Minister Bartlett said:
It is an honor and a privilege to be back with the University of the Commonwealth Caribbean family at your 8th Annual Research Conference. The last time I was invited to address you, I walked in as an ordinary man and walked out as a doctor.
I want to extend my heartfelt gratitude to the organizers for inviting me once again; this time, to deliver the keynote address on a topic that is dear to my heart: Navigating New Horizons: Innovations in Tourism and Sustainable Development.
For me, this event signifies more than just an academic forum; it is a testament to our collective commitment to shaping our country’s future. By engaging in value-added discussions incorporating diverse perspectives, we are not just identifying solutions but actively contributing to developing resilient strategies that can drive sustainable growth. In this regard, the role of tourism cannot be overstated.
Given the sector’s immense contributions to Jamaica’s national development, I am proud to speak on sustainable tourism development.
Tourism has long been a key catalyst for a resilient, inclusive, and sustainable Jamaica economy. Its labor-intensive nature, interconnectedness with other sectors, integration within local communities, utilization of intangible assets such as culture and heritage, and relatively low entry barriers for small businesses all contribute to its potency as a force for job creation, entrepreneurship, and local economic development. The sector connects our people, culture, and heritage with the world, generating not just revenue but also a sense of pride and identity.
However, tourism is a paradoxical industry—it is resilient and has an outsize economic impact, yet at the same time, it remains vulnerable to cyclical disruptions. Whether due to natural disasters, climate change and global warming impacts, global health crises, economic recessions, or shifts in consumer behavior, the sector is constantly navigating uncertainties and volatility.
The paradoxical nature of the tourism industry underscores the imperative of embracing a sustainable tourism model, one that mitigates vulnerabilities and enhances resilience.
At its core, sustainable tourism aims to balance economic growth with environmental preservation, cultural heritage protection, and social equity. It reflects a scientifically grounded, socially and environmentally conscious approach to tourism development and incorporates diverse perspectives. We are not just identifying solutions but actively contributing to developing ecosystems.
It ensures that the tourism sector can help to meet the needs of present generations without compromising the ability of future generations to meet theirs.
Jamaica’s tourism sector faces wide-ranging and dynamic challenges. From resource scarcity to global economic uncertainties, high energy costs, and climate change impacts, our ability to remain resilient and competitive depends on our willingness to innovate and adapt.
This brings me to the heart of today’s discussion:
The role of innovation in overcoming sustainability challenges facing the tourism sector. Innovation is not simply about leveraging the transformative capabilities of technology; it involves adopting new ideas, thinking creatively, and finding ways to produce positive and sustainable outcomes for everyone involved in the tourism value chain.
In Jamaica, we have embraced innovation as a key pillar for promoting sustainable tourism growth. We have already introduced several innovative strategies that are aligned with this commitment. Consistent with three of our five pillars of tourism growth, namely tapping into new market, developing new products and promoting investment, our
adoption of the Blue Ocean Strategy has been a significant milestone in diversifying our tourism offerings. This strategy reflects the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space as a means of gaining a competitive edge.
Through this strategy, we have begun to explore niche markets in eco-tourism, food tourism, wellness tourism, and cultural heritage tourism.
We believe that we enjoy a natural competitive advantage in these areas. This is evidenced by the fact that our most recent initiatives aimed at boosting niche tourism have generated approximately USD 1 billion annually, contributing to local economies and encouraging sustainable practices across rural areas.
Additionally, these efforts have provided opportunities for marginalized communities to showcase their unique cultural assets, further enriching our tourism product.
Innovation has also driven Jamaica’s adoption of sustainable consumption and energy use within the sector to align with Sustainable Development Goals (SDGs) of fostering a carbon-neutral, and resource-efficient future.
We have recognized that the hospitality industry, among others, consumes substantial amounts of energy to provide comfort and services to its guests, often with low energy efficiency.
Energy supply, crucial for the tourism sector, is still predominantly reliant on oil products, exacerbating islands’ vulnerability to the environmental impacts of fossil fuel use and oil price volatility, which in turn challenges the industry’s competitiveness.
These realities underscore the urgency for industry leaders to incorporate and embrace sustainable practices such as shifting to renewable energy sources, embracing energy-saving technologies, and water harvesting and recycling practices.
These innovations can deliver benefits including cost savings, better competitiveness due to reduced cost, reduction of carbon footprint, environmentally friendly image for businesses allowing for new markets, an improvement on the quality of services offered to guests, and preparation for future problems such as power outages and water shortages. So far, our investment in renewable energy technologies has seen over 25% of the country’s tourism establishments incorporate
solar power systems, reducing carbon emissions by more than 20,000 metric tons annually. Moreover, water conservation initiatives implemented in major hotel chains have reduced water usage by up to 40%, demonstrating how small shifts in operational practices can produce significant environmental benefits.
Our commitment to innovation is further exemplified by the establishment of the Global Tourism Resilience and Crisis.
Management Centre (GTRCMC). This center, headquartered in Jamaica, has positioned us as a leader in global tourism resilience, particularly in the face of disruptions such as natural disasters, pandemics, cybercrimes, and geopolitical shifts.
The GTRCMC plays a crucial role in providing research, risk assessment, and capacity-building support to countries worldwide, enabling them to prepare for and recover from crises more effectively. The center currently has satellite centers in North America, East Africa, The Middle East, and Europe to expand its reach and availability of resources to all corners of the globe. Further supporting our commitment to sustainable tourism development is the Jamaica Centre
of Tourism Innovation (JCTI), which was launched in 2019 as an agency of the Ministry of Tourism, tasked with facilitating the development of Jamaica’s valuable human capital and support innovation for the tourism sector. I
ts roles include facilitating the certification of students and graduates studying hospitality, tourism, and culinary arts; the certification of faculty and tutors delivering these certification programs to facilitate innovation in the tourism sector; and to managing and executing the TEF Summer Internship Programme. The JCTI has trained and certified over 10,000 tourism workers since its inception.
This initiative ensures that our workforce is not only equipped with the skills necessary for today’s challenges but is also future-ready, adaptable, and well-positioned to deliver world-class service and earn competitive salaries through the awarding of certification.
The launch of the Tourism Workers Pension Scheme in 2022, the first of its kind in the world, also constituted a significant milestone in guaranteeing financial security for thousands of tourism workers across Jamaica. The development of this scheme stemmed from the recognition of a significant gap in social protection for tourism workers, many of whom lacked adequate financial security during retirement. The scheme was designed to be inclusive, targeting all categories of tourism workers, whether employed, self-employed, or contract-based. It was developed as part of a broader strategy to improve the welfare and stability of the tourism workforce and encourage long-term careers within the industry.
The government, in collaboration with key stakeholders, committed over JMD 1 billion (approximately USD 6.5 million) to kickstart the scheme, underscoring its importance in national development.
To leverage the potential benefits of regional connectivity, we have explored another innovation to drive sustainable tourism growth in Jamaica: multi-destination arrangements. It has already been recognized that the future fortunes of Caribbean tourism may lie in economic convergence between complementary economies. This had
led to the emergence of multi-destination arrangements, which are based on joint partnerships involving governments, airlines, hotels, tour operators, and attractions that will enable visitors to seamlessly travel to two, three, or more geographically proximate nations and stay over in each destination.
Jamaica currently has four multi-destination arrangements with the government of Cuba, The Dominica Republic
and Panama and another in the pipeline with the government of the Cayman Islands.
These multi-destination arrangements are aimed at advancing regional integration by fostering and harmonizing legislation on air connectivity, visa facilitation, product development, marketing and human capital development. These partnerships are projected to increase intra-regional travel by 15% annually, generating new investment opportunities and enhancing cultural exchange.
The convergence of the five countries has also created a market of over 60 million potential visitors and has been promoted as a package, through the respective tourist boards to large tour operators, airlines and cruise-lines. The agreements have created a mega-market that will now be able to attract the big airlines and the large tour operators, but more importantly, destinations will now be able to entice the new emerging markets of the far distances of Asia, Africa, and Eastern Europe.
In addition to initiatives such as multi-destination arrangements, the Ministry of Tourism has also enhanced its strategic focus on diasporic tourism. Jamaica’s diaspora, which comprises millions of individuals worldwide, plays a significant role in the country’s tourism landscape.
Recognizing this potential, the government has intensified efforts to engage the diaspora as a key market segment. Initiatives targeting this group aim to boost visitor arrivals by promoting not just leisure travel but also culturally immersive experiences and investment opportunities.
This emphasis on diasporic tourism is driven by the unique connection that members of the diaspora have with Jamaica.
By capitalizing on this connection, the tourism sector can tap into a ready- made market of visitors who are eager to reconnect with their heritage while contributing to the country’s economic growth.
We are also proud of the potential of one our most recently launched initiatives – The Tourism Innovation Incubator Programme. Launched by the Tourism Enhancement Fund (TEF), in response to the challenges posed by the coronavirus Covid-19 pandemic, the Tourism Innovation Incubator aims to identify and nurture ground-breaking ideas that can
transform Jamaica’s tourism sector.
This year, the program received over 222 applications, marking a 553% increase from the 34 applications received in its inaugural year in 2022. The program has already fostered over 50 startups from diverse, innovative business ideas, including immersive underwater experiences, authentic cultural immersions, cutting-edge augmented and virtual reality tours,
sustainable transportation solutions, and pioneering applications of artificial intelligence and blockchain in tourism
Looking ahead, data-driven approaches will enable a better understanding of tourist behaviors, preferences, and trends, thereby enabling more effective marketing and resource management.
For instance, real-time data analytics has allowed us to optimize visitor flows at major attractions, reducing congestion and minimizing environmental impact. This has led to a 15% improvement in visitor satisfaction rates while simultaneously lowering operational costs by 10%. AI, robotics, and other advanced technologies will also play an increasing role in improving personalization, promoting touchless or contactless solutions, improving response rates and streamlining
back-of-house operations.
These technological advancements are not just responses to the pandemic but are paving the way for a more innovative and resilient tourism industry.
In conclusion, the future of tourism lies in our ability to embrace resilience, sustainability, and innovation. As we navigate new horizons, we must continue to foster collaboration, leverage emerging technologies, and remain committed to environmental stewardship. By doing so, we can create a tourism industry that not only withstands the challenges of today but thrives in the face of tomorrow’s uncertainties.
Let us move forward with confidence, guided by the principles of sustainable development, and work together to ensure that the benefits of tourism are shared equitably across all levels of society.
Acknowledgment of Guests
â–ª Dr. David Panton, Chairman of the UCC Board
â–ª Other Members of the UCC Board
â–ª Dr. Winston Adams, UCC Group Executive Chairman
â–ª Mrs. Geraldine Adams, UCC Group Deputy Executive
Chairman
â–ª Pastor Samuel Lewis, University Chaplain
â–ª Professor Colin Gyles, President
â–ª Professor Bernadette Warner, Deputy President, UCC
â–ª Dr. Sheilah Paul, Associate Vice President for Academic Affairs
â–ª Dr. Yvonne Dawkins, Associate Vice President, Students’
Affairs
â–ª Dr. Andrea Sutherland, Dean, College of Graduate Studies and
Research
â–ª Professor John Fulton, Director of Research
â–ª Academic Partners and Affiliates
â–ª Other distinguished guests, esteemed colleagues, researchers,
and participants,
â–ª Presenters, Moderators, Panellists, Chairpersons
â–ª Deans; Heads Of Departments; Faculty members,
Administrative Staff and students
â–ª Members of the media,
â–ª Visitors, friends, All
