Personal Growth Vision 2030 Jamaica Pdf


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Vision Jamaica: national development plan: the popular version / prepared by the Planning Institute of Jamaica p.: ill.; cm. ISBN 2 (pbk). Vision Jamaica: national development plan/Planning Institute of Jamaica p.; cm. Bibliography: p. ISBN 1. Jamaica – Economic policy. 1. An overview of Vision Jamaica. 2. How climate change is incorporated in the development of Vision Vision Jamaica: National Development.

Vision 2030 Jamaica Pdf

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Vision, “Jamaica the place of choice to live, work, raise families and do business” articulated in the national Development Plan, Vision Jamaica. This Sector. Vision Jamaica – National Development Plan. Background to Planning Process. In , the Government of Jamaica (GOJ). Vision Jamaica | National Development Plan. Page vi. “Jamaica, the place of choice to live, work, raise families and do business”. As a united family at.

Jamaica Survey of Living Conditions, Page 7 Context for Vision Jamaica Vision Jamaica National Development Plan accountability in governance; and a high perception of corruption permeating public and private sectors. This was below the level of Barbados, the Bahamas, St. Kitts and Nevis, Antigua and Barbuda, and Trinidad and Tobago, which ranked 31st, 49th, 54th, 57th and 59th respectively.

Governance has been an area of particular concern, with erosion of social capital and trust, an inefficient justice system, political polarization, and weak accountability mechanisms in the public sector. In order to correct this, Government introduced measures to strengthen the required levels of accountability and to enable scrutiny by the public, particularly in the contracting and procurement processes. Despite the improvements in environmental management, Jamaica was ranked as extremely vulnerable in the Environmental Vulnerability Index EVI.

The range of developed countries is based on the IMF list of advanced economies. The GCI report utilizes three main categories to characterize a country.

A factor-driven economy competes on the basis of factor endowments, unskilled labour, natural resources and price. Countries in the second tier are efficiency-driven and have to begin to improve both their productivity and product quality in order to increase their competitiveness.

This requires that they invest more in higher education and training, promote more efficiency in goods and labour markets, increase the sophistication of their financial markets and increase their application of existing technologies. At the highest level, countries characterized as innovation-driven economies are able to sustain higher wages and standards of living by offering new and unique products.

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This is only possible through innovation and increasing the extent to which they add value to basic products. In , the Government instituted the Access to Information Act to facilitate public access to official documents.

One profound impact of these economic, social, environmental and governance challenges has been the sustained outward migration of many Jamaicans, including the highly educated, who have made other countries the places of choice to live and unfold their talents.

Currently, we are facing a global economic crisis that exceeds the scope of previous downturns experienced since Independence and, if not addressed, could affect the implementation of the Plan.

Since , the global economy has been experiencing instability and decline evidenced by: volatility in global stock markets; sub-prime mortgage crisis and declining real estate markets in North America and Europe; rising levels of unemployment; and the failure of several international investment banks and companies.

The impact of the global economic crisis on Jamaica is likely to limit, in the near term, access to capital markets, reduce the profitability of local businesses, stymie economic growth, reduce employment in critical sectors of the economy, and worsen our balance of payments. The unfolding situation also has negative implications for the advancement of our social development agenda as well as for the timely achievement of the Millennium Development Goals. The choice for Jamaica to become a developed society requires us to forge an irreversible path to sustainable prosperity by strategically addressing those deficiencies which impede improvement in our productivity and constrain international competitiveness.

These deficiencies include inadequacies in the fundamental operations of our institutions, poorly maintained infrastructure, macroeconomic instability, and sub-optimal quality of public goods and services such as health care and primary education.

The first national development plan was prepared as early as ; the most recent for the period Other national development planning exercises have included the National Industrial Policy , and a series of Medium Term Socio-Economic Policy Frameworks MTFs , the most recent of which was for the period While capacity to generate medium- and long-term planning in the public sector has grown, review of this development planning tradition has identified weaknesses.

These include: a relatively short-term planning horizon which did not have a strategic focus on long-term development; lack of continuity; inadequate resources to support implementation; an inadequate monitoring and evaluation framework; limited involvement of the private sector, other non-state actors and the wider society; and weak synergies between targets, indicators and the budget. The old paradigm we pursued for generating prosperity focused on exploiting the lower forms of 15 capital, for example, our sun and sand tourism, sub-soil assets and basic agricultural commodities.

Continuing along this path will simply produce more of the same. This is unsatisfactory. Although the use of the lower forms of capital provides the foundation for development, sustained levels of prosperity will only be generated when we begin to effectively develop and use the higher forms of capital.

Vision Jamaica introduces a new paradigm which redefines the strategic direction for Jamaica. An issue-based system is one in which political differences are about means to meet the widest public interest.

A result-oriented system is stable, pr edictable and whose performance is based on measurable outcomes. An accountable system is one that is open and transparent and one that permits free flow of information.

This vision is expected to guarantee Kenya's attainment of the specific goals outlined under Vision 's economic and social pillars To meet objectives outlined in the economic and social pillars, Kenya's national governance system is being transformed and reformed to acquire high-level executive capability consistent with a rapidly industrializing country. The country is adopting a democratic decentralization process with substantial devolution in policy-making, public resource management and revenue sharing through devolved funds.

This has been achieved through a delivery of a new constitutional dispensation which came in effect in August Transformation within Kenya's political governance system under Vision is expected to take place across six strategic initiatives, whose overarching visions, goals and specific strategies for are as follows: Rule of law Democracy and public service delivery Transparency and accountability Guiding principles[ edit ] To ensure that economic, social and political governance gains made under the Vision are neither reversed nor lost as a result of change in ruling parties, the following eight governance principles will be adhered to: Constitutional supremacy: Supremacy of the constitution shall be respected at all times.

Political and property rights are guaranteed in the Bill of Rights. Sovereignty of the people: The government derives all its just powers from the people it governs. Equality of citizens: Kenya will not discriminate any citizen on the basis of gender, race, tribe, religion or ancestral origin. National values, goals and ideology: Kenyans shall formulate and adopt a core set of national values, goals and a political ideology supportive of Vision , these will include acknowledgement of the significance of God to the Kenyan people and an affirmation of the religious, cultural and ethnic diversity of Kenyans.

It will also affirm the indivisibility of Kenya as a nation and her commitment to democracy and the rule of law. As Table 6 below indicates, these regional competitors have significantly outperformed Jamaica in growth of stopover arrivals over the period By comparison, stopover arrivals to Cancun, Mexico were 2. Stopover arrivals for do not include Dominica, Guadeloupe, Haiti, St.

Kitts and Nevis, and Turks and Caicos Islands. Eustatius January-July , St. Maarten CTO Other regional comparisons indicate that Jamaica spends relatively less on marketing expenditure per room and earns relatively less stopover income per employee in accommodation than other main Caribbean destinations.

These show that average room occupancy rates in Jamaica over the period have been below the levels of its main competitors, namely the Dominican Republic, Cuba, Cancun and the Bahamas.

Average length of stay has been approximately the same for these countries, apart from the Bahamas which has a high percentage of short-trip visitors from the United States. Jamaica also earns significantly less from each stopover visitor than the Cayman Islands and Barbados. Table 7a: Cayman Islands Dominican Republic 3, Jamaica 1, CTO The regional dimension also includes the potential benefits to be derived from developing regional solutions to problems confronting tourist destinations in the Caribbean, including combined marketing programmes, strengthened regional collaboration in trade and industry negotiations, and development of regional environmental and hazard mitigation and emergency response programmes.

The possibilities for collaboration among regional partners include promotion of multi-destination packages as well as joint promotion of attractions as currently obtains with Cuba, St Lucia and Barbados. The framework of the Tourism Master Plan envisages annual growth rates of 4. Over the first four years of the Plan a total of 2, new rooms have been added, representing annual growth of 2.

Recent initiatives taken by the Government and private sector of Jamaica also include: There has been expansion of community tourism initiatives by organizations such as Countrystyle and Unique Jamaica in recent years.

These include: However, these initiatives have not yet achieved the levels of progress in advancing community based tourism envisaged by the Master Plan. Similarly, there remain deep challenges in addressing the environmental impact of tourism development as noted elsewhere.

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It is important to recognize that there are several challenges involved in building successful community tourism. The sector has seen significant growth in revenue and employment as well as the development of new and fledgling markets.

Vision 2030 Jamaica National Development Plan

From to , international tourist arrivals grew from 25 million to million. Growth was negative in all world regions except for Africa, with the Middle East and Europe being the hardest hit. World tourism is expected to continue the positive trends that have marked the industry in the past decade, and the next twenty years is expected to hold a steady annual growth.

Of these, 1. It is projected that long-haul travel will grow faster, at 5.

An interactive dashboard to monitor Jamaica’s Vision 2030 National Plan

The more mature regions — Europe and Americas — are anticipated to show lower than average growth rates see Table 8. Long-haul travel worldwide will grow faster, at 5. Table 8: For example, Edwards has pointed to a shift in the future from sun, sea and beach tourism to more active and culturally satisfying sightseeing. Thus market segmentation and product differentiation will be important in order to maximize tourism revenue. Factors spurring growth are: In addition, there has been in some areas a decline in barriers to travel with the setting up of mega trading blocs.

According to the World Tourism Organization tourist visitor arrivals, which were million in , are expected to increase to approximately 1. China alone is expected to generate million outbound tourists by , up from less than 15 million currently.

Youth Travel Market: The travel age cohort with the most prospects for marketing and promotion is the youth market, which until now has not been the focus of the industry as many destinations do not market to this segment. Holistic Tourism: As consumer taste and behaviour changes, there is an increased appetite for alternative tourism offerings and an increasing trend towards the demand for holistic treatment in tourism.

This can be seen as part of the Health and Wellness Tourism wave that has emerged over the past five years. The UNWTO and stakeholders within the industry have seen a demand for detox treatments purging of emotional, physical and mental toxins , spa retreats spiritual and wellness retreats , and family retreats making tourism a family experience.

In about Carnival Cruise Lines will continue to dominate the industry, while the introduction of mega cruise liners will impact on port facilities in terms of size, capacity and security among other areas. A number of factors suggest the future health of the cruise industry. The demand for air travel is on the rise, and there is also an increasing use of low-cost, no-frills airlines. Advances in, and the greater use of Information and Communication Technologies ICTs have had a tremendous impact on travel and tourism, and will continue to do so.

The multimedia capability of ICTs, and the internet in particular, have revolutionized travel, and leisure is marketed, distributed and booked by creating the possibility of greater customization, which in turn drives the demand for individual travel.

TripAdvisor Survey, tripadvisor. Travel Permit Restrictions: The calls for visa restrictions and permits in several quarters, and the increased security mechanisms may very well have a negative impact on travel, especially on the tourism dependent economies of the Caribbean. Best practices in coastal and marine preservation, ecological management, and waste management systems need to become priorities in the industry. The preservation of coral reefs, cruise waste disposal systems, drainage in resort areas, wetlands and deforestation concerns in development of resorts, among other things, are factors of which the industry must become more aware.

Issues of changing climatic conditions on resorts, the environmental costs of air travel and the potential impact of rising sea levels on shoreline developments all show how important it is for proper planning, monitoring and policy mechanisms to ensure sustainability in the tourism industry. It is generally held that the tourism system is composed of four elements: The main components of the tourism system are presented in Figure 5 below.

Liu also concludes that the system is like a web and for maximum effect all parts must be harmonized, with tourism development representing a dynamic process of matching tourism resources to the demand and preferences of actual or potential tourists.

The tourism sector of any country is located within the international tourism system, and the ability of the national tourism sector to leverage its position within the system will 17 Source: Carl H.

For Jamaica, the tourism system offers the opportunity for a positive response to globalization by developing unique products offered to the generating market based on data capture and analysis. The ultimate result is access to not only in-bound tourism market segments but also to global out-bound tourism markets and general markets for Jamaican goods. Innovation and creativity are the hallmarks for maximizing the system.

As shown below, the generating markets for tourist arrivals represent the major source of revenues, while the destination can capture an increasing share of revenue through the use of destination branding and intellectual property, strategies that are particularly valuable for Jamaica given the strength of its nation brand and creative industries.

Information represents a key asset by which a tourist destination can use the system to increase the value of its tourism sector, for example by coupling data on reservations and visitor preferences with merchandising and destination marketing strategies. The Tourism System The phenomenon of globalization also is relevant to the positioning of small destinations within the international tourism system. The importance of ensuring greater benefit from the tourism sector may be highlighted by the comparison of net tourism revenues to national population.

Subindex A: Policy rules and regulations 2.

Environmental sustainability 3. Safety and security 4. Health and hygiene 5. Air transport infrastructure 7. Ground transport infrastructure 8. Tourism infrastructure 9. ICT infrastructure Human resources Natural resources Cultural resources 18 See for example Boxill and Alleyne These are areas which should be improved if Jamaica is to take greater advantage of the growing trends in eco- conscious and heritage travel.

However, the country should continue to seek improvements in its regulatory framework and its business environment and infrastructure to achieve improvements in the international competitiveness of its tourism sector, while addressing over time those factors which can improve its human, cultural and natural resources.

The potential negative environmental impacts include: Other physical impacts may be caused by tourism- related land clearing and construction, and soil and vegetation trampling from hiking. Expansion of the tourism product in coastal areas makes sustainable development more difficult by increasing pressures on coastal ecosystems that are already severely stressed. During construction of coastal accommodation and other tourism facilities, destruction and damage of ecosystems e. During operations, there is often over-use of natural resources e.

Negative socio-economic impacts of tourism can result from change or loss of local identity and values, enclave tourism, resource use conflicts, or other effects that result when the social and cultural carrying capacity of a tourist destination are exceeded.

The extreme manifestations of these negative impacts may include crime generation, child labour, prostitution and sex tourism. The negative impacts of tourism may occur at three levels: Whereas some of these impacts e. In planning for the long-term development of the tourism sector in Jamaica it will be vital to address these potential environmental and socio-economic impacts. The establishment of the Environmental Foundation of Jamaica EFJ in , based on a debt-for-nature swap between the governments of the United States and Jamaica, has provided a long-term mechanism for the funding and implementation of a range of projects supporting community-based tourism, botanical gardens and national parks and protected areas.

The application of best practices in sustainable tourism at the sector and enterprise levels will be important in addressing a range of environmental challenges.

It also should be recognized that nature-based tourism is not automatically ecologically sensitive and requires careful planning to ensure that the desired outcomes are achieved. Costa Rica provides an appropriate example of a country that has successfully developed these alternative tourism models. In the s and s, up to 17 million hectares of rain forests were lost each year as a result of deforestation in Costa Rica.

The eco-tourism attraction of Costa Rica is enhanced by the rich and vibrant ecological systems that are abundant with high levels of endemic flora and fauna. However, the development of ecotourism in Costa Rica also required conscious policies and regulations to support a national park and protected area system and ensure minimal negative impact on the environment, such as trail erosion. The three 3 main tenets of New Tourism are: Business balancing economics with people, culture and environment 3.

A shared pursuit of long-term growth and prosperity Many of the specific recommendations under the Blueprint for New Tourism seek to make the tourism industry more compatible with sustainable development, including: The principles of New Tourism are broadly reflected in the current approaches to the development of the tourism industry in Jamaica, including in the Tourism Master Plan.

Many of the social and environmental problems in resort areas such as Montego Bay, Ocho Rios and Negril are the result of poor planning, which has tended to focus on the tourism plant rather than the people and communities. As indicated below, tourism development should include local communities at the centre of the process.

In this respect a good model is provided by New Zealand, especially the South Island, where the resort areas fully integrate local communities into the planning and development process.

The Barbados Programme of Action for SIDS, to which Jamaica is a signatory, calls for small island developing states to undertake a number of steps as set out below. The International Meeting to Review the Implementation of the Programme of Action for the Sustainable Development of Small Island Developing States in Mauritius in also called on SIDS, including Jamaica, to establish an appropriate balance between tourism development and that of other sectors of the economy including development of appropriate linkages to other sectors such as agriculture.

Other recommendations for SIDS are: The main tourism plant and infrastructure is located in coastal zones that are susceptible to wave damage, coastal inundation from storm surge and tsunamis, and whose vulnerability has been increased by removal or damage to protective ecosystems including reefs and wetlands.

The sector is also vulnerable to a wide range of other risks, including: The tourism sector is not integrated into national response and recovery systems and generally lacks the capacity to manage broad hazard mitigation and communication strategies.

The involvement of stakeholders in the planning and operation of the sector enhances the prospects for sustainable tourism. Recommendations for the sustainable development of tourism include strengthening local government, establishment of transparent and participatory mechanisms for stakeholder involvement in decision-making, and partnerships between the public sector, private sector and civil society.

However, in order to maintain market share against its competitors in the region, including the Dominican Republic, Mexico and Cuba, Jamaica will have to continue to invest in improving key aspects of its tourism product, including: In addition to increasing the number of visitor arrivals over time within the carrying capacity of the country, the sustainable long-term development of the tourism industry also should include strategies to earn and retain higher value for the country from each tourist arrival.

These strategies may include: The challenges in promoting greater inclusiveness in the tourism sector include: In addition, despite the annual statistics prepared by the JTB there remain gaps in information on various aspects of the industry.

Under the adoption of the United Nations System of National Accounts UNSNA or SNA93 for short for Jamaica, the introduction of a Satellite Account for the tourism sector will allow collection and analysis of data on the sector that will facilitate systematic measurement and monitoring of the sector, and improve the ability to evaluate its economic impact and plan for its long-term development. SWOT Analysis A standard tool of strategic analysis is SWOT analysis, which seeks to identify the main strengths, weaknesses, opportunities and threats for a given entity, ranging from a nation to a sector to an individual enterprise.

For the Tourism Sector in Jamaica, the identification of strengths and weaknesses represents the internal assessment of the sector while the consideration of opportunities and threats represents the analysis of the external environment for the sector. The SWOT analysis, along with the Situational Analysis, form the basis for identifying goals, objectives and strategies that may be employed to apply the strengths and address the weaknesses of the sector, and capitalize on the opportunities and mitigate the threats to the long-term development of the sector.

The Analysis is structured around the three groupings of sub-sectors given below, based on the CTO classification of the tourism sector: Accommodation and Food and Beverage Sub-Sectors 2. Strategic Vision and Planning Framework for Tourism Sector T he long-term process of planning for the Tourism Sector is guided by a Vision that describes a future for the sector that is desirable for its stakeholders and that can be achieved through their own efforts within a realistic time frame.

The Sector Plan contains an overall Vision for the Tourism Sector, which is based on the National Tourism Policy and also reflects the contributions of the stakeholders represented on the Tourism Task Force and at stakeholder consultations held during the Vision Jamaica planning process. This strategic vision is further expressed in the strategic planning framework for the Tourism Sector for Vision Jamaica outlined below.

Competing for mass tourism based on these natural endowments therefore represents the lowest common denominator for Caribbean tourism destinations, leading to competition based mainly on price and economies of scale.

These advantages include: These provide the basis for Jamaica to diversify its tourism product and develop new market segments, including: Jamaica also will diversify its geographic source markets by increasing the relative levels of arrivals from Europe, Latin America and the Caribbean, developing new and emerging markets such as China, while continuing to consolidate its presence in the North American market.

Jamaica will seek to increase the economic value of its tourism sector by increasing the number of visitor arrivals over time within the carrying capacity of the country, and by earning and retaining higher value for the country from each tourist arrival. The strategies to increase the economic value of the sector include: The international competitiveness of the sector will be increased by improving training and working conditions at all levels, and improving standards and levels of customer service.

The Sector Goals represent the ultimate desired state of the Tourism Sector through which we realize the Sector Vision. The Sector Outcomes represent the desired results which we seek to achieve under each goal. A range of indicators and targets aligned to the Sector Outcomes provide quantitative milestones against which progress in implementing the Tourism Sector Plan over time may be measured. Table National Goal 3: The targets for Jamaica are set using the projected rate for the Americas to and at the global rate thereafter.

Travel and Tourism 57th 4. The involvement of stakeholders is fundamental to the successful implementation of the National Development Plan and the Tourism Sector Plan. Integrated National Development Plan: The integrated National Development Plan presents the overall plan for Vision Jamaica, integrating all 31 sector plans into a single comprehensive plan for long-term national development.

The integrated National Development Plan presents the National Vision, the four National Goals and fifteen National Outcomes, and the National Strategies required to achieve the national goals and outcomes.

Thirty-one 31 Sector Plans: At the sectoral level Vision Jamaica will be implemented through the strategic frameworks and action plans for each sector as contained in the respective sector plans. Vision Jamaica includes a total of thirty-one 31 sector plans covering the main economic, social, environmental and governance sectors relevant to national development.

A robust results-based monitoring and evaluation system will be established to ensure that goals and outcomes of the Plan are achieved. This system will build on existing national and sectoral monitoring and evaluation frameworks and will be highly participatory. The requirements to ensure resource allocation for implementation will include alignment of organizational plans in the public sector, private sector and civil society with the National Development Plan, MTF and sector plans; coherence between the various agency plans with the National Budget; rationalization of the prioritization process for public sector expenditure; and increased coordination between corporate planners, project managers and financial officers across ministries and agencies.

The EDC will review progress and emerging policy implications on the implementation of Vision Jamaica and the relevant sector plans.CTO Other regional comparisons indicate that Jamaica spends relatively less on marketing expenditure per room and earns relatively less stopover income per employee in accommodation than other main Caribbean destinations.

Settlements and tools dating back to the Stone Age have been unearthed in the peninsula. Champions of change and accountability within the various institutions of Government in partnership with the private sector, civil society and IDPs must assist in achieving the desired result.

However, in order to maintain market share against its competitors in the region, including the Dominican Republic, Mexico and Cuba, Jamaica will have to continue to invest in improving key aspects of its tourism product, including: United Nations Division for Sustainable Development.