2009 exceeding expectations

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EXCEEDING EXPECTATIONS

Look and you will find it.

What is unsought will go undetected.

SophocleS

“ExcEEding ExpEctations”’ 3

Contents

Agenda 4

Vision,Misson&Values 5

BHTABoardofDirectors2009 6

TheSecretariat 7

ProjectTeams&Sub-committees 8

TheTourismFund 10

President’sAddress 12

ReportoftheExecutiveVicePresident 17

PerformanceBasedIncentiveScheme(PBIS) 22

TheBHTAServingYourNeeds 24

TheBHTAProductClubs 26

TasteoftheCaribbean2009 28

MembershipDirectoryasatMay2010 30

FinancialReport 33

AnnualGeneralMeetingElectionResults 60

Notes 61

tHE BHta annUaL REpoRt 20094

Agenda

the Barbados Hotel & tourism association 4th Avenue Belleville, St. Michael, Barbados, West IndiesTelephone: (246) 426-5041 Fax: (246) 429-2845 Email: [email protected] Website: www.bhta.org

June 1, 2010

Dear Members

You are invited to attend the Annual General Meeting of the Barbados Hotel and Tourism Association being held on Wednesday, 16th June 2010 at 10:00 a.m. in the Poinsettia/Bougainvillea Room, Lloyd Erskine sandiford centre, Two Mile Hill, St. Michael.

Pleasemakeaspecialefforttoattend.

agEnda

1. CONFIRMATION OF MINUTES OF THE ANNUAL GENERAL MEETING HELD ON WEDNESDAY, JUNE 24, 2009

2. MATTERS ARISING

3. REPORT OF THE PRESIDENT

4. REPORT OF THE EXECUTIVE VICE PRESIDENT

5. THE ESTABLISHMENT OF MEMBERS’ CONTRIBUTION NOT DETERMINED IN THE ARTICLES

6. ANY SPECIAL LEVIES

7. THE ACCOUNTS OF THE PAST YEAR (2009) WITH THE AUDITORS’ CERTIFICATE AND REPORT

8. ELECTION OF OFFICERS

9. ELECTION OF AUDITORS

10. REVISION OF ARTICLES

11. ANY OTHER BUSINESS

12. PRESENTATION BY CHOICE HOTELS INTERNATIONAL- SPONSOR

“cHoicE HotELs pRodUcts and oppoRtUnitiEs tHRoUgHoUt tHE caRiBBEan”

J. Sal Icaza – Director, Emerging Markets & Caribbean Franchise Development

13. A 10-MINUTE BREAK FOLLOWED BY LUNCH IN THE FRANGIPANI ROOM

14. LUNCHEON ADDRESS “Finding tHE oppoRtUnitY in cRisis”

LEaRning FRoM sRi LanKa’s 2004 tsUnaMi and Haiti’s 2010 EaRtHQUaKE

Mr. Jean Marc Flambert, Marketing & Sales Consultant

15. VOTE OF THANKS The First Vice President, BHTA


Vision, Mission & Values

oUR coRpoRatE Vision…

World Class enterprise for world class tourism

oUR Mission…

Bringing people, research knowledge and technology together to resolve challenges of business and to stage a world class tourism experience and performance

When we do the best that we can, we never know what miracle is wrought in our life, or in the life of another. Helen Keller

oUR VaLUEs & coMMitMEnts

We will LEad well with respect to the following:

KnowledgeInformed decision making and information that is based on research and geared for action

products and serviceWork with World Class standards ONLY

advocacyResolve industry issues by engaging our partners

nimblenessRespond promptly to members’ needs and changes in the industry

partnershipsBuild synergies through networking

The Barbados Hotel & Tourism Association is a non-profit organisation, established to serve the needs of its members, to work with our strategic partners towards the sustainable growth and development of the local tourism industry, and to stimulate and cultivate relationships with industry stakeholders. The Association sees itself as a “learning organisaton”, emphasising increased adaptability to the dynamism of change within its environment. We emphasise creativity and proactivity, which propels us beyond the ability to merely cope with change, towards the capability of anticipating change. This purpose is embodied within our mission, our vision and our objectives.


Board of Directors 2009

FRont

Vice President – DTS Roseanne Myers

2nd Vice President Patricia Affonso-Dass

Immediate Past President Alvin Jemmott

Chairperson – B Class & Apartments Ann Smith

President Wayne Capaldi

Executive Vice President Susan Springer

Chairperson – Luxury Marilyn Soper

Chairman – DTS Ralph White

BacK

Vice President – Finance Clarence Hiles

1st Vice President (President Elect) Colin Jordan

Chairman – A Class Paul Collymore

Barbados Tourism Authority (BTA) Representative David Rice

Small Hotels of Barbados Inc. (SHBI) Representative Denis Tull

inset: Caribbean Hotel & Tourism Association (CHTA) Representative Peter Odle


The Secretariat

Michelle Smith-Mayers Assistant Executive Vice President [email protected]

Judy Wilkinson Special Projects Coordinator [email protected]

Natalie Shaw-Anthony Accounts Officer [email protected]

Davina Layne Membership Relations & Environmental Officer [email protected]

Kathy-Ann GrantAdministrative Officer - Front [email protected]

Jamella Forde Administrative Officer - Research [email protected]

Evadney SmallOffice Assistant

The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vincent Lombardi


team chairperson BHta officer

Board of Directors Mr. Colin Jordan – Mango Bay Hotel Michelle Smith

A Class Apartments Mr. Paul Collymore – The Crane Resort & Residences Judy Wilkinson

B Class Apartments Ms. Ann Smith – Rockley Plum Tree Club Judy Wilkinson

Luxury Mr. Eric Mapp – Sandy Lane Judy Wilkinson

Safety & Security TBA Judy Wilkinson

Marketing & PR Mrs. Patricia Affonso-Dass & Mr. Jon Martineau Michelle Smith (Product/Quality Dev.)

Direct Tourism Services Mr. Ralph White – Island Safari Davina Layne -Tourism Services -Supporting Services

HR Development Ms. Gail Springer – Vivere Ltd. Davina Layne - Labour Relations - Training

Fund Raising Ms. Ann Smith – Rockley Plum Tree Club Kathy-Ann Grant

Finance Mr. Clarence Hiles Natalie Shaw

Membership & TBA Davina Layne Constitution

standing sUB-coMMittEEs

committee chairperson BHta officer/ Representative

Environment Ms. Loreto Duffy-Mayers – CHENACT Davina Layne

Small Hotels of Barbados Mr. Denis Tull – Golden Sands Hotel Ian Proverbs

Culinary Alliance TBA Kathy-Ann Grant

BHTA Project Teams


Making Barbados Better

the tourism Fund is a voluntary contribution fund, which is spent on marketing initiatives and the improvement and development of the local tourism product, in order to enhance the experiences of visitors to our shores and improve our country for the benefit of residents on the island. It is managed under the umbrella of the Barbados Hotel and Tourism Association by a separate Board of trustees. Funds are disbursed for projects identified by our strategic partners consisting of the Barbados Tourism Authority, the Tourism Development Corporation and the Barbados Hotel and Tourism Association – three agencies charged with the growth and development of the local tourism product. Other tourism entities may also access the fund by submitting proposals for product development and marketing projects.

Much care is given to choosing projects as we want to ensure that the benefits of each project are wide reaching. During 2009 and the first half of 2010 the Tourism Fund has completed a number of very exciting projects.

staycation BaRBados

www.staycationbarbados.com

Staycation Barbados is a very successful domestic tourism marketing program which gives our members a promotion outlet to the local market. It includes special rates at hotels, apartments, and villas, restaurants, activities and attractions. Since the inception of the program in March 2009, a total of 15,000 local bookings were recorded between March and December 2009. The 2010 program also started in March and includes an improved web and social media presence. The program is also marketed by the BTA in the regional market for Caricom nationals.

Backin’ Barbados

Annually the British BTA office invites the top tour operators from the UK and Europe to visit Barbados and experience many of the treasures of the island. This year the BHTA hosted a Pirate’s Party for the group at Harbour Lights. The costuming by the participants was brilliant and to say that it was a party to “Shiver me timbers” would be an understatement. Above all it was a major opportunity for the members to network with key tourism partners from across the water which was the number one goal for supporting this event.

property consultancy services (pcs) study

The BHTA engaged PCS to conduct a study on the “Competitive Tourism Environment which Barbados Faces – Its Challenges and Solutions”. The primary objectives of the study were to find solutions to improving profitability and return on investment in tourism, look at changes to the tax cost which the industry faces, investigate new tourism products that need to be introduced to the island, look at any new marketing initiatives, investigate the support that is required to facilitate controlled supply growth and look at the appropriate mix of rooms, condominiums, townhouses, timeshares and other forms of accommodation that Barbados should have. The primary benefit of the report was to bring clarity on the major issues to the industry and to utilise the report as a tool for advocacy with the government, key stakeholders and the public.

sports tourism

the Beach culture World tour 2009The main objective of the Beach Culture World Tour is to get people excited about beach culture and windsurfing


and also to create action!! Brian Talma is Barbados’ ambassador on this tour which has included travel to:

• The Schroders London Indoor;• The Barbados Waterman Festival;• The Culture Shock Concert• Barbados promoting music from his new album;• Starboards photo shoot – Maui, Hawaii (August-

September, 2009);• Italian Surf Festival, Lake Garden, Italy;• King of The Caribbean, PWA, Bonaire• Surf Festival, Germany;• The free Cave Shepherd Windsurfing Camp in

Barbados • Travelogue to Sicily, Italy;• Spain Water Festival, The Mallorca;• Travelogue to Russia and China;• Sylt German World Cup and Promotional Activity;• UK Water Festival, England;• Paris Indoor Event, France and other destinations

Other Sports tourism events supported by the fund were the Sentebale Polo Cup and the Sol Rally Barbados

south Beach Food Festival (soBE)

In 2010, Barbados was proudly represented at the South Beach Food and Wine Festival, the world’s largest and most renowned food festival which is hosted annually in Miami, with over 20,000 attendees each year. We had a

sponsor’s location at the Grand Tasting Village, a 3 day event featuring some of the world’s best and most famous brands and culinary personalities. We also had one of the most active booths at the Fun and Fit as a Family event, a 2 day event targeted to children and families.

chelsea Flower show

For the fourth year running, the Tourism Fund assisted with contributing to the Barbados Horticultural Society as they competed at the Chelsea Flower Show. The 2009 entry featured in the photo received a Silver Gilt.

These are just some of the projects that have been funded through the Tourism Fund. We appeal to everyone to come on board and let us make a difference as we make Barbados better!


I count it as a distinct honour and privilege to have had the opportunity to preside over this Association on two occasions. During both those periods I have done my best to be as fair and as non-partisan as can be expected in this position. I have also tried to steer the Association in that direction, whilst respecting individual members’ personal preferences and affiliations. Through it all we have called a spade a spade where necessary. We have praised those initiatives that we thought were worthy of praise and objectively criticized those that we thought were not. We have made the calls for the righting of the sector where we thought there were wrongs and we have opened up our doors and our minds to all those who wish to help, to guide and to counsel for the betterment of this vital national pursuit. We have done so without fear or favour. This Association has always acted in the same manner, and will continue to do so.

As I come to the end of my second sojourn with the BHTA, let me thank you all for the tremendous support and assistance that so many of you have rendered over the past two years. Your words of wisdom and guidance have certainly helped me personally and this Association, through some rather turbulent times. Your on-going counsel and advice has been most appreciated and welcomed, as it is this kind of interaction that has and

will continue to see us through the myriad challenges that Barbados’ tourism faces.

Today, as we speak our industry is found at probably the most serious crossroads ever of its development. Difficult times prevail and in some quarters there seems to be much uncertainty about what the next move should be.

The global financial crisis of the last three years, has wreaked havoc on the sector. This economic debacle, evidenced in every corner of the globe, has negatively affected our arrivals out of our major source markets, while visitor spend has fallen, international transportation has been compromised, earnings and marketing spend have diminished and there is seemingly much despair being expressed by some, that otherwise were very confident and optimistic about the future of the industry.

To compound much of what has been stated earlier, many other unimaginable and unprecedented external forces have had their own negative effect on our tourism and hospitality sector. Whether it is a volcano erupting in a northern European nation not even considered as a major source market but affecting us any way, or the fall in value of the Euro impacting the value of the British pound, on which we so readily depend for our livelihoods, even the most recent British Airways cabin crew strike; these events have all combined in one way or another to negatively impact our own tourism performance. The issue here, is the very dynamic and interwoven nature of the global tourism and hospitality sector and the glaring necessity for us to be even more at the cutting edge of constant reform and renewal of our local sector, if we are to survive, let alone thrive in the longer term and for the good of our citizens.

The time has now come, more than at any time in our past, to devise policies and plans that meet and counter some of what is being thrown at us. Although some of you may think that we have done well thus far and even competently handled the more recent crises and maybe we have, so much more needs to be done at both the public and the private sector level to further the industry’s development and to ensure a more sound future for tourism and by extension for the country.

We have certainly moved the arrivals needle forward for the first quarter of 2010. A 1.7% increase in arrivals from January to mid May over our 2009 performance is

President’s Address

President

Wayne Capaldi


certainly encouraging as we look to the future and also places us ahead of many of our regional neighbours; but this performance still falls well below our 2008 figure, which should really be our benchmark performance year. We strongly believe that the best way to make such a recovery is still by increasing our presence and activity in the British market. For even in the midst of overall recovery, this market is still off by some 14.8%. The Brits make up too large a percentage of our overall tourism take for us not to pay more careful attention to our declining fortunes in this critical area. This is a matter that I will speak to later in my address.

Fundamental to all that we do, however, must be a sense and a realism of cooperation amongst our membership as well as between the public and private sector. This is an ideal that we have fought hard to achieve in the industry over the past two decades. However, I now get the distinct impression that in the last few years, this sense of togetherness has slipped and that if we are to regain our global position, as well as to get back to the pattern of growth that marked our development in the past, then this is an ideal to which we must once again subscribe.

At the Association’s level, we have attempted to use our influence and our resources to put in place those necessary building blocks that we see as critical to industry success, but there is only so much that a trade association can do. The bulk of the effort at the policy and planning stage really falls to our government administrators. Let me, therefore, take this opportunity to remind you all that our primary mandate is advocacy and although we have the power to make in-roads into areas such as marketing, human resource development, environmental soundness and even inter industry linkages, the bulk of this policy work falls squarely to the government. In that mode therefore I will outline our most recent efforts and successes, whilst continuing to make those necessary calls for a more effective state effort in some critical areas of our development.

In my opinion, our most satisfactory and progressive accomplishment in the past two years, must surely be the ground breaking Property Consultancy Services (PCS) study on our tourism competitiveness that has exposed so many of the deficiencies that exist in the local industry and through which the consultants have made positive short, medium and long-term recommendations for

fixing the same. The work, which we commissioned in April 2009 and which was delivered to us, has been submitted to both the Prime Minister’s office and to the Ministry of Tourism. At the time of writing the Prime Minister’s office has acknowledged receipt, regrettably no such acknowledgement has been received from our Tourism Ministry. However for the record let me state that in our opinion if we are successful in achieving just 50% of the recommendations contained in the document, over the next decade, our industry should grow by leaps and bounds, while at the same time establishing a sound platform for future, planned development and transformation in every sphere of the sector.

The other major accomplishment for the Association during the period must surely be the tremendous work that has been done bringing some measure of certainty and stability to the area of our industrial relations. This area as most of you will attest, has always been challenging and potentially contentious, and particularly so during difficult economic times. The BHTA has been able in this environment to work alongside and cooperate with the Barbados Workers Union to produce the type of agreement that saw a moratorium on increases in salaries & wages during the period December 2009 to December 2010, thus ensuring the maintenance of vital jobs in our hotels. Additionally, the successful implementation of a performance based incentive programme, now active on a pilot scheme basis, in some nine hotels on the island, actually signals the wave of the future for subsequent employee compensation negotiations in the sector, indeed we would like to believe for all sectors of the economy. It is our contention that this model actually establishes a template for future pay increases in all industries across the national economy. The notion of wage increases based on performance and utilized as a form of incentive that drives performance and that also fuels innovation and workplace creativity, is something that we had better get used to as we seek to move Barbados to developed country status.

The effective utilization of our “Tourism Fund” for the furtherance of the collective national marketing effort, as exemplified in our participation in and commitment to the “Spring to Barbados” initiative, demonstrates clearly how much the Association is changing its marketing focus to assist with more nationally driven initiatives.


Furthermore, the effort to play a more prominent role in the realignment of the national marketing effort has nowhere been better exhibited than in our work with the product clubs, in our opinion a necessary part, again, of the collective national effort and one that we intend to continue to exploit. The fact that we have seven of these clubs up and running very successfully, certainly confirms our commitment to seeing this initiative through.

Our Executive Vice President will, I’m sure, expand on these areas in her own report.

My task however, I would like to believe, is a more simple one, for whilst we are still rather much focused on the every day practical working elements of the industry, I believe that the time has come for us to truly step up our game at the policy and planning levels. This is critical if the industry is to have a certain future, in what has become a truly global and even more dynamic environment.

Isn’t it ironic that the industry, on which we are primarily dependent for our livelihood, also happens to be the world’s largest and fastest growing industry? Yes ladies and gentlemen, travel and tourism, even in these harsh economic times is the number one industry in the world, ahead of manufacturing and the international financial services sector. According to the World Travel and Tourism Council (WTTC) global tourism is expected to expand by approximately 0.5% this year and 3.2% in 2011, however, further growth is anticipated to average 4.4% per annum over the next 10 years.

This novel environment is being driven by a global economy that is being altered so rapidly and so consistently, that as small developing countries we seem barely able to keep up. The message here is that unless we seek also to constantly alter our direction and adapt with some serious 21st century thinking, we will certainly not be able to keep pace. I therefore want today to make some calls for a shift in our national tourism policy direction and to ask our government to work quickly to implement these initiatives as this can mean life or death for the sector going forward.

Over the past few months, I have had the opportunity in my monthly President’s messages to touch on what I consider to be some of the more critical aspects of our tourism development. I want for the record to quickly repeat one of those calls here today.

At the level of national marketing, it is still our view that the present national marketing agency needs fundamental reform. Although the existing model may have served us well in the past, the reality is that the present organizational structure does not readily conform to how business is done in an electronic, more commercially independent age. A model better suited for these times, in our opinion would be a public private sector for profit company, in which both sectors have an equal say. A tourism company that has the power to trade under licences, can bid on and produce events and activities as a means of revenue generation. A travel entity that may even act as its own wholesaler/tour operator and property developer, where and when it is called upon to do so, an agency in which those that have the product, are charged with more say and more operational control than they do now. We need such an agency. Again I repeat this thinking is not new, neither is it unique to tourism dependent economies. Time is of the essence and this fundamental reform must happen now. Reform, I remind you does not mean ridding ourselves of people, what it does mean is utilizing our best resources in a manner that promotes optimum performance. Ultimately stated, we have failed over the years to modernize the way in which we market Barbados and we must make the correction now.

Equally as important is the notion of marketing positioning as still the best means of optimizing our return on investment. We can continue to run after increased numbers, but we believe that we must position Barbados’ tourism to earn the best yield from our marketing efforts. This is best achieved by putting our product up front and center with the travelers that Barbados knows best, and are apt to patronize the island first. In our case those people are the British. We need to get more forcefully into the British market.

As a tourism dependent nation, we need a more specific, more vibrant air transport policy. The present reality is that we are left mostly to the vagaries of the international air transport industry, exhibiting very little influence over such a vital component. There was a time, you will recall, when we as a country owned an airline. To my knowledge we still have a controlling interest in LIAT and although I am not advocating outright ownership

I BELIEVE THAT THE TIME HAS COME FOR US TO TRULY STEP UP OUR GAME AT THE POLICY AND PLANNING LEVELS. THIS IS CRITICAL IF THE INDUSTRY IS TO HAVE A CERTAIN FUTURE, IN WHAT HAS BECOME A TRULY GLOBAL AND EVEN MORE DYNAMIC ENVIRONMENT.

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of any airline, I am suggesting that we leverage that ownership to negotiate some form or level of ownership of one of the existing larger regional carriers and possibly even extra-regional carriers. LIAT’s network, particularly in the sub-region along with its more recent improved financial performance, certainly in my opinion, places it in the prime position to negotiate rights and ownership with other larger carriers that need effective and consistent access to the Eastern Caribbean basin. The effect however, may more substantially assist us, as this would most likely give us a seat and a say in the board rooms that matter. This presence might also influence in great measure our ability to have adequate airlift for the opening up of new markets, for improving access to Barbados out of existing ones and generally influencing civil aviation policy direction in the region.

Hinged on this is the critical issue of a much clearer civil aviation policy for the Caribbean. My research has shown that although there is a form of civil aviation agreement amongst regional governments, the document has not been agreed to by all potential signatories. Our desire is to see this matter resolved in a manner that creates a more “open skies” approach to the Caribbean, thus permitting us to have a better opportunity at attracting international airlines into our air space.

Another of those areas, which has been a consistent bother to us in recent time, has been the availability and access to development capital at affordable interest rates. We laud the efforts of government both past and present to provide such resources. The fact of the matter is however, that they have not done so successfully. Where such provision of capital has been made, resources have been sparse and costly. It is our contention that the single greatest hindrance to progress and development for many of our colleagues and partners is access to affordable capital. If this is the case, then why is government during the good times not setting aside some level of capital for future tourism development? We are recommending that discussions between the Association and government be had on the probability of establishing some form of sinking fund that is specific to the tourism sector. We believe that when business is good, a percentage of our annual national tourism earnings, over a specific time period, should be placed into such a fund.

Additionally and in this vein, annual marketing budgets to any new public/private sector marketing company should be treated in similar fashion. This pool of funds, which should be invested at attractive interest rates, can also be used for price support and for airline and other forms of industry assistance, during difficult times, not unlike the times that confront us today.

Furthermore, the creation of an equity fund for the sector, raised through a national tourism bond issue, specifically earmarked for the development and expansion of the industry and offering attractive returns to the bondholders, should be seriously considered by government. The notion that as an industry, we must wait on the market and be left to the vagaries that we don’t and can’t control is archaic and pedestrian thinking to say the least. As such we must start deriving ways and means to influence the market and how best to push the industry’s development in our direction. This thinking you will also find is not unlike how the international financial institutions, given the most recent global financial and economic meltdown, are actually thinking and planning when assessing the future viability of small states, like our own.

The entire concept of having reserve capital set aside for emergency and contingent use comes home to us even more forcefully when we consider the most recent events that have occurred in two of our major source markets. The oil spill in the Gulf of Mexico and the impact it has had on the economic fortunes of that region, coupled with the industrial action taken by the British Airways’ cabin crew, drives home the point of the vulnerability of the sector and certainly in my opinion cements the case for this kind of resource base for our tourism.

Another area that I want to hone in on today is once again the area of our physical environment and how we continue to treat to it. Whilst it may be argued that we have moved to fix some of the more negative aspects in this area, there is so much left to be done. I refer here specifically to coastal erosion, which has seen so many of our beaches come under the threat of disappearing for good particularly after the past winter season. The fact is that we have moved way too slowly on these basic tourism bread and butter issues. The beaches are arguably the most important asset in our tourism make-up and certainly the most photographed element to the potential

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ANOTHER AREA THAT I WANT TO HONE IN ON TODAY IS ONCE AGAIN THE AREA OF OUR PHYSICAL ENVIRONMENT AND HOW WE CONTINUE TO TREAT TO IT. WHILST IT MAY BE ARGUED THAT WE HAVE MOVED TO FIX SOME OF THE MORE NEGATIVE ASPECTS IN THIS AREA, THERE IS SO MUCH LEFT TO BE DONE.


visitor in all of our advertising efforts, yet we have moved so slowly to correct the challenges along our coastlines. I am appealing to the authorities again today to accelerate the effort as it relates to coastal protection and repair and beach rejuvenation. Our responses to the environmental challenges that we face must simply be more nimble. Our physical environment is simply too vital to our long-term economic survival to be dealt with in the lethargic manner in which we approach it. Let us resolve today to work with and to urge the Government to step up efforts in this regard.

Finally, Ladies and Gentlemen, I wish to say a word today relative to our ongoing collaboration with the public sector, and the prominence that we believe tourism should be given within central government and particularly at the level of the Ministry of Finance. We believe that there simply must be more specific attention paid to our number one economic earning sector, at that level. Whilst we do not pretend to tell the government how to run its affairs, too much of what we do and submit to central government seems not to be given priority and we simply wait too long for responses and feedback. This is a matter that certainly needs more careful attention by our state officials, if we are to weather the many storms that we face in the sector and if we are to continue to grow and develop the industry.

Notwithstanding the aforesaid, this is not only about the public sector. Equally of concern to us is the lack of commitment exhibited by some of our own members. The only manner in which the Association can work effectively on your behalf is if you meet your obligations to us. That obligation begins with submitting information when requested, as well as meeting deadlines on these issues. This lack of commitment to some aspects of the association’s business has been an issue of concern to successive leaders of the Association for some time and certainly a source of great frustration for your secretariat. The mind boggles, that there are some members who sit idly by, pay little attention to assisting the organization in its work but still reap the benefits that are gained, in areas like collective bargaining through our industrial relations programme, or price support in the form of the “Tourism Industry Relief Fund”. I wish therefore once again and on behalf of all those seriously committed members on whose shoulders some of you are standing, to encourage you to step up your game and to show more commitment to your Association that is doing so much every day to improve the lives of each and every Barbadian.

The time is also ripe to once again call on each and every one of you to pay more attention to environmental concerns on the island.The lack of action by so many regarding the maintenance of a pristine physical

environment is a bother to many of us in the industry. Agreed, that action and rhetoric in this regard should not only come from the BHTA, but the fact of the matter is that our most potent tool in this regard is to constantly and consistently lobby government. However, at the individual level there is so much that can be done. For example, taking personal charge of a specific area that abuts and abounds your own properties, and ensuring that it is maintained, is in our opinion the start of a possible wider national programme that should take root and gain momentum. If you are able to effectively do this, the initiative can then be expanded to take in areas that are not necessarily in the immediate vicinity of your business. The adoption of other physical areas for maintenance and upkeep by our business owners and mangers should not be ruled out as a national programme, which could be set up and managed by the BHTA. We consider this to be a practical workable solution to many of our physical environmental challenges, as we simply cannot leave the fixing of all our challenges to the government. We need to act and to act now.

In this regard and at the collective level the BHTA has done well, utilizing some of our product development resources in conjunction with the Limegrove project to help to beautify the “Holetown” bridge for example, a project that we considered important being located in the heart of our island’s first major town. But we can’t stop there and we must clean up Barbados.

As I come to the end of my second term as your President, I am reminded of the words of the British poet Robert Frost as expressed in his well-known poem “The Road Not Taken”. Frost told of two roads diverging in a wood and having to make a decision on which road to take. The stanza that is best known to many is the final one that sates that he took the one less traveled and that is what made all the difference for him. I wish today to remind those of you that are familiar with the poem and to enlighten you who are not, of the reasons why the poet states that he took the other road. He described it as “just as fair” and “because it was grassy and wanted wear”. This is the way I like to think of our Association as grassy, with so much potential and opportunity, still needing wear. I leave this position with a tinge of sadness, truly believing that we could have achieved more. I also leave with a sense of optimism that much more will be achieved in the months and years to come. There is still lots left to be done in and through this industry, for the good of our country and our people I know that we will prevail.

To my successor, I wish you all the best in this new endeavour and be assured that I am always available to assist wherever and whenever necessary.

Thank you once again and God bless you all.


Report of the Executive Vice President

Executive

Vice President

Susan Springer

Many say that the Tourism industry is very fragile and that economies should not be allowed to stand on tourism alone. However, on repeated occasions Tourism has proven to be extremely resilient during turbulent times and has demonstrated clearly that it is more than worthy of support. We are surrounded by one of the worst global economic downturns and added to that the industry is faced daily by a myriad of external forces such as the Iraq War, SARS, H1N1, the Icelandic volcano eruption, airline strikes, oil spills, hurricanes, tsunamis, earthquakes and terrorists to name just a few. Yet Tourism is the one industry that bounces back the quickest and has in many cases created a means for poverty alleviation, sustained employment and as an export has driven foreign exchange reserves thus allowing countries to develop their infrastructure and invest in capital works for the good of their nation.

2009 was indeed a very challenging year and throughout the Caribbean most of the islands recorded a decrease in long stay arrivals until the month of September. In the last three months the Caribbean as a whole saw a 3% increase in long stay arrivals and that trend held for the first two months of 2010 with a 2% increase over the same period of 2009. Cuba saw an increase of 3% largely due to the relaxation of the rules

for Cuban-American visitors and a continued interest in the destination from markets such as Spain, Portugal, Argentina and Peru. Jamaica also saw an increase of 4%; however, some of the rates being charged by hotels were highly discounted. The Dominican Republic showed a minimal increase of 0.3% largely due to increased airlift to some of the secondary airports.

Barbados recorded an 8.7% decline for the year of 2009 with the greatest decline in the UK market. This decline was mainly due to the loss of Excel and BMI, thus leaving just the two main airlines BA and Virgin Atlantic to service Barbados. This market also experienced challenges with the Air Passenger Duty (APD), which is now being revisited by the new government of Britain. In addition, the decline in the exchange rate of the pound made the cost of the vacation higher at a time when, the consumer is looking for the best and cheapest deal.

The Government of Barbados recognised that the industry was experiencing challenges regarding cash flow and viability and introduced the Tourism Industry Relief Fund (TIRF). This was a fund that paid out a total of Bds. $25M to the industry across the board to assist in any shortfall in revenues for the period of the first two quarters of 2009. This fund certainly assisted many companies and the Government must be applauded for initiating this support.

With all of the above taking place it has been imperative for the Association to revisit its mandate thus ensuring that whatever work is carried out is not only representative of the current changing environment but is “member centric”. Let me now reflect on how we have responded to this directive.

Membership and public Relations

The Association welcomed 29 new members to its family during the year of 2009. These included 3 new accommodation members, 1 attraction, 4 restaurants and 21 supporting members. We were especially pleased to welcome the University of the West Indies and we look forward to working very closely with this learning organisation to assist the tourism industry especially in the area of research. On the downside we lost 24 members, 2 from accommodation, 7 from the Direct


tourism grouping and 16 supporting members. Some of these members were unable to pay their dues as their businesses were being challenged in the current climate. The Association will be reviewing the services provided to members to ensure that what is being focused upon is of use to all the categories of membership. The Direct Tourism Services grouping has formed subcommittees for their different interests so as to ensure that the activities and discussions are purposeful.

It is imperative that the work of the Association is very “member centric” especially in the current economic climate.

One of our Public Relations initiatives has included the commencement of a monthly tourism page in the Advocate newspaper. This page is being utilised to inform and educate the general public on the activities of the Association and provide updates regarding the tourism industry.

Human Resource development

The collective agreement ended on 15th December 2009 and negotiations for a new agreement are ongoing. The Barbados Workers’ Union, understanding the many challenges that the hotel sector was facing agreed to a moratorium on wages for the period of December 2009 to December 2010 which to date, has certainly assisted in allowing the hotels to sustain employment.

The Performance Based Incentive Scheme for the tourism sector pilot project has been established in nine hotels across the various categories. The National Productivity Council in collaboration with the BHTA trained 749 participants in the hotels including management and a cross section of the levels of staff. The three key performance indicators, Absenteeism, Operating Costs and Customer service were the major focus of the training. The results from the pilot will be discussed with the Barbados Workers Union during the current year and at the end of the pilot to see how the programme can be improved and when it can be implemented throughout the industry. (More details can be found on Page 22)

A training calendar is currently being compiled as it is the intention of the Association to upgrade and increase the level of training offered for the membership. New courses such as “Tour Guiding” will be one of the new additions.

Environment

The environmental arm of the Association has certainly been very active and continues to be so. This is highly appropriate at this time, when all assistance needs to

be given to the membership to aid them in reducing energy costs, and in increasing their competitiveness through lowering operating costs. Barbados is currently facing increases in electricity costs and the water rate was recently increased by 60%.

The BHTA hosted a breakfast to introduce the CHENACT project to the accommodation members to encourage them to participate. CHENACT is an Energy Efficiency project financed by: IDB, GTZ, CDE, UNEP, BL&P and the Government of Barbados. It is being implemented by the CTO with the technical assistance and operational support of CHTA/CAST. The objective of the project, which is being piloted in Barbados, is to improve the competitiveness of small and medium sized hotels in the Caribbean region through improved use of energy, with the emphasis on renewable energy and micro-generation. Detailed audits are currently being conducted in 30 hotels in Barbados, 18 in the OECS and 5 in the greater Caribbean region. Walk through assessments are also being done in 35 hotels in Barbados.

Whether it is Green Team training, beach walking, beach cleanups, or planning for disaster, all aspects of the environment are being exposed to the membership.

tourism Fund

Despite the downturn in business the Tourism Fund still continues to increase, with monies being received from 22 hotels together with collection boxes from some of the attraction and supporting members.

It has become very apparent that the focus of the Association has had to turn more to marketing due to the challenges facing the Government with abridged taxes and funds, thus resulting in reduced funds that can be expended on tourism marketing. This means, that the Tourism Fund plays an even more important role than ever before and we would like to once again encourage every hotel to come on board and commence collections for the Tourism Fund so that we can really make a difference in both areas of marketing and product development.

The Tourism Fund article in the annual report on page 10 describes some of the projects that have been funded by the Tourism Fund during the past year.

HiV/aids project

The project on Accelerating the Private Sector Response to HIV and AIDS in the Caribbean culminated in March 2010 with the presentation in Antigua of the full Tool Kit containing all of the outputs of the two year project funded by DFID. The toolkit is intended to provide guidance to leaders, policy makers and programme


implementers within the tourism sector on the types of models and tools that can be used for developing and implementing responsible tourism interventions that encompass HIV and AIDS. The Tool Kit contains seven units and appendices.

DVD’s of “edudramas” regarding HIV and AIDS were produced together with posters, booklets and a compendium of best practice studies.

The BHTA was a sub-grantee for this meaningful project and to ensure the continuance of the excellent work produced from the project the Association has formulated a Wellness committee and a part of this committee’s work is to ensure that the HIV and AIDS message continues to be communicated throughout the tourism workforce.

product clubs

The Minister of Tourism disbanded the National Tourism Marketing Committee of which the Product Clubs were a subsidiary. The BHTA decided that the niche marketing carried out by the Product Clubs was extremely important to our members especially during the economic decline. With this in mind seven Product Clubs were re-established and co-ordinated by the Association. All of the clubs are working diligently in their various areas of interest and the outcomes are very constructive with positive feedback being received from the various market places and our membership.

The Association is aware that the Minister of Tourism is working towards introducing a Product Development Company under the BTA and we sincerely hope that all the efforts of the current Product Clubs will be assisted or amalgamated with the new Product Company once it has been established.

Details of some of the work carried out by the Product Clubs can be seen in the article on Page 26.

advocacy

Over 60% of the output of the Association is absorbed in Advocacy which is one of the key mandates of the Association. This can take many forms including the representation of the Association on a myriad of committees, councils, organisations and boards; participation in the Social Partnership and the National Consultation for the public and private sector; attending trade negotiations and meeting with Governmental representatives.

The Government approaches the private sector on an annual basis, prior to the budget presentation, asking for input into the needs and requirements of the various

sectors. The Board of Directors decided that the days of submitting an expansive shopping list of requirements to the Government was both outdated and unproductive. To this end the BHTA commissioned PCS to conduct a study on the “Competitive Tourism Environment which Barbados Faces – Its Challenges and Solutions”. This was completed in December 2009 and was submitted to the Prime Minister and the Minister of Tourism. The primary objectives of the study were to find solutions to improving profitability and return on investment in tourism, look at changes to the tax cost which the industry faces, investigate new tourism products that need to be introduced to the island, look at any new marketing initiatives, investigate the support that is required to facilitate controlled supply growth and look at the appropriate mix of rooms, condominiums, townhouses, timeshares and other forms of accommodation that Barbados should have. The primary benefit of the report was to bring clarity on the major issues to the industry participants and to utilise the report as a tool for advocacy with the government, key stakeholders and the public.

An implementation committee has been established to ensure that the study does not become one more document to gather dust on the shelf.

Economic partner agreement (Epa)

The private sector through the BHTA, PSTT and CHTA actively engaged in the process of negotiating the CARIFORUM-EC Economic Partnership Agreement (EPA) to ensure that the interests of the tourism sector were advanced in the final outcome. However, it is important to recognize that the process did not end with the conclusion of the agreement. For all intents and purposes, the EPA has been in effect for almost a year and a half and we must seriously position ourselves to turn the new market access into real business opportunities.

While we are seeking to increase our trade with Continental Europe, the French speaking overseas territories in the Caribbean such as Martinique and Guadeloupe as well the Dominican Republic, we acknowledge that we will need assistance to ensure that our efforts to explore these new markets actually bear fruit. The EPA itself contains promises of support and it is critical that we look at capitalising on these commitments by Europe. Specifically, Article 117 (2) of the EPA sets out a number of co-operation activities specifically for the tourism sector. These include assisting with the upgrading of national accounting systems with a view to introducing Tourism Satellite Accounts. We firmly encourage the Government of Barbados to pursue this offer of development co-operation given the importance


of having modern accounting systems which can more accurately map the size and contribution of the sector and assist us in jointly planning more appropriate strategies for growth. While this is something that the domestic tourism industry considers to be vital, we understand that only the Government can take advantage of this type of assistance and we eagerly look forward to the Government making progress on this front.

Other areas in which the Europeans will provide development assistance include helping with developing internet marketing strategies for small and medium-sized enterprises, building capacity for environmental management in tourism areas and tourism exchange programmes and training. Very specifically is the strengthening of languages, and as Barbados embarks on expanding its market to Brazil the need to teach and/or upgrade staff to speak Portuguese would indeed be a possible project proposal. These are areas of assistance which we can use to ensure that our product remains a top of the line product. To convert Europe’s commitments into practical activities, the task ahead for us is to dedicate some thoughts on how we can flesh out each specific commitment into a viable project. Clearly, we need to be in a position to be able put forward concrete projects as

more sources of assistance and funding become available. I am sure you would wish to join me in thanking our

President Mr. Wayne Capaldi for his outstanding service over the past two years. It was indeed a magnanimous demonstration of his belief in the Association to run for Presidency for a second term. This position is far more demanding than it may appear and it has been even more taxing due to the current times. He has certainly risen to each and every challenge both forthrightly and candidly. The members of the Board have all been extremely supportive, and were always willing to offer prudent advice and counsel. What do I say about the amazing team of women that drive the Secretariat? They are certainly a force to be reckoned with and one that silently works to serve every one of our members in a dedicated and professional manner.

Lastly but by no means least, thank you, to you, our members. Without you we do not exist. Ladies and gentlemen your Association strives to serve you in a positive manner and this can only be achieved with your assistance and co-operation. The input that is provided to us allows for more effective lobbying to Government, funding agencies, and our private sector partners.

Let us be your voice, but let us speak with your heart.

CHELSTON AVENUE, CULLODEN ROAD, ST. MICHAEL

Member of International Sleep Products Association • Member of The Barbados Hotel & Tourism Association


Performance Based Incentive Scheme (PBIS)

the performance Based incentive scheme for the Tourism Sector arose from a study commissioned by the NPC and conducted by Dr. Hudson Husbands to examine compensation and motivating performance in the workplace. The results of this study were discussed at a Private/Public Sector consultation and direction was given that the Council and the BHTA should move towards implementing a plan that would support industry objectives namely:

Create a superior Industry with sustainable internal and external customer relationships and extraordinary service delivery

Provide a superior vacation experience through quality service, and professional personnel

Link pay to individual, departmental and organisational performance

Allow the organisation to reward excellence rather than mediocrity

Link individual effort to organisational viability and success

A Tripartite Committee has been set up to introduce the plan, as it is evident that the impact of Tourism Sector is crucial for the economy and one in which social dialogue is effective in promoting activities geared to implement changes for promoting economic progress and to enhance competitiveness. The Committee consists of:

The Barbados Hotel and Tourism Association

The Barbados Employers’ Confederation

The Labour Department

The Barbados Workers’ Union

The Productivity Council

During the deliberations of the Committee it was recommended that a pilot project be set up to initiate the plan in the Industry. Complimentary to the pilot programme, an educational and awareness programme was devised to encourage dialogue and to engage industry players to own and support the plan.

The Pilot project was established with nine (9) hotels participating: Hilton, Sandpiper, Coral Reef, Accra Beach Hotel, Divi Southwinds, Dover Beach, Nautilus, Pirate’s Inn, Almond Beach.

The Educational Programme was formulated around the three key performance indicators selected as those things that would have a significant impact on the industry should there be productivity gains:

Absenteeism

Operating Costs

Customer Service

The results of the training evaluation presented in this report indicated that the Educational programme conducted by the NPC in collaboration with the Barbados Hotel and Tourism Association has been positively received by the stakeholders. Seven Hundred and Forty-nine (749) participants including Owners, Executive Management, Middle Management, Supervisors, Line Employees and Trade Union Delegates have benefitted from the education programme. The Training has made significant inroads in creating an awareness in the Accommodation sector about the plan and its objectives thus and preparing the way for:

Focusing employees’ attention on service quality, reducing/containing costs absenteeism & safety and environment.

Motivating employees through an incentive plan that rewards improved productivity


Performance Based Incentive Scheme (PBIS)

Promoting cooperation and team spirit as well as commitment to dept/company goals as well as individual goals

Increasing productivity, employee satisfaction, product or service quality, competitiveness, or profitability

The project should continue to be supported by the Board of the Productivity Council in light of the success achieved thus far and also as a model for other industries

in Barbados. The Board is also being asked to continue their financial support as a stakeholder in the project.

The next steps in the project are:

Review of Data collected with Hotels

Continuation of Education Programme with Pilot Hotels

Negotiation of scheme metrics with BWU

The first step in exceeding your customer’s expectations is to know those expectations. Roy H. Williams


Service to our members is our #1 mandate. The diversity of our membership base requires our involvement in many sectoral issues, both locally and internationally. We function like the nucleus in the cell of a global tourism industry. Driven by our mission to build strong strategic alliances and to stimulate development and proactive positive growth within our local tourism industry, we have seen significant achievements which assist with the individual success goals of our membership.

• Barbados Culinary and Bartender Competition

• Barbados Culinary Team

• Establishment of the Small Hotel of Barbados

• Funding equipment to RBPF

• Police Outpost at St. Lawrence Gap

• Security Officers Training Program

• Governmental Affairs Committee

• HIV/AIDS Educational Program

• In Room Guide – Ins and Outs

• Lobby for increased taxi rates

• Lobby Against Crime and Harassment

• Lobby on Employment Rights Bill

• Lobby draft of Villa Registration

• Lobby for duty free allowance for industry

• MSc Tourism and Hospitality Management

• TEAM (Tourism Education Awareness and Me)

• The Visit Barbados Promotional Guide

The BHTA Serving your needs

some of our achievements to date:

• $10 million Hotel Relief Fund (after Sept 11)

• 7.5% VAT reduction for Accommodation Sector

• Revision of the Hotel Act to new Tourism Act

• Negotiation of $30 million Tourism Investment Fund

• MOU – Crime Stoppers

• Tourism Industry Relief Fund 2009

• Negotiation of $20 million Small Hotels Fund

• Reduced Airfares for Promotional Tours

• Reduction of WT Bound Rates

• Land Tax Concessions for the hotel industry Adopt-A-School Program

• Barbados Booking Centre

• Staycation Promotion

• Supporting BTA Marketing Programs

• Barbados Environmental and Sustainable Tourism Program (BEST)

• BHTA/BWU Collective Agreement

• Barbados Tourism Fund


BodiEs on WHicH BHta aRE REpREsEntEd

• Barbados Tourism Authority Board

• National Tourism Marketing Committee (NTMC)

• National Insurance Board

• Barbados Private Sector Agency

• Caribbean Society of Hotel Association Executives

• Caribbean Hotel & Tourism Association Board

• Barbados Employers’ Confederation Council

• Tourism Development Corporation Board

• Tourism Development Corporation Marketing Committee

• Technical and Vocational Education and Training Council

• National Productivity Council

• Barbados Conference Services Ltd.

• Caribbean Tourism, Health, Safety and Resource Conservation Project

• Working Group on Trade and the Environment

• WTO Working Group

• Customs/Trade/Finance Consultative Committee

• National HIV/AIDS Commission Change Agents Committee

• Aviation Artefacts Amusement Inc.

• Cable & Wireless Customer Service Advisory Committee

• NTMC Product Clubs

• Grantley Adams International Airport Inc.

• Executive Advisory Board UWI – Department of Management Studies

• Labour Market Information Advisory Committee

nEW MEMBERs (June 2009 – May 2010)

Travel Essentials Inc.Barbados Villa ServicesNicholls Baking Co. Ltd.The Wine Rack LtdAlmond CasuarinaSunswept Beach HotelBajan Investments Ltd.PTRS Inc.Jammin Catamaran CruisesThe Banks BarIsland Grill

Direct Car Rentals Barefoot Meetings and Incentives Brydens Distribution Juliet Barbados Holidays Best E Villas Glacial PureOcean TwoAlpha Corporate ServicesRenew Caribbean Inc.Your Wedding CanvasUniversity of the West Indies

Catering Concepts Inc.The Sparman ClinicTelling Caribbean Ltd.Deloitte Consulting Ltd.Blueprint Creative Inc.Signia Financial Group Inc.Facey Commodity Co. Ltd.Caribbean DreamsCaribbeanHotels.com


In 2009, in the herald of the restructuring exercise of the Barbados Tourism Authority, the initiative of the Barbados National Marketing Committee (NTMC) and the niche marketing Product Clubs that operated under that committee were disbanded.

The Barbados Hotel and Tourism Association felt that, given the ever increasing global competition, and the threat of Barbados losing market share in several key source markets, the activity of niche marketing was a significantly important one for Barbados and would have direct benefits to our membership. Additionally, the mandate of the Association’s Tourism Fund was to support marketing and product development activities coming out of the product clubs under the then NTMC, that would result in increased business opportunities for the members of the Association.

Therefore, the BHTA negotiated, and it was agreed by industry partners that the BHTA would assume the responsibility for the product clubs. The existing chairpersons agreed to continue to chair, and the initiative of niche marketing through each product club was quickly back on track.

What are the product clubs?

Our Product Clubs consist of groups of people representing several businesses and sectors in the private and public sector tourism industry, who have a common interest. These persons are willing to volunteer to come together to discuss and develop marketing and product development initiatives, in the best interest of all players, that will position Barbados to take the fullest possible advantage of the opportunities that exist in several strategically identified niches markets.

The primary role of our product clubs is to seek and develop initiatives, and to stimulate targeted marketing activity to the various niche markets that have the potential for rapid growth, which will have a positive impact on our tourism performance.

Under the BHTA there are seven Product Clubs with the following Chairpersons:• Weddings and Romance Mrs. Shelly Williams• Epicurean Mr. Alvin Jemmott• Water Sports Mr. Gavin Smith• Meetings, Incentives, Conferences & Events (MICE) Mrs. Roseanne Myers• Small Hotels Mr. Denis Tull• Golf Mr. Denis Roach• Cruise Mr. Ralph White

What is the focus of each product club?

WeddingsandRomanceBarbados currently gets about 1% of the weddings and romance business in the Caribbean region. However, destination wedding market out of the US market alone accounts for $16 billion in annual spending, with the Caribbean being one of the top five locations of choice. Barbados is very well positioned to take advantage of this through focusing on the correct packaging of our existing product.

EpicureanCulinary tourism is currently one of the fastest growing niche markets within the international travel industry. It is about developing and marketing a new kind of visitor attraction – unique and memorable food and drink experiences. Over 40 million travellers, engaged in culinary or wine-related activities while travelling within the past three years, with over 100 new culinary travel focused tour operators being established. Barbados has a rich culinary heritage, is the restaurant capital of the Caribbean and is the only ZAGAT

The BHTA Product Clubs


rated island in the world. Taking advantage of this niche will require harnessing and organising what we have naturally, and building upon foundations that exist.

WatersportsThis includes dive and all watersports activities. One of the main points of primary empasis will be to regulate the watersports sector on the island to make it more viable and to protect both the players and the visitors. Additionally, the dive industry is a multimillion dollar industry that has motivated many destinations around the world to invest in dives sites. Barbados has fabulous reefs but we need to boast of our dive sites to get a larger portion of the international dive business.

Meetings,Incentives,ConferencesandEvents(MICE)This is a billion dollar industry, with top corporate giants and businesses around the world, investing millions in meetings and conferences, incentive travel and events. Staging these activities in exciting destinations that can accommodate the special needs of these groups is one of the faster growing tourism consumer demands in the world. Despite not having the mega conference facilities that exist in some other Caribbean destinations, Barbados offers a unique product to discerning consumers. The goal is to package it right and sell it well.

SmallHotelsGreat experiences come in small packages. Barbados is not a mass market, hotel chain dominated destination.

The majority of our product fits the official definition of a small hotel, 75 rooms and under. These properties offer unique, island lifestyle experiences. From the ultra luxurious properties to the pocket friendly apartments. Our goal is to brand the product, dispel the usual myths of small hotels and do extensive marketing to push the product.

GolfGolf is one of the world’s most popular games, largely followed and practised by a demographic that has the level of disposable income that is attractive to Barbados as a niche market. Barbados has some of the Caribbean’s most sought after golf courses. We have the product. Our goal is to create a national golf package and market it strategically.

CruiseIn 2009 Barbados welcomed 658,977 cruise ship passengers from 460 cruise ship calls. That figure also represents 658,977 opportunities to make a positive impression on a cruise passenger who will one day return to the island as a long stay passenger; the group which accounts for the majority of the tourism spend on the island. We have a lot to do; from improving the terminal where they arrive, to the visual impression they are presented with as they exit the ship and their post, to improving the level of our service providers and ensuring the quality of the on shore activities and attractions, our goal is to make their BARBADOS experience so memorable, that they will want to come back to stay for a longer period.

If you paint in your mind a picture of bright and happy expectations, you put yourself into a condition conducive to your goal. NormaN ViNceNt Peale


Taste of the Caribbean 2009

The Barbados Culinary team won silver at the 2009 Taste of the Caribbean Culinary Competition. The competition, hosted each year by the Caribbean Hotel and Tourism Association, was held in Puerto Rico at the Caribe Hilton in San Juan, Puerto Rico from June 12 – 14.

The 2009 culinary team consisted of Chef Creig Greenidge (formerly of Sugar Cane Club), Chef Wayne Knight of Sandy Lane, and Chef Mitchell Husbands of Coral Reef Club. The Pastry Chef was Janelle Crawford, Almond Casaurina. With competition manager Chef Graham Licorish of Coral Reef Club. This team competed in the kitchen arena against 12

other teams from across the region and gained silver medals.Kudos to our outstanding Bartender, Jacqueline

Proverbs from Almond Beach Club. She also competed in a field of 12 Bartenders, made it to the top three finalists and gained the silver medal. She was also commended on the creativity of her non-alcoholic drink entry, in which she used Jamaican ackee and coconut milk.

Training managers were Chefs Peter Edey, Graham Licorish and Max Benz. Team coordinators are Michelle Smith and Judy Wilkinson.

Congratulations to the team.

Sponsors: Chickmont, Hotel Foods, Tibaud, BTA, TDC, Hotel Foods, Judge Cookware, Mount Gay Distilleries.


TheBarbadosHotelandTourismAssociationhasa stronganddiversemembershipbase.BecomingamemberoftheBHTAhasseveralprivileges;oneofwhichisthesupportofothermembers.Belowisourmembershipdirectoryoutliningtheservicesourmembersoffer.

AccommodationAccra Beach Hotel & ResortAllamanda Beach HotelAll Seasons Resort - EuropaAlmond Beach Club & SpaAlmond Beach VillageAlmond CasuarinaAmaryllis Beach ResortAngler Apartments Atlantis HotelBarbados Beach ClubBayfield HouseBeach View Condominium HotelBest E VillasBlue Horizon Apartment HotelBlue Orchids Beach HotelBougainvillea Beach ResortButterfly Beach HotelCarib Blue ApartmentsCobblers Cove HotelColony Club HotelCoral Mist Beach HotelCoral Reef ClubCoral Sands Beach ResortCove Spring HouseCrane Residential Resort (The)Crystal Cove HotelDiscovery Bay HotelDivi Southwinds & Heritage ResortsDover Beach HotelElla Fitzgerald ApartmentsFairmont Royal Pavilion HotelFour Aces Apartments & CottagesGolden Sands HotelGreat House (The)Hilton Barbados

Membership Directory as at May 2010

Hotel PomMarineIsland Inn HotelLittle Arches HotelLittle Bay HotelLittle Good Harbour Mango Bay Hotel Nautilus Beach ApartmentsOcean TwoOleander Beach Apartments Peach & Quiet Ltd.Pirate’s InnPort St. CharlesRockley Plum Tree ClubRostrevor ApartmentsRound Rock Apartments on SeaRoyal WestmorelandSalt Ash ApartmentsSandpiper (The)Sandy Lane HotelSavannah HotelSea Breeze Beach HotelSeafoam HaciendasSea-U Private Guest House Settlers Beach Villa HotelSilver Point Villa HotelSilver Sands ResortSouth Beach Resort & Vacation ClubSouth Gap Ocean HotelSouthern Palms Beach ClubSt. Peter’s BaySugar Cane ClubSunswept HotelTamarind Cove Hotel Time Out at the GapTravellers Palm Apartments Treasure Beach Hotel

Tropical Winds Apartment HotelTurtle Beach ResortVineyard Suites (The)Walmer Lodge Apartments Worthing Court Apartment HotelYellow Bird Hotel

Activities&AttractionsAerial Trek Zipline AdventuresAtlantis AdventuresBarbados Golf ClubBarbados Wildlife ReserveC.R. Cruises Ltd. T/A Cool RunningsHarbour LightsHarrison’s CaveHorizon HelicoptersIsland Safari Barbados Ltd.Jammin Catamaran CruisesKendal Sporting Clays Inc.Medford Craft WorldMount Gay DistilleriesOrchid World Rockley Golf CourseSunbury Plantation HouseTall ShipsThe Plantation Garden Theatre

Airlines/AirlineServicesAmerican Airlines British AirwaysCaribbean Airlines LimitedGoddards Catering GroupGrantley Adams International Airport Inc.Virgin Atlantic Airways


Art&CraftEarthworks (Caribbean) Inc.Medford Craft WorldPelican Craft Centre

AssociationsBarbados Dive Operators Association Inc.Barbados Marine TrustIntimate Hotels of Barbados

BarsLexy Piano BarThe Banks Bar

BrochureDistributionBrochure Display Inc.

BuildingContractorsBrewster’s EnterprisesTalma Mills Studios

Car/LimousineRental&TransportBajan Car RentalsChelsea MotorsCoconut Car RentalsCourtesy Rent-a-CarDirect Car RentalsDrive-A-MaticExecutive Rentals Inc.Exquisite Limousine ServicesJohnson’s ToursJones Car RentalsProfessional Transport & Related ServicesStoutes Car RentalsTop Car RentalsTop Class Car Rentals Venture Car Rentals

CharteredAccountantsErnst & YoungKPMGPrice Waterhouse Coopers

CommunicationsAxses Systems Caribbean Inc.BBG CommunicationsDigicel (Barbados) Ltd.Telebarbados Inc.

ConferenceServicesBarbados Conference Services Ltd.

Consultants/MarketingAcute Vision Inc.Al Hart PR Inc.Alpha Corporate Services Inc.Axses Systems Caribbean Inc.Barbados National Productivity CouncilCaribbean DreamsDB ProductionsDeloitte Consulting Ltd.Dynamic Colour Imaging Inc.Intimate Hotels of BarbadosJay Stelzer & AssociatesMay Hinds ConsultingPremier Event ServicesTotally BarbadosTourism Intelligence InternationalVivere Ltd.Z.M. Evelyn Marketing Inc.

CruiseServicesBridgetown Cruise TerminalsFacilitators Unlimited Inc.Foster & Ince Cruise Services Inc.Goddard’s Shipping & Tours

CulturalDevelopmentNational Cultural Foundation

CustomsBrokersMichael Greaves Associates (Bdos) Inc.

DestinationManagementBarefoot Meetings and Incentives

Caribbean HotelsTotally Barbados

DiscountCardCaribbean Classic

EducationThe University of the West Indies

EnvironmentalProducts&ServicesNew Water Inc.Tourism Intelligence International

EventPlannersAlpha Corporate Services Inc.Barbados Conference Services Ltd.Premier Event Services Inc.

FinancialInstitutions&ServicesBank of Nova ScotiaBarbados National BankFirst Caribbean International BankRBC Royal Bank of CanadaSignia Financial Group Inc.

FoodServiceProductsAlamac Trading Co. Ltd.Austin Trading Co.Bakers ChoiceBrydens DistributionContinental FoodsFood Service ProductsHanschell Inniss Ltd.Hotel Food SuppliesNicholls Baking Co. Ltd.Prestige CorporationR.L. Seale & Co. Ltd.SBI Distribution Inc.Stansfeld Scott & Co. Ltd.Stokes & Bynoe Ltd.Tropic Ice Unlimited Wine Rack (The)


HealthThe Sparman Clinic

InformationHandling/TechnologyAxses Systems Caribbean Inc.IlluminatRegional Business SystemsSecure Shred Inc.TeleBarbados inc.

InsuranceCompaniesAmerican Life Insurance Company ( ALICO)CGM Gallagher Insurance BrokersTrident Insurance

ManufacturersTelling Barbados

MapProductionSkyviews Inc.

Media/PublishingAdvocate Co. Ltd.Al-Hart P.R. Inc.Axses Systems Caribbean Inc.Blueprint Creative Inc.Caribbean DreamsCaribbean Travel & Life MagazineCorsons Publications Inc.Discover Barbados TV Dynamic ColourEthnic Vision Inc.Hiltop PublicationsMiller Publishing Co. Ltd.Nation Publishing Co. Ltd.Skyviews Inc.The Holiday Channel

NightclubsHarbour LightsThe Ship Inn

PhotographyServicesR.M.T Photographics Ltd.

PrintingCot Caribbean GraphicsDynamic Colour ImagingMoore Paragon (C’bean)

PrivateDevelopersPort St. CharlesRoyal Westmoreland

Sandy Lane Property Owners Association

PropertyManagement&RealEstateAA Altman Real EstateA.M. Realty Services Ltd.Bajan Services Ltd.Barbados Villa ServicesIsland VillasJennifer Alleyne Ltd.Keystone Real EstateRealtors Ltd.Rex Realty Ltd.Terra Caribbean (Barbados) Ltd.West Coast Villas

RentalCompaniesEllco Rentals

Restaurants&CateringAckee TreeApsara RestaurantsBeach (Coach) House (The)Bonito RestaurantBrown Sugar RestaurantBubba’s Sports Bar & RestaurantCafé SolCatering Concepts Inc.ChampersChefette RestaurantsChicken Barn Ltd.Fusion Restaurant & LoungeIl Tempio RestaurantIsland GrillJust Grillin’Lonestar Garage RestaurantLucky Horseshoe SteakhouseMangos by the Sea McBride’s Pub & CookhousePatisserie & Bistro FlindtPlantation RestaurantSunbury PlantationTides Restaurant (The)Thirty Nine Steps Bistro Inc.Waterfront Café

RetailBenbows MinimartBridgetown Cruise TerminalsCave Shepherd & Co. Ltd.Colombian Emeralds DaCosta Mannings Inc.Diamonds InternationalD. Blades Trophies

Earthworks (Caribbean) Inc.Facets International JewellersLittle SwitzerlandRoyal Shop (The)Tamarind Seed (The)Travel Essentials

SecurityExecutive Protective Services Inc.Guardsman (Bdos) Ltd.G4S B’dos Ltd.

SuppliersA& B Music SuppliesAustin Trading Co. Ltd.B & B Distribution Ltd.Capaldi Manufacturing Co. Ltd.Dowman DesignFacey Commodity Co.GCS Limited T/A Ganzee /Cotton HarbourGlacial PureHarris Paints Barbados (2003) Ltd.Hotel Food Supplies Inc.Mount Gay Distilleries Ltd.Oran Ltd.Regional Fire & Safety (B’dos) Ltd.SBI Distribution Inc.Sleeprite (Bdos) Ltd.Slumberest Sleep ProductsThe Tile GalleryTop HealthTropic Ice UnlimitedTropical Shipping Co. Ltd.West India Coffee Co.Yankee Garments Ltd.

TravelAgency/TourCompanies&RepsCaribbeanhotels.comChantours Caribbean Inc.Facilitators Unlimited Inc.Foster & Ince Cruise Services Inc.Johnson’s Stables & GarageGoddard’s Shipping & ToursSt. James Travel & ToursSuntours CaribbeanWest Indian International Tours

TourismDevelopmentBarbados Tourism Investment Inc.

WeddingConsultantsIsland Bliss Weddings & EventsIsland Weddings Inc.


THE BARBADoS HoTEl AnD TouRISM ASSoCIATIon

Financial StatementsDecember 31, 2009

(expressed in Barbados dollars)


THE BARBADoS HoTEl AnD TouRISM ASSoCIATIon

additional information to

Financial StatementsDecember 31, 2009

(expressed in Barbados dollars)


BHTA Annual General Meeting

ElECTIonS 2010 RESulTS

PRESIDENT Mr. Colin Jordan

IMMEDIATE PAST PRESIDENT Mr. Wayne Capaldi

1ST VICE PRESIDENT (President Elect)

2ND VICE PRESIDENT

V. P. FINANCE

V.P. DTS

CHAIRMAN LUXURY CLASS Mr. Eric Mapp

CHAIRMAN “A” CLASS Mr. Paul Collymore

CHAIRMAN “B” CLASS & APTS. Ms. Z. Ann Smith

CHAIRMAN DTS Mr. Ralph White


notes

I have had dreams and I have had nightmares, but I have conquered my nightmares because of my dreams.

SophocleS

2 0 0 9

EXCEEDING EXPECTATIONS

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Email: [email protected] Website: www.bhta.org

2009 exceeding expectations

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