees Celsius this century. One hundred and ninety- below12. Considerable research is required to gather more-reliable data and to analyse growth trends and opportunities. five countries, including Sri Lanka, signed the agreement. Efforts need to be made to lower greenhouse gas emissions (More details in ensuing chapters). and build climate resilience. Sri Lanka’s Tourism Vision 2025 and Sri Lanka’s Roots Philosophy emphasise eco- friendly practices and green principles for tourism. HIGH LEVEL OBJECTIVES FOR 2020 This TSP and the tourism institutions will work closely with the relevant authorities and existing national plans and strategies to achieve the SDGs and mitigate the effects of climate change. ƒ TOURISM TO BE SRI LANKA’S #3 NET FOREIGN EXCHANGE EARNER, WITH A TARGET OF US$7 BILLION EARNED IN 2020. Based on the national economic objectives and the UN SDGs, seven guiding principles for Sri Lanka’s tourism industry In 2015, tourism was the #3 foreign exchange earner, at US$2.98 billion. have been identified. ƒ TOURISM AND ITS SUPPORTING INDUSTRIES TO EMPLOY 600,000 SRI LANKANS, WITH WOMEN ACCOUNTING FOR 10% OF THE WORKFORCE. GUIDING PRINCIPLES In 2015, 319,436 people were employed in the tourism sector. Female employment has not been calculated in official statistics. 1. CAPTURING THE BENEFITS OF TOURISM FOR SRI LANKA The tourism industry makes a significant contribution to the growth and diversification of Sri Lanka’s ƒ TO INCREASE DAILY SPENDING PER VISITOR TO US$210. economy. It should be considered a key pillar of the economy and a priority in government decision- In 2015, the daily spend was US$164. making. Facilitated by the public sector, the private sector should play a lead in the development of the tourism industry. During the 70th session of the UN General Assembly, 154 heads of state or government adopted the 2030 Agenda for 2. DEMOCRATISATION OF ECONOMIC PARTICIPATION Sustainable Development along with 17 UN Sustainable Development Goals (SDGs). Although all of the SDGs pertain Tourism should result in optimal economic benefit to Sri Lanka’s economy by maximising net foreign to tourism to varying degrees, three in particular strongly feature tourism — SDG8, SDG12, and SDG14 (highlighted exchange income, spreading development throughout the island, and creating gainful employment for below). SDG11 and SDG15 are also important. Sri Lankans. Tourism growth should stimulate and deepen the value chain and ensure viable, long-term economic operations, providing socioeconomic benefits that are fairly distributed to all stakeholders. UN SUSTAINABILITY DEVELOPMENT GOALS & TARGETS 3. CONSERVATION AND WORLD-CLASS MANAGEMENT OF ASSETS Tourism development should promote the conservation and enhancement of Sri Lanka’s natural ƒ SDG8: Promote sustained, inclusive, and sustainable economic growth; full and productive environment and its historical, social and cultural heritage, avoiding harmful effects. It should make employment; and decent work for all optimal use of environmental resources — maintaining essential ecological processes and helping to By 2030, devise and implement policies to promote sustainable tourism that creates jobs and promotes conserve natural biodiversity. local culture and products 4. LOCAL COMMUNITY INVOLVEMENT ƒ SDG12: Sustainable consumption and production patterns Tourism should respect the sociocultural authenticity of host communities, conserve their built and living Develop and implement tools to monitor the effect of sustainable development on sustainable tourism, cultural heritage and traditional values, and contribute to intercultural understanding and tolerance. which creates jobs and promotes local culture and products Tourism development should involve local communities in a real, holistic capacity. Strong political leadership, including regional and local government, should foster informed, wide participation of all ƒ SDG14: Conserve and use the oceans, seas, and marine resources for sustainable development relevant stakeholders and support consensus building. By 2030, increase the economic benefits of small island destinations and low-income countries from the sustainable use of marine resources, including through sustainable management of fisheries, aquaculture, 5. MEMORABLE EXPERIENCES ROOTED IN HERITAGE and tourism All tourism services and activities should be visitor-centric and rooted in the environmental, religious, social and cultural heritage of Sri Lanka. They should provide a high level of visitor satisfaction and ensure a meaningful visitor experience, providing learning opportunities and raising awareness about best tourism practices. The UN has declared 2017 the “International Year of Sustainable Tourism for Development”. This is fitting for Sri Lanka as the country embarks on a journey of transformation of its tourism sector. 6. RESPONSIBLE DESTINATION MARKETING Sri Lanka should be marketed responsibly to highlight the country’s distinctive environment, traditions Sri Lanka’s Tourism Vision 2025 and Sri Lanka’s Roots Philosophy are aligned with the SDGs, and specific core and attractions. Efforts should also be made to dispel longstanding misconceptions about the country and strategies and actions have been developed in the ensuing chapters of the TSP to achieve them, namely: the tourism sector. > Chapter 4 on developing sustainable destinations, particularly the Transformative Tourism Projects (TTPs) (Section 4.3.4) 7. SAFETY AND SECURITY FOR ALL > Chapter 5 on lifting industry standards A safe and secure environment should be ensured for all visitors, investors and communities, as well as > Chapter 6 on engaging the workforce and communities, particularly the local community focus animals. (Sections 6.2.2 and 6.2.4) 14 15 (ii) SYSTEMIC FAILURES RESOURCE FAILURES To move toward the vision and objectives of expanding Sri Lanka’s tourism value proposition through world-class visitor experiences, a transformation in thinking and planning for tourism is required. Sri Lanka’s tourism industry, ƒ Limited emphasis in the public and private sectors on human capital development and on an inclusive in particular the role that the public sector plays, requires a systemic rethinking and reorganising to address the employment agenda across the tourism and hospitality value chains. In addition to the shortage of following failures. skilled staff at all levels and professions, this has led to a failure to identify and foster talent. Women are highly under-represented in the sector, particularly in comparison with other regional destinations. COORDINATION ƒ Lack of comprehensive visitor research and data, ongoing research into products and markets, and FAILURES market intelligence. Research into alternative attractions and niche and emerging market segments is limited, which limits the effectiveness of product development decisions and marketing strategies, as well as the ability to address seasonality and to make the most of regional attributes. ƒ Lack of access to investment and financing, especially for SMEs and women, and high capital costs. INSTITUTIONAL RESOURCE For example, high land prices in certain areas hinder independent small businesses. Construction costs FAILURES FAILURES are high as a result of the high cost of inputs (e.g., steel, cement, aluminium, tile), and in some cases, there is over-engineering of resorts, which adds to costs. MARKET FAILURES MARKET FAILURES ƒ Limited attention paid to product diversification and destination development. This restricts competitiveness, recreation and tourism choices, development of niche markets, and the ability to add COORDINATION FAILURES value to the visitor experience. The emphasis has been predominantly on site-specific copycat construction, without a holistic approach, which has affected the authenticity and uniqueness of the Sri Lankan product. ƒ Poor coordination and communication between government ministries, institutions and stakeholders More importantly, it has led to geographic disparity, with significant tourism growth in only a few areas. with respect to tourism planning, tourism asset management and tourism destination management. The distribution of tourism-related responsibilities across multiple agencies and government levels ƒ Lack of effective mechanisms to manage, standardise and enforce best practices. This has contributed complicates this. Similarly, there is poor communication and coordination with other tourism stakeholders to poor interpretation, poor visitor experiences, and poor conservation of environmental and cultural values. (e.g., with respect to conservation, education, small and medium enterprises (SMEs)), which contributes Specifically, tour operators visit only the sites and outlets where they receive benefits, and middlemen to conflict in land use13, and complicates and slows administrative and decision-making processes. control the delivery of experiences. ƒ Market distortions because of government policies, rent-seeking and subsidised government operations (e.g., tariff rates, Colombo room rates, domestic aviation). Also, several government agencies with limited tourism core skills and functions are responsible for government-owned tourism products and services (e.g., INSTITUTIONAL FAILURES hotel accommodations, tours). ƒ Deficient and politicised leadership and management at all levels of government. There is a greater emphasis on institution and infrastructure building than on core functions. Political interference has hindered overall output of government agencies and progress on key growth initiatives. To overcome the above-mentioned institutional failures that impede sustainable tourism, a whole-government, whole- industry approach must be taken. This will require meaningful communication, cooperation, and involvement of key ƒ Limited awareness and participation in tourism by host communities. This has caused conflicts partners from local, regional and national governments. between local communities, institutions and investors and has negatively affected local perceptions of tourism-related FDI projects. A significant systemic transformation of tourism in Sri Lanka is required. This involves changing government views and management of the industry (institutional reform), changing government and industry understanding ƒ Inadequate attention to cultural heritage conservation and natural habitat preservation. Initiatives to of and provision for targeted visitors (visitor experience), and changing the implementation process (to tangible monitor over-visitation and promote animal welfare and natural habitat regeneration are not prioritised. measurable actions). There has been a reliance on regulation to manage quality, safety and standards, but limited enforcement of the regulations. In addition, rent-seeking practices subvert the regulatory process. This Strategic Plan has been prepared as an instrument of transformation, as a start on the journey toward Tourism Vision 2025 and helping to achieve the UN SDGs. 16 17 (iii) TRANSFORMATIONAL THEMES To summarise, the approach taken to develop this TSP is as follows. As a result of this analysis and with a view to ensuring a thriving, professional tourism industry supporting a variety of High-level objectives aligned with national strategies were defined. local businesses and communities, six key transformational themes were identified in the TSP. Higher-skill & More opportunities for Greater inclusivity KEY TRANSFORMATIONAL THEMES more jobs, more foreign direct investment & sustainability female employment & domestic investment 1. IMPROVING GOVERNANCE AND REGULATION Create a system of tourism institutions, regulations and processes conducive to streamlined investment and business operations; facilitate industry best practices, monitoring and enforcement; and support the A clear strategic direction underpinned these: TOURISM VISION 2025 development of communities and the workforce. 2. UNDERSTANDING VISITORS Develop a research programme and visitor segmentation model (VSM) to profile source and niche Philosophy, vision, mission, objectives, markets systematically as input to guide product development and marketing decisions. UN SDGs & guiding principles 3. MARKETING AND COMMUNICATING EFFECTIVELY On the demand side, the focus is on yield (total revenue), not numbers. The goal is not just to attract more visitors, but to attract the right kind of visitors, using the most-effective media and making the most of This was followed by analysis of products, markets, institutions, partnerships and policies. available digital data, platforms and applications. 4. DEVELOPING SUSTAINABLE DESTINATIONS On the supply side, develop and define (for the market) a range of products aligned with Sri Lanka’s Analysis leading to 4-year attractions. The goal is to ensure that these are strategically developed across the island to encourage TOURISM STRATEGIC PLAN (TSP) longer stays, facilitate visitor movement and spending across all districts, and encourage return visits. This is particularly relevant to the UN SDGs. 5. LIFTING INDUSTRY STANDARDS The analysis highlighted areas of systemic failure that undermine achievement of Tourism Vision 2025. Create mechanisms to support best practices in handling of water, energy and waste; in service and quality control; and in the protection and presentation of wildlife and other environmental, cultural and historical values. The aim is to achieve a reputation for being the best in each class of tourism products rather than servicing only one type of visitor segment (e.g., large group, fixed itinerary travel package Market Institutional Resource Coordination tourists) very well. Failures Failures Failures Failures 6. ENGAGING THE WORKFORCE AND COMMUNITIES Develop the overall capacity of the tourism sector workforce in the public and private sectors. The government has prioritised the human resources (HR) agenda for the country. Greater participation in Six transformational themes are defined in the TSP to help achieve objectives the sector should be encouraged, particularly of women, and tourism training and skills development and address the systemic failures identified. opportunities should be linked to industry sector needs. Local communities should become actively involved. This is particularly relevant to the UN SDGs. Overall, more-effective communication and better relationships should be fostered between tourism stakeholders from relevant management agencies, the private sector, conservation groups, the education sector and communities. Improve Improve Improve institutional performance, market understanding communication across governance & regulations & visitor segmentation marketing channel Each theme above is addressed in a separate chapter of the TSP 2017-2020. There is an overview of the current situation, a set of core strategies to transform tourism, and a set of specific actions to be delivered by 2020. Each of the actions is assigned a lead agency responsible for delivery and relevant partner organisations. A timeframe for Develop & plan destinations; Lift industry identify transformative project Improve implementation and budget estimates are also provided. standards at all opportunities & signature workforce & stakeholder touch points tourism experiences (product engagement definition & diversification) 18 19 Monitoring Strategic Plan Progress Endnotes It is essential that regular progress reports on the TSP be provided to an inter-ministerial committee. The summary 1. Sri Lanka Tourism Development Authority (SLTDA) Annual Statistical Report 2015. below provides a framework for developing a set of indicators against which to measure results during implementation 2. Source: SLTDA. of the Strategic Plan. 3. World Travel & Tourism Council. Transformation 4. Ibid. themes Core strategies Success indicators* 5. The Tourism Area Life Cycle model was developed in 1980 and describes a general picture of the lifecycle of a tourism Improving Revitalise key institutions • Regulations enacted destination or area. Governance & Improve relationships, communication, & coordination • Collaborative memoranda of 6. Several studies have shown that a binding constraint on future economic growth, not just in the tourism sector, is the lack of Regulation understanding signed by SLTDA availability of skilled labour. Reform core legislation & regulations • Actual annual institutional Enable business & investment budget spending 7. Typical 10-day tour itinerary: Airport > Cultural Triangle > Hill Country > National Park > South Coast > Airport. According to tour operators, this conventional route in a clockwise manner is because it showcases the main tourism sites and most visitors ask for Understanding Improve data collection & analysis • Regular reporting their tour to end with relaxing time on the beach. Visitors Monitor success of marketing efforts • Niche segment arrivals 8. Average price per person for 3-hour whale watching group excursion (October 2016) in US$: Greenland ($120), Iceland and New Demonstrate economic value of tourism industry Zealand ($95), Australia ($89), South Africa and San Juan ($85), Madagascar ($78), Sri Lanka ($26). Marketing & Sharpen brand focus • Brand health 9. Average price per person for a non-resident foreigner for daily national park entrance fee (October 2016) in US$: Botswana Communicating • Meetings, incentives, ($120), Tanzania ($80), Kenya ($70), South Africa ($65), Uganda ($40), Costa Rica ($18), Sri Lanka ($15, additional jeep hire, Embrace digital age Effectively conventions and exhibitions held guide, and taxes are charged). Use events & festivals to showcase products • Regional events 10. Reviews on TripAdvisor for whale watching and the Yala National Park experience are overwhelmingly negative, despite the fact Build stronger partnerships that these are potential flagship experiences for visitors to Sri Lanka. Developing Implement integrated geographic planning • Spending per day Sustainable • Room inventory 11. Tourism assets include: cultural, historic, infrastructure, terrestrial, marine, coastal, urban, community and government owned. Define tourism areas & create signature experiences Destinations • Visitor dispersal 12. Baseline statistics and forecasts from SLTDA. Improve access by developing key routes, hubs & • Duration of stay gateways 13. Examples of land use conflicts include environment versus infrastructure projects, fishing versus tourism, and energy versus • New visitor experiences Focus on destination development through tourism. transformative projects Lifting Industry Improve conservation, presentation, & management • International brands Standards of natural & cultural assets • Average occupancy rates Facilitate use of best practices at key touch points • Return visitors Improve visitor information, signage & interpretation Engaging the Develop actively engaged workforce • Sector employment Workforce & Promote employment & career opportunities in • Women employed in sector Communities tourism • Numbers of hospitality schools and students graduating Prioritise lifelong training & development Engage local communities in tourism *: The indicators and their parameters must be clearly defined. Monitoring of many of the indicators needs to be introduced and baselines established. 20 21 Improving Governance and Regulation CHAPTER 1 22 23 A strong, supportive legislative framework and an By law, a fixed proportion of the Tourism Development STRENGTHS effective, efficient institutional framework will form Fund is allocated to each institution without the backbone of Sri Lanka’s effort to move toward consideration of requirements or priorities. • Strong funding and empowerment of national tourism institutions in some areas (e.g., marketing) Tourism Vision 202514. The legislative and institutional • Strong private sector entrepreneurship and institutional framework framework must effectively regulate the tourism sector The distribution under the Constitution of important • Large public land holding and extensive protected natural and cultural heritage areas to maximise sustainability. It must also ensure returns on tourism-related responsibilities among other ministries investment and maximise efficiency by clearly identifying and agencies at the central level and the delegation of the roles of the public and private sectors and providing a substantial but uncertain powers to the provincial and platform for coordination. local levels further compound institutional fragmentation. There is little consultation, coordination or cooperation, Current Context which makes it difficult to get things done. CHALLENGES The institutional framework for tourism in Sri Lanka The national tourism institutions are subject to public • Multiplicity of government agencies with sole or shared responsibilities for important aspects of tourism is fragmented under the existing tourism legislation. service regulations, which poses a challenge to recruiting • Further fragmentation between national, provincial and local levels of government Four separate tourism institutions function under the and retaining the most-qualified, most-capable staff. This • Silo approach within tourism institutions, leading to inefficiency and duplication Ministry of Tourism Development and Christian Affairs: makes it difficult for the organisations to assume their • Inadequate planning, development, regulation, marketing and HR training in the public sector Sri Lanka Tourism Development Authority (SLTDA), Sri core responsibilities effectively and efficiently. Although • Lack of consultation, cooperation and coordination within and between all levels of government Lanka Tourism Promotion Bureau (SLTPB), Sri Lanka the private sector is well organised and entrepreneurial, a and with the private sector Convention Bureau (SLCB), and Sri Lanka Institute for range of serious impediments to business and investment • Impediments to business and investment Tourism and Hotel Management (SLITHM). limit its effectiveness. • Many unregulated tourism businesses that can contribute to risks to safety and reputation FIGURE 3: Current public sector institutional framework for tourism Core Strategies Ministry of Tourism The four core strategies to improve governance and regulation over the next four years are illustrated here. Development & Core Strategies 1 and 2 are short to medium term in nature, and Strategies 3 and 4 are longer term. Christian Affairs IMPROVE GOVERNANCE & REGULATION: CORE STRATEGIES 2017-2020 Sri Lanka Institute 1. REVITALISE KEY INSTITUTIONS Sri Lanka Tourism Sri Lanka Tourism Sri Lanka Tourism for Tourism & Hotel Development Promotion Bureau Convention Bureau Management Authority (SLTDA) (SLTPB) (SLCB) (SLITHM) 2. IMPROVE RELATIONSHIPS, COMMUNICATION AND COORDINATION Main Colombo 3. REFORM CORE LEGISLATION College & Six AND REGULATIONS Provincial Colleges 4. ENABLE BUSINESS AND INVESTMENT Extensive regulatory and structural reforms are needed to: > Revitalise national-level tourism institutions > Enable institutions to meet core responsibilities more effectively and efficiently > Establish a more whole-government consultative, cooperative, coordinated framework for tourism at the central level and with provincial and local governments > Strengthen consultation and cooperation with the private sector > Enable business and investment, especially SMEs 24 TSP 2017-2020 IMPROVING GOVERNANCE AND REGULATION 25 CORE STRATEGY 1.1: Revitalise Key Institutions CORE STRATEGY 1.2: Improve Relationships, Communication and Coordination Institutions Institutions Top-line action involved Timeline Outcomes Top-line action involved Sub-actions Timeline Outcomes 1 Strengthen SLTDA, Sri Lanka Tourism Promotion Tourism Prioritise, More efficient and 4 Improve Identified Govt. Establish interministerial Completed Common whole- Bureau, and Sri Lanka Convention Bureau by Ministry, completed by more cost-effective interministerial Ministries council on tourism chaired by by end 2017 government approach introducing shared functions and cross-functional SLTDA end 2017 institutions and agency the Prime Minister to tourism teams consultation SLTDA, other Sign MoUs for interministerial Completed and ministries and and agency consultation and by mid-2018 2 Raise salaries and improve conditions to recruit and SLTDA Prioritise, Better recruitment, cooperation on agencies cooperation on tourism motivate staff generally completed by motivation, and tourism end 2017 retention of staff Coordinate with Agency for Development 3 Hire professionals with special expertise or SLTDA Prioritise, Better quality of outsource specialist functions for set periods of time completed by outputs and core 5 Strengthen Private sector Advocate formation of national Completed Private sector end 2017 functions consultation associations tourism industry council by end 2017 advocacy and strengthened Note: SLTDA, Sri Lanka Tourism Development Authority. cooperation SLTDA, private Strengthen Tourism Advisory Completed Stronger private sector with private sector Committee by end 2017 involvement in policy sector on and roll out of TSP 1.1 Revitalise Key Institutions coordination on tourism. This council could mediate tourism Sign MoUs for public–private 2017–2020 major national challenges related to conflicting land sector consultation and Division of the national tourism organisation (then or industry use and large-scale investments that affect cooperation on tourism called the Sri Lanka Tourist Board) into four separate the tourism sector. The SLTDA will need to enter into institutions in 2007 has contributed to weakening the SLTDA Set up ombudsman function to Completed Dispute resolution and memoranda of understanding (MoUs) with the relevant resolve disputes and mediate by end 2018 facilitation overall efficiency and effectiveness of the administration authority or department in each of the key line ministries of tourism. Measures are available under the existing Sri Lanka Tourism Make PPP arrangements for Completed Greater cooperation whose jurisdiction affects or is affected by tourism to Promotion marketing by end 2018 between public and Tourism Law to improve overall coordination, output implement and supplement these MoUs15, which will Bureau, private private sectors and working conditions. Actions 1 to 12 are proposed establish the mechanism for consultation, cooperation, sector to enable a more-integrated approach among the four coordination and reporting, and an operational plan for institutions to improve communication, cooperation, addressing key challenges. Sri Lanka efficiency and effectiveness. Convention Mechanisms must also be implemented to strengthen Bureau, private Staff retention and attraction will require strong HR consultation, cooperation and coordination between the sector policies, higher salaries and better employment conditions central, provincial and local governments, especially SLITHM, private PPP arrangements for SLITHM Completed Colleges established at (more information in Chapter 6). To further enhance and on planning and regulation; the SLTDA should enter sector satellite colleges by end 2020 provincial level expand technical capacity, consultants or outsourced into a MoU with each provincial tourist authority or its 6 Strengthen SLTDA, Implement planning measures Completed Provincial planning expertise must be engaged. They must have the skill sets equivalent to formalise these. In parallel with this, the consultation provincial by end 2017 coordinated and necessary to strengthen the institutions and enable them Agency for Development16 should assist with further and councils and Support provincial tourist consistent with TSP to undertake existing responsibilities as well as additional coordination in line with the TSP. Other mechanisms cooperation tourist bureaus, bureaus in functioning as 2017–2020 responsibilities required to implement the TSP. to support this coordination include the Tourism Task on tourism Tourism Task destination management between Force organisations Force, forums, and planning and regulatory measures. central, 1.2 Improve relationships, provincial, Implement forums and MoUs Completed Tourism destination by end 2018 management improved communication and coordination A similar collaborative structure is required for coordination and local in the private sector. The creation of a national tourism between stakeholders governments industry council with representation from each of the eight Given the fragmented institutional structure, effective private sector tourism organisations and with a mechanism mechanisms must be established to achieve the whole- to receive input from the four national chambers of Institute regulatory measures Completed Provincial statutes and government and public–private partnership (PPP) commerce relevant to tourism will allow for a unified voice by end 2019 regulation uniform approaches required for a successful tourism sector. to represent private sector interests and will streamline and consistent with These must transcend politics and personalities and be national laws and coordination with government institutions (Figure 4). formalised as much as possible using proven mechanisms policies within and between each level of government and Other mechanisms to strengthen the PPP approach Note: SLTDA, Sri Lanka Tourism Development Authority; SLITHM, Sri Lanka Institute for Tourism and Hotel Management; MoU, memorandum of between the public and private sectors. understanding; PPP, public–private partnership. include the Tourism Advisory Committee, Tourism Task Force, PPP arrangements for marketing and the SLITHM At the central level, an Inter-ministerial Council satellite colleges, an ombudsman function within SLTDA, chaired by the Prime Minister could facilitate high-level and MoUs with the relevant bodies. 26 TSP 2017-2020 IMPROVING GOVERNANCE AND REGULATION 27 FIGURE 4: Proposed Private Sector Institutional Sector for Tourism CORE STRATEGY 1.3: Reform Core Legislation and Regulations Top-line action Institutions involved Sub-actions Timeline Outcomes 7 Complete SLTDA Ministry of Tourism, Gazette appropriate Completed by Clear and National Tourism Industry Council registration and SLTDA tourism regulations end 2017 transparent licensing system regulations 8 Sharing economy, SLTDA, provincial Review regulations Completed by Clear guidelines appropriate light- councils, provincial and develop codes end 2018 in place for touch regulation tourist bureaus, digital of conduct to self- regulating sharing marketing platforms, regulate key sectors economy services consultants or problems 9 Monitor and provide SLTDA, consultants Each new draft 2017–2020 Better legal and THASL SLAITO TAASL ASMET NTGA CTGLA CHSGA SLAPCEO input into draft laws cross-cutting law institutional including constitution, requires attention framework for tax, land, investment, tourism investment public–private and businesses partnerships CCC NCCSL ECCSL AMCHAM Note: SLTDA, Sri Lanka Tourism Development Authority. ƒ The Hotels Association of Sri Lanka (THASL) 1.4 Enable Business which licensing and registration requirements are unclear or unnecessary (e.g., sharing economy). Mainstreaming ƒ Sri Lanka Association of Inbound Tour Operators (SLAITO) and Investment the “informal sector” will facilitate financing; promote ƒ Travel Agents Association of Sri Lanka (TAASL) The impediments to business and investment, both innovation, product development and investment; and ƒ Association of Small and Medium Enterprises in Tourism Sri Lanka (ASMET) foreign and domestic, in Sri Lanka are well documented. increase consumer confidence. ƒ National Tour Guides Association (NTGA) The government, together with development partners, ƒ Chauffeur Tourist Guides Lecturers Association (CTGLA) has commenced a wide-ranging programme to improve Mainstreaming the “informal sector” is a high but ƒ Ceylon Hotel School Graduates Association (CHSGA) the investment and business climate across all sectors. challenging priority, and a number of actions are proposed ƒ Sri Lanka Association of Professional Conference, Exhibition & Event Organisers (SLAPCEO) Each part of this reform process must provide for to address the realities of this in practical and immediately ƒ The Ceylon Chamber of Commerce (CCC) improvements in the tourism sector and address the attainable ways in a variety of regulatory areas. ƒ The National Chamber of Commerce of Sri Lanka (NCCSL) key constraints preventing development of business ƒ European Chamber of Commerce of Sri Lanka (ECCSL) and investment in the sector. Regulations related to Problems relating to land are also a serious impediment ƒ The American Chamber of Commerce in Sri Lanka (AmCham) sustainable development and human resources are to business and investment and, again, are pending important but are not covered here. wider, longer-term reforms for the whole economy and are beyond the scope of this TSP. What is broadly categorised as the “informal sector” 1.3 Reform Core Legislation assistance and authenticity are difficult to regulate but needs to be reviewed and better defined to address the Taxation and investment regulations and requirements are becoming more important than physical facilities. and Regulations Consumers increasingly rely on reviews on sites such as challenges that businesses face and introduce measures are the fundamental methods of facilitating or impeding There are limitations to what can be achieved without TripAdvisor and social media to research, choose and to mainstream more unregistered establishments. A basic business and investment. Although economy-wide comprehensive legislative and regulatory reforms. Within book accommodations, transportation and other services, approach is outlined in Table 1, but formal definitions reforms are being developed, the actions below will the current operating context, enactment of new tourism and ignore traditional registration, licensing, star ratings, with clear thresholds should be introduced. address immediately achievable goals and ensure that legislation and gazettal of regulations is critical. and the like. Sri Lanka should take advantage of this new the special challenges and needs of tourism are properly paradigm. Having a large and growing proportion of tourism service addressed in the overall reforms. The SLTDA registration and licensing system requires providers that are not registered with the SLTDA is a regulations on each relevant tourism activity. Drafts The legal and institutional framework in Sri Lanka standards and compliance risk for all stakeholders, Lastly, the actions in this section and the TSP generally of these regulations have been written, and only those is undergoing extensive review at the national level including visitors, intermediaries, the authorities, and complement and take advantage of the Agency for relating to tourist hotels were gazetted in 2016. (envisaged through a constitutional change). Further informal sector providers themselves. This includes Development initiative, not only by providing a practical legislative changes are expected through the TSP and activities that the SLTDA or provincial council clearly national policy for the tourism sector, but also by Under international best practices, many problems may involve the direction and control of other ministries require to be registered or licensed and activities for identifying and supporting critical catalytic projects. can be resolved through self-regulatory codes of and agencies. It is essential that these changes be closely conduct. Some quality challenges can be addressed monitored through the MoUs and other mechanisms, and more directly and effectively through digital and social that expert input be provided to ensure they properly media than through regulations in a service industry like address problems in the tourism sector and produce tourism. Honesty, courtesy, helpfulness, friendliness, better outcomes for the sector. 28 TSP 2017-2020 IMPROVING GOVERNANCE AND REGULATION 29 TABLE 1: Basic Approach to Categorising “Informal Sector” Endnotes Type Description Opportunity 14. A detailed report ‘Review of Legal and Institutional Framework of the Tourism Sector’ (2016) provides a more comprehensive analysis and further information. Traditional Showcase traditional Sri Lankan village life in rural Can be developed as a unique homestay settings, linked to agro- and coastal community tourism. experience for Sri Lanka in line with the 15. There are at least 18 ministries and 32 related departments involved in the tourism sector. Roots Philosophy. 16. The government has proposed that the Agency for Development oversee, coordinate, and direct national economic policies for Informal sector Original concept of Airbnb, with homeowners leasing Income earner or supplementary three years and initiate critical projects, including tourism initiatives spare capacity. income earner, direct earnings to small Regulation of Airbnb services is undergoing reform entrepreneurs, can empower households. globally, and Sri Lanka should adapt accordingly. Codes of conduct, accreditation schemes, and spot inspections can help maintain standards and ensure safety. Unregistered These businesses are not registered with the SLTDA, Such businesses should be encouraged businesses but some may have local trade licenses and business to register by enhancing value of SLTDA registration. Businesses meeting earning thresholds should registration with training and incentive register, although they may face challenges in registering, programmes, moratorium on back taxes, such as: lack of awareness, complexity of process, limited online registration, etc. categories of registration, need for land permit. Registered Businesses registered with SLTDA. Commonly referred businesses to as “formal sector.” Note: SLTDA, Sri Lanka Tourism Development Authority. CORE STRATEGY 1.4: Enable Business and Investment Institutions Top-line action involved Sub-actions Timeline Outcomes 10 Mainstream the SLTDA Define categories in “informal Completed Better regulation of “informal sector” sector” in new legislation by mid 2017 informal service providers Ministry of Explore options of a Completed New business and Finance, moratorium on back taxes for by end 2017 investment facilitated; SLTDA first registration high numbers of SLTDA Allow land permits to be Completed firms registered with sufficient evidence of title for by end 2018 greater compliance and registration consumer confidence and protection SLTDA, Streamline process of Completed LCG converting land permits by end 2018 and implement interim workarounds SLTDA, Streamline conversion of land Completed LCG permits to leasehold titles by end 2020 SLTDA Provide for provisional 2017–2020 registration and licensing 11 Land-related actions SLTDA, Review tender and lease 2017–2020 Greater private sector consultants documentation for tourism investment projects in defined tourism zones 12 Taxation and MOIP, Include tourism as a key sector 2017–2019 investment related SLTDA with appropriate provisions in actions the proposed public–private partnership laws Develop new system of tourism incentives for national tax authority to apply to new and expansion investments Note: SLTDA, Sri Lanka Tourism Development Authority. 30 TSP 2017-2020 IMPROVING GOVERNANCE AND REGULATION 31 Understanding Visitors CHAPTER 2 32 33 A thorough understanding of tourism demand is visitors, but the sample size and survey format are FIGURE 5: Visitor Segmentation Model the foundation of effective marketing strategies, inadequate to provide reliable estimates to: communications and product development. This includes an understanding of international and domestic > Identify high-yield source markets MAINSTREAM NICHE visitors, key niche interest groups, and visitors to > Identify and profile current and potential niche MARKET SEGMENTS MARKET SEGMENTS particular regions and key sites. For different visitor markets and experiences segments, it is important to appreciate: > Develop robust estimates and forecasts of tourism spending > Their motivations and the experiences they want > Allow meaningful regional and attraction-level (e.g., why they travel, what the key attractors are, analysis what they want to see and do) INTERNATIONAL DOMESTIC MARKET SOURCE MARKETS > Travel and accommodation patterns (e.g., how In addition, the survey is not rigorous enough in terms they travel, where and how long they stay) of sampling, implementation, question design and VISITOR > Information sources (e.g., how they obtain, use weighting to provide reliable estimates and forecasts SEGMENTATION and share information) of tourism spending and yield according to geographic MODEL > Expenditure (e.g., how much they spend, on what source market. This has implications for the industry’s and where) ability to formulate focused market and product > Levels of satisfaction with the elements of their trip development strategies. (e.g., accommodations, services, nature, culture) > Means of booking (e.g., direct online, direct with There is very little data on domestic tourism, Although the limited data available have gaps and shortcomings, they have been used to develop an interim VSM; Box 1 supplier, online travel platform, traditional travel from domestic visitor numbers to profiling. Based has a summary of the methodology and data sources used. agent, and independent traveller with minimal pre- on feedback from government and private sector bookings) stakeholders during preparation of the TSP, the domestic market appears to be growing. Current To validate findings and understand the tourism industry observations regarding domestic visitors are largely BOX 1: INTERIM VISITOR SEGMENTATION MODEL (VSM) METHODOLOGY17 trajectory, it is also important to contextualise any anecdotal; their spending patterns and visit choices market segmentation analysis with consideration of: have not been statistically established or validated. (I) CURRENT INTERNATIONAL VISITOR DATA ƒ International tourist arrivals to Sri Lanka, accommodation statistics, foreign exchange earnings, and flight > Global trends in travel motivations, expectations, The present estimates of the economic value of and data from the Sri Lanka Tourism Development Authority (SLTDA) best practices and technology, and how they affect employment in the tourism sector have been based ƒ Survey of Departing Foreign Tourists from the SLTDA, which profiles the characteristics, travel behaviour, major source markets and niche interest groups on direct economic value and do not include secondary and satisfaction levels of more than 5,000 international tourists and includes departure card information > Global trends in accommodations, tours, impacts throughout the economy and the value chains ƒ Private sector data from Airbnb, Amadeus and the consultation process attractions and events, which will affect visitor associated with tourism consumption. The lack of ƒ Digital information from TripAdvisor expectations and the competitiveness of Sri Lanka’s reliable data on economic linkages is a key constraint to tourism industry estimating the true economic value of the industry and (II) SUPPLY-LED DESTINATION ANALYSIS > The marketing and product strategies and underestimates its ability to generate employment and ƒ Destination attributes, current offerings and infrastructure strengths to identify the types of source development of competitor destinations, which provide livelihoods. Furthermore, the estimates do not markets, mainstream segments and niche markets that Sri Lanka is currently servicing and those that Sri offer insights into success factors and how Sri Lanka meet the international standards encompassed in the Lanka would be well placed to cater to can develop a competitive edge tourism satellite accounting methodology. (III) COMPARATIVE DESTINATION ANALYSIS ƒ Examining global trends in similar destinations to identify high-growth, high-yield markets Current Context Visitor Segmentation Model The tourism research currently available for Sri Lanka (VSM) After analysis of quantitative and qualitative information, the model emphasised the following key variables is wide ranging and provides a basic overview, but The basis of tourism strategy is market segmentation for selection of priority markets: weighted average spending per day in package and non-package segments, there is no clear segmentation model to inform the and must be based on reliable data and research. arrivals’ share of source markets, annualised growth from 2012 to 2015 for source markets, and average tourism planning and strategy formulation process. The current context warrants developing a robust stay. To use tourism assets more efficiently, three source markets in addition to the 22 priority markets were Although the SLTPB has identified 22 priority markets, VSM following international best practices that lays identified based on season of arrival. marketing activities within them are not targeted. More the foundation for effective marketing strategies, work is necessary to develop a well-designed strategic communications and product development. The four marketing and product development approach. components of a VSM are international source markets, mainstream market segments, niche market segments A summary of the analysis based on the interim VSM is provided below. The SLTDA’s annual Survey of Departing Foreign and the domestic market (Figure 5). Tourists provides a foundation for profiling international 34 TSP 2017-2020 UNDERSTANDING VISITORS 35 INTERNATIONAL SOURCE MARKETS continued to contribute, with high annual growth rates. FIGURE 7: Source markets according to size, growth and spending Criteria for identifying and categorising priority source Figure 7 maps the main source markets based on their markets may include spending, growth in arrivals, market significance in the current mix, annual growth rates from 10 India China size and other seasonal factors. 2012 to 2015, and spending per day. 9 U.K. Sri Lanka attracts a diverse mix of tourists (Figure 6). Travel trends to Sri Lanka are seasonal. Six months of 8 The top 10 markets, accounting for 66% of total arrivals, the year have higher visitor levels; January, February, 7 March, July, August, and December are considered the Arrivals share (percent) are India, China, the United Kingdom, Germany, the Germany Maldives, France, Australia, Russia, the United States, high season (Graph 4). Better targeting could help use 6 and Japan. India, China, the United Kingdom, Germany, tourism assets more efficiently by taking into account Middle East and France account for 50% of total arrivals. Reflecting seasonality. 5 France the influence of these countries, Western Europe is the 4 largest regional source market (31%), followed by South Accordingly, based on the interim VSM, 10 priority Australia Russia Asia (26%) and East Asia (20%). markets have been identified as appropriate for a 3 Scandinavia Benelux U.S.A. targeted approach: United Kingdom, China, Germany, 2 Canada Japan Arrivals from the main source markets grew at reasonably France, United States, India, Russia, Canada, Middle East, Malaysia high rates in the last three years. Annualised growth and Australia. Three other markets have been identified Switzerland Italy 1 Ukraine rates for the top 10 source markets were in double digits to address seasonality, which will help exploit assets during this period, except in the case of the United States more efficiently during low seasons: India, Malaysia, and 0 and Australia. Large markets such as China and India South Korea (Table 2). 0 5 10 15 20 25 30 35 Annual growth 2012–15 (percent) Source: Sri Lanka Tourism Development Authority Annual Reports and Survey of Departing Tourists FIGURE 6: Arrivals share by source market 2015 20 18 FIGURE 8: Seasonality of Arrivals 2014-15 16 250 14 Percent of total 12 10 200 8 6 4 150 2 Index 0 India China Germany Maldives France Australia Russia U.S.A. Japan Canada Netherlands Pakistan Italy Ukraine Indonesia Malaysia Switzerland Sweden Singapore Spain Czech Republic Denmark Korea (South) Austria Bangladesh Poland Belgium Norway Philippines Thailand New Zealand Nepal Taiwan South Africa Finland U.K. 100 50 Source: Sri Lanka Tourism Development Authority Annual Reports 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Germany Malaysia India U.K. France Seasonality index (average 2014–15) Middle East Russia South Korea China Source: Sri Lanka Tourism Development Authority Annual Report 36 TSP 2017-2020 UNDERSTANDING VISITORS 37 TABLE 2: Priority and Seasonal Travellers from the Interim Visitor Segmentation Analysis Category Markets1,4 Attributes and Considerations Priority United Kingdom, China, • Double-digit annual growth from 2012–2015 except Australia Germany, France, United and Canada States, India2, Russia3, • Traditionally large markets accounting for more than 2% of total Canada, Middle East, arrivals to Sri Lanka Australia - Longer-than-average stay except China and India - United Kingdom and United States are influencer markets - To consider: Effect of Brexit in United Kingdom; oil price slump in Saudi Arabia; economic hardship in Russia; aftermath of U.S. presidential election Seasonal India, Malaysia, South • Sizeable source markets Korea • Seasonal patterns could help better use tourism assets (India peaks in May, October, December; Malaysia in June, December; South Korea in January, May, October) Notes: Less emphasis was placed on spending because of lack of reliable data. This list should be revisited annually to review global and source-specific trends. Although India is identified as a priority market, the relative value addition of this market should be further examined. An alternative ranking system generated through the segmentation model revealed that, because of low spending and short average stay, India’s significance in the overall ranking is low, although lack of spending data could have had a distorting effect on this finding. The Indian market could be important in managing tourism assets efficiently during low seasons. Indian states and travellers could be better targeted with more comprehensive, better-quality data. Russia was included in the priority segment based on historical data despite year-to-date double-digit contraction in 2016. This reflects the expectation of economic recovery in Russia in 2017 and beyond (International Monetary Fund World Economic Outlook, October 2016 Edition). CASE STUDY 1: THE CHINESE MARKET Many countries see China as a low-yield, short-stay market. To achieve Tourism Vision 2025’s goal of attracting high-value visitors, the approach to China needs to change. There is a growing middle- and upper-income market in China that is prepared to pay for special experiences — the type of experiences that Sri Lanka can deliver. For instance, Chinese weddings and honeymoons in Sri Lanka are growing. Chinese travellers are diverse. Based on an analysis of income and travel spending by the World Travel & Tourism Council and Oxford Economics, household income of close to US$20,000 is the threshold at which Chinese households can afford outbound leisure travel. Households earning US$35,000 annually find international travel more affordable and can take longer trips. When traveling abroad, many Chinese tourists are willing to pay a premium for accommodations, dining and shopping. For the higher-end market segments, recent Chinese travel trends show that cruises, safaris and adventure travel are becoming increasingly popular. China has a fast-growing population of well-travelled high spenders looking for new experiences. A Boston Consulting Group study (2013) showed that, from 2012 to 2030, three segments of the outbound leisure market will grow fastest: young “affluents” (aged 18 to 30), senior professionals (aged 45 to 55 not traveling with an organised tour group), and small groups of families and friends (aged 30 to 45, also not traveling with an organised tour group). By 2030, these segments combined will account for an additional 100 million annual trips and US$340 billion in annual spending. This is different from the past, when mass-market travellers in organised tour groups accounted for most outbound leisure travellers. It indicates potential opportunities for independent consumption that offer niche and higher-end products and tend to attract more-experienced travellers. 38 TSP 2017-2020 UNDERSTANDING VISITORS 39 Visits of friends and family are on the rise, driven NICHE EXPERIENCE SEGMENTS > They are growing market segments globally DOMESTIC MARKET mainly by the Sri Lankan diaspora living overseas. To strengthen Sri Lanka’s competitive advantage, to > They have a higher yield than the mainstream Data on domestic tourism are limited, but SLTDA From 2011 to 2015, visits by families and friends expand the total tourism capacity of Sri Lanka, and to segments estimates there are approximately 6 million domestic increased at a 60% annual rate, compared with 15% for distribute the benefits of tourism more widely, niche travellers annually. Based on feedback during the the pleasure and vacation category during the same market segments should be developed. There are many The MICE market in Sri Lanka is still in its infancy consultation process from government and private period. Consequently, the significance of the family and niche market segments that could be suitable for Sri because of the lack of conference and convention sector stakeholders, the domestic market is seen to be friends category for total arrivals more than tripled to 26% Lanka, but information on these is scarce, and further facilities (beyond small to medium facilities), the limited growing. Domestic travellers generally travel in groups, in 2015, thanks to the surge in arrivals from India, the research must be completed before major marketing and entertainment activities in Colombo and urban areas to and most interest comes from families during school United Kingdom, the Middle East, Germany, Australia, product development decisions can be made. occupy the leisure time of MICE-related visitors, and or annual holidays. The most-popular destinations are the United States, and Russia. This category is expected the lack of an incentive market, and is thus considered historic and religious sites (e.g., Kataragama), followed to contribute to strong tourism growth during the period Based on data from the Survey of Departing Foreign niche. It is an important segment because the seasons at by wildlife and beach sites. In the southern coastal belt, of the TSP (Figure 9). Tourists 2015, desk research, and the consultation home or in the countries they visit do not motivate MICE it is estimated that three of five households depend process, it is recommended that the following 10 niche and business travellers, which can help address seasonal on tourism. Anecdotally, the predominant concerns of MAINSTREAM EXPERIENCE SEGMENTS market segments for international visitors be considered: fluctuations19. It is useful to understand the correlation the domestic visitor are transportation (train and bus The Survey of Departing Foreign Tourists 2015 indicates between the categories of experience and the most- services) and facilities (changing rooms, toilets, places that most international visitors to Sri Lanka are engaging > Health and wellbeing relevant source market or market segment (Table 3). to eat and relax). in mainstream activities, which are broadly categorised > Pilgrimages as sun and beach, historical and cultural sites, and > Bird watching (avitourism) wildlife viewing. > Whale and dolphin watching TABLE 3: Experiential Categories and Most Relevant Source Markets > Surfing and kite surfing These segments encompass the core activities that many Mainstream & niche categories Most-relevant source markets and market segments > SCUBA diving visitors participate in in Sri Lanka. Sun and beach is by > Cuisine Sun and beach United Kingdom, China, Germany, France, United States, India, Russia, Canada far the most-popular mainstream activity18 but is not > Meetings, incentives, conventions, exhibitions Historical and cultural sites United Kingdom, China, Germany, France, United States, Australia, Malaysia always a high-yield market. There is great potential for (MICE) Wildlife interaction United Kingdom (62%), France (52%), Australia (52%), Canada (47%), Germany these mainstream experiences to be better managed to > Weddings (46%), Russia (41%), United States (39%), China (35%) generate higher value and long-term sustainability. > Cruises Health and wellbeing Middle East (31%), United Kingdom (18%), Germany (16%), France (16%), Canada (14%) The SLTPB has focused on these mainstream segments These niche markets have been selected for the Pilgrimage India, China, United States, Canada and made some targeted but ad hoc efforts to develop following reasons: Bird watching niche segments (e.g., health and wellbeing, tea, sports > There are already significant tourism activity and Avitourism and marine tourism consumers in all markets Whale and dolphin watching events, weddings), which spreads the focus too broadly products centred on these experiences and does not allow for targeted strategic marketing. Surfing and kite surfing Soft adventure sports fans of all ages > Sri Lanka has the natural attributes and Furthermore, the SLTDA does not adequately use infrastructure to further develop these experiences SCUBA diving Younger individuals [<35] in all markets existing market research and visitor profiling in regional > People are willing to travel a long way for these Cuisine United Kingdom, United States, Australia, China planning and destination development. experiences Meetings, incentives, India, Middle East; Europe for incentive segment conventions, exhibitions Weddings India, United Kingdom FIGURE 9: Growth in visiting family and friends (2011-2015) Cruises Older individuals [≥50]; Europe, United States Notes: The percentage of tourists engaged in the identified niche category from the relevant source market according to the Survey of Departing Foreign Family and friends Tourists 2015 is shown in parentheses. Other niche segments are not identified and polled in the survey and are based on general market intelligence. 500,000 30.00 India 450,000 Germany 400,000 25.00 Canada 350,000 U.K. Arrivals 300,000 20.00 250,000 Australia 200,000 15.00 Others 150,000 Middle East 100,000 10.00 U.S.A. 50,000 Share of – 5.00 total arrivals 2011 2012 2013 2014 2015 Source: Sri Lanka Tourism Development Authority 40 TSP 2017-2020 UNDERSTANDING VISITORS 41 Core Strategies domestic visitor survey should be implemented. By continuously collecting data, it will be possible The domestic visitor survey would also help capture to develop and validate a reliable VSM that informs The strategies set out below have been identified as priorities for the next four years to facilitate movement toward outbound tourism trends and help with seasonal purchasing and spending behaviour for niche market Tourism Vision 2025. They have been selected because they address the highest-risk areas in terms of misdirected planning. segments. This will guide strategic marketing efforts and investment and spending on marketing and product development; setting unrealistic targets for growth; and feed into the VSM. The VSM is only as good as the data it inaccurate forecasting of visitor numbers, revenue, and employment. There is a wealth of information in the immigration is fed. Using the data currently available, an interim VSM data collected through the e-visa system. Subject has been developed, as mentioned above. It is intended Obtaining reliable data and comprehensive analysis by implementing the actions listed below will empower decision- to confidentiality agreements and as done in other that, once one year’s research and analysis is complete, making for sustainable and competitive product development and marketing countries, this data can be analysed to better understand the interim model will be validated and further refined or visitors to Sri Lanka. re-evaluated. UNDERSTANDING VISITORS: CORE STRATEGIES 2017-2020 CORE STRATEGY 2.1: Actions for Achieving Robust Data Collection and Analysis 1. ACHIEVING ROBUST DATA COLLECTION AND ANALYSIS Lead agency and Actions partners Timeframe Outcomes 13 Strengthen SLTDA research team and transition to setting Tourism Ministry Priority in Improved up a dedicated tourism research unit for data collation, SLTDA Q1 2017 data analysis and dissemination. SLTDA to encourage university collection 2. MONITORING SUCCESS OF MARKETING EFFORTS and other academic research and help to publicise. and 14 Enhance current face-to-face Survey of Departing SLTDA Priority in analysis Foreign Tourists at the airport with additional and more Q1 2017 leading detailed questions. to more 3. DEMONSTRATING ECONOMIC efficient 15 Implement international visitor survey online to SLTDA 2017 VALUE OF TOURISM INDUSTRY marketing complement enhanced airport survey (Action 14) and Development ongoing spending increase sample size of survey to at least 30,000. partner and higher 16 Comprehensive analysis of immigration data for visitor SLTDA 2017 visitor trends Immigration ongoing numbers Department in targeted 2.1 Achieving Robust Data occupancy rates, length of stay, hotel construction costs, 17 Design and implement domestic visitor survey of Sri SLTDA Priority markets labour costs) for continuous benchmarking. Lankan residents using online and face-to-face data Development in 2017, and Collection and Analysis collection at various touch points and in collaboration with partner ongoing segments. Collection and analysis of data requires a full-time In the interim, certain research actions could be local university University dedicated research unit within the SLTDA with several initiated immediately by leveraging partnerships to 18 Purchase relevant international market research studies, SLTDA Priority qualified staff and a contemporary research agenda obtain and purchase data from global and regional data and annual subscriptions for market-specific in 2017, coupled with effective communication of research travel experts. Tourism institutions, industry partners information to understand consumer trends and key ongoing findings to guide SLTDA and the tourism industry. The outbound markets and other stakeholders can use these findings to aid existing team can be strengthened for this purpose and decision-making about marketing strategies and product 19 Develop niche market profiles using data from the from SLTDA 2017 then transitioned into a distinct unit. Competencies in development and to lift industry standards. the redesigned Survey of Departing Foreign Tourists, SLTPB the unit should focus on analytics that inform strategic online international visitor survey and other sources SLCB planning. Through this unit, the SLTDA must actively SHORT-TERM ACTIONS 20 Once above actions are implemented, validate and refine SLTDA 2018 encourage academic research on the tourism industry The current face-to-face Survey of Departing Foreign interim VSM used in TSP and develop reliable VSM. SLTPB and publicise papers and findings on its website. Develop criteria for identifying and categorising priority SLCB Tourists conducted at the Bandaranaike International source markets Airport should be enhanced to provide richer Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau; VSM, Visitor The first priority of this research unit would be to information for market segmentation purposes. Segmentation Model conduct market intelligence reporting and begin to Additional questions are required to expand ‘travel validate visitor survey data. It would work alongside purpose’ responses to include key niche market industry partners to survey, analyse and publish findings experiences, ‘travel spend’ responses to understand from this research regularly. The research would expenditure, and ‘green preferences’, which will reflect encompass details of visitor travel habits, spending, the ‘economic value’ of ecotourism and sustainability and booking and information-gathering methods of practices, etc. the various source markets. The unit could maintain a database of local industry and competitor country To create sustainable research models, an online indicators (e.g., spending, marketing budgets, hotel international visitor survey and multi-channel 42 TSP 2017-2020 UNDERSTANDING VISITORS 43 2.2 Monitor Return on for or intention to visit Sri Lanka would need to be asked 2.3 Demonstrate Economic To complement the TSA work with more granular about their motivations and the types of experiences details, a tourism value chain analysis and mapping Marketing Efforts they are seeking plus barriers to travel. Value of Tourism Industry exercise should be conducted. It would help Research must be conducted to monitor the success of Reliable data need to be collected from international understand the grassroots trickle-down effect of the ongoing marketing efforts and be constantly adapted if ONLINE SOURCES OF INFORMATION and domestic tourists to estimate and forecast tourism tourism industry and highlight opportunities for further required. Success of the marketing strategy is measured Technology can be harnessed to monitor the take- revenues and jobs. This will more accurately estimate the value addition. in terms of boosting awareness and the appeal of Sri up and response by consumers, especially tracking total contribution of the tourism sector to the country’s Lanka in line with Tourism Vision 2025, and it must websites, social media and online platforms. Online economy through a tourism satellite account (TSA), In addition, the provincial and local government be tracked through continuous consumer research tools (e.g., Google Analytics) and online review which will provide data on revenues from international network can be used to conduct regional visitor and of travellers in the key source markets. The following platforms (e.g., Review Pro, Local Measure) can be and domestic tourists, jobs attributable to tourism, business surveys, which would collect information at research methodologies can be used to track Sri Lanka’s used to access consumer reviews of accommodations, tourism as a percentage of gross domestic product, and a regional level about the appeal of the destination, brand as a global travel destination. tours and restaurants. They provide a dashboard of tourism exports and imports. The TSA: visitor spending, business seasonality, visitor consumer reviews (Google and Facebook reviews and satisfaction (e.g., with accommodations, access and BRAND HEALTH RESEARCH travel booking and review websites) to gauge standards > Provides credible data on the effect of tourism transportation, information services, attractions, This research measures the degree to which international and visitor satisfaction. The SLTDA can consider forging and associated employment, and on the country’s restaurants and cafes, shopping, safety and security), travellers seek different holiday experiences and then commercial arrangements with online platforms balance of payments and reasons for satisfaction or dissatisfaction. Such ascertains the extent to which Sri Lanka is perceived as (e.g., Google, TripAdvisor) to analyse their search data > Provides information on tourism human resource information can be used to monitor and improve quality offering these experiences. This research will assist in and provide traveller search trends such as rankings characteristics and service standards, which will help Sri Lanka become identifying the current perceived strengths and areas in of Sri Lanka relative to other destinations in terms of > Provides information on consumption, investments a high-value destination. which more marketing or product development needs to holiday search data. Beacon technology is a tool to and taxes that tourism generates be undertaken. Such surveys should be repeated every provide information, recommendations and on-the-spot > Is a powerful instrument for designing appropriate In collaboration with the private sector, the government two to three years to assess whether the brand image of marketing offers to visitors at specific locations such policy must conduct employment surveys to identify human Sri Lanka has shifted in the source markets. as airports and attraction sites while collating data for > Is based on international standards, which makes it resource gaps and forecast workforce-related industry visitor profiling. easier to compare and benchmark with other countries trends (Chapter 6). BRAND TRACKING RESEARCH This is needed to track international travellers’ All this brand monitoring is important as Sri Lanka preference for and intention to visit Sri Lanka. A large CORE STRATEGY 2.3: Actions to Improve the Measurement of the Economic Value of Tourism Industry transitions from being known as a cheaper destination online sample would be needed to do so, but only a small to a higher-value destination that offers specialist niche Lead agency percentage of the source markets who have a preference experiences. Actions and partners Timeframe Outcomes 26 Expand questions on expenditure and niche experiences SLTDA Priority in Improve data in international and domestic visitor surveys (see Actions Q1 2017 quality and use CORE STRATEGY 2.2: Actions to Monitor Success of Marketing Efforts 14,15 and 17), which will provide reliable data for use in to disseminate tourism revenue and demand estimates and forecasts and more-accurate Lead agency data that can be used to build a tourism satellite account. economic Actions and partners Timeframe Outcomes 27 Develop a tourism satellite account for Sri Lanka SLTDA, 2018 information 21 Undertake online consumer research in key source SLTPB 2017 ongoing Greater about tourism consultant markets to track brand health and brand research. efficiency and targeting 28 Conduct a tourism value chain analysis and mapping SLTDA, 2017 22 Implement regular website and social media SLTDA 2017 ongoing of marketing exercise university monitoring to gauge success of digital marketing SLTPB efforts. spend 29 Develop and implement regional visitor and business SLTDA, Other 2018 surveys in partnership with provincial and local government ongoing 23 Use online review platforms to access online SLTDA 2017 ongoing governments; potential support from development partners departments dashboard of consumer reviews to gauge standards SLTPB and visitor satisfaction. 30 Develop and implement workforce employment surveys in SLTDA 2018 collaboration with private sector Private sector ongoing 24 Evaluate and contract online platforms to analyse SLTDA 2017 ongoing their search data to understand traveller search trends SLTPB Note: SLTDA, Sri Lanka Tourism Development Authority. relevant to Sri Lanka. 25 Consider using beacon technology to communicate SLTDA 2017 ongoing with visitors in country using a mobile app for SLTPB Endnotes marketing and visitor profiling. Beacons will need Other government 17. Marketing Supplementary Paper 1 (2016) provides additional information. to be installed at high-traffic tourist locations (e.g., departments 18. The sun and beach segment is the mainstream experience segment for the selected priority markets. According to the Departing airports, attractions). Foreign Tourists Survey, in 2015, travellers identified sun and beach as their first choice, with a range from 61% for India (lowest) Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau. to 86% for Russia (highest). 19. According to World Travel Monitor, the number of MICE trips globally had increased by 6% to 94 million trips in 2015 from 88.1 million in 2014. The incentive sector tops the list of growth, at 61%, followed by the convention sector at 44%. Bali is the largest incentive tourist destination. 44 TSP 2017-2020 UNDERSTANDING VISITORS 45 Marketing and Communicating Effectively CHAPTER 3 46 47 Sri Lanka’s image as a tourist destination needs to change. To achieve Tourism Vision 2025 and work toward the UN SDGs, destination marketing encompassing Sri Lanka’s Roots Philosophy must be used. Without a change in marketing VISION, MISSION, PHILOSOPHY, OBJECTIVES, PRINCIPLES approach, Sri Lanka will not be able to move to higher-yield niche markets. Tourism marketing needs to be more focused, inclusive, and tailored to address specific consumer needs. Current Context MARKETING STRATEGY STRENGTHS • Asia’s travel growth is the highest it has ever been, and Sri Lanka is strategically placed in the region alongside growing source markets; it has the ability to attract people already travelling RESEARCH within the region. Brand health & tracking, data & indicator trends, visitor segmentation & insights, competitor destination trends, • Perceptions of Sri Lanka as a tourism destination are largely positive albeit not widespread. brand equity study & key drivers, journey mapping • Sri Lanka is well positioned to be marketed as an authentic destination for experiential travel, including high-value, nature-based, culturally rich tourism. • Sri Lanka fills a niche in high-value destinations. BRAND DEVELOPMENT ƒ Define brand, position values, personality, target consumer values, proposition ƒ Brand comprises brand identity (logo), brand architecture (extension), value proposition (tagline), and brand guidelines covering all touch points CHALLENGES ƒ Resources required: internal team to define brand strategy, external contract or outsourced agency for brand identify development • Absence of a holistic approach to marketing and communications from overarching policy to strategic planning. • Absence of quality-driven, professional, digitally savvy strategic activity plans. • SLTPB focuses on limited low-return marketing activities, namely conventional methodologies such as trade shows, consumer shows and above-the-line advertising. MARKET DEVELOPMENT • SLTPB marketing and communications activities have not been trend conscious and dynamic in ƒ Formulate development plans and strategy for current markets: mainstream markets, source markets, response to market requirements. domestic market • SLTPB is faced with challenges in implementing and executing due to capability, competence and ƒ Formulate development plans and strategy for new markets: niche markets ƒ Consider sales channel development because of global trends toward greater independent travel and less experience limitations of staff. use of intermediaries • Perceptions exist of Sri Lanka as a country that is still at war and therefore unsafe. ƒ Use of channels to reach these identified markets (conventional above-the-line and below-the-line, digital, public relations, staging) ƒ Resources required: internal team to develop product plans, execution, monitoring; cross-functional working groups or teams should come together. Core Strategies The diagram below shows the components of a marketing strategy — research, brand development, market CONVENTIONAL ABOVE-THE-LINE AND DIGITAL development, and the respective channels. This strategy can assist with determining resource requirements for teams BELOW-THE-LINE ADVERTISING ƒ Prepare digital strategy roadmap internally and what needs to be outsourced. The marketing strategy and marketing teams are also closely linked to the ƒ Brief advertising agency ƒ Aspects include web development, social destination planning team. ƒ Develop advertising campaign, collateral, media, content development & management, merchandise other web tools ƒ Resources required: internal team to brief ƒ Resources required: provide brief & contract and evaluate advertising agency, contract external company for digital strategy roadmap advertising agency PUBLIC RELATIONS STAGING ƒ Prepare public relations an communications ƒ Includes events, activations, road shows, plan trade shows ƒ Resources required: internal team for ƒ Overall plan and events calendar planning, one external global agency or an agency in key markets for execution 48 TSP 2017-2020 MARKETING AND COMMUNICATING EFFECTIVELY 49 An inclusive, holistic approach is required to achieve be judged on per-visitor or per-dollar spending. For 3.1 Sharpen the brand focus STILL AND MOVING IMAGE LIBRARY — A library Tourism Vision 2025 and work toward the UN SDGs. example, although events and stunts can generate of still and moving images should be developed The core marketing and communication strategies significant publicity, they may not translate directly Sharpening the marketing focus means having sound immediately and be professionally catalogued, and all and actions for the next four years are outlined below into visitor arrivals and spending, although they can research at the core, strong brand identity, and the copyrights should be owned or an agreement should (Actions 32 to 57). The intended results will use existing build the destination brand. Furthermore, marketing most effective and value for money channels — be made with the owners over licensing of each resources more effectively and economically and lay has a wider responsibility to manage the visitor’s based on strong evidence — for all marketing and image. This should be outsourced to professional strong foundations for sustained growth for the future. expectations and experience. Rather than continuing communications activities. photographers or managed by an art director within to highlight the same attractions, marketing lesser- Sri Lanka Tourism. Additional suitable images that The interim VSM indicates that 10 priority markets and known, off-the-beaten-track spots can encourage visitor Sri Lanka’s tourism stakeholders need to know far more tourism industry and visiting journalists, photographers four seasonal markets should be focused on; together dispersal and help alleviate over-visitation. about visitors and their demographic characteristics and and bloggers take should be added to the library once with big data findings and international outbound source countries to segment markets, build visitor profiles, suitable copyright approval has been negotiated and tourism research, visitor profiles per market need to be The actions below will help to achieve a diverse yet and market to them using the most-appropriate channels. obtained. YouTube is a cost-effective way to share a developed. This further extends to niche and domestic targeted marketing programme as part of realising Focusing and targeting enables more-effective use of message with potential customers, and collateral needs markets being paired with appropriate products and Tourism Vision 2025 that is based on sound research, staff time and resources. It also ensures better monitoring to be developed specifically with this in mind. Sri Lanka services (Chapter 2). sophisticated segmentation, and productive private of the efficacy of marketing campaigns communicated Tourism should closely manage the types of images sector partnerships. The actions defined will also differently according to the maturity of each market. The used in any promotion so that they reinforce the brand Return on investment for all marketing initiatives should support the online profile of Sri Lanka and connect and first step is to develop and implement a rigorous research and depict sustainable tourism experiences. be continuously and carefully assessed. Investment communicate with travellers who share its sustainable system that will inform the marketing teams and the in marketing is for the long term and cannot always tourism principles. tourism industry about the characteristics of all markets A revitalised public relations and communications qualitatively and quantitatively (Chapter 2). strategy with media coordination that fully supports the marketing strategy should be developed. Story telling Just as the profile of the contemporary traveller is always is an essential ingredient for communicating through all MARKETING AND COMMUNICATING changing, the VSM should be a rapidly evolving model. media types, and original content should be developed EFFECTIVELY: CORE STRATEGIES 2017-2020 Each iterative version will enable data-driven, intelligent and distributed. There should be consistent baseline decision-making, thereby continuously sharpening the messaging on Sri Lanka as a safe, secure destination. 1. SHARPEN THE BRAND FOCUS marketing focus. This model should evolve to a standard According to source market profiling research, where the desired high-yield traveller becomes a reality, travellers from India, China, the United Kingdom and which is central to Tourism Vision 2025. Germany base their travel choice first on “safety and 2. EMBRACE THE DIGITAL AGE security”. This message can be transmitted subtly but Sri Lanka’s tourism sector requires a brand that coherently using overseas missions, key travel agent characterises the essence of the destination and is in meetings, conferences and brand ambassadors 3. HARNESS THE POWER OF STAGING line with Tourism Vision 2025 and market research. The (see Section 2.2.4). brand is not just a logo and tagline, although they must be developed as a means of communicating the brand. Continuous communication with the general public, The brand identifies the destination and its appeal and industry partners, domestic travellers, and international 4. BUILD STRONGER PARTNERSHIPS values, and differentiates it from its competitors. The press where relevant will further enable a strong brand will influence images and editorial content so that communication policy for the tourism institutions. a common message is being delivered. Government and This is best addressed by conducting a monthly press the tourism industry need to accept and use it.20 briefing. Photo images and video content should be curated The Visiting Journalists Programme and and used in all marketing and communications activities, Familiarisation Tours should be revitalised by ensuring that the imagery is in line with the brand and staggering delegate arrivals throughout the year and signature experiences associated with the brand. developing tailored itineraries and VIP programmes for key journalists, editors and travel agents. Applications PRODUCE AND CURATE ORIGINAL CONTENT — and criteria for selection must be refined in accordance Original and curated content is the cornerstone of with international best practices. Credible journalists, digitally savvy campaigns and communications, serving editors, travel agents, wholesalers and bloggers should as a visual reference for the brand and epitomising be invited to visit Sri Lanka and then their content be brand values. evaluated. 50 TSP 2017-2020 MARKETING AND COMMUNICATING EFFECTIVELY 51 CORE STRATEGY 3.1: Actions to Sharpen the Brand Focus As an immediate priority, a visually striking, highly This website should be combined with engagement functional destination website that is rich in content, in appropriate social media channels. Social media is Lead agency customer friendly and mobile responsive, and includes the fastest-growing means of consumers interacting Actions and partners Timeframe Outcomes search capabilities according to location, signature with destinations and their products. Channels such as 31 Hire a creative agency to review current brand identity to SLTPB Draft TOR Increased experience, and type of product should be developed Facebook, Instagram, Baidu, TripAdvisor and Weibo assess whether to continue with current logo and tagline SLTDA Q1 2017 brand equity and regularly updated. It must contain a series of should be considered alongside the VSM, and content or redesign and revise messaging and images in line with SLCB and awareness interactive routes and itineraries themed according plans for each channel should be developed. These Tourism Vision 2025. to experience, geography, duration and area of further feed into concurrent digital marketing campaigns. Develop a brand toolkit that can be made available to broader tourism industry. Encourage use of toolkit through travel. These itineraries will provide potential visitors with information on a range of alternative holiday Consistent, active engagement with potential industry partnerships and launch road show. experiences in Sri Lanka and spread visits beyond travellers online creates a unique environment where 32 Create updated or revised campaign with specific, SLTPB Q2 2017 the current hotspots, resulting in broader dispersal of conversations happen. This can be stretched across appropriate messages for each priority source market. SLTDA economic benefit and taking the pressure off sensitive website and social media channels, for example by using Tourism cultural and wildlife sites. an online help desk or customer service desk on the associations website. Sri Lanka Tourism will also need to synergise 33 Use new research findings (Chapter 2) to create new SLTPB SLTDA Q3 2017 In the spirit of cooperation with private enterprises, its online presence with industry and the related private campaigns with specific messages for each priority niche Tourism onwards the website should be a tool for significant value sector to engage with social media systematically, segment and signature experience. associations addition for SLTDA-registered tourism businesses. consistently, professionally and regularly. 34 Revitalise publicity collateral. Develop still and moving SLTPB Private Q1 image library with negotiated copyrights. Produce and curate sector 2017 It can contain details of these businesses under It is critical to establish a digital marketing team or original content, including niche and signature experiences. onwards appropriate categories (e.g., accommodations, tours, cross-functional working group with core digital media 35 Develop and implement public relations and SLTPB 2017 attractions, retail arts and crafts, local cuisine), links capabilities to handle this work. There should be at least communications strategy including consistent safety and SLCB onwards to the operator’s website (if applicable), and monthly three competent full-time social media communications security messaging and regular press conferences. Private sector promotional editorials. The site can also include an staff to source stories, upload those stories and photos, 36 Develop structured visiting journalists programme, SLTPB 2017 interactive events calendar covering man-made and answer questions, and connect with consumers. They also including tailored itineraries, catering to range of media SLCB onwards natural events. Website images and editorial should need to organise Insta-meets to bring focus on Sri Lanka journalists and content editors. Private sector be in line with Tourism Vision 2025 and promote through this medium. It is necessary to outsource the 37 Develop marketing internship programme for innovative Tourism 2017 sustainable tourism practices and experiences. expertise where it does not exist in house (see Chapter 6). content production (photographers, content writers, Ministry onwards designers, bloggers, etc.). SLTPB Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau. CORE STRATEGY 3.2: Action to Embrace the Digital Age Lead agency Actions and partners Timeframe Outcomes 3.2 Embrace the Digital Age Sri Lanka’s destination marketing efforts have not fully 38 Prepare a digital marketing roadmap using multiple SLTPB Prioritise, Improved embraced the digital landscape, lacking ingenuity and National tourism organisations worldwide are having channels for wide reach to 10 priority markets. Consultant implementation by results relevance. Government procurement procedures, which to change their ‘bricks and mortar’ approach with the end of Q2 2017 from online are not entirely familiar with this space, have also limited distribution advent of the digital age. The most important element of 39 Redevelop Sri Lanka Tourism consumer website. SLTPB New website marketing efforts. channels marketing is now digital marketing. Online and social SLTPB, SLTDA, SLCB staff should: SLTDA framework • Collate detailed destination and experience SLCB completed by end media platforms are the first source of information Digital channels may be used for various purposes, information with emphasis on visuals Consultant Q3 2017. for travel abroad. Travellers use smartphones and including outreach, research, crisis management, • Write copy with audiences in mind Continuous visible tablets throughout their trip, so travel companies and community mobilisation and recruitment, to reach • Strict copyright considerations progress will be destination marketing organisations have multiple emerging markets and domestic travellers. This chapter • Assign responsibility for management of site, including seen. opportunities to communicate and connect with ‘hot discusses marketing-specific priorities. To this end, weekly updates on posts, analytics and traffic leads’ over a longer period of time. Embracing digital a comprehensive digital marketing roadmap must 40 Develop digital interactive visitor touring routes and SLTPB Q2 2017 media and communications means the destination can be prepared. This would include website design and digital interactive events calendar Private sector remain relevant for longer. development, content creation, management of social 41 Establish virtual help desk for visitor support and SLTPB Q2 2017 media channels (Facebook, Twitter, Instagram, Snapchat, interaction Private sector Well-designed professional campaigns properly Wechat, Weibo, Baidu, etc), search engine marketing, 42 Provide value addition for SLTDA-registered SLTPB Q2 2017 implemented across digital platforms can broaden search engine optimisation, travel apps, and online businesses on Sri Lanka Tourism consumer website SLTDA consumer and trade reach. They are significantly platforms (e.g., TripAdvisor). 43 Strengthen digital capacity within Sri Lanka Tourism SLTPB Q2 2017 more cost effective than conventional above-the-line with cross-functional working groups, new recruits, SLTDA advertising and offer an added advantage of an evolving External consultants should be tasked with executing temporary consultants and by outsourcing approach, with the ability to track progress and results content plans in consultation with SLTPB, and online in real time. Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau. presence should be highly curated. 52 TSP 2017-2020 MARKETING AND COMMUNICATING EFFECTIVELY 53 3.3 Harness the Power of Staging done in connection with World Wildlife Day or World BOX 2: EXAMPLE EVENT IDEAS Elephant Day, and a campaign about the one-of-a-kind The current emphasis on trade shows and public road Elephant Gathering in Minneriya could be promoted ROOTS SRI LANKA — An annual celebration of everything that stems from Sri Lanka; an embracing of shows must be rigorously examined to ensure they alongside it. the sustainable simple life; an appreciation of everything local, from elders to heritage to peace. See the are delivering strong return on investment. Each show extraordinary in the ordinary (e.g., fruits, vegetables, spices, trees, medicinal plants, flowers, folklore, should be measured against strict criteria because the Events are an excellent way of attracting visitors, with dance, music, astrology, indigenous rituals, gems, meditation, history, architecture). With the support of the value of these types of promotions are being questioned the added bonus that they can be scheduled during the provincial councils and local government, this event can be held in a different location every year. It can be by national tourism organisations globally as the Internet low seasons to help even out visitor demand. A dynamic, one major event with related activities throughout the year. is becoming the top source of information for prospective multifaceted annual events calendar is an excellent tool visitors, and there is a move toward independent travel. for building and marketing the Sri Lanka brand while COLOMBO PARADE — One weekend a year when the Colombo Fort and Pettah areas are closed to traffic showcasing Sri Lankan talent and heritage. Events can be and the public can walk the streets in a carnival atmosphere. Historical traditions can be commemorated with Participation at trade shows needs to be critically timed to highlight the island as an all-season destination food, costumes and floats. Seminars and workshops on living heritage with a focus on architecture, history and assessed according to presence (how important is and to promote particular locations or lesser-known traditions can be organised. This event should have active participation of schools and can become a must-see it to be there), activities, attendance, spending, and attractions (e.g., a world-class event in Passikudah, event for international and domestic visitors alike. value for money, particularly considering the types of international surfing and kite surfing championships markets and the targeted segments. There are mainstay in Arugam Bay and Kalpitiya). The calendar should trade shows in each key source market (e.g., World have a quarterly international standard event to attract Travel Market in London, International Travel Bourse visitors from the region and showcase the country (e.g., in Berlin, International French Travel Market Top Resa The SLCB has made strides in developing Sri Lanka’s small national park with ranger guides. Not only do they international artist, celebrity chef). An events calendar in Paris) that should be continued, but they should MICE market, but the industry has been predominantly deliver high-net-worth visitors and higher returns to the needs to cover a running 12-month period at a minimum be maximised. These major events provide a captive focused on conventions and exhibitions. Conventions private sector, but they also enhance the image of Sri but preferably two to three years in advance. It should audience of travel communities, which can be leveraged can only host up to 2,000 attendees until a suitable high- Lanka as a high-value tourist destination. include events, festivals, holidays and significant natural for product launches and publicity stunts. They can also tech convention centre is built (see Chapter 4, Section phenomena (e.g., whale season, elephant and bird be coupled with fringe events and consumer activations 4.3.4). Nonetheless, there is considerable scope over Sri Lanka can also consider hosting niche but high-profile migration). These events will help create content that to amplify the brand and its values. A calendar of luxury the coming four years to capture the incentive side of conferences that support Tourism Vision 2025 and the people can share in real time, which is a form of direct, fairs (e.g., Virtuoso, Pure) and niche fairs (e.g., bird the MICE market. This is the creation of exclusive or UN SDGs, for instance, a roots tourism travel fair with authentic advertising. watching, culinary, wellness, cruise and sailing) should be “money can’t buy” experiences as special incentive a strong sustainable and community tourism focus and considered to support Sri Lanka’s transition to the high- packages for corporations, for instance, dinners at hilltop summits on special subjects (e.g., whale watching, wreck Rather than replicating what is done elsewhere, it is value and niche segments. Industry partners could be tea plantations with helicopter transfers and trekking in a diving, wetlands, bird watching). important to develop home-grown events with a distinct given responsibility for such activities when the market identity that showcase special elements of the island and begins to mature. can help develop niche segments. For instance, Vesak CORE STRATEGY 3.3: Actions to Harness the Power of Staging Day is an iconic event celebrated throughout Sri Lanka in In future, it may be more effective to have in-market May (international example: Songkran Water Festival in Lead agency representation by a company that can connect with Thailand). Ideas for events are listed in Box 2 but must Actions and partners Timeframe Outcomes industry and the media on an ongoing basis; a cost– be assessed for viability and produced in a partnership of 44 Prepare selection criteria for trade and road shows and SLTPB Private Priority in Q1 Staged benefit review needs to be undertaken to determine the public and private sectors. prepare trade and road show calendar. Include specialist sector 2017 events whether this is the case. Models comparing return on fairs based on targeting key markets and niche segments calendar investment for trade representation, public relations and To support local events, a clear and consistent events based on the visitor segmentation model. developed; advertising can be developed to establish the most- policy must apply to all applicants. The process can return on 45 Develop and execute at least one public relations stunt per SLTPB Q2 2017 effective method of delivery in international markets. be made more efficient through an online application source market per year. Publicity team onwards investment This model has proven successful in several other process and a way of evaluating the tourism value or monitored 46 Prepare a comprehensive annual events calendar, with SLTPB Priority in Q1 countries and offers significant value for money. potential of a proposal. Sri Lanka Tourism will target and emphasis on home-grown events, regional events and events Provincial & 2017, onwards provide support for events held in the off-season and in during the low seasons. Develop an events policy with pre- local Publicity stunts often provide excellent return on specific areas to encourage visitor dispersal. This strategy plan objectives and a post-evaluation. government investment. Provided they are in line with brand values may also be used to disperse domestic travellers during 47 Establish events grants scheme to encourage local events SLTPB Q3 2017 and are tasteful, they can gain significant exposure in holiday seasons to help reduce over-visitation. An events and entrepreneurship. Provincial & mainstream media and go viral. At least one publicity grants scheme could be set up to provide incentives for local stunt should be held each year in priority and emerging provincial governments and entrepreneurs to develop government markets. These can take place in target countries or in such events with community involvement (e.g., regional 48 Identify and develop at least 10 “money can’t buy” SLCB Annually starting Sri Lanka, with adequate exposure, but relevance to the food festivals, craft celebrations, beach bazaars). There incentive packages to market systematically. Private sector Q1 2017 market segment and being trend conscious are critical to are opportunities for significant events that can showcase 49 Specialist travel fair in Sri Lanka and subject summits in SLTPB Annually starting success. For example a giant papier-mâché elephant in unique features or lesser-known attractions of Sri Lanka, coordination with Tourism Vision 2025. SLCB Q1 2018 Trafalgar Square can create publicity for the UK market such as marathons and triathlons in scenic locations, for Private sector to visit elephants in the wild in Sri Lanka. This could be example the hill country. Note: SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau. 54 TSP 2017-2020 MARKETING AND COMMUNICATING EFFECTIVELY 55 3.4 Build Stronger Partnerships alignment. Partnerships with media groups should go Representation of Sri Lanka through brand champions Lanka Tourism. This maybe of significant value in niche beyond advertising contracts or single programmes, could add additional value to brand building and segments, for example, wildlife and photography or bird SLTPB and SLCB should be the lead agencies in overall and they can help develop world-class editorial content, strategic partnerships. Carefully selected high-profile watching. It is also important to have brand champions destination marketing, working closely with other photography, footage and digital content that can be individuals who are well respected in their fields and who are the “real faces of Sri Lanka Tourism,” such as government stakeholders, provincial governments used for multiple media channels. For instance, and represent Sri Lanka on the world stage could formalise knowledgeable tour guides, local vendors, independent and private enterprise (see Chapter 1 for working based on the target markets, Animal Planet and National their representation through partnership with Sri operators and young entrepreneurs. arrangements). SLTPB and SLCB should enhance private Geographic for the wildlife and ecotourism offering and sector relationships and develop strategic partners for Discovery Channel and CNN for cuisine, luxury and optimum collaboration, specifically in marketing. new experiences. Specific collaborations for television CORE STRATEGY 3.4: Actions to Build Stronger Partnerships series in specialist areas or pop culture, which SLTPB is This partnership should be strengthened with regular already working on, should also be actively pursued; one Lead agency contact through formalised tourism advisory working in five travellers have visited a destination they saw on a Actions and partners Timeframe Outcomes groups representing sectors, experiences or niche television show, according to TripAdvisor. This content 50 Set up tourism action groups to share industry trends SLTPB, SLCB 2017 Public–private segments. Planning meetings can be held well in advance can be used for domestic markets as well. and plan ongoing campaigns; develop calendar of regular Private sector ongoing partnerships in of marketing events to ensure adoption of marketing meetings and follow-up. marketing and plans and initiatives. Frequent follow-up meetings should 51 Train travel agents (linked to familiarisation tours). SLTPB 2017 promotion are Sri Lanka Tourism can work closely and collaboratively then take place to ensure implementation, which is the SLCB the norm with key country promotional agencies, such as the weakest link. For example, quarterly planning for trade Board of Investment, Export Development Board, 52 Produce and digitally distribute quarterly industry SLTPB 2017 shows can take place with themes, collateral, gifts, or SriLankan Airlines, and Tea Board. These government e-newsletter for Sri Lanka Tourism stakeholders. SLTDA any product launches being decided in advance. Data agency partnerships use public funds more efficiently, 53 Establish strategic partnerships with joint corporate SLTPB Q2 2017 collated and analysed for the VSM can support decision- avoid duplication of limited resources, and amplify the promotion and activation. SLCB ongoing making. In line with current practice, the private sector promotion. 54 Establish strategic partnerships with global media groups. SLTPB Q2 2017 should be involved in developing marketing action plans. ongoing The above strategic partnerships can be entered into only 55 Create connections through hobbies and interests (e.g., The SLTPB Q2 Sharing knowledge and educating travel agents about after clearly defined criteria for evaluating each partner Pearl Fishers opera, Sri Lankan cuisine, product lines). 2017 Sri Lanka and its product offering empowers them and their offering are established. Furthermore, Sri Lanka 56 Identify brand champions (e.g., cricketers, celebrity chefs, SLTPB Q1 2017 as partners of Sri Lanka Tourism. To this end, direct Tourism and the teams must have the capability and “real faces”) to promote Sri Lanka as a tourism destination. ongoing educational interactions with the trade is essential, evaluation mechanisms in place to monitor progress and Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau. particularly with individuals providing niche experiential results continuously. travel experiences because Sri Lanka is positioning itself as a high-value destination. Competitions can be Another key partnership strategy is creating connections held, with the winners being selected for high-value with target audiences by better understanding Endnotes familiarisation tours, as mentioned above. their hobbies and interests. By considering the niche 20. There needs to be a review of the current brand identity (brand and brand values including logo and tagline of ‘Wonder of Asia’) categories and market segments, the most-suitable to establish if it is currently delivering as mentioned, or whether a new brand needs to be developed, followed by an ongoing A quarterly quality digital newsletter for the industry corporate partnerships can be sought. These are subtle brand health evaluation. should be sent to all registered tourism businesses and scenarios, for which there is not an obvious destination overseas missions. Rather than a list of past activities, the promotion angle. For example: content should be progressive and engaging, including aspects such as market insights, new research findings, > Develop a strong connection between The Pearl upcoming events and promotional opportunities, which Fishers opera (Les Pecheurs de Perles), a story helps with advance planning and builds rapport. based in Mannar in ancient Ceylon, when it is performed internationally and Sri Lanka. This is a By entering strategic partnerships for joint promotion, direct consumer promotion and a link with visitors Sri Lanka Tourism can gain greater value for money. This interested in high culture. can be done with key stakeholders such as airlines, major > Facilitate product lines, for example, Sri Lanka hotel groups, cruise companies and niche tour operators Summer Collection or Colombo Collection (a line of to outline cooperative marketing opportunities. Clear summer crockery, swimwear etc.) from reputable policies and agreements must be entered into to ensure international home and lifestyle companies, which mutually beneficial outcomes. can also connect Sri Lankan designers. > Place Sri Lankan specialities and flavours on the Strong strategic partnerships with global media world culinary map (e.g., create a national dish and groups should be built to take brand Sri Lanka to the cocktail that can be introduced on menus around the world. Selection of media groups should be based on world; identify and promote traditional recipes and the markets targeted, the content available and brand food items). 56 TSP 2017-2020 MARKETING AND COMMUNICATING EFFECTIVELY 57 Developing Sustainable Destinations CHAPTER 4 58 59 Successful and sustainable tourism industries tend agencies at all levels (national, regional, local and Destination Planning Sri Lanka seeks a greater diversity of visitors to to be built from interconnected and complementary municipal). stay longer and spend more wherever they visit in regional and local destinations. These destinations Destination planning — the process and the the country. Every visitor should have a positive and, have, over time, defined their unique selling Planning enables key catalytic or anchor projects output — is the first and most-critical tool to where possible, world-class experience so that they propositions. They have also combined attractions, to be developed so that other projects may follow. address fragmentation of human and financial return to their homes as ambassadors and advocates amenities, access, human resources, image and prices to Typical examples of catalytic projects are roads, airports, resources, and, to distribute tourists and tourist for the destination. Achieving these outcomes depends match their demand and supply dynamics. PPPs, ongoing jetties and marinas, urban regeneration, and high-value experiences. The tourism economy involves a set of on a broad tourism-related infrastructure that caters to dialogue and joint planning between national, regional integrated accommodations. In the case of natural and experiences delivered by many organisations in the multiple price points and interest groups. and local stakeholders underpin such destinations. cultural attractions, institutions not directly involved public and private sectors. It is essential that they work in the tourism industry provide many of these catalytic together to better use and manage resources, which An important starting point is to identify tourism hubs, Sri Lanka has not systematically and proactively projects, which means that a whole-government strengthens the quality of the visitor experience and the corridors and gateway towns that have a critical engaged in planning destinations. Tourism has grown approach to destination planning and development can performance of businesses. mass of supporting services (e.g., banking, retail, and is growing opportunistically, which has led to the greatly contribute to accelerating tourism growth. food and beverage, healthcare, accommodations, regional disparities described earlier. By strengthening the tourism economy, services that places of interest) to accumulate and then distribute local people enjoy, such as restaurants, attractions, arts visitors (to the next hub). Access is a major determinant Sri Lanka should move toward establishing a Current Context and entertainment, will also benefit; actions directly in how hubs, corridors and gateways, and eventually tourism planning framework and approach that can Sri Lanka’s greatest strengths as a destination lie in its aimed at making somewhere a better place to live and destinations, will develop. Air, roads, rail, and perhaps effectively build sustainable tourism destinations by extraordinary diversity of natural resource assets, ancient work will also make it a more appealing place to visit. the sea and rivers link the gateways and hubs and offer conserving, developing and implementing integrated and modern culture, rich history, and friendly people. Destination planning can play an important role in different experiences. Each gateway town, corridor tourism destination plans, while facilitating sustainable Added to that is Sri Lanka’s compact size and strategic identifying how local services (e.g., planning, transport, and hub has a number of attractions or assets nearby, destination management. Tourism planning is especially location in the Indian Ocean. Its challenges lie in that this environmental management, leisure and recreation, such as national parks, marine parks, cultural sites and important so that resources can be directed where they rich mosaic of endowments is not organised to deliver culture and the arts) can support the visitor economy. religious sites that add to its value and appeal. The can provide the greatest benefit and for government optimal economic and experiential benefits. By showing these links, tourism can be considered tourism gateways, corridors and hubs can: less in a silo and more as a core contributor to economic and social development. > Harness the natural and cultural values of the country STRENGTHS Every effort should be made to integrate national, > Disperse tourism more broadly across the regions district and municipal plans. Based on the priorities > Diversify the range of tourism experiences for • Hundreds of significant cultural sites, national parks, forests and sanctuaries around the country and actions set out in the TSP, the mapping of tourism visitors • Eight UNESCO World Heritage Sites regions, nodes, gateways and hubs may evolve along • Opening up of significant areas that were not easily accessible during the civil war > Provide opportunities for poverty alleviation and current administrative lines to facilitate implementation. • Relatively small island with short distances between tourism sites employment across the country Nevertheless, complementarity and cooperation between • 61% of the national road network developed > Provide opportunities for micro, small and medium districts and provinces is important. Tourism Vision 2025 • Two international airports with planned expansions and upgrades enterprises (MSMEs) and SMEs to prosper designated five tourism regions for planning purposes • Development plans for domestic light aviation network only: Colombo & Western Megapolis Zone, Cultural • Colombo and other strategic port expansions and upgrades A critical factor for successful tourism planning is an Heartland & East Coast Zone, North & North Western • Good telecommunications and Internet, strong Information and Communication Technology plans organised destination management structure. This Zone, Southern Coastal Zone, and Hill Country Zone. It for the country is usually a public local entity that meets regularly remains to be seen whether these regional designations • Accessible high standards for services such as health care and banking and brings together public, private and community or existing provincial and district boundaries will frame stakeholders to monitor progress and address the planning process and decisions about infrastructure challenges that arise during implementation of a development or other public investment. Nevertheless, destination plan. These kinds of entities are completely for destination planning purposes, it is constructive to absent in Sri Lanka, but there is scope to develop them view the island in terms of tourism regions, corridors, CHALLENGES with constitutionally devolved responsibilities. hubs and gateways. • Limited systematic implementation of existing plans and projects • Protracted and disjointed government decision-making and approval processes • Inconsistent policy and political interference in infrastructure priorities • No formal, organised destination management framework linking central, provincial and local governments • Economic disparity between areas, particularly those inaccessible during the civil war • Cases of over- and under-development leading to destinations not evolving individual “personalities” • Long travel time because of road conditions and congestion • Limited vital connectivity infrastructure such as highways and domestic aviation and leisure infrastructure such as cruise facilities, tourist jetties and marinas • Lack of established tour routes to north, east, northwest and southeast 60 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 61 MAP 4: New Tourism Development MAJOR TOURISM HUBS each with its own value proposition – with the right Major tourism hubs are well-established destinations investment, management and community involvement. that attract visitors and form the mainstay of travel Additional emerging nodes are the government-planned ait Kankesanthurai INTERNATIONAL AIRPORTS Str itineraries. They include destinations with a wide range integrated developments in Iranawila, Dedduwa, Akurala P alk DOMESTIC AIRPORTS of accommodation options, attractions and support and Kuchchaveli. Jaffna MAJOR PORT services, such as Colombo, Kandy, Galle, Negombo and the southwest coast, although there are still TOURISM DEVELOPMENT AREAS MARINAS opportunities for development in these destinations, An important part of this detailed planning effort will SLTDA TOURISM particularly in niche segments. DEVELOPMENT AREAS be analysis of SLTDA-held land, identified as Tourism Development Areas, in 14 locations, including beach- Palk Bay TOURISM HUBS EMERGING HUBS Mullaittivu (MAJOR & EMERGING) front lands and islands in: Hikkaduwa, Bentota, Emerging hubs are centres of significant or emerging Unawatuna, Mount Lavinia, Pinnawala, Negombo, TOURISM GATEWAY TOWNS tourism as attractions, centres of accommodation, or Beruwala, Nilaweli / Uppaweli, Madu Ganga, EXPANDED TOURING ROUTES both. They rely on major hubs for support services and Arugam Bay, Trincomalee, Kalkudah, Kalpitiya, and Mannar connectivity, such as touring routes. Current examples Kuchchaveli. The original intent of developing these include Habarana, Polonnaruwa, Jaffna, Nuwara Eliya, areas was to facilitate international tourism resorts. Such Gulf of Kuchchaveli Trincomalee, Mirissa and Tangalle. In 2025, the following sites have acted and can act as catalysts to stimulate Mannar hubs could emerge as major tourism hubs. Nilaweli growth of new destinations. The nature and scale Trincomalee Port of those new developments can set the tone for the Trincomalee > TRINCOMALEE — Being a natural harbour and Bay of perception and reputation of the destination, so great in close proximity to expansive beaches and a Bengal care must be taken to avoid unintended consequences. range of natural and cultural heritage attractions and marine tourism, Trincomalee will develop TOURISM GATEWAY TOWNS Kalpitiya Anuradhapura into a major tourism hub. In particular, adventure Gateway towns provide strategic access to other and exploration cruise ships, super yachts and destinations, for example, as stopovers or crossroads. Hingurakgoda leisure fishing boats are likely to be attracted to This is especially important in the short-term because Palavi Habarana Polonnaruwa Trincomalee, so suitable water-based infrastructure Passikudah transport links have not been developed. With the right and recreational facilities should be developed clustering of activities, visitors might stay an extra night. Kalkudah accordingly. They may also be locations that help to manage capacity Batticaloa and spill-over from nearby tourism hubs, especially > HAMBANTOTA — Hambantota will emerge as a at peak times. They can help distribute visitors to major industrial city and shipping port with Mattala different locations, especially with the emergence of Kurunegala International Airport and serviced by the highway Laccadive more-independent travel and traveller confidence. from Colombo. The city is near a wide range of Sea Kandy Developing these gateways to be more self-sufficient Ampara Oluvil marine and land-based tourism destinations and Pinnawala Digana could help with business viability because costs of Palamunai has a large convention venue, which could facilitate Negombo Bandaranaike goods and logistics can be reduced when products Intl. Airport commercial-scale tourism. and services are available locally. Gateway towns are Dikkowita described in Table 4. > JAFFNA — With infrastructure development, Colombo Nuwara Eliya greater connectivity and a domestic airport, Jaffna Colombo Bandarawela Ella Pottuvil There is a gradual evolution of tourism gateways Port Mount Lavinia Arugam Bay will emerge as a commercial and tourist hub. Its into smaller and larger hubs. For instance, Ella was traditional culture, architecture and food should be Ratnapura a stopover location or gateway for visitors heading conserved and enhanced for visitors to learn about Okanda to other towns, namely the east coast, but has since and enjoy. organically developed into a destination in its own Beruwala Bentota right. Nonetheless, some destinations will not become Smaller hubs, albeit at varying scales of growth, include: Dedduwa major hubs with greater connectivity and international Batticaloa, Arugam Bay, Ella, Mannar, Passikudah, Madu Ganga Mattala Rajapaksa airports. Not only is this to tackle urban sprawl and Intl. Airport Kalpitiya. Although of strategic value, they currently Akurala maintain authenticism, but also based on their carrying INDIAN face challenges due to both tangible and intangible Hikkaduwa capacity, biodiversity and community considerations. infrastructure. These can emerge as tourism hubs Galle Unawatuna Tangalle Hambantota Port OCEAN Mirissa 0 25 50 Kilometers Note: The map is a visual aid but is not comprehensive. There are many hundreds of additional cultural heritage sites that are not depicted but could be developed to increase the depth of attractions on touring routes. 62 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 63 TABLE 4: Emerging Tourism Gateway Towns in rail services, whether through PPPs or direct public participation and, more in general, for profitable operations. investment, should be a priority. The government has On the supply side a key observation is that the GoSL Location Significance Access proposed three new rail projects that are projected to be subsidises the market through the SLAF’s involvement in Kurunegala Several notable historical sites, including impressive On route to Kandy, Anuradhapura, completed in the next three years: the management of domestic airports and in the provision remains of citadels and palaces built by Sri Lankan Passikudah and BIA Airport > Matara to Beliatta of commercial air services. Helitours plays a relevant role kings, Buddhist temples, and monasteries > Beliatta to Hambantota in the market as it contributes to serve and to generate Ratnapura Gem mining On route to hill country, Sinharaja > Kurunegala to Habarana demand for air services, which might not be available Rainforest and Ella and opening to east otherwise. It must be noted though that the price distortion Anuradhapura UNESCO World Heritage Site but currently has Opening to Jaffna, north and east AIR created by the subsidised fares makes it harder for private only small hotels and homestays INTERNATIONAL sector operators to enter the market and to compete Around Digana Quality golf course and can ease congestion in Access to Kurunegala and central As an island nation, Sri Lanka depends very heavily effectively, and therefore retards the development of the Kandy highlands, eastern national parks on air access. Efforts must be focused on maintaining domestic aviation industry.” Around Tea estates and potential for ecotourism, can ease Connects to Wellawaya current flights and increasing current route capacity and Bandarawela congestion in Nuwara Eliya during peak season frequency. To meet expected expenditure growth under Seaplanes provide access to the key tourism hubs but on a Okanda Along the south coast, just outside Yala National Access to Arugam Bay and east coast a scenario of high-value tourism, it will be necessary to small scale. There are approximately 20 waterdromes in use, Park; good surfing achieve viable new routes. The 2020 plan to open the which include tanks, reservoirs and lakes around the country. Pottuvil Coastal town on east coast, close to Arugam Bay Access to east coast second runway for BIA will be able to accommodate up to Mullaitivu Historical significance and two renowned birding Access to northeast coast 15 million passengers per year. WATER areas nearby—Chundikulam Sanctuary and Sri Lanka is endowed with extensive marine resources Kokkilai Bird Sanctuary Air services are added in response to increasing demand — offshore, near shore and inland. The natural assets of for the destination to the point where new or increased reefs, marine life, picturesque islands and bays welcome air service appears to be viable. The number of charter high-value visitors, and attract super yachts, ocean sailors, flights to Sri Lanka is growing, which bodes well for future divers and snorkelers, lagoon and canal houseboats, day Connectivity and Accessibility Other major road projects that have been proposed are: scheduled services. cruises, and sports fishing. The capacity to build these > Katunayake–Anuradhapura Expressway segments is restricted if marine tourism operations are ROADS > Northern Expressway (Anuradhapura–Jaffna) Mattala International Airport is a significant infrastructure limited to beach-based landings. The road network around Sri Lanka is dense and well laid > Eastern Expressway (Anuradhapura–Trincomalee) investment that is underused. Despite its many out, providing basic coverage for the country’s population > South-East Expressway (Hambantota–Batticaloa) shortcomings, it offers opportunity for tourism as a future Tourist excursions take place on old or modified boats, and centres of economic activity. In 2015, 87% of internal > Ruwanpura Expressway (Kahathuduwa–Pelmadulla hub convenient to a number of marine and land-based and cruises and leisure boats must use commercial ports tourism trips were taken by road21. via Horana) wildlife hotspots and the highland tea areas. or fishing harbours, which compromises the visitor > Colombo Metropolitan Highway 1 (Kirulapone– experience. Cruise ships (estimate of 40 ships in 2015) Buses are a common means of transport for visitors, and Kadawatha) The impact of re-routing and operational changes at the dock in Colombo, Galle, Hambantota, and Trincomalee. services reach even the remotest corners of the island, > Colombo Metropolitan Highway 2 (Colombo Fort– national carrier – SriLankan Airlines – will need to be A private company has constructed mini-marinas in although travelling can be a frustratingly time-consuming Kottawa) assessed in 2017. Mirissa and Beruwala. Narrow waterways limit access process. The island’s narrow roads are congested with > Colombo Metropolitan Highway 3 (Colombo Fort– to inland waters, but there is potential for houseboats trucks, buses, pedestrians, cyclists and tuk-tuks. The road Peliyagoda) DOMESTIC on inland lagoons and lakes. This segment of visitor from Colombo to Kandy (a distance of about 100 km) In aviation, partnerships between national and provincial accommodations is a key component of the tourism takes approximately 3 hours by car, bus or train. The bus Given these circumstances and that overcrowding on governments, national tourism bodies and economic experience in Kerala, India, for instance, where there are trip across the island from Colombo to Arugam Bay is not roads other than expressways is likely to continue for development bodies must be supportive, and recognise more than 1,000 registered houseboats and riverboats. direct and takes at least 10 hours for a distance of 320 km. years, alternative means of access should be developed. the importance of air services. The national Air Force Meanwhile, in Sri Lanka, there is only one commercial Many independent travellers opt to hire a car or van and providing commercial flights in nonemergency riverboat with overnight accommodation. driver. The congested narrow roads are a challenge for RAIL situations should be reviewed. The operation of Sri self-drive travellers. Sri Lankan railways have great potential to increase Lankan Air Force Helitours is an impediment to the entry The Department of Aquaculture Resources is committed the depth of the country’s tourism product. The rail of private sector aviation services in Sri Lanka because they to upgrading or replacing a number of jetties (e.g., Jaffna, The Road Development Authority has a national highway infrastructure is old and service is slow, but trains often compete unfairly by operating with government subsidies. Eluvativu, Analathivu, Kapparatota, Weligama, Mirissa, network plan, and a major ongoing programme across traverse far more scenic routes, (e.g. the Colombo to Kudawella). Similarly, the Sri Lankan Ports Authority the island of road widening and highway upgrades, which Galle route along the coast and in the tea country from A recent study22 found that: “Overall the (domestic) market controls the three major ports of Colombo, Trincomalee will gradually improve the situation. The country’s first Nuwara Eliya to Ella) and are sometimes quicker than the is fairly underdeveloped: the limited tourist demand and Hambantota, as well as Kankesanthurai (being proper highway, the Southern Expressway, opened in clogged narrow roads. for some of the domestic routes, limited availability of reconstructed) and Port Pedro in the north, Galle Harbour 2011, has reduced travel time from Colombo to Galle from scheduled seats and perceived high cost of air tickets and Oluvil on the east coast, north of Arugam Bay. approximately 3 hours to just one. The plan provides for The addition of first class tourist rail carriages and an orbital beltway to bypass Colombo and reduce traffic from private operators are some of the key factors leading premium private sector operations have improved to the low levels of traffic. A key consideration from the The Western Region Megapolis project is evaluating the congestion and a central expressway (due to be completed traveller comfort, although service is still slow and analysis of the domestic aviation market is that the low use of inland waterways and the canal network for public by 2018) to link Colombo with Kandy and Dambulla. relatively inconvenient for tourist travel. Investment traffic volume limits the opportunities for private sector transport. 64 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 65 Core Strategies CORE STRATEGY 4.1: Actions to Implement Integrated Destination Planning The following four core strategies have been identified as the priorities for the next four years to facilitate sustainable Lead agency destination development. Not all of the actions in the tables below are under the remit of the SLTDA, but they are Actions and partners Timeframe Outcomes included here as focal points for stakeholder partnership projects to be implemented using the kinds of collaborative 57 Establish a destination planning team within SLTDA SLTDA Priority in Destination and PPP mechanisms discussed in Chapter 1. to prepare a national destination development plan and Development Q1 2017 planning tourism zoning consistent with this national plan. partner established 58 Capacity building and strengthening of provincial council SLTDA 2018 as tourism tourist bureaus (or their equivalent) to function as Provincial ongoing development DEVELOPING SUSTAINABLE DESTINATIONS: destination management organisations. government tool CORE STRATEGIES 2017-2020 Development 1. IMPLEMENT INTEGRATED partner DESTINATION PLANNING 59 Initiate a countrywide GIS mapping programme to use SLTDA 2017 local government networks to record lesser-known Provincial attractions, folklore and traditional values that can be used government 2. DIVERSIFY PRODUCT RANGE AND CREATE SIGNATURE EXPERIENCES in destination development. 60 Develop at least four regional integrated destination SLTDA 2018–2019 plans for selected tourist hubs or regions where there is Provincial 3. IMPROVE CONNECTIVITIY TO strong demand from provincial or district governments to government TOURISM EXPERIENCES guide the development of specific destinations. Consultant 61 To ensure the supply side is considered, develop niche SLTDA 2017–2019 4. FOCUS ON DESTINATION DEVELOPMENT market national development strategies for each of Consultant VIA ‘TRANSFORMATIVE TOURISM PROJECTS’ the 10 identified niche categories: health & well-being; pilgrimage; bird watching; surfing & kite surfing; diving; whale & dolphin watching; cuisine; meetings, incentives, conventions, exhibitions; weddings; cruises. 62 Map locations for micro, small and medium size SLTDA 2018 enterprise centres in different regions. Development 4.1 Implement Integrated An initial analysis of regional attributes is captured in the destination planning map (Map 4), which shows partner Destination Planning the links between key destinations, current tourism Note: SLTDA, Sri Lanka Tourism Development Authority. A dedicated, well-resourced destination planning team experiences, products, access and infrastructure. More- within the SLTDA that can use the concepts outlined and detailed mapping efforts are required. translate them into a comprehensive national destination 4.2 Diversify Product Range and such as no or restricted plastic use, waste recycling and renewable energy use. development plan including tourism zones will greatly Investment is essential not only in tourism hubs, but also Create Signature Experiences enhance efforts to implement destination planning in touring route infrastructure (e.g., wayside stops, To bring additional value to the tourism experience, it Similarly, there should be enhanced protection of Sri and development. A small team of tourism planning viewpoints, interpretive centres, museums, markets). is essential to provide a diversity of experiences and Lanka’s coastline, viewpoints, heritage properties and professionals can use this plan to develop regional Such developments can be government investments or higher standards and to broaden visitor offerings from the fragile environments. Stringent, consistent guidelines destination plans. Key local stakeholders will need to be PPPs. They should be high quality and of an international current one-dimensional products to the multidimensional must be introduced for building heights, roof gradients, consulted in the destination planning process. standard but have a local flavour, while focusing on range of experiences. This would expand the product buildable density, and building materials on the coast immersive experiences and use of innovative technology. offering and open tourism experiences to a wider range of and in environmentally sensitive locations. Specific In the long term, the provincial council tourist bureaus For instance, visitors enjoy interactive experiences when visitors, increasing the country’s competitive advantage. locations should be zoned for higher-rise properties. or their equivalent at the district level should be viewing traditional methods of craft, gem cutting or A strategic tourism development process involves There should be legislation such as a beautification act strengthened to function as destination management artistic works. ensuring that visitor infrastructure, access routes, to prevent significant visual pollution in environmentally organisations. They can be involved in GIS mapping, services and accommodations meet visitors’ needs sensitive locations by restricting large construction implement destination plans, prepare regional events In regions with MSMEs, there will be value in across the range of targeted segments. that obstructs scenic views and vantage points. Urban calendars, monitor clean-up programmes, and develop a developing enterprise centres where micro-businesses network of regional suppliers. Programmes for capacity conservation precincts should be demarcated to protect can come together, in a way similar to that of farmers Just as important as creating and enhancing new historic and exemplar architecture, particularly in building and funding of these destination management markets — allowing a critical mass of quality produce or experiences is preserving the authentic locations that Colombo. Urban development guidelines should be organisations will need to be assessed. The destination products to be presented and building the appeal of the have grown organically. They have a unique sense of issued for new construction and renovation projects planning team at SLTDA will provide leadership to these attraction to visitors. place, look and feel; for instance, Arugam Bay, Ella and within these precincts. There must be identification organisations and work closely with them. Unawatuna. Clear regulations, codes of conduct and of specific buildings as protected heritage properties, construction guidelines should be produced to prevent which adds to their value and helps preserve them. This large-scale developments and enforce environmentally recommendation is not only to protect Sri Lanka’s assets, friendly business practices in a gradual phased process, but also to provide security for investors. 66 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 67 CORE STRATEGY 4.2: Actions to Diversify Product Range and Create Signature Experiences Specific integrated development projects must carriages on major tourist routes. Standing for several be professionally planned and managed from hours in a non-air-conditioned carriage with baggage is Lead agency conceptualisation to commercialisation. These include not a high-value tourism experience. Another idea is to Actions and partners Timeframe Outcomes architectural concepts, land and environmental further extend the private sector use of Sri Lanka’s rail 63 Evaluate protected locations and develop regulations, SLTDA 2018 Some locations assessments, stakeholder consultation, community network with a regular luxury Orient Express style of codes of conduct and monitoring mechanisms Local government in Sri Lanka involvement, and investor engagement. Locations operation for upmarket day trips or extended touring Private sector preserved and identified during the duration of the TSP include services. A private sector provider could introduce these managed as Iranawila, Dedduwa, Akurala, and Kuchchaveli. initiatives under a PPP. demonstration destinations The differentiation and diversification of Sri Lanka’s As an interim measure until marinas are constructed, it is 64 Stringent guidelines and consistent enforcement of SLTDA Priority in More integrated offering requires development of new and competitive recommended that the relevant government authorities regulations to protect Sri Lanka’s coast, viewpoints, Other government 2017 destination heritage properties and fragile environments departments planning and products comprising the urban night economy, determine a fixed annual price and allocate space in the management museums, culinary arts schools, royal craft centres, and fisheries harbours and ports for leisure boats and yachts. 65 Assessments, planning and development as public–private SLTDA Priority More appropriate integrated golf courses — all to provide visitors with a partnerships of strategic integrated development projects Local government in 2017, private sector range of authentic, memorable experiences. Sites not Once the ongoing role of the Air Force in domestic Private sector onwards investment typically identified for tourism should also begin to cater civilian aviation has been clarified, a programme of 66 Develop an urban night economy strategy and SLTDA 2017 Improved to visitors with improved interpretation and become upgrading airports that service existing cities with programme for downtown Colombo (e.g., cultural shows, SLTPB onwards visitor feedback a part of touring circuits (e.g., agriculture parks, fruit significant tourism potential is a priority. Potential markets, outdoor performances) as well as policy decisions Private sector in targeted picking farms, agricultural research centres, Ayurvedic airports are identified for consideration in Table on licensing, zones, etc. destinations gardens, traditional medicinal centres, meditation 5. An audit is required to determine the extent of 67 Conduct scoping and prefeasibility studies for a network of SLTDA 2018 New product centres). The Actions 65 to 73 are examples of specific upgrade needed in each case, covering the technical international standard, interactive museums to showcase Other government onwards development high-value products that support the identified niche specifications of the runway and support systems, Sri Lanka’s heritage and encourage visitor learning: departments segments and country positioning. terminal upgrades, and public transport access to the • Tea Museum in Colombo airports from the closest city. Terminal upgrades should • Transport Museum in Ratmalana (expanded) 4.3 Improve Connectivity to provide for the comfort and convenience of travellers yet • Flying Boat Museum in Koggala be consistent with a low-key island style and character. • Silk Road by the Sea Museum Tourism Experiences Additional specialised tourism-related aviation services • International Cricket Museum Government agencies are responsible for the core are likely to develop, such as fixed wing and helicopter • Buddhist Civilization Centre transport links, and SLTDA should advocate support of rides, general aviation services, and parachuting and • Rajarata Hydraulics Civilization Museum in Cultural Triangle initiatives to improve connectivity, including expressway ultralight schools. • Asian War Museum in north extensions, road and rail upgrades, airport expansion, 68 Evaluate feasibility for public–private partnerships for SLTDA 2018 and new expressway construction. Additional jetties and marinas are required at strategic culinary schools in different regions offering professional SLTPB locations to fully harness the tourism potential of the chef training and recreational tourist courses to promote Sri Private sector As an interim measure, until plans for highways and coastal economy. Dedicated tourism jetties or mini- Lankan cuisine. roads are complete, the SLTDA should consider marinas will be required at prime tourism coastal 69 Develop a network of craft centres in each zone and SLTDA 2018 alternate direct transport links. This is possible by ports to develop a sophisticated sector capable of alongside major roads where visitors can watch craft making Road Development collaborating with the private sector to launch express handling visitors in comfort and safety for a high-value and purchase items. Private institutes and design schools can Authority luxury coach services to tourism hubs, including experience. The marinas should be planned with an work with these centres to develop more competitive and Craft Council contemporary lines alongside their traditional wares. The Private sector Kandy, Arugam Bay, Trincomalee, and Nuwara Eliya, island-wide holistic perspective so that each has a centres will sell local foods and organic produce, and provide particularly during peak seasons. distinct functional identity. Site-specific feasibility comfort centres for journey breaks. They can have regular studies should be conducted to ensure they are dance and music performances involving local schools. As an interim measure until more-regular tourist train proportionate and complementary to each location and 70 Comprehensive feasibility and environmental assessments SLTDA 2019 services are available, the SLTDA should advocate to local fishing industries. Existing and possible sites are for integrated golf courses. Potential for two distinct golf Other government extending the number of first class online-bookable listed in Table 6. circuits—mountain and coastal.23 departments Private sector 71 Assist small and medium enterprises to develop high- SLTDA 2019 quality traditional crafts, spices, produce, gemstone Other government onwards cutting, small-scale manufacturing, and outlet and attraction departments enterprises in hubs in locations known for these items. Development partner 72 Develop a plan for enhancing existing or creating major SLTDA Priority in family recreation attractions for Colombo city. Other government 2017 departments Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau. 68 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 69 CORE STRATEGY 4.3: Improve Connectivity to Tourism Experiences TABLE 6: Current and Potential Locations for Marinas for Consideration Lead agency Type Existing locations Potential future locations Actions and partners Timeframe Outcomes Mini-marina or jetty Beruwala, Mirissa Department of Aquaculture Resources– 73 Assess feasibility of express luxury coach services to SLTDA 2017 Improved identified locations specific tourism hubs in season under a PPP and issue a Private sector connectivity Mannar, Kalpitiya request for proposals. leads to more Leisure marina None Colombo, Galle, Hambantota, Trincomalee, 74 Increase number of first class online-bookable train SLTDA 2018 visitors and (medium sized) Batticaloa, Jaffna, Palamunai carriages on major tourist routes under a PPP. Railways extended stays Working marina None Dikkowita, Oluvil, Kankesanthurai Department in targeted destinations 75 Advocate for a regular luxury Orient Express style of SLTDA 2018 operation on two major tourist routes under a PPP. Railways Further advances in transport that come under the Through consultation with government institutions and Department purview of other government institutions could include: the private sector, the following criteria were identified 76 Negotiate with relevant government bodies for fixed annual SLTDA 2017 for the selection of transformative projects: price and allocated space in fisheries harbours and ports for Other RAIL leisure boats. government Extending the rail network to Colombo’s BIA, which > Increase yield rather than volume departments would avoid peak-hour delays in travelling from central > Deepen market penetration and awareness 77 Develop strategy for domestic airport upgrades in line SLTDA 2018 Colombo to the airport. There is a station close to the > Encourage MSME growth in tourism-related business with national plans and tourism growth profiles. Ensure Civil Aviation airport, and an extension or dedicated coach transfer > Can be managed sustainably consideration of visitor services and experience in terminals. Authority from the airport terminal together with increased rail > Facilitate visitor dispersal and improves access Provincial services would simplify and speed up transport from > Increase diversity of products and experiences governments the airport to Colombo and connecting rail services. > Achieve destination development in identified 78 Assess tourism jetties, piers and marinas in strategic SLTDA 2017–2018 priority areas locations and development of a holistic implementation plan Sri Lankan AIR > Create community benefits with PPP; issue request for proposal. Ports SLTDA should work with public and private aviation > Can involve PPPs Authority industry stakeholders to identify potential charter Note: SLTDA, Sri Lanka Tourism Development Authority; PPP, public–private partnership. flights and permanent route additions and align Seven TTPs that meet these criteria have been identified marketing initiatives to support these routes. Stronger for further consideration. Location, economic viability, partnerships between SLTDA and the international and environmental feasibility need to be determined. Key and domestic airports as well as between SLTDA and destination planning decisions should be taken to protect TABLE 5: Possible Use of International and Domestic Airports in Sri Lanka the airlines serving Sri Lanka would aid intelligence the low-impact, high-value potential of the sites to ensure Airport Status Service potential sharing and cooperative destination development and they do not become overrun by ad hoc development and marketing initiatives. lose their unique points of difference. International Katunayake Existing international airport There is a need for a domestic transfer gate at BIA to ECOTOURISM DISCOVERY Domestic terminal to be located at BIA instead facilitate passenger transfers. CIRCUIT (12- TO 18-MONTH of Ratmalana PROJECT) Mattala Existing international airport underused Access to popular south and east tourism areas and Hambantota commercial area. Possible charter 4.4 Transformative Tourism flight hub Projects (TTPs) Sri Lanka can credibly place a strong focus on ecotourism and realistically aim to be an international Domestic It is recommended that a selection of key projects leader in ecotourism within a decade. Key elements Hingurakgoda Currently Air Force base Access to Polonnaruwa and Dambulla and to be developed in the first four years that can serve as of ecotourism include ethical business practices, Kandy and national parks in vicinity. Potential to be demonstration projects. These TTPs will help achieve sustainable environmental management, commitment assessed for international airport. the goals of the TSP, enable Sri Lanka to embody to conservation, and local community involvement, Trincomalee Existing Air Force base and domestic airport Access to east and northeast the Roots Philosophy and guiding principles, and which are closely aligned with Tourism Vision 2025 and Kandy To be constructed Direct access to hill country and central highlands act as catalysts in developing new tourist hubs and embody the Roots Philosophy. Batticaloa Air Force base that has operated as domestic Access to east and southeast including Arugam Bay experiences and defining new product segments airport since July 2016 around the country. Each project will create a focal A new ecotourism-focused touring route will be defined Ampara Existing Air Force base and domestic airport Access to east and southeast point that will conserve and showcase Sri Lanka’s based on existing products and experiences that embody Jaffna Existing Air Force base and domestic airport Access to north unique natural and cultural heritage. The TTPs will ecotourism principles. Independent operators already create anchor sites, which help draw visitors to a offer several immersive social, cultural and natural Anuradhapura Currently Air Force base Access to Cultural Triangle and Cultural Heartland Zone destination and keep them there and, through their activities and experiences around Sri Lanka, but they are development, help increase business activities not connected and branded as one collective experience Palavi Currently Air Force base Access to west, including Kalpitiya and national parks throughout the area. that might appeal to consumers of ecotourism products. 70 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 71 A touring route could offer various schemes, including would be on developing the inventory, management MARVELS OF ANCIENT promotion, and marketing initiatives is an national tourism signage, national standards for visitor plans, and the presentation approach. There is huge WEWAS (4-YEAR PROJECT) opportunity to plan and build destinations. services, and ecotourism certification (see Chapter 5); potential for PPPs to build mixed developments in and > Lack of a developed regulatory framework is free wireless would be provided at key sites to facilitate around the forts. For instance, Hammenheil Island Fort, There are an amazing 30,000 tanks (reservoirs) across the an opportunity to pilot decentralised regulatory social media postings for destination marketing that currently a Navy-run hotel, could be developed into country, some dating back more than 2,000 years. There services. could be developed in collaboration with input from local an Asian War Museum, with sections on Hammenheil are many tanks in the Cultural Triangle, and the story of > Absence of large anchor investors and investments communities involved in the projects. Island and on the mainland (international example: Sri Lanka’s renowned skills in water management dating is a huge opportunity for FDI and domestic Alcatraz in San Francisco). This could be an anchor back centuries is one that would appeal to international investment. This would be a first-of-its-kind-in-Asia 10-day fully attraction for the northern coast. and domestic visitors. The flagship attraction among > Absence of a consultative dialogue between the eco-certified tourist itinerary. It should be branded and these is Sigiriya Rock. private and public sectors is an opportunity to showcase the best of eco-conscious Sri Lanka through The purpose of this TTP would be to preserve these establish relationships and approaches deemed authentic, home-grown socially and environmentally important historical buildings while putting them to Developing museums, interpretive centres, signage and essential for further tourism development. responsible businesses. The itinerary would include, good economic use. Clustered together, they also related trails around other water bodies (e.g., Kaudulla, > Generally weak capacity in product offering and among others, Platinum LEED-certified accommodation present a compelling case for World Heritage listing Giritale, Minneriya) could add another stop to a tour of lack of innovation is an opportunity to deepen and in one of the planet’s oldest tropical rainforests, small on cultural criteria. The project would bring visitors to the Cultural Triangle and help link less-visited natural and strengthen local supply chains to generate local tented camps in national parks, critically acclaimed local the peripheral parts of the island, encouraging visitor cultural heritage sites. A Rajarata Hydraulics Civilization employment and investment. architecture, locally grown and distinctly Sri Lankan dispersal and demonstrating and strengthening the Museum and interactive interpretive centre could tell the > Lack of service standards is an opportunity to cuisine, local village life, and traditional Ayurveda Roots Philosophy. story of Sri Lanka’s water engineering history and ancient upgrade skills and create better jobs. spa treatments. What is unique about this itinerary innovation. Visitor signage and low-impact excursions is that each interaction will be produced end to end COLOMBO CONVENTIONS such as guided calm water tours and non-permanent Iconic projects in each key tourism location and related following the best ecotourism principles. Potential & EXHIBITIONS CENTRE picnic spots could allow for further exploration. For project actions are identified below. sites on the route could be in Sinharaja, Deniyaya, Ella, AND OTHER RECREATION instance, Giant’s Tank in Mannar has abundant potential Bandarawela, and Haputale. (4-YEAR PROJECT) for high-end bird watching and other wildlife viewing. It DUTCH FORT, BATTICALOA — This is an anchor site could be an important stop-off point for visitors and an for Batticaloa town. A concession for the buildings The circuit can be expanded with new eco-discovery With the significant growth of 4- and 5-star hotels in opportunity for local communities to earn revenue by within the fort to the private sector to develop as a products such as rainforest canopy walks, wilderness Colombo, international access offered through BIA, the providing goods and services. small boutique hotel, restaurant, café and other tourism and forest trails, and soft adventure options. Specialist opportunity for the MICE market to even out seasonal services could ensure the physical renovation of the site. wildlife research centres on subjects such as endemic tourism, and the strong potential for the MICE market EAST COAST SUNRISE It could be coupled with a requirement to enhance and species, birds, elephants, leopards and primates can be from India, there is considerable merit in examining CORRIDORS (4-YEAR PROJECT) maintain the paths and other structures and develop set up at key spots on the circuit in collaboration with the potential for a state-of-the-art convention, interpretive materials about the fort to allow for a local and international universities. This encourages the exhibition and event centre in Colombo. The MICE Since opening to more outside visits in 2009, the comprehensive tourism experience. growing trend of voluntourism and travel experiences for market is competitive, with many Asia-Pacific nations Eastern Province has seen a small but steady increase learning. In time, operators would sell different specialist building grand convention centres and offering heavily in visitors, domestic and international. This TTP would WATERSIDE DEVELOPMENT, TRINCOMALEE — The segments of this route. discounted rates to attract business. have a high economic rate of return for Sri Lanka. development of a ‘tourist street’ in Trincomalee town Tourism endowments in the east are comparable with along the Inner Harbour Road or Dutch Bay could create This TTP would present Sri Lanka in a new light in key Colombo lacks capacity for events beyond an audience those on the west coast but are underused, particularly a hub to attract visitors. A street development project source markets and bring strong, responsible tourism of 1,600. A new centre should be a hi-tech flexible in Batticaloa, Ampara and Trincomalee. Several markets would attract restaurants, shops, and possibly small standards to domestic suppliers. space with seating capacity for 8,000 that can be are evolving in the province, with higher-end beach and accommodation facilities, which would help to create reformatted for trade shows, indoor sporting events, whale watching tourism focused north of Passikudah a focal point for visitors to congregate and stimulate COASTAL FORTS OF SRI concerts and performances, and consumer shows and more-independent budget and adventure tourism, business in the town. LANKA (4-YEAR PROJECT) and have adequate parking. Such a project calls for a especially surfing, expanding from Batticaloa southward. comprehensive prefeasibility analysis to investigate The east coast is on an opposite monsoon season from FAMILY ENTERTAINMENT, PASSIKUDAH — Sri Lanka has some 30 forts distributed at strategic the likely viability and funding models that might the southwest, offering an opportunity for year-round Recreational options are limited in Passikudah. A plot of points along the coast dating from up to 1,500 years apply, including potential as a PPP. This project is a island tourism. land currently used as an expansive car park in the SLTDA ago. They present a compelling case for World Heritage high priority because, apart from traffic and transport tourism zone could be repurposed as a family entertainment listing on cultural criteria. This TTP is important because considerations, it does not depend on other major Although each of the districts has a slightly different and recreation space. A park space for soft adventure, some of the assets are fragile. They offer an opportunity infrastructure and can contribute to building a new value proposition, they share a similar set of challenges small restaurants, events, and music could be created to for a mini-cruise, hopping to each site, which can be segment of tourists as well as local goods and service that present opportunities for national economic complement the water-based activities along the coast. one of Sri Lanka’s signature experiences. The project providers. development: — requiring significant investment — would involve NATURE TOURISM, AROUND ARUGAM BAY — An developing conservation and presentation management In the long term, other family recreation activities and > Poor access from Colombo is an opportunity for air additional anchor for tourism, especially in the Ampara plans to preserve the remaining fabric and to interpret experiences must be developed and promoted for the access and scheduled rail and coach services. region, is the national parks of the region. The parks their individual stories to visitors. The early focus capital city of Colombo. > Lack of destination planning, development, of Kumana, Lahugala Kitulana, and Gal Oya (not in the Eastern Province but accessed through Ampara) offer 72 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 73 exceptional wildlife attractions but are under-visited. RELIGIOUS AND SPIRITUALITY CORE STRATEGY 4.4: Actions to Ensure Focused Destination Development via Transformative Tourism Of the three parks, Kumana offers clear short-term EXPERIENCE (2-YEAR PROJECT) Projects (TTPs) development possibilities, primarily because it can be Lead agency accessed from Arugam Bay and its breadth of potential The rationale for this TTP is to strengthen and better Actions and partners Timeframe activities. Expanding the nature tourism product offers define, promote and package an already developed a way for Arugam Bay to extend its tourism beyond the 79 TTP1: Ecotourism Discovery Circuit SLTDA Phase 1 segment that has significant potential to grow. Religious • Convene a working group of interested ecotourism operators and Other completed by May to October surf season. pilgrimage trails for different religions can be packaged academics who will help define potential products around Sri Lanka government 2018 into 5-day or up to 2-week trips. Visiting a place of that would fit the new philosophy. departments JAFFNA ISLANDS EXPLORATION spirituality can become part of the travel experience • Scope and map these products and use the operators to design an Local Extended (2-YEAR PROJECT) in Sri Lanka. Examples of sites and trails of religious itinerary. government circuit significance include: • Scope and assess potential products for certification and establish Private sector completed by The islands off the Jaffna peninsula are largely certification and verification principles. Media 2020 unexplored but offer an interesting water-based > Buddhism – Sri Pada, Kandy, Mihintale, • Conduct inspection and training to facilitate certification. experience. Instead of large hotel development on the Anuradhapura, Sri Maha Bodiya, Polonnaruwa, • Develop a short promotional film of the journey these products have islands, accommodations will be based on the water, and Tissamaharamaya, Kataragama, Buddhism trail taken and develop other collateral to help with promotion. excursion opportunities will be created on the islands. • Establish a media partnership with an international network to create related documentaries and other content. This will be developed and marketed as a community- > Hinduism – Adam’s Peak (Sivanolipatha Malai), • Share this material with the private sector in Sri Lanka. based tourism product, linking blue and green coastal Kataragama, Koneswaram Temple, Keerimalai • Aim to launch at World Travel Market and follow up with a tourism. With a strong community focus and aiding in Springs, Ramayana Trail familiarisation trip for key journalists from the UK market, followed poverty alleviation, this has the potential to be a model by activation in other markets. project on the world stage. > Islam – Adam’s Peak (Al-Rohun), Red Mosque 80 TTP2: Coastal Forts of Sri Lanka SLTDA Phase 1 Exploration of the islands and island hopping are possible, > Christianity – Adam’s Peak, Wolfendhal Church, • Convene a working group of historians, an architect, tour operators, Department of completed by with day excursions on revamped traditional fishing boats Madhu Church photographers, UNESCO, relevant government bodies, etc. Archaeology 2020 and overnight accommodation on custom-built leisure • Assess the potential of accessing and renovating each of the Central Cultural boats, houseboats and mini cruise ships. A marina and The itinerary can be complemented with dedicated identified forts (some have already been renovated). Fund two piers will need to be constructed near shore on the quality facilities for meditation and Ayurvedic rituals, • Develop a funding proposal to scope each location and assess the UNESCO mainland. Low-impact tourism with kayaking, recreational treatments and cuisine. Because these services already likely costs of renovation and the potential repurposing of these Local fishing, swimming, and diving will be encouraged. exist, this TTP can be made market-ready soon. buildings and their grounds (potential for mixed-use tourism government Construction of an interpretation centre on one island as activity). Private sector There is opportunity to delve into Buddhist heritage. In • Convene decision-makers responsible for each location and assess well as a research and conservation centre for the wild willingness to move forward with renovations and reinvestment. horses on Delft Island will add value. Cottage industries addition to the well-known sites, there are other sites of • Develop a staged project plan with distinct phases. in fishing and aquaculture will be promoted whereby interest that can be combined into itineraries. Examples • Approach potential donors to support preservation and adaptive visitors can see and interact with traditional fishermen. include the tallest Buddha statue in South Asia at reuse of this important heritage. Visitors can then enjoy coastal cuisine at small restaurants Batamullakanda, Matugama; the oldest Buddhist temple • Once renovation has started, begin developing collateral that tells and day trips to the islands. A community programme to in Sri Lanka at Girihadu Seya, Trincomalee; extraordinary the story of each fort and the roles they have in Sri Lanka’s history. improve standards and output of local cottage industry wood carved interiors at Embekke Temple, near Kandy; • Start discussions with the private sector and local communities can be set up with development partner support. The unusual cave temples such as Ridi Vihara Temple in about PPPs for management and maintenance of forts; consider possibility of granting national marine sanctuary status to Kurunegala and Aluvihara Temple in Matale; and island forts as possible tourism information centres, sites for orientation the archipelago must be assessed. temples just off the coast. and interpretation, small museums with possible retail, restaurants, boutique hotels, boutique shops featuring local handicrafts or locally produced agro products. • Develop tourist itinerary with as many forts as possible. • Start UNESCO World Heritage listing process. 81 TTP3: Colombo Conventions & Exhibitions Centre SLTDA Planning in • Appoint a public and private sector working group to develop Megapolis 2017 concept, location, scale, green credentials, and design features, authority Construction including a prefeasibility study. begins in • Make plans for additional recreation activities and investments for 2018 Colombo city. 74 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 75 Lead agency Lead agency Actions and partners Timeframe Actions and partners Timeframe 82 TTP4: Marvels of Ancient Wewas SLTDA Completed 85 TTP7: Religious and Spirituality Experience SLTDA Completed by • Convene a small working group of historians, tour operators, Other by 2020 • Convene small working group of religious organisations, tour Other 2019 photographers, relevant government bodies, potential donors, government operators, etc. government community mobilisers, etc. departments • Develop potential distinct touring routes and trails to be incorporated departments • Develop a plan, based on location, to scope and map each tank site. into other itineraries. Local • Develop a funding proposal to scope each location and assess likely • Produce and implement phased project plan. government low-impact tourism product potential, including learning experience, • Produce promotional collateral and create media opportunities. Private sector museum and interpretation centre. • Produce and implement phased project plan. 86 SLTDA encourage private sector to develop various general and SLTDA 2018 ongoing • Develop collateral that tells story of each tank and its setting and targeted travel apps to help independent visitors explore country more Private sector context; link with international media channels. comprehensively. Examples include key touring routes, World Heritage • Start discussions with private sector and local communities about PPPs Sites, Forts of Sri Lanka, key Wewa sites, wildlife of Sri Lanka, festivals, for tourist services around these water bodies (e.g., craft markets, small events (including content development). boat tours (engineless), agro and community tourism, local shops). • Build new products into tourist itineraries. 87 Market signature experiences of Sri Lanka, including events, editorials, SLTPB 2018 ongoing blogs, even during planning stages. 83 TTP5: East Coast Sunrise Corridors SLTDA Planning in • Identify teams, including local stakeholders, for each location — Other 2017 Trincomalee, Passikudah, Batticaloa, Arugam Bay. government Note: SLTDA, Sri Lanka Tourism Development Authority. • Perform initial site assessments, stakeholder scoping, local awareness departments Begin imple- workshops. Local mentation in • Facilitate opportunities for sustainable community engagement. government stages from Endnotes • Batticaloa Fort — Relocate district government office; develop plan for Q3 2017 21. Travel in Sri Lanka, Euromonitor International, August 2016. fort including initial feasibility, business plan, architectural concepts, interpretation opportunities. Plan for private sector concession. 22. World Bank Group. 2016. Options Study for Private Sector Participation in the Development of the Domestic Airport Sector in Sri • Passikudah — Explore family recreational space in SLTDA-owned plot Lanka. near existing tourism zone 23. Potential sites should be assessed based on environmental impact, climate conditions for play, rainfall to lower maintenance • Trincomalee Waterside Development — Identify tourist street and costs, vegetation, topography and environment for the course, as well as options for other recreation. determine status of buildings along street, develop plan for area, including feasibility analysis, conceptual designs, renovation proposal, strategy to attract investors. • Arugam Bay Nature Tourism — Work with relevant stakeholders to enhance services and promote Kumana National Park wildlife experience. Identify habitat conservation, business feasibility, resources required, partners for implementation, expected return on investment. • Produce phased project and implementation plan. • Market destinations and create media opportunities. 84 TTP6: Jaffna Islands Exploration SLTDA In operation • Convene small working group of historians, tour operators, relevant Other by 2020 government bodies, potential donors, community mobilisers, etc. government • Develop plan to scope and map each island and its unique assets and departments traditions. Local • Assess declaration of archipelago as national marine sanctuary. government • Develop funding proposal to scope each location and assess likely Private sector low-impact tourism product potential, including interpretation centre, Development research centre, water sports, aquaculture. • Produce and implement phased project plan. • Develop community programme to improve standards and output of local cottage industry. • Produce promotional collateral and link with tourist itineraries. • Launch at international fair with media coverage. 76 TSP 2017-2020 DEVELOPING SUSTAINABLE DESTINATIONS 77 Lifting Industry Standards CHAPTER 5 78 79 All sectors of the tourism industry must conform to cultural offerings. In addition, with information flowing Carrying capacity comes up frequently in any visitor capacity, there is an opportunity to manage visits international best practices to conserve the country’s freely in the digital world, Sri Lanka cannot afford bad discussion of Sri Lanka’s natural and cultural heritage through the combined use of time, price and alternative natural and cultural endowments and attract the right reviews on service standards, professionalism, health management. Carrying capacity studies have not been opportunities. kind of visitors to Sri Lanka — visitors inclined to respect and safety, wildlife interactions, environmental and conducted for the country’s major attractions. It is Sri Lanka’s roots: wildlife, environment, culture, heritage heritage management, and community interactions. This said that 90% of visitors will be happy if they can gain Visitor numbers to national parks, cultural attractions and communities. The global trend is also toward more chapter considers the context and actions required to lift access to 10% of a protected area, so equipping that and religious sites and the resulting revenue collection environmentally and socially conscious consumers standards at specific touch points that will improve the 10% of the protected area to handle the 90% of visitors are increasing steadily (Figure 11 and 12), but these seeking authentic experiences who are discerning in their high-value reputation of Sri Lanka’s tourism industry. becomes the primary focus. This also contributes to visits are concentrated in a few heavily used sites. travel, accommodations and spending choices. the primary aim of protecting environments in these For example, four of the national parks (Yala, Horton Current Context areas. Some of the most-popular national parks and Plains, Udawalawe, Minneriya) together with the The UN World Tourism Organisation calls this trend cultural sites in Sri Lanka are approaching capacity Pinnawela Elephant Orphanage account for most a complete paradigm shift toward a more-responsible National parks and wildlife and historical, religious and under existing management approaches. In addition to nature-related visits, with Yala and Horton Plains traveller24. This rapidly growing group of travellers is cultural sites are a core attraction for visitors to Sri Lanka providing for a broader range of activities to increase accounting for almost 50%27. more inclined to support and pay more for high-quality and play a vital role in the tourism industry. In particular, service, professional practices, high environmental Sri Lanka’s iconic wildlife (marine and terrestrial) is a standards, authentic community engagement, and critical competitive advantage. Together they generate evidence of community support. Research suggests significant revenue (Graph 6) for conservation — not FIGURE 11: Visitor Numbers at National Parks in Sri Lanka in 2015 this segment is likely to become mainstream in the near only of the natural and built environment, but also of intangible cultural traditions and ancient legacies that 600,000 future25. may otherwise be lost. These areas provide employment Well-respected large hotel chains and tour operators and and community engagement opportunities and the countries such as Costa Rica are already increasing profits chance to present what is uniquely Sri Lanka. However, 500,000 by tapping into these ‘green’ preferences26. Sri Lanka will over-visitation and mismanagement of assets can need to position itself competitively against destinations be detrimental to the country’s reputation and with a similar comparative advantage in nature-based and counterproductive to marketing efforts. 400,000 FIGURE 10: Annual Revenue from National Parks in Sri Lanka 300,000 1800 1600 1,585 200,000 1400 1,235 1200 100,000 Total income (Rs. Mn) 1000 916 0 800 Yala Horton Plains Udawalawe ETH Minneriya Pigeon Island Wilpattu Kaudulla Hikkaduwa Kumana Wasgomuwa Bar reef Bundala Lunugamvegera Gal oya Horagolla Galways Land Angamedilla Maduru oya Lahugala 708 546 600 412 400 215 Source: Department of Wildlife Conservation. 200 149 0 2008 2009 2010 2011 2012 2013 2014 2015 Year Source: Department of Wildlife Conservation. 80 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 81 FIGURE 12: Visitor numbers at Central Cultural Fund–managed sites of Sigiriya, Anuradhapura, Polonnaruwa and Galle 300,000 250,000 Tourists arrival July–December 200,000 2014 150,000 2015 100,000 50,000 0 Sigiriya Anuradhapura Polonnaruwa Galle CCF projects Source: Central Cultural Fund STRENGTHS • A wealth of natural, cultural, historical and community lifestyle assets is well distributed around the island — including eight UNESCO World Heritage sites, five Ramsar wetlands, and many areas of high environmental, cultural and historical value still underused for tourism. Sri CASE STUDY 2: WILDLIFE SAFARI Lanka has the second-highest coverage of protected areas in Asia, with the Department of Wildlife Conservation managing nearly 90 natural areas. The Forest Department manages more than 500 The traditional approach to protected area visitation is jeep-based safari tours — exclusively undertaken by areas, many with high levels of biodiversity, endemism, and tourism values similar to those of independent jeep operators that may be owner operated or have multiple vehicles and employed drivers. This currently overvisited sites28. The Central Cultural Fund, in the Ministry of Education, manages provides a one-dimensional experience of Sri Lanka’s national parks. There is significant potential to broaden 21 cultural sites, including four World Heritage Sites29: Anuradhapura Sacred City, Polonnaruwa the range of experiences offered and provide significantly better tourism experiences, but more important Ancient City, Sigiriya Rock Fortress, Kandy Sacred City. There are several noteworthy Buddhist, in the short term, there is a need to address management of these tours. There are numerous social media Hindu, Christian and Muslim religious sites. references to rundown vehicles, speeding, overcharging, and crowding at wildlife sites. The DWC guides also regularly receive feedback related to poor language skills and demands for high tips. A high-end tour • All this provides year-round opportunities for a diverse range of visitor experiences and activities or accommodation provider must currently ‘hand over’ their guests to a jeep driver and DWC guide even without the need to contrive attractions. As a result, Sri Lanka possesses significant potential to though they may have suitable four-wheel drive vehicles and highly trained interpretive guides on staff. There offer excellent ecotourism and interpretation around: also appears to be little enforcement of park rules, which has implications for visitors and wildlife. There is - Large charismatic species an urgent need to apply standards to jeep operations (e.g., minimum pay and conditions for drivers, age - Endemic species and high levels of terrestrial and marine biodiversity - Agri-tourism — particularly tea and spice production limit on vehicles, protocols on how many vehicles may surround wildlife and minimum distances). Specialist - Gemstones and jewellery eco-guide training and improved language skills are also critical. The fitting of GPS tracking devices on all - Religious pilgrimage jeeps and safari vehicles could also enable park managers to monitor movements, vehicle numbers, vehicle - Historical ports, forts, and engineering feats clustering around wildlife, speed, and known animal congregation points. It could also identify vehicles that break park rules. • There is a good revenue base that the respective organisations collect and directly manage and the ability to disperse visitor numbers and impacts. Using other areas with the same-quality Visitor services and infrastructure are generally extremely limited, with most areas lacking access to basic values is an advantage for implementing good conservation and visitor management practices. toilet facilities. There is little in the way of interpretive, behavioural and way-finding signage, and interpretation displays are often absent and, where present, very dated. Although online booking systems are planned, there • The presence of large international chains provides opportunities for private sector–led is little to no use of interactive technology or digital apps. There are some camping areas available in national leadership in developing voluntary certification and standards schemes to drive higher standards parks and some bungalows mostly used by domestic visitors; these structures could be dramatically improved across the industry. It also provides opportunities for mentoring and training support through information sharing in industry meetings and forums. by considering low-impact safari-style tents that blend with the environment. 82 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 83 CASE STUDY 3: WHALE & DOLPHIN WATCHING Sri Lanka is rapidly gaining a reputation for whale and dolphin watching. Three key sites are Mirissa on the south coast, Trincomalee on the northeast coast, and Kalpitiya Peninsula on the northwest coast. Blue and sperm whales, dolphins and turtles can be viewed; there are reliable sightings in the peak whale watching months of December, January and April but also in November, February and March. Spinner dolphins and certain small shark species are common in the Kalpitiya area. Reading TripAdvisor reviews reveals a major problem in the management of whale watching, particularly in the Mirissa area: small, slow, overloaded, smoky boats; significant proportions of guests becoming sea sick; chasing and harassing whales; operating tours out of season when the chances of seeing whales is slight and the sea conditions are rough. This type of feedback is building a negative reputation for Sri Lanka in this upscale niche market segment. One of the major limitations of the whale watching industry is the use of small boats. A high-quality whale watching experience is more likely with the use of high-speed, 15- to 30-metre-long vessels. Purpose- built whale watching vessels have optimal viewing decks, interpretive facilities, on-board bathrooms, and capacity to serve hot meals. Like land-based wildlife tourism, marine tourism management requires government intervention with the support of local marine experts, resident communities, the private sector, and non-government tourism bodies to move this important sector to a sustainable footing and one that offers a high-value tourism experience. Whale watching commenced globally as a tourism activity in the early 1990s. There are standard, well- regarded protocols for sustainable vessel-based whale watching (e.g., minimum distance that must be maintained from whales, engine-off requirements when whales near a vessel, no ‘leap frogging’ of whales, additional minimum distances for mother and calves). Similarly, there are well-tested commercial permitting systems around the globe that regulate operating procedures, animal protection, vessel quality, and safety. There should be a declared whale watching season to prevent off-season voyages in unfavourable conditions. Incentives for operators to achieve ecotourism certification should also be introduced. 84 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 85 CHALLENGES • Nature-based, religious and cultural experiences are confined to a few high-profile sites that are congested and poorly managed (see Case Study 2: Wildlife Safari). Visitor management plans for sites are deficient, not visitor centric, or not comprehensive. For national parks, visitor use is controlled using only a permit system and available on a park-by-park basis. There is no system for managing commercial operators. • There is little information or feedback collected at the site level on visitor numbers, profiles and preferences. Collecting such information would provide insights into visitor needs and levels of satisfaction; is fundamental for planning and monitoring the effectiveness of infrastructure, interpretation, soft adventure activities, accommodation options, and merchandising; and would provide better understanding of visitors (see Chapter 2). • There is no effective national standard or certification system covering tourism operations for accommodations, tours, events, attractions and speciality services, and retail businesses (e.g., arts, crafts, Ayurveda, gemstones). This limits Sri Lanka tourism’s capacity to: - Provide consistent guidance to operators on how to improve their business, environmental and social performance - Provide visitors with the ability to identify and indicate a preference for best-practice operators - Assist in promoting Sri Lanka as a sustainable tourism destination (by highlighting best- practice operators) to the market segments identified in Chapter 2 • Standards for accommodation, tour and retail providers vary greatly. There is little management, monitoring, or enforcement of best practices, professionalism, or quality (see Case Study 3: Whale & Dolphin Watching). This is particularly prevalent in protected areas, land- based and marine life tours with respect to health and safety, and in certain specialist services and retail such as Ayurveda and gemstones. There are inconsistent industry standards regarding best practices in waste management, water and energy conservation, habitat preservation, and marine and wildlife interactions, which are all serious reputational risks for a destination. • There is generally a poor standard of information, narrative, interpretation, and presentation of values at most sites. Visitor services, signage and infrastructure are absent or substandard, and packaging, presentation and connectivity between sites is poor (see Case Study 4: Sigiriya value addition). Visitor information and information centres are hard to find and inconsistently presented and offer limited services. Visitor information regarding health, safety, and appropriate conduct with respect to wildlife, religion, culture and communities is minimal. CASE STUDY 4: SIGIRIYA VALUE ADDITION • Most sites offer one-dimensional experiences and limited opportunities for community interaction. There are significant opportunities to broaden the range of culturally-based activities The high-profile World Heritage Site Sigiriya is facing visitation pressure and is not delivering the quality of to celebrate the country and Sri Lankan life. This would involve the local community in activities tourism experience that it could. It should be given early attention to enable the site to be preserved, and the (e.g., local crafts, music, traditional livelihoods, authentic Sri Lankan foods) while alleviating visitor experience to be broadened and enhanced. There are many opportunities to add value to the current negative aspects such as touting. This could encourage voluntourism and local events. experience through improved interpretation, including personal guiding based on the market segment and • The range of touring routes offered is limited and standardised, with tour operators largely length of time: from general information to academics to specialist knowledge. Non-personal interpretation using the same overfrequented natural and cultural sites. In their defence, these have includes accurate signage, apps, displays and 3D technology that are eco-friendly and fitting for the historic established infrastructure connectivity and visitor facilities. However, tour operators and guides setting (e.g., no neon signs). Important attributes of the site are not currently featured, such as Cobra recommend establishments that give them a commission, which disadvantages smaller rural Hood cave, which is below the main Sigiriya rock and has motif paintings; the surrounding gardens and the entrepreneurs. Many Sri Lankan operators offer a little of everything in their tourism promotion walled city and moat; and local community involvement on the site. The placement in key areas at Sigiriya of literature, without perhaps an appreciation that potential niche markets (e.g., bird watching) temporary cafés, food stalls, and souvenir stalls is a distraction from the grandeur of the site. There is potential require more-focused and higher standards of guiding and service delivery. All this limits the to provide high-quality visitor services — good-quality food outlets, local souvenirs, crafts and other value-add diversity of tourism experiences and hinders the regional spread of benefits to communities options — in specific locations. An interpretive centre, comfort facilities and improvements to the existing outside the popular attractions. museum are on the cards. 86 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 87 Core Strategies consistency of delivery for the visitor experience. disenchanted is great. Many social media reviews investment in key visitor infrastructure could result These include basic infrastructure (e.g., parking, retail, complain about the total costs involved in multiple in significant improvement in carrying capacity and To deliver the best-in-class niche market experiences toilets, rest facilities), interpretation and signage (e.g. visits and the expectation of drivers and guides to resource protection. SLTDA should advocate for outlined in Chapters 2 and 4, and position Sri Lanka directional, behavioural). Although the protected areas receive substantial tips. A common ticketing approach, potential enhancement initiatives that would transform as a competitive sustainable tourism destination, may not be under the purview of SLTDA, it can be an advance purchase, seasonal passes, low-season passes, the country’s high-value tourism offerings, such as: a concerted effort must be made to lift industry essential partner in developing site-specific management student deals and other packages could be developed standards across the board, including tours, plans. SLTDA can develop a template for the tourism to streamline the system and offer savings to visitors. > Development of management systems based on accommodations, attractions, events, speciality retail component to deliver a holistic visitor experience. This system would result in a one-time payment so that managing access times, price and exclusivity at and information services. It is important to continuously review current site visitors do not have to complete multiple forms and nature-based and cultural sites such as stratified management plans where available and to integrate pay multiple times. The ticket ‘bundles’ can combine access times for large groups, daily limits (short- After consultation with government, the private sector recommended actions. different choices and feature lesser-known attractions term solution), and higher prices for peak times. A and tourism stakeholders, the following three core to promote alternative sites and disperse tourism premium time of day might attract premium entry strategies and actions have been identified as the Sri Lanka cannot become a genuine ecotourism throughout the island. fee charges. It is also possible to improve yield priorities for the next four years. These have been destination while it has widespread littering, pollution by retaining a reserve of tickets (e.g., 5-10%) that selected because they address the highest-risk areas and waste mismanagement throughout the island. It is critical for the Tourism Ministry and SLTDA to visitors can bid for to enter at premium times or to in terms of potential loss of significant environmental A national housekeeping programme should be work closely with the relevant government bodies enter premium locations. Such an online auction and cultural values, Sri Lanka’s potential competitive introduced in a concerted effort to address continuous and development partners to improve management bidding process could enable independent or small- edge in ecotourism, the significant reputation risks from clean-up, safety and sustainable waste disposal of protected areas for conservation and high-value group travellers to make unplanned visits at the last bad visitor experiences and reviews, and achievability throughout the island. A major initiative related to Sri ecotourism. Changes to operational procedures and minute and pay a premium for the privilege. within the timeframe. Not all of the actions are under Lanka’s most popular mainstream market segment the jurisdiction of the Tourism Ministry and the — the coastal experience — should be undertaken. tourism institutions, but they are included here as This would encompass beach safety and cleanliness in key focal points for stakeholder partnership projects collaboration with Tourist Police and the Coast Guard, CORE STRATEGY 5.1: Actions to Improve Conservation, Preservation, and Management of Natural to be discussed and implemented using the kinds of and an improved marine life experience by regulating and Cultural Assets mechanisms discussed in Chapter 1. vessel and aerial whale watching. Pilot projects in the Lead agency south in collaboration with a range of stakeholders in Actions and partners Timeframe Outcomes 5.1 Enhance conservation, the most-vulnerable locations will need to be started 88 Develop protected area infrastructure SLTDA 2017 Tourism presentation and management of quickly. guidelines, templates and checklist to allow Wildlife Department businesses natural and cultural assets site audits for each area, with the aim of CCF contribute to A reliable, secure online booking and payment providing the best visitor experience. Forestry Department protection, Guidelines, codes of conduct and management plans system to purchase tickets to visit natural and cultural Consultant conservation and must be implemented to conserve natural and cultural assets will greatly benefit visitors. Because Sri Lanka has enhancement of 89 SLTDA to advocate for integration of DWC 2017 assets while providing a high-value tourism experience. myriad cultural, nature-based and religious sites, each conservation and tourism objectives and Forestry Department Sri Lanka’s natural For instance, guidelines and audit procedures to assess with its own ticketing system and pricing structure, actions in site-specific management plans for CCF and cultural the infrastructure in protected areas can help ensure the potential for travellers to become confused and protected areas. SLTDA assets. 90 Develop a national housekeeping SLTDA Priority in Visitors have easy programme to ensure a clean, safe, Provincial & local 2017, ongoing access to reliable sustainable environment. Begin with an governments LIFTING INDUSTRY STANDARDS: information and initiative to upgrade the coastal experience CORE STRATEGIES 2017–2020 services, feel with pilot projects in the south. safe, and are 1. ENHANCE CONSERVATION, PRESENTATION 91 Enforce national vessel-based and aerial SLTDA Priority in impressed by AND MANAGEMENT OF NATURAL AND whale watching regulations. DWC 2017 environmental CULTURAL ASSETS 92 Improve beaches: SLTDA to advocate for SLTDA 2018 performance, the construction of compact two-storey eco- Coast Guard social friendly units along popular beach locations Local government responsibility, 2. FACILITATE UPTAKE OF BEST PRACTICES to house one lifeguard and a Tourist Police and service AT KEY TOUCH-POINTS officer to monitor the beach on a 24-hour standards in the shift basis and to address maintenance, illegal country. activities, and visitor safety. 93 Develop online booking and ticketing SLTDA Priority in 3. IMPROVE VISITOR INFORMATION mechanisms allowing access to multiple areas DWC 2017 AND INTERPRETATION and different package options. Forestry Department CCF Note: SLTDA, Sri Lanka Tourism Development Authority; CCF, Central Cultural Fund; DWC, Department of Wildlife Conservation. 88 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 89 > Providing additional staff at each key attraction and 5.2 Facilitate the Uptake of Best in speciality retail related to traditional handiwork, through audit and mentoring workshops in partnership providing training to increase onsite monitoring Ayurveda products, and cottage industry ventures. with larger private sector companies. and enforcement of regulations and codes for Practices at Key Touch Points These include access to training, financing and tourism operations. To be a high-value destination and provide an authentic marketing, such as organised business and specific PUBLIC SECTOR experience aligned with the Roots Philosophy, Sri Lanka sector training; rating and grading systems; negotiated The online visa system (E-visa) for entry to Sri Lanka > Best practices in wildlife interaction, for captive needs to elevate visitor services at key touch points in loans and grants; an innovation venture fund; registered is an overseas visitor’s first tangible encounter with wildlife in rehabilitation centres and zoos as well as the public and private sectors, including ports of entry operators and outlets showcased on SLTDA website; travel to Sri Lanka. Although it is efficient, further value wider animal welfare. In line with ecotourism best and exit, accommodations, and speciality retail. marketing incentives for best practice operators; addition can take place, namely branding of the E-visa, practices, SLTDA should advocate open-enclosure and access to marketing promotions and cooperative a better look and feel for the E-visa website, using the green sanctuaries rather than caged zoos by 2025. A mystery shopper programme run by the SLTDA marketing initiatives. There also needs to be quality E-visa system as a marketing tool to share information The Ridiyagama Safari Park is an example that the with a team of retired tourism professionals would control, particularly with respect to food and Ayurveda in advance of the visitor arriving in the country, and for Department of Wildlife Conservation has developed. be useful to randomly monitor quality standards and products as well as gemstones. This can be encouraged online surveying after the trip. Better, more-spacious conditions and compassion customer service. This could address specific problems should be introduced at the Dehiwala Zoological at a particular attraction or service. In addition, periodic data gathering can take place at these touch points CORE STRATEGY 5.2: Actions to Facilitate the Uptake of Best Practices at Key Touch Points Gardens and Pinnawela Elephant Orphanage. using short visitor satisfaction surveys to understand Lead agency > Introduction of a new system of commercial tour customer preferences and profiles, which will also feed Actions and partners Timeframe Outcomes operation management in protected nature into the VSM (see Chapter 2). 94 Develop and implement a mystery shopper SLTDA 2019 ongoing Strong areas, possibly in existing low-use national parks programme and quick visitor satisfaction interpretation and sanctuaries adjoining popular national parks. PRIVATE SECTOR surveys at different touch points. engages, informs It would involve the establishment of minimum The EU SWITCH-Asia project Greening Sri Lanka Hotels 95 Develop, or adopt under licence, a national SLTDA 2018 ongoing and impresses standards whereby only operators with some laid a solid foundation for the improvement of best sustainable tourism certification scheme visitors; provides practices by helping start more than 350 hotels on the path for tours, attractions and accommodations. access to history, level of certification would be eligible to apply for Specifically for accommodations, implement stories, culture and commercial operating licences in these protected to pursuing good water, waste and energy practices. A the Green Hotels Programme to promote people that make Sri areas. Certified eco-guides would provide possible expansion or follow-up to this project should be hotels to set and achieve renewable energy, Lanka unique. interpretation under the employment of the tour considered in the development of national certification or water conservation, recycling and waste operator or would be under independent contract standards programmes. SWITCH-Asia has laid significant Visitor information reduction targets. with the tour operator. By testing a new scheme groundwork in the development of a voluntary ‘green and interpretation tourism’ certification scheme for the tourism industry. This 96 Review license conditions and add best SLTDA 2018 in lower-use national parks (e.g., Wasgamuwa) encourages practice requirements. If a business has and adjoining sanctuaries, it would be possible scheme was primarily aimed at accommodation providers responsible, approved SLTDA certification, licensing to monitor comparative visitor satisfaction levels, and focused on sustainability practices such as energy appropriate should be integrated into a one-step process. average tour price and environmental impacts. and water conservation, waste management and safety. environmental and Consider extending this to the speciality retail To avoid duplication of regulation and unnecessary red social interactions. space or implementing a code of conduct and > A joint agency project focused on piloting an tape and cost, it is recommended that certification under recognised suppliers programme. integrated management model at a national this scheme (if pursued) be integrated into the licensing 97 Introduce an annual tourism awards SLTDA 2019 ongoing park, including adjoining forested areas in a holistic processes of the SLTDA. In the next phase, it can be programme with strong quality and Chamber of tourism management plan; piloting a commercial extended by promoting green principles and codes of sustainability criteria in association with Commerce operator model with an ecotourism certification conduct to other service providers such as tour operators industry bodies. Tourism associations programme (only certified operators provided with and attractions. 98 Develop national and enforceable operator SLTDA 2019 permits); establishing permit allocation process; codes of conduct, minimum vehicle Tourism associations providing a transition training and mentoring The private sector can be further encouraged to standards, and driver and guide standards programme. raise standards, particularly in relation to quality integrated into licensing and certification and sustainability, with an annual tourism awards programmes (including tuk-tuk drivers). > Exploration of private tours and small-scale low- programme developed in collaboration with an industry 99 Initiate small and medium enterprise support SLTDA 2019–2020 impact accommodations in protected nature chamber, with a significant marketing prize for each programme for traditional arts, Ayurveda areas, PPPs, and private sector management of category winner and culminating in an awards event. products, and handicraft cottage industry tourist bungalows and campsites. This requires a ventures. significant review of current policies to ensure that It is important to foster traditional arts and crafts, 100 Work with Department of Immigration & SLTDA 2017 the primary role of conservation and protection of cottage industries, food products, Ayurveda products, Emigration and airport and port authorities Other government natural values is maintained. There are examples in and the sale of gemstones and jewellery as speciality to enhance online visa service and improve departments other countries of high-quality accommodations and souvenir items through a SME support programme. airport and cruise visitor experience. attractions that the private sector has built using a This adds value to the visitor experience and offers 101 Strengthen and provide resources for Tourist Tourist Police 2017 ongoing range of investment approaches, including PPPs and something authentic to take home. Programmes Police with dedicated teams island-wide. SLTDA joint ventures. should be established to support SMEs and MSMEs Note: SLTDA, Sri Lanka Tourism Development Authority. 90 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 91 BIA in Katunayake is the first and last touch point for Up-to-date educational and attractive collateral CORE STRATEGY 5.3: Actions to Improve Visitor Information and Interpretation 99% of international visitors30. Because of capacity should be produced to create a high-value learning Lead agency limitations at BIA, there can be bottlenecks during peak experience at attractions. For example, this could Actions and partners Timeframe Outcomes times. Notwithstanding major renovation plans, it would include general print and electronic material on 102 Undertake protected area interpretation SLTDA 2017 Sri Lanka adopts be worthwhile expediting certain quick fixes and soft biodiversity and wildlife and specialist material on audits of key visitor sites to evaluate current DWC a “best in class” touches to prioritise the visitor experience. Examples botanical gardens. Private sector sponsorship is status and necessary improvements. CCF approach to include adequate staffing and traditional greetings, possible. Forestry Department delivery of tourism contemporary visuals of Sri Lanka, free welcome tea Consultant experiences and is service, small cultural performances during festival Guides and tour operators must participate in continuous 103 Develop national standard for visitor SLTDA 2017 seen as a globally times, and welcome and departure gifts. The private SLTDA-led awareness programmes so that they can information centres and interpretive DWC leading ecotourism sector could sponsor some of these services. educate visitors about lesser-known sites that are of centres, including overarching quality and CCF nation by 2025. interest from a biodiversity or historical perspective. In aesthetic standards (not prescriptive) and Forestry Department With the growth of the cruise sector and because Sri the urban context, better management and training of management models (e.g., community Lankan ports do not have dedicated cruise terminals, tuk-tuk drivers is also required to improve visitor safety participation, corporate sponsorship). similar interim convenience measures should be and the quality of information provided. 104 Develop a visitor information guide for SLTDA Priority in taken to improve the visitor experience at points of use at visitor information points and online 2017 debarkation and embarkation for cruises. SLTPB has tourism information centres in prime (e.g., website, travel apps, email). This locations in Colombo, BIA and Kandy that provide should include do’s and don’ts with respect to environment, community, wildlife; illegal Safety and security are important for visitors and the host information to visitors, but can also be used for data trafficking; safety information; and advice on community. As Sri Lanka welcomes tourism, operators gathering and targeted marketing. Examples include avoiding scams. and communities must not ignore rule breakers. The private sector collaboration to offer welcome drinks 105 Work with other government departments to SLTDA Q3 2017, Tourist Police predominantly handle conflict resolution and gifts, and public sector collaboration to showcase produce informative collateral on general Other government ongoing and visitor support. They need to be strengthened in lesser-known attractions and raise awareness of safety themes and for specific attractions and departments numbers, capacity, resources and authority. A dedicated and industry HR challenges. subjects. tourist police unit that is well resourced and trained in 106 Develop industry awareness programmes on SLTDA 2018, ongoing soft skills and located at all tourism hubs could be an The SLTDA should work closely with the relevant lesser-known attractions in collaboration with important tourism touch point. government agencies to ensure clarity and consistency specialist organisations. in signage on key routes and support services. Some 107 Creatively use tourist information counters Sri Lanka Tourism 2018–2019 5.3 Improve Visitor Information potential tourism-related enhancement initiatives that as points for data collation, customer service Promotion Bureau SLTDA can advocate include: and Interpretation and targeted marketing. Private sector Visitor information and interpretation, including accurate > A joint project to develop a national tourism Note: SLTDA: Sri Lanka Tourism Development Authority; DWC, Department of Wildlife Conservation; CCF, Central Cultural Fund. signage, explanatory collateral, visitor centres and online road sign system and staged signage plan and information need to be emphasised. Similarly, information install directional signage at priority sites. This and communications technology (ICT) can be used to can be followed by interpretive signage, which provide more information, for instance working with facilitates independent travel. It is recommended Endnotes Google to improve location information on their online that corporate sponsorship be sought to reduce 24. http://cf.cdn.unwto.org/sites/all/files/pdf/global_report_transformative_power_tourism_v5.compressed_2.pdf maps and providing more travel information online. All government costs and to test the system under a 25. http://www.natgeotraveller.co.uk/smart-travel/features/is-sustainable-travel-going-mainstrea/ this elevates the quality of the visitor experience and pilot project, such as for the Ecotourism Discovery encourages independent travel (see Chapter 6 for guiding). 26. http://wwwresponsibletravel.org/resources/documents/2015%20Trends%20&%20Statistics_Final.pdf Circuit (see Chapter 4, Section 4.3.4). 27. Source: Department of Wildlife Conservation. Well-signed touring routes, view points and > A joint project for a national tourism signage 28. Biodiversity Sri Lanka, 2016. interpretation centres along with comfort centres, rest manual for protected nature areas and cultural stops and wayside lookout points (see Chapter 4) will sites covering standard design, durable materials, 29. The legal authority is the Department of Archaeology. encourage travellers, especially returning visitors, to and consistent way-finding and behavioural signage 30. SLTDA Annual Statistical Report 2015. explore the country more comprehensively and enjoy a using internationally recognised symbols. Existing multidimensional visitor experience. It will also be possible site signage and management plans may need to be for independent travellers to undertake more-independent upgraded accordingly. holidays in much greater numbers than at present. Independent travellers developing their own travel and > A joint project to develop national design standards accommodation itineraries will be much less susceptible for comfort centres, wayside stops, viewpoints, to the manipulation of unscrupulous operators who take lookouts, shelter pavilions and picnic facilities in guests to a limited range of service providers based on identified locations. Simple, practical, traditional commission payment to the driver and guides. designs appropriate for the local area should be used. 92 TSP 2017-2020 LIFTING INDUSTRY STANDARDS 93 Engaging the Workforce and Communities CHAPTER 6 94 95 A tourism sector with a highly skilled workforce that uses strategic HR management31 is a prerequisite to attracting the right people for the right job. This is crucial to Sri Lanka becoming a high-value destination. Strong growth in the CHALLENGES tourism and hospitality sector creates employment and career opportunities and can harness the intrinsic hospitality of Sri Lankans. • A limited understanding among decision-makers and influencers in the public sector of the importance of HR strategy in achieving a sustainable workforce. When considering HR in the tourism industry, there are three broad groupings of actors: public sector, private sector and communities. Each requires specific strategic approaches of engagement that are proposed below. • A prescriptive, obsolete scheme of recruitment in the tourism institutions that does not reflect current best practices for effective service delivery. There is no accountability for achieving Current Context outcomes within designated timeframes. Appropriate technology and a work environment Tourism in Sri Lanka employed 319,43632 people in 2015. Direct employment in hotels, restaurants, travel agencies, conducive to productive work outputs are lacking in the public sector. tour operators, airlines, recreational facilities, tourist shops, guides, national tourist institutions, and the state sector accounted for 135,930 of these33. Indirect employment from tourism (including suppliers to the sector such as • A lack of formal data and comprehensive research to capture information on: - Employment profiles and practices in the private sector information technology (IT), fuel and energy, catering services, clothing, housing and household goods and services) - Learning and development programmes in the private sector accounted for the balance. - Number of women employed in the sector and in what capacities - Factors attracting or discouraging potential employees to or from the tourism and hospitality Public and private sector stakeholders recognise the potential growth trajectory of the tourism industry as a major sector, especially women opportunity and a challenge to capturing the benefits of tourism development and meeting strategic objectives. - Available skill sets of the workforce and trainers - Attraction, recruitment and retention strategies for the public and private sectors • Limited diversity and inclusiveness in the private and public sectors, including low female STRENGTHS participation in the hospitality workforce34. • A public sector willing to review existing structures that understands the need for change • A dearth of qualified trainers, with little emphasis on soft skills training. The components to ensure that goals and objectives are achieved. There is a desire for a strong learning, required to deliver quality training are inadequate, which includes instructors with industry development and training framework in the tourism ministry and institutions. experience, well-equipped facilities for practical demonstration, and significant exposure to on-the-job training. Resource people for training in the north and east are particularly lacking • A resilient private sector, including an upsurge in SMEs, that has withstood trying times during because of language challenges. the civil war and is attracting experienced Sri Lankans who have been working overseas. International hospitality brands entering the country are raising the benchmark for industry HR • Strong growth in the tourism and hospitality sector places additional demand on the labour standards. market, with corresponding shortfalls in supply. • Standardised and subsidised training offered at the government-run SLITHM and a national • Migration of trained, experienced Sri Lankans to overseas tourism and hospitality jobs that may qualifications framework — the National Vocational Qualification (NVQ) system — including offer better remuneration and career development prospects. national competency standards and competency-based training. • Employment in the tourism and hospitality sector is not a preferred career option for a variety • Friendly, hospitable people and widespread conversational English, which offers an advantage of reasons, including economic reasons, lack of general awareness of the sector, work hours and for developing high standards of community engagement and interaction. environment, and sociocultural pressures (more information in Table 7). A number of factors affect decisions on entering the hospitality and tourism industry, seeking education and training, and during employment, which are outlined below. 96 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 97 TABLE 7: Factors affecting entry, training and retention of staff in the tourism sector Entry Education and Training Employment Entry Education and Training Employment Career • Limited entry-level permanent positions so entrants usually hired as casual low-level labour Prospects • Career prospects (what you can do), pathways (how you can move up and around), and Economic • Perception of low- • High-quality courses with • Salaries are not paid on time or as progression (how to succeed) not clearly identified or explained during school before paying sector international affiliation can agreed recruitment or at job entry level • Alternative jobs be expensive • Alternative jobs with better salaries • Biases of the roles for people in the work place, especially women with better starting • Uncertainty about the • Perception of significantly higher • Inadequate counselling to support new recruits and trainees; buddy and role model initiatives salaries quality of certain courses earning potential overseas (valid in not commonplace • Starting positions can despite investment, some geographical locations and for • Inaccurate job matching and placement of recruits and trainees be as casual labour especially due to poor specific skills and professions) so no social security quality of trainers and • Low base salaries (service charge (EPF or ETF) and no resource people not always paid during initial months Pressures • Lack of language skills so not confident to start courses or enter the sector job security • Sector-specific of employment or if employed as • Desire to be self-employed, especially young men as tuk-tuk drivers, for earning potential and • Aspiration to travel education or training is casual labour) community status overseas for work not a prerequisite for • Inability to source a loan on the low • Social, cultural, religious, family pressures and biases, especially for women, because of employment base salary perspective that tourism sector is not safe, dignified, or desirable (e.g., office jobs more desirable) • Gender biases for women in employment in general Awareness of • Limited presence of • Lack of information • Employer branding lacking • Few women in sector further deterrent to diversity in tourism workforce sector industry in popular through existing primary • Job expectations not met nor media and secondary education expectations promised by employer • Unsure of: providers always delivered Sources: Stakeholder consultation, survey of training providers35, International Labor Organisation skills gap study 2015 - skills required to • Unaware of availability of join sector courses - security of • Vocational training not employment highly regarded - career path • On-the-job training deters Core Strategies people from attending An empowered tourism workforce and an engaged community will contribute considerably to a high-value formal courses visitor experience. High-value tourism tends to be more labour intensive because group sizes are generally smaller, and these guests prefer more-personalised accommodations and tours. It provides significant jobs and skilled Work hours • Perception of long • Advice to new entrants • Long (sometimes) antisocial hours opportunities for men and women, although it demands a high level of intuitive service and specialist, enhanced and late hours deter on work hours together not discussed at time of recruitment, skills to provide premium and niche experiences. women especially with benefits associated especially for women • Viewed as antisocial with career in tourism not • Limited flexible working options, Four core strategies have been identified as priorities for the next four years to facilitate achieving Tourism Vision because work during explained especially for women weekends and • Poor work ethic and youth attitudes 2025. These have been selected because they address the fundamentals of engaging the current and potential holidays so tendency to leave hastily if tourism workforce. They also link the behaviour and satisfaction of employees to the quality of service, visitor and expectations are not met customer experience, and return on investment. To achieve the actions listed below, Core Strategy 1 should be implemented as a priority. Work • Travel distances • Poor human resources management environment to places of work (e.g., no contracts, trainees for ENGAGING THE WORKFORCE & COMMUNITIES: (e.g., hotels) can be years, no progression, middle CORE STRATEGIES 2017-2020 deterrent, especially management issues) for women • Work load (perceived and real) 1. DEVELOP AN ACTIVELY ENGAGED WORKFORCE • Inconsistent • Occupational health and safety employment concerns standards across • Lack of development opportunities industry • Lack of empowerment, stifles 2. PROMOTE EMPLOYMENT AND • Substandard work initiative and creativity CAREER OPPORTUNITIES IN TOURISM environment and • Little emphasis on dealing with facilities work place issues (e.g., harassment, 3. PRIORITISE LIFELONG TRAINING bullying) AND DEVELOPMENT 4. ENGAGE LOCAL COMMUNITIES IN TOURISM 98 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 99 6.1 Develop an Actively include HR management, employee engagement, quality BOX 3: BUSINESS CASE FOR HUMAN RESOURCES SHARED SERVICES (HRSS) standards, customer service, and business sustainability. Engaged Workforce Research shows that, regardless of size or industry, any organisation with multiple locations should consider It is essential to have a systematic approach and solid Formal annual surveys and research on the private sector moving to a shared services model. When implemented effectively, HRSS can be a tremendous boon to efficiency, foundation to develop a sustainable workforce for workforce should be conducted to evaluate and forecast employee engagement and service excellence. Analysis of organisations with an HRSS model reveals that: the tourism sector. This includes fair and robust HR industry trends and gaps in HR. These can be included in ƒ They are twice as likely to achieve best in class as their counterparts. policies, planning and best practices for employment the local research surveys discussed in Chapter 2. ƒ They have up to 30% fewer manual transactions handled by the human resources department. throughout the public and private sector. ƒ 85% of their employees are satisfied, compared with 70% when there are no HRSS. PUBLIC SECTOR ƒ 76% of their employees rate themselves as engaged, compared with 70% when there is no HRSS. PRIVATE SECTOR Current concerns that the four tourism institutions have As an industry, there need to be concerted efforts to raised indicate frustration within the workforce stemming establish best practices in HR, including workforce from a lack of consistently applied HR policies and an planning, performance management, talent management, obsolete scheme of recruitment. Other broad concerns (II) REORGANISE AND STRENGTHEN EXISTING success, including up-to-date and cloud-based email, employee engagement, and succession planning. Broadly include: CORE TEAMS WITHIN THE INSTITUTIONS network systems, online documentation, automatic categorised as hospitality service standards, they must > The current institutional structure and dearth of A priority in 2017 is updating the schemes of progress reporting, and online content banks. Among align with international hospitality service standards. strong HR policies, which contributes to demotivated recruitment for the tourism institutions so the skill sets other advantages, it ensures business continuity and staff, lack of competency, dysfunctional departments, match the current and ongoing requirements of the transfer of corporate knowledge, which has been a serious Industry leaders should be committed to equality, inadequate workforce diversity, loss of high industry. A pragmatic approach should be taken to skill problem for Sri Lanka Tourism. Regular IT training for diversity and inclusion. This comprises best practices for performing staff, and no succession plans identification, with emphasis on work experience, business teams must be provided to support this. employment standards, career path development and fair > Inconsistent decision-making and follow-up acumen, experiential tourism and content creation. remuneration. This can go a long way toward addressing combined with a pervasive lack of urgency, which In the case of the SLTDA One Stop Unit for project important HR challenges related to skill shortages, poor leads to non-resolution of issues Cooperation and efficiency could be achieved by approvals, an online workflow process system should be retention rates, and high staff turnover. Examples of > A lack of accountability and a politicised work culture establishing, so far as practically and legally possible, introduced between all relevant departments. This could commitments and pledges that the industry can make > Little emphasis on training and development a common, shared secretariat; overhead; and shared improve investor relations, approval times and overall include: opportunities service functions such as HR, research, IT and digital, efficiency. Using such a system, investors would be able to > Mandatory hours of annual training while employed and travel logistics. The SLTPB front-end marketing track their applications as they moved to each government > Flexible work schedules A cascading chain has emerged whereby poor evaluations function should be reorganised into teams to reflect the department, and systemic bottlenecks could be assessed, > Specified percentage of women employed in the and negotiations followed by protracted procurement streamlined priority markets. Working in teams can build for instance if there are long delays at certain agencies. workforce processes and delayed decision-making gravely affects resilience and capability. Efficiency has a direct positive effect on individual project > Specified percentage of women in managerial positions output. Until such time that the institutional framework costs, FDI, and the country’s reputation for doing business. > System for handling employee grievances recommendations in Chapter 1 are implemented, With the move away from traditional marketing to the the following interim measures should be explored new paradigm of digital marketing (see Chapter 3), there In Q4 2016, the SLTDA launched an online business Research on the effect of talent retention on performance for optimum functionality and effective outputs. is a need for new areas of responsibility to be created registration system for enterprises that wish to register in private sector companies in Sri Lanka36 concluded that Implementing best practices and processes will also help in Sri Lanka tourism and for ongoing capacity-building formally and for renewals, which provides customer there are no effective HR strategies for talent retention transition to a better working culture. to take place, especially in digital marketing and market convenience and record keeping and helps with efforts to — a key component of any HR management plan that research. In addition, core teams such as planning, mainstream the “informal sector”. underpins an organisation’s employment standards (I) REVISE HR FUNCTIONS IN THE FOUR TOURISM investment, legal, HR, procurement, and digital marketing and career path development. An employer branding INSTITUTIONS in SLTDA and SLTPB should be strengthened by hiring (IV) STREAMLINE PROCUREMENT PROCESSES strategy is important in this regard. There are four individual human resource functions for specialist expertise or outsourced contractors for set An accounts support team should be set up to streamline a total of approximately 490 people. At least two options periods of time. This will help clear any outstanding work and fast-track purchasing procedures. It is recommended Whereas the global and local chains of hotels and other should be considered as part of the investigation into the and expedite planning. Training and mentoring must be that a prequalification procedure be implemented for major tourism-related businesses have supportive HR future of HR in the tourism institutions: mandated to ensure transfer of skills from outsourced suppliers and contractors of routine work or when policies and practices that are part of their employer > Continuing to allow the HR functions to remain in project consultants to staff. outsourcing is needed (e.g., a bank of preferred branding, there is no clear picture of what HR policies and each tourism institution but have a collaborative consultants for specialist marketing fields such as practices are in place in SMEs or MSMEs (which account arrangement in place. Best-in-class processes, monitoring and evaluation must photography, content writing, digital and other marketing for a large proportion of Sri Lanka’s tourism sector). > Implement a HR shared service (HRSS)37 to manage be implemented. Codes of conduct and etiquette for services). This would enable rapid response to needs They may need more support, so the recommendation human resources across the four tourism institutions. all communications by Sri Lanka Tourism employees, rather than the long time it currently takes to procure, is to develop a foundation management master class (Further information on HRSS provided in Box 3) encompassing online and offline correspondence, media evaluate and execute. In general, there should be advance programme for MSMEs and SMEs registered with releases and interviews, and social media, should be planning and procurement, with preparation for pivotal SLTDA to improve HR practices and business resilience. Once a comprehensive HR audit has taken place, a strategic introduced. This is in the interest of consistent messaging projects such as major advertising campaigns beginning Access to these courses can be a benefit of being an HR plan will need to be developed and implemented, with as well as brand and government reputation management. six months ahead. Once a project concept is finalised, a SLTDA-registered business, supporting the effort to standardised HR processes across all HR functions. Gradual dedicated procurement meeting of all decision-makers mainstream the “informal sector” (see Chapter 1). Topics transition to a results-oriented, performance-based, (III) HARNESS ICT TO IMPROVE WORK PROCESSES should be held to agree on the set approach and the to be covered in the modular and practical programme incentivised work culture in the public sector is essential. Investment in ICT hardware and software is critical to approvals and documents required. 100 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 101 CORE STRATEGY 6.1: Develop an Actively Engaged Workforce Lead agency Lead agency Actions and partners Timeframe Outcomes Actions and partners Timeframe Outcomes 113 Develop a strategic HR plan for the four Consultant Planning in Q2 An HR management Private sector tourism institutions that includes: Tourism Ministry 2017 system delivering 108 Develop, implement and evaluate hospitality SLITHM 2017 A tourism industry • Findings of HR shared service audit SLTDA, SLTPB, Implementation cost efficiencies, HR service standards appropriate for the Sri SLTPB, SLCB, with employment • Restructuring strategies as required SLCB, SLITHM in Q3 2017 enhanced service Lanka tourism industry. SLITHM, TVET opportunities in the • Learning and development framework Annual quality, greater Private sector public and private • Recruitment and retention strategies assessments staff capability sector that provide (based on public sector employee value and capacity, and 109 Develop pledges and targets for the Tourism Completed by security of tenure, proposition) greater collaboration private sector to make in which all parties Ministry 2020 career pathways • Outsourcing strategies between SLTDA, commit to workforce equality, diversity SLTDA, SLTPB, and wages that • Collaboration opportunities SLITHM, SLTPB and and inclusion, particularly with respect to SLCB, SLITHM reflect diversity of • Review against legislative requirements SLCB. women in employment. Evaluate pledges and Consultant the sector, skills of • Evaluation criteria commitments annually. Private sector employees and the • Agreement with key stakeholders 110 Develop and implement an employer Tourism Ministry Planning in Q3 Implement the strategic HR plan, including a talent marketplace. branding strategy for the tourism industry SLTDA, SLTPB, 2017 communication plan and organisational needs underpinned by an employee value SLCB Implementation (e.g., space, equipment, payroll). Evaluate the The private sector proposition that can be adapted to suit specific Marketing in 2018 plan annually. would become tourism and hospitality sectors. distribution Follow up in more engaged in 114 Draft and update scheme of recruitment SLTDA, SLTPB, Priority in After two years, evaluate the employer specialist 2020 being part of the for all tourism organisations with professional SLCB, SLITHM Q1 2017 branding strategy annually to: Private sector solution to ensuring external expertise. HR consultant • Assess whether intended objectives have a sustainable Management been met workforce for the Services • Identify continuous improvement whole tourism Department opportunities sector. 115 Reorganise existing institutional teams to SLTPB, SLTDA Priority in • Assess resource allocation and communication channels operate most effectively. Q1 2017 Use of employer and • Assess return on investment 116 Strengthen core teams and recruit or Tourism Ministry Priority in company branding 111 Develop and deliver a foundation SLITHM Planning in outsource specialist expertise for specific SLTDA, SLTPB, Q1 2017, through effective management master class programme for TVET 2017 periods of time. Emphasise best-in-class SLCB, SLITHM ongoing communication SMEs and start-ups in tourism to improve HR Private sector Roll out in 2018 strategies that will processes, planning, and communications. practices and business resilience. Development assist the tourism 117 Assess technology improvement needs Tourism Ministry Q2 2017 partner and hospitality in tourism institutions; plan and invest SLTDA, SLTPB, ongoing industry in Sri Lanka accordingly. Online workflow system for One SLCB, SLITHM to find, hire, and Stop Unit to be prioritised. retain the right 118 Introduce measures to streamline Tourism Ministry Priority in people, keeping Sri procurement processes within tourism SLTDA, SLTPB, Q1 2017 Lanka competitive, institutions. SLCB, SLITHM innovative, and filled Note: HR, human resources; SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka with great talent. Convention Bureau; SLITHM, Sri Lanka Institute for Tourism and Hotel Management. Public sector 112 Assess the most appropriate HR shared Tourism Q1 2017 An HR management services model across the four tourism Ministry system delivering institutions that includes: SLTDA, SLTPB, cost efficiencies, • A workforce plan with an accurate SLCB, SLITHM enhanced service assessment of the current HR capacity quality, greater • Forecast of future HR requirements staff capability • An equitable remuneration strategy and capacity, and • A gap analysis greater collaboration between SLTDA, SLITHM, SLTPB and SLCB. 102 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 103 6.2 Promote Employment and Improving the perception of the tourism sector should CORE STRATEGY 6.2: Actions to Promote Employment and Career Opportunities in Tourism begin in households and schools. Therefore tourism Career Opportunities in Tourism sector career prospects should be highlighted in the Lead agency Actions and partners Timeframe Outcomes There is a potential need to increase the workforce to mainstream school curricula, such as: 119 Develop and promote career planner for SLITHM, SLTDA Q1 2017 Locally delivered, serve the tourism industry based on average duration tourism sector to raise awareness of employment Sri Lanka nationally accredited of a tourist’s stay from 319,436 in 2015 to a forecasted > Introducing a hospitality and customer service opportunities, entry levels and qualifications, Tourism training programmes 481,025 in 202038, an increase of 33.6% over five years. course in the local school curriculum skills, required knowledge and attributes. Promotion delivered by SLTDA data show 197 accommodation facilities under Bureau, Sri Lanka credentialed trainers development (and ready for operations by 2018), which > Encouraging more schools that follow the English Convention available to public will add 11,645 rooms39 to Sri Lanka’s inventory. It has Advanced Level syllabus to introduce the Travel & Bureau and private sector been calculated that 23,360 employees will need to be Tourism Advanced Level (Cambridge) course TVET employers and to trained before the end of 2017 for these hotels to be Private sector potential tourism operational by 2018. > Establishing travel clubs in local schools (especially Provincial sector employees. councils Better access to girls’ schools) starting around the age of 14. A club 120 Career counselling unit set up at SLITHM to SLITHM Priority in accredited training To ensure that development of a high-calibre workforce would have to deliver 12 projects for the year, which help with career guidance and work placement Q1 2017 on an equitable accompanies industry growth, recruitment must be could include a school trip, photo competition, support for students as well as keeping in touch basis to ensure scaled up by improving perceptions of the tourism poetry or writing competition, environment clean- after graduation. strong technical and industry and career prospects in the sector. The current up, culinary experience, career workshop, etc. customer service career options are heavily focused on jobs in hotels. A 121 Promote tourism sector career interest and Tourism Ministry 2017 and Relevant collateral would need to be produced. skills. prospects within the school curriculum. with Education ongoing major portion of employment is in the food, beverage Ministry and cookery section. Career pathways should be better Various annual domestic awareness campaigns should communicated so that newcomers understand the 122 Planning and implementation of annual island- Tourism Ministry Priority be implemented targeting different segments — opinion wide domestic awareness campaigns SLTDA planning in choices available and progression in employment. influencers, community members, families, women, Ongoing evaluations of campaign outcomes and Private sector 2017 workforce, youth. Topics to be covered include tourism quarterly amends as required. Commence Information to quantify each of the positions within career choices, salary and working misconceptions, 123 Planning and implementation of grassroots in Q3 2017 the tourism sector and the associated entry-level career progression, hotel and services workplaces, and onwards initiatives that complement the domestic qualifications, skills and experience is lacking, but access family support. There must be a dedicated awareness Annual awareness campaigns. to employee training reveals the highest estimated programme to encourage women to enter the hospitality assessments potential gain in productivity. Estimates indicate that sector. With the use of mainstream and social media and 124 Introduce a formalised Sri Lanka Host customer SLTDA 2017 planning output per worker would be almost three times as high quality collateral, these awareness campaigns must be service training programme to ensure a TVET 2018 (275% of current levels) in companies that train workers as prioritised and creative. This can be further strengthened welcoming host community. Training can be Provincial implementation in otherwise similar units where workers are not trained40. using a grassroots mobilisation programme (e.g., street delivered in workshops and an online app. councils theatre workshops and open house initiatives at hotels) Associated communication strategy required to In line with international best practices, Sri Lanka should to help demystify employment in the tourism industry promote this training to a range of people. not only prioritise the large number of new employees and attract potential employees. Community-related Note: SLTDA, Sri Lanka Tourism Development Authority; SLITHM, Sri Lanka Institute for Tourism and Hotel Management. required, but also focus on how best to use employees actions, which also have an important role, are discussed who multitask to deliver the highest levels of hospitality in Chapter 6, Section 6.2.4. and customer service. The workforce must also move beyond standardised service delivery to true customer Sri Lankans have a strong sense of hospitality, and the service and cater to visitor expectations if Sri Lanka is to country has an array of natural and cultural heritage become a high-value destination. that is the repository of tradition, history, and the Sri Lankan story. These assets could be better harnessed It is necessary to foster a supportive culture in the through locally delivered, nationally accredited training hospitality workplace, especially for youth and women. programmes so that every person becomes a tourism This begins with career counselling at the training ambassador, providing the foundation for a career in institutions (e.g., career counselling unit at SLITHM), tourism and hospitality. Existing SLTDA initiatives41 followed by buddy and mentorship programmes in the can be used to develop a formalised Sri Lanka Host work place, role model programmes, continuous team programme (case studies include Australia’s Aussie Host building exercises, and middle management training. and New Zealand’s Kiwi Host) that provides customer These elements can help attract people to the sector and service training to ensure a welcoming host community. increase staff retention rates because high staff turnover General customer service courses can also be offered to is costly for any business. The private sector should SLTDA-registered businesses — another value addition commit to introducing such practices (see Chapter 6, of becoming formally registered. Section 6.2.1). 104 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 105 6.3 Prioritise Lifelong The VET plan for the tourism sector does not provide CORE STRATEGY 6.3: Actions to Prioritise Lifelong Training and Development detailed information according to type of training Training and Development providers, coverage of programmes, professional Lead agency Actions and partners Timeframe Outcomes Initial training is only the first step in a longer-term qualifications, syllabi, targeted occupational groups, and 125 Develop a tourism and hospitality competency Tourism 2017 Better process of employee development. Regular training is mapping them with the relevant NVQ levels. The ICT framework: Ministry understanding well worth the investment to improve the bottom line. VET plan is a good model to adopt because it provides a i. Identify all tourism roles and associated competen- Development of the tourism Companies should work toward creating a culture of comprehensive assessment of skill gaps. cies in the public and private sectors partner and hospitality learning and professional development. Lifelong staff ii. Use the findings from the Sri Lanka Skills for SLTDA, industry to training should be prioritised to: Data from labour force surveys indicate that half of Inclusive Economic Growth programme 201644 as SLITHM remove many employees are employed in SMEs, with approximately a pilot for skills gaps in the workforce and how to SLTPB, SLCB, preconceptions > keep up to date with industry changes and the latest one-third in MSMEs. These establishments may find it address them TVET so tourism is technology developments difficult to fund their own training, which underlines the iii. Determine skills and training levels that tourism Private sector viewed in a > stay ahead of competitors need for appropriate training to be publicly funded if sector requires better light as > identify weaknesses and skill gaps in the workforce iv. Conduct skills gap analysis in public and private a safe, viable Tourism Vision 2025 is to be realised. There should be sectors career choice > maintain knowledge and skills and advance a special focus on guide training, especially as Sri Lanka 126 Develop and implement national learning and Tourism 2017 in a sector that employee skills becomes a high-value destination and requires quality development framework to enhance or build Ministry is growing > provide an incentive to learn and internal promotion interpretation. capability in tourism and hospitality sector. Elements to Development exponentially. opportunities be incorporated into framework include: partner > increase job satisfaction and staff retention SLITHM is consistent in its delivery methodology Develop pride i. Multifaceted marketing plan as an essential com- SLTDA, > attract new talent for tourism industry training43. It delivers training ponent to maximise participation of participants SLITHM in workplace in facilities at Colombo, Kandy, Anuradhapura, and build awareness of benefits of training with SLTPB, SLCB, and dignity Training improves skills, knowledge and a sense of Passikudah, Kurunegala, Negombo, Ratnapura, employers and current and potential tourism and TVET in a variety of responsibility. The outcomes of training depend on Bandarawela, Hambantota, and Koggala (with proposed hospitality sector employees Private sector tourism- and many factors, such as quality of the training package, facilities planned for Polonnaruwa and Jaffna). SLITHM ii. Methodology to evaluate implementation. hospitality- proportion of technical skills and soft skills, industry is making good progress under current leadership After two years, evaluate framework annually to related experience and level of skill of the instructor or trainer, determine whether intended objectives have been met occupations and doubled its intake of students in 2016, who are and then act accordingly on evaluation findings. with flexibility training centre facilities for practical demonstration, categorised as craft, certificate, intermediate, and to meet and exposure to the industry of trainers and trainees. If advanced level (four-year management diploma). It also 127 Identify best practices and advancement for tour SLITHM Priority in Q1 personal any of the above factors are not in place, it is difficult to provides foundation, apprenticeship, national tourist guide training programmes to increase numbers and SLTDA 2017 planning circumstances. achieve the expected outcomes of the training. Soft skills guide and chauffeur guide courses. As the principal improve standards, such as: TVET Q4 2017 This is training is critical for service excellence and ensuring i. Range of short and long courses in specialist fields Private sector Implementation institution producing the largest number of graduates particularly ii. Tailored training and certification programmes for Provincial improvements in attitude and a sense of responsibility. and apprenticeships and catering to 60% to 70% of important for naturalists (possibly working with universities) councils the forecasted workforce demand, it is essential that women in the iii. Tailored training and certification programmes In Sri Lanka, skills certification is organised in a national SLITHM function to its best and fullest capacity. sector. for local guides (possibly led and administered by qualifications framework, the NVQ system. As at October provincial councils) 2014, there were 144 national competency standards and Training programmes for the tourism sector are iv. Prospects for a private–public partnership arrange- curricula (NVQ Level 1-4) and 11 programmes relating designed in consultation with the tourism industry only ment for guides’ academy in tourist location to tourism. The evidence indicates high use of the NVQ to some extent. At the national level, the government v. Introduction of short course during annual renewal system in terms of number of NVQ certificates issued.42 has established a sector skill council for hospitality and of guide licenses to ensure knowledge is current tourism that aims to make training more responsive and to maintain standards Skills training for tourism is conducted internally though to industry needs. Some training institutions such as 128 Identify and promote training institutions in public SLITHM Priority in 2017 induction and in-house structured programmes and SLITHM also have former and current members of and private sectors to deliver accredited training TVET externally through public, private and non-government industry involved at the board level. programmes to fill workforce skills gap. (SLITHM is SLTDA organisations. The low incidence of external training in considering a franchise model.) SLTPB, SLCB the industry suggests that pre-employment training is 129 Support training opportunities for SLITHM faculty, SLITHM Priority in 2017 important in Sri Lanka. especially in specialist fields. 130 Introduce four-year honours travel & tourism degree SLITHM with 2018 programme that meets international standards. University Grants Commission Note: SLTDA, Sri Lanka Tourism Development Authority; SLTPB, Sri Lanka Tourism Promotion Bureau; SLCB, Sri Lanka Convention Bureau; SLITHM, Sri Lanka Institute for Tourism and Hotel Management; TVET, Technical and Vocational Education and Training. 106 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 107 6.4 Engage Local Communities To realise these benefits, it is critical that: Lead agency > Communities are aware of the potential benefits of in Tourism tourism and that tourism is perceived as a viable Actions and partners Timeframe Outcomes Projects Greater People are a core element of sustainable tourism, and employment opportunity and career option 134 Use regional tourism expos to increase awareness of benefits Tourism Ministry 2018–2020 community part of Tourism Vision 2025 is to ensure that tourism > People are aware of and can access meaningful engagement of tourism to regions and how to be good hosts; identify SLTDA creates benefits for urban and rural communities across training and employment at a local level through the and inclusivity successful, celebrity local personalities as ambassadors; use SLITHM Sri Lanka. Sri Lanka host programme by ensuring tourism graduate alumni networks of SLITHM. Can be annual Provincial councils > Tourism roles and working conditions meet best- event held in different province each year. communities Tourism can be an excellent source of revenue, practice standards for each sector of the tourism benefit from Programmes particularly in local areas with limited livelihood industry, including equity in wages, diversity, and tourism, 135 Skills retraining programme to equip people with tourism Tourism 2017 fostering sense prospects, where it also provides opportunities for inclusion sector–related skills so they can earn additional income or associations ongoing of pride and education, training, and meaningful employment in a > Communities have support in learning how best to combat seasonality (e.g., fisherman or farmer who can be Private sector recognition of range of hospitality services such as accommodations, host visitors to capture these benefits retrained for community tourism to work seasonally). the significance tours, events, attractions and performances. > Support is available to help small businesses and 136 Nominate community stewards for specific duties related to SLTDA 2018 of Sri Lanka’s cottage industries preserve traditional arts, crafts, tourism (e.g., beach agents involved in lifeguarding, guiding Provincial councils ongoing natural and Development of small businesses and cottage industries music, language, dance, dress, history, locations, activities, experience creation). Where community members cultural assets can strengthen local economies and investment in artefacts, traditional medicine and healing, styles of speak and understand foreign languages, encourage them as a repository infrastructure and services that are shared with the growing, and preparation of food to participate in community steward programme. Local of tradition, community (e.g., roads, transport, recreation facilities). government can run in accordance with SLTDA standards, history and On a deeper level and in line with the Roots Philosophy, Without a dedicated focus on this element, there is which can address local harassment problems. values. engagement of local communities in tourism can a risk that Sri Lanka will lose much of the unique 137 Consider adult apprenticeship programme for older Tourism Ministry 2018 foster conservation of history, culture and traditions character and culture that is a key attraction for visitors. people who want to change careers or take up an interest, Vocational training ongoing that might otherwise be lost. It can also renew a shared The country would miss out on potential employment, especially in less-popular Sri Lankan handicrafts. Possible institutes sense of local pride, ownership, and care to protect opportunities for poverty alleviation, small business incentives can be subsidised training and provision of the authentic elements of Sri Lanka with a bias toward development, and revenue that could all be funnelled tools for the craft. minority groups and women. Positive engagement directly into community development. 138 Initiate programme to recruit retired educated Tourism Ministry 2018 between visitors and local communities can be an professionals and civil servants to become experiential with SLITHM ongoing excellent vehicle for fostering cross-cultural awareness, Actions related to specific initiatives and projects are guides—could be source of part-time work and income understanding and peaceful relations. discussed below. for an ageing yet active population. 139 Initiate creative tuk-tuk programme to train drivers as local SLTDA with 2018 guides and elevate visitor experience through competitions private sector ongoing and events. Address local harassment problems. CORE STRATEGY 6.4: Actions to Engage Communities in Tourism 140 Create education activities programme in cooperation Education 2019 Lead agency with local schools aimed at involving local youth in nature- Ministry Actions and partners Timeframe Outcomes based conservation activities, environmental education Tourism Ministry and cross-cultural awareness programmes, young ranger Policy Greater programmes, and competitions. 131 Investigate mandating an upfront or ongoing local SLTDA 2018 community engagement Communications community contribution from large-scale hotel Tourism Ministry developments that can help with community tourism and inclusivity 141 Develop a communications strategy on the role of being SLTDA 2017 and so is mutually beneficial (e.g., renovate public park, by ensuring a welcoming host community, including using mainstream Development ongoing develop craft centre, create culinary centre, host regular communities and social media on responsible island-wide travel (e.g., partners local festival). benefit from featuring less-well-known attractions, cautioning against tourism, harmful behaviours). Projects fostering sense 142 Role model communications with celebrity endorsement SLTDA 2018 132 Create community spaces at tourist attraction sites for CCF 2017–2020 of pride and to encourage positive behaviours and conservation ongoing information, interpretation, traditional craft markets, SLTDA recognition of principles in host community. music, local arts, crafts, and food. Guidelines to be Provincial the significance provided and can be set up as local cooperative. councils 143 Develop oral histories by interviewing community elders SLTDA 2017 of Sri Lanka’s to create collection of stories about local history, lifestyle, Local government ongoing 133 Develop artisan & crafts incubator project to promote SLTDA Completed natural and events, and culture of different localities. Potential for local creativity and new market prospects. Offer subsidies Craft Council by 2019 cultural assets collaboration with schools and universities. or business training for new business ideas for traditional as a repository handicrafts and cottage industries. Focus on opportunities 144 Roll out general communications campaign targeting Tourism Ministry 2018 of tradition, for women. vulnerable groups to create awareness of social ills and working with ongoing history and harmful behaviours (e.g., related to crime, narcotics, abuse). relevant agencies values. Note: SLTDA, Sri Lanka Tourism Development Authority; SLITHM, Sri Lanka Institute for Tourism and Hotel Management. 108 TSP 2017-2020 ENGAGING THE WORKFORCE AND COMMUNITIES 109 Endnotes 31. Strategic HR management is defined as integrating HR management strategies and systems to achieve the overall mission, strat- egies and success of the firm while meeting the needs of employees and other stakeholders (Source: Herman Schwind, Hari Das and Terry Wagar, Human Resource Management: A Strategic Approach). 32. Report on Forecast of Tourist Arrivals, Tourism Receipts, Average Duration, and Total Employment in Sri Lanka for 2016–2020, Research and International Affairs Division, SLTDA, August 2016. 33. SLTDA Annual Statistical Report 2015. 34. In Sri Lanka, overall unemployment rates of women have been consistently double those of men for four decades. Source: Sri Lanka Gender Profile Final Report, Japan International Cooperation Agency, Public Policy Department March 2010. 35. The World University Service of Canada distributed the survey questionnaire to the Technical and Vocational Education and Training group. Main Annexes 36. The human resources strategies impact of talent retention on performance of private sector organizations in Sri Lanka; K. Karunathilaka PhD, Prof. Dr. M. Yajid, Professor Dr. A. Khatibi. European Journal of Research in Social Sciences; Vol. 4, No. 6, 2016 ISSN 2056-5429. 37. Transformation to a HRSS is a long-term prospect and is successful with inclusive change management through communication and stakeholder involvement (Building the Case for HR Shared Services, Aberdeen Group 2011). 38. Report on Forecast of Tourist Arrivals, Tourism Receipts, Average Duration, and Total Employment in Sri Lanka for 2016–2020. Research and International Affairs Division. SLTDA. August 2016. 39. 39. Tourism Industry Forecasts for Infrastructure and Training 2016–2020, Chandra Embuildeniya together with Dinesh Weerak- kody and the subcommittees of training and infrastructure headed by Sunil Dissanayake and Srilal Miththapala. 40. Productivity, Innovation & Growth in Sri Lanka, an Empirical Investigation. Mark A. Dutz & Stephen D. O’Connell; World Bank, Poverty Reduction & Economic Management Network, Economic Policy & Debt Department, February 2013. 41. Programme currently conducted by SLTDA’s Domestic Tourism & Community Relations department. 42. Skills Gap in 4 Industrial Sectors in Sri Lanka, International Labour Organisation Office for Sri Lanka and the Maldives, 2015. 43. Survey of TVET providers, 2016. 44. Sri Lanka Skills for Inclusive Economic Growth Program 2016 established by the Australian Department of Foreign Affairs and Trade (DFAT) in Sri Lanka as a comprehensive integrated program focused on ‘Economic Opportunities for the Poor’ (EOP). 110 TSP 2017-2020 111 Central government stakeholders Sample Events Calendar with tourism commonalities Month Category Event Location Comments January ‘Arts Month’ Galle Literary Festival Galle MINISTRY OF FINANCE MINISTRY OF DEVELOPMENT MINISTRY OF MEGAPOLIS & Arts Kala Pola Art Fair Colombo Potential for Kala Pola in Kandy Department of Excise STRATEGIES & INTERNATIONAL WESTERN DEVELOPMENT Religion (Buddhism) Duruthu Perahera Kelaniya Department of Customs TRADE Urban Development Authority Department of Inland Revenue Board of Investment (BOI) Culture Jaffna Kite Festival Jaffna Schools to be encouraged to Export Development Board (EDB) participate February National Independence Day Parade Multiple Religion (Buddhism) Navam Perahera Colombo MINISTRY OF DEFENCE MINISTRY OF NATIONAL MINISTRY OF FISHERIES Music Colombo Jazz & Blues Festival Colombo Sri Lanka Coast Guard POLICIES & ECONOMIC AFFAIRS & AQUATIC RESOURCES Adventure Galle Tuk Tuk Gala (Tuk Tuk Galle New event to actively engage Sri Lanka Army, Navy, Air Force Department of External Resources DEVELOPMENT Polo, art, parade) tuk tuk drivers Department of Fisheries & Aquatic Resources Ceylon Fisheries Harbour Corporation March Heritage Roots Sri Lanka Festival Multiple New festival to celebrate local Fashion Colombo Fashion Week Colombo heritage at different locations Religion (Hindu) Navarathri Festival Puttalam Religion (Christian) St. Anne’s Festival Talawila MINISTRY OF MINISTRY OF MINISTRY OF SKILLS MINISTRY OF SPORTS Sport International Kite Surfing Kalpitiya EDUCATION FOREIGN AFFAIRS DEVELOPMENT Championship Central Cultural Fund Overseas missions & VOCATIONAL Sport School cricket season Colombo Attracts Sri Lankan diaspora TRAINING April Culture Sinhala & Tamil New Year Island-wide ‘Hill Country Month’ Nuwara Eliya Season (Flower Nuwara Eliya show, perahera, carnival, sports) MINISTRY OF WILDLIFE & MINISTRY OF MAHAWELI MINISTRY OF INTERNAL AFFAIRS, Culture Hill Country Tea Festival New event dedicated to tea, SUSTAINABLE DEVELOPMENT DEVELOPMENT & ENVIRONMENT WAYAMBA DEVELOPMENT & Trincomalee potentially held in Bandarawela Department of Wildlife Conservation Forests Department CULTURAL AFFAIRS Religion (Hindu) Koneswaram Chariot Festival Colombo Department of National Botanical Coast Conservation Department Department of Immigration & Gardens Marine Environment Protection Emigration Tourism Industry Sancharaka Udawa Department of National Zoological Authority Department of National Museum Gardens Central Environmental Authority Department of Archaeology May Religion (Buddhism) Muthiyangana Perahera Badulla Religion (Buddhism) Vesak celebration Island-wide Music Jaffna Music Festival Jaffna Has taken place previously, to become annual MINISTRY OF POWER & MINISTRY OF LAW & ORDER AND MINISTRY OF HEALTH, RENEWABLE ENERGY SOUTHERN DEVELOPMENT NUTRITION & INDIGENOUS June Music & Culture Colombo Carnival Colombo New event in heart of Colombo Ceylon Electricity Board Sri Lanka Police MEDICINE Sport Sri Lanka Triathlon Challenge South coast New event to promote soft Sri Lanka Sustainable Energy Department of Ayurveda adventure and showcase the Authority country July ‘Culinary month’ Gourmet Galle Galle Annual food festival in Galle MINISTRY OF TRANSPORT & MINISTRY OF PORTS & SHIPPING MINISTRY OF INDUSTRY & Sport International Surfing Arugam Bay Has taken place previously, to CIVIL AVIATION Sri Lanka Ports Authority COMMERCE Championship become annual Civil Aviation Authority Merchant Shipping Secretariat National Crafts Council Culinary Kandy Spice Festival Kandy Railways Department Laksala Religion (Buddhism) Kandy Esala Perahera Kandy Department of Motor Traffic Religion (Buddhism) Anuradhapura Esala Perahera Anuradhapura Religion (Muslim) Eid-al-Fitr / Ramazan Island-wide Culinary Street Feast Multiple New event to celebrate street food August Fashion CFW Fashion Resort Galle Nature World Elephant Day celebrations Pinnawela Religion (Hindu) Nallur Festival Jaffna 112 113 September Tourism Industry Culture World Tourism Day Film Festival tbc Colombo / Has taken place previously, to Potential Investment Projects List Jaffna become annual The government cannot and should not undertake all projects and programmes alone. All stakeholders have a role to Culture ColomboScope Colombo play. Inventive partnerships between public and private sectors need to be considered. Trade Facets Sri Lanka Colombo Annual international gem & Adventure Sri Lanka Tuk Tuk Challenge Multiple jewellery show The ideas and activities mentioned here are not all encompassing but aim to enhance and diversify Sri Lanka’s tourism experience, stimulate employment creation and encourage inclusive economic participation. All projects require October Fashion CFW Fashion Swimwear Colombo comprehensive environmental feasibility studies and community consultations in their localities before going ahead. Sport Colombo Marathon Colombo Religion (Hindu) Deepavali Multiple They would also need to be incorporated into wider destination development plans. Adventure Extreme sports event tbc > Colonial fort restoration and/or adaptive reuse for multi-purpose, specialist and public purposes November Design Sri Lanka Design Festival Colombo > Conceptualisation and development of unique rooted experiences Music & Culture Galle Military Tattoo Galle > Design, construction and management of an exhibition and conventions centre in Colombo ‘Performance Sri Lanka Drum & Dance Festival Colombo > Design, construction and management of international grade museums and cultural centres Month’ Natanda Dance Festival Colombo > Design, construction and operation of marinas > Design, construction and operation of integrated golf course resorts December Tourism Industry Tourism Awards Colombo New event to recognise and > Development of eco-tourism and villa accommodation Religion (Buddhism) Sri Pada Perahera Hatton uplift standards > Introduction and management of spa, retail and food & beverage establishments, including global brands Religion (Christian) Christmas celebration Colombo > Introduction and management of unique and luxury journey experiences New Year’s Eve Iconic fireworks Galle Face > Management of world-class hospitality training institutes and courses Green > Operation of cooperative-based night markets or beach bazaars > Operation of cooperative-based Royal Craft Centres * Notes: > Production and management of home-grown events and festivals • Events in bold lettering are already operational. Event months are indicative and can change. > Set up and operation of adventure sports centres to international safety standards • Major Peraheras are referenced but several others are held and supported by Sri Lanka Tourism at present. > Set up and operation of guiding schools for natural and cultural assets • Monthly Poya Perahera to be held in different parts of the country and promoted. > Set up and operation of professional and recreational culinary arts schools • Quarterly performance in Colombo by international artists / entertainers. Sri Lanka Tourism will specifically support those that are in line with furthering the tourism vision. > Set up and operation of water sports and diving schools and centres • There are smaller scale local events with the potential to gain international status such as religious celebrations, niche festivals, Artisan Fairs, Beach > Strategic brands resort development Festivals, Design Markets, Theatre Evenings, etc. > Technology-based solutions including promotional platforms, booking systems, management software and apps > Tourism-related agri-busines and manufacturing > Tourism-related real estate and ancillary services > Urban planning and heritage property development > Set up and operation of wildlife, marine life and ecosystem-based research hubs 114 115 Resource Organisations and Individuals Chitral Jayatilake, Vice President / Head of Nature Trails, John Keells Group Clarence Tan, Project Director, Shangri-La Sri Lanka Daniel Stock, Research Fellow, Centre for International Development, Harvard University The Tourism Strategic Plan was prepared thanks to the involvement of multiple stakeholder organisations and Darshani de Silva, Senior Environmental Specialist, WBG individuals via meetings, interviews, consultations, research papers and media articles. The work was led by the Prime David Jamieson, Managing Partner, Saruketha Minister’s Team on Tourism and Ministry of Tourism Development & Christian Affairs and with support from the World Deshal de Mel, Senior Economist, Hayleys Group Devendra Senaratne, President, Sri Lanka Association of Inbound Tour Operators Bank Group and Australian High Commission. Dhammika Perera, Chairman/ Managing Director, Vallibel One Group Dhara Wijayatilake, CEO, Ceylon Chamber of Commerce Agency For Development – General Affairs Council (AFD-GAC) Dilip de S. Wijeyeratne, Joint Managing Director / CEO, Third Wave International Bahrain Australian High Commission and Australian Department of Foreign Affairs and Trade Dileep Mudadeniya, Vice President-Brand Marketing, John Keells Hotels Board Of Investment Sri Lanka (BOI) Dilhan Fernando, Marketing Director, Dilmah Tea (AFD-GAC) Ceylon Chamber of Commerce Dilrukshi Hewage, Assistant Director – Research, SLTDA Department for Immigration and Emigration Dinesh Weerakkody, Chairman, National Human Resource Development Council of Sri Lanka Department for Wildlife Conservation (DWC) Dominique Nordmann, Chief Executive Officer, Resplendent Ceylon Harvard University Centre for International Development Dulani Sirisena, Programme Manager, Australian High Commission International Finance Corporation (IFC) Duminda Ariyasinghe, Director General, BOI Institute of Policy Studies of Sri Lanka (IPS) Dushan Wickramasuriya, Director – Public Relations, SLTPB Ministry of Development Strategies & International Trade Elizabeth Saxon (Dr.), Principal Tourism Analyst, TCA Ministry of Sustainable Development & Wildlife Emanuel Salinas, Program Leader – Growth & Competitiveness, WBG Minister of Tourism Development & Christian Affairs – Minister’s Advisory Council Eric Wikramanayake (Dr.), Chairperson, Environmental Foundation Limited Ministry of Tourism Development & Christian Affairs Esther M. McIntosh, Country Director, World University Service of Canada Sri Lanka Tourism Development Authority (SLTDA) & SLTDA Board Gayangi Wirasinha, Managing Director, Abercrombie & Kent Sri Lanka Sri Lanka Tourism Promotions Bureau (SLTPB) & SLTPB Board Graeme Harris, Senior Operations Officer, IFC Sri Lanka Conventions Bureau (SLCB) Hafiz Zainudeen, Operations Analyst, WBG Sri Lanka Institute for Tourism & Hospitality Management (SLITHM) Hari Selvanathan, Deputy Chairman, Carson Cumberbatch & Co (PM’s team & AFD-GAC) Tony Charters & Associates, Australia (TCA) Himali Jinadasa, UNESCO Country Focal Point for Sri Lanka Urban Development Authority (UDA) Hiran Cooray, Chairman, Jetwing Hotels Western Region Megapolis Planning Project (WRMPP) Hiran de Silva, Director, HVS World Bank Group (WBG) Hirante Welandawe, Architect & Urban Conservationist Local media organisations Husein Esufally, Chairman, Hemas Holdings Several micro enterprise owners including restaurants, B&Bs, local tours and tuk tuk drivers Indrajit Coomaraswamy (Dr.), Governor, Central Bank of Sri Lanka Indrajith de Silva, Director – Destination & Social Responsibility, SLTPB Hon. Prime Minister Ranil Wickremesinghe Inoka Punchihewa, Legal Officer / Secretary to the Board, SLTDA Hon. Minister of Tourism Development, Lands & Christian Affairs John Amaratunga James Corven, Destination Marketing Guru, TCA Hon. Minister of Development Strategies & International Trade Malik Samarawickrema Janaka Sugathadasa, Secretary, Ministry of Tourism Development & Christian Affairs Hon. Minister of Law & Order and Southern Development Sagala Ratnayake Javana Fernando, Managing Director, Haritha Collection Hon. Minister of Sustainable Development & Wildlife Gamini Jayawickrema Perera Jeggan Rajendram, Country Consultant, Google Hon. Minister of Special Assignments Sarath Amunugama (Dr.) Johanne Jayaratne, Executive Director, Airport & Aviation Services Kamal Dorabawila, Principal Investment Officer Asia Pacific – Infrastructure & Natural Resources, IFC Aarthi Dharmadasa, Prime Minister’s Team on Tourism Kanchana Abeywickrama, Associate Operations Officer, IFC Abbas Esufally, Group Director, Hemas Holdings Kanchana Wickramasinghe, Research Economist, IPS Afghar Mohideen, Chairman, Abercrombie & Kent Krishni Goonesena, First Secretary (Development Cooperation), Australian High Commission Ajit Jayamanne, Director, Browns Hotels & Resorts Kumar Nadesan, Managing Director, Express Newspapers Ajita De Costa, Chairman, WRMPP Lahari de Alwis, Head of Business Services, Chrysalis Ajith Dias, Chairman, SriLankan Airlines Laleenie P. Hulangamuwa, CEO, The Hotels Association of Sri Lanka Ajit Gunewardene, Deputy Chairman / Managing Director, John Keells Holdings Larimon Sawyan Balmond, Director, Palagama Beach Resort Amal Cabraal, Non-Executive Director, John Keells Holdings (AFD-GAC) Madhubani Perera, Director – Marketing, SLTPB Amal Goonetilleke, Consultant – Sales & Marketing, Taj Hotels Mahen Kariyawasam, Managing Director, Andrew Travel Company Andrew E.J. Fairley, Chairman, Parks Victoria / Deputy Chair, Tourism Australia Malik Fernando, Managing Director, Resplendent Ceylon Anura Sathurusinghe, Conservator General of Forests, Forest Department Malraj Kiriella, Director General, SLTDA Anushka Wijesinha, Chief Economist, Ceylon Chamber of Commerce Mahesh Amalean, Chairman, MAS Holdings (AFD-GAC) Athula Amarasekera, Director, Kiyara Capital Advisors, Singapore Mangala Yapa, Managing Director-designate, Agency For Development Bharat Nagpal, Destination Marketing, TripAdvisor – South Asia Margaret Goody, Director, Akyra Consulting Australia Borja Santos, Intern, Centre for International Development, Harvard University Matt Andrews (Prof.), Associate Professor of Public Policy, Harvard Kennedy School Chamila Weerathunghe, Chief Operations Officer, Environmental Foundation Limited Miguel Cunat, Chief Executive Officer, Sri Lanka In Style / Red Dot Tours Chanaka Wickramasuriya, Managing Partner, Ironwood Capital Partners Mike Orgill, Public Policy – Asia Pacific, Airbnb Chandana de Silva, Emirates – Sri Lanka & Maldives Mihira Liyanaarachchi, Director – Domestic Tourism & Community Relations, SLTDA Chandana Wijeratne, Director – Standards & Quality Assurance, SLTDA Murtaza Jafferjee, CEO, JB Securities (AFD-GAC) Chandima Gunawardena, Director, Carson Cumberbatch & Co Nalin Jayasundera, Managing Director, Aitken Spence Travels Chandra Mohotti, Senior Vice President, Galle Face Hotel Management Company Nandana Dissanayake, Director – Financial Management, SLTDA Chandra Wickramasinghe, Chairman, Theme Resorts & Spas Nayana Mawilmada, Head of Investments, WRMPP Channa Daswatte, Designer, Architect and Author / Chairman, Galle Heritage Foundation Neelakanth Wanninayake, Executive Director / CEO, Industrial Services Bureau – North Western Province Charitha Ratwatte, Senior Advisor to the Prime Minister Niloo Jayatilleke, Head of Investments, Softlogic Charlotte Blundell, Counsellor, Australian High Commission Oshani Perera, Director – Public Procurement & Infrastructure Finance, International Institute for Sustainable Development 116 117 Otara Gunawardene, Founder, Embark and The Otara Foundation P.M. Withana, Chairman, SLTDA P.U. Ratnayake, Director – Tourism Planning, Development & Investment, SLTDA Paddy Paul, Managing Director, Golden Isle Travels Palitha Gurusinghe, President, Sri Lankan Ecotourism Foundation Patrick Vandenbruaene, Senior Coordination Officer, the Development Partners Secretariat Pierre Pringiers, Founder / Chairman, Sail Lanka Charter & Building A Future Foundation Prabath Vidanagama, Chief Inspector of Police / Officer in Charge – Police Tourist Division, Sri Lanka Police Pradeep Siriwardane, General Manager, SLCB Prasanna Hettiarachchi, Chairman, Saaraketha Holdings Praveen Abeyratne (Prof.), Professor at Henley-Putnam University Presantha Jayamaha, Executive Chairman, Best Western Prishanta Gunawardhana (Prof.), Director General, Central Cultural Fund Priyan Fernando, Chairman, Brandix Lanka Priyanka Coorey, Senior Investment Officer, IFC Prema Cooray, Chairman, SLCB Radheesh Sellamutu, Founder, Leopard Trails Rajini de Silva Mendis, Chairperson, Ebert Silva Holidays Rashmini Mather, Prime Minister’s Team on Tourism Refhan N. Razeen, Executive General Manager, Heritance Kandalama Robert Govers (Dr.), Associate Professor and Founder, Placebrandz Rohan Abeywickrema, President, Association of Small & Medium Enterprises in Tourism Sri Lanka Rohan Karr, General Manager, Cinnamon Hotels Colombo Rohantha Athukorale (Dr.), Chairman, Lanka Sathosa Rohini Nordmann, Director, Ophir Rohith G. Delilkhan (Dr.), Principal Consultant, BASSAG AG Switzerland Ruvini Fernando, Director, Guardian Fund Management Ruchi Gunewardene, Managing Director, Brand Finance Lanka Rukshan Jayawardene, Samanthi Gunawardana (Dr.), Lecturer, Gender & Development Sandya Salgado, Director, Seylan Bank & Business Strategist, Film Island Sanjeeva Sellahewa, Economic & Commercial Policy Advisor, Embassy of the Kingdom of the Netherlands Seenithamby Manoharan, Senior Rural Development Specialist, WBG Shanaka Maliyadda, Director, Shalya Total Solutions Shanthi Kumar, Director Operations, Ramada Hotel Shaun Mann, Tourism Development Specialist, WBG Shehan Ramanayake, Consultant – Tourism, Southern Development Board Shirani Weerakoon, Additional Secretary, Ministry of Tourism Development & Christian Affairs Shirantha Herath, Chairman, Southern Development Board Shiranee Yasaratne, Managing Director, Sustainability Agenda Shirani Weerakoon, Additional Secretary, Ministry of Tourism Development & Christian Affairs Simon Milne (Prof.), Director, New Zealand Tourism Research Institute Srilal Miththapala, former President, The Hotels Association of Sri Lanka Sunela Jayawardene, Environmental Designer & Architect Sudath Karunanayake, Attorney-at-Law and Legal Consultant specialising in Commercial & Hospitality Law in Sri Lanka Sujeewa Mudalige, Managing Partner / CEO, PricewaterhouseCoopers – Sri Lanka & Maldives Sutheash Balasubramaniam, Managing Director, SLTPB Saminda Perera, General Manager – Marketing, SriLankan Airlines Sumith Pilapitiya (Dr.), former Director General, DWC Sunil Dissanayake, Chairman, SLITHM Tissa Sooriyagoda, Director, Thannewatha Mini Hydro Power Holdings Thao Nguyen, Public Policy Partnerships – APAC, Airbnb Tharuka Dissanaike Policy Specialist, United Nations Development Programme Thilan Wijesinghe, Chairman, TW Corp Thilak T. Thilagaraj, Managing Director, Tilko Jaffna City Hotel / President, Northern Province Tourism Association Tony Charters, Principal & Conference Convenor, TCA Tony Mantara, Chairmain / Managing Director, Gemini Tours & Travels Trevor C. Atherton, Managing Director, Atherton Advisory Australia Udan Fernando (Ph.D), Executive Director, Centre for Poverty Analysis Udana Wickramasinghe, Director – ICT, SLTDA Vidya Abhayagunawardena, Wildlife Conservationist Vimukthi Weeratunga, Manager – Field Operations / Biologist, Cinnamon Hotels Graphic design: Neesha Fernando Wouter Schalken, Senior Private Sector Development Specialist – Tourism, WBG Photo credit: Wyomi Abhayaratne, Managing Director, Zenith Expeditions Cartography support: World Bank Group 118