The successful growth of Malta’s tourism industry during these last 10 years could easily have blinkered many stakeholders. Several of the destination’s weaknesses continue to relapse in time.
As we prepare to celebrate that successful bid, and honour Valletta as the European Capital for Culture in 2018, we should be poised to secure a ‘destination vision’, and use this important platform to launch it.
The destination vision (Ritchie 1993) is a statement, or understanding of what such a philosophy logically suggests and makes most sense, as to what the destination, in this case Malta, should look like in 10, 20 or 50 years.
For this purpose the authorities, together with all stakeholders, should take on a very detailed audit, analysing the islands’ attractiveness.
A fresh policy framework with a defined timetable should list strengths, attributes and weaknesses, past and present strategies and formulate together a fresh policy framework with a defined timetable.
In the meantime, and as there is probably not enough time to accomplish this audit by V18, the authorities should immediately select a qualified panel of persons to brainstorm and come up with a brief but concise list of short-, medium- and long-term actions.
Sustainability must be the only and prime conditioning factor that allows rationale thought in the continued development of this key industry. The island’s authorities and stakeholders must coordinate activities that bring about a common and shared vision of how Malta as a tourist destination will be able to attract future visitors.
In the interim, to sustain and support the industry to retain the quality and standard of service for all those visitors that have trusted the country for their holiday choice.
It is easily noticeable that with the current unabated development activity, this approach is being forgotten and no consideration is being given to locals, let alone tourists. There seems to be a forgetfulness about visitors’ impressions, which are taken back and spoken about, particularly after a holiday. In some areas, locals are becoming unusually hostile to tourists, but also irritated by each other.
The size of the islands obliges the authorities and decision makers to work on a holistic plan which can reduce these negative impacts when they occur
If development is necessary and purposeful, this must be thought of about correctly and in symbiosis with the ‘destination vision’ of how this country should look like, both for locals and tourists.
The abundant examples of overcrowding and inevitable irritation levels during these months don’t seem to worry decision makers and key stakeholders.
Uncontrolled carrying capacities particularly in peak months bring the inevitable. This is because impacts have started to emerge from large numbers of visitors in certain periods of the year.
Visitor management is becoming a crucial requirement and an important element for the travel experience for that same visitor. The size of the islands obliges the authorities and decision makers to work on a holistic plan which can reduce these negative impacts when they occur.
We need a conceptual model for ‘destination competitiveness and sustainability’. This would contain several components that are each a determining factor for policy planning. Each component is linked and provides very clear guidelines for stakeholders responsible for the continuous management of the destination sustainability.
Interestingly this study explains how a destination is able to value its resources and their positive development as comparative advantages which in turn contributes to creating the competitive advantages which become key indicators for a holistic assessment.
Tourism being an ‘open system’, relates to two distinct but linked elements; the macro environment, which is the global region outside a destination, in constant change requiring industry marketers to anticipate and pre-empt their actions; and the micro environment which focuses mainly on the destination resources, attractions, activities, including all tourism players.
The latter provides for the involvement of communities as a requirement, seeking understanding and collaboration, despite the differing attitudes and views there could be. This is an essential process for reaching a sustainable approach in the tourism industry.
The latest announcement of the MTA-appointed resort managers, although positive, had already been introduced previously, with very little effect. To be truly effective these roles should be occupied by teams of very qualified and knowledgeable individuals who are selected unanimously amongst all stakeholders.
On the other hand all stakeholders must embrace the destination management by focusing on activities on a daily basis which have been identified and agreed upon as the destination policy, planning and development. The resort manager roles must display leadership qualities and be vested with enough authority.
Otto & Ritchie, 1995, state that quality of service has to be complemented and combined by quality of experience, highlighting how destination managers must attempt to ensure a seamless, hassle free interface among all elements of the total travel experience.
The Maltese archipelago is blessed with long periods of sunshine and a beautiful clean sea, together with a unique history. These resources and attributes need constant nurture and protection. By undertaking sustainable action, we shall effectively create that unique competitive advantage.
It is therefore indispensable that holistic thinking within a structured approach for all the islands is done carefully, protecting our endowments that lead to a continued sustainable growth and development of the tourism sector.
Whatever the ‘destination vision’, the country cannot do without paying attention to the fact that critical aspects of attractiveness of a destination and its appeal remain fundamental for all would-be travellers.
Gianfranco Selvaggi is a tourism and management consultant.