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1、 Draft Final Report January 2025 Public Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure AuthorizedPublic Disclosure Authorized Rethinking Caribbean Tourism ii 2025 The World Bank 1818 H Street NW,Washington DC 20433 Telephone:202-473-1000;Internet:www.worldbank.org Some rights res

2、erved.This work is a product of The World Bank.The findings,interpretations,and conclusions expressed in this work do not necessarily reflect the views of the Executive Directors of The World Bank or the governments they represent.The World Bank does not guarantee the accuracy,completeness,or curren

3、cy of the data included in this work and does not assume responsibility for any errors,omissions,or discrepancies in the information,or liability with respect to the use of or failure to use the information,methods,processes,or conclusions set forth.The boundaries,colors,denominations,links/footnote

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6、.Because The World Bank encourages dissemination of its knowledge,this work may be reproduced,in whole or in part,for noncommercial purposes as long as full attribution to this work is given.AttributionPlease cite the work as follows:“World Bank.2025.Rethinking Caribbean Tourism:Strategies for a Mor

7、e Sustainable Future.World Bank.”This study was generously financed by PROBLUE,an umbrella multi-donor trust fund administered by the World Bank that supports the sustainable and integrated development of marine and coastal resources in a healthy ocean.Any queries on rights and licenses,including su

8、bsidiary rights,should be addressed to World Bank Publications,The World Bank,1818 H Street NW,Washington,DC 20433,USA;fax:202-522-2625;e-mail:pubrightsworldbank.org.Photos:Cover:Jessie McComb/World Bank.Page x:Jessie McComb/World Bank.Page xxvi:Jessie McComb/World Bank.Page 20:Eskystudio/Adobe Stoc

9、k.Page 46:Moofushi/Adobe Stock.Page 66:Nataraj/Adobe Stock.Page 97:Elaine Moore/Creative Commons.Rethinking Caribbean Tourism iii Acknowledgements A World Bank team from the Finance,Competitiveness,and Innovation(FCI)Global Practice led by Amadou Dem(Senior Economist),Jessie McComb(Senior Private Se

10、ctor Specialist),and Louise Twining-Ward(Senior Private Sector Specialist)and consisting of Paula Bellas Suarez(Analyst),Jhanelle Rae Elizabeth Bowie(Operations Analyst),David Jose Corcino Paulino(Private Sector Specialist),Shaun Mann(Senior Private Sector Development Specialist),Sebastian Ogando(In

11、tern),Vincent Palmade(Lead Economist),Monica Parra Torrado(Senior Economist),Francis Ratsimbazafy(Economist),Alba Suris Coll-Vinent(Consultant),Jose Miguel Villascusa Cerezo(Private Sector Specialist),and Jessica Wilson(Consultant)prepared this report.The core team was assisted by inputs from the Po

12、verty Global Practice:Ronald Cueva(Consultant),Ruth Llovet(Economist),Trinidad Saavedra(Economist),and Romina Safojan(Consultant).External support was received from Tenisha Brown-Williams(Consultant),Kennedy Pemberton(Consultant)and NielsenIQ consulting company.The team worked under the guidance of

13、Lilia Burunciuc(Country Director,Caribbean region),and Yira Mascaro(Practice Manager,FCI for Latin America and Caribbean).Guidance was also received from JB Collier(Program Leader,Sustainable Development,Caribbean),Mario Guadamillas(Practice Manager,FCI Global),Martha Licetti(Practice Manager,FCI fo

14、r Europe and Central Asia),and Nataliya Mylenko(Lead Country Economist,Caribbean).This report would not have been possible without the extensive cooperation of organizations,businesses,institutions,and stakeholders across the region and in the global benchmark countries.Rethinking Caribbean Tourism

15、iv Table of Contents Acronyms.viii Executive Summary.xi Chapter 1.Caribbean Tourism Now.1 Chapter 2.Cruise Segment.21 2.1.Introduction.21 2.2.Development challenges.25 2.3.Policy Guidance.38 Chapter 3.Accommodation Segment.47 3.1.Introduction.47 3.2.Development challenges.52 3.3.Policy guidance.58 C

16、hapter 4.Adventure Segment.67 4.1.Introduction.67 4.2.Development challenges.72 4.3.Policy guidance.82 Chapter 5.Policy Summary and Forward Look.96 References.110 Annexes.122 Annex 1.Overview of Methodology.122 Annex 2.Segment Approach Methodology.124 Annex 3.Data Analysis Methodologies.133 Rethinki

17、ng Caribbean Tourism v List of Figures Figure 1.Tourism total contribution to GDP,Caribbean countries and selected comparators,2023.xii Figure 2.Tourism direct employment by gender in hotels and restaurants in selected Caribbean economies,2019 or last available year.xiii Figure 3.Direct Travel&Touri

18、sm sector employment,as share of total national employment by age group,top 10 countries for proportion of young people(15-24),2019.xiii Figure 4.Average regional spending per arrival,Caribbean and Pacific,200919.xiv Figure 5.Relationship between share of cruise visitors and expenditure per arrival,

19、200919.xiv Figure 6.Job quality in the tourism sector by gender(201620).xvii Figure 7.Job quality in the tourism sector by geographic area(201620).xvii Figure 8.Tourism Economy Impact Framework.xix Figure 9.Cross-cutting Tourism Policy Matrix for the Caribbean.xxii Figure 10.Tourism total contributi

20、on to GDP,Caribbean countries*,average for Caribbean,and selected comparators,(%)2023.2 Figure 11.Tourism total and direct contribution to jobs,2023 and 2019 or last available year,(%).3 Figure 12.Tourism direct employment by gender in hotels and restaurants in selected Caribbean economies,2019 or l

21、ast available year,(%).4 Figure 13.Direct Travel&Tourism sector employment,as share of total national employment by age group,top 10 countries for proportion of young people(15-24),2019.4 Figure 14.Average regional spending per arrival including cruise and stayover,Caribbean and Pacific,200919.5 Fig

22、ure 15.Number of overnight and cruise arrivals to the Caribbean,19892023.6 Figure 16.Relationship between share of cruise visitors and expenditure per arrival,200919.6 Figure 17.Share of overnight arrivals to Caribbean by country size,200323.7 Figure 18.Share of cruise arrivals to Caribbean by count

23、ry size,200323.7 Figure 19.Overnight arrivals of non-resident tourists to Caribbean,by country of residence,201023(thousands)8 Figure 20.Overnight arrivals of non-resident tourists to individual Caribbean countries,by country of residence,2023.8 Figure 21.Job quality in the tourism sector by age gro

24、up(201620).9 Figure 22.Job quality in the tourism sector by gender(201620).9 Figure 23.Job quality in the tourism sector by geographic area(201620).9 Figure 24.Job quality by economic sector.10 Figure 25.Job quality dimensions in the tourism sector and other sectors by country.10 Figure 26.Travel an

25、d tourism contribution to total GHG emissions(%of total emissions),2010 and 2019.11 Figure 27.Travel and tourism GDP growth versus GHG emissions growth,201019.11 Figure 28.Industries contributing most to travel and tourism GHG emissions 2021(%of total energy usage).12 Figure 29.Freshwater consumptio

26、n linked to travel and tourism(thousand cubic meters of withdrawals per US$million of GDP).12 Figure 30.Litter found in coastal cleanups,Caribbean vs global averages.13 Figure 31.Destination selection factors for US outbound adventure tourists,2024.16 Figure 32.Tourism Economy Impact Framework.18 Fi

27、gure 33.Percentage of Caribbean stop-over arrivals versus cruise(2023).22 Figure 34.Cruise passenger arrivals by country(thousands).23 Figure 35.Passenger market share of cruise lines to the Caribbean in 2024.25 Figure 36.Share of revenue(%)from“on board and others”,2023.27 Figure 37.Share of shore

28、excursions(%),by channel,by country,2024.27 Figure 38.Caribbean cruise versus stop-over expenditure,2024.28 Figure 39.Employment contribution,2024.29 Figure 40.Total cruise line,passenger,and crew expenditure by country(in millions US$),2024.29 Figure 41.Total amount spent at each port per person co

29、mpared with number of hours in port.30 Figure 42.Time spent at each port compared to number of physical activities undertaken.30 Figure 43.Cruise visitor spending categories,202024.31 Figure 44.Overnight tourist spending categories,2023.31 Rethinking Caribbean Tourism vi Figure 45.Behavior reflectin

30、g sustainable travel and tourism.34 Figure 46.Attitude towards sustainability(cruise passengers versus adventure tourists).34 Figure 47.Share of policies outlining specific tourism-related taxes.37 Figure 48.Caribbean accommodation pipeline in 2023 by numbers of projects and rooms.48 Figure 49.Numbe

31、r and selected typologies of hotels and resorts in Caribbean countries,2023.49 Figure 50.Estimated number of vacation rentals and hotel rooms in the Caribbean,2024.51 Figure 51.Back-up infrastructure ownership by country in the hotel sector(%),2020.57 Figure 52.Most important source of electricity i

32、n the hotel sector(%),2020.57 Figure 53.Main source of water for general use in hotels(%),2020.57 Figure 54.Main source of drinking water for clients in hotels(%),2020.57 Figure 55.Adventure tourism supply chain.71 Figure 56.ATTA Industry Snapshot ranking of forecasted demand by region,Caribbean.73

33、Figure 57.Demographics for Caribbean adventure travelers and global adventure travelers.76 Figure 58.Destination awareness compared to consideration for future travel intention(in the next 3 years),Caribbean Adventure Travelers and Global Adventure Travelers.77 Figure 59.Share of TripAdvisor listing

34、s by tourism segment and country.78 Figure 60.Average number of TripAdvisor reviews per segment indexed by average number of reviews for all listings in the country.79 Figure 61.Number of adventure activity TripAdvisor listings in 12 Caribbean countries.80 Figure 62.Activities undertaken during last

35、 adventure trip to the Caribbean compared to activities respondents wanted to be offered more,Caribbean adventure travelers.80 Figure 63.Average TripAdvisor bubble review scores for adventure activity listings.81 Figure 64.Cross-cutting tourism policy matrix for Caribbean.103 Figure 65.Staged approa

36、ch to conducting research with key milestones.123 Figure 66.Share of policies and countries that prioritize market segments.125 Figure 67.Evaluation of global market segment growth potential by global average revenue per tourist.125 Figure 68.Evaluation of tourism market segments by social and envir

37、onmental impacts.126 Figure 69.Consolidated evaluation and shortlisting of tourism market segments.127 Figure 70.Phases of web scrapping.136 List of Tables Table 1.Benchmark and deep dive countries for market segments.19 Table 2.Environmental and passenger fees in the Caribbean and select small isla

38、nds.26 Table 3.Perceptions of the Caribbean by US outbound adventure tourists,normalized across competitor destinations,Caribbean adventure travelers and global adventure travelers.74 Table 4.Policy recommendations for cruise.97 Table 5.Policy recommendations for accommodation.99 Table 6.Policy reco

39、mmendations for adventure.100 Table 7.Long List of Tourism Market Segments.124 Table 8.Dimensions of the Job Quality Index.134 Table 9.Filtering criteria for data extraction and categorization of segments(Hotels).137 List of Boxes Box 1.Caribbean tourism job quality analysis.10 Box 2.World Banks 360

40、 Resilience highlights.14 Box 3.Deep dive Barbados:growing focus on boutique cruise vessels.25 Box 4.Barbados:local linkages.32 Box 5.Deep dive Antigua and Barbuda:environmental impacts.35 Box 6.Deep dive Antigua and Barbuda,and Barbados:tourism taxes.36 Rethinking Caribbean Tourism vii Box 7.Deep d

41、ive Barbados:homeporting.38 Box 8.Benchmark insight Vanuatu:integrating local business into cruises supply chains.40 Box 9.Benchmark insight European Union:OPS implementation.43 Box 10.Benchmark insight Alaska:Marine Fee Programs transparency and accountability.44 Box 11.Cruise fee hikes:which desti

42、nations are raising rates?.45 Box 12.Deep dive Jamaica:accommodation sector growth.53 Box 13.Deep dive Jamaica:post-pandemic hospitality labor market.53 Box 14.Deep dive St.Lucia:short-term rental landscape.54 Box 15.Deep dive Jamaica:costly licensing of homestays.56 Box 16.Deep dive St.Lucia:Touris

43、m Enhancement Fund.58 Box 17.Deep dive Jamaica:agriculture linkages exchange.59 Box 18.Benchmark insight Dominican Republic:tourism planning at all area levels.60 Box 19.Benchmark insight Japan:evolving development impact of short-term rentals.62 Box 20.Deep dive St.Lucia:incentives landscape.63 Box

44、 21.Deep dive Dominican Republic:circular economy good practices.64 Box 22.Benchmark insight Trkiye:certifying sustainable tourism operations.65 Box 23.Illustrative list of adventure activities per category.68 Box 24.Consumer market research adventure tourism.69 Box 25.Adventure tourism market segme

45、ntation.70 Box 26.Traditional adventure tourism industry structure.71 Box 27.Benchmark insight New Zealand and Costa Rica:snapshot of adventure tourism.83 Box 28.Benchmark insight New Zealand and Costa Rica:examples of programs to stimulate a culture of exploration and access to skills.84 Box 29.Ben

46、chmark insight New Zealand and Costa Rica:examples of policies to increase sustainable use and development of protected areas for adventure tourism.86 Box 30.Deep dive Dominican Republic:waterfalls co-management success case.86 Box 31.Benchmark insight New Zealand:investment into protected areas and

47、 tourism infrastructure.88 Box 32.Deep dive Dominica:adventure product development.89 Box 33.Benchmark insight New Zealand and Costa Rica:adventure safety standards and regulations.90 Box 34.Benchmark insight New Zealand and Costa Rica:examples of quality and sustainability standards.91 Box 35.Bench

48、mark insight New Zealand:example of innovative liability coverage.92 Box 36.Benchmark insight New Zealand:example of addressing information asymmetries.93 Box 37.Benchmark insight New Zealand and Costa Rica:example of whole-of-government approach to tourism planning and development.94 Box 38.OECS CC

49、DR recommendations.107 Rethinking Caribbean Tourism viii Acronyms ACC Accident Corporate Corporation AI Artificial Intelligence ALEX Agriculture Linkages Exchange ATDI Adventure Travel Development Index ATTA Adventure Travel Trade Association CARICOM Caribbean Community CCDR Country Climate Developm

50、ent Report CHTA Caribbean Hotel and Tourism Association CLIA Cruise Lines International Association CMR Consumer Market Research CO2 Carbon dioxide COVID-19 Coronavirus disease 2019 CTO Caribbean Tourism Organization DFAT Department of Foreign Affairs and Trade(Australia)DOC Department of Conservati

51、on(New Zealand)EC$East Caribbean Dollar EPA Environmental Protection Agency(USA)EU European Union FCCA Florida-Caribbean Cruise Association FCI(World Banks)Finance,Competitiveness,and Innovation Practice GDP Gross Domestic Product GHG Greenhouse Gas GIZ German International Cooperation Society GSTC

52、Global Sustainable Tourism Council GTRCMC Global Tourism Resilience&Crisis Management Center HVAC Heating,ventilation and air conditioning ICT Costa Rica Instituto Costarricense de Turismo IFC International Finance Corporation IMF International Monetary Fund JAMPRO Jamaica Promotions Corporation LGB

53、TIQA+Lesbian,gay,bisexual,transgender,intersex,queer/questioning,asexual Rethinking Caribbean Tourism ix LNG Liquefied Natural Gas MARPOL International Convention for the Prevention of Pollution from Ships MBIE Ministry of Business,Innovation and Employment(New Zealand)MSME Micro,small and medium en

54、terprise NZ$New Zealand Dollar NZCT New Zealand Cycle Trails OECS Organisation of Eastern Caribbean States OPS Onshore power supply POS Point-of-sale PPP Public-Private Partnership R&D Research and development RMA Resource Management Act SIDS Small Island Developing State SINAC Costa Rica National S

55、ystem of Conservation Areas SLHTA Saint Lucia Hospitality and Tourism Association SME Small and medium enterprise STR Short-term rental T&T Travel and tourism TEF Tourism Enhancement Fund TfT TVET for Tourism program TGA Trkiye Tourism Development and Promotion Agency TIA Tourism Industry Aotearoa T

56、NZ Tourism New Zealand TVET Technical and Vocational Education and Training UK United Kingdom UN United Nations UNDP United Nations Development Programme UNEP United Nations Environment Programme UN United Nations Tourism US$United States Dollar US United States WB World Bank WTTC World Travel&Touri

57、sm Council Rethinking Caribbean Tourism x Executive Summary Rethinking Caribbean Tourism xi Executive Summary Tourism in the Caribbean has arrived at a critical juncture.The COVID-19 pandemic exposed the structural vulnerabilities of the volume-based tourism model and governments are now asking how

58、to create a more valuable tourism industry.They are seeking ways to create more and better jobs,reduce the environmental footprint of tourism,and attract the sustainable private sector investment needed to entice discerning high-value tourists.This shift in governmental vision is aligned with increa

59、sing consumer demand for sustainability,authentic experiences,and local buying.Together,this provides an exciting opportunity for countries in the Caribbean to rethink tourism with strategies for a more sustainable future.This report assesses the current performance of tourism in the Caribbean1 and,

60、in light of the new trends,identifies future pathways and policies for sustainable growth in three targeted segments.These segments were selected to include the traditional markets of cruise and all-inclusive resort accommodation as well as new opportunities in the high-value segment of adventure to

61、urism.Cruise and all-inclusive resorts continue to be priorities for governments as they provide jobs,stimulate foreign direct investment(FDI),and generate the majority of regional demand(WTTC,2022)(CTO,2020).However,influence and market power in these segments have also created environmental and so

62、cial risks and inhibited tourism diversification.Adventure tourism offers potential to add value and diversity to the rich endowment of natural and cultural assets and expand the value proposition and local economic impact of traditional markets.Additionally,it can create a new ecosystem of supplier

63、s appealing to an entirely different market segment of high-spending tourists.Segment selection was based on analysis of current impacts,growth projections,and scales of environmental and social externalities that examined the importance and value of the segments to the Caribbean.It also integrated

64、feedback from consultations with key stakeholders and alignment with national policies and trends.The objective of this work is to encourage stakeholders to think beyond the past 50 years of sun,sea,and sand holidays to a longer-term and more sustainable future.The report recommends a range of polic

65、ies across the three segments to activate governments,investors,and development partners to respond to global trends and pressures.They include policies that respond to threats related to climate change,rising unemployment,and inequality as well as to opportunities to build more resilient,impactful,

66、and sustainable tourism ecosystems.Together,the guidance seeks to create local jobs,drive product 1 The report includes the following countries:Antigua and Barbuda,The Bahamas,Barbados,Belize,Dominica,Dominican Republic,Grenada,Jamaica,St.Kitts and Nevis,St.Lucia,Sint Maarten,and St.Vincent and the

67、Grenadines.Rethinking Caribbean Tourism xii diversification and innovation,and strengthen potential outcomes from the connected blue and green economic opportunities of the region.Tourism drives the Caribbean economy,but there is a need to rethink its future to achieve yield,equity,and sustainabilit

68、y Tourism is a vital economic driver of the Caribbeans blue economy,contributing around 22 percent of the regions gross domestic product(GDP)in 2019 and 2.75 million total2 jobs in 20233(WTTC,2024a).In comparison to other Small Island Developing States(SIDS)in the Pacific,East and West Africa,and th

69、e Indian Ocean,tourism in the Caribbean seems to have a stronger relative importance for GDP and employment(Figure 1).Tourism jobs are particularly important as they drive women and youth employment and create indirect jobs in the tourism value chain.Women represented 5770 percent of workers directl

70、y employed in the hospitality as well as food and beverage industries pre-pandemic(Figure 2),higher than the global reported average(54 percent)of womens employment in tourism(UN Tourism,2019a),and in other sectors combined in the Caribbean(World Bank,2023a).Similarly,the Caribbean is home to five o

71、f the top 10 countries globally with a higher proportion of youth directly employed in tourism(Figure 3).The region also has a higher proportion of youth directly employed in tourism than in other sectors(World Bank,2023a).Figure 1.Tourism total contribution to GDP,Caribbean countries and selected c

72、omparators,2023 Source:WTTC,2024a 2 Accounts for direct,indirect,and induced tourism jobs.3 Includes the 12 countries in this study and accounts for direct,indirect,and induced tourism contributions to GDP.0102030405060708090100Antigua and BarbudaSt.LuciaGrenadaThe BahamasAverage CaribbeanSt.Kitts a

73、nd NevisSt.Vincent and the GrenadinesJamaicaBelizeBarbadosDominicaDominican RepublicMaldivesSeychellesFijiMauritiusSao Tome and PrincipeKiribatiTongaVanuatuSolomon IslandsCaribbeanComparators%Contribution Rethinking Caribbean Tourism xiii Figure 2.Tourism direct employment by gender in hotels and re

74、staurants in selected Caribbean economies,2019 or last available year Figure 3.Direct Travel&Tourism sector employment,as share of total national employment by age group,top 10 countries for proportion of young people(15-24),2019 Source:Labor Force Surveys,Population and Housing Census Source:WTTC,2

75、023.While the Caribbean was the worlds most tourism dependent region pre-pandemic,it was also a relatively poor performer in terms of yield per tourist(spend per arrival).The Caribbean has successfully leveraged tourism to help drive overall growth and had the highest tourism contribution to GDP in

76、2019(WTTC,2024a).However,an historic focus on the volume and cruise segments has delivered low tourism spending per arrival,limited fiscal revenues,and placed pressure on island infrastructure and fragile marine environment.Compared to other regions,spending per arrival in the Caribbean has typicall

77、y been lower than in other regions(Figure 4).Average spending per arrival in the Caribbean(US$712)was half that in the Pacific(US$1,428)in 2019 (UN Tourism,2024).This is largely driven by the high proportion of cruise and sun,sand,and sea visitors,with more than 83 percent of international tourism a

78、rrivals to the Caribbean4 in 2019 traveling for this purpose(WTTC,2022;CTO,2020).Similarly,cruise arrivals have become dominant with cruise arrivals starting to exceed overnight arrivals since 2004.However,Caribbean countries with higher cruise volumes suffer from lower spending per arrival,with a d

79、irect negative correlation between the share of cruise arrivals to overnight visitors and expenditure per visitor(Figure 5).4 Includes arrivals to the region as a whole.0%20%40%60%80%Antigua and BarbudaThe BahamasBarbadosDominicaDominican RepublicJamaicaSt.Kitts and NevisSt.Lucia%Women%Men0102030405

80、060St.LuciaCayman IslandsMacao,ChinaSt.Kitts and NevisBermudaThe BahamasGrenadaMaldivesSt.Vincent and the GrenadinesCroatia%youth sector employment Rethinking Caribbean Tourism xiv Figure 4.Average regional spending per arrival,Caribbean and Pacific,200919 Figure 5.Relationship between share of crui

81、se visitors and expenditure per arrival,200919 Source:UN Tourism,2024 Source:WB analysis based on UN Tourism data The COVID-19 pandemic severely affected the region,with more tourism dependent countries hit harder.In 2020,total travel and tourism GDP in the Caribbean plummeted by 53.2 percent,more s

82、evere than the average global decrease(50.4 percent).Meanwhile,the sectors employment declined by 25.8 percent compared to 2019s levels,amounting to a loss of 708,000 total jobs in the Caribbean(WTTC,2022).Economy-wide GDP losses in 2020 varied by country,with more tourism dependent nations experien

83、cing generally larger economy-wide GDP declines(World Bank,2024a).The regions stagnant tourism performance over the past two decades is connected to policy choices that have systematically incentivized all-inclusive resort development and cruise tourism,with few guardrails to protect and nurture loc

84、al environments,communities,and businesses.The pandemic highlighted the extent to which high-volume tourism can be extractive when it relies on foreign markets to support fiscal balances,local businesses,employment,and environmental and cultural attractions that depend on tourists fees.While the sho

85、rt-term economic benefits of high volumes of tourists are seemingly high and easy to measure,they are often undermined by high leakages and limited spillover effects for local economies.In the longer term,volume tourism can exacerbate inequality,with profits concentrated in large international opera

86、tors(Oviedo-Garca,Gonzlez-Rodrguez,&Vega-Vzquez,2018),while in other cases when economies of scale are present,local businesses can be well integrated into the value chain(Pratt,2015).The large volume approach comes with high environmental costs,threatening blue tourism assets that make the Caribbea

87、n attractive to visitors.All-inclusive resorts and cruise ships can result in pollution,with high water and energy consumption,waste generation,and a large carbon footprint.Antigua and BarbudaSt.LuciaGrenadaThe BahamasSt.Kitts and NevisSt.Vincent and the GrenadinesJamaicaBarbadosDominicaDominican Re

88、publicBelize0%20%40%60%80%100%050010001500Percentage of cruise arrivals/total visitor arrivalsExpenditure per visitor arrival(US$)-2009-19 average$-$200$400$600$800$1,000$1,200$1,400$1,600Spend per Arrival US$Caribbean-Average Spend per ArrivalPacific-Average Spend per Arrival Rethinking Caribbean T

89、ourism xv Volume-focused growth has spurred overdevelopment and limited local benefits Tourism has been a reliable and steady earner for Caribbean economies since the 1970s,when large cruise ships and all-inclusive resorts were the dominant segments of tourism.Volume tourism is a consequence of rapi

90、d industry growth in the mid-20th century,driven by increasing incomes in the US,advances in aviation,and market shifts towards international beach vacations.Given the underdeveloped infrastructure and weak local private sector,Caribbean countries opted for self-contained,enclave tourism investments

91、 supported by FDI and fed by tour operators as packages.This model allowed the region to quickly tap into growing demand and benefit from foreign exchange,FDI,and,in some cases,privately-funded connectivity infrastructure.However,in most cases,these investments were not linked to local value chains

92、resulting in limited local development and often came with significant environmental and social risks.Decades of following this large-scale property development model created a political economy of vested interests,slowed responsiveness to changes in demand,and made the industry vulnerable to shocks

93、.The growth of these segments,with inherent structural and operational characteristics,have come at a cost to the economies they entered (ECLAC,2009a;ECLAC,2009b;Bauer,2008).High capital investment costs of all-inclusive resorts and cruise ships dictates foreign ownership,usually by large multi-nati

94、onal corporations.Average costs per square foot for development of a five-star resort in the Caribbean span US$352 to US$619 but can be as high as US$1,040 in The Bahamas and US$715 in Antigua and Barbuda and St.Lucia(RLB,2024).Similarly,global cruise line company Royal Caribbeans recently launched

95、8,000 passenger“Icon of the Seas”ship reportedly cost US$2 billion to build(Yeginsu,2024).Debts linked to these investments further require they generate revenues in the currencies of their debt.This,in turn,drives a vertically integrated business model that is incentivized to minimize local input c

96、osts(land,labor,consumables,utilities,taxes and fees)and maximize opportunities for revenues in source markets through upfront payments of destination services in home country currencies.All-inclusive resorts and cruise ships are large investments made viable by scale,turnover and international prom

97、otion spending,but do not guarantee growth.Governments in the region have viewed large all-inclusive resort investments or cruise ship visits as major coups for their tourism sectors:they are market-making game-changers.Basic calculations estimate that a 500-room resort running at 50 percent double

98、occupancy could boost tourism numbers by 180,000 bed nights a year.Similarly,a single large cruise ship,such as global cruise line company Carnivals Excel-class Celebration,could boost cruise arrivals to one destination by 150,000 to 170,000 over a calendar year.5 However,these supply dirven gains a

99、re not guaranteed and do not always translate into spending and local economic benefits.5 Authors calculation based on itinerary and data from C Rethinking Caribbean Tourism xvi Policy decisions to grow volume tourism have led to trade-offs Using tax incentives as a policy instrument,governments hav

100、e pursued investors and cruise lines by offering a range of tax holidays and concessions.Governments regularly negotiate with investors and grant incentive packages on a case-by-case basis,often in direct competition with one another.Countries feel compelled to offer generous incentives packages to

101、existing and potential investors to secure investments,fearing investors will move their potential investments to another country in the region.In the cruise sector,the domination by a few large players gives these oligopolies significant bargaining and market power over ports and destinations.As wi

102、th large all-inclusive resort investments,there is a lack of transparency regarding concessions granted,revenue collection and governance mechanisms for fees,including environmental levies.Fiscal trade-offs,such as extended tax holidays and tax and duty exemptions,represented forgone tax revenue bet

103、ween 4.47 percent of GDP across a sample of Caribbean countries between 201013(McIntyre,2017).Governments make these trade-offs under the assumption that increased numbers of tourists will lead to positive local economic spillovers.Beyond the erosion of the tax base,the myopic focus on large resort

104、developers undermines the sustainability of smaller accommodations and business-focused segments like adventure tourism as well as creates an uneven playing field for domestic investment.Competition between countries to attract investments in large resorts and cruise tourism has made it challenging

105、to advance regional cooperation.Such synergies could otherwise help address transportation access between islands,support shared labor pools,and encourage common policies on investment incentives,tax structures,environmental standards,and development of local linkages.Limited public investment also

106、results in inefficient coordination mechanisms and information asymmetries within countries.This hinders development of local supply chains and limits micro,small and medium enterprise(MSME)inclusion.Such coordination is essential for development of new and higher-value segments,such as adventure to

107、urism,and to support the flow of tourism benefits throughout the value chain.In agriculture,for instance,local linkages are impeded by difficulties in achieving necessary quality and scale to supply large resorts or to re-supply cruise ships,as well as often unmanageable contractual and payment arra

108、ngements.These challenges,amongst others,point to areas where regional governments have not fully followed through on initiatives to ensure spillovers actually occur.Off-and on-shore infrastructure requirements for large-scale resorts or cruise ships have resulted in extensive environmental impacts.

109、These developments come at a cost to coastal ecosystems such as mangroves,lagoons,coral reefs,and marine life.Poor land use planning and enforcement of compliance with environmental standards have exacerbated these impacts in high-potential tourism areas.Sub-optimal management of waste from large-sc

110、ale tourism activities is a perpetual concern for local municipalities and residents,so too is Rethinking Caribbean Tourism xvii the strain on often limited resources like water and energy.Ultimately poor environmental management has degraded the assets on which tourism is built and inhibited the gr

111、owth of more sustainable tourism markets,such as adventure tourism.Despite high employment inclusion,volume-led tourism models have yet to deliver results for women and rural communities with tourism job quality lower for these groups.While younger workers in the Caribbean tourism sector experience

112、equal or higher quality jobs than in other sectors,gaps exist in job quality for women and rural employees(Figure 6 and Figure 7).Gender gaps in tourism are pronounced in the Dominican Republic and Grenada,while St.Lucia is the only Caribbean country analyzed in a World Bank Job Quality Index study

113、where the quality of tourism jobs for both women and men surpasses that of other sectors.Job quality was found to be higher in urban rather than rural areas,possibly due to higher competition for trained workers in urban areas(World Bank,2023a).Figure 6.Job quality in the tourism sector by gender(20

114、1620)Figure 7.Job quality in the tourism sector by geographic area(201620)Source:World Bank,2023a Source:World Bank,2023a New opportunities can revive regional competitivenessbefore it is too late Several global tourism trends are driving significant change in the Caribbean,pushing the region to ada

115、pt its strategies and offerings to remain competitive and sustainable.These trends reflect shifts in traveler behavior,preferences,and technological advancements,as well as growing concerns about environmental sustainability and social responsibility.0%10%20%30%40%50%60%70%80%BarbadosDominican Repub

116、licGrenadaSt.LuciaCosta RicaVanuatuCaribbean countriesComparatorcountriesJob Qualty IndexWomen-TourismMen-TourismWomen-Other SectorsMen-Other Sectors0%10%20%30%40%50%60%70%80%Dominican RepublicGrenadaSt.LuciaCosta RicaVanuatuCaribbean CountriesComparatorCountriesJob Quality IndexRural TourismUrban T

117、ourismRural Other sectorsUrban Other sectors Rethinking Caribbean Tourism xviii Blue economy and blue tourism offer an opportunity to integrate conservation,climate resilience,and sustainable use of marine and coastal ecosystems into tourism development and increase coordination across oceanic secto

118、rs.The blue economy involves the sustainable use of ocean resources for economic growth,improved livelihoods and job creation,while preserving the health of ocean ecosystems.Blue tourism is a model that not only champions sustainable products,but also sustainable operations and infrastructure.Sustai

119、nability has become a central concern for travelers globally.World Bank research on US outbound adventure travelers found that sustainability was the primary deciding factor when selecting a destination for their next holiday (World Bank,2024b).Consumers and buyers are calling for greater transparen

120、cy and higher standards as well as green certifications,local products,and experiences.Cruise tourism remains a dominant force in the Caribbean,with travelers commonly seeking multi-destination journeys that offer a blend of luxury,entertainment,and relaxation.However,there is an increasing emphasis

121、 on sustainable practices within the cruise industry.The region is experiencing increased demand for non-hotel accommodation options,such as short-and longer-term vacation rentals.In Jamaica,the number of stopover visitors staying in the short-term rental platform Airbnb has increased six-fold in fo

122、ur years(201923)(Jamaica Tourist Board).Authentic and immersive experiences are now driving traveler decisions rather than traditional sun,sea,and sand products.Adventure tourism is one of the fastest growing market segments with visitors seeking to connect with local cultures,communities,and nature

123、 through activities like local food tours,cultural heritage experiences,and adventure activities.The growing reliance on digital technology including mobile apps,artificial intelligence,and big data is transforming how travelers plan,experience,and share their vacations.Smart tourism technologies ar

124、e reshaping the visitor experience with real-time information,personalized services,and contactless options.There is a surge in luxury and wellness experiences with travelers increasingly seeking exclusive,personalized,and high-quality travel experiences.These travelers often prefer remote or less c

125、rowded destinations,private villas,bespoke services,and luxury experiences.Wellness tourism,focusing on physical and mental health,has experienced significant growth globally.Travelers are seeking destinations that offer relaxation,fitness,mindfulness,and overall well-being.Caribbean countries are s

126、tarting to adapt to these trends,but governments need to prioritize quality and sustainable growth over visitor numbers.Caribbean countries are gradually embracing sustainability and diversifying tourism offerings to appeal to environmentally conscious,experience-seeking travelers.While efforts to d

127、ecarbonize tourism,adopt circular economy principles,and enhance digitization are underway,they have been hampered by slow progress and budget deficits.Without intensive action to transition towards sustainability,Caribbean tourisms competitiveness is at risk.Governments need to Rethinking Caribbean

128、 Tourism xix shift their focus from traditional volume-based growth targets to value-driven and development-oriented tourism strategies.By implementing forward-thinking policies,strategic planning,and targeted investments,the region can capture emerging sustainable tourism markets and establish itse

129、lf as a leader in balancing economic,social,and environmental priorities.This momentum for sustainability offers an opportunity to create a more equitable and resilient tourism future.A holistic framework for tourism development is needed to leverage new opportunities across market segments The Cari

130、bbean faces growing urgency to address underlying constraints hindering the realization of its full tourism potential,including structural issues,vested interests,and capacity gaps.Transitioning the industry to generate greater domestic benefits,while mitigating adverse environmental and social impa

131、cts,requires an understanding of available development pathways and policy priorities.The World Banks Tourism Economy Impact Framework provides a holistic approach to conceptualizing blue tourism development.The framework(Figure 8)emphasizes that tourism development relies on a coordinated approach

132、to demand,supply,and assets within the context of regulations and policies that influence the industry,exogenous factors(such as climate change),and endogenous factors(such as destination infrastructure).The framework highlights the need for a balanced approach to utilizing and preserving tourism as

133、sets,as neglecting social and environmental considerations can damage critical resources underpinning the industry.However,most Caribbean governments have historically prioritized demand and economic gains without adequately reinvesting in marine assets,cultural heritage,or sustainable practices,res

134、ulting in deteriorating marine ecosystems,depleted water reserves,and growing landfills.Figure 8.Tourism Economy Impact Framework Source:Authors elaboration.Rethinking Caribbean Tourism xx Policy recommendations Building on previous work by the World Bank and regional organizations,global benchmarks

135、,regional deep dive studies,and the analysis in this report,a range of policy options are recommended to address challenges faced in each of the segments in this review:cruise,all-inclusive accommodation,and adventure tourism.The emphasis of cruise-focused recommendations across destination types is

136、 on extracting greater value per visitor to compensate for high infrastructure and environmental costs.The chapter presents examples of how cruise tourism value can be enhanced through adjusted passenger and environmental fees,improved local linkages,and greater investment in environmental sustainab

137、ility.For some destinations,a greater focus on smaller high-end cruises staying for an extended period may be possible with corresponding infrastructure and policies.Homeporting is another option that can help expand revenue capture in secondary markets but requires investment in ports,strong airlin

138、e connectivity,and effective solutions for waste and energy.Lastly,the chapter highlights the importance of greater regional collaboration to better promote destinations,enhance countries bargaining power to negotiate,and strengthen partnerships with international cruises companies.In the accommodat

139、ion segment,the policy guidance urges governments to leverage new consumer and investment trends.Specifically,this entails regulating the short-term rental market,addressing inadequate land-use planning,encouraging the uptake of sustainability practices by the government and private sector,and tackl

140、ing skills gaps and shortages of human capital.Despite recent improvements in some countries,the chapter also suggests more needs to be done to ensure a fair distribution of tax incentives and subsidies,as well as strengthening local linkages.Sustainability initiatives emerging in the region and glo

141、bally offer key lessons and opportunities for Caribbean governments.For example,some all-inclusive resort chains in the Caribbean are already implementing voluntary corporate strategies for sustainability that offer opportunities for partnerships to scale and replicate initiatives.Other private sect

142、or initiatives,like the St.Lucia Hospitality and Tourism Associations(SLHTA)Tourism Enhancement Fund,are leveraging new consumer trends to collect voluntary contributions for sustainability-focused projects in their country and beyond.Governments themselves have also started to design and,in some ca

143、ses,implement policies and regulations directed at addressing inclusion challenges.There are also global examples.Trkiyes accommodation-wide mandatory Sustainable Tourism Program is designed to move the sector towards improved sustainability outcomes,particularly in waste management,water efficiency

144、,cleaner energy sources,and increased local purchasing.The Caribbeans potential for adventure tourism is enormous,but it lacks well-defined and competitive products.Adventure tourism offers the largest potential value and jobs per tourist with the segment comprising approximately 30 percent of globa

145、l leisure tourism and contributing$683 billion in global tourism expenditures in 2022(ATTA,2023a).However,the Rethinking Caribbean Tourism xxi Adventure Travel Development Index(ATDI)ranks the Caribbean region at or below the global average in most categories,notably it ranked low in cultural resour

146、ces,natural resources,entrepreneurship,and image(ATTA&GWU,2024).The Caribbean has also consistently ranked poorly in terms of forward booking demand for adventure tourism trips,which acts as a demand forecast indicator,in the Adventure Travel Trade Associations(ATTA)Industry Snapshot(ATTA,2024).Deve

147、loping adventure tourism requires active facilitation,policy reforms,and investment.Policy priorities involve investing in public goods to support adventure tourism infrastructure,such as trails and safety measures in protected areas,and creating regulatory pathways for transparent and market-based

148、private sector investment in protected areas.Strengthening protected area management,conservation efforts,and concessions frameworks are also crucial to ensure that natural assets that attract adventure tourists are preserved,and that private sector has reliable and managed access to them.The fragme

149、nted nature of MSMEs in the adventure tourism sector also hinders cohesive product offerings,branding,and marketing efforts.There are untapped opportunities to develop products with strong market demand,such as community-based tourism,camping,and kayaking.However,capturing the markets value will req

150、uire significant up-front investment and support from the public and private sectors in both destination marketing and product development.Limited or uncoordinated regulations regarding protected area access and activity safety standards hinder investment and product development.This lack of effecti

151、ve regulations and standards is often driven by poor coordination across government agencies,but it creates significant barriers to market for MSMEs through increased insurance costs.Caribbean countries can learn from good practices in top adventure destinations,in the region and elsewhere.Two deep-

152、dive case studies,from Dominica and the Dominican Republic,provide examples of adventure tourism practices in the region.Dominica developed the Caribbeans longest hiking trail,the Waitukubuli National Trail,that traverses the island.In the Dominican Republic,despite adventure tourism being a seconda

153、ry market,participation in adventure activities is growing,driven by successful cross-ministry management of protected areas and private sector participation in management and conservation efforts.Looking at global benchmark destinations,Costa Rica and New Zealand have a significant share of their t

154、ourism market driven by adventure tourism arrivals which generate strong economic impacts.Both destinations take a whole-of-government approach to tourism management and have invested in developing adventure tourism in a sustainable way over recent decades.A regional approach to adventure activity r

155、egulations can help to harmonize safety and quality across the Caribbean as well as support public sector efficiency.Finally,addressing information asymmetries and fostering sector and industry coordination are required to improve the overall quality and sustainability of adventure tourism offerings

156、 typically delivered through a loosely organized collection of MSMEs.The examples of Costa Rica and New Zealand provide details on how adventure tourism policies can be implemented.Rethinking Caribbean Tourism xxii In addition to segment-specific policies,the following matrix in Figure 9 helps visua

157、lize cross-cutting policy areas for potential interventions.The matrix shows the main policy action areas across the segments and the priority level of each.Policies were prioritized based on discussions with policy makers,industry representatives,relevant national and regional entities,as well agen

158、cies from countries with relevant experiences.The reports recommendations deliver five important and cross-cutting messages:(i)modernize tourism governance to reinvest in underlying tourism assets,(ii)optimize the business environment for small operators,(iii)incentivize improved environmental susta

159、inability across all segments,(iv)spur more job creation through enhanced linkages,and(v)collaborate across the region to address common regional challenges.Figure 9.Cross-cutting Tourism Policy Matrix for the Caribbean Source:Authors elaboration,adapted from World Bank report on Future of Pacific T

160、ourism,World Bank 2023b 1.Modernize tourism governance to boost government revenues and allow for reinvesting in underlying tourism assets.Across all segments,the region has systematically undermined its competitiveness by lowering its tourism and conservation fees to an unsustainable level and fail

161、ing to reinvest in the assets on which its tourism attraction is based.It is critical to reverse this trend.In cruise,greater transparency in setting and using passenger disembarkation and/or environmental fees will allow for more public consultations on needed Rethinking Caribbean Tourism xxiii inf

162、rastructure improvements in waste and urban planning.Given the industry structure,this is an opportunity for regional cooperation.In accommodation,more transparent and uniform investment incentives tied to improved environmental performance can give governments more influence over investment choices

163、.Regularizing the short-term rental sector can also contribute more tax revenues,while mitigating risks of uncontrolled and informal growth.In adventure,it is critical to invest in destination marketing and new models for park management,maintenance,and investment,paired with policies that define ho

164、w entrance fees are used to enhance product quality and manage environmental impacts.Finally,across all sectors,data as well as R&D has been under-resourced and left the industry exposed.This report has demonstrated that the use of alternative data sources,regional solutions and data hubs can be dev

165、eloped to address these gaps and ensure the industry is not left behind.2.Improve business environment to sway the pendulum towards smaller,local,and more sustainable operators.Throughout the region,governments have systematically prioritized large international investments instead of small locally-

166、run properties.In accommodation,the report highlights how investment incentives often favor larger,international investors rather than locally-owned and run products.A change is required to use incentives more strategically to encourage sustainable accommodation that provides greater domestic value

167、capture,local sourcing,and better employment opportunities.This,in turn,will require changes to accommodation standards that are often international quality,but less well adapted to ecolodges or alternative accommodation options.In adventure,the high cost and limited availability of safety equipment

168、,certifications/standards,and insurance is a significant barrier to market entry.Regional engagement on adventure-specific quality and safety standards,and regulations would support harmonization across the Caribbean,paving the way for regional insurance products.For small operators in all segments,

169、greater access is needed for point-of-sale(POS)density to underpin growth in small adventure tourism operations,homestays,or sales of local products at tourism events and markets with smaller local operators.3.Improve environmental sustainability across segments.The region has failed to consistently

170、 reinvest in environmental assets that sit at the core of blue tourism attraction.While the cruise sector is under international regulatory scrutiny for air pollution and carbon emissions,there is far less destination-level scrutiny where localized impacts can reduce the potential of other forms of

171、marine tourism.Greater Rethinking Caribbean Tourism xxiv environmental monitoring is needed with stricter mechanisms to enforce compliance.Opportunities for public-private investments in waste management facilities,particularly in destinations with growing homeporting activities,should be further ex

172、plored.The regions accommodation sector has a major water,waste,and energy footprint,with consumer markets demanding change.Future developments need to better consider environmental sustainability in land use plans,while governments must ensure accommodation operators install and operate more effici

173、ent water,energy,and waste management equipment and systems.Given limited space and options for recycling,reductions in use of plastics is also of critical importance with the onus on governments to limit single use plastics or encourage alternatives.Increasing composting can also help dramatically

174、reduce landfill waste.Several accommodation operators in the region have zero-waste-to-landfill policies and these voluntary standards should become the norm.Countries will need to move from voluntary standards to compulsory environmental monitoring of tourism with increased awareness and education.

175、For adventure tourism,underinvestment in protected areas has limited product quality and competitiveness.Moving forward,it is critical to enhance protected area management,establish reasonable usage fees and develop well-managed concession frameworks that integrate local land use planning and empowe

176、r local stakeholders.4.Boost the quality and breadth of job creation in tourism through enhanced local linkages.Numerous opportunities for better quality jobs are left on the table,despite youth unemployment becoming a critical concern.In cruise and accommodation more can be done to encourage local

177、artistic and food sourcing,local content branding,developing and promoting immersive local cultural and gastronomy experiences for visitors.In accommodation,improving skills is key to boosting job quality,particularly for women and young people.Technology advancements and digitalization provide high

178、er skilled opportunities in operations,systems design,and environmental sustainability that are attractive to younger skilled professionals,but more training is needed.In adventure,specialist skilled-related opportunities require product-specific training currently absent across the region.Immigrati

179、on policies need to allow for the import of such specialist skills linked with conditions for local capacity building.Across all segments,broadening job impacts requires better linkage programs,entrepreneurship,and digital skills development.There is much to learn from existing World Bank interventi

180、ons,such as recent SME projects in Jamaica,Sint Maarten,and the Organisation of Eastern Caribbean States(OECS).Rethinking Caribbean Tourism xxv 5.Collaborate across public and private sectors to address common challenges across all sectors.In cruise,there are numerous opportunities for regional coll

181、aboration to address these common areas,harmonize policies,and leverage collective bargaining power with large industry players.In accommodation,new standards are needed across the region to encourage sustainability and carbon emissions reductions.For adventure,regional solutions can help advance sa

182、fety,insurance,capacity building,and quality assurance challenges as well as support regional destination awareness and marketing.Across all segments,regional entities such as the Caribbean Tourism Organization and Caribbean Community(CARICOM)can play a crucial role in facilitating knowledge exchang

183、es,supporting innovative pilot programs,and developing a unified approach to sustainable tourism development along with common environmental standards.This report identifies critical areas for cross-cutting and segment-specific policy support and provides a menu of possible next steps.Recommendation

184、s include regional policy dialogues and validation,regional knowledge sharing,innovative pilot programs on strategy and data as well as leveraging World Bank Country Climate Development Reports(CCDRs)to inform tourism resilience policies.In addition,the supplementary annex volume,published as a sepa

185、rate document,includes the full deep dive case studies and a compendium of tools and resources.The future of tourism in the Caribbean hinges on the ability to adapt to new trends and challenges,including environmental concerns and the call for greater social and economic inclusion.By adopting proact

186、ive policies and investing in their implementation,leveraging regional collaboration as well as country-specific strategies,the Caribbean can enhance the quality,impact,and sustainability of its tourism sector,ensuring long-term benefits for local communities and the environment.Rethinking Caribbean

187、 Tourism xxvi Chapter 1.Caribbean Tourism Now Rethinking Caribbean Tourism 1 Chapter 1.Caribbean Tourism Now Abundant blue tourism resources give the Caribbean region an inherent tourism advantage,but recent market changes are exposing significant structural weaknesses in the model that has driven r

188、egional growth.Made up of thousands of islands,cays,islets,reefs and numerous beaches,forests,and rivers,the tourism sector has been the predominant driver of jobs and foreign investment since the decline of the sugar industry.In addition to blue economy resources,the region also has a rich history

189、and diverse cultures,is well connected by major airlines,and is located proximate to the US as one of the worlds largest tourism markets.All this should make for unlimited tourism potential,but the pandemic revealed underlying structural weaknesses in the volume-based model that has driven the touri

190、sm economy across most of the region.Competition is high,climate change impacts are intensifying,consumer demand is changing,and Caribbean tourism is struggling to keep up.In response,this report assesses the current performance of tourism in the Caribbean and,in light of new trends,identifies futur

191、e pathways and policies for sustainable growth of three targeted segments.The report provides recommendations to help Caribbean policy makers achieve greater value from tourism,while minimizing negative environmental and social costs.The analysis provides practical guidance on achieving more sustain

192、able outcomes by pushing traditional models of tourism,including cruise and all-inclusive resort segments,to integrate environmental standards and increase local value capture through following recommendations on how to develop new forms of higher value arrivals in the form of adventure tourism.The

193、analysis flows from three in-depth research phases that:i)assessed regional trends and identified priority tourism market segments,ii)conducted a value chain analysis of these segments,and iii)synthesized results to provide actionable policy recommendations(see Annex 1 for more details).Following th

194、is framing chapter,the report includes one chapter on each of the three prioritized segments with a concluding chapter that brings together the recommendations.It highlights opportunities for implementing policy reforms and programs through regional approaches to achieve greater impact.This report c

195、overs 12 World Bank member Caribbean countries:Antigua and Barbuda,The Bahamas,Barbados,Belize,Dominica,Dominican Republic,Grenada,Jamaica,Sint Maarten,St.Kitts and Nevis,St.Lucia,and St.Vincent and the Grenadines.Guyana,Suriname,and Trinidad and Tobago were excluded given their limited dependence o

196、n tourism.Non-World Bank member countries and territories were also excluded from report coverage.Rethinking Caribbean Tourism 2 1.1.Caribbean looks to tourism as a source of jobs,a solution for high youth unemployment,and a generator of FDI Tourism is a vital economic driver of the Caribbeans blue

197、economy,contributing around 22 percent of the regions GDP in 2019.6 Total tourisms contribution to GDP ranged from 15.3 percent in the Dominican Republic to 87.1 percent in Antigua and Barbuda(WTTC,2024a),highlighting the different tourism impacts across the region.In comparison to other Small Islan

198、d Developing States(SIDS)in the Pacific,East and West Africa,and the Indian Ocean,tourism in the Caribbean seems to have a stronger relative importance when accounting for direct,indirect,and induced contributions(Figure 10).In 2023,the tourism industry was responsible for 2.75 million total7 jobs i

199、n the 12 countries covered by this study(WTTC,2024a).In 11 of the 12 countries,tourism created 1.54 million total jobs,with it contributing a further 1.21 million total jobs in the Dominican Republic.Overall,there was higher tourism employment relative to other comparator countries.Total dependency

200、on tourism jobs ranged from 16.6 percent in the Dominican Republic to 88.6 percent in Antigua and Barbuda(WTTC,2024a)(Figure 11).This is compared to 58.9 percent dependency on tourism for jobs in the Maldives,52.1 percent in Seychelles and 35 percent in Fiji.Figure 10.Tourism total contribution to G

201、DP,Caribbean countries*,average for Caribbean,and selected comparators,(%)2023 6 Includes the 12 countries in this study and accounts for direct,indirect,and induced tourism contributions to GDP.7 Accounts for direct,indirect,and induced tourism jobs.0102030405060708090100Antigua and BarbudaSt.Lucia

202、GrenadaThe BahamasAverage CaribbeanSt.Kitts and NevisSt.Vincent and the GrenadinesJamaicaBelizeBarbadosDominicaDominican RepublicMaldivesSeychellesFijiMauritiusSao Tome and PrincipeKiribatiTongaVanuatuSolomon IslandsCaribbeanComparators%ContributionSource:WTTC,Labor Force Surveys,Population and Hous

203、ing Census,Tourism Satellite Accounts.Note:For most countries,direct jobs just capture the accommodation and food sectors.For Dominica,data is from 2011.Sint Maarten is excluded as job contribution data is not available.Rethinking Caribbean Tourism 3 Figure 11.Tourism total and direct contribution t

204、o jobs,2023 and 2019 or last available year,(%)Source:WTTC,Labor Force Surveys,Population and Housing Census,Tourism Satellite Accounts.Note:for most countries,direct jobs just capture the accommodation and food sectors.For Dominica,data is from 2011.Sint Maarten is excluded as job contribution data

205、 is not available.Tourism jobs are particularly important as they drive women and youth employment and create indirect jobs in the tourism value chain.Women represented 5770 percent of workers directly employed in the hospitality as well as food and beverage industries pre-pandemic,higher than the g

206、lobal reported average(54 percent)of womens employment in tourism(UN Tourism,2019a),and higher than in other sectors combined in the Caribbean(Figure 12)(World Bank,2023a).Likewise,The Bahamas,Grenada,St.Lucia,St.Kitts and Nevis,and St.Vincent and the Grenadines are among the top 10 countries global

207、ly with a higher proportion of youth directly employed in tourism(Figure 13),with percentages reaching 55.6 in the case of St.Lucia(WTTC,2023).The proportion of youth8 directly employed in tourism is also higher than in other sectors in the Caribbean(World Bank,2023a).In addition to direct tourism j

208、obs in hotels,tour operators,restaurants and other tourism industries,the sector also creates indirect jobs through linkages in agriculture,fisheries,marketing,business services,and other areas of the tourism value chain.While tourism has driven positive GDP trends for Caribbean nations,overall yout

209、h unemployment remains a challenge.Historically,tourism has delivered positive growth,with GDP per capita in tourism-dependent countries in the region exceeding that of commodity-dependent peers(IFC,2023).However,progress towards improved living standards has slowed and youth unemployment remains hi

210、gh,preventing countries from reaping the full benefits of their young populations and prompting the migration of talent(IFC,2023).Limited economic diversification has also heightened volatility in growth,investment,and consumption patterns.For example,the region suffered a prolonged growth slowdown

211、8 Youth age range based on the World Bank Job Quality Index definition is 1524 years old.0102030405060708090100%ContributionDirect and indirect jobs(2023)Direct jobs(2019 or last available year)Rethinking Caribbean Tourism 4 after the Global Financial Crisis of 200708 that led to lower FDI,tourism a

212、ctivity,and reduced fiscal revenues(IFC,2023).Figure 12.Tourism direct employment by gender in hotels and restaurants in selected Caribbean economies,2019 or last available year,(%)Figure 13.Direct Travel&Tourism sector employment,as share of total national employment by age group,top 10 countries f

213、or proportion of young people(15-24),2019 Source:Labor Force Surveys,Population and Housing Census.Source:WTTC,2023.The COVID-19 health crisis impacted the region,with more tourism dependent countries hit harder.In 2020,total travel and tourism GDP in the Caribbean plummeted by 53.2 percent,more sev

214、ere than the global average fall(50.4 percent).Meanwhile,the sectors employment declined by 25.8 percent,amounting to a loss of 708,000 total jobs(WTTC,2022).Economy-wide GDP losses in 2020 varied by country,with more tourism dependent countries experiencing generally larger declines.St.Lucia,The Ba

215、hamas,and Antigua and Barbuda suffered the highest GDP annual declines(25,21,and 19 percent,respectively),whereas St.Vincent and the Grenadines,Dominican Republic,and Jamaica,performed better(falls of 4,7,and 10 percent of GDP)(World Bank,2024a).The pandemic highlighted that different forms of touri

216、sm deliver different returns,exposing the current volume-focused tourism model as undermining industry sustainability in the region.The economic benefits of high-volume tourism in the short-term are seemingly high and easy to measure.However,these quick wins are often undermined by high leakage and

217、limited spillover effects for local economies.In the longer term,tourism can exacerbate inequality,with profits concentrated in large international operators(Oviedo-Garca,Gonzlez-Rodrguez,&Vega-Vzquez,2018),while in other cases when economies of scale are present,local businesses can be well integra

218、ted into the value chain(Pratt,2015).The large volume approach comes with high environmental costs,threatening the blue tourism assets that make the Caribbean attractive to visitors.All-inclusive resorts and cruise 0%20%40%60%80%Antigua and BarbudaThe BahamasBarbadosDominicaDominican RepublicJamaica

219、St.Kitts and NevisSt.Lucia%Women%Men0102030405060St.LuciaCayman IslandsMacao,ChinaSt.Kitts and NevisBermudaThe BahamasGrenadaMaldivesSt.Vincent and the GrenadinesCroatia%youth sector employment Rethinking Caribbean Tourism 5 ships can result in pollution,with high water and energy consumption,waste

220、generation,and a large carbon footprint.Volume-focused growth has spurred overdevelopment and set the stage for a race to the bottom Tourism policies focused on volume-led markets such as sun,sea and sand and cruise tourism drive down revenue per arrival especially compared to other regions.An histo

221、ric focus on volume and the cruise segment has delivered low tourism spending per arrival,limited fiscal revenues,and placed pressure on island infrastructure and the fragile marine environment.Compared to other regions,historically spending per arrival has been low(Figure 14).Average spending per a

222、rrival in the Caribbean(US$712)was half that per arrival in the Pacific(US$1,428)in 2019(UN Tourism,2024).In 2019,more than 83 percent of international tourism arrivals to the Caribbean9 visited the region to enjoy its sun,sand,and sea(WTTC,2022;CTO,2020),with cruise arrivals starting to exceed over

223、night arrivals since 2004(Figure 15).In 2023,cruise visitors totaled 17 million across the 12 countries analyzed,comprising 53 percent of arrivals.The share of cruise arrivals varies from 22 percent in the Dominican Republic to 88 percent in St.Kitts and Nevis.Countries with higher cruise volumes su

224、ffer from lower spending per arrival,with a direct negative correlation between the share of cruise arrivals to overnight visitors and expenditure per visitor(Figure 16).This is driven by low per person spending of cruise visitors(US$37 to US$139)in Caribbean ports compared to an average US$1,60010

225、spend per overnight tourists and US$2,350 spend per adventure tourist in the region(World Bank,2024b).Figure 14.Average regional spending per arrival including cruise and stayover,Caribbean and Pacific,200919 Source:UN Tourism,2024.9 Includes arrivals to the region as a whole.10 Excludes accommodati

226、on,international flights,travel visa,and insurance.$-$200$400$600$800$1,000$1,200$1,400$1,60020092010201120122013201420152016201720182019Spend per arrival US$Caribbean-Average Spend per ArrivalPacific-Average Spend per Arrival Rethinking Caribbean Tourism 6 Figure 15.Number of overnight and cruise a

227、rrivals to the Caribbean,19892023 Figure 16.Relationship between share of cruise visitors and expenditure per arrival,200919 Source:CTO,from national tourism and statistical offices in member countries.Source:WB analysis based on UN Tourism data.The volume-led model has resulted in high value captur

228、e by large international players and minimal domestic value addition.Volume tourism is a consequence of rapid tourism industry growth in the mid-20th century,driven by increasing incomes in the US,advances in aviation,and market shifts towards international beach vacations.Given the underdeveloped i

229、nfrastructure and weak local private sector,Caribbean countries opted for self-contained,enclave tourism investments supported by FDI and fed by tour operators as packages.This model allowed the region to quickly tap into growing demand and benefit from foreign exchange,FDI,and,in some cases,private

230、ly-funded connectivity infrastructure.However,in most cases these investments were not linked to local value chains resulting in limited local development and often came with significant environmental and social risks.Decades of following this large-scale property development model created a politic

231、al economy of vested interests,slowed responsiveness to changes in demand,and made the industry vulnerable to shocks.The growth of these segments,with inherent structural and operational characteristics,have come at a cost to the economies they entered(ECLAC,2009a;ECLAC,2009b;Bauer,2008).In this con

232、text,smaller local value chains have not been able to effectively link to the industry,limiting positive tourism impacts on local private sector development.Local agriculture linkages are weak due to availability,price,and quality issues raised by buyers(World Bank,2015;IFC,2020).Most farms are smal

233、l and lack the means to become reliable suppliers,while most young people do not regard agriculture as a successful career(Ibid).02,0004,0006,0008,00010,00012,00014,00016,00018,000198919911993199519971999200120032005200720092011201320152017201920212023Tourist arrivals(thousands)Overnight arrivalsCru

234、ise arrivalsAntigua and BarbudaArubaThe BahamasBarbadosDominicaGrenadaSt.LuciaSt.Kitts and NevisSt.Vincent and the GrenadinesTrinidad and TobagoDominican Republic Jamaica0%10%20%30%40%50%60%70%80%90%100%20040060080010001200Percentage of cruise arrivals/total visitor arrivals Expenditure per visitor

235、arrival(US$)2009-19 average Rethinking Caribbean Tourism 7 Other issues hold farmers back such as poor market intelligence,weak logistics and cold storage,limited access to finance,and duty-free concessions for importation of certain food products,making it hard for local producers to compete on qua

236、lity,quantity or price(Ibid).Beyond agriculture,labor market challenges such as skills(soft and hard),compensation issues,and mismatches between supply and demand create challenges for Caribbean employers to hire local labor(CTO,2022).Smaller countries have a less diverse tax base,weakening their ab

237、ility to invest in diversification of tourism infrastructure.Countries such as Antigua and Barbuda,Grenada,or St.Lucia are heavily tourism dependent for GDP(total tourism contribution more than 50 percent)and employment(more than 43 percent)and currently do not have many economic alternatives(WTTC,2

238、024a).Geographically smaller countries have also struggled to regain market share in the aftermath of the pandemic(Figure 17 and Figure 18).Reliance on high-volume tourism and limited development of other sectors has resulted in a narrow tax base for fiscal revenues.This,in turn,has resulted in lowe

239、r levels of public sector investment in tourism and tourism-related industries and infrastructure.The reliance on tourism has also meant limited negotiation power with large,international players.Pandemic recovery rates have shown that smaller countries are struggling to recapture pre-pandemic marke

240、t shares,while recovery in larger countries was rapid.Figure 17.Share of overnight arrivals to Caribbean by country size,200323 Figure 18.Share of cruise arrivals to Caribbean by country size,200323 Source:CTO,from national tourism and statistical offices in member countries.Note:Small countries:Ant

241、igua and Barbuda,Barbados,Belize,Dominica,Grenada,St.Kitts and Nevis,St.Lucia,Sint Maarten,St.Vincent and the Grenadines.Large countries:The Bahamas,Dominican Republic and,Jamaica.Post-pandemic,competition for the same source markets is fiercer than ever,driving down spending and increasing risks fr

242、om potential demand-side shocks.More than half of all overnight arrivals to the Caribbean come from North America(US and Canada)(Figure 19),with The Bahamas,Belize,and Jamaica receiving more than 65 percent of arrivals from 0%20%40%60%80%100%2003 2007 2011 2015 2019 2023Big countries-OvernightSmall

243、countries-Overnight0%10%20%30%40%50%60%70%80%90%100%200320072011201520192023Small countries-CruiseBig countries-Cruise Rethinking Caribbean Tourism 8 0%10%20%30%40%50%60%70%80%90%100%of arrivalsUSEuropeCanadaSouth AmericaCaribbeanOtherthe US.This not only creates high competition within dominant sou

244、rce markets that drives down prices,but it also puts countries at risk of exogenous demand-side shocks.In response,some countries are seeking to diversify source markets largely a factor of aviation connectivity,historical ties,and product orientation.Barbados and select OECS countries have been suc

245、cessfully attracting European tourists,likely driven by an increase in fifth-freedom aviation rights through Barbados Grantley Adams International Airport(Figure 20).There has been growth in new markets,particularly South American arrivals,which have grown 10 percent annually between 2010 and 2019,a

246、lbeit from a low base.Dominica and the Dominican Republic have been able to tap into this growth,helping them diversify their markets over time.Figure 19.Overnight arrivals of non-resident tourists to Caribbean,by country of residence,201023(thousands)Figure 20.Overnight arrivals of non-resident tou

247、rists to individual Caribbean countries,by country of residence,2023 Source:CTO,from national tourism and statistical offices in member countries.Despite high employment inclusion,tourism models have yet to deliver results for women and rural communities with tourism job quality lower for these grou

248、ps.While younger workers in the Caribbean tourism sector experience equal or higher quality jobs than in other sectors(Figure 21),gaps exist in job quality for women and rural employees(World Bank,2023a).From countries analyzed through the World Bank Tourism Job Quality Index in the Caribbean,just B

249、arbados offers higher quality tourism jobs for women than men,with the quality lower than in the other sectors combined(Figure 22).Gender gaps in tourism are pronounced in Grenada and the Dominican Republic.St.Lucia is the only Caribbean country where the quality of tourism jobs for women and men su

250、rpasses the quality in other sectors.Job quality was found to be higher in urban rather than rural areas,possibly due to higher competition for trained workers in urban areas(Figure 23)(World Bank,2023a).02,0004,0006,0008,00010,00012,00014,00016,000201020112012201320142015201620172018201920202021202

251、22023Thousand arrivalsUSEuropeCanadaSouth AmericaCaribbeanOther Rethinking Caribbean Tourism 9 Figure 21.Job quality in the tourism sector by age group(201620)Source:World Bank,2023a.Figure 22.Job quality in the tourism sector by gender(201620)Figure 23.Job quality in the tourism sector by geographi

252、c area(201620)Source:World Bank,2023a.Source:World Bank,2023a.Note:no data for Barbados.0%10%20%30%40%50%60%70%80%BarbadosDominicanRepublicGrenadaSt.LuciaCosta RicaVanuatuCaribbean CountriesComparator CountriesJob Quality Index15-24 years,Tourism25-40 years,Tourism41-64 years,Tourism15-24 years,Othe

253、r sectors25-40 years,Other sectors41-64 years,Other sectors0%10%20%30%40%50%60%70%80%BarbadosDominican RepublicGrenadaSt.LuciaCosta RicaVanuatuCaribbean CountriesComparatorCountriesJob Qualty IndexWomen-TourismMen-TourismWomen-Other SectorsMen-Other Sectors0%10%20%30%40%50%60%70%80%Dominican Republi

254、cGrenadaSt.LuciaCosta RicaVanuatuCaribbean CountriesComparatorCountriesJob Quality IndexRural TourismUrban TourismRural Other sectorsUrban Other sectors Rethinking Caribbean Tourism 10 Box 1.Caribbean tourism job quality analysis Development of human capital is critical to optimize the job benefits

255、of tourism.The World Bank undertook an analysis of tourism job quality by leveraging the Job Quality Index that measures job quality using a multidimensional index with four dimensions:(i)sufficient income to overcome poverty,(ii)access to employment benefits,(iii)job stability,and(iv)adequate worki

256、ng conditions.11 Tourism job quality in higher than primary sectors in some Caribbean countries.While tourism is often perceived as providing low-quality jobs,tourism job quality in the Dominica Republic,Grenada and St.Lucia is higher than for the primary sector(Figure 24).In St.Lucia,tourism job qu

257、ality is also higher than in industry(i.e.manufacturing)and other services sectors.Of the four countries with data,St.Lucia has the highest job quality(65 percent)comparable with Costa Rica(59 percent).Barbados,Dominican Republic,and Grenada display lower job quality performance.Factors contributing

258、 to higher job quality performance vary by country.St.Lucia leads in nearly all categories with its lowest rating at 75 percent for the income dimension.Barbados leads on the stability dimension,however it trails significantly in the benefits and working conditions dimensions at 45 percent and 43 pe

259、rcent,respectively.Grenada performs nearly as well as St.Lucia,except in the income category,where it rates 48 percent compared to St.Lucias 75 percent.Finally,the Dominica Republic has relatively good stability ratings,but lags at about the 50 percent mark across all other categories(World Bank,202

260、3a)(Figure 25).The analysis shows that even in countries with similar market compositions and geographic conditions,job quality can vary depending on local policies.Figure 24.Job quality by economic sector Figure 25.Job quality dimensions in the tourism sector and other sectors by country Source:Wor

261、ld Bank,2023a.11 This section adopts the methodology proposed by Brummund et al.(2018)and updated by Hovhannisyan et al.(2022).Country microdata has been gathered from Household Surveys/Surveys of Living Conditions.More details on the methodology and data sources can be found in Annex 3.Countries we

262、re included based on data availability.The analysis also considered two comparators with available data:Costa Rica and Vanuatu.0%10%20%30%40%50%60%70%BarbadosDominicanRepublicGrenadaSt.LuciaCosta RicaVanuatuCaribbean CountriesComparatorCountriesTourism SectorPrimaryIndustryOther Services0%10%20%30%4

263、0%50%60%70%80%90%100%BarbadosDominican RepublicGrenadaSt.LuciaBarbadosDominican RepublicGrenadaSt.LuciaBarbadosDominican RepublicGrenadaSt.LuciaBarbadosDominican RepublicGrenadaSt.LuciaBenefitsIncome(US$6.85)StabilityWorkingConditionsJob Quality IxDimensionsTourismOther Sectors Rethinking Caribbean

264、Tourism 11 Decades of overlooking tourisms environmental impacts have put natural assets at risk and reduced regional competitiveness Travel and tourisms contribution to total greenhouse gas(GHG)emissions in the Caribbean has increased over the last decade in all countries except Sint Maarten,exceed

265、ing tourism growth rates in some of them.In nearly all countries,tourisms proportional contribution to total GHG emissions increased from 2010 to 2019(Figure 26)(WTTC,2024b),corresponding to rises in tourisms contribution to GDP.Figure 27 shows that for five countries,the tourism evolution in pollut

266、ion has been higher than the evolution in contributions to the economy(Barbados,Belize,Bahamas,St.Vincent and the Grenadines and St.Kitts and Nevis).Improving performance is not enough,a transformation is needed.Figure 26.Travel and tourism contribution to total GHG emissions(%of total emissions),20

267、10 and 2019 Figure 27.Travel and tourism GDP growth versus GHG emissions growth,201019 Source:WTTC,2024.b Source:WTTC,2024b.Note:Dashed line depicts points where travel and tourism(T&T)GDP and GHG emissions growth is the same.Red dots indicate countries where T&T GHG emissions growth has been higher

268、 than T&T GDP growth,and the contrary for green dots.Antigua and Barbuda(ATG),The Bahamas(BHS),Barbados(BRB),Belize(BLZ),Dominica(DMA),Dominican Republic(DOM),Jamaica(JAM),Grenada(GRD),St.Kitts(KNA),St.Lucia(LCA),St.Vincent and the Grenadines(VCT).0%10%20%30%40%50%60%70%80%90%201020192019 Contributi

269、on to GDPATGBHSBRBBLZDMADOMGRDJAMKNALCAVCT-8%-6%-4%-2%0%2%4%6%8%10%-10%-5%0%5%10%T&T GDP growthT&T GHG emissions Rethinking Caribbean Tourism 12 0%20%40%60%80%100%Antigua and BarbudaThe BahamasBarbadosBelizeDominicaDominican RepublicGrenadaJamaicaSt.Kitts and NevisSt.LuciaSt.Vincent and the Grenadin

270、esTransportationUtilitiesManufacturingAgriculture&FoodOtherThe Dominican Republic,Jamaica,and Dominica have the highest relative utilities and freshwater consumption usage in the travel and tourism industry(Figure 28 and Figure 29).When compared with other countries,the trio have higher utilities em

271、issions relative to other tourism industries,and higher freshwater consumption relative to their tourism revenues.In contrast,Belize,The Bahamas,Grenada,and St.Vincent and the Grenadines have lower relative utilities usage(WTTC,2024b).This disparity partly highlights the varying levels of resource d

272、ependency and sustainability practices in energy and water across the region.Transportation is overwhelmingly the biggest sectoral emissions contributor.A recent regional policy review by the World Bank revealed policy gaps in climate change,adaptation actions and limited linkages in sustainability

273、to measure goals(World Bank,2024c).Additional insights also reveal gaps in insurance coverage against climate-driven disasters.Figure 28.Industries contributing most to travel and tourism GHG emissions 2021(%of total energy usage)Source:WTTC,2024b Figure 29.Freshwater consumption linked to travel an

274、d tourism(thousand cubic meters of withdrawals per US$million of GDP)Source:WTTC,2024b.010203040506070809020102019 Rethinking Caribbean Tourism 13 Waste management in the region,complicated by typical limitations of islands,remains a significant challenge.The regions waste management systems are oft

275、en inadequate,with no waste separation or recycling.The cost of transporting goods to and from the islands exacerbates this.No Caribbean countries have proper plastic waste disposal systems for sorting and recycling,resulting in significant plastic pollution.Specifically,an estimated 322,745 tons of

276、 plastic go uncollected each year across selected Caribbean countries(Mols,2021).Litter found in coastal clean-ups is higher than the global average(Ocean Conservancy,2017)(Figure 30).Out of seven countries included in this study,the highest coastal litter concentrations were found in Jamaica and Do

277、minican Republic,with plastic beverage bottles most common.Furthermore,85 percent of wastewater goes untreated into the ocean,posing significant threats to marine life and public health(Michele Diez,et al.,2019).Solid waste management is equally problematic.Figure 30.Litter found in coastal cleanups

278、,Caribbean vs global averages Source:Ocean Conservancy,2017.Natural disasters,made worse by climate change,will continue to impact Caribbean tourism and its competitiveness.Despite significant uncertainty,extreme weather events are expected to increase in intensity and frequency with climate change(

279、EEA,2024).Disasters affect tourism businesses directly by damaging their assets and indirectly by disrupting services,supply chains,and public infrastructure on which they rely.Many hotels are located in coastal areas at higher risk of business disruptions due to beach loss,especially in Antigua and

280、 Barbuda,The Bahamas,and St.Lucia(Browne,et al.,360 Resilience:A Guide to Prepare the Caribbean for a New Generation of Shocks,2021).0200400600800100012001400160018002000AverageCaribbeanCommon itemsCaribbeanGlobal average Common items(Global)items/kmFoam food containersStraw-stirrersPlastic lidsPlas

281、tic grocery bagsPlastic bottle capsPlastic beverage bottlesTotal litter Concentration Rethinking Caribbean Tourism 14 Box 2.World Banks 360 Resilience highlights The World Banks 360 Resilience report highlights the Caribbean tourism sectors vulnerability to escalating natural disasters,climate chang

282、e,and global disruptions like COVID-19,which have collectively caused significant economic losses.Frequent hurricanes,flooding,and rising sea levels threaten the regions infrastructure and appeal,while economic shocks disrupt tourist arrivals and revenues.To address these challenges,the report empha

283、sizes adopting a Resilient Tourism Framework that includes risk assessments,strategic planning,and investments in disaster-resilient infrastructure.Preparedness measures,rapid recovery protocols,and long-term sustainability through climate adaptation and eco-tourism are critical to maintaining compe

284、titiveness and ensuring the sectors future resilience.Source:(Erman,De Vries Robbe,Browne,&Solis Uehara,2021).More recently,the proliferation of sargassum seaweed poses an additional threat to Caribbean tourism.Since 2011,the region has experienced seasonal influxes of sargassum,with some areas rece

285、iving more than 200 times the usual biomass,leading to severe disruptions in tourism and local economies.The seaweed often washes ashore in large quantities,blocking beaches and emitting foul odors as it decomposes,which deters tourists and disrupts beach activities(World Bank,2018).The situation is

286、 compounded by factors such as climate change,which create favorable conditions for the growth and spread of sargassum(Michele Diez,et al.,2019).The Caribbean tourism sector faces increasing market demand and regulatory pressure to address environmental sustainability as part of global and regional

287、efforts to combat climate change and protect fragile ecosystems.Tourism is under scrutiny for its contributions to carbon emissions,especially from transportation and infrastructure,and its impact on water and waste systems.Key international agreements,such as the Paris Agreement,require countries t

288、o implement policies that limit carbon emissions and enhance resilience to climate impacts.The Glasgow Declaration on Climate Action in Tourism declaration places additional pressure on Caribbean destinations,pushing for compulsory sustainability reporting and greater transparency in environmental i

289、mpacts.Nations within the region are compelled to align tourism strategies with their Nationally Determined Contributions,which include commitments to reduce emissions,increase renewable energy use,and protect coastal areas.While some countries have taken actionnotably The Bahamas,Barbados,and Jamai

290、cathe region faces looming deadlines,as more source market countries are mandating sustainability practices,and financial penalties for non-compliance are becoming more common(WTTC,2024c).Rethinking Caribbean Tourism 15 New opportunities can revive regional competitivenessbefore it is too late With

291、increasing market interest in blue tourism,there is an opportunity to integrate conservation,climate resilience,and sustainable use of marine and costal ecosystems into tourism development.Tourism in the Caribbean has long been intrinsically tied to its rich marine and coastal assets,central to the

292、regions identity and economic growth.Over time,these assets have shaped the development of foundational tourism offerings,from white sandy beaches to vibrant coral reefs.However,the regions traditional approach to marine tourism is proving inadequate in delivering value for the economy and protectin

293、g the very assets upon which it relies.As explored in the World Banks“Blue Tourism in Islands and Small Tourism-Dependent Coastal States”report,a blue tourism model involves not only sustainable products,but also sustainable operations and infrastructure(World Bank,2022).There is an urgent opportuni

294、ty to leverage the blue economy framework and shift the industry towards blue tourism.Building on extensive analytical work,12 Rethinking Caribbean Tourism outlines the opportunities for reimagining tourism as a driver of sustainable development.By transitioning to a blue tourism model,Caribbean des

295、tinations can ensure the long-term viability of their tourism sectors,while addressing challenges posed by environmental degradation and climate change.This shift not only protects the assets on which the region depends,but also opens pathways for greater economic diversification,regional integratio

296、n,and resilience.Global travel preferences are rapidly evolving,creating a unique opportunity for Caribbean nations to capitalize on growing interest in sustainable tourism.World Bank research on US outbound adventure travelers found that sustainability was the primary deciding factor when selecting

297、 a destination for their next holiday(Figure 31)(World Bank,2024b).This means that destinations need to market and deliver on a sustainable tourism promise to attract these higher value tourists.Further,Bs“2024 Sustainable Travel Report”highlights that 83 percent of global travelers considered susta

298、inable travel important,with 75 percent planning to make more environmentally conscious choices in the coming year(B,2024).Post-pandemic travelers are also shifting to sustainable and low energy modes of transport,driven by increased awareness of climate change.In 2022,air travel alone accounted for

299、 2 percent of global energy-related emissions(International Energy Agency,2023).12 Caribbean Blue Port study,the Future of Pacific Tourism study,and OECS Regional Partnership Framework.Rethinking Caribbean Tourism 16 Figure 31.Destination selection factors for US outbound adventure tourists,2024 Sou

300、rce:World Bank,2024b.Improved technology will also significantly influence future tourism interventions,unlocking new opportunities to obtain more value from tourism.Digitalization is further shaping travel behavior,with young people relying on reviews instead of guidebooks(Bremner,2023)and research

301、ing travel and booking travel on mobile phones,without the need for intermediaries such as tour operators and travel agencies.The role of Artificial Intelligence will also transform travel behavior,from destination research to booking,and provide more information about sustainability performance of

302、countries and companies.With appropriate regulations and skills development,digitalization creates new opportunities for destinations to generate and capture more expenditure per visitor by connecting more products to markets.Recognizing this global shift toward sustainability and local experiences,

303、many Caribbean countries are beginning to build more sustainable products and value chains.To attract environmentally aware experience-seeking travelers,the region is starting to diversify tourism products to focus on community-based tourism,festivals,cultural tourism,and nature-based offerings.Some

304、 Caribbean destinations are also starting to decarbonize their tourism sectors,integrate circular economy thinking,and enhance digitization to future-proof their destinations and products.But progress is slow and has been set back by budget deficits.If further action is not taken to transition to su

305、stainability,the competitiveness of the Caribbean brand will be further undermined.Decisive action is needed from governments to shift their focus from traditional volume-based growth targets to value-driven and development-oriented tourism strategies.This pivot acknowledges that the quality of tour

306、ism experiences and their alignment with sustainability goals are more critical to long-term success than simply increasing visitor 02468101214161820LangaugeClimateVisa RequirementsNatural and Cultural AssetsPrice CompetitivenessTourism ActivitiesAccommodation and HotelsNatural DisastersUtilities an

307、d Financial ServicesIn Destination AccessiblityAccess to DestinationShopping,Entertainment,and DiningTourism Planning and SupportSafety,Health,and StabilitySustainabilityDerived Importance Level Rethinking Caribbean Tourism 17 numbers.To build diversified market segments that reflect emerging consum

308、er preferences,countries must prioritize forward-thinking policies,strategic planning,and targeted investments.By doing so,they can not only capture a growing share of sustainable tourism markets,but also position themselves as pioneers in balancing economic,social,and environmental priorities.The c

309、urrent momentum for sustainability offers a chance to lay the foundation for a more equitable and resilient tourism future across the region.A holistic framework for tourism development is needed to leverage new opportunities across market segments Against this backdrop,there is increasing urgency t

310、o address the underlying constraints keeping the region from fully benefiting from tourism.Addressing the plethora of historical and new challenges will require recognition of structural issues,vested interests,and capacity gaps that exist in the region.It will also require an understanding of diffe

311、rent development pathways available and the policy priorities to transition the sector to generate greater domestic benefits,while reducing adverse environmental and social effects.The World Banks Tourism Economy Impact Framework offers a holistic approach to conceptualizing blue tourism development

312、 pathways for the Caribbean.The framework(Figure 32)illustrates how tourism development relies on a coordinated approach to generating the right type of demand,creating market-oriented tourism services and products,and facilitating sustainable access to tourism assets.These interactions are influenc

313、ed by the regulatory and policy frameworks that support the industry as well as exogenous factors(such as climate change),and endogenous factors(such as destination infrastructure).Together,these factors result in impacts,positive and negative,on the economic,social,and environmental outcomes in the

314、 destination.The infinity loop framework demonstrates how tourism is inherently dynamic,that the tourism economy is a result of the inter-play between economic,social,and environmental impacts and their management.The framework illustrates the need to strike a balance between utilization and preserv

315、ation of tourism assets,as negative social and environmental tourism outcomes can damage the critical natural and social assets on which tourism is built.To date,most Caribbean governments have prioritized demand and economic impacts while failing to reinvest in blue tourism,cultural and heritage as

316、sets that attract visitors.This has led to a downward spiral of reduced quality marine assets,depleted water reserves,and ever-expanding landfills.Rethinking Caribbean Tourism 18 Figure 32.Tourism Economy Impact Framework Source:Authors elaboration.This report provides specific policy advice to help

317、 rebalance the Caribbean tourism model and generate more value,improve environmental outcomes,and stimulate new types of demand.Three tourism market segments cruise,accommodation,and adventure tourism were selected using a multi-phase process to examine how to optimize traditional forms of tourism a

318、nd unlock new forms of sustainable tourism.Segment selection was based on analysis of current impacts,growth projections,and consultations that examined the importance and value of these segments to the Caribbean.Alignment with national and regional policies,global trends,scale of environmental and

319、social externalities,and research gaps were also considered(Annex 1).The analysis of mainstream well-established cruise and accommodation segments focuses on tourism impacts,analyzing potential negative economic,social,and environmental outcomes of existing tourism models and identifying policies to

320、 enable sustainable and positive tourism impacts.Adventure,as an emerging and high potential market segment in the region,focuses on policy enablers to stimulate new demand,products and supply,while facilitating sustainable access to and use of tourism assets.The segment approach provides a unique o

321、pportunity to rethink tourism in the Caribbean and develop strategies for a more sustainable future.Whereas previous sectoral reports have used a geographic or typology lens to analyze the whole sector by country and country groups,the segment approach focuses attention on the tourism models structu

322、re.Specifically,the analysis examines each segments current situation,aligns this against trends,and identifies potential and policy levers needed to deliver more domestic value,while mitigating negative environmental and social costs and adapting to climate change.This study included job quality an

323、alysis,web scraping,primary consumer market research on US outbound travelers,and secondary data.To leverage global experience,benchmark case studies from around the world as well as Caribbean destination deep dives are included(Table 1).Annex 1 provides an overview of the methodology used in the re

324、port with full methodologies Rethinking Caribbean Tourism 19 for each of segment approach in Annex 2.In addition,the supplementary annex volume,published as a separate document,includes the full deep dive case studies as well as a compendium of tools and resources.Table 1.Benchmark and deep dive cou

325、ntries for market segments Segment Cruise Accommodation Adventure Benchmarks Alaska European Union Vanuatu Dominican Republic Japan Trkiye Costa Rica New Zealand Deep Dives Antigua and Barbuda Barbados Jamaica St.Lucia Dominica Dominican Republic While this report builds on other comprehensive works

326、 on the region,it does not attempt to cover all aspects of the tourism economy.This report draws from World Bank studies including“Lessons Learned and Insights from 10 Years of World Bank Tourism Analytics and Operations and the Future of Pacific Tourism”(World Bank,2023b).Regionally,the report draw

327、s from important studies and data from Caribbean Tourism Organization(CTO)and Compete Caribbean that provide detailed analysis on skills,digitalization,investment,and product development.13 This report does not focus on connectivity or aviation and only lightly on skills and innovation,as these are

328、topics covered adequately by other projects and studies(see supplementary annexes).It also only provides a light focus on climate change and resilience,thoroughly covered in World Bank“360 Resilience”and“Country Climate Development”reports.Issues such as the increasing prevalence of sargassum seawee

329、d,while relevant to tourism in the region,are also covered in separate studies.13 The 2022 Regional Human Resources Development Knowledge and Skills Audit for the Tourism Industry,the 2021 Digital Toolkit for Tourism Businesses,the 2020 Caribbean Sustainable Tourism Policy Framework,the 2019 Caribbe

330、an Tourism&Hospitality Investment Guide,the 2019 Diversification of Caribbean Tourism Experiences,the 2019 Community-Based Tourism Enterprise Handbook,the Caribbean Tourism Legislation Database.Rethinking Caribbean Tourism 20 Chapter 2.Cruise Segment Rethinking Caribbean Tourism 21 Chapter 2.Cruise

331、Segment Key takeaways:The cruise segment accounts for more than half of arrivals in most Caribbean destinations,but its economic contribution is limited compared to overnight tourism.Caribbean countries face significant challenges in monitoring cruise pollution and enforcing environmental regulation

332、s due to limited capacity and technological constraints.The lack of comprehensive data on cruise environmental impacts partly contributes to the absence or low levels of environmental fees in many Caribbean countries.Cruise passengers are generally supportive of environmental fees,with one-in-two wi

333、lling to pay more for sustainability enhancements.Addressing environmental concerns requires empowering key stakeholders with improved capacity for monitoring and mitigation.This includes imposing stricter enforcement mechanisms and penalties to ensure compliance with environmental regulations.Homeporting presents a regional opportunity for greater local revenue and job creation.Currently,only sev