The development of productive and fully integrated linkages between the Agri-Food Sector and Tourism in the Caribbean Region offers significant potential for repositioning and broad-based growth in the Agriculture value chain, and opportunities for channelling the Region’s diversity and building-in genuine competitiveness and sustainability in the tourism product. Forging Agriculture-Tourism linkages capitalizes on the inherent ability of the Tourism sector to diversify the Caribbean economy, stimulate entrepreneurship, catalyse investment and assist in wider social development in local communities. Such linkages offer unprecedented  opportunities to stem and reverse the declines in traditional agriculture, stimulate the rapid growth in “new‟ agriculture and build resilience and sustainability of Caribbean economies. The latter is particularly critical for reducing the high levels of foreign exchange leakage in tourism, preserving cultural identity, reducing poverty in local communities and enhancing local awareness and good practices with respect to climate change and environmental issues. Goal: To provide a mechanism for managing and increasing the local and regional development impact of Tourism and Agriculture through the creation of a collaborative and inclusive planning and implementation framework that can drive trade and new business between the two sectors.

1. Sign-up to our newsletter for updates on calls for proposals,
consulting opportunities or new research findings
www.competecaribbean.org
Inclusive and sustainable economic growth
through global competitiveness

2.  Why?
 What?
 How to use it?
 How to disseminate it?
2
Community-Based Tourism (CBT)
toolkit
Caribbean Tourism Organisation
(CTO)’s definition of CBT:
A collaborative approach to tourism in
which community members exercise
control through active participation in
appraisal, development, management
and/or ownership of enterprises that
delivers:
• Net socio-economic benefits to
community members;
• Conserves natural and cultural
resources; and
• Adds value to the experiences
of local and foreign visitors.
This encompasses both tourism
activities in a community and goods
and services supplied to the tourism
industry by one or more community
members.
For Compete Caribbean, CBT...
 Fosters inclusive development by generating revenues and
employment for underprivileged groups;
 Diversifies the product offering to increase global
competitiveness;
 Helps preserve tourism assets for sustainable development

3. 1. Build capacity of BSOs to support clusters, including CTO
 CBT projects can represent the best example of cluster initiatives
• involves collaboration among MSMEs and large firms
• integrates business relationships at the local, national and international levels
• Address coordination failures
 MoT in most Caribbean countries created a position to support
CBT in their country
2. Build a pipeline of cluster projects that Compete Caribbean and
others can fund
 Call for cluster proposals in 2017: only 19% of applications from
tourism
• Insufficient given the impact on inclusive and sustainable economic
development in the Caribbean
• Success of tourism clusters in CC1 (Pure Grenada, Rupununi, Treasure Beach)
3
Why developing a CBT toolkit?

4. 4
What is it? The CBT toolkit includes 5 tools that
people can use to achieve each purpose
Tool Description
COMMUNITY
TOURISM
DEVELOPMENT
Use Users
A frame of reference to
assess the community’s
capacity for CBT based on
key success factors (KSFs).
ENTERPRISE
DEVELOPMENT
Template to prepare an
inventory of tourism assets
found in the community.
Inventory number, range &
quality of tourism assets in
community, identify
strengths and gaps
Tourism Assets
Inventory
 Community Organizations
 National Tourism
Organisations (NTOs)
 Business Support
Organisations (BSOs)
Assess market readiness
and gaps to identify priorities
that can be included in a
project plan and/or funding
proposal
CBT Diagnostic  Development agencies
 Community organisations
+/-2-page template to collect
information about the types of
experiences found in the
community to attract visitors.
MARKET
DEVELOPMENT
Promote the diversity of
CBT opportunities in the
Caribbean
CBT Profiles
Database of CBT
profiles in the
Caribbean?
 CTO representatives in
USA, UK and Canada
 NTOs
 Tour operators
 Visitors
CBT Enterprise
handbook
 CBT Enterprises owners
& managers
 NTOs
 BSOs
User-friendly business guide to
develop profitable CBT
enterprises that return benefits to
communities.
Start, improve, formalize
and expand CBT business
operations
Community-Based Tourism (CBT) toolkit
Purpose
Assessment of willingness-to-
pay of American visitors for
experiences that can be
offered by Caribbean MSMEs.
PRODUCT
DEVELOPMENT
Refine, expand
and price the
product offerings
to increase tourism
spending
Consumer
research in
American
market by
Euromonitor
 Entrepreneurs
 Business Support
Organisations (BSOs)
 National Tourism
Organizations (NTO’s)
1
2
3
4
5

5. 5
COMMUNITY TOURISM
DEVELOPMENT
Template to prepare an inventory of assets found in the
community which are valuable for CBT development
Tourism Asset Inventory
I. Accommodations
1.1 Bed & breakfast
1.2 Cabin / lodge / ecolodge
1.3 Campground
1.4 Apartment / villa
1.5 Guest house/ inn
1.6 Homestay
1.7 Hostel
1.8 Hotel
1.9 Other
II. Attractions
2.1 Festivals & Events
2.2 Culture & Heritage Attractions
2.3 Natural Attractions
2.4 General Attractions
III. Services
3.1 Food & Beverage
3.2 Shopping & Markets
3.3 Transportation
IV. Experiences (Tours
& Activities)
4.1 Culture & Heritage
4.2 Water-based Adventure
4.3 Land-Based Adventure Local
V. Experts
5.1 Tourism
5.2 Natural and Cultural Heritage
5.3 Performing Arts
5.4 Visual Arts
VI. Infrastructure
6.1 Security
6.2 Health
6.3 Visitor
6.4 Other
1

6. 6
6 types of assets, 19 sub-types,
171 options
Asset Types List - Reference for completing sheets: 1) Accommodation, 2) Attractions, 3) Services, 4) Experiences (Tours & Activities) 5) Local Experts 6) Supporting Infrastructure
1. Accommodation
1 Accommodations
2.1 Festivals &
Events
2.2 Culture &
Heritage
Attractions
2.3 Natural
Attractions
2.4 General
Attractions
3.1 Food &
Beverage
3.2 Shopping &
Markets
3.3
Transportation
4.1 Culture &
Heritage
4.2 Water-based
Adventure
4.3 Land-Based
Adventure
5.1 Tourism
5.2 Natural and
Cultural
Heritage
5.3 Performing
Arts
5.4 Visual Arts 6.1 Security 6.2 Health 6.3 Visitor 6.4 Other
1 bed & breakfast agricultural archaeological
site
beach rivertubing /
rafting
/kayaking
cafe clothes market air services art/graffiti, etc. boating ATV/quads boat captain farmer actor artisan community
Watch program
doctors bank
2 cabin / lodge /
ecolodge
community architecture cave amusement
park
ethnic
restaurant
craft market bus services dance canoeing cycling cook/chef historian artist artist police services hospitals currency
exchange
service
3 campground cultural art gallery cenote aquarium fast food
restaurant
farmers market car rental
services
educational diving/snorkelli
ng
caving driver geologist (rocks) dance group film maker security service medical clinics Internet access
point
4 apartment / villa food/ drink/
wine
artisan facility desert casino food tour fish market ferry services food/gastronom
y
fly fishing hiking tour guide ornithologist
(birds)
dancer designer trained security
guards
other phone line /
chips
5 guest house/ inn heritage/
history
cemetery forest observatory full service
restaurant
produce market route taxi
services
indigenous kayaking horseback riding housekeeper /
cleaner
fisher folk music group potter other public
washroom
6 homestay performing art church/temple garden / farm science centre gourmet
restaurant
souvenir store taxi services health &
wellness
river rafting /
tubing
walking spa therapist natural /
alternative
healers
musician photographer visitor
information
service
7 hostel sports food processing lake stadium/arena home meal store other herbal /
traditional
medicine
sport fishing mountain biking other storytelling singer print maker
8 hotel visual art great house land-based park suspension
bridge
street stands stand/kiosk museum wildlife viewing scooters traditional
knowledge
singing group textile artist
(crochet,
embroidery, knit,
weave)9 other other heritage site marine park sightseeing
tram
bar / beverage
only place
other spiritual other trekking cultural / sports
icon
theatre group videographer
10 indigenous site river water slide/park other other wildlife viewing other other writer
11 lighthouse trail zoo other other
12 memorial /
monument
waterfall other
13 museum wetland
14 pyramid wildlife viewing
site
15 theatre other
16 rum distillery
17 other
6. Supporting Infrastructure
4. Experiences (Tours and Activities) - 3 types,
multiple sub-types
2. Attractions - 4 types, multiple sub-types 3. Services - 3 types, multiple sub-types 5. Local Experts - 4 types, multiple sub-types

7. 7
COMMUNITY TOURISM
DEVELOPMENT
1
Tourism Assets Inventory
Instructions
To list and categorise the products, services and infrastructure in the community used (or
potentially used) for tourism in order to support the development of Community-Based
Tourism (CBT).
Have an inventory of demand generators, which is what is available in the community to attract
visitors and support packaging and promotion of CBT products and services.
* Any businesses or assets that visitors might use, see, hear or touch while in the community.
* The most important information to record is name, location, and contact person to update
details.
Seven tabs including the "Asset List" which covers the main tourism categories and types of
assets:
(1) Accommodations - e.g., homestays, hotels, ecolodge, camping, bed & breakfast.
(2) Attractions - Festivals & Events, Culture & Heritage Attractions, Natural Attractions, General
Attractions.
(3) Services - Food & Beverage, Shopping & Markets, Transportation.
(4) Experiences (Tours & Activities) - Culture & Heritage, Water-based Adventure, Land-based
Adventure.
(5) Local Experts (persons with special knowledge) - Tourism, Cultural Heritage, Natural
Heritage, Performing Arts, Visual Arts.
(6) Infrastructure - Visitor and community infrastructure important for tourism.
* Use community and tourism websites, business directories, phone books, bulletin boards, etc.
* Identify people in the community who know what is available in the community.
* Fill or ask others (such as students) to fill each tab to the best of their knowledge.
* Identify someone responsible for maintaining the master file so any changes made are
captured centrally.
Frequently Asked Questions (FAQs):
1 Should non-
CBT tourism
assets be
included?
Yes, non-CBT tourism assets should be included because:
- Visitors often use a mix of CBT and non-CBT products and services.
- When packaging, CBT businesses can work with non-CBT businesses to create engaging
experiences and provide complementary tourism products and services.
- Non-CBT tourism businesses are important marketing partners for CBT e.g., they may display
mend you to their guests, or become a reseller of your
Use:
Purpose:
What to
include:
Asset
components:
How to
complete:
2) Attractions: 2.1 Festivals and Events, 2.2 Culture & Heritage Attractions, 2.3 Natural Attractions, 2.4 General Attractions
1
2
3
4
5
6
7
Short Description
Briefly describe - description
of attraction
(max 150 characters)
Comments
Include notes on visitor appeal, visitor capacity,
other relevant info e.g., renovations, closures,
development plans
Type (select from drop-
down menu or refer to
Asset List)
Sub-type (select from
drop-down menu or
refer to Asset List)
Name
(How people recognize the
place, i.e. brand name)
Location
(Village & street where
the attraction is
located)
Name of main contact
for booking
(First & Last name)
Phone
(XXX-XXX-XXXX)
Email Website
Facebook
Page
Community
owned?
(yes/ no/
partially)
Name of main
owner(s)
(First & Last)
(If Any)
% of female
ownership

8. 8
COMMUNITY TOURISM
DEVELOPMENT
Frame of reference to assess market readiness and gaps
based on KSFs, and discuss priorities that can be included in
a project plan and/or funding proposal
Diagnostic tool
2
1. Governance and Leadership
2. Community Participation
3. Access to Resources
4. Infrastructure & Services
5. Human Resources
6. Tourism Assets
7. Product Development and Marketing
7 dimensions that must be
assessed for community tourism
development
For each dimension, market readiness can be
assessed for 68 key success factors in CBT

9. 9
Community tourism developmentGovernance and Leadership
CBT integrated in local economic planning
Representative governance
Partnerships
Independent administration
Community Participation
Community interest
Knowledgeable community members
Community consultation and engagement
Protocols for visitors
Access to Resources
Access to land
Protected CBT assets
Access to business support services
Access to finance
Access to capital investments
Access to technical training
Infrastructure & Services
Accessibility
Basic infrastructure (water, waste, electrical, communication and financial services)
Health and medical
Security
Human Resources
Management skills
Operational skills
Licenses and credentials
Tourism Assets
Asset inventory
Signage
Retail/shops
Product Development and Marketing
Market research
Product base
Marketing
Industry linkages
Community-based tourism (CBT) framework
7 dimensions
and 68 success
factors for
effective
community-
based tourism
(CBT)

10. 10
Questions suggested to
facilitate:
Compete Caribbean-Caribbean Tourism Organization
Community-Based Tourism Readiness Diagnostic - Success Factors Criteria and Scoring
Key CBT success factors Assign a score based on best estimate of the extent to which the community meets each criterion Meets
2 points
Partially
meets
1 point
Does not
Meet
0 point
Comments (e.g., Activities already place to
meet criterion, assistance required to meet
it, critical gaps to be addressed to meet it)
Governance and Leadership
Is Community Based Tourism CBT part of a broader community development plan?
Does the community prioritize CBT as a development strategy?
Does the community have a written CBT development strategy or plan?
Has zoning been done to designate areas in the community to be used for tourism?
Is there a management committee (or group) responsible for CBT?
Does the CBT committee involve women?
Is the CBT committee representative of community members (e.g., youth, elderly, farmers, fishers, as relevant to the
community)?
Partnerships Does the community have strong partnerships with government, NGOs or other agencies that support the community's
CBT development plans?
Independent
Administration
Does the community have established administrative and financial systems and procedures specifically for
developing and managing CBT (e.g., separate accounting systems and bank accounts used only for CBT development,
CBT funds not subject to appropriation for other uses)?
Section Subtotal: 0 0 0
Community Participation
Is there interest from community members to champion CBT activities?
Have you addressed any resistance from community members against CBT?
Has tourism awareness education been conducted to help community members understand tourism and its
opportunities (e.g., how the tourism sector works, the benefits and drawbacks, the types of jobs and business
opportunities it creates, social impact)?
Does the community have knowledge and experience in CBT (e.g., tourism training been done, community members
own or have worked in tourism enterprises)?
Does the CBT committee, or community decision makers, hold regular meetings to discuss CBT development with
community members?
Does the community have a system that is used to provide information to community members? (e.g., public
information boards, What's App group, Facebook group)
Does the community have a system to allow community members to provide input and/or make decisions on CBT
initiatives that affect the community (e.g., community meetings, voting)?
Protocols for visitors
Has the community defined cultural and/or community protocols and boundaries that protect the community and
reflect community values and beliefs (e.g., sites not to be visited, unwanted visitor behaviour, privacy infringement)?
Subtotals: 0 0 0
Access to Resources
Access to land Does the community own lands or have secure legal access to lands where CBT development is planned or where CBT
activities take place?
CBT integrated in local
economic planning
Representative
governance
Community
consultation &
engagement
Knowledgeable
community members
Community interest
 Assessment process
 Discussion with community members
 Prioritization
 Fundraising

11. 11
What is it? The CBT toolkit includes 5 tools that
people can use to achieve each purpose
Tool Description
COMMUNITY
TOURISM
DEVELOPMENT
Use Users
A frame of reference to
assess the community’s
capacity for CBT based on
key success factors (KSFs).
ENTERPRISE
DEVELOPMENT
Template to prepare an
inventory of tourism assets
found in the community.
Inventory number, range &
quality of tourism assets in
community, identify
strengths and gaps
Tourism Assets
Inventory
 Community Organizations
 National Tourism
Organisations (NTOs)
 Business Support
Organisations (BSOs)
Assess market readiness
and gaps to identify priorities
that can be included in a
project plan and/or funding
proposal
CBT Diagnostic  Development agencies
 Community organisations
+/-2-page template to collect
information about the types of
experiences found in the
community to attract visitors.
MARKET
DEVELOPMENT
Promote the diversity of
CBT opportunities in the
Caribbean
CBT Profiles
Database of CBT
profiles in the
Caribbean?
 CTO representatives in
USA, UK and Canada
 NTOs
 Tour operators
 Visitors
CBT Enterprise
handbook
 CBT Enterprises owners
& managers
 NTOs
 BSOs
User-friendly business guide to
develop profitable CBT
enterprises that return benefits to
communities.
Start, improve, formalize
and expand CBT business
operations
Community-Based Tourism (CBT) toolkit
Purpose
Assessment of willingness-to-
pay of American visitors for
experiences that can be
offered by Caribbean MSMEs.
PRODUCT
DEVELOPMENT
Refine, expand
and price the
product offerings
to increase tourism
spending
Consumer
research in
American
market by
Euromonitor
 Entrepreneurs
 Business Support
Organisations (BSOs)
 National Tourism
Organizations (NTO’s)
1
2
3
4
5

12. 12
ENTERPRISE DEVELOPMENT
User-friendly guidebook to help entrepreneurs develop profitable
CBT enterprises that return benefits to communities.
CBT Enterprise handbook
3
1.0 The Global Travel Industry
1.1 Many Different Parts
1.2 The Global Scene
1.3 Impacts of Tourism
1.4 Global Tourism Trends
2.0 Understanding CBT
2.1 What is Community-Based Tourism (CBT)?
2.2 What are the Benefits and Drawbacks of CBT?
2.3 Community-Based Tourism in the Caribbean
Types of CBT Experiences in the Caribbean: 2019
3.0 Protecting and Involving
Your Community
3.1 What is Cultural Authenticity?
3.2 How Can You Protect and Benefit Your Community?
4.0 Planning your CBT
Business
4.1 What is a ‘Market Ready’ Tourism Business?
4.2 What are the Steps to Starting a CBT Business?
4.3 What Goes into a Business Plan?
4.4 Where Can I Get Help for My Business Plan?
5.0 Understanding Your
Markets
5.1 What is Market-Driven Research?
5.2 Which Types of Visitors Have the Most Potential?
5.3 Who is my Ideal Guest?
6.0 Developing Your Product
6.1 What is Packaging?
6.2 What Types of CBT Packages Do Visitors Buy?
6.3 What are the Essential Qualities of a CBT Product?
6.4 What Product Can I Offer?
6.5 What are the Steps in Product Development?
7.0 Pricing Your Product
7.1 How Does the Travel Distribution System Work?
7.2 What Commissions Do the Travel Trade Expect?
7.3 What are Net and Retail Rates?
7.4 How Do I Calculate My Net Rate?
7.5 How Do I Calculate My Retail Rate?

13. 13
ENTERPRISE DEVELOPMENT
User-friendly guidebook to help entrepreneurs develop profitable
CBT enterprises that return benefits to communities.
CBT Enterprise handbook
3
8.0 Meeting Visitor Expectations
8.1 What is Values-Based Guest Hospitality?
8.2 How Can I Create a Sense of Place?
8.3 What is Genuine Hosting?
8.4 How Should I Prepare Guests for Their Visit?
8.5 How Can I Learn from Feedback?
9.0 Marketing Your Product
9.1 What are the 4 Ps of Marketing?
9.2 What Goes into a Marketing Plan?
9.3 Why is Branding Important?
9.4 How Do I Make a Marketing Content Library?
9.5 Why is Online Marketing Important?
9.6 What are the Best Ways to Market?
10.0 Developing Financial Management
Skills
10.1 Why Do I Need Financial Management?
10.2 How Do I Estimate My Start-up Costs?
10.3 How Do I Prepare an Annual Operating Budget
10.4 How Will I Finance My Business?
10.5 What are the Essential Financial Statements?
10.6 What about Taxation and Reporting?
10.7 Why Should I Get Professional Assistance?
10.8 Checklist for Financial Success
11.0 Building Your Support Network
11.1 Building Your Support Network
Glossary
Appendix 1: References and Resources
Appendix 2: NTOs and CBT Development
Appendix 3: Experience Development Template
Appendix 4: Example Code of Conduct

14. The CBT enterprise handbook is based on the market-Readiness model
developed by Small Planet Inc.

15. 15
What is it? The CBT toolkit includes 5 tools that
people can use to achieve each purpose
Tool Description
COMMUNITY
TOURISM
DEVELOPMENT
Use Users
A frame of reference to
assess the community’s
capacity for CBT based on
key success factors (KSFs).
ENTERPRISE
DEVELOPMENT
Template to prepare an
inventory of tourism assets
found in the community.
Inventory number, range &
quality of tourism assets in
community, identify
strengths and gaps
Tourism Assets
Inventory
 Community Organizations
 National Tourism
Organisations (NTOs)
 Business Support
Organisations (BSOs)
Assess market readiness
and gaps to identify priorities
that can be included in a
project plan and/or funding
proposal
CBT Diagnostic  Development agencies
 Community organisations
+/-2-page template to collect
information about the types of
experiences found in the
community to attract visitors.
MARKET
DEVELOPMENT
Promote the diversity of
CBT opportunities in the
Caribbean
CBT Profiles
Database of CBT
profiles in the
Caribbean?
 CTO representatives in
USA, UK and Canada
 NTOs
 Tour operators
 Visitors
CBT Enterprise
handbook
 CBT Enterprises owners
& managers
 NTOs
 BSOs
User-friendly business guide to
develop profitable CBT
enterprises that return benefits to
communities.
Start, improve, formalize
and expand CBT business
operations
Community-Based Tourism (CBT) toolkit
Purpose
Assessment of willingness-to-
pay of American visitors for
experiences that can be
offered by Caribbean MSMEs.
PRODUCT
DEVELOPMENT
Refine, expand
and price the
product offerings
to increase tourism
spending
Consumer
research in
American
market by
Euromonitor
 Entrepreneurs
 Business Support
Organisations (BSOs)
 National Tourism
Organizations (NTO’s)
1
2
3
4
5

16. 16
PRODUCT DEVELOPMENT
Assessment of willingness-to-pay of American visitors for
experiences that can be offered by Caribbean MSMEs.Consumer research
4
Refine, expand and price the product offerings to
increase tourism spending
1. What are visitors interested in spending their money on?
2. How much are they willing to pay?
3. How can Caribbean MSMEs take advantage of this?
Increase employment and revenues for people across sectors: farming, agro-
processing, logistics, transport, tourism, creative industries, furniture, etc.

17. 17
15 activities prioritized out of 30 considered based on
potential benefits for Caribbean MSMEs
Niche Markets Category Category Definition Price range
Number of
businesses
Community
involvement
Employment
potential
Interest/
Popularity (US)
Capacity in
the Caribbean
Score
Culture and Heritage
Tourism
Local Tourism
Tourism activity that offers experiences linked to the local/host
community. May include multiple activities across various
tourism niches and categories, with an aim to offer an authentic
and local experience. Experiences may be packaged to include
transportation, accommodation, meals, a guide, etc.
100-2000+ 100+ High High High High 5.00
Agro and Food Tourism
Food and
Beverage Tour
Expeditions that include visits/excursions linked to food and
related products and activities. Tours might highlight the
process, include a tasting and/or culinary cooking activity.
Popular tours include rum, coffee, spices, and chocolate.
30-1200 26-100 High High High High 4.70
Culture and Heritage
Tourism
Homestay
A homestay property is an alternative accommodation in a
private residence/local home that accommodates paying guests.
Travelers usually stay with a family and experience their cooking.
Homestays can be offered by individuals and their families or by
structured organizations.
35-110 100+ High Mid High High 4.50
Scientific, Academic,
Volunteer and
Educational Tourism
(S.A.V.E.)
School Exchanges
and Cultural
Immersion
Travel experience which has as a primary motivation the tourist’s
engagement and experience in learning, self-improvement,
intellectual growth and skills development. Includes a broad
range of products and services related to academic studies, skill
enhancement, school trips, career development courses and
language learning among others. Experiences can be focused on
1000-2000+ 1-25 High High High High 4.40
Agro and Food Tourism
Traditional
Cuisine
Activities in the destination where the local food and beverage
including agricultural products, gastronomic offerings and
methods of food preparation are the primary pull factors and key
aspects of the experience. Can be offered at family and local
restaurants including the traditional fish fry.
10-15 100+ High Mid High High 4.40
Agro and Food Tourism Farm to Table
A culinary experience that includes products that are locally
grown or sourced. This may include a farm tour, harvesting
ingredients, and/or a cooking class in addition to a meal/tasting
using locally sourced ingredients.
25-110 26-100 High High High Mid 4.20
Scientific, Academic,
Volunteer and
Educational Tourism
(S.A.V.E.)
Volunteer with
Local Experience
Trips taken to a destination for the purpose of assisting the host
community, often with a social cause as the primary motivation
with travel as a complementary feature. Examples include
voluntourism for reconstruction in the aftermath of a natural
disaster, community development activities, conservation, and
clean-ups.
800-2000+ 1-25 High High Mid High 4.00
Culture and Heritage
Tourism
Indigenous
Tourism
Tourism activity that is owned, operated, and/or managed by
members of indigenous communities, and offers unique and
authentic experiences to visitors while also contributing to
sustaining local livelihoods, protecting valued socio-cultural
traditions, and the natural and cultural heritage resources of the
community.
30-110 1-25 Mid Mid High High 3.50

18. 18
Four activities further prioritized based on research
findings to optimize regional benefits
 These activities show highest benefits for the
region.
 They are most interesting to US tourists.
A) Prioritize
 Interest level among tourists is low, as are the
benefits for the Caribbean compared to the rest of
the activities.
 Requires repositioning to strengthen both.
D) Redefine
 Benefits for the Caribbean are high.
 US tourists show low interest; therefore,
promotion and repositioning are required.
B) Promote internationally
 US tourists are highly interested in these.
 They bring lower benefits to the region -
therefore they need further development.
C) Develop locally
Caribbeanbenefits*
Interest level of tourists**Low High
LowHigh
B) Promote internationally A) Prioritize
D) Redefine C) Develop locally
*Caribbean benefits refer to the combination of metrics from the scorecard (community
involvement, employment potential, capacity, activity price, and number of businesses)
**Interest levels based on consumer survey, N = 629
C) Develop locally
Food-related

19. 19
The four top activities that can generate the most
revenues for Caribbean businesses involved agrifood
Traditional
Cuisine
 Most are willing to pay as
much as US$100 for their
experience.
 Average current price is $10
 Half of respondents are
willing to pay more for
food sourced locally, and
nearly 40% for organic
produce.
Farm to
Table
 Majority would pay as
much as US$100 for their
experience.
 About half of respondents
are willing to pay more if
the experience is locally
sourced, embraces
environmental
sustainability, and offers
VIP options or access.
Food &
Beverage Tour
 Most are willing to pay up
to US$300 per activity.
 35% are willing to pay
more for attributes like
Organic certification,
locally sourced, benefits
everyone fairly, etc.
 Around 20% are willing to
pay at least 25%-50% more
for VIP options and access.

20. 20
Each activity analyzed: preferred characteristics, who to
target, how to market, how to price, etc.
Local Tourism
 Most are willing to pay as much as
US$300 per activity.
 Over half are willing to pay more if they
know the ticket price % that goes back
to the community and VIP options.
Farm tour
 Willingness to pay varies from $31 to $300
 Current price range currently offered in the
Caribbean: $20-150
 Should include transport and be combined
with other activities

21.  Deal breaker: Perception of safety and hygiene
Inform customers
Certifications to show that standards are met
 Visitors want to know, see and feel
Grown without chemical
Organic
Sourced locally
Providing benefits to local community
Fun to experience
 Research and book online
 Raise awareness
21
Other key findings from survey
responses
Tell them!
Show them!
Only 21% of respondents were familiar
with CBT, but 79% said they were willing
to try once they became aware.
Agritourism
tour guides?

22. 22
What is it? The CBT toolkit includes 5 tools that
people can use to achieve each purpose
Tool Description
COMMUNITY
TOURISM
DEVELOPMENT
Use Users
A frame of reference to
assess the community’s
capacity for CBT based on
key success factors (KSFs).
ENTERPRISE
DEVELOPMENT
Template to prepare an
inventory of tourism assets
found in the community.
Inventory number, range &
quality of tourism assets in
community, identify
strengths and gaps
Tourism Assets
Inventory
 Community Organizations
 National Tourism
Organisations (NTOs)
 Business Support
Organisations (BSOs)
Assess market readiness
and gaps to identify priorities
that can be included in a
project plan and/or funding
proposal
CBT Diagnostic  Development agencies
 Community organisations
+/-2-page template to collect
information about the types of
experiences found in the
community to attract visitors.
MARKET
DEVELOPMENT
Promote the diversity of
CBT opportunities in the
Caribbean
CBT Profiles
Database of CBT
profiles in the
Caribbean?
 CTO representatives in
USA, UK and Canada
 NTOs
 Tour operators
 Visitors
CBT Enterprise
handbook
 CBT Enterprises owners
& managers
 NTOs
 BSOs
User-friendly business guide to
develop profitable CBT
enterprises that return benefits to
communities.
Start, improve, formalize
and expand CBT business
operations
Community-Based Tourism (CBT) toolkit
Purpose
Assessment of willingness-to-
pay of American visitors for
experiences that can be
offered by Caribbean MSMEs.
PRODUCT
DEVELOPMENT
Refine, expand
and price the
product offerings
to increase tourism
spending
Consumer
research in
American
market by
Euromonitor
 Entrepreneurs
 Business Support
Organisations (BSOs)
 National Tourism
Organizations (NTO’s)
1
2
3
4
5

23. 23
MARKET DEVELOPMENT
2-page template to collect information about the types of
experiences found in the community to attract visitors.CBT destination profile
5
To promote the rich cultural diversity in the Caribbean
Database of
CBT
destinations in
the Caribbean
Part 1: Community Profile
Community Name: Click or tap here to enter text.
Introduction
Name of community and location (max 2 sentences):
Click or tap here to enter text.
What name means/How community got its name – interesting info, (max 2 sentences):
Click or tap here to enter text.
Interesting tidbit that shows or highlights an interesting angle (few sentences): e
Click or tap here to enter text.
Key Details
Population (number of people): Click or tap here to enter text.
Indigenous Groups, if relevant (breakdown by %, if
possible):
Click or tap here to enter text.
Languages (main ones, in rank order): Click or tap here to enter text.
Customs, traditions or practices to be observed: Click or tap here to enter text.
Location (fill in details):
Note: also use Google Maps to prepare a map showing
location, geographic features, etc.
Longitude Click or tap here to enter text.
Latitude Click or tap here to enter text.
Elevation Click or tap here to enter text.
Topography: few sentences with features: Click or tap here to enter text.
Weather: few sentences with features: Click or tap here to enter text.
Community Arts, Culture and Heritage Experiences
A few sentences about the community-based arts, culture and heritage experiences available to visitors,
developed based on tourism inventory and field mission. (General overview. No specific info on businesses
providing tours.)
Click or tap here to enter text.
Natural Attractions
A few sentences about the special natural features/attractions of the community, such as parks, protected
areas. Focus on connection to community – e.g. places which are draws for the destination, and where CTEs
take visitors, good places for viewing flora and fauna
Click or tap here to enter text.
Accommodation
A few sentences about types of community accommodation available in the area. If none, provide info about
accommodation partners community works with. (General overview. No specific info on businesses providing
tours.)
Click or tap here to enter text.
Visitor Information
Names, phone numbers, emails, social media pages for sources of visitor information for community
Click or tap here to enter text.
Part 2: See, Do & Stay
Community Arts, Culture and Heritage Experiences
Name
Location
Contact
Type
Specific info on community enterprises that provide experiences. Type refers to the type of experience offered
e.g., cultural tour, village walk, herbs/medicinal plants walk, kayak tour, etc. Add or delete lines as needed.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Multi-experience Packages
If multi-experience and/or multi-destination community tourism packages are available, include information,
links, etc. to actual and/or sample day and multi-day packages linking 2 or more experiences, at least one of
which is offered by a community enterprise. Add or delete lines as needed.
Click or tap here to enter text.
Click or tap here to enter text.
Community Food
Community enterprises that provide food and beverage services. Type refers to the type of food establishment
e.g., street stand, fast food, home meal, café, restaurant. Specialty refers to type of food served e.g., local
cuisine, indigenous cuisine, vegetarian. Add or delete lines as needed.
Name
Location
Contact
Type & Specialty
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Community Accommodation
Community enterprises that provide accommodation. Type refers to the type of accommodation offered e.g.,
home stay, hostel, guest house, B&B, ecolodge, hotel, etc. Add or delete lines as needed.
Name
Location
Contact
Type
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
Click or tap here to enter
text.
How to Get Here
Provide short relevant details on how to get to community
By Air:
Click or tap here to enter text.
By Road: (self-drive directions) Click or tap here to enter text.
By Road (shared bus service): Click or tap here to enter text.
By taxi:
Click or tap here to enter text.
By Other: e.g. Boat
Click or tap here to enter text.
Visitor Services & Information
Details on key tourism services: 1) washrooms – if no public ones, list places that are friendly to visitors (e.g. gas
stations, restaurants); 2) internet – public access points, cafes, etc.; 3) electricity – volts, frequency and plug
type as well as available hours, if applicable; 4) Visitor assistance - safety and security services such as police,
where help can be obtained by a visitor and sources of visitor information; 5) health services – location of
doctors, clinics, hospitals, etc.
Publicly accessible
washrooms:
Internet:
Type:
☐Satellite ☐Landline ☐Mobile ☐None
Availability: ☐24 Hours ☐Set Times Daily ☐Less Than Daily
Access Points: ☐Community Businesses
Electricity:
Type:
☐Renewable ☐Generator ☐Grid ☐None
Availability: ☐24 Hours
☐Set Times Daily ☐Less Than Daily
Voltage:
☐110
☐220
Pin Type:
☐Flat
☐Round
☐Square
Visitor Assistance:
Click or tap here to enter text.
Health Services:
Click or tap here to enter text.

24.  Why?
 What?
 How to use it?
 How to disseminate it?
24
Community-Based Tourism (CBT)
toolkit
Caribbean Tourism Organisation
(CTO)’s definition of CBT:
A collaborative approach to tourism in
which community members exercise
control through active participation in
appraisal, development, management
and/or ownership of enterprises that
delivers:
• Net socio-economic benefits to
community members;
• Conserves natural and cultural
resources; and
• Adds value to the experiences
of local and foreign visitors.
This encompasses both tourism
activities in a community and goods
and services supplied to the tourism
industry by one or more community
members.
For Compete Caribbean, CBT...
 Fosters inclusive development by generating revenues and
employment for underprivileged groups;
 Diversifies the product offering to increase global
competitiveness;
 Helps preserve tourism assets for sustainable development

25.  Regional webinar in October
 Network of BSOs, newsletter, websites, etc
 CTO Conference on sustainable tourism: 2-day
training of 13 MoT officers to help them deliver:
 National webinar for national tourism AND
community-based AND business support
organisations
 Workshop in a community targeted at women
• Distribution of hard copies of the handbook
 Project Concept Note (PCN) for the cluster call
 Call for cluster proposals
25
Disseminating the Community-Based
Tourism (CBT) toolkit

26. 26
Concept Note
 Full budget &
implementation plan
 Partnership agreement
with commitment letter(s)
for counterpart
contribution (20%)
 Terms of Reference (ToR)
for all projects
 Baseline data
Cluster Development
Plan (CDP)
 Application form
online
Investment
Panel (IP)
 Independent
panel of judges
from the private/
public sector
 Selection of
projects based
on scoring
system
IDB
Contract
 Letter of
Agreement
 Any other
conditional
requirements
+1 month
Implementation
 Recruit and manage
consultants
 Monitor and evaluate
progress
 Establish sustainable
structure and processes
24 months3-month 1 day2-month
Cluster selection process and timeline
Nov-Dec
2019
Feb–April
2020
June 2020
(to be confirmed)
Deadlines
2020-2022
Call for tourism clusters to be announced shortly – sign up to newsletter
www.competecaribbean.org
$100k-$400k technical assistance grant
available for tourism clusters

27. Hythe, Maxwell Main Road
Christ Church, Barbados.
Tel: 1. 246. 627. 8500 • Fax: 1 .246. 429. 8869
Email: competecaribbean@iadb.org
Thank you!
Sign-up to our newsletter:
www.competecaribbean.org
A multi-donor facility that provides technical assistance to increase the
competitiveness of the Caribbean private sector. The results expected are increased
employment, revenues and exports using an inclusive and sustainable approach.

28. Productivity & Innovation
in the private sector
Business climate
reforms
Pillar1
Pillar2
(a) Clusters and value chains
Inclusiveness
Climate change
Sustainability
Catalytic impactGender
 OECS, Jamaica and Barbados ecosystem
 Corporate venturing (regional)
 Social innovation in Belize
 Public procurement for innovation (regional)
 Community-based tourism (CBT)
(b) Entrepreneurship & innovation ecosystem
(c) Technology adoption in firms
 Technology Extension Services (TES)
 Blue Tech Challenge
 Fintech and blockchain innovation
 Ag-Tech pilots
 Cluster capacity building in vulnerable countries
 Four calls for proposals
(a) Policy & regulatory
reforms
Focused on business and innovation
climate, particularly DB indicators
(b) Institutional
strengthening
Focused on evidence-based policy-
making
(c) Knowledge products &
dissemination
Enterprise Surveys and others
Compete Caribbean Partnership Facility (CCFP):
2 pillars, various instruments

29.  More than half of
Caribbean MSMEs are
underbanked for a variety
of reasons.
 The lack of access to
cost-effective digital
payment solutions
prevents access to
potential customers –
both online and offline
29
Fintech and blockchain innovation
*Using a Structural Gravity General Equilibrium Model, LSE study 2019
Two researches published in 2019
The Role of Fintech and Regulations in
Enabling Caribbean MSMEs to grow and
innovate
 Access to finance and cost
of finance represent the
greatest constraint to
growth
 The price friction
represents 2.2% of the
CARICOM GDP
 Addressing these barriers
can lead to an increase of
12.7% in tourist arrivals
annually*.
Tourism and Innovation: Leapfroging the
Caribbean private sector
A global competition and a blockchain symposium will be organized in 2019-2020 to foster
adoption of technology and help firms transition into the fourth industrial revolution.
We can all play un role in creating demand for innovative technology

30. 30
Four calls for cluster proposals (+$3M)
-> one for tourism only (2019-2020)
USD$100k to $300k technical
assistance grant for each
selected cluster
Technical assistance can include
 Market research / Fam tour
 Product development / testing
 Marketing campaign
 Training
 Standards/licencing
 Organic certification
 Cluster coordination
 Geographic indicator
 Process reengineering
 Research & development
 Etc.
 Access to larger markets;
 Business development/branding;
 Cost sharing/saving;
 Workforce development;
 Higher and more uniform quality
standards;
 Supply chain or process
improvements;
 Advocacy
 Climate change adaptation / leadership
Objectives
A cluster is a group of
interconnected firms operating
near each other that collaborate
and compete to obtain a larger
share of the global market.

31.  Firms must operate in CCPF’s 13 beneficiary countries:
Bahamas, Barbados, Belize, Guyana, Jamaica, Suriname, Trinidad
and Tobago, Antigua and Barbuda, Dominica, Grenada, St. Lucia, St.
Kitts and Nevis, and St. Vincent and the Grenadines
 Cluster Project must involve 3 or more private-sector firms
 Lead firm submitting application should provide legal
certification of registration
 Commitment for counterpart contribution of 10% in cash
and 10% in-kind
31
Eligibility

32. 32
Counterpart Contribution (20%):
half in-kind, half in-cash
Cash contribution (10%) In-kind contribution (10%)
• Equipment needed
• Goods (eg: fertilizer, raw material)
• Website
• Purchase of license
• Purchase of airline tickets
• Etc.
• Staff allocated to manage a
project
• Space provided for cluster
consultants
Max. amount allocated by CCPF (80%) – for TA $400,000
Min. amount allocated by cluster in-kind (10%) $50,000
Min. contribution by cluster in-cash (10%) $50,000
Total estimated budget of cluster project $500,000
Minimum budget accepted: $100,000

33.  Job creation in the short and long term (~25%) – the extent to
which the cluster project will create new jobs, including for
women and other vulnerable or marginalised groups.
 Revenue generation (sales & exports) (~25%) – the extent to
which the cluster project will generate increased sales outside the
country, within the country indirectly throughout the value chain,
or to a clear reduction of imports over time, especially for Small
and Medium Enterprises (SMEs).
 Project feasibility/potential impact (~35%) – there is a critical
mass of firms with the capacity to absorb technical assistance and
become competitive in a global value chain or niche market.
 Sustainability (~15%) – the likelihood of sustaining the results
achieved once the CCPF project ends; and considerations for
climate change and sustainable development.
33
Evaluation criteria

34. 34
Technology Extension Services (TES) to
increase productivity of firms
Size guidelines # of employees Revenues (USD)
Micro < 5 0 – $250k
Small 5-15 $251k – $500k
Medium 16-50 $501k – $1.5M
Large > 50 > $1.5M
Source: Caribbean Development Bank (CDB)
Target for TES: Caribbean SMEs
TES is one type of
innovation policy that
Governments have
successfully used in
other countries to
accelerate the pace at
which SMEs “catch up”
with more advanced
firms by transferring
knowledge about best
practices*.
For example in the USA, the Manufacturing Extension Partnership (MEP) program
generated $32 of return in economic growth for every 1$ invested, translating into $3.6
billion in total new sales annually for SME manufacturers. In terms of employment, an
impact assessment revealed that one job was created or retained for every $1,570 of
federal investment made in the program.

35. TES pilot in the Caribbean - DRAFT
4-step approach
B) BSOs / SBDCs
. Jamaica
. Bahamas
. St. Lucia
. Belize
. Barbados
. St.Kitts & Nevis
. Antigua & Barbuda
. Dominica
A) Eligible firms
High growth potential
Agroprocessing or tourism sector
Operating in a country of SBDC network
Diagnostic validated by certified business assessors*
Complete
Caribbean
Export
diagnostic tool
* Caribbean Export will train and certify over 30 business assessors across the region in 2018 within and outside the SBDC
network. A site visit by a certified business assessor is required for eligibility.
Business Diagnostic
(Target: 200 firms)
Technical Audit
(Target: 75 firms)
Technical
Intervention
(Target: 50 firms)
Capital
Investment
(Target: 25 firms)
Ensure integrity
of diagnostic*
Eligible?
Coordinate
technical audit
C)Technical Service Providers (TSP)
Lumin Consulting at UWI?
Caribbean Export?
CHTA?
CARIRI?
Provide support
or refer to
others
Conduct technical
audit (1-day)
Accept to
implement?
Conduct technical
intervention
Pay 25% of the
budget
Monitor and
record progress
on Neoserra
Facilitate
technical
intervention
Technical Assistance
Plan (TAP) with
recommendations
and budget
Share data on
progress
Support client with
investment proposal
and presentation to
the bank
Need capital
to upgrade
technology?
YesNo
Yes
No
Update M&
system
Start
Technology Extension Services
(TES) in the Caribbean
Database
of TES
providers
D) Financial institutions / Development Banks
Commercial banks?
Eco-micro network?
Microfinance / Credit unions?
Grant programs?
Offer financing for
technology &
equipment
Receive fina
payment
Technical Assistance
Report (TAR) with
rational for
improvements
Investment
proposal for debt
or equity
financing

36. Example of TES
– General business analysis, strategic
planning, successive planning, executive
coaching
– Financial analysis, activity-based costing
– Energy management
– Environmental, health, and safety
• food safety, ergonomics, waste management,
compliance, pollution prevention, carbon
footprinting)
– Information technology
• computer software/packages for accounting,
planning, order entry, scheduling, inventory, such
as MRP II, ERP
• sourcing and matching for Technology, supplier and
vendor
– Referral to qualified private consultants, technology
centers, or other relevant assistance programs
– Lean operations
• lean production and lean office,
• use of methods such as “5 S”, value stream mapping,
pull systems, quick changeover,
• cellular manufacturing,
• just-in-time systems
• waste minimization,
• preventive maintenance, and
– Quality improvement
• certification to standards such as ISO 9000, TS
16949, ISO 13485, ISO/IEC 17025)
• Use of statistical process control and methods such
as root cause and six sigma
– Product development and
marketing
• lean product development, ideation, market
research, business development assistance, lead
generation, technology validation

37. What is a cluster? Why clustering?
• Joint marketing to increase global market share
• Training – co-investment in human capital
• Advocacy with government and partners
• Research and product development
• Value chain improvement
Objectives for firms
• Local proximity: Face-to-face interactions to build trust and share knowledge
• Lead by the private sector, supported or facilitated by BSOs
• Stakeholders reach consensus on top priorities for the cluster to grow
• Starts with quick wins: address low-hanging fruits
• A mix of firm size – micro, small, medium and large, local, international
• Connections with academic and training institutions
Key success factors / Best practices
• Collaboration multiplies spillover in the community
• Increase protection of natural assets
• The combination of cooperation and competition
fosters innovation over time
• Firms that are part of a cluster are stronger than
those that are not
• Higher productivity, higher wages
• More successful start-ups
• Attracts Foreign Direct Investment (FDI)
Objectives for gov./NGOs/dev. agencies
A cluster is a group of interconnected firms operating near each other that collaborate
and compete to obtain a larger share of the global market.

38. 38
The four top activities that can generate the most
revenues for Caribbean businesses involved agrifood
Beach Tourism
Tourism activity that is centered around the marine environment. It includes visits to coastal towns and recreational activities related to
enjoying the sun, sand, and sea including sunbathing, snorkeling, paddle boarding, scuba diving, walking/playing on the beach, etc.)
Ecolodge
A tourist accommodation facility that is ecologically designed and managed to have a minimal negative impact on the natural
environment and host community in which it is situated. Ecolodges are mainly located in a remote destination in nature, and are often
built from natural materials.
Farm to Table
A culinary experience that includes products that are locally grown or sourced. This may include a farm tour, harvesting ingredients,
and/or a cooking class in addition to a meal/tasting using locally sourced ingredients.
Farm Tour
An activity linked to a tour/visit to an agricultural farm. This can include organic farm tours, or tours of specialized crops such as coffee
and cacao plantations, spice farms and medicinal herbs. Farm tours may include meals, food tastings, and/or accommodations.
Festival
Festivals are events centered on celebrating or commemorating some aspect of local indigenous culture, heritage and traditions,
spiritual practice, gastronomy, film and/or music of a country, community, religion, ethnic or social group. Festival Tourism is a popular
niche market segment, defined as travel for the main purpose of attending festivals.
Food and Beverage
Tour
Expeditions that include visits/excursions linked to food and related products and activities. Tours might highlight the process, include a
tasting and/or culinary cooking activity. Popular tours include rum, coffee, spices, and chocolate.
Heritage Site
Historical, cultural, archeological and indigenous sites and ruins such as monuments, buildings, structures and cemeteries of significant
local value or where political, military, cultural or social history has been preserved.
Homestay
A homestay property is an alternative accommodation in a private residence/local home that accommodates paying guests. Travelers
usually stay with a family and experience their cooking. Homestays can be offered by individuals and their families or by structured
organizations.

39. Indigenous Tourism
Tourism activity that is owned, operated, and/or managed by members of indigenous communities, and offers unique and authentic
experiences to visitors while also contributing to sustaining local livelihoods, protecting valued socio-cultural traditions, and the natural
and cultural heritage resources of the community.
Local Tourism
Tourism activity that offers experiences linked to the local/host community. May include multiple activities across various tourism
niches and categories, with an aim to offer an authentic and local experience. Experiences may be packaged to include transportation,
accommodation, meals, a guide, etc.
School Exchanges
and Cultural
Immersion
Travel experience which has as a primary motivation the tourist’s engagement and experience in learning, self-improvement,
intellectual growth and skills development. Includes a broad range of products and services related to academic studies, skill
enhancement, school trips, career development courses and language learning among others. Experiences can be focused on specific
subject areas or aspects of culture where learning is the primary goal, and travel is a complementary criterion.
Traditional Cuisine
Activities in the destination where the local food and beverage including agricultural products, gastronomic offerings and methods of
food preparation are the primary pull factors and key aspects of the experience. Can be offered at family and local restaurants including
the traditional fish fry.
Traditional Health
and Wellness
Tourism that is based on locally significant wellness activities, done by tourists with the principal purpose of improving their health and
wellbeing. Examples may include mineral baths, spa treatments, courses on ancient herbs and their uses, etc.
Volunteer with Local
Experience
Trips taken to a destination for the purpose of assisting the host community, often with a social cause as the primary motivation with
travel as a complementary feature. Examples include voluntourism for reconstruction in the aftermath of a natural disaster, community
development activities, conservation, and clean-ups.
Wellness
Activities that offer preventive, lifestyle-enhancing, relaxing, pampering and healing treatments.
Experiences can include yoga, mindfulness, and meditation retreats including detox retreats, and retreats guided by expert nutritionists
among other specialists.
Wildlife Tourism in
Natural Habitat
Trips to destinations with the main purpose of observing the local fauna. Includes birdwatching, turtle watching, and generally
observing wildlife in its natural habitat. This does not include reserves or sanctuaries.
Source: Caribbean Tourism Organization, United Nations World Tourism Organization, and Euromonitor International