The Government of the Republic of Trinidad and Tobago

MINISTRY OF TOURISM, CULTURE AND THE ARTS

Trinidad and Tobago National Tourism Policy

2021-2030

(June, 2021)
 NATIONAL TOURISM VISION

The following depicts the overarching tourism vision for the country by 2030:

A travel and tourism sector which is a significant contributor to the social and
economic resilience, growth and development of Trinidad and Tobago. It
would reflect the innovation, creativity, entrepreneurial spirit, cultural
richness, unparalleled beauty, tremendous regional diversity, environmental
stewardship and natural hospitality of the people of the twin-island Republic.
In its entirety, it would be characterised by a deep commitment to adhering
to world class standards of excellence that ensures the satisfaction of our
international and domestic customers, stakeholders, and other Industry
partners.

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Contents
1.1 Rationale for the Revision of the National Tourism Policy ................................11
1.2 Review of the National Tourism Policy, 2010 ....................................................13
1.3 The Policy Formulation Process........................................................................14
2.1 International Tourism Performance and Trends ................................................17
2.2 Overview of Tourism Development in Trinidad and Tobago .............................18
2.3 The Key Challenges ..........................................................................................20
3.1 Objectives of the Policy .....................................................................................22
3.2 Guiding Principles..............................................................................................22
4.1 Visioning: Overview ...........................................................................................25
4.2 Regional Development Administration ..............................................................26
4.3. Land-Use Planning and Spatial Development...................................................27
4.4. Cluster Development .........................................................................................29
4.5 Tourism Product Development ..........................................................................30
4.6 Tourism Investment ...........................................................................................31
4.7 Super Structure .................................................................................................32
4.7.1 Tourist Accommodation/Lodging....................................................................32
4.7.2 General Infrastructure ...................................................................................33
4.8 Transportation ...................................................................................................34
4.8.1 Air Transportation...........................................................................................34
4.8.2 Ground Transportation ...................................................................................35
4.8.3 Sea Transportation.........................................................................................36
4.9 Cruise Tourism Development ............................................................................37
4.10 Heritage .............................................................................................................38
4.11 Events and Festivals .........................................................................................39
4.12 Digitalising the Tourism Sector..........................................................................40
4.13 Education and Training......................................................................................41
4.14 Standards and Quality .......................................................................................43
4.15 Climate Resilience, Disaster Risk Management and Environmental
Sustainability ...............................................................................................................44
4.15.1 Climate Resilience ......................................................................................44
4.15.2 Disaster Risk Management for the Tourism Sector ....................................45

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 4.15.3 Environmental Sustainability.......................................................................46
4.16 Marketing, Research and Planning ...................................................................47
4.17 Taxation, Revenue Generation and Funding ....................................................49
4.18 Border Control, Frontier Reception, National Security and Public Safety .........50
5.1 The Ministry of Tourism, Culture and the Arts (MTCA) .....................................52
5.2 The Tobago House of Assembly (THA).............................................................53
5.3 Tourism Trinidad Limited (TTL) .........................................................................53
5.4 Tobago Tourism Agency Limited (TTAL)...........................................................54
5.5 Local Government .............................................................................................54
5.6 Parastatal Organisations ...................................................................................55
5.7 Standing Committees on Tourism .....................................................................55
5.8 The Private Sector.............................................................................................56
5.9 Non-Governmental and Community-Based Organisations ...............................57
Appendix 1 – Tourism’s Alignment with the National Development Strategy (NDS) -
Vision 2030 and the Sustainable Development Goals (SDGs) ...................................64
Appendix 2 - Tourism Initiatives (2010-2019)..............................................................67
Appendix 3 – Areas of Specialisation: TPDC Members ..............................................69
Appendix 4 – Individuals and Organizations invited to present at the TPDC meetings.
70
Appendix 5 – Trinidad and Tobago’s Tourism Sector Performance ...........................72
Appendix 6 – Map: Regional Approach to Tourism Development in Trinidad.............73
Appendix 7 – Map: Tobago Land Use Framework......................................................75

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List of Abbreviations
CARICOM Caribbean Community
CARPHA Caribbean Public Health Agency
CDA Chaguaramas Development Authority
COVID-19 Coronavirus Disease 2019
DRM Disaster Risk Management
EMA Environmental Management Authority
eTeck Evolving TecKnologies and Enterprise Development
Company Limited
GDP Gross Domestic Product
GoRTT Government of the Republic of Trinidad and Tobago
HNV High Nature Value
ICT Information and Communication Technology
MTCA Ministry of Tourism, Culture and the Arts
MSME Micro, Small and Medium Enterprises
NDS National Development Strategy
NGO Non-Governmental Organization
NTP National Tourism Policy
OJT On-the-Job Training
PATT Port Authority of Trinidad and Tobago
SDGs Sustainable Development Goals
THA Tobago House of Assembly
TPD Tourism Product Development
TPDC Tourism Policy Development Committee
TTAL Tobago Tourism Agency Limited
TTL Tourism Trinidad Limited
UDeCOTT Urban Development Corporation of Trinidad and Tobago
Limited
UNESCO United Nations Educational, Scientific and Cultural Organization

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UNWTO United Nations World Tourism Organization

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Preface
Given the prevailing local, regional and international trends in the tourism
industry, the revised National Tourism Policy (2021-2030) seeks to provide
an overarching policy framework that addresses key areas of tourism
development in Trinidad and Tobago at the macro level. This revised Policy
is aligned with the National Development Strategy (NDS) - Vision 2030 and
the United Nations Sustainable Development Agenda, particularly with Goals
8, 12 and 14.
The revised Policy does not prescribe measures on tourism-related issues
at the micro level such as specific tourism niche market development
(ecotourism, community-based tourism, sport tourism, film tourism, the
home-sharing economy et al). However, these niche specific areas will be
articulated in dedicated Sub-policies aligned with this revised National
Tourism Policy.
The drafting of the revised policy for the period 2021 to 2030 is informed by
good practice inclusive of idea ventilation/policy dialogue among
stakeholders over several months (agenda setting, policy development,
etc.). Great care has been taken to ensure that the document reflects the
valued inputs, aspirations and commitment of the many stakeholders,
consultants, and researchers.

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Executive Summary
As articulated in the National Development Strategy (NDS) - Vision 2030, the
Government of the Republic of Trinidad and Tobago (GoRTT) has declared,
as a priority, its intention to transition Trinidad and Tobago towards a more
diversified economy in order to achieve greater socio-economic prosperity.
The tourism sector, though currently disrupted by the coronavirus pandemic,
has been identified as one of the sectors with the potential to significantly
contribute to achieving this goal. Given its resilient and dynamic nature, as
evidenced by the sector’s ability to bounce back from past global
disturbances, the tourism sector is expected to recover from the effects of
the COVID-19 pandemic, and this is the opportune moment for Trinidad and
Tobago to reposition itself and advance the tourism sector to support the
country’s post-COVID-19 recovery and growth agenda.
Accordingly, the revised Policy outlines the new approach of defining and
promoting Trinidad and Tobago as separate (but complementary)
destinations and aligns with all five themes of the National Development
Strategy (NDS) Vision 2030, and the United Nations Sustainable
Development Agenda – within which Goals 8 (Decent Work and Economic
Growth), 12 (Responsible Consumption and Production) and 14 (Life Below
Water) are of particular importance to tourism.
The revised Policy addresses the macro issues related to the Sector’s
ongoing development and sustainability, such as, but not limited to: spatial
and physical planning, human resources, financial resources including
investment; and destination management. Additionally, the key challenges
which impact the future of the local tourism sector were identified, and
mitigation measures were considered and elaborated in the document.
The Policy also examined and developed seventeen (17) critical aspects of
the travel and tourism sector which are geared towards its sustainable
growth and development, and therefore the Policy has focussed on these
specific areas, namely: Regional Development Administration; Land-Use
Planning and Spatial Development; Cluster Development; Tourism Product
Development; Tourism Investment; Super Structure; Transportation; Cruise
Tourism Development; Heritage; Events and Festivals; Digitalising the
Tourism Sector; Education and Training; Standards and Quality; Climate
Resilience, Disaster Risk Management and Environmental Sustainability;

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Marketing, Research and Planning; Taxation, Revenue Generation and
Funding; and Border Control, Frontier Reception, National Security and
Public Safety.
The revised policy included the views of key influencers, other Special
Interest Groups and the Regional Corporations. The information gleaned
from the engagements with these stakeholders influenced the policy
initiatives to be incorporated into the revised National Tourism Policy and
resulted in three (3) substantial policy shifts, namely: the adoption of a
regional management approach, support for cluster development and
recognition of the increasingly important role of digital technology and the
impact of innovation on the global tourism industry.
In determining the positioning of the destination, each island’s unique selling
proposition, natural endowments and distinct assets were considered.
Trinidad and Tobago’s rich and distinct heritage is reflected in its diverse
ethnicities, arts, culture, cuisine and religious traditions which contribute to
the uniqueness of the twin-island Caribbean nation and which can act as a
motivator for travel to the destination. A diverse portfolio of events and
festivals can generate tourism business growth directly and indirectly, thus
the policy endorses the attraction and support of major international events,
including carnival, culinary, sport, music, fashion, art and cultural to be
locally-hosted in accordance with established policies and prescribed
criteria. Based on the foregoing, Trinidad will be positioned as ‘The Place
That’s Always in Season’ whereby each season offers residents and visitors
alike, the opportunity to share in memorable experiences by partaking in the
island’s world-class festivals and events1, and Tobago will be positioned as
‘The unspoilt, untouched Caribbean island where the undiscovered waits
around every corner’ thus promoting the island’s authentic and imaginative
experiences. Research has indicated that the range and calibre of tourism
product offerings are key determinants that attract tourists to a destination,
and successful destinations are able to consistently deliver on visitor dreams
and expectations. The Policy therefore advocates for the adoption of
national, regional and international standards for the development of high

1Trinidad is not a traditional tourism destination. As such, the reasons for visiting the island are generally not
driven by the natural features of sun, sand, and sea, which typically define traditional tourism destinations and
which are commonly referred to in the mass leisure market as the three S’s.

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quality products and services to satisfy the expectations of the discerning
visitor.
A paradigm shift is being proposed for the governance structure of the
tourism sector, one that is innovative, integrated and participatory in its
approach to destination planning and management. This approach, seeks to
effectively manage tourism development and business activity within the five
(5) Regional Tourism Provinces in Trinidad and two (2) in Tobago, and
entails a greater level of autonomy and accountability for each region. The
shift of tourism development and management from Central Government to
local government bodies would have a positive impact on local economies,
and allow for significant improvements and development of local tourism and
hospitality activities based on each region’s unique assets. The tourism
regions proposed for Trinidad are: Region 1 - North West; Region 2 - East;
Region 3 - Central; Region 4 - South West; and Region 5 – Chaguaramas
and for Tobago are: East and West Regions.
The Policy is cognisant that tourism activities must ideally promote and
enable sustainable use of the scarce land resources of the country.It
therefore advocates for the establishment of Tourism Zones throughout the
destination which will address issues related to the accessibility,
functionality, character, and density of tourism and hospitality superstructure
development. The Policy advocates adherence and enforcement of land use
planning and spatial development policies to ensure suitable, quality,
sustainable tourism development. A coordinating mechanism and framework
will be established and utilised to enable the efficient and effective
development of zones for tourism use.
As previously mentioned, one innovative feature of the revised Policy is the
development of sustainable tourism clusters. The destination already
possesses pockets of cluster development characterised by the proximity of
tourism agencies, attractions, interconnected activities and support services
in a concentrated geographic space. This configuration can be found in the
environs of Crown Point, Castara, Roxborough, Speyside and Buccoo in
Tobago; and in Trinidad, Balmain, Couva (Sport), Port of Spain (historical
buildings, entertainment, arts), the beaches and bays along the north coast,
the cocoa plantations along the North Coast and Central Range, San

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Fernando (historic), Lopinot (cocoa historic plantation) and the
Chaguaramas peninsula (leisure, entertainment, ecotourism).
Critical to the development and growth of the tourism sector is the level of
private sector investment injected within the sector’s economy. The Policy’s
intention is to create a favourable investment environment, inclusive of
incentives and supported by legislation for investors. The Policy also
recommends an efficient tax system that will create opportunities and
favourable conditions for investment and tourism development. It is with this
in mind that Government will facilitate initiatives to modernise and improve
the performance of the accommodation/lodging sector so that it becomes
more competitive, profitable, and sustainable. In addition, Government will
look at key infrastructural requirements to support tourism economic
development, which will include a reliable, effective and efficient
transportation system (land, air and sea) for both destinations that match
international standards for safety and quality of service at the highest levels
of passenger satisfaction. Attention is also focussed on cruise tourism
development and expansion, therefore the Policy recommends
augmentation of port infrastructure to accommodate new cruise lines,
additional vessels and larger ships to the destination.
At the turn of the century, automation, digitalisation, interconnectivity, big
data and new sophisticated business models have been transforming the
breadth of the tourism sector and giving rise to the concept of SMART
destinations. Information, Communication and Technology (ICT) through the
use of digital technologies is driving tourism innovation and causing
disruption along the tourism value chain. Acknowledging this ICT revolution
in the tourism sector, the Policy encourages the thrust for greater use of
technology to transform business models and enhance efficiency within
tourism businesses to create and deliver memorable visitors’ experiences.2
Globally, the Internet and the availability of a wide range of digital marketing
tools and platforms have determined how destinations are marketing and
promoting their places/destinations. The Policy advocates for the strategic
and optimal use of this technology to target existing and new source markets
for the destination.

2Such as use of Quick Response (QR) codes on signage linked with augmented reality (AR) or virtual reality (VR) to
access digital content; interactive technologies; digital video recording with drones or action cameras, etc.

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The environment and its natural assets are critical components to the local
economy and livelihood of its citizens. Sustainable tourism, which generates
income through the non-destructive use of natural resources, can help to
promote environmental conservation and decouple economic development
from environmental degradation. Cognisant of the aforementioned, the
Policy renders support for initiatives geared towards the preservation and
conservation of our unique flora and fauna and for the Government to
embark upon a number of environmentally conscious initiatives aligned to
the green and blue economy. In addition, the Policy supports the elaboration
and implementation of climate mitigation and adaptation strategies that
provide for the development of a resilient, climate smart tourism destination.
Additionally, in its quest to ensure that the destination offers a diversified
portfolio of products and experiences, the Ministry has embarked upon the
development of various Sub-Policies to provide strategic direction to various
niche markets that have been identified as having significant growth
potential, and where the destination has demonstrated competence and a
competitive advantage. Based on the aforementioned, the Sub-Policies that
are being developed include, but are not limited to, Sport tourism,
Ecotourism, Community Based tourism and Business tourism in the first
instance.
One of the key determinants for travellers, especially those seeking out new
destinations is the aspect that relates to their personal safety. Tourism relies
on the ability of people to travel safely and freely across borders and hence
the Policy recommends the implementation of policies and practices that
enable greater traveller mobility and confidence while maintaining or
enhancing security and border integrity in adherence to national and
international protocols.
Given the cross-cutting nature of the activities and initiatives within the
Policy, its execution will require the collaboration of key Ministries/agencies
and stakeholders. Additionally, the monitoring and evaluating of the NTP
2021-2030 will be facilitated through the development of an Implementation
Plan that specifies strategies, identifies responsible persons/organisations
and establishes suitable time frames for its completion. Subsequent to the
revised NTP 2021-2030 entering into force, a Tourism Master Plan (TMP)
for Trinidad and Tobago will follow.

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In summary, the primary objectives for Trinidad and Tobago’s tourism
industry is ultimately to attract more visitors in a sustained manner; and with
a higher spend per head. The policy prescriptions outlined in this Revised
National Tourism Policy, 2021-2030 coupled with the amalgamation of areas
with natural synergies under the Ministry of Tourism, Culture and the Arts,
all represent the best possible opportunity to realise the objective of
developing a 21st century tourism sector.

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1.0 Introduction

1.1 Rationale for the Revision of the National Tourism Policy

The Government of the Republic of Trinidad and Tobago (GoRTT) has
identified economic diversification as a key objective and critical enabler of
Trinidad and Tobago’s economic competitiveness and sustainable
development. In this context, though currently disrupted by the Severe Acute
Respiratory Syndrome Coronavirus 2 (SARS-CoV-2), the virus which causes
Coronavirus 2019 (COVID-19) pandemic, the development of the tourism
sector, both in Trinidad and Tobago has, and can continue to contribute
significantly to the country’s socio-economic growth.
In a post-COVID-19 world, with tourism as with all other sectors, aspects of
the business operations will have to be altered to ensure the health and
safety of all stakeholders. Travel, tourism and hospitality services will
rebound, as they did after 9/11 and the 2008/2009 global economic crisis,
given that the sector remains the ‘circulatory system’ for commerce and
connectivity for every country on the planet, notwithstanding the accelerated
digitisation of several businesses.3
Recognising the resilience and dynamic nature of the tourism industry,
Trinidad and Tobago must now reposition4 itself to recover and advance its
tourism sector to support national recovery and the post-COVID-19 growth
agenda. Benefits to be accrued include job creation and employment; foreign
exchange earnings; tax and other income generation; foreign investment;
cultural preservation; preservation of natural assets; demand for local
agriculture; manufactured goods, art and entertainment products; and new,
additional opportunities for innovation in art, business and science.

3Tourism has been one of the world’s dominant sectors, with the global market for tourism and international travel
experiencing almost uninterrupted growth since the 1950s. Events that have impacted the sector including the
September 11th, 2001 terrorist attacks, the SARS outbreak in 2003, the world financial crisis of 2007- 2008, along
with other subsequent threats have shown the sector’s resilience in successfully emerging from the negative impacts
and continuing to contribute as an economic driver worldwide. It is anticipated that the sector will also recover from
the impacts of the COVID-19 pandemic.
4 Adjusting the sole positioning of Trinidad and Tobago, to the Island of Trinidad (with multiple regional destinations)

and the island of Tobago.

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Over the past decade, the National Tourism Policy, 2010 (NTP 2010) had
served as the overarching policy framework for the development of tourism
in Trinidad and Tobago. During that period, there were gains as well as
challenges. However, going forward, adjustments, many of which have been
driven by COVID-19, must now become mainstream, the ‘new normal’. The
revised National Tourism Policy is timely in providing a pathway to the
National Vision laid out above, responding both to the immediate
requirements for recovery of the local (and Caribbean Regional) tourism and
hospitality sector post-COVID-19, as well as longer term requirements for
sustainability, resilience and success, evidenced, in part, by a growing
contribution to the country’s gross domestic product and foreign exchange
earnings.
Beyond the considerations of the coronavirus pandemic however, there have
been other considerable forces for change in the global environment such
as:
 the shift in power from producers to consumers who are demanding
destinations which demonstrate environmental protection and/or
conservation, as well as harness and promote local culture and
traditions, to provide more unique and intimate travel experiences;
 the proliferation of technology including digital platforms and the
marketing and distribution of data analytical tools; and
 the almost seamless movement of persons and information.
Certainly, this revised policy seeks to position Trinidad and Tobago as a
globally competitive tourism destination at a time when the market is likely to
be fierce as the world redefines tourism and hospitality in real time.
Moreover, given the tremendous economic fallout experienced in 2020 as a
result of the global shutdown aimed at managing the pandemic, resources
will be significantly diminished and must be carefully invested. In addition,
the revised Policy fully articulates the new approach of defining and
promoting Trinidad and Tobago as separate (but complimentary)
destinations. In that regard, the Policy recognises the discrete and unique
characteristics of the tourism product of Tobago, and the statutory
responsibility of the Tobago House of Assembly (THA) for Tobago’s overall
development including the sustainable development of the island’s tourism

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sector. Given the implications for planning and implementation, collaboration
and cooperation between the Ministry of Tourism, Culture and the Arts
(MTCA) and the THA will constitute key cornerstones of the NTP 2021-2030.
In this context, the NTP is an agenda for a new reality to facilitate the
development of a 21st Century tourism product for Trinidad and Tobago,
characterised by local innovation, local and global partnership, and
community leadership. Thus, the Policy aligns with all five themes5 of the
NDS Vision 2030, and the United Nations Sustainable Development Agenda
– within which Goals 8 (Decent Work and Economic Growth), 12
(Responsible Consumption and Production) and 14 (Life Below Water)
are of particular importance to tourism6 (see Appendix 1).

1.2 Review of the National Tourism Policy, 2010

The NTP 2010 underscored the need for a more focused approach to the
development of the national tourism sector. Prior to the NTP 2010, the
Tourism Master Plan 1995 (TMP) served as the primary tool for advancing
the sector’s growth and development. The Plan entailed moving beyond the
traditional concept of sun, sand and sea to include integration of related
economic sectors, establishment of a competitive investment climate,
development of a comprehensive destination management strategy, and
extension of benefits to citizens.
Consequently, the NTP 2010 provided a policy framework within which
several guiding principles and goals7 were identified as being essential to the
sustainable development of the sector while ensuring that it was people-
centred, innovative, investment-driven and supported by the private sector.
The Policy framework cited various elements as drivers for industry success,
5Five Themes of the NDS - Vision 2030 1. Putting People First: Nurturing Our Greatest Asset; 2. Delivering Good
Governance and Service Excellence; 3. Improving Productivity through Quality Infrastructure and Transportation; 4.
Building Globally Competitive Businesses; and 5. Placing the Environment at the Centre of Social and Economic
Development.
6In addition to the SDG’s identified, and with its wide reach and impact, the tourism sector can contribute – directly
and indirectly – to the achievement of SDG’s 5 (Gender Equality), 6 (Clean Water and Sanitation), 7 (Affordable Clean
Energy), 9 (Industry, Innovation and Infrastructure), 11 (Sustainable Cities and Communities), 13(Climate Action),
15(Life on Land) and 17 (Partnership for the Goals).
7The NTP 2010 identified 11 Guiding Principles and 48 National Tourism Policy Goals – (8 Overall Goals, 12 Socio-
cultural Goals, 15 Economic Goals and 13 Environmental Goals).

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including a sustainable tourism product; private/public partnerships (PPPs);
customer focus; a well-trained workforce; and a distinctive brand.
Although no implementation plan was prepared in conjunction with the
Policy, five (5) targets were set which focused on increasing contribution to
gross domestic product (GDP), visitor arrivals and expenditure, the quantity
and quality of jobs, the multiplier effect throughout the economy and
monitoring the implementation of the NTP 2010. Consequently, during the
period 2010-2019, several key initiatives, informed by the NTP 2010, were
developed and executed by the then Ministry of Tourism8 and its respective
implementation arms. The initiatives focused on areas such as human
resource development, community development, infrastructure and
transportation development, investment promotion, accommodation; product
development; and marketing; Appendix 2 provides a summary of these
initiatives.
Revision of the Policy addresses the macro issues related to the Sector’s
ongoing development and sustainability, such as, but not limited to: spatial
and physical planning; human resources; financial resources including
investment; and destination management.

1.3 The Policy Formulation Process

As shown in Figure 1, the first step in the development of the ‘National
Tourism Policy, 2021-2030’, was the establishment, in June 2019, of a
Cabinet-appointed Committee, the Tourism Policy Development Committee
(TPDC) comprising local and international experts (Appendix 3). Officials
from the Division of Tourism, Culture and Transportation who were
nominated by the THA, as well as representatives from Tourism Trinidad
Limited (TTL) and the Tobago Tourism Agency Limited (TTAL) were also
members of the TPDC. Staff9 of the then Ministry of Tourism provided
Secretariat and other support services to the Committee.

8 Gazette No. 158 Vol 59 of September 9, 2020 provided for the establishment of the Ministry of Tourism and
Culture and the Arts, which replaced the Ministry of Tourism.
9 The former Ministry of Tourism, staff from the Tourism Advisory, Research and Planning, Investment Facilitation,

Monitoring and Evaluation Units.

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The revision process included a review of several pertinent documents
including, but not limited to: the NTP 2010, the Tourism Master Plan 1995
(TMP), the Rolling Three Year Tourism Plan (2002-2004), the
Comprehensive Economic Development Plan (2013-2017) for Tobago, the
NDS – Vision 2030, Tourism Sub-policies (Eco-tourism, Community-based
Tourism and Sport Tourism), other Government Policies, and any other
relevant regional and international tourism policies and reports.
The Ministry sought the opinions of stakeholders throughout Trinidad and
Tobago. Information was gathered through stakeholder consultations
(referred to as stakeholder contribution sessions),10 an online survey,
discussions between Officials of the former Ministry of Tourism and
Representatives of the respective Regional Corporations in Trinidad; and
approximately fifty (50) bilateral meetings with Ministries and Agencies,
public bodies, non-governmental organisations (NGOs) and the private
sector on various subject matters that impact tourism, during the period
August 2019 to February 2020 (Appendix 4).
Further, this policy seeks to strike a balance between the policies of other
Ministries and Agencies which have responsibility for tourism assets/content
or otherwise impact the sector (e.g. planning, health and national security)
and the Policy directives for which the MTCA is directly responsible. Tourism
touches every Ministry and a large number of Agencies, and their roles and
interests are reflected in the Policy following on the extensive consultative
process.

Figure 1: The Process for Developing the Revised National Tourism Policy

10 Five (5) Stakeholder Contribution Sessions were held in Trinidad (Chaguaramas, Couva, Port of Spain, San Fernando

and Toco) during the period 11 – 20 September, 2019 with a total of 190 stakeholders; and three (3) sessions were
held in Tobago (Castara, Scarborough and Speyside) with a total of 90 stakeholders.

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 Establishment of Institutional
Industry
Tourism Policy Consultations
Stakeholder
Development with subject
Consultations
Committee matter experts

Drafting &
Desk Review Site Visits
Discussion

Stakeholder
Stakeholder/ Consultations
Community & Final Draft
Survey Interviews with
Regional
Corporations

1.3.1 Structure of the Policy

The structure of the Policy is in keeping with the seventeen (17) critical
aspects of the travel and tourism sector approved for inclusion in the revised
Policy. These are:
1. Regional Development Administration
2. Land-Use Planning and Spatial Development
3. Cluster Development
4. Tourism Product Development
5. Tourism Investment
6. Super Structure (Accommodation/Lodging and General Infrastructure)
7. Transportation (Air, Ground and Sea Transportation)
8. Cruise Development

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9. Heritage
10. Events and Festivals
11. Technology Platforms
12. Education and Training
13. Standards and Quality
14. Climate Resilience, Disaster Risk Management and
Environmental Sustainability
15. Marketing, Research and Planning
16. Taxation, Revenue Generation and Funding
17. Border Control, Frontier Reception, National Security and Public
Safety

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2.0 National Tourism Policy Context

2.1 International Tourism Performance and Trends

Prior to the COVID-19 Pandemic, tourism was one of the world’s dominant
economic sectors, with the global market for tourism and international travel
experiencing almost uninterrupted growth since the 1950s. The United
Nations World Tourism Organisation’s (UNWTO) forecast before the
pandemic had estimated that by 2030, international tourist arrivals would
reach 1.8 billion.
For many countries, tourism is the leading sector for economic development,
job creation and poverty reduction.

Table 1: Global Tourism Sector Performance 2019

2019 International tourism receipts* US$1.7 trillion

2019 Total international tourist arrivals* 1.5 billion tourists (+4%)

Total GDP contribution** 10.4%

(Direct contribution = 3.8%)
Total Contribution to employment in tourism 319 million jobs
worldwide** (Direct contribution = 118.5 million jobs
or 3.8% of global employment)
Data source: *UNWTO World Tourism Barometer (Jan, 2020) and **WTTC, Traven & Tourism Economic Impact -
World (2019) 11

The Caribbean
The Caribbean Region, within which Trinidad and Tobago is located and
competes, is regarded as the most tourism-dependent region in the world
although it accounts for only 1.9% of global tourist arrivals. For many
Caribbean countries, tourism is the principal economic sector as evidenced
by the fact that in almost half of the countries, the tourism sector accounts
for over 25% of GDP, more than twice the global average of 10.4%12.

11 Where 2019 data is unavailable, 2018 figures have been used.

12World Travel & Tourism Council: Minimising the impact of the 2017 hurricane season on the Caribbean’s tourism
sector - April 2018. All rights reserved.

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Table 2: Caribbean Tourism Sector Performance 2019
International tourism receipts* US$33.7 billion

2019 Total international tourist arrivals* 27 million tourist (+4.9%)

Total GDP contribution** 15.5%

(Direct contribution = 4.8%)
Total Contribution to employment in tourism 2.4 million jobs
in the Caribbean** (Direct contribution = 758,000 jobs or
4.3% of total employment)
Data source: *UNWTO World Tourism Barometer (Jan, 2020) and ** WTTC, Caribbean 2019, Annual Research Key
Highlights (2019)

2.2 Overview of Tourism Development in Trinidad and Tobago

Despite being one of the larger countries in the English-speaking Caribbean,
Trinidad and Tobago captures less than 2% of the estimated 27 million
international tourists who visit the region. Unlike neighbouring countries,
Trinidad and Tobago is less dependent on tourism owing to its energy sector.

Table 3: Trinidad and Tobago Tourism Sector Performance

International tourism receipts* US$429 million

2019 Total international tourist arrivals*** 388,576 tourists (+3.5%)

Total GDP contribution** 7.8%

(Direct contribution = 2.6%)
Total Contribution to employment in tourism 52,700 jobs
in Trinidad and Tobago** (Direct contribution = 17,500 jobs or
2.8% of total employment)
Data source: *UNWTO World Tourism Barometer (Jan, 2020) and ** WTTC, Trinidad and Tobago 2019, Annual
Research Key Highlights (2019), ***Ministry of Tourism (2019)

Although tourism accounts directly for only 2.6% of the country’s GDP, its
importance is seen in job creation and employment, generating

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approximately 17,500 jobs or 2.8% of total employment,13 compared to the
energy sector which employed 12,600 people in 2019.14 Appendix 5
provides greater detail on Trinidad and Tobago’s tourism sector
performance.
The value of Trinidad and Tobago’s tourism’s potential has always been
recognised. As early as the 1960s, fiscal incentives under the Hotel
Development Act 1963 were introduced to stimulate growth in the sector.
Over the years, various actions have been taken to stimulate the tourism
sector. Some of the early actions include the establishment of the Tobago
House of Assembly, and by extension, the then Division of Tourism,
Enterprise Development and Settlements, and the formation of the Tourism
Development Authority. The Tourism Development Act, “An Act to facilitate
the development of the Tourism Industry by providing to investors, incentives
and concessions and to make provisions for matters incidental thereto” was
passed in October 2000.
The most recent initiative to boost the country’s tourism development
occurred in 2017 with the establishment of two new entities premised on the
unique characteristics of each island. As such, the TTAL was charged with
developing, marketing and promoting Tobago’s tourism offerings while TTL
had a similar responsibility for Trinidad; with the THA and MTCA having
oversight of the respective agencies.15
Figure 2 provides a chronological sequence of key tourism development
plans, policies and administrative/operational milestones from the 1960s to
2019 superimposed on international tourist arrivals to Trinidad and Tobago.
Between the years 1990 to 2006, the country experienced a steady average
annual growth rate of 5.6% in international tourist arrivals, due in part to the
early initiatives undertaken by GoRTT. However, after peaking at 461,000
tourists in 2006, there was a major fallout resulting from the international
financial crisis of 2007 to 2008. Although tourist arrivals grew between 2010
and 2012, the sector has experienced an average annual decline of 5.1%

13 “This includes employment by hotels, travel agents, airlines and other passenger transportation services
(excluding commuter services). It also includes, for example, the activities of the restaurant and leisure industries
directly supported by tourists” (WTTC, 2020).
14 Central Bank of Trinidad and Tobago, Review of the Economy 2019, p.149.
15 Ministry of Finance: "Budget Statement 2018".

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from 2015 to 2018, rebounding moderately by 3.5% to 388,576 tourist
arrivals in 2019.

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Figure 2: Timeline of Tourism Initiatives by Government and Annual Tourist
Arrivals to Trinidad and Tobago

We should also speak to the $50M injection for Tobago somewhere.

2.3 The Key Challenges

A rapid scanning of the environment revealed a number of considerations
as it relates to the future of tourism in Trinidad and Tobago:
1. The need for support of a Consensus Vision. A general consensus
on a vision for tourism supported by Government, industry, labour, civil
society and tourism stakeholders is required.
2. The need to mitigate risk to the Destination’s Image. A long-term
commitment to vigilance with respect to the reputation of both
destinations is essential for future success. This will involve among
other things, specific actions to ensure environmental sustainability,
reduced crime and the health and safety of visitors and nations post
COVID-19.
3. Striving to meet International Standards. A structured mechanism
that facilitates and promotes product enhancement and upgrades to
international standards is required. This is especially important to

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 ensure that both destinations can guarantee plant and service quality
post COVID-19.
4. Renewed and sustained efforts in protection of the Environment
& Resources. The natural, cultural and historical resource base
requires continuous safeguarding and protection; and efforts to ensure
sustainable resources require adequate support and finance.
5. Opportunity to enhance Tourism Visitor Experience. The quality
and effectiveness of the customer service delivery throughout the
entire value chain are all examples of irritants to the consumer
experience.
6. A very competitive Investment Climate. Investors in hotels and
resorts seek to reduce risk and obtain assurances of Governments’
commitment to tourism. Investors also consider incentive programmes
and the ease with which development can proceed. Incentive regimes
and approval processes should therefore be seamless and facilitative.
7. Inconsistent International Airlift to Tobago. Airlift is the lifeblood of
island tourism destinations. The frequency and reliability of airlift
service between Trinidad and Tobago needs to be addressed.
8. The need to strengthen Public – Private Sector Partnerships.
While there are many opportunities to leverage both Government and
private sector marketing budgets, consistent and transparent policies
need to be in place to facilitate the development of an on-going,
cooperative working relationship between Government and industry.
9. Create more efficient and effective Communication Channels. At
present, effective, on-going communication among Government, other
agencies and the business is sporadic and this can affect the proactive
development and marketing of initiatives.

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3.0 National Tourism Policy Framework

3.1 Objectives of the Policy

The overall objectives of this Policy are to:
● present a formal statement by GoRTT that provides a clear path for
advancement of the tourism sector, addresses changing
circumstances that impact the sector, and helps achieve national
objectives;
● inspire greater confidence among prospective investors and
entrepreneurs;
● act as a platform for policy coherence across the several sectors that
contribute to a successful tourism and hospitality product; and
● provide a basis for sensitising the general public on the direction of
tourism in Trinidad and Tobago.

3.2 Guiding Principles

The NTP 2021 - 2030 provides a framework that shall allow for the
sustainable development and management of the tourism industry, guided
by the following key principles:
i. SUSTAINABLE DEVELOPMENT
- Tourism development that is conducted in a sustainable manner
and ensures that the economic, social, cultural, and environmental
characteristics of sustainable development are met and serves to
benefit Trinidad and Tobago.
ii. ECONOMIC AND SOCIAL PROSPERITY
- The visitor economy must be a source of economic and social
benefit for the citizens of Trinidad and Tobago, thereby improving
the quality of life through job creation, income generation,
entrepreneurship, and personal and community growth
iii. STAKEHOLDER COLLABORATION AND PARTICIPATION

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 - An essential component that must be employed in the decision
making, planning and development of the tourism sector is
collaboration and participation by all stakeholders including:
proactive communities; the private sector; tourism associations; and
NGOs; as doing so leads to increased competitiveness and future
prosperity.
iv. REGIONAL TOURISM MANAGEMENT AND MARKETING
- A regional approach to tourism place management and marketing
will serve as the hallmark of the development of the country’s
tourism sector.
v. EXPERIENCE-DRIVEN, DISTINCT ‘SENSE OF PLACE’
- Every region across both destinations – Tobago, Trinidad – has a
distinct natural beauty, power and complexity and these features
must be wisely developed to create renowned experiences for
visitors and, at the same time, be celebrated by locals.
vi. VIBRANT SECTOR LINKAGES
- Furthering the creation and maintenance of inter-industry linkages,
particularly agriculture, technology, entertainment, culture,
manufacturing, construction, sports, and other related industries is
vital in adding value to the product and deepening visitor
experience.
vii. VISIBLE INTERNATIONAL BRAND
- Developing a destination brand identity that embodies Trinidad’s
culture, products and services (bearing in mind the regional
approach) must be developed, and aid in the communication of the
brand promise to the global marketplace across all target segments
and platforms. Tobago’s brand identity inclusive of its intrinsic
characteristics, must be maintained and widely publicised in a
similar manner.
viii. TARGETED HEALTH AND SAFETY PROTOCOLS
- New emphasis will be placed on health and personal safety
protocols and the promotion of a safe and secure country for
residents and visitors alike, particularly due to the fact that as it
relates to travel, the perception of health and safety will impact
tourism flows to the destination in the ‘new normal’.
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ix. PROTECTION OF RESOURCES
- Mechanisms that are well established and implemented through
effective partnerships and collaboration, to protect the country’s
natural, heritage and cultural resources which are vital for the
longevity of the Tourism sector.
x. ROBUST INVESTMENT CLIMATE
- Investment in the tourism sector is fostered and enhanced through
the establishment of a competitive regulatory and financial
environment and the intent is to pursue the creation of and support
such a climate.

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 xi. STRATEGIC CAPACITY BUILDING AND HUMAN RESOURCE
DEVELOPMENT
- A strong commitment to human resource development and fostering
coordination between educational institutions and the tourism
sector, to rationalise and strengthen training and development
programmes.
xii. COMMITMENT TO DIGITAL TRANSFORMATION
- Provision of an enabling framework to support comprehensive and
ongoing investment in digital technologies for the Tourism sector
and requisite infrastructure and interconnectivity ranging from
mobile technologies/cloud computing to automation and data
analytics.
xiii. ESTABLISHED LAND USE FRAMEWORK
- A tourism land use framework which Government establishes,
through its town and country planning agency, for guidance and
approval of tourism super-structure and infrastructure.
xiv. COMPETITIVE, HIGH QUALITY PRODUCTS AND SERVICES
- Contribute to the creation of a thriving industry through strategic
upgrades to product quality for all aspects of the tourism product
and service.
xv. ETHICS AND TRANSPARENCY
- Tourism must be underpinned by adherence to ethical principles
which can serve to increase levels of societal trust as they guide
norms and behaviours within the Sector, for example in delivery of
service. The desired ethical principles are comprehensively
outlined in the UNWTO Code of Ethics for Tourism.

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4.0 Policy Statements

The Policy seeks to achieve the vision and objectives through the following
policy statements, which are identified under strategic areas of intervention.
The Policy addresses both the supply side of tourism as well as the demand
for tourism products.

4.1 Visioning: Overview

The visioning statements outlined below, guide the Policy and, in some
cases, support a “brand image” of the destination/place.
In the volatile and ambiguous context of tourism ‘new normal’, such visioning
is necessary for intelligent foresighting, and facilitates the development of a
common ideal that stakeholders can fully endorse and then work towards.
Notably, the vision statements have emerged from the responses of the
range of stakeholders who participated in the consultative process.
Trinidad – Position:
Trinidad will be positioned as ‘The Place That’s Always in Season’. This
positioning will ensure that stakeholders are not confined by the traditional
Caribbean market-driven tourism seasonality (focused on the winter months
from December through April in the main) which can negatively impact the
industry’s ability to maximise annual revenues. Stakeholders will therefore
benefit from a financially healthier visitor economy that operates on a year-
round basis.
Trinidad’s tourism, through the Regions, “seasons” will be divided into
distinct periods, with each season offering residents and visitors alike, the
opportunity to share in memorable experiences by partaking in the island’s
world-class festivals, music, culture, cuisine, sports, natural heritage, and its
general joie de vivre during the year.16
Tobago – Position:

16Trinidad is not a traditional tourism destination. As such, the reasons for visiting the island are generally not
driven by the natural features of sun, sand, and sea, which typically define traditional tourism destinations and
which are commonly referred to in the mass leisure market as the three S’s.

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Tobago will be positioned as ‘The unspoilt, untouched Caribbean island
where the undiscovered waits around every corner.’ This positioning will be
the basis for developing and promoting authentic, sustainable tourism
experiences to generate a strong travel demand, and stimulate on-island
development for the benefit of the people of Tobago.
4.2 Regional Development Administration
The paradigm shift being proposed as it relates to tourism is the devolution
of land-use planning and management of heritage and cultural sites to the
local government bodies, which with the appropriate devolved autonomy and
empowerment will require regional corporations in the five (5) Tourism
Regions in Trinidad (Appendix 6) to efficiently manage their respective
tourism programmes and budgets. This is in keeping with the GoRTT”s policy
position for local government reform, as outlined in the recently tabled Local
Government Reform Bill. 17 This is already the case in Tobago, as the THA
has the responsibility for the management of the affairs and the provision of
goods and services in Tobago. Therefore, matters related to regional
development administration in Tobago will continue through the Division of
Settlements, Urban Renewal and Public Utilities, the entity with responsibility
for Destination/Place Management on the island.
This shift away from the central Government’s role in areas such as
development control and planning is expected to positively impact local
economies and allow for significant improvements and development of
local/regional tourism and hospitality activities. The physical space, natural
attributes, and heritage and cultural assets will allow for the creation of a
wide range of product offerings, and the development of a more structured
and productive tourism and hospitality plant in the respective regions, based
on each Region’s unique assets.
Regional tourism destination development and management will address
specific issues that affect a sub-national area. However, any option chosen
at the regional level should not detract from the overall aims and objectives
of the national plan or that of another local/regional organisation; and should
be considered sub-sets of the national tourism plan, guided by the
overarching national policies.

17 This takes into account having approved statements for an approved policy for the next 5-10 years.

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Effective management and oversight of tourism-related activities at the
local/regional level can be conducted by a range of governance options, such
as:
- Department or Single Authority;
- Partnership of public authorities - serviced by partners;
- Partners of Authorities - serviced by joint management unit;
- Public Authority - outsourcing delivery to private companies;
- Public/Private Partnership (PPP) for certain functions - often in the
form of a non-profit company; and
- Association or Company - funded purely through a private sector
partnership and or trading for certain functions.

Policy Statements:
GoRTT will ensure that:
i. develop an innovative, integrated and participatory approach to
destination planning and management (i.e. an appropriate governance
model) to effectively manage tourism development and business
activity in the five (5) Regional Tourism Provinces in Trinidad, based
on their respective goals and objectives;
ii. establish Regional Tourism Destination Management Organisations
(DMOs), using an appropriate business model for accountability and
sound fiscal management;
iii. ensure tourism planning and management is pursued through
consultation, collaboration and coordination among key stakeholders
within and between Regions; and
iv. build capacity at the community and regional level through Regional
Authorities, with support from MTCA, for the successful and sustained
establishment and management of tourism and hospitality
organisations.

4.3. Land-Use Planning and Spatial Development

Land-use planning is the process of regulating land use to promote more
desirable social and environmental outcomes and provide for more efficient

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use of resources. Land-use planning and environmental responsibility are
therefore two very important factors in the area of sustainable tourism
development. It is through systematic and consistent application of such
practices that a ‘sense and respect of place’ can be accomplished while
significantly enhancing the economic value and touristic appeal of a
destination/place.
Appropriate spatial development, by way of agreed Tourism Zones, can
address issues related to the accessibility, functionality, character, and
density of tourism and hospitality superstructure development.18 As with any
large scale industry, it is important that clear spatial policy guidelines are
established to minimise any potential adverse impact of tourism on the
residents of a specific space and/or the wider society.
Therefore, the MTCA will engage the Ministry of Planning and Development
on development issues related to proposed physical and spatial
development of tourism projects and sites. The primary objective of such
engagement between the two Ministries, and any other relevant Ministries,
is to arrive at a consensus that will best meet the long-term social and
economic benefits for the communities in proximity to the space being
proposed for tourism development.
Regarding spatial development for Tobago, the THA has authority over State
Lands on the island.19 The existing tourism spatial development policy
position of the THA remains for Tobago (Appendix 7).
A viable and successful tourism sector is predicated on a high quality, well-
maintained physical environment, with complementary rather than
competing land use in proximity to tourism assets. Moreover, tourism activity
must, ideally, promote and enable sustainable use of the scarce land
resources of the country.

Policy Statements:

GoRTT will:

18National Spatial Development Strategy for Trinidad and Tobago: Surveying the Scene (2013), provides
background information and the key issues which support a spatial development strategy for the country.
19THA has authority under the Tobago House of Assembly Act No. 40 of 1996 over State Lands, as a subsect under
the Fifth Schedule of the Act.

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 i. pursue collaboration amongst the relevant state entities for the revision
and alignment of the National Spatial Policy to include regional tourism
zones, tourism clusters, and relevant areas and sites within regional
communities;
ii. establish a coordinating mechanism of key stakeholders to enable
efficient and effective development of zones for tourism use;
iii. pursue coordinated and strategic development within the areas
designated for tourism land use, to enable collective success;
iv. ensure that land use is appropriate for, and consistent with the
respective tourism visions of the proposed designated areas while
carefully and sustainably managing competing uses;
v. consider the inclusion of non-traditional tourism land use for areas
such as agricultural and conservation land, that have the potential for
product and activity offerings for niche visitor markets.
4.4. Cluster Development
A tourism cluster is a concentration of companies, institutions, authorities,
supporting services, infrastructure, attractions and resources,
interconnected in tourism and related activities within a specific geographic
space. It is characterised by high quality facilities and services and social
cohesion, strategic linkages between productive chains, companies’
exchanges and networks, and inter-dependence among the actors to
maximise comparative and competitive advantages. Members of a cluster
exhibit a symbiotic relationship of collaboration and cooperation, but still
remaining competitive to achieve individual benefits for all members.
Trinidad and Tobago currently possesses pockets of Cluster Development
that lend themselves to tourism offerings. Cluster examples include, but are
not limited to, the environs of Crown Point (inclusive of Store Bay and Pigeon
Point Heritage Park), the environs of Castara, the environs of Roxborough
or Speyside and the environs of Buccoo in Tobago; and in Trinidad, public
performance spaces in Port of Spain such as the Theatre District (Queen’s
Hall, NAPA, Central Bank Auditorium, Little Carib Theatre), spectator and
training sporting facilities in Balmain, Couva and surrounding areas, the
historical buildings around the Queen’s Park Savannah, the beaches and
bays along the north coast, the cocoa plantations along the North Coast and
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Central Range and the Chaguaramas peninsula. The aforementioned
clusters allow opportunities for reframing the brand of the destination.
Clusters play a key role in regional development and the revised NTP 2021
- 2030 is founded on a regional approach in which tourism assets are
identified, developed and managed by the communities in which they are
located. Regional bodies and the THA will play an integral part in the
development of tourism clusters both in Trinidad and Tobago, with proper
spatial planning, land use and sound sustainable environmental practice20 at
the forefront.

Policy Statements:
GoRTT will:
i. identify and characterise tourism clusters, based on the local area
development plans of the regions and discussions with the respective
regional stakeholders;
ii. support the development of products with the potential to contribute to
the development of tourism clusters; and
iii. support clusters and circuits of attractions and activities based on
niche/thematic areas or geographic regions (may or may not include
flagship attractions)

iv. pursue the provision of institutional support services and

infrastructure to aid in the development of tourism clusters

4.5 Tourism Product Development

Tourism product development (TPD) is a process by which the assets of a
particular destination are moulded to meet the needs of national and
international customers/guests.
TPD is a wide inter-linked and continuing process which should not be
considered in isolation; and which can be defined in many ways. On one
20Sound sustainable environmental practice as guided by the provisions of the Environmental Management Act,
the Environmentally Sensitive Areas Rules, the Environmentally Sensitive Species Rules and the National
Environmental Policy (NEP).

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hand, it can be seen as embracing all elements with which the visitor comes
into contact, including infrastructure (e.g. transport, utilities); service
personnel; places of lodging; attractions and activities; facilities; and
amenities. On the other, it can be defined as comprising only those
attractions, activities and facilities specifically provided for visitors.
TPD and experiences are the most important and most complex aspects of
destination/place management because they are an amalgam of many
experiences from the perspective of the visitor. The range and calibre of
tourism product offerings are key determinants that attract tourists to a
destination.
The tourism product consists of three elements:
1. physical: infrastructure, natural resources, accommodation,
restaurants;
2. experiential: festivals, activities, community events, dining and
entertainment, shopping, safety, security, and service at all visitor
encounters;21 and
3. emotional: human, cultural, and historic resources, hospitality services.
The identification of TPD opportunities will be informed by the understanding
of tourists’ market trends; tastes through market research; and the
identification of those areas that would require capital investment and
marketing.
Emphasis on the development of tourism products and visitor experiences
cannot be underestimated, because the more successful a tourism
destination/place is in delivering on visitor dreams and expectations, the
greater the opportunity for sustaining the market through repeat visits and
free endorsements via electronic platforms. Therefore, experiential projects
and initiatives borne of collaborative efforts between the public and private
sector which seek to refine existing products such as the Ariapita Avenue
Entertainment Zone, Chinatown shopping zone and the Theatre District,
among others would be pursued and implemented.

21 Visitor encounters include virtual reality and augmented reality.

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There must be an established link and clear alignment between the market
and the product as the issue of demand and supply is fundamental and
critical to success.

Policy Statements:
Bearing in mind the regional approach to tourism development, GoRTT will:
i. maintain an updated tourism asset inventory and categorise assets
based on appropriate models for ownership, development and
management;
ii. foster a culture of sustainable tourism development;
iii. conduct market research, including market sentiment and stakeholder
engagement, using a ‘market/product matching’ process;
iv. support the development of flagships that serve as attractions to the
destination and hubs for visitors/tourists;
v. establish Tourism Product Development Zones to inform spatial
planning and development, in alignment with the wider national spatial
policy;
vi. support local administrations in their role of bringing TPD to fruition;
and
vii.utilise augmented reality and virtual reality applications to enhance the
tourism experience of the destination prior to and while on location,
where applicable.

4.6 Tourism Investment

Private Sector investment is critical to the development and stimulation of
growth of the Tourism and Hospitality Industry. An investment policy
framework supported by legislation serves as a guide and provides critical
tools to be used by investors to enhance place/destination relationship,
reduce risk and provide guidance on the development and management
process particularly for tourism accommodation/lodging projects.

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Policy Statements:

GoRTT will:
i. create a favourable investment environment, inclusive of incentives,
for investors;
ii. ensure that the promotion and facilitation of investment is supported
by appropriate research, market intelligence and analysis;
iii. develop a catalogue of Shovel Ready Investment Projects for tourism
development, in order to fast-track the development approvals process
for these projects, and attract investors; and
iv. market and promote Trinidad and Tobago as an attractive and
distinctive location for tourism investment.

4.7 Super Structure

4.7.1 Tourist Accommodation/Lodging
This subsector of the Tourism and Hospitality industry serves as the primary
economic contributor to the national economy in terms of Hotel
Accommodation Taxes, Value Added Tax (VAT), Payroll Taxes (PAYE),
Green Fund Levy, Property and Land Taxes, and Corporate Taxes.
Additionally, other benefits are derived from employment generation, foreign
exchange earnings and the multiplier effect of tourist dollar spend. In this
regard, the Government will facilitate initiatives to modernise and improve
the performance of the accommodation/lodging sector so that it becomes
more competitive, profitable, and sustainable. The optimal accommodation
mix including the type, range and quality of lodging offered, will assist in the
market positioning of the place/destination.
Development of accommodation/lodging should be aligned to the market and
operating environment.
GoRTT will:

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 i. facilitate the development of 4-5 star internationally branded new hotel
rooms in the City of Port of Spain, during the period 2021-2030,
targeting the Meetings and Conferences market;22
ii. facilitate the development of a state-of-the-art convention centre as a
complement to the additional hotel rooms, also to be located in Port of
Spain;
iii. encourage the development of new hotel and lodging facilities23
throughout Trinidad and Tobago, in alignment with the respective
sense of place, market demand and overall development plans for
the various regions, with an emphasis on high quality boutique and
specially-themed facilities, including at least one branded five-star
anchor facility;24
iv. support the upgrade, rehabilitation, and enhancement of existing
accommodation facilities to meet internationally, regionally and
nationally acceptable standards; and
v. provide support services and technical assistance to small,
independent, and locally owned properties, including those that
operate in the home-sharing economy, to enable them to become
environmentally and economically sustainable.

4.7.2 General Infrastructure

Infrastructure comprises the essential services, facilities and structures
needed for communal use within a destination/place by its citizens and
residents. Infrastructure is needed to support tourism economic
development. However, the positive economic impact of tourism is not
without cost, as new tourism attractions, facilities, and services place
additional stress on existing infrastructure.

22The targeted number of rooms over the ten-year period for Trinidad is projected to be 6,000. This would be
required to support the establishment of a world class convention centre.
23All categories of tourism accommodation as identified in the under the Tourism Development Act, Chapter
87:22, Act 9 of 2000.
24 It is anticipated between 2,500 to 3,500 new hotel/lodging rooms, would be required over the next ten year period

in Tobago to support the expected increase in air passenger arrivals attributable to the expansion of the ANR
Robinson International Airport.

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Expansion and improvement of water supply, waste disposal, electrical
power, fuel systems, technology, roads, airports, seaports and marinas,
communications, and sewage treatment are among the usual demands of
tourism development; as well as expanded police services, fire protection
and medical services. Overall improvement in infrastructure creates a
favourable environment for investment in tourism superstructure.

Policy Statements:
GoRTT will:
i. determine infrastructural needs for tourism, in collaboration with
relevant agencies;
ii. ensure that sustainability considerations (economic, environmental,
social) and smart technologies are integrated into the planning and
development of new infrastructure;
iii. facilitate access to funding for infrastructure needed for tourism
development, with priority given to options based on renewable and
green technology, climate change adaptation, disaster risk mitigation
etc; and
iv. adopt innovative strategies to ensure the delivery of quality
infrastructure development.

4.8 Transportation
The two main issues to be addressed in the area of transportation from a
tourism perspective are (i) the movement of tourists to Trinidad and Tobago,
and (ii) the movement of tourists within Trinidad and Tobago. It is imperative
that transport and tourism development strategies are well synchronised.
Failing this, the destinations may not be able to accommodate actual or
potential visitor numbers and flows, and mobility will be restricted, potentially
lowering the quality of visitor experiences.

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4.8.1 Air Transportation
Island destinations require reliable and scheduled market-driven air services,
particularly sustained two-way directional traffic. Consequently, island
destinations with small domestic markets have less propensity for outbound
traffic and are faced with high and often sustained market development costs
for scheduled air services from selected tourists generating markets.

Policy Statements:

GoRTT will:
i. encourage and support the development of new airline routes with the
potential for generating two-way directional traffic to/from the
place/destination, and an expansion of new carriers to the destination;
ii. support the national carrier and negotiate routes with other
international airlines in accordance with current and potential demand
to ensure the provision of competitive services;
iii. establish an international travel/in transit desk and area for visitors
travelling on to Tobago;
iv. provide an efficient safety and health management system to
safeguard the well-being of travellers;
v. review the existing policy with respect to seat guarantee agreements
for scheduled airline services from tourist-generating markets to
Tobago, in light of prevailing economic circumstances;
vi. improve the quality and efficiency of air transportation infrastructure;
vii. encourage the development of a General Aviation Centre at Piarco to
capture a portion of the global private jet travel market, by facilitating
traveller and equipment services; and
viii. encourage the development of US bond preclearance immigration and
customs facilities at Piarco airport which provides for greater air
passenger throughput and revenue generation.

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4.8.2 Ground Transportation
Transportation is a critical component of the tourism product and is essential
in three ways: (i) as the means of getting to the destination; (ii) the means of
movement within the destination; and (iii) in some cases, the transportation
is the actual tourism attraction or activity. The latter two mechanisms are vital
in the case of Trinidad and Tobago. The road-based transportation network,
including coaches and rental cars are strongly affiliated with the tourism
industry. Road transport will continue to be the dominant mode of tourist’s
transportation within the destination. Once at a destination, visitors will make
use of taxis/ hired vehicles, rentals, scheduled and pre-booked coach
services.

Policy Statements:
GoRTT will:
i. improve standards and quality control to internationally acceptable
standards for all types and forms of ground transportation;25
ii. advocate for uniformity in terms of look, style and colour for tourist taxi
transportation, once the opportunity presents itself;
iii. collaborate with stakeholders to reduce the transit time for tours;
iv. seek to provide reliable public transport with strong safety features
which will encourage visitors to use this as an alternative form of
transport; and
v. promote the integration of technology into the transportation sector to
improve efficiency, reliability, safety and convenience.

25TheMinistry of Works and Transport, the Ministry of Tourism, Culture and the Arts, and the Trinidad and Tobago
Bureau of Standards should collaborate to develop standards for ground transportation.

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4.8.3 Sea Transportation
GoRTT, through the Port Authority of Trinidad and Tobago (PATT)26 is
committed to improving the ferry service operations to match international
standards with the highest level of safety and quality passenger experience.
The GoRTT has already purchased high quality ferry passenger service
vessels and is committed to the expansion of this service to meet its
domestic demand.

Policy Statements:
GoRTT will:
i. ensure that there are convenient and efficient in-person and online
systems for booking and purchasing of tickets for the ferry service;
ii. promote the coordination of ferry services and schedules with the
national airline to support improved connectivity between the two
islands, especially during periods of high demand for travel between
Trinidad and Tobago;
iii. create a modern and functional terminal in keeping with international
standards for ferry and cruise ship passengers; and
iv. ensure that high quality customer service is provided at port facilities.

4.9 Cruise Tourism Development

Cruise Tourism, (prior to the COVID-19 global pandemic), was the fastest
growing sector of the Tourism Industry, a position it has held for most of the
first two decades of this century. It is anticipated that Cruise Tourism will
continue to remain a part of the industry in the future and will continue to
represent the lion’s share of visitors to the region. Going forward, Cruise
Tourism will require greater focus on health and safety standards and
procedures.

26Port Authority of Trinidad and Tobago (PATT), has three (3) Strategic Business Units Port of Port of Spain (PPOS):
Cargo Handling Services (main operations. Port of Spain Infrastructure Co. Ltd (POSINCO): Landlord port and
maritime services; Cruise Shipping Trinidad; and Trinidad and Tobago Inter-island Transportation Co. Ltd (TTIT):
Cruise Shipping Tobago, Inter-island Ferry Service.

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Though cruise vessels are increasing in capacity and afford a larger number
of passengers on board, the passengers’ short duration onshore, limits their
ability to fully explore the destination and partake in multiple experiences.
The destination therefore has to review its onshore offerings with a view to
diversifying its options and ensuring high-quality products and experiences
as well as motivating the visitor to return as a stayover visitor.
Historically, Trinidad and Tobago’s growth in Cruise arrivals has been
constrained by inadequate port facility capacity, even though the
destination’s land-side offerings and experiences rank among the most
outstanding in the region for cruise visitors. Cruise Tourism development and
expansion will require augmentation of port infrastructure to accommodate
new cruise lines, additional vessels and larger ships to the destination.

Policy Statements:
GoRTT will:
i. seek to increase cruise passenger arrivals in the short to medium term
through increased calls;
ii. seek to enhance cruise visitor experiences through the integration of
high-quality cultural and artistic content into cruise activity offerings;
iii. seek to partner with a major Cruise Line in the development of a
dedicated Cruise port facility on the island of Trinidad;
iv. seek to strengthen the economic contribution of cruise tourism through
a review of the Head Tax, goods and services supplied, port dues and
similar fees;
v. stimulate economic activity within the terminal or port area through the
establishment of a duty-free shopping area;
vi. advocate for a (Caribbean) regional approach to cruise tourism within
the Caribbean Community (CARICOM); and
vii. encourage the establishment of centres and outlets providing the most
memorable cruise visitor experience in the region by offering locally
produced, high quality tourist products, keepsakes and host
population encounters.

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4.10 Heritage
Trinidad and Tobago’s heritage is reflected in its diverse ethnicities, arts,
culture, cuisine and religious traditions which contribute to the distinctiveness
of the twin-island Caribbean nation. Public holidays and festivals are
celebrated as inclusive affairs with participation by persons from all
backgrounds, be they local, regional or international giving full proclamation
to the National Anthem: “Here every creed and race finds an equal place…”
Festivals and public and religious holidays also celebrate the Indigenous
Peoples and the arrival of African, East Indian, Chinese, French, Spanish,
British, Portuguese, and Syrian-Lebanese, among others, all of whom have
played, and continue to play, key roles in the country's cultural and socio-
economic development.
Having invented the steel pan as the only new musical instrument of the
20th century, the country continues to demonstrate innovation and invention
in the musical arena developing various genres such as calypso, soca,
chutney (a blend of East Indian and soca beats) and tambrin and fiddle
music. These are heard particularly during the country’s national and annual
celebrations, including Carnival, Tobago Heritage Festival, as well as various
events throughout the year. Additionally, the country is acclaimed for its
numerous literary greats and accomplished designers and artists.
In addition to the historical legacy, the country boasts of a number of cultural,
natural, and built heritage sites that are irreplaceable and which currently
serve as sources of identity and continuity providing inspiration to be passed
on to future generations. The country’s indigenous heritage, which reflects
all aspects of traditional lifestyle of the First Peoples, ranging from art and
craft creations, experiences such as dance and rituals, to the beliefs and
values, continue to be reflected in Trinidad and Tobago’s culture.
Heritage resources are often the main motivators for travel to
destinations/places. The world’s most visited attractions are natural features,
natural parks, World Heritage Sites and other historic resources. Unlike
products specifically developed for tourism, most heritage attractions were
not originally intended for use by tourists and therefore require carefully
considered product development and management strategies.

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The development of heritage sites for tourism can be beneficial as this can
raise awareness of the value and significance of sites, increase local pride
and support the protection of areas. Visitors may also provide some income
for the maintenance of sites through user fees with other forms of economic
value derived from the purchasing of gifts and souvenirs, food and drink,
transport and accommodation. Developing indigenous heritage for tourism
can ensure that certain practices are preserved for future generations.

Policy Statements:
GoRTT will:
i. develop strategic relationships with local and international Heritage,
Conservation, Cultural, National Parks, Indigenous Organisations, and
other relevant organisations;
ii. market and promote heritage tourism sites and attractions;
iii. seek to have heritage sites and buildings designated as World Heritage
Sites or buildings by the United Nations Educational, Scientific and
Cultural Organisation (UNESCO);
iv. fully explore the recent designation of Port of Spain as a UNESCO City
of Music; and
v. support the inclusion and utilisation of intangible forms of heritage
through immersive experiences.

4.11 Events and Festivals

Events and festivals are attractions that occur over a fixed period in one or
more locations. Sport, culture, and other events can play a critical role in
implementing the strategic product development of a place/destination.
Events and festivals can fulfil important tourism functions, generating tourism
business growth directly and indirectly while serving as "brand builders" and
tactical levers to offset seasonal events.

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Policy Statements:
GoRTT will:
i. prioritise the development of a portfolio of signature ‘home grown
events’ and major international (flagship) events over the next 5-10
years;
ii. attract and support major international events, to be locally-hosted in
accordance with policies and prescribed criteria ;
iii. prioritise events into seasons and develop and publish an annual
calendar of events;
iv. provide support for local community events that engender tourism in
accordance with policies and prescribed criteria;
v. create and support major national events that engender tourism in
accordance with policies and prescribed criteria; and
vi. provide incentives such as tax allowances for Event and Festival
Producers based on their eligibility, as well as for private sector
investment in festivals and events, in keeping with the Tourism
Development Act, Chapter 87:22, Act 9 of 2000.

4.12 Digitalising the Tourism Sector

Given the criticality of information and communication technology (ICT) to
the country’s overall progress, global competitiveness and sustainable
development, GoRTT, as outlined in the National ICT Plan 2018-2022, has
identified the establishment of modern, and well-maintained ICT systems as
one of its priorities. Tourism, given its information-intensive nature, has been
impacted significantly by ICT, particularly in the area of digital technologies
which are driving tourism innovation and causing disruption along the
tourism value chain. Automation, digitalisation, interconnectivity, big data
and new business models are transforming the breadth of the tourism
industry. Technological disruption, including COVID-19 related shifts, has
changed the planning and management of tourist destinations, giving rise to

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the concept of SMART destinations.27 ICT will enable resilient and cost-
efficient tourism development in Trinidad and Tobago.

Policy Statements:
GoRTT will:
i. foster cross-sector and inter-Ministerial collaboration to harmonise and
implement ICT regulations and policies, that are relevant to the tourism
sector;
ii. adopt appropriate technology for acquiring visitor information, such as
electronic immigration cards and contactless data acquisition at airport
and seaports, to enable real-time access to data;
iii. optimise the use of big data and analytics to inform tourism planning
and development;
iv. create opportunities for new technologies and innovation in tourism by
partnering with tertiary education institutions, through Memoranda of
Understanding;
v. utilise technology and innovation at tourist sites and attractions to
increase safety, manage visitor access and control overcrowding;
vi. encourage the use of technology (such as online transactions and
contactless payment) to enhance efficiency within tourism businesses,
and the visitor experience;28
vii. promote knowledge transfer and strengthen digital competencies
particularly among MSMEs and regional governance bodies; and

27Smart destinations focus on the effective and efficient use of resources, a cleaner environment, and ultimately
sustainability.
28Such as use of Quick Response (QR) codes on signage linked with augmented reality (AR) or virtual reality (VR) to
access digital content; interactive technologies; digital video recording with drones or action cameras, etc.

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viii. encourage technologies which contribute to the development of a
smart destination with smart mobility29 and connectivity.

4.13 Education and Training

Professional development and training of the tourism and hospitality
workforce are the primary drivers, directly and indirectly, of Trinidad and
Tobago’s competitiveness of a tourism destination. The country’s tourism
product offerings exist in a very competitive global tourism market, which is
often driven by an increasingly aging population with sophisticated needs,
desires and expectations. In this context, continuous improvement on the
part of tourism and hospitality suppliers is required, if Trinidad and Tobago
is to realise its fullest potential.
In strengthening its competitiveness as a tourism destination, a permanent
programme-directed approach comprising professional development
training and practical classes must factor among the actual objectives of
secondary and higher education institutions and hotel companies.
Current trends in the hospitality and tourism sector and shifts in the nature
of work due to COVID-19, demand continuous investment in education and
programmes to enhance the quality of services provided. Investment in
personnel is essential for the sector’s resilience and profitability.
Notwithstanding the opportunities afforded through digitisation, the travel
and tourism industry will continue to rely on the human interface particularly
as travellers yearn for more authentic experiences. Moreover, within the
Caribbean, which is subject to natural threats, business continuity will rely on
first-in-class human resources.
Investment in education and training of new and existing personnel will also
have a positive effect on the delivery of quality customer service, guest
experiences, satisfaction levels; and ultimately the destination’s reputation.
In this regard, the proposed education and training policies focus on life-long
learning through education and training across all visitor/guests touch points.
This recognises that one-time skills training is no longer sufficient for

29 Smart Mobility provides for a multimodal transportation system (bus, taxi, water taxi, ferry, etc) that is convenient

and accessible; and is based on an intelligent (technology) management system.

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supporting the increasingly dynamic nature of the tourism and hospitality
business environment.

Policy Statements:

GoRTT will:
i. institute measures to strengthen the vertical linkages between the
tourism industry, government and educational institutions, with a focus
on a curriculum responsive to the industry’s evolving HR needs (non-
degree, undergraduate and post graduate);
ii. pursue the development and delivery of integrated educational
programmes and internship placements at locally-approved tourism
and hospitality businesses. Efforts will be made to secure regional and
international internships where feasible;
iii. encourage state-owned branded hotel properties to assign Trinidad
and Tobago graduates/nationals to their overseas affiliated properties
to obtain global experience in key areas of culinary and hospitality
management;
iv. pursue the establishment of agency-to-agency horizontal linkages
between government and industry to facilitate work based competence
and job placement for Tourism and Hospitality graduates through the
national On-the-Job Training (OJT) Programme and Associate
Professional Programme;
v. promote the accreditation of local higher-education or technical
institutions, which offer relevant certification in tourism and hospitality
to ensure that students gain regional and international recognition from
Caribbean and international agencies;
vi. establish and maintain a register of Trinidad and Tobago nationals with
relevant qualifications and experience in the areas of Tourism and

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 Hospitality Management, in order to readily identify suitable candidates
for employment opportunities;30
vii.require personnel engaged in visitor contact and customer service
activities to complete approved customer care and destination product
management certification, training and re-training, where necessary;
and
viii. initiate and develop tourism public education and awareness
campaigns and programmes which can improve attitudes and
behaviours towards tourism and which leads to an understanding of
the importance of tourism to the economic, social and environmental
development of the country.31

4.14 Standards and Quality

A standard is a technical document that provides requirements,
specifications, guidelines or characteristics that can be used to ensure that
materials, products, processes and services are fit for their purpose.
Governments and regulators usually promote the use of national, regional
and international standards to support technical regulations.
Most standards are designed for voluntary use, however if used and applied
consistently, standards form part of the armament for ensuring the
competitiveness at a destination. This is achieved through improvements in
the quality of products and services, thereby enabling innovation, allowing
for interoperability, lowering research and development risks, reducing
technical and trade barriers, expanding markets and facilitating
interconnectivity in the tourism sector.
Adoption and implementation of national, regional and internationally
recognised and accepted standards provide greater assurance of acceptable
service and reduces the risk of unacceptable service quality.
In addition, where tourism operators are certified, it may provide consumers
with the confidence that the goods or services offered at a destination are

30 The register, for example, would ensure that Nationals of Trinidad and Tobago (including those who may be

working overseas) can be engaged at higher management levels in the Tourism and Hospitality sector.
31 These campaigns and programs will be conducted both within schools and among the wider population

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safe, reliable, environmentally friendly and of good quality. Quality
consciousness must be imbued in the minds of all stakeholders in the tourism
sector. GoRTT recognises the importance of adhering to national, regional
and international standards for the development of a robust, viable and
competitive tourism sector in Trinidad and Tobago.

Policy Statements
GoRTT will:
i. support the development and implementation of national, regional and
international standards for the tourism sector;
ii. develop and implement a licensing scheme or similar mechanism to
apply to all tourism operators;
iii. ensure tourism products are developed in accordance with appropriate
national, regional and international standards for the tourism sector;
and
iv. adopt and implement quality assurance programmes which can
include certification programmes for the tourism sector.

4.15 Climate Resilience, Disaster Risk Management and

Environmental Sustainability

4.15.1 Climate Resilience

Small Island Developing States (SIDS) are prone and vulnerable to a variety
of destructive events caused by natural and man-made hazards. Experts
have attributed increases in storm surges, coastal erosion, coral bleaching,
sea level rise, droughts, increased rainfall and flooding to climate change.
The local tourism sector is also at risk since these phenomena will negatively
impact tourism assets such as sites and attractions, biodiversity, cultural and
heritage resources, and coastal areas inclusive of beaches and coral reefs.
Climate change adaptation and mitigation measures are therefore critical to
the local economy and livelihood of its citizens. In order to drive the
commitment by the tourism sector, the following measures are being

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recommended in support of the United Nations Framework Convention for
Climate Change (UNFCCC) towards achieving net zero carbon emissions by
2050.

Policy Statements:
GoRTT will:
i. determine the impact of climate change on Trinidad and Tobago's
tourism sector, as well as the sector's contribution to climate change,
in order to set developmental priorities for adaptation and mitigation;
ii. support the elaboration and implementation of climate mitigation and
adaptation strategies that provide for the development of a resilient,
climate smart tourism destination and which align with the policies of
the National Climate Change Policy (2011) and the Caribbean
Community Climate Change Centre (CCCCC);
iii. encourage investment initiatives that support climate resilience and
mitigation in the tourism sector, including investments in nature-based
solutions; and
iv. conduct public education and awareness programmes on climate
change mitigation and adaptation within the tourism context.

4.15.2 Disaster Risk Management for the Tourism Sector

The tourism sector continues to be negatively affected by natural disasters
and manmade disasters, such as forest and bush fires, on an annual basis.
The effect of these phenomena on the economy is noticeable as visitor
arrivals plunge, foreign exchange and investment opportunities are
jeopardised, and employment in the sector becomes at risk. In addition,
destruction of tourism infrastructure such as accommodation facilities, loss
of use of utilities and closure of air and sea ports, pose a huge challenge to
the destination. Likewise, biological hazards (epidemics, pandemics, food
borne illnesses and vector-borne diseases) and financial hazards (economic
recessions) will have an exponential impact on the tourism sector and its
supporting services. The GoRTT will seek access to grant funding (regional
and international) for improving the delivery of comprehensive disaster

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management plans and initiatives in an effort to reduce vulnerability and
increase the destination’s resilience to natural hazards and disasters.

Policy Statements:
GoRTT will:
i. institutionalise collaboration among key agencies responsible for
emergency management from a tourism perspective through the
establishment of a Tourism Emergency Management Committee
(TEMC);32
ii. establish a national Disaster Risk Management (DRM) emergency
response plan supported by a crisis communication plan and
contingency plan for the tourism sector;
iii. develop resources and tools to support the implementation of the
national DRM emergency response plan;
iv. support the development of disaster risk management and business
continuity plans for tourism facilities and operators;
v. support the implementation of disaster risk management recovery
projects;33
vi. facilitate access by tourism stakeholders to various forms of financial
instruments in the event of a loss; and
vii.conduct public outreach and education programmes in vulnerable
communities/groups.

32TEMC to include the Ministry of National Security, the Environmental Management Authority (EMA), Office of
Disaster Preparedness (ODPM) and Municipal Corporations.
33Partner with the Caribbean Tourism Organisation (CTO) to implement initiatives identified in the Disaster Risk
Management Guide for the Caribbean Tourism Sector: A Practical Handbook for Tourism Business and
Policymakers.

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4.15.3 Environmental Sustainability
Where tourism development and activities are located in areas of high nature
value (HNV) such as coastal zones, wetlands and forested areas which
support rich biodiversity and provide key ecosystem services, these
undertakings can negatively impact the very resources which the tourism
sector needs for its sustainability.
On the other hand, sustainable tourism, which generates income through the
non-destructive use of natural resources, can help to promote environmental
conservation and decouple economic development from environmental
degradation. This is particularly important as the nation strives to diversify
and strengthen its economy whilst adhering to the National Development
Strategy (NDS) - Vision 2030, the National Environmental Policy (2018) and
the United Nations Sustainable Development Goals (SDGs).

Policy Statements:
GoRTT will:
i. promote and pursue the adoption of sustainable practices in the
planning of tourism projects;
ii. encourage responsible, efficient and sustainable use of resources,
including water and energy conservation, within tourism operations
and businesses;
iii. encourage sustainable waste management initiatives across tourism
sites and attractions, as well as other tourism businesses and
operators;
iv. pursue the integration, provision and use of incentives that encourage
the adoption of sustainable practices within the tourism industry;
v. ensure tourism development is carried out in compliance with national,
regional and international regulations and standards34 to reduce its
impact on the environment;

34Environmentally based standards such as ISO 14001 (Environmental Management Systems), the CARICOM
Regional Energy Efficiency Building Code.

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 vi. support the sustainable management, restoration and protection of
terrestrial, freshwater (inland), coastal and marine ecosystems, as key
elements of the tourism product.35

4.16 Marketing, Research and Planning

Tourism and Hospitality Marketing must be understood in the context of
satisfying customer needs with a view to offering products that provide
superior customer value, based on effective pricing, distribution, and
promotion; and which results in strong customer relations that, in return,
create value for the place/destination.
In order to achieve a consistently high level of customer satisfaction, the
visitor, and potential visitor must be engaged, through consumer research
that identifies and is able to address/respond to their needs, wants and
concerns effectively.
Place/Destination Research, Planning and Marketing, represent the steps
that lead to the development and final execution of the selected marketing
activities. With the advent of the Internet and the availability of a wide range
of digital marketing platforms, places/destinations can now determine where
to focus their marketing activities, based on the relevant communication tools
and resources using real time market data. This also allows for measurement
of the effectiveness of marketing activities in the geographical and niche
target markets.
In this context, tourism marketers are required to analyse their marketplace
and to develop and implement a strategic marketing plan that would increase
visitor arrivals in their target market segments. Strategic marketing and
planning for the tourism industry generally include needs analysis, research,
creative infusion, strategic positioning, marketing plan development and
training, implementation, evaluation, and adjustment. The aim is to provide
a road map that not only enhances and improves marketing efforts through
a strategic marketing system that aims to stretch marketing dollars through
planning, monitoring, and evaluation, but which is also action-oriented and

35 Due to the importance and sensitivity of terrestrial and freshwater ecosystems as well as marine and coastal
ecosystems, the adoption and implementation of Protected Area Plans, Visitor Management Plans, the enforcement
of legislation and designation of Marine Protected Areas will be critical.

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able to benchmark and counter competitors' strategies with built-in
performance measurements and evaluations.

Policy Statements
GoRTT will:
i. integrate technology into marketing strategy for data collection, trend
analysis and prediction, and execution of targeted marketing activities;
ii. improve the collection, range, quality and comparability of tourism data
(particularly inclusive of specific niches, such as culture) to provide
indicators that are more harmonised with local needs and regional and
international reporting, in order to improve monitoring and inform the
development of the tourism sector;36
iii. ensure that marketing strategy is based on research, market
intelligence, analytics, advanced targeting and close collaboration with
local stakeholders, bearing in mind the regional approach and niche
segments;
iv. ensure the consistency of communications and place/destination
brand identity messages across all platforms;
v. pursue greater efficiency and effectiveness through joint marketing
initiatives for Trinidad and Tobago, where appropriate; and
vi. Ensure that data collection mechanisms are instituted, for both the air
bridge and sea bridge, for the collection of inter-island visitor data
(domestic and international) between the two islands.

4.17 Taxation, Revenue Generation and Funding

Tourism, like other sectors in the economy, has a range of taxes, fees and
charges. These are a source of revenue for the Government and provide an
avenue of funding to help support public investment for tourism
development. Although implemented mainly for revenue generation
purposes, some taxes, such as environmental levies, are imposed to
encourage positive behavioural changes. On the other hand, tax incentives
36 In keeping with the International Recommendations on Tourism Statistics (IRTS) 2008.

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are granted to promote increased investment in tourism infrastructure and
ancillary tourism services.
When implementing a taxation scheme, policymakers have to determine
what impact such taxes may have on the competitiveness, attractiveness
and sustainability of the destination, and what, if any, are the alternative
funding mechanisms. Taxation schemes that are burdensome are
counterproductive and can make the destination become uncompetitive.
An efficient tax system will create opportunities and favourable conditions for
investment while ensuring that the economy becomes more competitive.

Policy Statements
GoRTT will:
i. develop a flexible mechanism to reinvest revenues collected from the
tourism sector;
ii. monitor and evaluate the impact of tourism-related taxes on the sector
to ensure that they meet national development objectives, and are not
adversely impacting the destinations’ competitiveness, attractiveness
or sustainability;
iii. identify and inform stakeholders of opportunities for funding of tourism
projects/activities available through private, local and international
sources;
iv. foster opportunities for public private partnerships (PPPs); and
v. use a combination of fiscal incentives: tax holidays, investment tax
credits, and tax exemptions to stimulate and boost investment in the
tourism sector.
4.18 Border Control, Frontier Reception, National Security and Public
Safety
Tourism relies on the ability of people to travel safely and freely across
borders. Therefore, the removal of barriers aided by non-restrictive customs
and immigration policies and visa requirements can ease the mobility of
visitors between destinations. The establishment of common multiple-entry

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visas among various cooperating states can also lead to an increase in
tourism within the participating countries. Nonetheless, the travel and
tourism sector is also highly sensitive to the threat of terrorism, pandemics,
and other large-scale crises and borders may have to be temporarily closed
to deter and prevent the unlawful entry of persons or items that may cause
harm or to arrest the spread of a disease or any other threat to the health
and safety of citizens.
Therefore, a balance has to be struck between the implementation of border
controls and travel restrictions and the adoption of facilitative processes to
provide visitors with a seamless, professional and non-threatening
experience as their first encounter at the destination.
As a result of global health issues and challenges, the most recent being the
COVID-19 pandemic, future travellers will focus their concerns on personal
health and safety prior to selecting a host destination. Safeguarding the
visitor’s health and safety at the destination will be one of GoRTT’s priorities.

Policy Statements
GoRTT will:
i. implement policies and practices that enable greater traveller mobility
and confidence while maintaining or enhancing security and border
integrity in adherence to national and international protocols;
ii. pursue the adoption of ICT throughout the processes and procedures
at all Ports of Entry for travellers;
iii. pursue the harmonisation of local, regional and international standards
in relation to health, safety and security of visitors to the destination;
iv. adopt the Tourism Health Information, Monitoring and Response
System37 of the Caribbean Public Health Agency (CARPHA);
v. seek to promulgate a positive, safe destination image in the
international arena;

37The Tourism Health Information, Monitoring and Response System is commonly called the Tourism and Health
Programme (THP).

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 vi. pursue strategies for visa-free travel, visa waivers, multiple-entry visas
and long stay visas to facilitate arrangements for multi-destination
travel within the region and internationally and lengthy trips to the
destination; and
vii.create greater awareness amongst border security personnel on the
importance of their role in developing a successful tourism product.

5.0 National Tourism Policy Implementation

The tourism sector is multi-faceted and interconnected. In order to fully
harness the potential of the country’s tourism sector, the implementation of
this revised NTP will require the contribution and collaboration of various
actors. While the principal implementing agents will be the MTCA; the THA;
TTL and the TTAL, activities and initiatives will cross multiple agencies and
sectors driven by governmental, non-governmental and private sector
organisations. Therefore, it is anticipated that there will be greater partnering
with Ministries, parastatal and other agencies to ensure policy alignment and
harmonisation of activities among relevant entities to achieve successful
policy implementation.

Additionally, it is anticipated following the revised NTP 2021-2030 coming

into effect, a Tourism Master Plan for Trinidad and Tobago will be developed
by the MTCA, in collaboration with stakeholders. The Tourism Master Plan
will establish projects and actions, timelines, relevant authorisation,
monitoring benchmarks and targets in alignment with the Policy statements
articulated within the revised policy.

To achieve this, an appropriate institutional framework is critical.

Consequently, GoRTT will establish physical, social, legal and institutional
frameworks to set the stage for the sustainable growth of the tourism
industry. This framework shall comprise:

i. the MTCA, THA, TTL and TTAL with adequate resources to meet their
respective mandates;
ii. Standing Committees for the sustainable development of tourism in
both Trinidad and Tobago, comprising stakeholders and relevant

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 public and private sector agencies to facilitate and coordinate tourism
development; and
iii. an appropriate legal and regulatory framework for the tourism sector.
The roles and functions of the main agencies responsible for tourism
development are outlined below.
5.1 The Ministry of Tourism, Culture and the Arts (MTCA)

The MTCA is the government agency charged with overseeing the

development of tourism, culture and the arts in Trinidad and Tobago. Its
mission is to formulate tourism and cultural policy and strategy and to guide,
regulate, oversee and foster the sustainable development of the tourism and
cultural sectors. Key to the fulfilment of the Ministry’s mandate is the
development of strategic and effective public, private and community
partnerships.

The principal responsibilities of the Ministry are:

i. provision of leadership and strategic direction in tourism and cultural

development;

ii. formulation of national tourism and cultural policies and sub-policies to

guide tourism and cultural development in Trinidad and Tobago;

iii. collaboration and supporting relevant Agencies, Organizations,

Ministries, Statutory Boards and other Bodies, Associations and
Community Groups on matters related to tourism and cultural
development;

iv. monitoring and evaluation of the performance of both the tourism and
cultural sectors;

v. monitoring the implementation of policies including the National

Tourism Policy, the National Cultural Policy of Trinidad and Tobago
and the National Cultural Recognition Policy, and ensuring that
strategies and programmes are in sync with the NDS - Vision 2030 and
other relevant national policies;

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 vi. providing oversight of the operations of Tourism Trinidad Limited (TTL)
and other relevant tourism and cultural entities;

vii.building public awareness of tourism and culture among nationals

through various media to re-orient attitudes towards both sectors;

viii. provision of an enabling environment to support tourism and

cultural development and growth;

ix. facilitating and monitoring the administration of tourism incentives and

concessions in accordance with the Tourism Development Act, Chap.
87:22; and

x. identification, development and implementation of relevant and

appropriate legislative and regulatory framework for the tourism and
culture sectors.

5.2 The Tobago House of Assembly (THA)

In accordance with the ‘Tobago House of Assembly Act No. 40 of 1996,
Chap. 25:03’, the THA is responsible for the overall development of the
island of Tobago, including tourism development. The Division of Tourism,
Culture and Transportation is charged with the responsibility of establishing,
standardising and sustaining the island’s tourism product in a manner
consistent with the repositioning strategy for Tobago as a tourist destination.
The Division also ensures that there is an adequate supply of air and sea
transportation to satisfy the needs of both residents and visitors to Tobago.
The THA’s primary responsibilities with respect to tourism in Tobago are:

i. formulation and implementation of specific policy and plans for the

island’s tourism sector;
ii. conducting tourism market research;
iii. providing tourist information services;
iv. product development and service management for tourism
development;
v. monitoring and evaluation of the tourism sector;
vi. implementation of standards for the development and maintenance of
tourism infrastructure and sites and attractions;

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 vii.promotion of investment opportunities;
viii. maintenance of tourism facilities/amenities;
ix. administering the provisions of the Tourism Development Act, Chap.
87:22 in respect of tourism investment; and
x. collaborating with the MTCA with regard to the development and
promotion of tourism.

5.3 Tourism Trinidad Limited (TTL)

TTL is a special purpose state enterprise which was established in 2017 to
advance Trinidad’s tourism development agenda. TTL’s mandate includes:
i. the development and marketing of Trinidad’s tourism offerings;
ii. leading and facilitating the marketing and promotion of destination
Trinidad internationally;
iii. taking the lead in attracting tourism investment;
iv. the promotion of tourism business development;
v. the promotion of education, awareness, and cooperation in advancing
economic expansion through tourism; and
vi. encouraging a tourism-friendly approach through well-defined and
coordinated marketing strategies, inclusive of social media and other
technology-based platforms.

5.4 Tobago Tourism Agency Limited (TTAL)

TTAL was established by the THA in 2017 as the execution agency
responsible for driving the rejuvenation and competitiveness of tourism in
Tobago.
TTAL’s core mandate is to lead the (re) development of the island’s tourism
product and the marketing and (re) positioning of Tobago as a premier island
destination founded on the principles of sustainable development. This
includes:
i. establishment of quality standards;
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 ii. training of industry workers;
iii. research on the impacts and contribution of tourism;
iv. marketing and promotion for the tourism sector in Tobago;
v. development of quality products and services; and
vi. facilitation of investment into the island’s tourism industry.

In fulfilling their mandates, both the TTL and TTAL will work closely with
public and private sector stakeholders and partners in the aviation, cruise,
hospitality sub-sectors and other sectors, as required.

5.5 Local Government

It is proposed that Local Government Agencies play a greater role in the
development of tourism within their respective areas. Therefore, the transfer
of responsibilities to the Local Government level, will include land-use
planning, and the management of heritage and cultural sites. This will
empower local government agencies to manage their respective
programmes and budgets efficiently, through a decentralised approach. As
it relates to tourism development, the main functions of the Local
Government authorities will include:
i. collaboration with the MTCA /TTL in the development of quality
products and services;
ii. the provision, maintenance, enhancement and control of parks,
recreation grounds, beaches, watercourses, and other public spaces;
iii. construction and maintenance of roads in their respective jurisdictions
including the provision and maintenance of drains, bridges, side-walks,
and street-signs;
iv. cleaning, maintenance and enhancement of public spaces; and
v. approval of building and development plans.

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5.6 Parastatal Organisations
The Government has established parastatal organisations to propel the
growth and development of the economy. Some of these parastatal
organisations have a critical role to play in the development of tourism. For
example, together, the Urban Development Corporation of Trinidad and
Tobago Limited (UDeCOTT) and Evolving TecKnologies and Enterprise
Development Company Limited (eTeck) own a large percentage of the hotel
rooms in Trinidad and Tobago. Also, the Chaguaramas Development
Authority (CDA) is responsible for the Chaguaramas National Park as well
as tourism sites and attractions, in the western peninsula. Therefore, in order
to build a successful and sustainable tourism industry, it is important that the
plans, actions and strategies of these and other parastatal organisations, are
closely coordinated with other industry partners and aligned with the National
Tourism Policy, where applicable.

5.7 Standing Committees on Tourism

In fulfilment of the Government’s commitment to develop the tourism industry
in consultation with all major stakeholders, there shall be two (2) Standing
Committees for the sustainable development of tourism in Trinidad and in
Tobago, respectively. The primary role of these Committees shall be to
pursue and coordinate the sustainable development of the tourism industry
in each island, with linkages between the two (2) Committees. They will
comprise representatives of key governmental and tourism-related
organisations (public/private sector) and shall co-opt tourism related
stakeholders as necessary. The Standing Committees shall provide a
formalised mechanism of collaboration among stakeholders and shall focus
on important issues pertaining to the industry.

5.8 The Private Sector

The private sector is a critical actor in the development and promotion of
tourism in Trinidad and Tobago. The private sector bears the major risks of
tourism investment as well as a large part of the responsibility for satisfying
the visitor. The delivery of quality tourism services and providing the
customer with value for money are largely the responsibilities of the private

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sector. Furthermore, the private sector is in a position to promote the
involvement of local communities in tourism ventures. The role of the private
sector is to:
i. invest in the tourism industry;
ii. operate and manage the tourism plant efficiently, sustainably and
profitably;
iii. advertise and promote individual tourism services as well as the
country - locally, regionally and internationally;
iv. continuously upgrade the skills of the workforce by providing training
and re-training;
v. continuously refurbish the tourism plant and equipment;
vi. operate according to the best environmental standards;
vii.satisfy customer needs by providing quality products and services as
well as value for money;
viii. develop and promote socially and environmentally responsible
tourism;
ix. ensure the safety, security and health of visitors in collaboration with
the Government and other private sector members;
x. collaborate with the Government in planning, promoting and marketing
tourism;
xi. operate according to appropriate local, regional and international
standards; and
xii.partner with local communities and small, micro and medium-sized
enterprises (SMMEs) in the sector by establishing partnership ventures
with communities.

5.9 Non-Governmental and Community-Based Organisations

Non-Governmental and community-based organisations (NGOs/CBOs),
especially those with an environmental and community-oriented focus, play
a vital role in the development and spread of responsible tourism practices,

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while providing valuable insights at the grassroots level. NGOs also play a
critical role in building capacity and assisting local communities to organise
themselves and to bring new and innovative products and services to the
market. The role of these organisations is to:
i. must be established appropriately to play a more effective role in the
tourism industry and interact with Government and stakeholders at all
levels;
ii. identify their resources and attractions for tourism development;
iii. exploit opportunities for tourism training and awareness, finance and
incentives for tourism development;
iv. seek partnership opportunities with the tourism industry’s private
sector;
v. participate in all aspects of the tourism business;
vi. support and promote responsible tourism and sustainable
development;
vii.participate in decision-making with respect to major tourism
developments planned or proposed for the communities; and
viii. participate in and promote responsible tourism.

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6.0 National Tourism Policy – Monitoring and Evaluation
The MTCA will be responsible for monitoring and evaluating the Policy
implementation process to determine if the NTP 2021-2030 is having the
desired impact. Therefore, MTCA has developed an Implementation Plan
that specifies strategies, identifies responsible persons/organisations and
establishes implementation time frames.
MTCA, the Division of Tourism, Culture and Transportation of the THA, TTL
and TTAL have been identified as the principal implementing agencies.
Additionally, given the crosscutting nature of the activities and initiatives
within the Policy, it is recognised that collaborative approaches will have to
be advanced with the Ministries of Rural Development and Local
Government, Sport and Community Development, Planning and
Development, Works and Transport, and Agriculture, Land and Fisheries,
among others.
Each programme, activity and project to be pursued under the
implementation plan will have a built-in monitoring and evaluation (M&E)
component based on key performance indicators which are linked directly to
the objectives of the NTP 2021-2030. The Ministry, Department or Agency
charged with responsibility for the implementation of particular programmes,
activities or projects will monitor specific tasks and operations as outlined in
the implementation plans; and will prepare quarterly progress reports.
The Ministry’s M&E team will be tasked with overseeing the progress reports
as well as gathering and assessing relevant data to determine the status of
policy implementation. The Unit will report to the MTCA’s Executive on a
quarterly basis. A quarterly M&E cycle is recommended to assess the quality
of activities being conducted and to modify interventions in the
implementation process brought about by new policy directives or the
emergence of disruptions that impact the tourism sector.
The MTCA will prepare an Annual Report to inform on the extent to which
the goals and objectives of the NTP 2021-2030 are being achieved and to
make recommendations on policy adjustments, as required.

Note: An implementation plan for the roll out of the revised National Tourism
Policy has been developed as a separate document.
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---

Page 69 of 75
Glossary

Direct Contribution to Gross Domestic Product (GDP) generated by industries that

GDP deal directly with tourists, including hotels, travel agents,
airlines and other passenger transport services, as well as
the activities of restaurant and leisure industries that deal
directly with tourists. It is equivalent to total internal Travel &
Tourism spending (see below) within a country minus the
purchases made by those industries (including imports). In
terms of the UN’s Tourism Satellite Account methodology it
is consistent with total GDP calculated in table 6 of the TSA:
RMF 2008.

Direct Contribution to The number of direct jobs within Travel & Tourism. This is
Employment consistent with total employment calculated in table 7 of the
TSA: RMF 2008.

Domestic Tourism Tourism involving residents of one country travelling within

that country.

Home-sharing The sharing economy is an economic model defined as a

Economy peer-to-peer (P2P) based activity of acquiring, providing, or
sharing access to goods and services that is often facilitated
by a community-based on-line platform. Home-sharing
occurs when a visitors pay to stay in private homes.
International Tourist A person who travels to a country other than his/her country
of usual residence for at least one night but less than one
year, and whose main purpose of visit is other than the
exercise of an activity remunerated from within the country
visited.

International Tourism Expenditure of international inbound visitors including their

Receipts payments to national carriers for international transport.
They also include any other payments or payments
afterwards made for goods and services received in the
destination country. (NB. The definition is more extensive
than that of the travel expenditure in the Balance of
Payments in which international passenger transport is not
included).

Regional Tourism A geographically determined cultural, socio-economic and

Provinces biologically rich and diverse area, in which tourism
development will depend on sustainability and the principles
of integration, cooperation and consensus among tourism

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 stakeholders, with the larger goal of enhancing the
attractiveness of the sites, attractions and intangible assets
within the area (zone).

Shovel Ready Construction project (usually larger-scale infrastructure) is

where planning and engineering is advanced enough that
with sufficient funding, construction can begin within a very
short time.

Stakeholder Individuals who have a vested interest in development,

including community members; environmental, social, and
community NGOs; natural resource, planning, and
government officials; hotel owners, tour operators, guides,
transportation providers, and representatives from other
related services in the private sector.

Sustainable A pattern of resource use that aims to meet human needs

Development (cultural, economic, natural and social) while preserving the
environment so that these needs can be met not only in the
present, but also by future generations.

Sustainable Tourism Tourism that takes full account of its current and future
economic, social and environmental impacts, addressing
the needs of visitors, the industry, the environment and host
communities.

Total Contribution to GDP generated directly by the Travel & Tourism sector plus
GDP its indirect and induced impacts. In other words, this
includes tourism consumption, its associated supply-chain
value added as well as the goods and services that are
produced on behalf of the tourism industry by government
spending and fixed investment. It also includes the induced
effects of tourism through the spending of workers directly
and indirectly employed in the industry.

Total Contribution to The number of jobs generated directly in the Travel &
Employment Tourism sector plus the indirect and induced contributions.

Tourism All travel for whatever purpose that results in one or more
nights being spent away from home and the sum of the
associated services and activities (e.g. hotel
accommodation, tours, shopping, and entertainment).

Tourism Clusters A geographic concentration of attractions with touristic

differential, companies and institutions interconnected and
coordinated in tourism activities, this includes suppliers,
services, governments, institutions, universities, and

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 competitors
Tourism Health THiS is a real-time, web-based application developed by the
Information System Caribbean Public Health Agency (CARPHA) to monitor for
(THiS) illnesses and potential outbreaks in visitor accommodations
(Hotels, Guest Houses, etc.) and to facilitate a confidential
early warning and rapid response. THiS, which falls under
the Tourism and Health Programme (THP), is intended to
strengthen regional and national health systems and to
enhance the health safety of staff, residents and visitors and
the quality, reputation and sustainability of Caribbean
tourism.

Tourism Product A combination of tangible and intangible elements, such as

natural, cultural and man-made resources, attractions,
facilities, services and activities around a specific centre of
interest which represents the core of the destination
marketing mix and creates an overall visitor experience
including emotional aspects for the potential customers. A
tourism product is priced and sold through distribution
channels and it has a life-cycle.

Tourism Satellite The reconciliation framework of tourism statistics developed

Account to present economic data relative to tourism within a
framework of internal and external consistency with the rest
of the statistical system through its link to the System of
National Accounts.

Tourism Service This term covers all individuals, businesses and entities in
Providers hospitality, travel and tourism that offer services to visitors
in the destination. These include those in all of tourism’s
sub-sectors including Accommodation, Transportation,
Food and Beverage; Entertainment and Recreation
(including Sites and attractions); Meetings, Incentives,
Conferences and Events (MICE); and Other Tourism
Support and Related Services.

Tourism Zone An area consisting of tourism sites that are closely linked in
terms of nature, history, culture or otherwise

Tourist (or Overnight A person who travels away from home, staying away for at
Visitor) least one night. A tourist travels for different purposes such
as business, leisure, conference and incentive, sport or sun,
sand and sea.

Tourism superstructure Buildings or facilities that serve the needs or interests of

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 tourism/hospitality visitors

Travel / traveller Travel refers to the activity of travellers. A traveller is

someone who moves between different geographic
locations, for any purpose and any duration. The visitor is a
particular type of traveller and consequently tourism is a
subset of travel.

Visitor A visitor is a traveller taking a trip to a main destination

outside his/her usual environment, for less than a year, for
any main purpose (business, leisure or other personal
purpose) other than to be employed by a resident entity in
the country or place visited. A visitor (domestic, inbound or
outbound) is classified as a tourist (or overnight visitor), if
his/her trip includes an overnight stay, or as a same-day
visitor (or excursionist) otherwise.

Page 73 of 75
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Appendices
Appendix 1 – Tourism’s Alignment with the National Development
Strategy (NDS) - Vision 2030 and the Sustainable Development Goals
(SDGs)
TOURISM AND THE NATIONAL DEVELOPMENT THEMES TO 2030
Themes (NDS) Summary about the theme
This Theme acknowledges that our citizens are
central to our development and in fact are our
1. Putting People
greatest assets. We must create a society in which all
First: Nurturing Our
the basic needs are met and each individual is valued
Greatest Asset
and given the opportunity to contribute and to self-
actualise.
2. Delivering Good Good governance and service excellence are crucial
Governance and to the achievement of a high quality of life for all
Service Excellence citizens and to business expansion.
High quality infrastructure unlocks economic
3. Improving potential, ensures an equitable distribution of growth
Productivity through and opportunities throughout the country and creates
Quality networks that bind us together. It also boosts
Infrastructure and productivity and competitiveness, allowing
Transportation businesses to grow and prosper, create employment
and attract investment.
It is widely accepted that nations do not compete;
firms do. Competitive Businesses are, therefore,
4. Building Globally important to our developed-nation thrust. For any
Competitive sustained increase in the quality of life there must be
Businesses an increase in productivity and real growth, which can
then be translated into higher wages originating from
innovation and competition.
The environment is the common thread that supports
all sectors which contribute to the social and
5. Placing the
economic development of the nation and, therefore,
Environment at the
must be managed for the benefit of present and future
Centre of Social and
generations...We will create a culture that engenders
Economic
an attitude of environmental consciousness and
Development
esteems conservation and preservation of our
national assets, be they man made or natural.

Page 77 of 75
TOURISM AND THE SUSTAINABLE DEVELOPMENT GOALS

The UNWTO (2020) defines sustainable tourism as “tourism that takes full account of its
current and future economic, social and environmental impacts, addressing the needs of
visitors, the industry, and the environment and host communities”. Within this principle,
the sector features as targets in three of the 17 SDGs, namely SDG 8 on ‘Decent Work
and Economic Growth’9, SDG 12 on ‘Responsible Consumption and Production’10 and
SDG 14 on ‘Life below Water’11. Yet, with its wide reach and impact, the sector can –
directly and indirectly – to the achievement of all 17 SDGs.
TABLE 4: LINKING THE SDGS TO TOURISM
SDGs Impact of Tourism
As one of the largest and fastest growing economic sectors in the world, tourism is well-
positioned to foster economic growth and development at all levels and provide income
through job creation. (Tourism provides income through job creation at local and
community levels. It can be linked with national poverty reduction strategies and
entrepreneurship. Low skills requirement and local recruitment can empower less
favoured groups, particularly youth and women)
Tourism can spur sustainable agriculture by promoting the production and supplies to
hotels, and sales of local products to tourists. Agro-tourism can generate additional
income while enhancing the value of the tourism experience.

Tax income generated from tourism can be reinvested in health care and services,
improving maternal health, reduce child mortality and preventing diseases. Visitors fees
collected in protected areas can as well contribute to health services.

Tourism has the potential to promote inclusiveness. A skilful workforce is crucial for
tourism to prosper. The tourism sector provides opportunities for direct and indirect
jobs for youth, women, and those with special needs, who should benefit through
educational means.
Tourism can empower women, particularly through the provision of direct jobs and
income-generation from SMEs in tourism and hospitality related enterprises. Tourism
can be a tool for women to become fully engaged and lead in every aspect of society.

Tourism investment requirement for providing utilities can play a critical role in
achieving water access and security, as well as hygiene and sanitation for all. The
efficient use of water in tourism, pollution control and technology efficiency can be key
to safeguarding our most precious resource.
As a sector, which is energy intensive, tourism can accelerate the shift towards
increased renewable energy shares in the global energy mix. By promoting investments
in clean energy sources, tourism can help to reduce greenhouse gases, mitigate climate
change and contribute to access of energy for all.
Tourism, as services trade, is one of the top four export earners globally, currently
providing one in ten jobs worldwide. Decent work opportunities in tourism, particularly
for youth and women, and policies that favour better diversification through tourism
value chains can enhance tourism positive socio-economic impacts.

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 Tourism development relies on good public and private infrastructure. The sector can
influence public policy for infrastructure upgrade and retrofit, making them more
sustainable, innovative and resource-efficient and moving towards low carbon growth,
thus attracting tourists and other sources of foreign investment.
Tourism can be a powerful tool for reducing inequalities if it engages local populations
and all key stakeholders in its development. Tourism can contribute to urban renewal
and rural development by giving people the opportunity to prosper in their place of
origin. Tourism serves as an effective mean for economic integration and diversification.
Tourism can advance urban infrastructure and accessibility, promote regeneration and
preserve cultural and natural heritage, assets on which tourism depends.
Investment in green infrastructure (more efficient transport, reduced air pollution)
should result in smarter and greener cities for, not only residents but also tourists.
The tourism sector needs to adopt sustainable consumption and production (SCP)
modes, accelerating the shift towards sustainability. Tools to monitor sustainable
development impacts for tourism including for energy, water, waste, and biodiversity
and job creation will result in enhanced economic, social and environmental outcomes.
Tourism contributes to and is affected by climate change. Tourism stakeholders should
play a leading role in the global response to climate change. By reducing its carbon
footprint, in the transport and accommodation sector, tourism can benefit from low
carbon growth and help tackle one of the most pressing challenges of our time.
Coastal and maritime tourism rely on healthy marine ecosystems. Tourism development
must be a part of Integrated Coastal Zone Management in order to help conserve and
preserve fragile marine ecosystems and serve as a vehicle to promote a blue economy,
contributing to the sustainable use of marine resources.
Rich biodiversity and natural heritage are often the main reasons why tourists visit a
destination. Tourism can play a major role if sustainably managed in fragile zones, not
only in conserving and preserving biodiversity, but also in generating revenue as an
alternative livelihood to local communities.
As tourism revolves around billions of encounters between people of diverse cultural
backgrounds, the sector can foster multicultural and inter-faith tolerance and
understanding, laying the foundation for more peaceful societies. Tourism, which
benefits and engages local communities, can also consolidate peace in post-conflict
societies.
Due to its cross-sectoral nature, tourism has the ability to strengthen private/public
partnerships and engage multiple stakeholders – international, national, regional and
local – to work together to achieve the SDGs and other common goals. Public policy and
innovative financing are at the core for achieving the 2030 Agenda.
Source: Adapted from World Tourism Organization (2020), 'Tourism for SDGs – Welcome To The Tourism For SDGs Platform!',
UNWTO, Madrid (online), available at: http://tourism4sdgs.org/ [Accessed 9 October 2020].

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Appendix 2 - Tourism Initiatives (2010-2019)
During the period 2010-2019, a number of key initiatives, informed by the NTP, 2010,
were developed and executed by the then Ministry of Tourism; the Division of Tourism,
Culture and Transportation of the THA; and the Tourism Development Company Limited.
The initiatives focused on areas such as human resource development, community
development, infrastructure and transportation development, investment promotion,
accommodation; product development; and marketing.

● Promotion of certification programmes to support adherence to service quality

standards within the local tourism sector in keeping with international standards and
best practices, such as:
o Trinidad and Tobago Tourism Industry Certification (TTTIC) Programme: A
voluntary national certification programme to ensure conformity to prescribed
standards of quality in their operations by domestic tourism operators and service
providers.
o Service. Training. Attitude. Respect (STAR): Developed to build an enduring
culture of service excellence premised on recognising that all visitor contact points
are critical to positive visitor experiences.
o Small Tourism Enterprises Project (STEP): A training programme of the
Organization of American States (OAS) that assisted small tourism operators in
improving competitiveness, profitability and sustainability.
● Tourism Education and Awareness Programme delivered in both primary and
secondary schools across Trinidad and Tobago.

● Establishment of the following three (3) Cabinet-appointed Committees tasked with

formulating strategies to improve development of the airlift and cruise industries; and
the development of a Tourism Road Map to market and promote niche and heritage
tourism in Trinidad, respectively:
o Standing Committee for the Strategic and Sustainable Development of Tourism in
Trinidad (2015-2016);
o Standing Committee for the Sustainable Development of Tourism in Trinidad
(2010-2014); and
o Advisory Committee for Heritage Tourism in Trinidad (2011-2014).
● Continued support by the Trinidad and Tobago Convention Bureau to attract meeting
planners to host conferences and conventions in Trinidad, thereby positioning Port of
Spain as the business capital of the Caribbean region.

● Establishment of a MoU between the Tourism Development Company Limited and the
Sport Company of Trinidad and Tobago (2013) to facilitate the development,
marketing and promotion of the sport tourism niche.

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● Blue Flag Programme - A voluntary eco-label operated under the auspices of the
Foundation for Environmental Education (FEE) which promotes sustainable
development of beaches and marinas. Between 2014 and 2017, the Las Cuevas
Beach became the first certified Blue Flag beach in the English-speaking Caribbean.

● Execution of Tourism Incentive Programmes under the Tourism Development Act

(TDA) for:
o Tourism Accommodation Projects, Tourist Transport, Tourism Ancillary Projects
such as:
▪ Marinas and boatyards, Water sports, Charter boats, Dive
operations, Recreational Space & Theme Parks;
▪ Tour operations - land, sea and air;
▪ Cultural centres, film making and special events;
▪ Golf courses that are open for public use;
▪ Transportation services.

o Government Loan Guarantee Program - Tobago Tourism Development Fund

o Trinidad and Tobago Tourism Development Fund (TTTDF) - a facility that was
provided to assist tourism project owners to secure loan financing through
approved commercial banks which are given Government Guarantees. The loans
are accessed by accommodation property owners for repairs and/or refurbishment
of guest houses/hotels up to 50 rooms in Trinidad and Tobago. The facility is
managed by the Trinidad and Tobago Tourism Business Development Limited
(TTTBDL), a subsidiary of the EXIMBANK.
o Tourism Room Upgrade Programme - This tourism incentive was developed to
assist property owners to upgrade their tourism accommodation to a first-class
level that meets and/or exceeds the Trinidad and Tobago standard requirements
for tourist accommodation.
o Hotel and Guesthouse Room Stock Upgrade Incentive Programme (2010) - The
objective of the programme was to provide an incentive for the upgrade of Trinidad
and Tobago’s hotel and guesthouse room stock to a first-class level.

Other initiatives included:

● Active promotion of domestic tourism through the “Stay to Get Away” campaign during
the July/August vacation period;

● Formulation of three (3) tourism sub-policies to drive niche development in the areas
of ecotourism, community-based tourism and sport tourism;

● Signing of Tourism Bilateral Cooperation Agreements;

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● Engagement of community-based organisations and Tourism Action Committees; and

● Public sector investment through the Public Sector Investment Programme (PSIP) for
the development of sites and attractions in Trinidad such as the Maracas, Las Cuevas,
Manzanilla and Vessigny Beach Facilities, the La Brea Pitch Lake Visitor Facility and
the Valencia Visitor Centre and the Tourism Baseline Survey.

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Appendix 3 – Areas of Specialisation: TPDC Members

Experience by Geographic
Area of Specialisation Areas

Tourism, Hospitality, Consultancy, Education Hemispheric

Policy, Planning and Research, Tourism, Health,

Trinidad and Tobago
Education and Protocol and International Relations
Physical Planner, Public Sector Management & Policy
CARICOM
Advisor
Tourism Management /Policy Development,
CARICOM
Consultancy & Education

Arts, Cultural, Education Tourism, Management Trinidad and Tobago

Digital Marketing, Business Management,

Trinidad and Tobago
Communication, Advertising

Sports Management & Promotion Trinidad and Tobago

Hospitality, Tourism & Consultancy Hemispheric

Economic, Tourism, Consultancy, Education Hemispheric

Hospitality, Tourism & Consultancy CARICOM

Research & Education Trinidad and Tobago

Architecture, Education Global

Tourism Policy, Research and Planning Trinidad and Tobago

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Appendix 4 – Individuals and Organizations invited to present at the
TPDC meetings.
Date Presenters
15th Aug, 1. Ken Butcher – former Parliamentary Secretary in the Ministry of Sport and Sport
2019 Tourism advocate

22nd Aug, 2. National Trust of Trinidad and Tobago

2019
3. Ryan Darmanie – Urban Planning Consultant

5th Sep, 2019 4. SIEL Environmental Services Limited

5. Lake Asphalt

12th Sep, 6. Ministry Rural Development & Local Government

2019
7. Ministry of Community Development, Culture and the Arts (MCDCA) (formerly,
now the Ministry of Sport and Community Development)

27th Sep, 8. Roger Neckles – Wildlife photographer

2019
9. Environmental Management Authority (EMA)

10. Trinidad and Tobago Coalition of Service Industries (TTCSI)

3rd Oct, 2019 11. Town & Country Planning Division

12. Ministry of Works & Transport

10th Oct, 13. Ministry of Agriculture

2019
14. UDeCOTT

15. Pointe - a - Pierre Wildfowl Trust

17th Oct, 16. Mayor of POS – His Worship Joel Martinez

2019
17. Ministry of National Security – Immigration Division

24th Oct, 18. Ministry of Planning and Development (Climate Change Unit)
2019
19. Caribbean Airlines Limited (CAL)

20. Airport Authority of Trinidad and Tobago

21. Port Authority of Trinidad and Tobago

31st Oct, 2019 22. Creative TT

23. Carnival Band Promoters

24. O2N Foundation

7th Nov, 2019 25. T&T Institute of Architect

26. Tours Incredible

27. CEO of East POS Development Company

28. Downtown Owners and Merchants Association (DOMA)

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13th Nov, 2019 29. Planting Seeds – Agency that provides a boost to entrepreneurial and
innovative ideas

21st Nov, 30. Ministry of National Security – T&T Police

2019 31. Ministry of Finance
32. Ministry of Foreign and CARICOM Affairs
28th Nov, 33. National Carnival Commission of Trinidad and Tobago
2019 34. Music Business Promoters
35. Trinidad and Tobago Publishers and Broadcasters Association
13th Dec, 36. Pan Trinbago
2019 37. Cocoa Development Company
38. Bocas Lit Fest
39. Cocoa Research Centre – University of the West Indies
9 Jan, 2020 40. Mr. Jason Williams - Chief Executive Officer (Ag.) - Sports Company of
Trinidad and Tobago
41. Mr. Kairon Serrette - Senior Manager of Business Development - Sports
Company of Trinidad and Tobago
16 Jan, 2020 42. Ms. Zakiya Wadada - Executive Director - Emancipation Support Committee
(ESC)
43. Mr. Dave Jacob – President - Hiking Association of Trinidad and Tobago
(HATT)
44. Ken Ramchand – Chairman, Friends of Mr Biswas
31 Jan, 2020 45. Dr J. Vijay Maharaj – Programme Director, Lines of Life
46. Peter Sheppard – Photographer/Blogger
13 Feb, 2020 47. Ms Glendora Lashley – Radio Tambrin
48. Ms Earline Andrews – Caribbean Beat Magazine
49. Dr Bisham Bhimull – National Council of Indian Culture of Trinidad and Tobago
(NCIC) TT

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Appendix 5 – Trinidad and Tobago’s Tourism Sector Performance

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Appendix 6 – Map: Regional Approach to Tourism Development in
Trinidad

REGION 1: NORTH-WESTERN PROVINCE

Municipalities / (Regions): Diego Martin, Port of Spain, Tunapuna/Piarco, Arima and
San Juan/Laventille
Unique Selling Propositions: The City of Port of Spain - A novel city experience with
vibrant nightlife, cultural and historical attractions and a natural environment all in one
location. Designated as a UNESCO Creative City of the World (5 Nov 2019)
Tourism Product Offerings / Niches
Core Niche: Meetings, Conferences and Exhibitions
Supporting Niches: Nightlife and Entertainment, Culture and Heritage, Festivals and
Events, Sport, Ecotourism and Birdwatching, Medical Tourism and Educational

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Tourism

REGION 2: EASTERN PROVINCE

Municipalities / (Regions): Sangre Grande, Mayaro/Rio Claro
Unique Selling Propositions: Untouched Natural Environment
Tourism Product Offerings / Niches
Core Niche: Ecotourism (including birdwatching, turtle watching, hiking, caves, mud
volcanoes)
Supporting Niches: Beaches and (potential for Resort Tourism), Culture

REGION 3: CENTRAL PROVINCE

Municipalities / (Regions): Chaguanas, Couva/Tabaquite/ Talparo
Unique Selling Propositions: Best Sport and Training Facilities in the Hemisphere
Tourism Product Offerings / Niches
Core Niche: Sport Tourism
Supporting Niches: Culture and Heritage, Culinary Tourism, Festivals and Events,
Agro Tourism (cocoa estates)

REGION 4: SOUTH-WESTERN PROVINCE

Municipalities / (Regions): Penal/Debe, Point Fortin, Princes Town, San Fernando,
Siparia
Unique Selling Propositions: Rich Culture and History
Tourism Product Offerings / Niches
Core Niche: Culture and Heritage
Supporting Niches: Culinary Tourism, Festivals and Events, Beach and (potential for
Resort Tourism)

REGION 5: CHAGUARAMAS
Municipalities /Regions: Chaguaramas which falls within the municipality of Diego
Martin, has been identified as a distinct region owing to its built infrastructure and
vibrant business environment, which are conducive to tourism.
Unique Selling Propositions: A Distinctive Coastal and Marine Tourism Experience
Tourism Product Offerings / Niches
Core Niche: Marine Tourism
Supporting Niches: Ecotourism, Soft-adventure Tourism, Nightlife and Entertainment,
Agro Tourism

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Appendix 7 – Map: Tobago Land Use Framework
The Land Use Framework presented in the Tourism Master Plan (1995) remains as the
spatial development policy for Tobago.
Tobago Land Use Framework

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